Journal articles: '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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Makedon, Vyacheslav, Olha Hetman, Liudmyla Yemchuk, Nadiia Paranytsia, and Svitlana Petrovska. "HUMAN RESOURCE MANAGEMENT FOR SECURE AND SUSTAINABLE DEVELOPMENT." Journal of Security and Sustainability Issues 8, no. 3 (March 26, 2019): 345–54. http://dx.doi.org/10.9770/jssi.2019.8.3(5).

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Macke, Janaina, and Denise Genari. "Systematic literature review on sustainable human resource management." Journal of Cleaner Production 208 (January 2019): 806–15. http://dx.doi.org/10.1016/j.jclepro.2018.10.091.

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Portocarrero, Florencio F., and Anne-Laure P. Winkler. "Sustainable Human Resource Management for Improved Environmental Performance." Academy of Management Proceedings 2021, no. 1 (August 2021): 10357. http://dx.doi.org/10.5465/ambpp.2021.10357abstract.

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Halmaghi, Elisabeta-Emilia, and Dănuț Moşteanu. "Considerations on Sustainable Water Resources Management." International conference KNOWLEDGE-BASED ORGANIZATION 25, no. 1 (June 1, 2019): 236–40. http://dx.doi.org/10.2478/kbo-2019-0038.

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Abstract Water is essential to man’s life, nature and economy and has a fundamental role in the climate regulation cycle. It is a resource that is continually regenerating, but is at the same time finite and cannot be produced or replaced by other resources. Nothing is possible without water, this resource being the heart of human and economic development. That is why water is an essential factor for the existence of life and the development of human society. Rapid urbanization, the global demographic explosion and climate change have led to water quality degradation and have become acute pressures on water resources, which has led to concern for water protection. Water is the common denominator that links all areas of activity, and these actions have the role of encouraging a better understanding of the need for water use and management in a more responsible manner.

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Jaskeviciute, Vaida, Asta Stankeviciene, Danuta Diskiene, and Julija Savicke. "The relationship between employee well-being and organizational trust in the context of sustainable human resource management." Problems and Perspectives in Management 19, no. 2 (May 21, 2021): 118–31. http://dx.doi.org/10.21511/ppm.19(2).2021.10.

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As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

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Sanyal, Soumendra Nath, Izabela Nielsen, and Subrata Saha. "Multi-Objective Human Resource Allocation Approach for Sustainable Traffic Management." International Journal of Environmental Research and Public Health 17, no. 7 (April 4, 2020): 2470. http://dx.doi.org/10.3390/ijerph17072470.

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Efficient human resource deployment is one of the key aspects of road traffic management for maintaining the lifelines of any metropolitan city. The problem becomes relevant when collaboration between human resources with different skills in day-to-day operations is necessary to maintain public and commercial transport, manage various social events and emergency situations, and hence reduce congestion, injuries, emissions, etc. This study proposes a two-phase fuzzy multi-objective binary programming model for optimal allocation of five different categories of human resources to minimize the overall operational cost, maximize the allocation to accident-prone road segments, minimize the number of volunteer personnel and maximize the direct contact to reduce emissions and road traffic violations, simultaneously. A binary programming model is formulated to provide an efficient individual manpower allocation schedule for multiple road segments at different shifts. A case study is proposed for model evaluation and to derive managerial implications. The proposed model can be used to draw insights into human resource allocation planning in traffic management to reduce road traffic congestion, injuries and vehicular emissions.

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Yu, Xuan, Haihong Li, Miao Ling, Bin He, Jun Wen, and Wen Xia Jing. "Measuring Sustainable Human Resource Management under the new economic era." E3S Web of Conferences 275 (2021): 03068. http://dx.doi.org/10.1051/e3sconf/202127503068.

