Connecting Developments in Corporate Human Management Thinking to the Capability Approach as Used in International Development Research

John Cameron; Abena Eyeson

doi:10.5771/0935-9915-2012-2-173

Inhalt
- Kapitel Ausklappen | EinklappenAutorenSeiten
- 89–92 Titelei/Inhaltsverzeichnis 89–92
- 93–97 Editorial 93–97
- 98–118 Applying the Capability Approach Empirically: An Overview with Special Attention to Labor Ortrud Leßmann Ortrud Leßmann 98–118
- 119–139 What Does Flexicurity Have to Gain from the Capability-Approach? René Lehwess-Litzmann René Lehwess-Litzmann 119–139
- 140–157 Long-term Unemployment and the Capability Approach – The Case of the German Labor Market Michael Olejniczak Michael Olejniczak 140–157
- 158–172 Assessing Employee Voice in Restructuring Processes against the Capability Approach. A Case Study in the Swiss Metal Sector Jean-Michel Bonvin, Éric Moachon Jean-Michel Bonvin, Éric Moachon 158–172
- 173–190 Connecting Developments in Corporate Human Management Thinking to the Capability Approach as Used in International Development Research John Cameron, Abena Eyeson John Cameron, Abena Eyeson 173–190
- 191–216 Empowering People in the Business Frontline: The Ruggie’s Framework and the Capability Approach César G. Canton César G. Canton 191–216
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mrev management revue , Seite 173 - 190

Connecting Developments in Corporate Human Management Thinking to the Capability Approach as Used in International Development Research

Autoren

John Cameron Abena Eyeson

DOI
- doi.org/10.5771/0935-9915-2012-2-173
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

This paper offers Amartya Sen’s capability approach as a framework for understanding and evaluating Human Resource Development activities in larger organizations, specifically transnational corporations (TNCs). There is a growing literature on international human resource management targeted at people studying management in large organizations which has encouraged an element of cultural sensitivity in HR practices. This paper is concerned with demonstrating how the capability approach can help link the world of work to wider socio-economic and citizenship development. Human exploitation (more negative) and raising returns to human capital (more positive) are compared to the capability approach as models for understanding the impact of human resource management activities. For the Capability Approach, it is important to take into account the potential impact of HRD on people working for a TNC and on their wider well-being outside the TNC. A case study of TNCs in Ghana is used to explore how the capability approach can be applied in practice. The paper concludes with some reflections on how the approach may help provide a conceptual framework for the global discourse on TNCs as potential developmental agents.
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