Restoring Worker Subjectivity: Rethinking Dehumanization and the Crisis of HR

Abstract

Organizational dehumanization and the growing fragmentation of the human resource (HR) function have been associated with employee stress, turnover, and declining organizational effectiveness. Although these issues have been widely discussed, they are rarely examined within a unified theoretical perspective. This perspective paper aims to conceptually integrate these two organizational phenomena and examine how the recognition of worker subjectivity may contribute to improving employee well-being and organizational performance. The paper argues that neglecting worker subjectivity undermines motivation, psychological resources, and the alignment between individual and organizational needs. It proposes that dehumanization and HR fragmentation are interconnected processes that reinforce one another. The paper discusses how recognizing worker subjectivity can inform HR practices, organizational design, and leadership approaches aimed at fostering sustainable performance, participation, and employee well-being. Future directions include the development of subjectivity-oriented organizational interventions. By integrating organizational dehumanization and HR fragmentation within a common theoretical framework, this paper offers a novel perspective that identifies worker subjectivity as a strategic lever for organizational development and provides a conceptual foundation for future research and management practice.