Relevant bibliographies by topics / Sustainable human resource management

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Sustainable human resource management'

Author: Grafiati
Published: 4 June 2021
Last updated: 8 February 2022

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Journal articles on the topic "Sustainable human resource management"

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Mishra, Pavitra. "Green human resource management." International Journal of Organizational Analysis 25, no. 5 (November 6, 2017): 762–88. http://dx.doi.org/10.1108/ijoa-11-2016-1079.

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Purpose The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization. Design/methodology/approach Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource activities and their link with sustainable organizational development. In the second phase, data were collected from the manufacturing organizations to analyze the status of the activities identified in the first phase. Findings This study highlights status of green human resource practices such as environmental training, green recruitment, performance appraisal, employee involvement and compensation. The findings suggest that there is further scope to utilize the full potential of GHRM practices for encouraging pro-environmental behavior in the organizations. Analyses of data also reveal that top-management support and mutual learning among departments are crucial to facilitate green behaviors among employees. Research limitations/implications This study provides a comprehensive literature review of green-human resource management practices. It suggests an interdisciplinary framework for building holistic sustainable organizations by integrating learnings from green human resource management, green supply-chain management, competitive advantage strategy and green corporate social responsibility. It highlights gaps in the system and provides insights to managers and policy makers on building holistic sustainable organizations. Originality/value This study fulfills the need to explore green human resource management in emerging economies like India. Studies like these are more important in developing countries, which have alarming environmental concerns and poorly implemented government regulations.
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Kramar, Robin. "Beyond strategic human resource management: is sustainable human resource management the next approach?" International Journal of Human Resource Management 25, no. 8 (July 16, 2013): 1069–89. http://dx.doi.org/10.1080/09585192.2013.816863.

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Prasodjo, Tunggul. "Knowledge Management: Sustainable Human Resource Development in Public Sector Organizations." Jurnal Ad'ministrare 6, no. 2 (February 4, 2020): 159. http://dx.doi.org/10.26858/ja.v6i2.12466.

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Knowledge management in public sector organizations is needed to improve the quality of human resources and the quality of public services. This paper aims to explain the main principles and strategies for developing sustainable management of knowledge in order to improve the quality of human resources in public sector organizations. The method used is descriptive method, which describes the strategy of developing sustainable management of knowledge from various literatures related to human resource development. The results of the literature review show that knowledge management needs to be applied and developed sustainably in every public sector organization. The quality of human resources can be improved through structured knowledge management, as well as public services can increase in line with the increase in the ability or competence of human resources for their work. Human resource governance plays an important role in building a culture of public sector organizations based on knowledge (knowledge culture). Knowledge management can be a solution to reduce the stigma of public sector organizations that are generally rigid, slow, and complicated.
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Poudel, Krishna Lal, Thomas G. Johnson, and Rachna Tewari. "Property Rights and Sustainable Natural Resource Management." Environmental Management and Sustainable Development 5, no. 2 (June 22, 2016): 30. http://dx.doi.org/10.5296/emsd.v5i2.9304.

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<p class="emsd"><span lang="EN-GB">This paper reviews recent research articles in the field of property rights and natural resources management, with the goal of identifying the most effective policy measures to achieve sustainable resource management through well designed property rights. Scarcity of economic resources is a major cause of conflict in human society. Institutions impact the resilience of the environment, and the institutions which guide humans as they employ resources from the environment are therefore essential to sustainable resource management. Institutions which create and enforce property rights can control resource degradation and improve both economic and ecological efficiency. Property rights which lead to an equitable allocation of natural resources and delegation of management authority among stakeholders is the most likely pathway to sustainable ecosystem management. However, there is a lack of consensus regarding the best system of property rights to achieve sustainability. The ‘best system’ is contextual and spatiotemporal dynamic. </span></p>
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Randev, Kadumbri Kriti, and Jatinder Kumar Jha. "Sustainable Human Resource Management: A Literature-based Introduction." NHRD Network Journal 12, no. 3 (July 2019): 241–52. http://dx.doi.org/10.1177/2631454119873495.

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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.
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Rauth Bhardwaj, Broto. "Sustainable supply chain management through enterprise resource planning (ERP): a model of sustainable computing." International Journal of Management Science and Business Administration 1, no. 2 (2015): 20–32. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.12.1002.

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Green supply chain management (GSCM) is a driver of sustainable strategy. This topic is becoming increasingly important for both academia and industry. With the increasing demand for reducing carbon foot prints, there is a need to study the drivers of sustainable development. There is also need for developing the sustainability model. Using resource based theory (RBT) the present model for sustainable strategy has been developed. On the basis of data collected, the key drivers of sustainability were developed. We used regression and correlation analysis for developing the final model. The study findings suggest that the drivers of GSCM are the environmental policy and the green human resource management (GHRM). This can be done by providing training for adopting sustainability practices. Besides this, another key driver is the sustainability criteria in supplier selection which was found to be enhancing the outcomes of sustainability. The model has practical and theoretical value as it proposes that management support for implementing the sustainability strategy in the organization is essential. The study also guides the managers for implementing sustainable supply chain management practices in the organization.
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Sukalova, Viera, and Pavel Ceniga. "Diversity Management in Sustainable Human Resources Management." SHS Web of Conferences 74 (2020): 01033. http://dx.doi.org/10.1051/shsconf/20207401033.

