Sustainable development and human resource management. A science mapping approach

Financiación ECO2017-82208-PThis manuscript presents a systematic review of "sustainable human resource man-agement"(HRM), highlighting its major themes and the evolution and tendenciesobserved in this field. It contributes to the development of this relatively new topic,offering a critical evaluation and identifying the highest impact research strands.The Web of Science database returned 111 documents spanning the period 1997-2018, and a conceptual science mapping analysis based on co-word bibliographic net-works was developed, using SciMAT as an analytical tool. The motor themes (welldeveloped and important for the structure of the discipline) in the field of sustainableHRM areenvironmental management,socially responsible HRM, andturnover.Employeeengagementis a specialised theme (well developed but less important for the struc-ture of the research field),human resource practicesis a basic or transversal theme(important for the discipline but not developed), andsustainable leadershipandenvi-ronmental performanceare emerging themes (both weakly developed and marginalto the field).Management and Marketing Department (University of Pablo de Olavide

Characteristics of sustainable HRM system and practices for implementing corporate sustainability

The current mutual benefit-focused HRM practices have a limited role in enhancing organization–stakeholder relationships to achieve organizational financial performance and human/social and environmental outcomes of corporate sustainability business strategy. Hence, sustainable HRM evolved as a discipline to facilitate a new understanding of organization–stakeholder relationships. Although there are many definitions available in the sustainable HRM literature, currently there is no established set of characteristics for sustainable HRM practices. The characteristics of sustainable HRM practices are important to operationalize an organization’s corporate sustainability business strategy using HR as a core business competency. In this article, distinct pro-financial, social/human and ecocentric characteristics are proposed for each of the identified HRM practices for sustainable HRM system to facilitate employee behaviours to achieve corporate sustainability outcomes. Furthermore, the synthesis effects of bundles of HRM practices in the sustainable HRM system to enhance integrated outcomes of corporate sustainability are explored. An attempt was also made to theoretically explain the difference in characteristics of HRM practices between the control, commitment (strategic) and sustainable HRM systems to feature the distinct characteristics of sustainable HRM practices. Finally, practical and empirical implications are provided

​Neither Western not Indian:HRM policy in an Indian multinational

The spotlight is increasingly on the human resource management (HRM) strategies of Indian-owned multinational enterprises (MNEs), including those that operate within the country\u27s fast-growing business process offshoring (BPO) sector. Brewster et al. (2007: 206) argue that there exists a \u27need for a broader geographical base to our understanding of\u27 international human resource management. One of the important reasons for studying HRM strategies in diverse geographical locations is to examine the trajectories of policies in new multinational companies in emerging economies to assess if they mirror Western-derived models such as the life cycle schemes of Adler and Ghadar (1990) or Heenan and Perlmutter (1979). Until relatively recently (e.g. Kumar et al., 2009; Sauvant et al., 2010), there has been little discussion about how distinctive the HRM practices of Indian multinationals are and whether they are exportable or imitable. Cappelli et al. (2010: 4-5) claim there is a concept of an \u27India Way\u27 that encapsulates a national business philosophy, constructed on four pillars, including HRM dimensions such as holistic engagement with employees, improvisation and adaptability ( jugaad in Hindi), creation of innovative value propositions and recognition of businesses\u27 wider societal role. This book also claims international transferability of some practices, such as establishing a sense of social mission and employee engagement (Cappelli et al., 2010: 197-207)

Sustainable Human Resource Management in the Context of Sustainable Tourism and Sustainable Development in Africa: Problems and Prospects

Employment and workforce issues have been largely overlooked in sustainable tourism and efforts to address this shortcoming have drawn on sustainable human resource management (SustHRM) without regard to limitations of SustHRM theorization. This chapter addresses this oversight, three problems are identified in current SustHRM theorization and prospects for theory development are proffered in the context of sustainable tourism and development in Africa. First, at the organizational level, current SustHRM theorization needs to move beyond outcomes focused on superficial and moderate organizational change to include scope for more radical change to organizational strategies, structures, business models and paradigms. Second, at the level of interfirm collaboration, current SustHRM theorization needs to address sustainability within supply chains and global value chains while paying attention to power relations and inequalities between developing and developed nations. Third, current SustHRM theorization needs to move beyond an instrumental, Western-centric and narrow approach to incorporate a more assertive, ethically grounded and broader role in promoting sustainability within the wider society

A conclusion of my study in "the transformation problem"

The spotlight is increasingly on the human resource management (HRM) strategies of Indian-owned multinational enterprises (MNEs), including those that operate within the country\u27s fast-growing business process offshoring (BPO) sector. Brewster et al. (2007: 206) argue that there exists a \u27need for a broader geographical base to our understanding of\u27 international human resource management. One of the important reasons for studying HRM strategies in diverse geographical locations is to examine the trajectories of policies in new multinational companies in emerging economies to assess if they mirror Western-derived models such as the life cycle schemes of Adler and Ghadar (1990) or Heenan and Perlmutter (1979). Until relatively recently (e.g. Kumar et al., 2009; Sauvant et al., 2010), there has been little discussion about how distinctive the HRM practices of Indian multinationals are and whether they are exportable or imitable. Cappelli et al. (2010: 4-5) claim there is a concept of an \u27India Way\u27 that encapsulates a national business philosophy, constructed on four pillars, including HRM dimensions such as holistic engagement with employees, improvisation and adaptability ( jugaad in Hindi), creation of innovative value propositions and recognition of businesses\u27 wider societal role. This book also claims international transferability of some practices, such as establishing a sense of social mission and employee engagement (Cappelli et al., 2010: 197-207)