Developing a Common Good HRM Framework for Hybrid Work in Knowledge-Sharing Industries: A Comparative Study

Hybrid work, accelerated by the COVID-19 pandemic, presents both opportunities and risks for organisations. While flexibility can enhance productivity and work-life balance, it often reproduces inequalities, especially for marginalised employees. Traditional HRM approaches have focused on efficiency and performance, neglecting social justice, wellbeing, and societal impact. This conceptual paper introduces a Common Good HRM (CGHRM) framework for hybrid work, integrating distributive, procedural, and recognitional justice to guide equitable hybrid work practices. We develop a multi-level framework linking organisational policies, managerial practices, and employee experiences, and propose testable propositions on how CGHRM principles can reduce inequities, improve inclusion, and enhance organisational resilience. The paper provides a foundation for future empirical research and practical interventions in knowledge-intensive industries, higher education, and other hybrid-work contexts.