Sustainable and flexible human resource management for innovative organizations

Esfahani, Saeed Aibaghi; Rezaii, Hamid; Koochmeshki, Niloofar; Parsa, Saeed Sharifi

doi:10.17230/ad-minister.30.10

Cited by 24 publications

(11 citation statements)

References 29 publications

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“…Esfahani et al investigated the important features of a sustainable HRM in innovative organizations to identify the relationship between psychological capital, human resource flexibility, and sustainable HRM [7]. They examined HRM in innovative organizations that can benefit from psychological capital and flexibility of human resources, with the results indicating that flexibility and functional optimism of human resources significantly influenced the sustainability of human resources.…”

Section: Sustainable Human Resource Management Literaturementioning

confidence: 99%

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

et al. 2020

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In light of future work challenges, actual human resource management (HRM) needs to be redesigned, including long-term development, regeneration, and renewal of human resources, passing from consuming to developing human resources by incorporating the concept of sustainability. Thus, sustainable HRM is seen as an extension of strategic human resources, presenting a new approach to human resource management. The labor market is constantly changing, atypical work acquiring a significant relevance, especially in these current times of coronavirus crisis restrictions. In Romania, promoting the law of teleworking transformed labor flexibility into a topic of interest, and became an increasingly vital requirement for employment and a motivating factor for Romanian employees. In such a context, this paper aims to investigate the link between employee development and worktime and workspace flexibility as relevant characteristics of sustainable HRM, job satisfaction and job performance among Romanian employees in order to identify how to redesign HRM in the face of “future work” challenges. Additionally, the paper aims to examine the impact of different types of flexibility—contractual, functional, working time, and workspace flexibility—in order to highlight the relevance of employee development and employee flexibility as important aspects of sustainable HRM in increasing the overall level of employee job satisfaction. In order to make this possible, an “employee flexibility composite indicator,” which takes into account different types of flexibility, has been developed using feedback from Romanian employees, which was gathered by a national representative survey using multiple correspondence analysis. Furthermore, the impact of both individual and employee flexibility on overall level of job satisfaction has been quantified using binary logistic regression models. Within the research, there is a particular focus on the impact of new types of workspaces (flex office, co-working, total home office, partial home officeCW, HOT, HOP) on job performance, job satisfaction, organizational performance, professional growth and development, social and professional relationships, and personal professional performance as well as on the overall level of work motivation. The empirical results revealed that these new types of workspaces are highly appreciated by employees, generating a growing interest among them. Partial home working, the mix between working from home and working in a company’s office, has been considered an optimal solution in increasing organizational performance, social and professional relationships, learning and personal development, and the overall level of work motivation. The results of the multiple correspondence analysis highlighted a medium level of flexibility among those Romanian employees interviewed, with only one third of them exhibiting high levels of productivity. The empirical analysis of logistic regression analysis pointed out the role of functional flexibility, working time, and workspace flexibility along with the flexibility composite indicator in increasing the level of job satisfaction in employees. Therefore, if the challenge is to redesign the actual human resource management in order to include the concept of sustainability, attention needs to be on a combination of employee development-flexible and time-flexible places, leading to an increase in both employee job satisfaction and organizational performance as important outcomes of sustainable HRM.

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Section: Sustainable Human Resource Management Literaturementioning

confidence: 99%

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

et al. 2020

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“…Esfahani et al [6] investigate the main characteristics of a sustainable HRM in innovative organizations. The aim of their research was to find the relationship between psychological capital, HR flexibility and sustainable HRM in innovative organizations.…”

Section: Sustainable Human Resource Management Literaturementioning

confidence: 99%

Employee Satisfaction and Loyalty as a Part of Sustainable Human Resource Management in Postal Sector

Strenitzerová

Achimský

2019

Sustainability

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The labor market situation in the postal and logistics sector has led to sustainable human resource management becoming increasingly important at the strategic level of each postal operator. This study proposes a new perspective of employee satisfaction assessment that not only quantifies total satisfaction but identifies job attributes and socio-demographic characteristics affecting employee satisfaction and loyalty as a key concern for sustainable human resource management. Findings of 1775 survey questionnaires of employees in Slovak Postal enterprise revealed that employee satisfaction is on average. The greatest dissatisfaction was related to the financial reward of employees and the employer’s lack of interest in the views and attitudes of employees. The use of regression and correlation analysis pointed to the fact that not only their satisfaction, but also the situation on the labor market in the region, the age of the employee, the job position and the length of employment have a strong influence on employee loyalty.

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“…Government regulations are also strict in a country like India that deals with a safe and healthy working environment for employees. Work safety is the primary enabler influencing the entire HRD for sustainability model and is the driver of the model in dependence relationships (Nordlöf et al, 2017;Karakhan and Gambatese, 2017;AIBAGHI-ESFAHANI et al, 2017).…”

Section: Implication and Contribution For Practicementioning

confidence: 99%

Mapping the human resource focused enablers with sustainability viewpoints in Indian power sector

Yadav

Mangla

Luthra³

et al. 2019

Journal of Cleaner Production

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Sustainability is defined a triple bottom line approach, which concentrates on economic, social and environment growth of any organisation. In order to achieve sustainability objective, the human resource focused enablers are playing a significant role in optimising expenses, improving productivity and quality of work. Therefore, the present study seeks to build a model for the enablers of human resource development for sustainability in India power sector. The study findings help the sector to improve the productivity of their workers and establish all the enablers, which can be seen to improve quality of work life in the Indian power sector.Improved human resource capabilities and work conditions provide not only much needed motivation to power sector employees to improve their efficiency but also assist to accomplish social-ecological-economic organizational sustainability. Total Interpretive StructuralModelling with Matrice d'Impacts Croisés Multiplication Appliqués à un Classement (MICMAC) analysis has been applied to build a structural model and to identify the driving force and dependence power of enablers. Validation of relationships among the enablers and managerial implications are also discussed. According to the findings, the enablers 'work safety and healthy working conditions' have the highest driving power. The outcomes of this study can help the power sector to enhance human resource capabilities and quality of work life within the organization through provision of a benchmark model and help to accomplish sustainable development initiatives in its business.

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Sustainable and flexible human resource management for innovative organizations

Cited by 24 publications

References 29 publications

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

Employee Satisfaction and Loyalty as a Part of Sustainable Human Resource Management in Postal Sector

Mapping the human resource focused enablers with sustainability viewpoints in Indian power sector

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