HR's dual role in corporate governance: balancing employee needs with organizational interests
Original framing: “Is HR really there to help employees? What early-career workers should know about it” — The Conversation - Global
HR as a formalized function emerged in the early 20th century as a response to industrial labor unrest and the need for more systematic control over the workforce. Historical parallels can be drawn with the rise of personnel departments during the Taylorist era, which sought to optimize labor through scientific management.
HR functions as a key mechanism for mediating power dynamics between employees and employers, shaped by historical labor movements, legal frameworks, and global economic trends.
While often framed as a neutral mediator, HR is deeply embedded in corporate governance and often serves to align employee behavior with organizational goals. To address systemic imbalances, HR must be reimagined through inclusive policy design, ethical AI integration, and legal reforms that protect vulnerable workers. Cross-cultural and Indigenous perspectives offer alternative models for workplace justice, while scientific and artistic insights can enhance empathy and ethical leadership. A systemic transformation of HR is necessary to create workplaces that prioritize both productivity and human dignity.