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Today, globalization is becoming more and more widespread and important in almost all areas in the social, economic and political spheres. In most cases, it is globalization that brings diversity to everyday life. This diversity is gradually penetrating into other spheres, which is why business managers are increasingly confronted with a diverse workforce; employees of different origins, race, gender, or age. The policy of diversity management contributes to the strengthening of social responsibility of the company and is also an element of the competitiveness. Our research was aimed to enhance understanding of diversity management importance in nowadays organization, to explain various aspects of management diversity, it´s legislative framework. Another objective was to examine perception of the issue of management diversity by the middle managers of various organisations in Slovakia. To achieve these goals we used methods of literature review, desk review; primary data were collected by questionnaire and interview. Finding show the relation between demographic development and diversity management in companies; in examining the perception of the issue of diversity management, we found the understanding of diversity management as synonymous with anti-discrimination measures. Our research led also to recommendations for implementation of management diversity for human resource management sustainability.
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Canice Kudonoo, Enyonam, and Victoria Tsedzah. "Human Capital Management: Taking Human Resources Management to the Next Level in Anglophone, West Africa." International Journal of Management Science and Business Administration 1, no. 6 (2015): 19–30. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.16.1002.

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In this article, we propose ways for organizations in Anglophone West African (AWA) countries to tackle their human capital challenges in order to attain a competitive edge and globally position themselves. Human capital is critical to an organization’s survival. While organizations in advanced countries are focusing their attention on building their human capital for the sustenance of competitive advantage, those in AWA countries lag behind, leading to poor service delivery and low productivity. Resource-based view and open systems theories highlight the importance of human capital management for organizational effectiveness. The paper adopts a conceptual approach and proposes a human capital centered model comprising six core factors that are vital in facilitating effective human capital management for sustainable competitive advantage. It concludes by emphasizing effective research collaboration between academia and industry in AWA countries and suggests testing of the model in organizations in AWA countries for applicability.
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Gupta, Meenu. "Corporate Social Responsibility:Ensuring Sustainable Human Resource Management Practices." Review of Professional Management- A Journal of New Delhi Institute of Management 15, no. 1 (June 1, 2017): 78. http://dx.doi.org/10.20968/rpm/2017/v15/i1/151693.

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Mazur, Barbara, and Anna Walczyna. "Bridging Sustainable Human Resource Management and Corporate Sustainability." Sustainability 12, no. 21 (October 29, 2020): 8987. http://dx.doi.org/10.3390/su12218987.

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The rise of the Sustainable Development (SD) concept contributed to the increasing interest in practices encompassing the Sustainable Human Resource Management (Sustainable HRM) and the results of these practices. This article relates to the area of Human Resource Management and activities undertaken by HR departments to implement the principles of sustainable development in the enterprise. In particular, it refers to the concept of Sustainable HRM, recognized by many researchers as a new paradigm in the area of HRM. Although an intensely-studied subject, there is a clear gap in research regarding Sustainable HRM in Polish companies. Additionally, there is a lack of research contribution on the Podlasie region—ecologically and ethnically the most diverse region in the country. While sustainability in environmental terms is evident in the region, the article focuses on sustainability implementation in the business sector. The article helps to close the research gap. Its aim is to examine the two-fold role of HR departments in: Implementing activities in the area of Sustainable HRM, and introducing the principles of sustainability to corporate strategies. It was assumed that such activities contribute to corporate sustainability. In order to verify the role of HR departments, a new, comprehensive research model, based on the work of De Prins, was built. The model relates to the double-task of HR departments in organizations. The added value of the article stems from the research model proposal, which can be applied without geographical limitations and to numerous organization types. The paper introduces one of the applications of the model—a regional one. The model was tested in a questionnaire survey conducted among employees of enterprises operating in the Podlaskie Voivodeship, which is unique in terms of environment, culture, and economy in Poland. The respondents were participants of MBA studies at one of the universities of the Podlaskie Voivodeship. The results of the study fully confirmed the hypothesis adopted in the study regarding the performance of activities by HR departments in the psychological and social areas of Sustainable HRM. The third aspect of the study, regarding the ecological area, was not clearly confirmed in the study. It was found that this may result from the restrictive law regulating the issue of the impact of enterprises on the natural environment. The results of the study allowed for the verification of the main hypothesis assumed in the research model, thus confirming its truthfulness.
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Dissertations / Theses on the topic "Sustainable human resource management"

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Ehnert, Ina. "Sustainable human resource management a conceptual and exploratory analysis from a paradox perspective." Berlin Heidelberg Physica-Verl, 2008. http://d-nb.info/993394566/04.

