Purpose Recent shifts in the workplace driven by social change (e.g. flexibility, wellbeing, inclusion) require human resource management (HRM) to rethink its role across organisations. Drawing on the concepts of choice architecture, nudge, and sludge from behavioural economics, this study develops a conceptual framework that helps HRM respond more strategically to these developments. Design/methodology/approach An integrative literature review of 37 peer-reviewed publications on behavioural economics, organisational behaviour, and HRM was conducted. Thematic analysis was done across three dimensions: HRM functions, behavioural lenses, and design mechanisms. A conceptual framework was developed with the intents of advancing theory and informing HRM practice. Findings Three key themes emerge from the analysis conducted: natural position of HRM as choice architect, opportunities for nudge introduction and sludge removal within core practices, and repositioning of HRM as behavioural designer. Originality/value This study proposes a conceptual model and outlines priorities for future empirical testing across different organisational, industrial, and regional contexts. Future research should examine how the model can be institutionalised across HRM practices to strengthen impact and employee trust.
Asrif Yusoff (Wed,) studied this question.