Strategic HRM as social design for environmental sustainability in organization

Abstract

A strategic model of human resource management is proposed as a framework to support sustainable adaptation to the disruptive and dynamic challenges in the business context related to environmental sustainability. The implications of a whole‐systems ecological approach to the design and implementation of human resource systems are explored, and the literature on best HR practices to support environmental sustainability is summarized. Implications for practice and research are presented.

Motivating factors in hospital environmental management programs: a multiple case study in four private Brazilian hospitals

“…The annual sustainability report has also a future oriented emphasis. The second regulatory driver was derived from Paulraj (2009), Dubois and Dubois (2012), Renukappa, Egbu, Akintoye et al (2013), Vastag, Kerkeres and Rondinelli (1996) and Abreu (2009) and addressed current regulation as a driver. The interviews from both private hospitals showed regulation to be the main driver for the actions that they consider to be linked to environmental responsibility.…”

“…The first two actions related to the competitive drivers were based on statements in Vastag, Kerkeres and Rondinelli (1996), Abreu (2009) and Dubois and Dubois (2012). The first action -improving positive perception of stakeholders -was present in both private hospitals.…”

“…Corroborating to this understanding, the results of a systematic review carried out by Dienes, Sassen and Fischer (2016) indicates that companies only report on their sustainability activities if there is an economic benefit derived from improved reputation, reduced capital costs or alleviated public pressure. Dubois and Dubois (2012) defend that there are three context drivers that pressure organizations toward environmental initiatives: insufficient natural resources; increasing pressures from stakeholder groups -regulators, investors, employees, and consumers; and transparency -concern about the public information regarding the impact of organizations on the natural environment. In turn, research conducted by Renukappa, Egbu, Akintoye et al (2013) indicated that there are five drivers to embedding sustainability initiatives: reducing operating costs; protecting or enhancing organizational reputation -increase competitiveness and market share; stakeholders' pressure; government regulation/legislation; and top management commitment.…”

A Review for Embedding Human Dimension of Sustainability to Maintain Energetic Organizations in Egypt

“…The investment in human resource is perceived nowadays as a strategic approach to be continuously optimized and not as costs to be minimized (Anca, 2009). Although the crucial and the apparent need for HRM involvement in sustainability initiatives, it does not offer a model to guide strategic HRM leadership in organizational sustainability initiatives (Dubois, 2012). According to , although human energy is a critical resource that supports organizations to run profitably, yet we generally fail to manage it effectively, which in turn leading to lower productivity and employees' dissatisfaction .…”

“…Top Management generally perceives managing sustainability as critical to their company's effectiveness (Kell & Lacy, 2010). Accordingly the strategic roles played by HRM expanded over the past few decades, adding to the increased expectations that the HRM function should provide an added value to the firm (Dubois, 2012). Since companies committed to sustainability outperformed industry averages during the financial crisis (A.T. Kearney, 2009), then addressing sustainability challenges can create much more shareholder value.…”