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Bae, Youngsoo S. M. Sloan School of Management. "Strategic human resource management framework for Korean small and medium enterprises' sustainable growth." Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/104547.

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Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, 2016.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 52-54).
As Small and Medium Enterprises in Korea play a pivotal role in Korean economy, their sustainable growth is critical for Korea's development. One of drivers that enable SMEs to pursue sustainable growth is Human Resource Management. Since "People" is one of the most valuable assets in a company, its survival could depend upon strategic utilization of human resource. Korean economy has a Chaebol conglomerates centric business structure where Small and Medium Enterprises are difficult to compete with them for their survival. Especially, the human resource-related issues are the most significant and urgent for them to solve. Therefore, I would like to suggest possible and feasible strategic Human Resource Management framework for Korean Small and Medium Enterprises for their sustainable growth. In this thesis, the points that I will be focusing on are: i) Analyzing on Korean SME's problems on HRM ii) Deriving lessons from successful HRM cases iii) Coming up with Strategic HRM Framework that Korean SMEs can apply. 1. Do successful corporations have their unique Human Resource Management strategy? 2. How can Korean Small and Medium Enterprises acquire human resource-related core competency within Chaebol conglomerates-centered economy in Korea? To find answers to these questions and to develop a proper Human Resource Management Framework for Small and Medium Enterprises, case studies on Talent Management Wheel, Hidden Champions, and Yuhan-Kimberly were used as examples of successful Human Resource Management. In this case studies, it became clear that one of the key drivers for successful companies is a well-organized Human Resource Management system. Lastly, I conclude by suggesting a strategic Human Resource Management framework that Korean Small and Medium Enterprises can adopt for their sustainable growth and the significance of successful Human Resource Management system that creates invaluable virtuous circles in the society.
by Youngsoo Bae.
S.M. in Management Studies
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Uotila, Aliisa. "Sustainable human resources management : Constructed and negotiated by HR professionals." Thesis, Umeå universitet, Sociologiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-173160.

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This present paper analyses how HR professionals construct and negotiate sustainable human resources management (HRM). The empirical data is collected through five interviews with six informants and in the Swedish working context. A Foucauldian inspired qualitative discourse analysis reveals how sustainability is seen as an important part of HR, and moreover, societal sustainability is seen as the main focus of HR. Contrary to most of the prior sustainability HR research, the discourse of ecological sustainability was not activated to the same extent as the other societal discourses. Instead, the study showed that in the Swedish work context, the matters of health promotion, equality and diversity are seen as more essential.
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Hjalmarsson, Hanna, and Melina Åhlenius. "A Sustainable Place to Work : An exploratory study of Sustainable HRM’s contribution to Employer Attractiveness." Thesis, Umeå universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-160710.

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Although sustainability within human resource management has increasingly received attention amongst scholars and practitioners, not enough has been done to demonstrate how the concept of Sustainable HRM translates into practice. In the light of digitalization and globalization, knowledge-based actors within the modern business environment are facing rapid changes whereby the retainment of valuable skills and competencies has become crucial for ensuring competitive advantage. On the individual level, knowledge- based workers encounter challenges such as work intensification, extensive availability and work-life-balance when conforming with the changing nature of work. In addition, since employees’ loyalty and demands are continuously shifting, the concept of EmployerAttractiveness is becoming a larger strategic concern for knowledge-based firms. Employer Attractiveness also serves as one of the primary reasons for linking Sustainability with HRM. From the overlapping problem backgrounds of Sustainable HRM and Employer Attractiveness this study found a research gap which formulated the research question of this study:   “How can Sustainable HRM contribute to Employer Attractiveness?”    The purpose of this study serves to create an understanding of how Sustainable HRM is practiced and how it in turn contributes to Employer Attractiveness in terms of employee retainment. A qualitative inductive approach was undertaken to fulfil this purpose, in which nine semi-structured interviews with consultants and HR-workers belonging to small-and medium sized firms acknowledged as attractive employers was conducted. The interviews and empirical findings were structured accordingly with the core components of Sustainable HRM. The key findings retrieved highlights the interconnectedness between the four Sustainable HRM dimensions; long-term, impact, substance and partnership orientations, and the five values; application, development, economic, interest, social, used for assessing Employer Attractiveness. Based upon the analysis, a conceptual model was established to demonstrate how Sustainable HRM, influenced by its context, can contribute to employee-perceived Employer Attractiveness. This study theoretically contributes a further understanding of the concepts of Sustainable HRM and Employer Attractiveness respectively and combined, by introducing new figures and models valuable for the existing field of research. In practical terms, this study offers valuable managerial insights of how leaders and firms should view Sustainable HRM an integrative part of the entire firm alongside with recognizing the strategic potential of sustainability within HRM in terms of Employer Attractiveness. On a societal level, this study addresses the importance of raising more attention to the employees as key stakeholders within the social dimension of sustainability.
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Cano, Ariana Margarita. "The Impact of Engagement With Community Supported Agriculture on Human Attitude Towards the Sustainable Food Movement." ScholarWorks @ UVM, 2015. http://scholarworks.uvm.edu/graddis/429.

