In previous chapters, the added value of the capability approach (CA) for work was demonstrated at the conceptual level, organisational levels, and several specific contexts. In this chapter, we aim to demonstrate its added value for new developments in work, some of which are already underway and others that are foreseeable. We argue that even for disruptive, unforeseeable changes, the CA provides a framework for action dealing with them. Through the lens of the capability model, workers, enabled by leaders and professionals, can create environments that empower employees to adapt to changes while achieving their full potential. It highlights the importance of fostering resilience, flexibility, and sustainability within organisations to meet the challenges and opportunities presented by global trends. Actionable strategies for leveraging digital tools, embracing cultural diversity, and implementing eco-friendly practices can be implemented to enhance employee capabilities. By integrating these elements, decision-makers should drive transformative change that supports both individual well-being and organisational success in a rapidly evolving work landscape.

This chapter explores the universality of Sen’s capability approach (CA). On the one hand, the capability framework advocates for a holistic perspective on well-being, transcending conventional economic metrics. On the other hand, it acknowledges the multifaceted nature of individuals, cultures, and contexts within the realm of work, emphasising intrinsic value beyond mere productivity. This chapter delves into cross-cultural and cultural applications, examining how the CA accommodates diversity and contextuality while promoting universal values. Rooted in the work pioneered by Amartya Sen and Martha Nussbaum, the CA model recognises work as a platform for human expression, self-realisation, and alignment with personal values, echoing the principles of self-determination theory. Central to the discussion is the concept of capability sets, linking them to well-being and flourishing. While acknowledging the value of top-down approaches, the narrative underscores the importance of grassroots engagement to enable individuals effectively. This emic approach highlights the importance of nurturing loving relationships within the workplace and within communities as integral to human flourishing. Ultimately, the chapter argues for a nuanced understanding of well-being that acknowledges and respects diverse contexts, challenging the notion of a universally imposed definition and moving forward to universally guiding principles.

This chapter applies the capability approach (CA) to the field of human resource management (HRM) by exploring the case of sustainable employability. We elaborate on the interplay between HRM and the CA with respect to sustainable employability at the organisational level by focusing on two key areas of HRM: strategic HRM and inclusive HRM. From a strategic HRM lens, this chapter explores what is necessary for organisations not only to use the CA as a tool to contribute to the capabilities and goals of employees but also to use the CA to contribute to the capabilities and goals of the organisation. From an inclusive HRM lens, this chapter explores how organisations can use the CA as a normative framework for fostering access to work and decent work for vulnerable groups in the labour market. The chapter concludes by outlining future research directions for applying the CA to strategic and inclusive HRM at the individual, organisational, and societal levels.

This chapter advocates using contributive justice as a form of social justice in work situations as a necessary complement to distributive justice. In addition, it is argued that contributive justice fits better with the capability approach (CA) than distributive justice does. Finally, it is argued that most people are prone to prosocial behaviour under the right circumstances. Sen’s concept of freedom (central to the CA) is very compatible with contributive justice. Kulkarni’s definition of social justice as ‘equal freedom of capabilities’ is adapted to ‘equal freedom of capabilities in contribution’. Contributive justice, in combination with the CA, might provide more opportunities for an inclusive and diversified (work) environment. Additionally, contributive justice is apt to identify and cope with people with malicious intentions.

This chapter utilises the capability approach (CA) to integrate different contexts and leadership models to effectively enhance employee capabilities. Leaders in organisations need to create environments that enable employees to achieve the valuable functions associated with their freedoms. The global shift in work contexts demands leadership styles that are consistent yet adaptive to changing work patterns, embracing work capabilities for efficient employee and organisational functioning. Leaders who support capability development are likely to achieve higher employee job satisfaction, work engagement, agility, and overall well-being. We focus on strategies, the effective utilisation of resources, and opportunities provided to employees to achieve what they value. The chapter concludes with recommendations to promote capability development in dynamic work contexts.