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The main feature of the new economic era is the use of network technology, information technology and other economic material means, under the guidance of the age of knowledge, the scientific and technological force as an important productivity of social and economic development. At present, China has entered an era of rapid economic development, and all sectors of society pay more and more attention to human resource management, which provides support for the sustainable development of enterprises. Sustainable human resource management (Sustainable HRM) refers to ideas and practices of human resource management that can bring long-term competitive advantages to organizations, by enabling them to achieve sustainable economic, social, and environmental development. This paper aims to explore the dimension of Sustainable HRM and develop the measure scale and test the construct validation. Based on the United Nations 2030 Sustainable Development Goals (SDGs), the researchers conducted qualitative interviews and also used open questionnaires with 103 corporate managers and employees to obtain their insights on the significance, structure, and ingredients of sustainable HRM under the background of emerging economies. Previous research in the field along with the interview and questionnaire responses were coded and analyzed in order to prepare a preliminary, 25-item scale for measuring sustainable methods of HRM. This initial scale was tested in a study involving 243 participants, and exploratory factor analysis was used to assess the results. The findings shows that sustainable HRM has two dimensions, named sustainable HRM ideas and practice. An adjusted scale was created for measuring two dimensions of sustainable HRM: namely, the ideas (7 items) and practices (5 items) of sustainable HRM. This study finds that sustainable HRM has two dimensions: principles or ideas of sustainable HRM and practice of sustainable HRM. The scale is intended to provide a reference point for attempts to expand sustainable HRM, by clarifying directions for research on and development of sustainable HRM. The two-dimensional scale of sustainable HRM developed in this study can prompt companies to pay equal attention to “knowledge” and “action”, and to implement the concept of sustainable HRM into HRM policies. Along both dimensions, the reliability and validity of the adjusted scale have reached a good level, and confirmatory factor analysis supports the structural validity of the scale.

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Chouhan, Jitendra Singh. "A Review of Sustainable Human Resource Management in Schools." Prabandhan: Indian Journal of Management 6, no. 6 (June 10, 2013): 25. http://dx.doi.org/10.17010//2013/v6i6/60005.

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Chouhan, Jitendra Singh. "A Review of Sustainable Human Resource Management in Schools." Prabandhan: Indian Journal of Management 6, no. 6 (June 10, 2013): 25. http://dx.doi.org/10.17010/pijom/2013/v6i6/60005.

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Ehnert, Ina, Wes Harry, and Klaus J. Zink. "Sustainability and Human Resource Management - Developing Sustainable Business Organizations." NHRD Network Journal 6, no. 4 (October 2013): 81–82. http://dx.doi.org/10.1177/0974173920130413.

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Gollan, Paul J. "High involvement management and human resource line sustainability." Handbook of Business Strategy 7, no. 1 (January 1, 2006): 279–86. http://dx.doi.org/10.1108/10775730610618945.

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PurposeThis article will outline a number of issues for organizations to consider when pursuing sustainable high performance workplace outcomes through high involvement management (HIM) initiatives and identifies those outcomes, which reinforce corporate profitability and corporate survival, and those that satisfy employee aspirations and needs in the workplace.Design/methodology/approachA model is presented that highlights the major factors, influences and outcomes of human resource sustainability in organizations. The paper then advocates an integrated model of the HIM process, emphasising the influence of organizational culture and the impact of the external environment based on human resources capabilities and sustainable organizational outcomes.FindingsOverall, what can be drawn from the research is that high quality communication and consultation between management and employees at the workplace is essential in achieving HIM and improved organizational performance and sustainable outcomes for organizations and employees.Research limitations/implicationsImportantly, the current evidence suggests that there are a number of necessary conditions when implementing HIM processes and approach: the research suggests management should inform, train and equip shopfloor employees to make decisions at their workplace and share ownership in the process.Practical implicationsThe practical implications are that managers need to reassess the role and level of the HR function, specifically its role in persuading organizations to adopt practices that support a sustainable approach.Originality/valueOnly by acknowledging the importance of employee satisfaction and commitment through the development of integrated employee consultation, organizational change, work and life policies, workplace institutions and comprehensive career development programs, will the organization achieve greater efficiency, and productivity.

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Ping, Liu. "Research on the Innovation of Human Resource Management for Chinese Family Business Based on Sustainable Development." Journal on Innovation and Sustainability. RISUS ISSN 2179-3565 2, no. 1 (October 18, 2011): 55. http://dx.doi.org/10.24212/2179-3565.2011v2i1p55-60.