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With a total of 164 community supported agriculture programs (CSA), Vermont is leading the "locavore" movement in the United States, ranked number one in the country with the most CSAs and Food Hubs per capita. ("Locavore Index," 2013) CSAs have a large positive impact on reducing carbon emissions, advancing local economic growth, and promoting healthy lifestyles of consumers. The purpose of this study is to explore the overall experience of individuals in comparison to their current social norm, individual attitudes, identity, and intentions of change, and understand any change overtime in their individual attitude and behavior. Attitude change was measured by conducting pre and post surveys of the Intervale Food Hub UVM student members, as well as regression analysis to understand any possible indicators of chance. The data analysis provided understanding of the impact of the Intervale Food Hub's CSA membership on individuals' attitudes, norms, and identity. Survey questions, based on the theory of planned behavior, inquired about individuals' preferences, skills, and behavioral intentions. Because of the complexity of food and human relations, this data was be supplemented by collecting qualitative data to more richly understand the relationship between individuals and their Intervale Food Hub food shares. The conclusion of this study will advance understanding of one form of community supported-agriculture and its impact on human attitudes. Study findings will also aid the staff of the Intervale Food Hub in understanding their customers and implementing more efficient practices.
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Enkhtsetseg, Mandukhai. "Barriers to sustainable water resources management : Case study in Omnogovi province, Mongolia." Thesis, Stockholms universitet, Kulturgeografiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-145128.

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This study examines the barriers to sustainable water resources management in water vulnerable, yet a mining booming area. The case study is conducted in Omnogovi province of Mongolia in Nov-Dec 2016. This study presents how the Omnogovi province manages its water with increased mining and examines what hinders the province from practicing sustainable water resources management and examines the involvement of residents in the water resources management of Omnogovi province. Qualitative approaches such as semi-structured interviews, participatory observation and literature review were used in this study. This study demonstrates that the water resources management of Omnogovi province is unsustainable in this time period, yet the implementation of IWRM approach has improved the water resources management of the province. The barriers to sustainable water resources management in Omnogovi province are inefficient governance and poor enforcement of law, today. Despite it, data-scarcity and transboundary water issues might become barriers to practice efficient water resources management in the province. The involvement of residents in water resources management of Omnogovi province is deficient, yet the implementation of participatory approach and establishment of RBC might improve the participatory governance. The study shows IWRM can improve the water resources management of a developing country, yet it can be time-consuming, costly and challenging to implement in a country, which is still in socio-economic and political transition.
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Selvanathan, Tharshanan. "The appliance of the concept of sustainability in human resource management in the corporate sector in Germany." Doctoral thesis, Universitat Politècnica de Catalunya, 2018. http://hdl.handle.net/10803/663910.

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Decline of resources, increasing expectation of stakeholders and radical transparency imposed by new technologies urges multinational enterprises to define sustainability as an important driver, which affects Strategic and Human Resource Management. An organization’s corporate social performance becomes increasingly important in attracting highly educated applicants with a high level of job choice, often a source of competitive advantage in the human resource area. This research investigates the usage of the concept of sustainability in Human Resource Man- agement in Germany. Hypotheses were derived, an empirical content analysis was executed and 8745 job advertisements analyzed on sustainable patterns. Annual reports and sustainability reports of organizations were evaluated on defining sustainability related targets in their compensation management. Personal interviews with Human Resource Managers of global market leaders were executed regarding the influence of sustainability in Human Resource Management. Although the Executives of companies state that sustainability plays a major role in Human Resource Management there is a gap in implementation. Sustainability concepts were found in less than one third of all job advertisements. A minority of the investigated companies formulates sustainability related targets in their compensation management. The interviews of the HR Managers confirm the high relevance of sustainability of Human Resource Management but points out the reason for the lack of implementation as a deficit of specified training and development. In order to attract highly qualified employees there is a need pointing out ecological, social and sustainable efforts by the company. By doing so the gap between Human Resource Management and Sustainability could be bridged and the term of Sustainable Human Resource Management practically applied.
La disminución de los recursos, una mayor expectación de las partes interesadas y una transparencia radical impuesta por las nuevas tecnologías instan a las empresas multinacionales a definir la sostenibilidad como un factor importante, el cual afecta la gestión estratégica y de los recursos humanos. El rendimiento socio- empresarial de una organización es cada vez más importante para atraer candidatos con una excelente formación y un alto nivel de elección de empleo, lo cual suele ser una ventaja competitiva en los recursos humanos. Este estudio investiga el uso del concepto de la sostenibilidad en la gestión de los recursos humanos en Alemania. Se han derivado un número de hipótesis, se ha realizado un análisis de contenido empírico y se han analizado 8 745 ofertas de empleo. Se han evaluado los informes anuales y de sostenibilidad para definir objetivos relacionados con la sostenibilidad en la gestión de la remuneración. Se han realizado entrevistas con gerentes de RR. HH. de empresas líder a nivel mundial sobre la influencia de la sostenibilidad en la gestión de recursos humanos. A pesar de que los ejecutivos de varias empresas indiquen que la sostenibilidad juega un papel fundamental en la gestión de RR. HH., existe una brecha en su implementación. Se han encontrado conceptos de sostenibilidad en menos de un tercio de todas las ofertas de empleo. Una minoría de las empresas investigadas plantean objetivos relacionados con la sostenibilidad en su gestión de remuneración. Las entrevistas con los gerentes de RR. HH. confirman la gran importancia de la sostenibilidad en la gestión de recursos humanos pero señala como culpable de la falta de implementación un déficit en la formación y el desarrollo. Para poder atraer empleados altamente cualificados las empresas deben resaltar sus iniciativas ecológicas, sociales y sostenibles. Al hacer esto la brecha entre la gestión de recursos humanos y la sostenibilidad podría desaparecer y así aplicarse el término Gestión de Recursos Humanos Sostenible.
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Murphy, Kevin S. "An Exploratory Study of Strategic Human Resource Management High Performance Work Practices for Unit Level Managers, in the Casual Segment of the Us Restaurant." Diss., Virginia Tech, 2006. http://hdl.handle.net/10919/28317.

