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Organizationally sensible versus legal‐centric approaches to employment decisions
Author(s) -
Roehling Mark V.,
Wright Patrick M.
Publication year - 2006
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20134
Subject(s) - construct (python library) , business , legal risk , knowledge management , legal profession , management science , computer science , law , political science , economics , finance , programming language
Many managers and human resource professionals view the law increasingly as an overly restrictive influence on their ability to manage employees effectively. This article is intended to alert HR professionals to the risk that they are unnecessarily contributing to the impact that legal considerations have on the management of employees as a result of “legal‐centric decision making.” We introduce the construct of legal‐ centric decision making, present a model of the primary factors contributing to legal‐centric decision making, provide support for the model from diverse literatures (e.g., behavioral decision making, management, and law), and identify several keys to avoiding legal‐ centric decision making. © 2006 Wiley Periodicals, Inc.