Fostering Corporate Sustainability

Gollan, Paul J.; Xu, Ying

doi:10.1007/978-3-642-37524-8_10

Cited by 18 publications

(23 citation statements)

References 31 publications

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“…It seems that sustainable HRM has evolved tackling different aspects or using various lenses for theorizing on the construct [16,27,28,[62][63][64][65][66][67]. Initially, sustainable HRM was developed in the context of sustainable resource management referring to organizations as open systems, resource-dependent systems, when "each system is thus both dependent on other systems and has other systems depending on it" [36] (p. 55).…”

Section: Outlining Sustainable Hrmmentioning

confidence: 99%

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: Outlining Sustainable Hrmmentioning

confidence: 99%

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 approach conceptualizes sustainability as mutual benefit for all stakeholders; moreover, sustainable HRM is interpreted as a cross-functional task. Given that people’s motivation should be regarded as the core of the workplace in organizations, this concept refers to the transition of focus from human control toward resource management [ 11 ]. Traditionally, scholars believed that sustainability was associated with HRM in crises, because of lack of skill or employees’ perception of the negative impact of HRM [ 4 ].…”

Section: Introductionmentioning

confidence: 99%

Achieving Human Resource Management Sustainability in Universities

Mohiuddin

Hosseini

Faradonbeh

et al. 2022

IJERPH

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The sustainability of human resource management (HRM) is the basis for an organization’s future growth and success. This study aims to investigate achieving HRM sustainability in universities. We use a quantitative research method design to investigate the factors that affect HRM sustainability at universities. The study was conducted during the spring and summer of 2020 at Iranian state universities. As the study’s statistical population included 2543 employees, a sample size of 334 employees was calculated using the Cochran formula. A questionnaire with 32 statements based on a 5-point Likert scale was used to collect the data, which were analyzed using PLS3 software. The findings show that human resource practices, social factors, psychological factors, employer branding, and economic factors have positive and significant effects on HRM sustainability at universities. Findings indicate that it is essential to consider the implementation of adequate HRM practices and related socio-economic and psychological supports for HRM sustainability in universities that can lead to the competitiveness of the higher education institutions such as universities.

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“…Sustainable human resource management (HRM) is an emerging field in the human resource management literature [1,2] that connects organizational sustainability with roles, practices and human resources strategies [3][4][5]. The research conducted in the area of sustainable HRM has approached the problem through a variety of perspectives [3,[6][7][8] and by including multiple constructs and, hence, models [3,[9][10][11][12]. Consequently, the literature has contemplated a myriad of alternative explanations of the phenomena at hand [6][7][8]13].…”

Section: Introductionmentioning

confidence: 99%

Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019

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Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

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Fostering Corporate Sustainability

Cited by 18 publications

References 31 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

Achieving Human Resource Management Sustainability in Universities

Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

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