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The previous chapters described in detail the literature, theory and research on Co-alignment, RBV and SHRM that was the basis for the development of a construct for the conceptualization of HPWP in the casual theme restaurant sector of the US hospitality industry for management. Firms able to implement such HPWP systems possessing universality, i.e. complementary internal fit, have been shown to increase the intangible value of their human capital (employees) and create greater economic value (Delery, 1998). This study used the co-alignment principle in conjunction with concepts in SHRM and RBV to develop a theory for a HPWP system for casual theme restaurants in the US, which is named a High Performance People System (HPPS). The co-alignment model for hospitality organizations which is the foundation of the theoretical model for this research (Olsen, West, and Tse;1998) describes the relationship between four key constructs, i.e. the environment, strategy choice, firm structure, and firm performance. Briefly, the four constructs in the model must be in alignment with each other in order for the firm to produce the greatest value for its stakeholders. Co-alignment theory purports that, "if the firm is able to identify the opportunities that exist in the forces driving change, invest in competitive methods that take advantage of these opportunities, and allocate resources to those that create the greatest value, the financial results desired by owners and investors have a much better chance of being achieved" (Olsen et al. 1998, p.2). SHRM researchers have been advocates of the theory that supports the causal relationship between HRM practices, sustainable competitive advantage (SCA) and firm performance. Several strategic human resource management researchers such as, Cappelli & Singh (1992),Wright & McMahan (1992), Pfeffer (1994), Lado & Wison (1995), Huselid (1995), Jackson & Schuler (1995),Becker & Gerhart (1996), Delany & Huselid (1996), Boxall (1998), Pfeffer (1998), Schuler & Jackson (2000), Ulrich & Beatty (2001), Lepak & Snell (2002), Hartog (2004) and others have directly or indirectly made attempts to theorize the effects of single or multiple human resource management variables on firm performance. These efforts have led to the incremental development of the strategic human resource management literature that stresses the relationships between the HRM practices, SCA and firm performance. There is an emergent body of evidence demonstrating that "the methods used by an organization to manage its human resources can have a substantial impact on many organizationally relevant outcomes" (Delery, 1998, p. 1). Convoluting the research on HPWP is incongruity among researchers on the micro HRM practices which are included in the SHRM system; there is little concurrence among scholars with respect to specifically which human resource practices should be incorporated (Becker & Gerhart, 1996; Rogers & Wright, 1998; Chadwick & Cappelli, 1999). RBV is one of the ten schools of thought in the field of management theory (Mintzberg, 2000) and is predicated on the concept that in order to create a sustainable competitive advantage and produce value for the firm, individual policies or practices produce the greatest results when they operate in a complex system that is not easily imitated (Barney, 1995). Resources are the "physical things a firm buys, leases or produces for its own use or the people hired on terms that make them effectively part of the firm" (Penrose, 1959: 67). Wernerfelt (1984) defines a firm's resources as "tangible or intangible assets which are tied semi-permanently to the firm" (p. 172). Barney (1991) further suggested that resources which can be used to create a SCA must have value, rareness, inimitability and substitutability The research focused on the discovery of the components of a HPWP system construct in the US casual theme restaurant segment for operating managers and the performance metrics used to judge their effectiveness. An exploratory study, in part using the Delphi method, serves as the overall research approach. A cross section of restaurant industry experts including company executives, consultants, academics and investors/owners contributed to the study. The outcome is a list of HRM work practices that are common to the casual theme restaurant industry and performance metrics. Based on prior empirical work the study started with 14 HRM work practice dimensions (See Table 3.1) and 3 performance measurements of productivity, turnover and financial performance (Huselid, 1995; Huselid & Becker, 1995; Delery & Doty, 1996; Becker & Huselid, 1996; Huselid & Becker, 1997; Hartog, 2004). These dimensions and performance metrics were presented to the panel of expert's making up the pilot study group as a starting point in the development of the HPWP system construct for the casual themed restaurant industry. After compiling the results of the pilot study and pretesting the survey instrument, the first Delphi survey (see Appendix 3) and a subsequent reminder were sent out electronically to the preselected Delphi participants for the study. A consensus on the research questions was not reached from the first-round survey according to the protocol Therefore, the second round was administered which provide opportunity for participants to change their position to help the group reach a consensus. Since consensus was reached according to the protocol (see tables 4.9, 4.12 & 4.13), the Delphi was concluded at this point. In summary, figure 1.1 put forth a conceptual model to clarify the relationships between the above mentioned schools of thought and firm performance. Figure 1.2 presented a working theoretical model which expounds on the relationships between the key concepts in the conceptual model and firm performance. Finally, figure 5.1 displays the results and the relationships of the study which methodically confirms the components of a HPPS for unit level managers, and identifies appropriate evaluation criteria for determining the performance of HPPS in the US casual restaurant market.
Ph. D.
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QUINHONEIRO, FERNANDO H. F. "Desenvolvimento de metodologia de análise de indicadores de sustentabilidade como ferramenta para tomada de decisão utilizando lógica fuzzy." reponame:Repositório Institucional do IPEN, 2015. http://repositorio.ipen.br:8080/xmlui/handle/123456789/26368.