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Under the new historical conditions, the family business as a common business type in China has been developing rapidly, but its whole life cycle is short. There are numbers of shortcomings on the current human resource management in Chinese family business, which have confined the further development of family business. Therefore the business must carry out management innovation. It is important that the family business develop the human resource management for its sustainable development. In this paper, based on the research of the characteristics of the family business human resource management, the problems in the development and the coupling relationship between sustainable development of family business and innovation of the human resources management, the writer presents some strategies and proposals for the innovation of human resources management of family business under the background of sustainable development.

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Stareček, Augustín, Zdenka Gyurák Babeľová, Helena Makyšová, and Dagmar Cagáňová. "SUSTAINABLE HUMAN RESOURCE MANAGEMENT AND GENERATIONS OF EMPLOYEES IN INDUSTRIAL ENTERPRISES." Acta logistica 8, no. 1 (March 31, 2021): 45–53. http://dx.doi.org/10.22306/al.v8i1.201.

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Sustainable human resource management is one of the distinguished approaches for ensuring the organizational performance of an organization in today's turbulent business environment. Human resource management ensures the achievement of the organizational goals through practices of managing human resources. Sustainable human resource management thereby ensures the development and maintenance of the potential of all employees in the organization. The main goal of this paper is to present the results of research in the field of human resource management with respect to different generations of employees in industrial enterprises operating in the Slovakia. The research sample consisted of n = 1 471 respondents (employees of industrial enterprises). The most important results of the prezented research is the finding that employees of industrial enterprises consider work performance, which influences their remuneration, to be important. The research showed that there are statisticaly significant relationships between employees at managerial and production positions and the perceived importance of work performance when determining the income of managers and production employees (rs = 0.274 and rs = 0.363).

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Ahamad, Faiz. "Sustainable human resource management practices to attract and retain talents: A new approach to human resource management system." LBS Journal of Management & Research 18, no. 1 (2020): 42. http://dx.doi.org/10.5958/0974-1852.2020.00005.x.

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Shah, T., K. Cederwall, and B. Egboka. "Workshop 7b (synthesis): sustainable groundwater management in rural areas." Water Science and Technology 51, no. 8 (April 1, 2005): 165. http://dx.doi.org/10.2166/wst.2005.0253.

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Sustainable groundwater management strategies should be based on adequate assessment of the specific resource characteristics and human reliance on these resources. Disturbed groundwater balance reduces safe yield and degrades groundwater quality.

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Järlström, Maria, Essi Saru, and Sinikka Vanhala. "Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective." Journal of Business Ethics 152, no. 3 (August 30, 2016): 703–24. http://dx.doi.org/10.1007/s10551-016-3310-8.

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Bułat, Ewa. "Human Resource Management practices that translate into sustainable competitive advantage." Central European Review of Economics and Management 3, no. 1 (March 27, 2019): 115. http://dx.doi.org/10.29015/cerem.507.

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Aim: The aim of the paper is to delve into the Human Resource Management (HRM) practices which undoubtedly translate into enhanced business performance. The article combines the theoretical study of HRM with its application to professional practice in order to provide a comprehensive analysis of the reasons and ways of implementing good HRM processes. Design/Research methods: A desk case study approach has been adopted to conduct a descriptive-comparative analysis of two prosperous corporations operating in distinct sectors. Conclusions/findings: It is suggested that the analysed companies have been consistently outperforming their competitors due to their HRM practices which can be linked back to the seminal motivation theories and concepts relating HRM to performance. It seems that especially the application of AMO framework and Path-Goal Theory to workplace scenarios can yield good results, regardless of the industry. Originality/value of the article: This study not only provides an insight into the HRM practices which appear to contribute most to improved productivity, but it also attempts to shed some light on the how and why of their application. So far, much of the empirical research has confirmed a significant statistical connection between HRM practices and business success, but relatively little attention has been paid to understanding the exact mechanisms through which conceptual HRM practices can be implemented. An attempt to address this gap is the value added of the paper. Implications: The findings may prompt the upper echelons of power in companies to fit the appropriate HR practices into their business strategies to achieve the organisational objectives.

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Dvorakova, Zuzana. "Sustainable human resource management in a time of global uncertainty." SHS Web of Conferences 83 (2020): 01012. http://dx.doi.org/10.1051/shsconf/20208301012.

