Guest editors' introduction: Introduction to HRM's role in sustainability: Systems, strategies, and practices

Taylor, Sully; Osland, Joyce S.; Egri, Carolyn P.

doi:10.1002/hrm.21509

Cited by 96 publications

(75 citation statements)

References 17 publications

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“…Again, with the more recent development of notions such as sustainable HRM (Ehnert & Harry, 2011;Taylor, Osland, & Egri, 2012) and corporate social responsibility (see the special issue of the International Journal of Management Reviews, Lindgreen & Swaen, 2010) this is beginning to change. Interestingly, and linked to our argument that the wider view better reflects practitioners' reality, many of these developments started with practitioners (Palacios-Marqués & Devece-Carañana, 2013).…”

Section: Long-term Outcomesmentioning

confidence: 99%

Conceptualising the future of HRM and technology research

Bondarouk

Brewster

2016

The International Journal of Human Resource Management

194

149

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Section: Long-term Outcomesmentioning

confidence: 99%

Conceptualising the future of HRM and technology research

Bondarouk

Brewster

2016

The International Journal of Human Resource Management

194

149

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“…In summary, the literature linking sustainability strategy, HRM practices, and sustainability performance is still evolving. While progress has been made and a number of different models have been proposed, there remains a need for a theory‐based, integrative, multilevel model that shows how sustainability strategy can be implemented effectively through HRM practices (Ehnert and Harry ; Jackson and Seo ; Mohrman and Worley ; Taylor et al ). In the next section, we present a model that addresses these needs.…”

Section: Sustainability Strategy and Hrmmentioning

confidence: 99%

“…Similarly, Savitz and Weber () argue that a sustainability strategy is one that hits the “sweet spot” integrating economic, environmental, and social interests to create shared value. Of course, due to the evolution and complexity of sustainable businesses, it is likely that most firms’ sustainability strategies will progress through various stages of development, each requiring a different configuration of the variables in Figure (Epstein and Buhovac ; Hart and Milstein ; Taylor et al ). There are relatively few rigorous empirical studies that examine sustainability strategies and their impact on performance.…”

Section: Line Of Sight – a Model For Aligning Sustainability Strategymentioning

confidence: 99%

A Model for Implementing a Sustainability Strategy through HRM Practices

Buller¹,

McEvoy²

2016

Business and Society Review

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There is a rapidly growing interest in the topic of sustainability as it relates to long-term business performance that optimizes the "triple bottom line": economic, environmental, and social outcomes. This article articulates a multilevel conceptual model for executing a business strategy for sustainability primarily through the design and implementation of human resource management practices. The model builds on open systems theory, the resource based view of the firm, and the concept of line of sight to identify certain key organizational capabilities, group competencies, and individual abilities and other characteristics that combine to drive organizational performance when pursuing a sustainability strategy. The article concludes with a discussion of implications of the model for theory, research, and practice. Paul F. Buller is a Professor of Management

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“…By using a randomised control trial (RCT) design, we provide evidence that changes in HRM can lead to changes in worker behaviour and objectively measured indicators of organisational outcomes (metered energy consumption adjusted for climatic conditions). Third, we contribute to the debates around the contribution of HRM to sustainability issues in organisations (Taylor et al , ; Renwick et al ., ; Unsworth et al ., ) and specifically how firms can reflect wider stakeholder interests within organisational goals and implement these through integrated HRM systems (Cohen et al , ; Merriman and Sen, ; Beer et al , ).…”

Section: Introductionmentioning

confidence: 99%

Shut the fridge door! HRM alignment, job redesign and energy performance

Christina

Dainty

Daniels

et al. 2017

Human Res Mgmt Journal

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Anchored within the strategic HRM and alignment literature, and drawing on efficiency and legitimacy perspectives of organisational behaviour, we investigated a HRM intervention targeted at energy reduction goals in a large multinational retailer. The HRM intervention was focused on embedding the environmental and economic performance goals of the firm within the workplace through redesigning the job so that energy tasks were aligned with training and performance management systems, as well as organisational performance goals. Using a randomised control trial design, we tracked changes in energy behaviours and energy consumption in 769 retail stores (685 in the intervention condition, 84 in the control condition). The findings provide evidence that changing the alignment of HRM practices can influence both worker behaviour and organisational outcomes, including environmental outcomes. This work contributes to debates concerning the impact of HRM alignment on both the work and organisational performance context. Contact:

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Guest editors' introduction: Introduction to HRM's role in sustainability: Systems, strategies, and practices

Cited by 96 publications

References 17 publications

Conceptualising the future of HRM and technology research

Conceptualising the future of HRM and technology research

A Model for Implementing a Sustainability Strategy through HRM Practices

Shut the fridge door! HRM alignment, job redesign and energy performance

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