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Dissertação (Mestrado em Tecnologia Nuclear)
IPEN/D
Instituto de Pesquisas Energeticas e Nucleares - IPEN-CNEN/SP
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Al-Busaidi, Mohammed. "The struggle between nature and development : linking local knowledge with sustainable natural resources management in Al-Jabal Al-Akhdar Region, Oman." Thesis, University of Glasgow, 2012. http://theses.gla.ac.uk/3906/.

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Increasing awareness about the necessity for natural resources protection represents worldwide recognition of its importance as an important tool in mainstream development. This growing recognition is accompanied by a growing awareness about the importance of activating natural resource management systems to achieve greater sustainability. At present, experiences and studies in this field show the need for the participation of all stakeholders in the processes of decision making in natural resource management. There is also a need to initiate natural resource governance that ensures effective management to benefit sustainable development, the later representing a key foundation for environmental and natural resources management. Moreover, investigations of the prospects of applying traditional knowledge systems and their integration with Western scientific knowledge produces numerous calls to revisit this knowledge where it has proven useful in environmental and natural resources management, both in theory and practice. In this spirit, this thesis investigates the effectiveness of the natural resources management system in Oman using Al-Jabal Al-Akhdar Region (AAR) as a case study, and linking this management system with the local people’s practices, which rely on their traditional environmental knowledge. Based on theories and concepts of natural resource management and sustainability, multiple research methods were used to explore the strengths and weaknesses in the system of natural resources management in the region, to analyze the advantages of traditional practices and knowledge systems, and thus, to deepen the understanding of the continuous struggle between nature and development. Results indicated that although Oman is rich in environmental policies, represented by laws and legislation that theoretically govern protection of the environment, the transformation of these policies into practice is troubled by practical obstacles. On the natural side, there are volatile climatic conditions, and on the human side, there is inefficiency of planning and a lack of means and tools to implement sustainable natural resources management programmes. Both obstacles expose environmental sustainability to uncertainty. However, as this research points out, traditional environmental knowledge and management practices systems used by local people in the AAR are characterized by useful interpretations of environmental dynamics to guide the direction of resource utilisation and management, and to address any uncertainty on the course toward sustainability.
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Books on the topic "Sustainable human resource management"

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Ehnert, Ina. Sustainable Human Resource Management. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2188-8.

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Vanka, Sita, Madasu Bhaskara Rao, Swati Singh, and Mallika Rao Pulaparthi, eds. Sustainable Human Resource Management. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5656-2.

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Baum, Tom, and Ann Ndiuini, eds. Sustainable Human Resource Management in Tourism. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41735-2.

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Biological resource exploitation in Cameroon: From crisis to sustainable management. Bamenda, Cameroon: Unique Printers, 2005.

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Ehnert, Ina. Sustainable Human Resource Management: A conceptual and exploratory analysis from a paradox perspective. Heidelberg: Physica-Verlag Heidelberg, 2009.

