Edited by Chris Brewster, Wolfgang Mayrhofer and Elaine Farndale
This chapter identifies the key (silent) stakeholders involved in employment relationships, determining how human resource management (HRM) systems have been configured. The authors develop arguments supporting the three pillars on which this stakeholder HRM model is built. They also present a systematic analysis of ten Latin American multinational corporations’ annual and sustainability reports to identify how organisations promote employee involvement with the local community, and the HRM practices that link employees with their proximal community to foster social inclusion.
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