The Deconstruction of Work and HRM Reconfiguration: Flexibility and Employer Branding in the Digital Era

Abstract

This literature study employs a sociological lens to analyze the macro-social forces transforming the world of work and the consequent imperatives for Human Resource Management (HRM). It examines how the convergence of the gig economy, digitalization, and shifting generational values (Millennials/Z) is deconstructing traditional social constructions of work, characterized by stability and long-term employment, into fragmented, platform-mediated, and meaning-driven engagements. The study identifies a fundamental redefinition of work relationships, temporalities, and identities. In response, HRM must undergo a strategic reconfiguration centered on two pillars: organizational flexibility and authentic employer branding. Flexibility requires the deliberate design of hybrid workforce architectures that seamlessly integrate core and contingent labor with differentiated HR systems. Employer branding must evolve from a recruitment communication tool into an authentic work experience promise, consistently delivered to all talent within the organizational ecosystem, regardless of employment status. The study concludes that HRM's role is shifting from administrative personnel management to that of an organizational designer and experience curator, tasked with building adaptable, equitable, and attractive workplaces capable of thriving amid ongoing socio-technical disruption.