Evidence of different models of socially responsible HRM in Europe

Díaz-Carrión, Rosalía; López‐Fernández, Macarena; Romero-Fernández, Pedro Miguel

doi:10.1111/beer.12203

Cited by 59 publications

(74 citation statements)

References 75 publications

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“…In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 HR managers. As it was concluded by Diaz-Carrion et al [53], it seems that institutional context matter in how sustainable HRM is translated into practice. Further, the discussion is developed concerning results as regards each of the characteristics, namely long-term orientation, care of employees, care of environmental, profitability, employee participation and social dialogue, employee development, external partnership, flexibility, compliance beyond labor regulations, employee cooperation, fairness and equality.…”

Section: Discussionmentioning

confidence: 90%

“…Based on findings in Finland [32], it could be stated that the results can be generalized to most European countries. However, based on findings of Diaz-Carrion et al [31,53] there is the difference among countries in Europe (Germany, Spain, Sweden and the United Kingdom) with regard to sustainable HRM practices. This leads to conclusion that further research is needed.…”

Section: Discussionmentioning

confidence: 99%

“…In essence, sustainability implementation in HRM offers solutions to challenges and allows re-focusing attention to employee. Although research linking sustainability and HRM is emerging under different labels "green HRM" [47][48][49], "socially responsible HRM" [50][51][52][53], "sustainable work systems" [45,46,54], the paper focuses only on the construct of sustainable HRM.…”

Section: Sustainability As a Concept For Hrmmentioning

confidence: 99%

“…This conclusion was strongly reinforced by the study of Zaugg et al [20] when results obtained in eight European countries differed. Recently, Diaz-Carrion et al [53] have underlined that "countries have differently incorporated CSR into their HRM systems, which has led to the existence of different models of SR-HRM across Europe" (p. 15). Following the idea that national context matters in examining sustainable HRM, Lithuania was chosen for this research.…”

Section: Context Of the Studymentioning

confidence: 99%

See 3 more Smart Citations

Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Stankevičiūtė

Savanevičienė

2018

Sustainability

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Arguing for the necessity to re-think human resource management (HRM), as human resources are becoming scarce, HRM practices themselves can be even harmful for employees, and the mainstream HRM is more interested not in the employee well-being, but in the search for the link between HRM and performance, the paper introduces sustainable HRM as an alternative approach to people management. Sustainable HRM is seen as a design option, which allows one to maintain, renew and restore human resources. Although previous works have broadened the understanding of the meaning given to sustainable HRM and its core characteristics, research into how sustainable HRM translates into practice is still lacking. Thus, the purpose of the paper is to reveal the practices through which 11 characteristics of sustainable HRM are expressed in real people management in organizations. In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 human resource (HR) managers. The research indicated a variety of applied practices, which differ by maturity. Care of employees, profitability, external partnership, fairness and equality, and employee development were revealed as the characteristics of sustainable HRM most explicitly expressed through HRM practices. Nonetheless, the organizations need more heterogeneous HRM activities, which simultaneously consider the economy, environment, society, and human aspects.

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Section: Discussionmentioning

confidence: 90%

Section: Discussionmentioning

confidence: 99%

Section: Sustainability As a Concept For Hrmmentioning

confidence: 99%

Section: Context Of the Studymentioning

confidence: 99%

See 2 more Smart Citations

Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Stankevičiūtė

Savanevičienė

2018

Sustainability

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“…The research on the link between the concept of HRM, CSR, and sustainable development is becoming more and more significant and common in contemporary literature worldwide (Kim and Scullion, 2011;Renwick, Redman and Manguire, 2013;Garg, 2014;Slavić and Berber, 2015;Sarvaiya, Eweje and Arrowsmith, 2018). Contemporary HRM is also increasingly associated with environmental issues ("green HRM") (Renwick et al, 2013;Paillé, Chen, Boiral and Jin 2014;Ahmad, 2015) and corporate social responsibility (Lis, 2012;Martínez-Garcia, Sorribes and Celma, 2018;Diaz-Carrion, López-Fernández and Romero-Fernandez, 2019). The introduction of socially responsible elements in the day-to-day management of companies legitimizes the activities of the company in relation to the stakeholders with whom it operates: shareholders, partners, suppliers, customers, public institutions, nongovernmental organizations, employees and society (Barrena-Martinez, López-Fernández and Romero-Fernandez, 2018), where HRM can provide different types of support (strategic and operational) in the development and implementation of CSR (Sarvaiya et al, 2018).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A research on the socially responsible human resource management in Serbia

Berber¹,

Slavić²,

Leković³

2019

Škola biznisa

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Corporate social responsibility (CSR) and sustainable development are concepts that at their core deal with the socially responsible behavior of economic and political actors, i.e. balancing economic, social and environmental goals. CSR is linked to all aspects of management, especially Human Resource Management (HRM). HRM occupies a special place in the area of social responsibility because it refers to people who are engaged in the organization and who are considered to be one of the most important resources of any organization. The aim of the paper is to investigate the relationship between CSR and sustainable development, on the one hand and HRM, on the other. The subject of the paper covers the link between the concept of CSR, sustainable development, and HRM, based on empirical analysis of corporate data from the Republic of Serbia. The research methodology includes theoretical research of the available literature and data, as well as analysis of empirical data on CSR, sustainable development and HRM, based on the CRANET database for Serbia. Descriptive statistics, Pearson's Chi-square test, and t-test were used for the data processing.

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The profitable relationship among corporate social responsibility and human resource management: A new sustainable key factor

Lombardi

Manfredi

Cuozzo

et al. 2020

Corp Soc Responsibility Env

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Corporate social responsibility (CSR) has been increasingly investigated assuming several perspectives. In this scenario, human resources and particularly employees are the most relevant groups of stakeholders playing a key role in all kind of organizations. Thus, this paper aims at investigating the profitable connection between CSR and human resource management (HRM). We investigate which factors determine responsible and sustainable practices in the management of the employees' typology contracts guaranteeing CSR and its principles. The employees' contract typology is recognized as a sustainable key factor in influencing corporate performance. Through an empirical analysis in the football industry, we investigate if the work contracts' average duration by football players affects the performance of their clubs. Our results demonstrate that organizations assuming stabilization and long timing in the employees' contract are going to achieve sustainable performance assuring socially responsible practices and CSR. The awareness of the existence of a correlation between the duration of the contract and the company performance could be exploited by managers of all organizations in identifying the optimal strategy and the effectiveness in the implementation of CSR. Thus, a new sustainable key factor in assuring CSR and HRM is proposed: the employees' contractual horizon/timing.

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Evidence of different models of socially responsible HRM in Europe

Cited by 59 publications

References 75 publications

Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

A research on the socially responsible human resource management in Serbia

The profitable relationship among corporate social responsibility and human resource management: A new sustainable key factor

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