The Relevance of the Vision of Sustainability to HRM Practice

Wes Harry ()
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Wes Harry: University of Chester

A chapter in Sustainability and Human Resource Management, 2014, pp 401-419 from Springer

Abstract: Abstract This chapter considers the vision of sustainability for HRM and the changes likely to be involved in managing people and organizations in more sustainable ways. We consider the likely impact on organizations and individuals on the background of personal practical experience. The chapter offers critiques of those ways of managing which may harm the long term success or survival of an organization and the environment of which it is a part. At times the chapter engages in conjecture but this cannot be avoided for a topic which has only recently entered the realm of management thought. Hence this is a guide to issues rather than a manual on how HRM practitioners must tackle the issues of sustainability and its application within organizations. The chapter is divided into sections considering the role of HRM in developing sustainable organizations. We begin by examining the role of HRM in developing sustainable organizations. Next, we view the change of emphasis in HRM ways of working. Then we consider these within the themes of complexity, planning, resourcing, rewarding, learning and managing performance. The chapter also examines the possibility that others may take advantage of those organizations which aim to manage sustainably. In the concluding thoughts we reflect on the ways that HRM can add real value to organizations and societies in sustainable ways.

Keywords: Corporate Social Responsibility; Sovereign Debt; Wide Society; Triple Bottom Line; Scenario Planning (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:spr:csrchp:978-3-642-37524-8_18

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DOI: 10.1007/978-3-642-37524-8_18

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