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Bruce, Mitchell. Resource and environmental management. 2nd ed. Harlow, England: Prentice Hall/Pearson Education, 2002.

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Resource and environmental management. 2nd ed. New York: Pearson Education, 2001.

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Resource and environmental management. Harlow: Longman, 1997.

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Managing human resources for environmental sustainability. San Francisco: Jossey-Bass, 2012.

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Cases on sustainable human resources management in the Middle East and Asia. Hershey, PA: Business Science Reference, 2015.

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Book chapters on the topic "Sustainable human resource management"

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Kramar, Robin. "Sustainable HRM." In Human Resource Management, 379–98. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-52163-7_17.

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Sarma, Ekta, and Madasu Bhaskara Rao. "Sustainable Human Resource Management: Making Human Resources More Responsible." In Sustainable Human Resource Management, 37–55. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5656-2_3.

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Singh, Swati, and Sita Vanka. "Sustainable HRM for Sustainable Careers of Women Professionals." In Sustainable Human Resource Management, 87–108. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5656-2_6.

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Labella-Fernández, A., and J. Martínez-del-Río. "Green Human Resource Management." In Encyclopedia of the UN Sustainable Development Goals, 312–23. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-95726-5_113.

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Labella-Fernández, A., and J. Martínez-del-Río. "Green Human Resource Management." In Encyclopedia of the UN Sustainable Development Goals, 1–12. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-71062-4_113-1.

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Vanka, Sita, Swati Singh, and Madasu Bhaskara Rao. "Sustainability and Sustainable HRM—Some Aspects." In Sustainable Human Resource Management, 307–13. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5656-2_19.

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Mariappanadar, Sugumar. "Characteristics of Sustainable HRM System and Practices for Implementing Corporate Sustainability." In Sustainable Human Resource Management, 9–35. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5656-2_2.

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Ehnert, Ina. "Introducing Sustainability into HRM." In Sustainable Human Resource Management, 1–31. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2188-8_1.

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Ehnert, Ina. "Linking the Idea of Sustainability to Strategic HRM." In Sustainable Human Resource Management, 33–78. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2188-8_2.

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Ehnert, Ina. "Theorising on Strategic HRM from a Sustainability Approach." In Sustainable Human Resource Management, 79–121. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2188-8_3.

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Conference papers on the topic "Sustainable human resource management"

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Molamohamadi, Zohreh, Napsiah Ismail, and Norzima Zulkifli. "Sustainable Human Resource Management." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.28.

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Avakumovic, Julija. "TALENT MANAGEMENT IMPLEMENTATION IN ACTIVITIES OF HUMAN RESOURCE MANAGEMENT." In 4th International Scientific Conference: Knowledge based sustainable economic development. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/eraz.2018.415.

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Sadigov, Rahim. "CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT." In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.

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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Curri-Memeti, Almira, and Diar Selimi. "GREEN HUMAN RESOURCE MANAGEMENT - PERFORMANCE MANAGEMENT AND EVALUATION." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0034.

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The concern for the natural environment began a long time ago. Throughout the previous two decades, the globe appealed for proactive ecological management. The term eco- friendly or environmentally friendly is also widespread nowadays, relating to laws, activities, products, services etc., theatre having, minimal, reduced or not having negative impact on eco- systems and the environment. Environmental performance is the relationship between the organization and the environment. Current writing on environmental management recognizes that with a specific end goal to accomplish environmental sustainability objectives, associations can use proper human resource management practices to motivate their employees. To this end, incredible endeavors have been made to investigate what drives workers to participate in proecologic practices that help their organization to turn green and be sustainable. Additionally, a number of studies demonstrate that there is a connection among the green activities, organizational performance and corporate profitability within any association. The main purpose behind this thesis is to extend our understanding of how the concept of green management can be positioned as part of the human resource function. The motivation is to highlight the importance of building sustainable and eco-friendly business, and to gain knowledge of the outcomes after adopting Green human resource management in the organizations.
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Sembiring, Nurhayati. "Sustainable Human Resource Management: A Simple Review and Research Direction." In International Conference on Natural Resources and Technology. SCITEPRESS - Science and Technology Publications, 2019. http://dx.doi.org/10.5220/0008505900680072.

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Pavlović, Goran, and Nevena Vrcelj. "HUMAN RESOURCE MANAGEMENT IN HOSPITALITY, RESTAURANTS AND TRAVEL AGENCIES." In 4th International Scientific Conference: Knowledge based sustainable economic development. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/eraz.2018.592.

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Lobanova, Liudmila. "Holistic Model Of Sustainable Development: Innovative Trends In Human Resource Management." In Contemporary Issues in Business, Management and Education ‘2012. Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/cibme.2012.36.

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Olli, Denada. "CHALLENGES IN FORMULATING AND IMPLEMENTING OF STRATEGIC HUMAN RESOURCE MANAGEMENT." In 4th International Scientific Conference: Knowledge based sustainable economic development. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/eraz.2018.430.

