Implementing Sustainable Human Resources Practices: Leadership Style Matters

Abstract

Findings of a positive relationship between high-performance work systems (HPWSs) and organizational performance indicate that an investment in a set of well-configured HR practices can promote strategic organizational goals. However, recent strategic human resource management (SHRM) research indicates that the positive link between HPWSs and performance might not hold universally across organizations because of poor implementation of the adopted HR systems. Drawing on leadership literature, we address this implementation problem by focusing on the moderating effect of frontline managers' three leadership styles on the association between HPWSs and employees' perceived support for innovation. Data collected in mainland China (429 employees on 66 work teams in 14 firms) showed that some leadership styles had significant moderating effects on that association and, subsequently, on team effectiveness. The findings contribute to the SHRM literature by demonstrating the importance of frontline managers' leadership styles in the effective implementation of HPWSs to promote organizational innovation and team effectiveness.

Sustainable Human Resource Management: A Conceptual Framework

“…They act as well as vital source of information and assistance in the creation and execution of sustainable human resource management strategies. Taking into account current breakthroughs in the rapidly developing corpus of environmental knowledge, sustainable human resource development also raise employee environmental consciousness (33). One of SHRM's guiding values is environmental conservation.…”

Collective and Individual Sources of Women’s Creativity: Heroism and Psychological Types Involved in Enhancing the Talent of Emerging Leaders

“…Nonetheless, this approach, with its emphasis on the interactive fact of leadership-either with the context or with people-encounters its main challenges in the why and how of the influence of leaders; respectively, the component of interaction that explains why leaders and followers exist, and the principle that underlies the interinfluence between leader and followers. This leadership, based on interinfluences, not only takes into account the context and the people in specific situations, but also integrates interinfluence and the value of sustainability [16,17], i.e., in a practice that, over time, is sensitive to the demands of the moment, without incurring standards or provisions that do not meet the needs of leaders and followers.…”

Modeling Cause and Effect Relationships of Strategy Map Using Economic and Social Performance Factors in the Organizational Culture

“…Rather, with a widely supported premise that a sound culture will pay off, the development of organizational culture is aimed at fostering an ecology that mobilizes potential, empowers change for sustainable success and possibly reaps financial returns along the way (Miguel, 2015). That is, organizational culture will influence employees to go beyond tactical performance, such as making the numbers, and demonstrate adaptive performance based on shared assumptions and behavioral codes (McGregor and Doshi, 2015;Kim and Chang, 2019;Ambrozová et al, 2015;Yang and Lew, 2020).…”