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The paper characterizes the state-of-the-art knowledge of sustainable human resource management (HRM) based on on-the-desk analysis of articles in the Web of Science database published in the last two years in journals in Q1 and Q2. In the literature, sustainable HRM is considered an extension of strategic HRM with a focus on long-term human resource development, regeneration, and renewal. The current focus has been on economic, environmental aspects in HR processes, and it turns out that social sustainability remains on the edge of HR managers´ interests. The situation in the Czech environment illustrates two narrative cases from March and April 2020. It becomes a challenge for all actors in education to change their view of ways of education and to accept as a necessity to apply distance education on a mass scale.

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Stofkova, Zuzana, and Viera Sukalova. "Sustainable Development of Human Resources in Globalization Period." Sustainability 12, no. 18 (September 17, 2020): 7681. http://dx.doi.org/10.3390/su12187681.

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The article deals with human resource management, its theoretical principles, and its use in practice in the era of globalization. The main goal of this paper is to analyze and describe human resource management focused on the process of human resource development and education. The article shows how the principles are applied in a selected Information-Communication Technologies (ICT) company in Slovakia as an attractive employer who is interested in satisfaction, education, and growth of its employees, thus employer branding. The data was collected through a questionnaire survey with employees in the selected company. Secondary data from corporate sources were used, too. The aim of the survey was to point out the human resources management in a selected company and to examine the perception of the impact of employees development on their performance and to design effective approaches to personnel development in a selected company with an impact on employee performance. The aim of the survey was to find out whether there was a dependence between the subjectively perceived performance of the employees and individual aspects, which are the completion of technical training programs, individual evaluation of the employee, relocation of the employee, and the number of completed training activities. A questionnaire survey was used to achieve this goal.

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Hitka, Miloš, Alžbeta Kucharčíková, Peter Štarchoň, Žaneta Balážová, Michal Lukáč, and Zdenko Stacho. "Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management." Sustainability 11, no. 18 (September 12, 2019): 4985. http://dx.doi.org/10.3390/su11184985.

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The ability to do business successfully and to stay on the market is a unique feature of each company ensured by highly engaged and high-quality employees. Therefore, innovative leaders able to manage, motivate, and encourage other employees can be a great competitive advantage of an enterprise. Knowledge of important personality factors regarding leadership, incentives and stimulus, systematic assessment, and subsequent motivation factors are parts of human capital and essential conditions for effective development of its potential. Familiarity with various ways to motivate leaders and their implementation in practice are important for improving the work performance and reaching business goals. Pearson’s chi-square test is used to test correlation between the motivation factors relating to career aspiration and education. Following the research results, the fact that there is dependence between the motivation factors relating to career aspiration and completed education can be stated. The motivation factors relating to career aspiration are important, even very important for highly educated employees and employees with upper secondary education. Following the research results, the fact that the requirements and expectations relating to career aspiration are more demanding when the education completed by employees is higher is confirmed.

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Longoni, Annachiara, and Raffaella Cagliano. "Human resource and customer benefits through sustainable operations." International Journal of Operations & Production Management 36, no. 12 (December 5, 2016): 1719–40. http://dx.doi.org/10.1108/ijopm-11-2014-0564.

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Purpose Sustainable operations are increasingly part of firms’ competitive strategies. Research widely investigates the relationship between sustainable operations and competitive advantage, considering financial performance as a dependent variable, and shows controversial results. The purpose of this paper is to operationalize competitive advantage as internal and external intangible benefits, such as human resource (HR) and customer benefits. HR benefits concern the deployment of a workforce pursuing a firm’s goals and strategy; customer benefits concern the improvement of a firm’s relationship with its customers. Design/methodology/approach Empirical results are provided in an analysis of data from a survey conducted on a sample of 107 Italian firms in the food industry. A single industry and country are selected to avoid possible differences in regulations and in operations processes. Structural equation modelling is used to test hypotheses relating sustainable operations to HR and customer benefits. Findings The authors distinguish between green and social operations practices. Green operations practices directly impact customer benefits but not HR benefits. Social sustainable operations practices do not directly impact customer benefits but instead have a direct impact on HR benefits. Hence, through HR benefits, they have an indirect impact on customer benefits. Practical implications The authors provide results showing to operations managers that both green operations and social operations are crucial to obtaining customer benefits. Social operations do this by enhancing HR benefits. Green operations instead are not positively related to HR benefits. Originality/value This research serves as an original contribution to the sustainable operations literature in two ways. First, from a resource-based perspective, the relationship between sustainable operations, HR benefits, and customer benefits is proposed and tested. Such benefits are also shown to be interrelated based on the service profit chain model. Second, green and social operations practices are analysed separately providing a nuanced view of benefits related to sustainable operations.

