Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective

Järlström, Maria; Saru, Essi; Vanhala, Sinikka

doi:10.1007/s10551-016-3310-8

Cited by 163 publications

(197 citation statements)

References 70 publications

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“…The answer to the question how theoretical characteristics of sustainable HRM are translated to the practical people management level is provided. Thus, the paper continues the research stream that has investigated the sustainable HRM dimensions [32,33] and practices [16,24,31]. Certainly, the paper implies a different perspective and reveals the practices of sustainable HRM as they are seen from the HR managers' angle.…”

Section: Introductionmentioning

confidence: 71%

“…They also describe what HRM should look like in order to deserve the attribute 'sustainable'. Generally speaking, despite the progress towards the features of sustainable HRM [23,32], the issue of the characteristics still remains underdeveloped.…”

Section: Outlining Sustainable Hrmmentioning

confidence: 99%

“…Several years later, Ehnert [23] provided a slightly different list of characteristics in terms of their titles including: long-term oriented; partnership-oriented; substance and self-sustaining oriented; impact-control oriented; multiple-bottom lines-oriented; and paradox-oriented. More recently, based on qualitative study Järlström et al [32] introduced four dimensions as sustainable HRM characteristics, namely justice and equality, transparent human resource practices, profitability and employee well-being.…”

Section: Outlining Sustainable Hrmmentioning

confidence: 99%

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Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Stankevičiūtė

Savanevičienė

2018

Sustainability

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Arguing for the necessity to re-think human resource management (HRM), as human resources are becoming scarce, HRM practices themselves can be even harmful for employees, and the mainstream HRM is more interested not in the employee well-being, but in the search for the link between HRM and performance, the paper introduces sustainable HRM as an alternative approach to people management. Sustainable HRM is seen as a design option, which allows one to maintain, renew and restore human resources. Although previous works have broadened the understanding of the meaning given to sustainable HRM and its core characteristics, research into how sustainable HRM translates into practice is still lacking. Thus, the purpose of the paper is to reveal the practices through which 11 characteristics of sustainable HRM are expressed in real people management in organizations. In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 human resource (HR) managers. The research indicated a variety of applied practices, which differ by maturity. Care of employees, profitability, external partnership, fairness and equality, and employee development were revealed as the characteristics of sustainable HRM most explicitly expressed through HRM practices. Nonetheless, the organizations need more heterogeneous HRM activities, which simultaneously consider the economy, environment, society, and human aspects.

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Section: Introductionmentioning

confidence: 71%

Section: Outlining Sustainable Hrmmentioning

confidence: 99%

Section: Outlining Sustainable Hrmmentioning

confidence: 99%

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Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Stankevičiūtė

Savanevičienė

2018

Sustainability

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“…This essay follows other authors in search of an approach to HRM that goes beyond how organizations reproduce chronic problems in the workplace and in society (De Prins, Van Beirendonck, De Vos, & Segers, 2014;Macke, Genari, 2019). The debate on HRM socio-environmental responsibility has advanced from many perspectives and can provide promising frameworks to support the translation of corporate social responsibility (CSR) strategies into managerial actions and outcomes that are relevant to all stakeholders (Jamali, El Dirani, & Harwood, 2015;Järlström, Saru, & Vanhala, 2018).…”

Section: Introductionmentioning

confidence: 94%

Gestão De Recursos Humanos Sustentável E Responsabilidade Socioambiental: Uma Agenda Para Debates

Mascarenhas

Barbosa

2019

Rev. adm. empres.

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RESUMO Este ensaio discute cinco proposições a uma agenda cujo desafio é reinterpretar papéis da Gestão de Recursos Humanos (GRH) na contemporaneidade, segundo uma orientação pró-negócios e inclusiva, focada na sustentabilidade de longo prazo de organizações e pessoas, expandindo sua ação para além dos interesses imediatos dos acionistas. A agenda proposta considera que as relações entre as pessoas estão no centro da GRH, o que demanda um projeto ético e plural de análise do campo e das organizações, que avance em se comprometer com novas prioridades e fenômenos da área. A agenda é importante porque a GRH ainda não consolidou a reflexão sobre seu papel na gestão sustentável, para além dos limites organizacionais e das questões ambientais, estando à margem das estratégias de responsabilidade socioambiental. O debate acaba por permitir uma abordagem que vai além da forma como as empresas reproduzem mazelas no mundo do trabalho e na sociedade.

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“…This evidence supports the argument that employee wellbeing is closely related to sustainability. In fact, research conducted by Järlström et al [12] came to highlight four dimensions of sustainable HRM: justice and equality; transparent HR practices; profitability; and employee wellbeing. Also, a recent theoretical paper proposing a set of sustainable HRM characteristics included "care of employees", which included work-life balance as a core aspect [13].…”

Section: Introductionmentioning

confidence: 99%

What if Employees Brought Their Life to Work? The Relation of Life Satisfaction and Work Engagement

et al. 2020

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Previous research on work engagement has sought to understand the drivers, as well as the consequences, of engaging people at work. The drivers of engagement have been found mainly within the work domain. However, working life is not detached from personal life, which has been demonstrated by research on work-life balance. The goal of this research is to understand the relation between life satisfaction and work engagement. Data were collected from a sample of 571 employees from major Portuguese companies using a questionnaire. The results confirmed the constructs used, and the regression model showed that life satisfaction is related to work engagement. The main conclusion was that work engagement can be explained by factors external to the organization, which are an integral part of employees’ lives. Being a psychological and emotional state, work engagement can be related to other aspects of employees’ lives besides their organizational and job roles.

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Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective

Cited by 163 publications

References 70 publications

Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Gestão De Recursos Humanos Sustentável E Responsabilidade Socioambiental: Uma Agenda Para Debates

What if Employees Brought Their Life to Work? The Relation of Life Satisfaction and Work Engagement

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