By Ina Ehnert, Wes Harry, Klaus J. Zink
The function of HRM in constructing sustainable company organisations is more and more attracting realization. Sustainability can be utilized as a precept for HRM itself and the projects of Sustainable HRM are twofold. at the one hand it fosters the stipulations for person worker sustainability and develops the facility of HRM structures to regularly allure, regenerate and advance prompted and engaged staff through making the HRM approach itself sustainable. nevertheless Sustainable HRM contributes to the sustainability of the company organisations via cooperation with the head administration, key stakeholders and NGOs and via realising financial, ecological, social and human sustainability targets. This e-book offers a complete overview of the recent quarter of Sustainable HRM and of analysis from various disciplines like sustainable paintings structures, ergonomics, HRM, linking sustainability and HRM. It brings jointly the perspectives of teachers and practitioners and offers many principles for conceptual improvement, empirical exploration and sensible implementation. This ebook intends to develop the foreign educational and practice-based debates at the power of sustainability for HRM and vice versa. In 19 chapters, 26 authors from 5 continents discover the position of HRM in constructing economically, socially and ecologically sustainable corporations, the concept that of Sustainable HRM and the position of HRM in constructing Sustainable HRM platforms and the way sustainability and HRM are conceptualized and perceived in numerous components of the area.
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Additional info for Sustainability and Human Resource Management: Developing Sustainable Business Organizations
Philippe Debroux analyses in chapter “Sustainable HRM in East and Southeast Asia” sustainability and HRM in Asia which generally, with important exceptions, relies largely on cheap labor and the export of low added value manufacturing products while accepting huge externalities on, and damage to, ecological as well as human systems. The author introduces the Asian socio-economic and cultural context where the double paradigm of rationality have been challenged and where the High Performance Work System has led to paradoxes and tensions and to the incomplete inclusiveness of HRM systems before he then discusses the Sustainability and HRM 29 paradoxes and tensions related to adapting to the sustainability paradigm and its institutionalization.
First, the challenge of designing organization structures, work systems and HRM systems in a way that allows control of the impact of work on employees and to maintain and develop the qualifications, skills, personalities and internal resources of people working for an organization – directly or indirectly via supply chains. In order to address this challenge, companies need to find out what is harmful for employees at work and which practices and strategies have a negative impact on human resource development and regeneration.
Worldview is characterized by the assumptions that HRM contributes to a firm’s performance, that HR managers should be free in their choices of HR practices on behalf of the shareholders while maximizing competitive advantage and that employee and employer interests are not conflicting (win-win). S. research on Sustainable HRM has focused on environmental aspects (see also ‘Green HRM’). The chapter points towards avenues for future research. Philippe Debroux analyses in chapter “Sustainable HRM in East and Southeast Asia” sustainability and HRM in Asia which generally, with important exceptions, relies largely on cheap labor and the export of low added value manufacturing products while accepting huge externalities on, and damage to, ecological as well as human systems.