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Anlesinya, Alex, and Pattanee Susomrith. "Sustainable human resource management: a systematic review of a developing field." Journal of Global Responsibility 11, no. 3 (June 30, 2020): 295–324. http://dx.doi.org/10.1108/jgr-04-2019-0038.

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Purpose This study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to develop a better understanding of the state of the field and the gaps in the research, as well as to propose a future research agenda. Design/methodology/approach This study uses a systematic literature review method that involves the use of 122 studies from six reputable databases covering January 2003 to March 2020. Findings There is an over-concentration on the ecological perspective of sustainable HRM and managers dominate the examined population. Moreover, there are geographical imbalances in sustainable HRM research. More so, the idea of bundling sustainable HRM practices together has received scanty research attention relative to the individual sustainable HRM best practices. Consequently, from a strategic HRM perspective, the authors highlight various ways to bundle sustainable HRM practices together. Also, the authors suggest that the ability-motivation-opportunity enhancing (AMO) theory’s perspective provides particularly useful means for this investigation. Furthermore, the findings suggest that sustainable HRM can influence organisations to become more competitive and effective in their quests to ensure economic prosperity, social well-being and ecological outcomes for their stakeholders. Practical implications The evidence reveals that there are significant gaps in the literature on the topic and confirms that the field is still at its developmental stage. Hence, there is a need for more rigorous research on the topic to help develop a better understanding of this new field. Originality/value This study contributes by providing the first comprehensive review of sustainable HRM themes, methods and contextual focus and by proposing future research agenda. It, therefore, offers a valuable point of departure for those moving into the sustainable HRM domain, as well as valuable insights for those already working in this space.

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Al-Ghdabi, Ruba Risheed, Khaled Mohammad Banyhamdan, and Reham Zuhier Qasim Almomani. "The Impact of Human Resource Management Practices on Sustainable Competitive Advantage: A Study of Service Enterprises in Jordan." Journal of Advanced Research in Dynamical and Control Systems 11, no. 11-SPECIAL ISSUE (November 20, 2019): 1145–56. http://dx.doi.org/10.5373/jardcs/v11sp11/20193146.

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Khandekar, Aradhana, and Anuradha Sharma. "Managing human resource capabilities for sustainable competitive advantage." Education + Training 47, no. 8/9 (October 2005): 628–39. http://dx.doi.org/10.1108/00400910510633161.

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Freitas, Wesley Ricardo de Souza, Jorge Henrique Caldeira-Oliveira, Adriano Alves Teixeira, Nelson Oliveira Stefanelli, and Talita Borges Teixeira. "Green human resource management and corporate social responsibility." Benchmarking: An International Journal 27, no. 4 (April 2, 2020): 1551–69. http://dx.doi.org/10.1108/bij-12-2019-0543.

