The growing role of sustainable development and, above all, its ecological aspect, in the development of modern company competitive edge leads to the popularization of the question of incorporating environmental practices into the area of human resource policy, referred to as Green HRM. The objective of the research was to identify pro-environmental HR practices embraced by young Polish enterprises and to prioritize them in accordance with their effect on company sustainable development. To attain these goals, a survey was conducted among a random, representative population of 150 young enterprises. The study revealed that the Green HRM concept in the Polish reality is relatively. However, there is a strong positive correlation between the evaluation of the impact of individual activities within Green HRM on sustainable company development and their practical implementation. Research demonstrated that the higher the evaluation of the impact of a given activity, the more frequent its implementation in the studied companies. This allowed the formulation of the following conclusion: in order to increase the scope of the implementation of the Green HRM concept in Polish young enterprises, it is necessary to raise awareness and disseminate knowledge concerning the impact Green HRM can have on sustainable development in organizations.
Our dynamically developing market economy has, for some time now, been a witness to a growing interest in the concept of business management involving conscious activities oriented not only at financial profits and economic aspects but also at broadly understood social and ecological interests. Such an approach, termed sustainable development, is becoming an imperative in the contemporary world, hence the decision processes of entrepreneurs tend to be more and more often guided by the principles of environmental corporate responsibility. The author of the study reckons that the implementation of the above business model requires, most of all, the engagement of the human factor. Eco-oriented management is performed exclusively by employees with positive attitudes towards the environment, green competencies, and responsible for the environmental consequences of their actions. Therefore, human resource management oriented at supporting the implementation of the principles of ecological development and the development of environmentally-friendly attitudes of employees referred to as Green Human Resource Management plays an unprecedented role in environmental performance. Green Human Resource Management is a novel approach to the performance of the HR function within organizationsone where environmental contexts constitute the foundation of all initiatives. This involves the application of HR policies in order to promote the sustainable use of company resources, to support ecology and development of ecological sensitivity in workers. This is because ecological awareness of employees and managers is key to the operations of any company complying with the concept of sustainability. The purpose of the study is to present the relevance of Green Human Resource Management to the operations of contemporary companies and indicate practices which can be undertaken in the field to promote knowledge related to the subject matter and extend the scope of concept application as a tool for constructing sustainable companies. The theoretical part of the study, drafted on the basis of a world's literature overview, identifies several environmental practices that can be employed in the field of human resource management at each stage of the personnel process, starting with work design, employee selection, work discipline shaping, to the development of "green" competencies and "green" working conditions. The empirical part of the research demonstrates the results of a questionnaire conducted at a random population of 300 Polish enterprises. The research approach used enabled the researcher to identify * The research was carried out under the research theme No.
There has been increased interest over recent years in socially responsible human resource management (SRHRM) oriented at developing good relations with employees as a function fostering sustainable organization-building. This is a consequence of our awareness of the fact that employees and personnel processes play a vital role in translating the policy of sustainable development into practice. The objective of this research has been to diagnose the activity of young Polish enterprises in the area of SRHRM as an important corporate social responsibility (CSR) component and to assess relations between SRHRM practices and the sustainable development of organizations. The studies conducted on a representative sample of 150 entities demonstrate both the scope of SRHRM practical implementation and the fields which have disparity in this respect. It has been determined that SRHRM practices are quite frequently adopted by young Polish enterprises. Research has shown that there is a correlation between the assessment of the relationship of SRHRM practices with the sustainable development of organizations and their practical implementation. It has been established that the higher the assessment of the strength of the relations of a given practice, the more often it is implemented in the enterprises studied. Simultaneously, the research has demonstrated a low level of maturity with respect to SRHRM implementation, as evidenced by the adoption of basic practices.
Purpose: The Green Human Resource Management concept is relatively new to Polish managers. There is a research gap with respect to investigating the reasons behind limited practical implementation of GHRM. The objective of the study is the identification of major barriers to the implementation of the GHRM concept in Polish companies. Design/Methodology/Approach: The study was conducted in 2018 on a random sample of 300 Polish enterprises. The respondents were managers responsible for HR policy development. The method used in the study was CATI. In the first stage of the analysis, an assessment of the level of implementation of the GHRM concept in 7 functional areas was carried out with the use of a 5-point Likert scale. The second stage involved identification of the main barriers impeding the implementation of green HR practices. Findings: Green Human Resource Management viewed as the latest research tendency plays a crucial role in the strategies of corporate sustainable development. However, studies demonstrate that the level of GHRM implementation in Polish companies is low. In the course of the analysis, it appeared that the primary barriers limiting GHRM implementation are: limited financial means, lack of incentives to engage in environmentally friendly activities, low competencies of the management with respect to sustainable HRM, no or low effectiveness of GHRM tools and a culture based on economic values. Practical Implications: If the major barriers to GHRM implementation are identified and Polish managers become aware of them, barrier removal may prove easier and, consequently, the scope of implementation of green practices within the HR function may be broadened. Originality/Value: This article is a pioneer attempt to identify the barriers to Green HRM implementation in Poland. The research enriches the still limited set of literature concerning environmental practice performance in the area of HR. The author believes that the results of the presented research may stimulate interest in GHRM concept's implementation in Polish companies as a tool of corporate sustainable development.
Background. Managing organisations in turbulent environments requires high quality competencies. In the knowledge economy, of all managerial skills, the role of human resources risk management skills is clearly growing. The reason is that each stage of human resource management pursued by managers may serve as a potential source of risk related to the need to take personnel-related decisions. Human resources risk is an inherent part of company operations, whereas the social subsystem is an indispensable, key factor for the smooth running of business entities. Therefore, HR risk should be managed, as any other risk type. Research aims. The objective of this research was to carry out a diagnosis of manager competencies in the area of human resources risk management. Methodology. The article was based on the analysis of literature and a diagnostic survey using a questionnaire survey. Key findings. On the basis of the research conducted with the application of a diagnostic survey, it was concluded that although managers had a significant potential for the management of this specific risk type, it was not used to a full extent in all of the analysed organisations. Furthermore, the analysis showed that a barrier limiting effective human resources risk management oriented at generating an added value was created by negative attitudes, such as perceiving human resources risk mainly as a threat and striving to avoid it.
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