Sustainable Human Resource Management

Ehnert, Ina

doi:10.1007/978-3-7908-2188-8

Cited by 267 publications

(133 citation statements)

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“…All too often accounts of strategic HRM assume that human resources are there to be consumed and exploited rather developed and maintained (Ehnert 2009) and a wider GHRM practice would help place sustainability at the heart of people management.…”

Section: Discussionmentioning

confidence: 99%

“…Attracting high quality staff is a key HR challenge in the "war for talent". It seems that some employers, particularly major multi-national companies (Ehnert 2009), are adopting GHRM practices as a form of 'employer branding' in order to improve their selection attractiveness for an increasingly environmentally aware younger generation. Job seekers prefer organizations that have a close fit between their and the organization's values, and the recruiting organization's environmental reputation and images are now increasingly prominent in recruitment efforts.…”

Section: Developing Green Abilities: Attracting and Developing Talentmentioning

confidence: 99%

“…The recruitment websites of major European employers find considerable detail on the environmental activity of the organization (Ehnert 2009). Aiman-Smith et al's (2001) study compared two types of corporate social performance -ecological ratings and lay-off policy, along with pay and promotional opportunities, to examine their relative importance in selection attractiveness.…”

Section: Developing Green Abilities: Attracting and Developing Talentmentioning

confidence: 99%

See 2 more Smart Citations

Green Human Resource Management: A Review and Research Agenda*

Renwick

Redman

Maguire

2012

Int J Management Reviews

1,601

2,059

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The paper makes a case for the integration of the largely separate literatures of environmental management (EM) and human resource management (HRM) research. The paper categorizes the existing literature on the basis of Ability–Motivation–Opportunity (AMO) theory, revealing the role that Green human resource management (GHRM) processes play in people‐management practice. The contributions of the paper lie in drawing together the extant literature in the area, mapping the terrain of the field, identifying some gaps in the existing literature and suggesting some potentially fruitful future research agendas. The findings of the review suggest that understanding of how GHRM practices influence employee motivation to become involved in environmental activities lags behind that of how organizations develop Green abilities and provide employees with opportunities to be involved in EM organizational efforts. Organizations are not using the full range of GHRM practices, and this may limit their effectiveness in efforts to improve EM.

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Section: Discussionmentioning

confidence: 99%

Section: Developing Green Abilities: Attracting and Developing Talentmentioning

confidence: 99%

Section: Developing Green Abilities: Attracting and Developing Talentmentioning

confidence: 99%

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Green Human Resource Management: A Review and Research Agenda*

Renwick

Redman

Maguire

2012

Int J Management Reviews

1,601

2,059

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“…This notion has had the central role in the European forestry (Finn, 2009) and the report of the Club of Rome (Ehnert, 2009). The need for sustainable development over time and the progress made in stating the need for sustainable development and triple bottom line (Elkinton, 1997) has had major impact in advancement of the process of innovation in the for profit companies in specific, and society in general.…”

Section: Business and Economic Researchmentioning

confidence: 99%

Sustainable Innovation: Design of an Active Adaptive Organization

Nadim

Marom

Lussier

2016

BER

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Sustainable innovation is critical because it is a driver for sustainable development, and it is a core business concept for creating and maintaining a sustainable competitive edge. However, maintaining sustainable innovation over the long run is difficult in the current turbulent and complex environment. The article contributes to the literature by presenting an open system perspective of sustainable innovation with practical applications for organizational redesign. This will require the engagement and the integration of the parts of the organization, its culture, purpose, structure, processes, functions and manner by which it interaction with its containing system. It also necessitates redesigning and transforming organizations from their current deterministic and animated forms into social systems. Directions for further research and theory development are presented.

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“…HRM has been expanding its field of attention from merely administration of personnel matters such as salary systems and competence development to a broader approach to well-being and psychosocial work environment issues. The reason is both due to concerns for social sustainability (Dyreborg, 2011;Ehnert, 2009) and the recognition of psychosocial work environment and well-being as crucial preconditions for employee commitment and engagement, and by extension better performance (Tzafrir et al, 2015). In the English-speaking world, the related concept of occupational health and safety (OHS) is already a component of HRM (Zanko & Dawson, 2012, p. 329), which is reflected in the fact that a chapter on OHS is a standard in books on HRM for students and practitioners (see examples in Bratton & Gold, 2012;Torrington et al, 2008).…”

mentioning

confidence: 99%