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PurposeIn the past, simply fulfilling economic performance alone was critical to ensuring the success of companies and their shareholders, but this traditional perspective is not compatible with society's current demands, as there is increasing social pressure on organizations to become more sustainable and reduce impacts on the environment, promoting sustainable results in their business processes. In this context, the specialized literature states that human resources management (HRM) is considered a central aspect for building sustainable organizations, in particular, the area of green human resources management (GHRM). Thus, this study analyzes the relationship between GHRM and corporate social responsibility (CSR) in Brazilian companies. Company's age, size, ISO 9001 and 14001 certifications are the control variables.Design/methodology/approachThe authors adopted a quantitative approach in conducting the survey. Four waves of email were sent to HR and CSR managers from 853 Brazilian companies from the metallurgical, automotive and chemical industries. In total, 79 questionnaires were fully answered, higher than the minimum sample calculated by the G*Power 3.1 software, which corresponds to a return rate of 9.26%. For the analysis of the results, the partial least squares method was used.FindingsThis research identifies that GHRM practices, in fact, positively influence CSR practices. The findings evidence that practices of performance evaluation, teamwork and recruitment and selection are the most important for a better CSR performance. The research results indicate that the “ISO 9001 certification” control variable also has a positive and significant effect on CSR and that the size of the company, the age of the company and the ISO 14001 certification, in the analyzed sample, were not relevant (as control variables) for CSR.Originality/valueCurrent literature highlights the gap between GHRM and CSR. This relationship is not explored in Brazil. The study uses a new theoretical model, and it fills the gap identified in the literature. This paper brings important theoretical and managerial contributions. It is the first in the literature to show, in an empirical way, the positive relationship between GHRM and CSR, contributing in an original way to the state of the art of the GHRM and CSR theme. In addition, this research adds empirical evidence on GHRM and CSR in Latin America/South America/Brazil.

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Dhopte, Sujata, and Meena Sinha. "Sustainable Management: New Insights." SDMIMD Journal of Management 7, no. 2 (September 1, 2016): 39. http://dx.doi.org/10.18311/sdmimd/2016/8430.

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Sustainable value framework can be created by building enhanced utility and greater profitability. Big corporations can ensure excellence not only by building quality in products but also by standardising the processes through training their people. Highly skilled global workforce is the solution to our planet where we are looking for global economy. Resource optimization - both in natural and human would help us sustain this planet. This paper examines the current thinking on the processes of corporate learning systems and explores the issues of sustainability in learning. New research shows how the big corporations in the globalised world can achieve sustainable results by adopting new corporate philosophy which requires re-structuring around human workforce’s continuous and time-bound learning in organizations.

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Bajzelj, Bojana, Richard A. Fenner, Elizabeth Curmi, and Keith S. Richards. "Teaching sustainable and integrated resource management using an interactive nexus model." International Journal of Sustainability in Higher Education 17, no. 1 (January 4, 2016): 2–15. http://dx.doi.org/10.1108/ijshe-02-2014-0022.

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Purpose – The purpose of this paper was to enhance and complement teaching about resource system feedbacks and environmental modelling. Students were given an interactive exercise based on a research model (ForeseerTM), developed by an inter-disciplinary research team, that explores the interconnectivity of water, energy and land resources. Two groups of students were involved, one of undergraduates and the other of graduates. Design/methodology/approach – The Foreseer model represents physical flows of the three resources (water, energy and land) using an interactive visual interface. The exercise was set up by giving students short instructions about how to use the tool to create four scenarios, and an online questionnaire was used to capture their understanding and their ability to extract information from the model. Findings – The exercise proved to be a helpful way to connect research and teaching in higher education, to the benefit of both. For students, it was an interactive and engaging way to learn about these complex sustainability issues. At the same time, it provided tangible feedback to researchers working on the model about the clarity of its user interface and its pedagogic value. Originality/value – This exercise represents a novel use of a resource model as a teaching tool in the study of the water, energy and land nexus, and is relevant to sustainability educators as an example of a model-centred learning approach on this topic.

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Bernhardt, Emily, StuartE Bunn, David D. Hart, Björn Malmqvist, Timo Muotka, Robert J. Naiman, Catherine Pringle, Martin Reuss, and Brian van Wilgen. "Perspective: The challenge of ecologically sustainable water management." Water Policy 8, no. 5 (October 1, 2006): 475–79. http://dx.doi.org/10.2166/wp.2006.057.

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Sustainable water resource management is constrained by three pervasive myths; that societal and environmental water demands always compete with one another; that technological solutions can solve all water resource management problems; and that environmental solutions to protect and maintain freshwater resources are more expensive and less dependable than technological solutions. We argue that conservation and good stewardship of water resources can go a long way toward meeting societal demands and values. Furthermore, water requirements to sustain ecosystem health and biodiversity in rivers and their associated coastal systems can be well aligned with options for human use and deliver a suite of ecosystem goods and services to society. However, to achieve ecologically sustainable water management, we propose several key issues that must be addressed. The objective of this opinion paper is to stimulate discussion across traditional discipline boundaries with the aim of forging new partnerships and collaborations to meet this pressing challenge of ecologically sustainable water management.

