How Sustainable Is Human Resource Management Really? An Argument for Radical Sustainability

Abstract

Sustainability has become an increasingly popular concept in relation to contemporary organizational life. The current paper reviews the concept of sustainability in relation to Human Resource Management [HRM] and poses the question whether HRM can become truly sustainable. Analyzing the notion of sustainability as an empty concept, this paper searches for new and radical meanings for sustainable HRM. Anchored in a radical understanding of sustainability as the protection and promotion of the dignity of people and the planet, this paper reviews the state of the art of contemporary HR systems and practices. It also positions sustainable HRM in the context of planetary survival and the role organizations may play in the transformation to sustainable economies. To conceptualize sustainable HRM, it is necessary to integrate new meanings through postulating appealing narratives around non-capitalist sustainable living.

Soil «health» Indicators in Soil Assessment (Review)

“…резко снижается биомасса и высвобождаются ресурсы из некромассы. За этим следует период реорганизации (возрождения) α с появлением в экологическом «вакууме» популяций первопроходцев и последующим сукцессионным развитием [Allen et al, 2014]. При анализе объекта в фазе К особый интерес представляет вопрос о прогнозировании возможной катастрофы на основе сигналов статистического временного ряда, но эта проблема требует отдельного обсуждения.…”

Sustainability is Dead, Long Live Sustainability! Paving the Way to Include ‘The People’ in Sustainability

“…In order for organisations to be sustainable, an increased focus on the people component of sustainability is much needed. In this respect, we draw from the United Nations’ Sustainable Development Goals (SDG, 2015) and the work by, among others, Bal and Brookes (2022), Bal and De Jong (2017), Gallagher and colleagues (2018), Gollan (2005), Kraak and Griep (2022) and Stankevičiūtė and Savanevičienė (2018) when making a few suggestions as to how companies could create a more ethical and democratic sustainability work for people. While some of these suggestions – especially when the goal of an organisation is to ‘maximize profits for shareholders’ – require a shift from short-term to long-term thinking and carry a financial cost in terms of resources, time and expertise (see for example suggestion 1 through 3), many (larger) organisations make profits which far outstrip the costs of decent wages and appropriate benefits.…”

“…green management and corporate social responsibility; Aguinis & Glavas, 2012) side of sustainability, we have largely left the people to fend for themselves (e.g. Bal & Brookes, 2022;Bissing-Olson et al, 2013;Gallagher et al, 2018). Indeed, much of the sustainability research to date has either excluded or has not explicitly included a focus on the well-being and sustainable employment of employees (Dahlsrud, 2008;Gallagher et al, 2018) despite the fact that, for over two decades, there has been a push to ensure that 'the needs, potential and aspirations of individuals … take centre stage in the workplace' (Wilkinson et al, 2001(Wilkinson et al, , p. 1497).…”

Self-initiated expatriates in menial jobs: Destructive psychological contracts in the hospitality sector

“…This means that employees are expected to show positive attitudes and behavior if the employer fulfils the PC (positive norm of reciprocity; Cropanzano and Mitchell, 2005), but these attitudes and behaviors are likely to change (negative norm of reciprocity; Cropanzano and Mitchell, 2005) if the employer does not deliver on explicit or assumed expectations, also referred to as PC breach (Morrison and Robinson, 1997). Despite the recent increase in the use of terms like sustainable HR and sustainable employment, suggesting that PCs are generally fulfilled, several authors have stated that this is not the case for large groups of employees working in precarious employment contexts such as menial jobs (e.g., Bal and Brookes, 2022; Griep et al, 2019). This is evidenced by numerous recent press articles that have discussed problematic employment conditions in supermarkets (Harounyan, 2017), logistics (Kellogg et al, 2020), the travel industry (Hansen and Vugts, 2022), and the hospitality industry (Bresson, 2021).…”