A Review for Embedding Human Dimension of Sustainability to Maintain Energetic Organizations in Egypt

Abstract

There is a remarkable interest from both public and private sectors for supporting and sustaining energetic organizations that have the ability to be creative and productive over time. However, there is still a limited attention on the human dimension of sustainability compared to the economic and environmental dimensions. Human energy is in fact a crucial dimension of human sustainability to maintain energetic organizations but human energy can also be depleted if it is not well managed. The significance of this study lies in the fact that human sustainability constitutes a real crisis in most organizations in Egypt, affecting employees' performance and productivity, an issue which has been of a major concern ever since the 25 th January Revolution. Accordingly, this study responds to a significant call for a greater understanding of human sustainability at work. Since the concept of human energy is still limited researched, this study intends to highlight the core of human dimension of sustainability by exploring the strategies that individuals use at work to manage and to sustain their energy throughout the workday. This study intends to recommend strategies for embedding human dimension of sustainability to maintain energetic organizations. Moreover this study opens a new area of research in organizations that will be rewarding for understanding the sustainability of employees' energy at work as well as the sustainability of organizations as a whole on the long term. This study can also provide a good starting point for human resource management HRM professionals to provide a display of HRM functions that are required to support human dimension of sustainability to maintain energetic organizations. The study concludes that maintaining energetic organizations in Egypt requires a comprehensive strategy for embedding human dimension of sustainability through an effective human energy management as the ability of employees to manage their energy at work is one of the important factor for supporting their productivity and welfare.

How managerial coaching enables thriving at work. A sequential mediation

“…Kira and Van Eijnatten (2008) stated organizational sustainability was a capacity to adjust and continue working while having a proactive and innovative approach. Organizations that exhibit efficiency, creativity, and endurance are sustainable (El Bedawy, 2015). Elkington (1997) and Spreitzer, Porath, and Gibson (2012) argued that organizations with sustainability emphasize on three dimensions concurrently, i.e.…”

“…Organizations that are social entities play an influential role in transforming norms of the industry by taking into account environmental and social concerns as well as harvesting the positive economic, environmental and social benefits by competing on the basis of sustainability (Hoffman & Haigh, 2010). Various research (El Bedawy, 2015;Fritz, Lam, & Spreitzer, 2011;Lee & Ha-Brookshire, 2017;Spreitzer et al, 2012) has claimed that practitioners and researchers have least focused on the human facet of sustainability compared to the other two dimensions. In this era, organizations have to operate in an environment of flux and competitiveness (Mushtaq, Abid, Sarwar, & Ahmed, 2017).…”

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“…Kira and Van Eijnatten ( 2008) stated organizational sustainability was a capacity to adjust and continue working while having a proactive and innovative approach. Organizations that exhibit efficiency, creativity, and endurance are sustainable (El Bedawy, 2015). Elkington (1997) and Spreitzer, Porath, and Gibson (2012) argued that organizations with sustainability emphasize on three dimensions concurrently, i.e.…”

“…Various research (El Bedawy, 2015;Fritz, Lam, & Spreitzer, 2011;Lee & Ha-Brookshire, 2017;Spreitzer et al, 2012) has claimed that practitioners and researchers have least focused on the human facet of sustainability compared to the other two dimensions. In this era, organizations have to operate in an environment of flux and competitiveness (Mushtaq, Abid, Sarwar, & Ahmed, 2017).…”

“…Their survival, success, and growth are contingent on employees' creativity, energy, ideas, skills and knowledge (Abid & Ahmad, 2016;Kira & Van Eijnatten, 2008;Paterson, Luthans, & Jeung, 2014;Pereverzieva, 2019;Spreitzer, 2007). Thus, sustainability of employees (flourishing and thriving) is essential for an organization to be sustainable, and for their competitive advantage and sustainable performance (Abid, 2016;Abid, Zahra, & Ahmed, 2016b;El Bedawy, 2015;Pfeffer, 2010;Walumbwa, Muchiri, Misati, Wu, & Meiliani, 2017). Porath, Spreitzer, Gibson, and Granett (2012) and Spreitzer, Sutcliffe, Dutton, Sonenshein, and Grant (2005) narrated the concept of thriving as a psychological, subjective experience of feeling vital and constantly learning in the workplace.…”