Designing Sustainable HRM: The Core Characteristics of Emerging Field

Stankevičiūtė, Živilė; Savanevičienė, Asta

doi:10.3390/su10124798

Cited by 138 publications

(178 citation statements)

References 104 publications

(247 reference statements)

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“…The main reason for choosing these practices is that they connect sustainability to HRM practices. Sustainable HRM is one of the innovative concepts that some scholars and practitioners have researched [16,21]. As there is no previous study regarding sustainable HR practices (functions), in our study we choose sustainable HRM practices to evaluate employee performance.…”

Section: Introductionmentioning

confidence: 99%

An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

et al. 2019

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This study attempts to examine the role of sustainable Human Resource Management (HRM) practices on job performance and encompasses training as a moderator variable to further evaluate the association among HRM practices and employee’s job performance.The study seeks to measure the effect of selection, participation, and employee empowerment on job performance in the publicly owned universities of Pakistan. The descriptive survey research design was utilized for this study. The target population was the entire teaching staff of two publicly owned universities (namely “The University of Agriculture Peshawar” and “Hazara University Mansehra” Pakistan). By using a convenient sampling technique, 130 sample participants were selected from the target population. The reliability scales were tallied by using Cronbach’s Alpha. The findings of the study are gleaned by using regression to investigate the role of HRM practices in job performance and whether training moderated the association between HRM practices and employee performance. Through Statistical Package of Social Science (SPSS), Hayes process was used regarding the moderation effect of training between HRM practices and job performance. The main results of regression analysis validate that HRM practices, such as selection, participation, and employee empowerment, have a significant and positive effect on employee job performance. Specifically, the study suggests that training significantly moderates the effect of HRM practices on the performance of employees and that sustainability of HRM practices has a great impact on job performance. Based on the outcomes the study confirms that the proposed hypotheses are statistically significant. Furthermore, directions for future research are offered.

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Section: Introductionmentioning

confidence: 99%

An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

et al. 2019

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“…In the prior literature, a growing body of studies discusses this emerging phenomenon with different names, such as sustainable human resource management [1][2][3], green human resource management [4], socially responsible human resource management [5], and ethical human resource management [6]. Specifically, in the context of employees, one of the underlying ideas of aforementioned studies is fostering a long-term employment orientation and care for the employees [2,7], which are mostly determined by trust, loyalty, commitment, and equity in employment relationships [2]. Hence, it is important to further investigate these determinants in the context of organization's interpersonal relationships, such as relationship between employer and employees and/or employees to employees.…”

Section: Introductionmentioning

confidence: 99%

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

Jan

2020

Sustainability

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Based on social exchange theory, this study investigates the antecedents and consequences of a frontline employee’s trust-in-supervisor and a frontline employee’s trust-in-coworker in a single framework. A personally administered survey was conducted to collect data from 203 frontline employees of coffee shops in the Republic of Korea. Covariance-based structural equation modeling was applied using AMOS 21.0 to explore the proposed relationships. The results show that abusive supervision is negatively related to frontline employee’s trust-in-supervisor, whereas supervisor support and communication quality have significant positive effects on frontline employee’s trust-in-supervisor. Similarly, coworker ostracism has a significant negative effect on frontline employee’s trust-in-coworker, whereas coworker harmony and communication quality have significant positive effect on frontline employee’s trust-in-coworker. Finally, the results show that a frontline employee’s trust-in-supervisor predicts a frontline employee’s supervisor cooperation, and a frontline employee’s trust-in-coworker leads to a frontline employee’s coworker cooperation.

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“…We excluded the variables related to personal attributes, for example, creativity, intelligence and personal diversity in the selection. The reason is that personal attributes (or qualities) are difficult to directly observe and they tend to be reflected through the employees’ attitudes in HC management (Kampkötter, ; Stankevičiūtė & Savanevičienė, ).…”

Section: Methodsmentioning

confidence: 99%

The indicators of human capital for hospital‐based nursing workforce in Taiwan

Fei

Chen²,

Chien³

2020

J Nurs Manag

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Aim:To develop a hospital-based nursing human capital model for Taiwan.Background: Effective nursing management only becomes possible when nurse managers are able to manage and maintain the right equilibrium among human capital components. Method:We developed an analytic hierarchy process (AHP) model with 8 dimensions and 31 indicators based on extensive literature review and experts' perceptual assessment. We used expert and purposive sampling and invited 82 nursing professionals to rate the importance of these dimensions and indicators. The AHP process was performed to identify the weightage and prioritize the dimensions and indicators of the nursing human capital.Results: Our analysis showed that, for nursing human capital, health was the most important factor (weight: 34.8%), followed by employee protection (20.4%), work attitude (13.7%), employee stability (10.8%), general nursing training (6.3%), competencies (5.8%), advanced nursing training (4.3%) and clinical nursing experience (3.9%). Conclusion and Implication for Nursing Management:The model would be most useful for nurse administrators in long-range strategic management. Specifically, the model can be used as a reference to form a rating system to analyse nursing human capital. Health promotion programs and employee protection measures targeting nurses could improve nursing human capital in hospitals. K E Y W O R D Sanalytic hierarchy process, human capital, nursing, nursing management, Taiwan

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Designing Sustainable HRM: The Core Characteristics of Emerging Field

Cited by 138 publications

References 104 publications

An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

The indicators of human capital for hospital‐based nursing workforce in Taiwan

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