Addressing Contextual Pressures and Challenges in Social Care: The Prospects of Multi‐Actor Engagement With Strategic HRM
基于一家非营利社会照护机构应对招聘与留任危机的案例，研究了多主体参与战略人力资源管理如何应对外部与内部情境压力，并揭示了实施过程中趋同与偏离的动态机制。
ABSTRACT Drawing on an exemplary case of strategic HRM in a nonprofit social care provider responding to a recruitment and retention crisis, this article offers evidence for a multi‐actor, recursive model of HRM implementation. We examine how multi‐actor engagement with strategic HRM reinforces or modifies intended HRM, and how this engagement is shaped by external and internal contextual pressures in nonprofit social care organizations. Through an in‐depth qualitative study, we shed light on the internal process dynamics that not only engender a shared understanding of intended HRM strategy and practice among key organizational actors ( convergence ) but also allow for local deviation ( divergence ) that forges a more adequate response to workforce challenges. Our study contributes to theory on the social dynamics of HRM implementation within wider institutional contexts while highlighting the limits of a business‐oriented HRM system for delivering a sustainable workforce within social care.