Implementing part-time leadership as instrument for sustainable HR management

Abstract

This paper discusses the suitability of part-time leadership as instrument for a sustainable Human Resources Management (HRM) policy. The concept of part-time leadership is introduced and discussed based on a meta-analysis of existing studies and latest research that has been executed on‚ atypical‘working time arrangements in leadership positions. The article discusses the intersection of part-time leadership with the three subject areas (economic, social and ecological) of the Triple-Bottom Line and tries to show more specifically how part-time leadership models can serve the fulfillment of selected Sustainable Development Goals (SDGs), especially in Western countries. Finally, prerequisites and common barriers for a successful implementation of part-time leadership as Corporate Social Responsibility (CSR) instrument of organizations are unveiled, and suggestions for mitigating those challenges are given from a macro, micro and process perspective.

Part-Time Employment and Sustainable Human Resource Management in Shipping Companies in the Nigerian Maritime Industry in South–south Region

“…Going by the ideas of Karlshaus and Kaehler (2017d) in their studies it was evident that part-time employment (being a dimension of atypical employment relationship), in leadership sphere, largely address flexible work hours and hourly reductions for a superior harmonisation of work and family. Going by the tenets of sustainable human resource social framework, part-time employment thus improves social life of employees by virtue of its impact on the family life (Karlshaus, 2016)as it not only assist to reconcile the interests of the organization with those of the individual leader as an employee, but also with the higher interest of family members and society.…”

“…The findings revealed a positive and significant relationship between telecommuting and organizational performance of Mobile (GSM) telecommunication companies in Port Harcourt. Karlshaus (2016); Karlshaus, (2018); Karlshaus & Kaehler, (2017d) in their studies revealed that parttime leadership ideas and navigators largely address flexible work hours and hourly reductions for a superior harmonisation of work and family. Going by the tenets of sustainable human resource social framework, part-time employment thus improves social life of employee by virtue of its impact on the family life (Karlshaus, 2016) as it not only helps to reconcile the interests of the organization with those of the individual leader as an employee, but also with the higher interest of family members and society.…”

“…Karlshaus (2016); Karlshaus, (2018); Karlshaus & Kaehler, (2017d) in their studies revealed that parttime leadership ideas and navigators largely address flexible work hours and hourly reductions for a superior harmonisation of work and family. Going by the tenets of sustainable human resource social framework, part-time employment thus improves social life of employee by virtue of its impact on the family life (Karlshaus, 2016) as it not only helps to reconcile the interests of the organization with those of the individual leader as an employee, but also with the higher interest of family members and society. Part-time work is said to be good at creating extra time for family, further education, and time to manage health related handicaps which in turn results in a better work-life-balance and a decreased likelihood of stress and burnout (Karlshaus & Kaehler, 2017d)and by default increases performance.…”

“…Ideally, when an employee works fewer hours than normal, his/her social life and time for the family gets adequately covered (Karlshaus, 2016). Researches focused on individual levels are of the view that part-time employment relationships cause low workers' morale as a result of inherent work uncertainty; reduces employee benefits, reduces employee's worth, roles and responsibilities on the job (Broschak, Davis-Blake & Block (2008) cited in Clint & Carol (2018).…”