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Perez, R. G., H. Joseph Wen, and Pruthikrai Mahatanankoon. "Systems development project team management: a resource-based view." Human Systems Management 23, no. 3 (August 15, 2004): 169–77. http://dx.doi.org/10.3233/hsm-2004-23303.

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This paper presents a resources-based theory perspective of managing a SAP project team in order to realize a sustainable competitive advantage. Resource-based theory suggests that resources which are durable, not easily replicable, and imperfectly mobile can be effectively leveraged by the firm in order to achieve a sustainable competitive advantage over its competitors. The analysis which is presented in this paper suggests that the effective implementation of the SAP system by a firm requires not only an acquisition of a high level of technical expertise, but a change in organizational culture from one which rewards individual brilliance to one which encourages project teams. This will create an environment in which the success of any individual in his job is critically dependent on the skills possessed by the other team members. This will render the human component of the SAP resource imperfectly mobile and increase the capability of the firm to leverage this resource in order to achieve a sustainable competitive advantage.

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Vraňaková, Natália, Zdenka Gyurák Babeľová, and Andrea Chlpeková. "Sustainable Human Resource Management and Generational Diversity: The Importance of the Age Management Pillars." Sustainability 13, no. 15 (July 29, 2021): 8496. http://dx.doi.org/10.3390/su13158496.

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The issue of population aging is currently highly topical. In the context of population aging, age management comes to the fore. It addresses the management of human resources with regard to the age and potential of employees. The main aim of the article is to present the results of research focused on the importance of age management pillars from the perspective of employees from different generational groups in industrial enterprises in Slovakia. Based on established research questions and the research hypothesis, we can state that the perceived importance of age management pillars differs depending on the affiliation to the generational group. The research hypothesis was confirmed, and we conclude that there is a dependence between generational groups of employees from industrial enterprises in Slovakia and the importance of the age management pillars (the number of designations in a pairwise comparison). As a data collection tool, a research questionnaire was created. Collected data were evaluated based on a pairwise comparison of the perceived importance of age management pillars for employees. The research sample consisted of N = 384 respondents (employees of large industrial enterprises in Slovakia). When considering the research results, the use allows approaching the management of different generations of employees directly within the framework of sustainable human resource management. The research problem is also supported by resources and theoretical background.

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Herrera, Juan, and Carlos de las Heras-Rosas. "Corporate Social Responsibility and Human Resource Management: Towards Sustainable Business Organizations." Sustainability 12, no. 3 (January 22, 2020): 841. http://dx.doi.org/10.3390/su12030841.

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Today’s organizations are immersed in a global market, where any detail can provide a competitive advantage over rival companies and condition their sustainability. Corporate Social Responsibility and Human Resource Management have become very powerful tools within companies. However, the potential, development, and measurement of Corporate Social Responsibility (CSR) and Human Resource Management (HRM) have not been sufficiently explored. The literature has developed multiple case studies on CSR and HRM and has studied the combination of both factors and their link to economic, environmental, and social sustainability, but has not yet found a solid basis from which to address the new functionality of CSR, HRM, and sustainable business management. This work aims to investigate trends in scientific production related to Corporate Social Responsibility and Human Resource Management. Bibliometric techniques and SciMAT software have been used for this purpose. A total of 314 articles from Web of Science (WOS) indexed journals were analyzed. The results obtained confirm that the interest in the study of these concepts has grown exponentially in the last decade. It should be noted that the definitions of CSR and HRM, and even the relationship between the two, continue to be subject to multiple interpretations. The contribution of this work lies in the fact that, through the longitudinal analysis carried out, light is shed on the groups of issues that emerge with special projection, such as green-management, stakeholders, commitment, competitive-advantage, satisfaction, performance, sustainability, or research-methods-analysis, and which must continue to be explored in order to respond to the demands that business organizations have in this respect, and to help the total integration of the different approaches related to CSR and HRM.

