Measurements for Sustainable HRM and Corporate Sustainability Business Strategy

Sugumar Mariappanadar ()
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Sugumar Mariappanadar: Australian Catholic University

Chapter Chapter 6 in Sustainable Human Resource Management Strategies and Practices, 2024, pp 137-158 from Springer

Abstract: Abstract Sustainable HRM as a field evolved to emphasize the role of HRM in facilitating organizations to implement corporate sustainability business strategy to achieve sustainability outcomes. Sustainable HRM is a field with varied objectives to take care of multiple stakeholders (e.g. employees, their families, and environment) and hence it is too complex for a single measurement technique or a measurement tool will be able to measure the diverse sustainable and unsustainable effects of HRM on stakeholders. A framework is provided in this chapter to understand the role of measurements in facilitating sustainable HRM practices to implement corporate sustainability business strategy. Furthermore, different techniques (indices and survey scales) to measure different aspects of the sustainable and unsustainable effects of HRM practices are explored. The measures of unsustainable impacts of organizational practices on stakeholders will trigger organizational level interventions to reduce the unsustainable impacts imposed on stakeholders (i.e., employees, their families, environment, and the society etc.,) to achieve the synthesis effects of sustainable HRM on sustainability outcomes. Initially, a new questionnaire for corporate sustainability business strategy is discussed. Secondly, the high performance sustainable work practices as a measure is discussed to help organisations to develop the required human capital to implement corporate sustainability business strategy to achieve integrated sustainability outcomes. Thirdly, a measure for green HRM is discussed. Fourthly, three types of harm of work which includes the health harm, the social harm, and work-family restrictions are discussed for large organizations to use these measures as materiality for sustainable HRM initiatives. Finally, a corporate environmental performance measure is discussed.

Date: 2024
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DOI: 10.1007/978-981-97-8688-6_6

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