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Sustainable Human Resource Management. The attempt of holistic approach

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Języki publikacji
EN
Abstrakty
EN
The concept of sustainability seems fundamental for companies operating worldwide. Human resources are acknowledged to be among the most valuable assets for them. Even though literature shows that Sustainable Human Resource Management is an upcoming topic there is still limited research on the concept due to its initial state. Previous literature reveals a lack in research on systematic links between sustainability and HRM. There are some studies that take this subject into account but they are widely dispersed across different HRM subfields, use diverse interpretation of sustainability and are barely interrelated with each other or with mainstream HRM literature. The purpose of the study is to present the four important approaches to Sustainable Human Resource Management – sociological, psychological, strategic and ‘green‘. The paper contributes to the literature linking sustainability to the HRM issues presented in the literature. In the introduction, it discusses how the notion of sustainability has emerged and developed. Then, the four approaches to Sustainable Human Resource Management are briefly depicted. Next, each of them – sociological, psychological, strategic and ‘green‘ – is widely described. Diversity of Management and Work-Life Balance programs is presented as the manifestations of societal and psychological approaches to Sustainable Human Resource Management. The strategic and ‘green’ approaches to SHRM are presented as the sources of sustained competitive advantage and increasing employer attractiveness. Finally, some concluding remarks are delivered.
Rocznik
Strony
7--12
Opis fizyczny
Bibliogr. 22 poz., rys.
Twórcy
autor
  • Bialystok University of Technology, Faculty of Management
Bibliografia
  • Aretz H.J., Hansen K. (2003), Erfolgreiches Management von Diversity. Die multikulturelle Organisation als Strategie zur Verbesserung einer nachhaltigen Wettbewerbsfähigkeit, Zeitschrift für Personalforschung 17 (1), pp. 9-36
  • Barney J. (1991), Firm resources and sustained competitive advantage, Journal of Management 17 (1), pp. 99-120
  • Cichorzewska M. (2011), Corporation pathologies as an obstacle to achieve sustainable development, in: E. Bojar (ed.), Eco-Management for Sustainable Regional Development, Dom Organizatora, Toruń, pp.145-167
  • De Prins P. (2011), Duurzaam HRM: Synthetische academische introductie, Retrieved J.,cited by: Rompa I., Explorative research on Sustainable Human Resource Management, http://www.innovatiefinwerk.nl/sites/.../sustainable_hrm.pdf [10.01.2015]
  • Delery J.E., Doty D.H. (1996), Modes of theorizing in strategic human resource man-agement: Tests of universalistic, contingency, and configurational performance predictions, Academy of Management Journal 39 (4), pp. 802-835
  • Duxbury L., Higgins C. (2009), Report 6: Work-Life Conflict in Canada in the New Millennium: Key Findings and Recommendations from the 2001 National Work-Life Conflict Study, Health Canada, Ottawa
  • Ehnert I. (2006), Sustainability Issues in Human in Human Resource Management: Linkages, theoretical, approaches, and outlines for an emerging field, Paper prepared for 21st EIASM SHRM Workshop, Aston, Birmingham, March 28th-29th, http://www.sfb637. uni-bremen.de/.../SFB637-A2-06-004-I [10.01.2015]
  • Ehnert I. (2009), Sustainable Human Resource Management: A conceptual and exploratory analysis from a paradox perspective, Springer Physica-Verlag Heidelberg, Berlin
  • Greening D.W., Turban D.B. (2000), Corporate social performance as a competitive advantage in attracting a quality workforce, Business & Society 39 (3), pp. 254-280
  • Higgins C.A., Duxbury L. (2002), The 2001 National WorkLife Conflict Study: Report One, Health Canada, Ottawa
  • Lado A.A., Wilson M.C. (1994), Human resource systems and sustained competitive advantage: A competencybased perspective, Academy of Management Review 19 (4), pp. 699-727
  • Lowe G. (2000), The Quality of Work: A People Centered Agenda, Oxford University Press, Don Mills, Ontario
  • Lowe G. (2005), Control Over Time and Work-Life Balance: An Empirical Analysis, Kelowna, BC: The Graham Lowe Group Inc., Kelowna, British Columbia
  • Lowe G., Schellenberg G. (2001), What’s a Good Job? The Importance of Employment Relationships, Canadian Policy Research Networks, Renouf Publishing, Ottawa
  • Mazur B. (2009), Zarządzanie w warunkach różnorodności zasobów ludzkich, Wydawnictwo Wyższej Szkoły Finansów i Zarządzania, Białystok
  • Mazur B. (2013), Linking diversity management and corporate social responsibility, Journal of Intercultural Management 5 (3), pp. 39-47
  • Moroko L., Uncles M.D. (2008), Characteristics of successful employer brands, Journal of Brand Management 16 (3), pp. 160-175
  • Thomas R.R.(1992), Managing diversity: a conceptual framework, in: Jackson S.E. and associates, Diversity in the Workplaces, Human Resource Initiatives, Guilford Press, New York
  • Turban D.B., Cable D.M. (2003), Firm reputation and applicant pool characteristics, Journal of Organizational Behavior 24 (6), pp. 733-751
  • van Marrewijk M. (2003), Concepts and Definitions of CSR and Corporate Sustaina-bility: Between Agency and Communion, Journal of Business Ethics 44, pp. 95-105
  • Wright P.M., McMahan G.C. (1992), Theoretical perspectives for strategic human resource management, Journal of Management 18 (2), pp. 295-320
  • Wright P.M., McMahan G.C., McWilliams A. (1994), Human resources and sustained competitive advantage: A resource-based Perspective, International Journal of Human Resource Management, 5 (2), pp. 301-326
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-ded85db5-cf07-491d-823a-e091ef8fb4ef
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