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Mazur, Barbara. "Sustainable Human Resource Management in Religiously Diverse Regions: The Podlasie Case." Eurasian Journal of Business and Management 3, no. 3 (August 2015): 20–25. http://dx.doi.org/10.15604/ejbm.2015.03.03.003.

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Zijlstra, Toon, and Thomas Vanoutrive. "The employee mobility budget: Aligning sustainable transportation with human resource management?" Transportation Research Part D: Transport and Environment 61 (June 2018): 383–96. http://dx.doi.org/10.1016/j.trd.2017.10.005.

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Wasim Syed, Muzzammil, Ji Zu Li, Muhammad Junaid, and Muhammad Ziaullah. "Relationship between human resource management practices, relationship commitment and sustainable performance." Green Finance 2, no. 3 (2020): 227–42. http://dx.doi.org/10.3934/gf.2020013.

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Diaz‐Carrion, Rosalia, Macarena López‐Fernández, and Pedro M. Romero‐Fernandez. "Sustainable human resource management and employee engagement: A holistic assessment instrument." Corporate Social Responsibility and Environmental Management 27, no. 4 (March 3, 2020): 1749–60. http://dx.doi.org/10.1002/csr.1921.

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蔡, 文柄. "Sustainable Water Resource Management by Considering Both Human and Ecosystem Needs." Journal of Water Resources Research 05, no. 04 (2016): 379–90. http://dx.doi.org/10.12677/jwrr.2016.54044.

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Kramar, Robin, and Sugumar Mariappanadar. "Call for papers for a Special Issue: Sustainable human resource management." Asia Pacific Journal of Human Resources 53, no. 3 (July 2015): 389–92. http://dx.doi.org/10.1111/1744-7941.12072.

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Adif, Riandy Mardhika, Jufriadif Na`am, and Novizar Nazir. "The Concept of Green Human Resource Management in Industry." AJARCDE | Asian Journal of Applied Research for Community Development and Empowerment 4, no. 1 (April 19, 2020): 28–35. http://dx.doi.org/10.29165/ajarcde.v4i1.35.

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The integration of environmental management into Human Resource Management (HRM) is called Green HRM. There is a growing need for the application of Green HRD in industry. The objective of this review is to explore green human resource management practices of organizations in the industry based on the existing literature. Based on this review, it is concluded that by understanding and increasing the scope and depth of green HRM practices, organizations can improve their environmental performance in a more sustainable manner than before. The green HRM practices are more powerful tools in making organizations and their operations in industry green. The green performance, green behaviors, green attitude, and green competencies of human resources can be shaped and reshaped through the adaptation of green HRM practices.

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Muñoz-Pascual, Lucía, and Jesús Galende. "Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research." Small Business International Review 4, no. 2 (September 15, 2020): e281. http://dx.doi.org/10.26784/sbir.v4i2.281.

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This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.

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Zhykharieva, Vlada, Olga Vlasenko, Inna Poznanska, Maryna Matviienko, and Mariia Sokolova. "The role of human resource management in the concept of sustainable enterprise development." E3S Web of Conferences 255 (2021): 01024. http://dx.doi.org/10.1051/e3sconf/202125501024.

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In the article the sustainable development as the alternative concept of further transformation of the economic system in general and an enterprise in particular is considered. The concept of the sustainable development cycle of enterprise was improved by the authors; they specified the important role of human resources management in this cycle. The paper emphasizes the need to focus the human resources management not only on the operational activities’ results, but also on increasing the employees’ personal competitiveness and intensifying collaboration and mutual support to form a corporate knowledge due to developing corporate universities and E-learning systems aimed at continuous sustainable development of human resources. A significant attention in the concept of an enterprise sustainable development is paid to creation an effective human capital management strategy. This strategy should be focused on decomposition of the objectives in sustainable development, building a favourable organizational culture, developing business models that are based on effective communication with consumers, selecting the state-of-the-art forms of business organization and doing business; this is including, but not limiting, to those that have emerged in the field of social business, which allow to move towards implementation of the main objectives of sustainable development.

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Journal articles on the topic 'Sustainable human resource management'

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