Between Flexibility And Fairness: HRM Responses To Gig Work And Collective Bargaining In New Zealand

<b>ABSTRACT</b>The rise of the gig economy has fundamentally disrupted traditional employment relations by introducing a workforce that is flexible yet precariously positioned outside the scope of most statutory protections. This study examines how human resource (HR) managers in New Zealand respond to the legal and ethical challenges of managing gig workers, with a particular focus on collective bargaining rights and worker representation. Drawing on qualitative data from semi-structured interviews with HR professionals across multiple industries, the research explores perceptions of legal obligations, the implementation of HRM practices, and strategies to balance organizational flexibility with the principles of fairness enshrined in New Zealand employment law. The findings reveal three interconnected themes: persistent legal ambiguity surrounding the employment status of gig workers, a notable lack of formal HRM practices addressing this group, and limited but emerging forms of collective voice. The study concludes that while HR managers recognize the tensions inherent in managing gig workers, organizational practices remain constrained by legal uncertainty, cost pressures, and the formal contractor classification. The paper argues for clearer legal frameworks and more innovative HRM approaches to better align organizational practices with the realities of gig work and the normative commitments of New Zealand’s employment relations system.<b>Keywords: </b>Gig economy; Human resource management; Collective bargaining; Employment law; New Zealand