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Suryanarayana, Alamuri. "HR Competencies for Sustainable Change and Talent Management: Implications for HR Professionals." In Annual International Conference on Human Resource Management and Professional Development. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-2449_hrmpd12.50.

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Zabneva, E. I. "Human resource management as a condition for sustainable development of the territory." In Proceedings of the International Conference on Sustainable Development of Cross-Border Regions: Economic, Social and Security Challenges (ICSDCBR 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icsdcbr-19.2019.13.

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Reports on the topic "Sustainable human resource management"

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Lonsdale, Whitney R., Wyatt F. Cross, Charles E. Dalby, Sara E. Meloy, and Ann C. Schwend. Evaluating Irrigation Efficiency: Toward a Sustainable Water Future for Montana. The Montana University System Water Center, November 2020. http://dx.doi.org/10.15788/mwc202011.

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Water is our most valuable natural resource, and is used to support the demands of industry, agriculture, hydroelectric power generation, and municipalities. Water also sustains Montana’s booming recreation and tourism economy and maintains the diverse freshwater ecosystems that provide natural goods and services and promote human well-being. As our population continues to grow, and the collective demand for water increases, it is imperative that we carefully assess how our water is used, as well as how changes in water distribution, management, and governance are likely to influence its availability in the future. This is especially important in the context of a changing climate.
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Bloom, Nicholas, and John Van Reenen. Human Resource Management and Productivity. Cambridge, MA: National Bureau of Economic Research, May 2010. http://dx.doi.org/10.3386/w16019.

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de Carvalho, Antonio Geldson, Charles Calomiris, and Joao Amaro de Matos. Venture Capital as Human Resource Management. Cambridge, MA: National Bureau of Economic Research, May 2005. http://dx.doi.org/10.3386/w11350.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementing Plan for Human Resource Management. Fort Belvoir, VA: Defense Technical Information Center, April 1989. http://dx.doi.org/10.21236/ada212915.

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Ichniowski, Casey, Kathryn Shaw, and Giovanna Prennushi. The Effects of Human Resource Management Practices on Productivity. Cambridge, MA: National Bureau of Economic Research, November 1995. http://dx.doi.org/10.3386/w5333.

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Abowd, John, George Milkovich, and John Hannon. The Effects of Human Resource Management Decisions on Shareholder Value. Cambridge, MA: National Bureau of Economic Research, October 1989. http://dx.doi.org/10.3386/w3148.

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Ichniowski, Casey. Human Resource Management Systems and the Performance of U.S. Manufacturing Businesses. Cambridge, MA: National Bureau of Economic Research, September 1990. http://dx.doi.org/10.3386/w3449.

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Matthew Bruff, Ned Godshall, and Karen Evans. An Integrated Water Treatment Technology Solution for Sustainable Water Resource Management in the Marcellus Shale. Office of Scientific and Technical Information (OSTI), April 2011. http://dx.doi.org/10.2172/1029293.

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Bartel, Ann. Human Resource Management and Performance in the Service Sector: The Case of Bank Branches. Cambridge, MA: National Bureau of Economic Research, January 2000. http://dx.doi.org/10.3386/w7467.

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Ruiz de Gauna, Itziar, Anil Markandya, Laura Onofri, Francisco (Patxi) Greño, Javier Warman, Norma Arce, Alejandra Navarrete, et al. Economic Valuation of the Ecosystem Services of the Mesoamerican Reef, and the Allocation and Distribution of these Values. Inter-American Development Bank, May 2021. http://dx.doi.org/10.18235/0003289.

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Coral reefs are one of the most diverse and valuable ecosystems on Earth. The Mesoamerican Reef contains the largest barrier reef in the Western Hemisphere. However, its health is threatened, so there is a need for a management and sustainable conservation. Key to this is knowing the economic value of the ecosystem. “Mainstreaming the value of natural capital into policy decision-making is vital” The value of environmental and natural resources reflects what society is willing to pay for a good or service or to conserve natural resources. Conventional economic approaches tended to view value only in terms of the willingness to pay for raw materials and physical products generated for human production and consumption (e.g. fish, mining materials, pharmaceutical products, etc.). As recognition of the potential negative impacts of human activity on the environment became more widespread, economists began to understand that people might also be willing to pay for other reasons beyond the own current use of the service (e.g. to protect coral reefs from degradation or to know that coral reefs will remain intact in the future). As a result of this debate, Total Economic Value (TEV) became the most widely used and commonly accepted framework for classifying economic benefits of ecosystems and for trying to integrate them into decision-making. This report estimates the economic value of the following goods and services provided by the MAR's coral reefs: Tourism & Recreation, Fisheries, Shoreline protection. To our knowledge, the inclusion of non-use values in the economic valuation of the Mesoamerican Barrier Reef System is novel, which makes the study more comprehensive.
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