Presenting Sustainable HRM Model Based on Balanced Scorecard in Knowledge-based ICT Companies (The Case of Iran)

Tabatabaei, Seyed Akbar Nilipour; Omran, Ebrahim Salehi; Hashemi, Soheila; Sedaghat, Maedeh

doi:10.14254/2071-789x.2017/10-2/8

Cited by 15 publications

(11 citation statements)

References 44 publications

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“…The term 'sustainable HRM' is relatively new. While recently the field has rapidly evolved [39,[53][54][55][56][57][58][59], it is nonetheless recognized that there is no "consistent" literature on sustainable HRM [20] and sustainable HRM can be understood in terms of a number of complimentary frameworks [22]. Despite the plurality of approaches, Ehnert and Harry [20] managed to assign all publications in the field of sustainable HRM to the first, second or third "waves" of research.…”

Section: The Emergence and Scope Of Sustainable Hrmmentioning

confidence: 99%

Designing Sustainable HRM: The Core Characteristics of Emerging Field

2018

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The common agreement in human resource management (HRM) literature suggests that organizations willing to attract and retain human resources for running business in the future must change the prevailing situation where human resources are rather consumed than developed. In doing this, sustainable HRM has been introduced recently as a response to changes on societal level, labor market, and employment relations. Sustainable HRM is seen as an extension of strategic HRM and presents a new approach to people management with the focus on long-term human resource development, regeneration, and renewal. However, the attributes of sustainable HRM, as compared to mainstream HRM, are not clear. The paper aims at closing this gap by proposing and revealing the characteristics of sustainable HRM, namely: Long-term orientation, care of employees, care of environment, profitability, employee participation and social dialogue, employee development, external partnership, flexibility, compliance beyond labour regulations, employee cooperation, fairness, and equality. This is a theoretical paper.

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Section: The Emergence and Scope Of Sustainable Hrmmentioning

confidence: 99%

Designing Sustainable HRM: The Core Characteristics of Emerging Field

2018

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“…Essentially, sustainable HRM is an umbrella term that covers multiple dimensions, diverse contexts, and multiple levels of analysis [13] and can be understood in terms of a number of complimentary frameworks [27]. Because of such perception, recently the field of HRM has rapidly evolved tackling different aspects [56][57][58][59][60][61]. The following section is organized in a way to briefly reveal the development of the construct, the meanings given to sustainable HRM, as well as the underlying approaches, characteristics and practices of sustainable HRM.…”

Section: Outlining Sustainable Hrmmentioning

confidence: 99%

Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Stankevičiūtė

Savanevičienė

2018

Sustainability

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Arguing for the necessity to re-think human resource management (HRM), as human resources are becoming scarce, HRM practices themselves can be even harmful for employees, and the mainstream HRM is more interested not in the employee well-being, but in the search for the link between HRM and performance, the paper introduces sustainable HRM as an alternative approach to people management. Sustainable HRM is seen as a design option, which allows one to maintain, renew and restore human resources. Although previous works have broadened the understanding of the meaning given to sustainable HRM and its core characteristics, research into how sustainable HRM translates into practice is still lacking. Thus, the purpose of the paper is to reveal the practices through which 11 characteristics of sustainable HRM are expressed in real people management in organizations. In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 human resource (HR) managers. The research indicated a variety of applied practices, which differ by maturity. Care of employees, profitability, external partnership, fairness and equality, and employee development were revealed as the characteristics of sustainable HRM most explicitly expressed through HRM practices. Nonetheless, the organizations need more heterogeneous HRM activities, which simultaneously consider the economy, environment, society, and human aspects.

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“…Knowledge and skills in strategic planning, project management, process analysis and change management were necessary in making top-level strategic decisions, but also to ensure that these were successfully implemented in working life and understood by employees as a part of their job (Green, 2002). Being the powerful background of the organisational development, knowledge management and knowledge transfer still play a crucial role in human resources management (Poór et al, 2018) and consequently, have an obvious positive impact on long-term organizational and business success (Tabatabaei et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Human resource management trends in Slovakia

Stachová¹,

Stacho²,

Raišienė³

et al. 2020

Journal of International Studies

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Human potential introduces an enormous range of knowledge, skills, predictable and unpredictable responses, ways of perception, experience, and behaviour. The human potential in the corporate environment, i.e. people and their complex positive and negative abilities are mostly constructive, but sometimes destructive creators of new values and new knowledge. The need to implement changes in management systems is a challenge and a condition for future competitiveness these days. In this paper, the authors focus on the culturalhistorical development of human resource management from the time when people were only a secondary component of production to the present when they are a key element in maintaining competitiveness. A survey conducted between 2010 and 2019 analyses how human resource management in Slovak organizations has changed over the past decade. The survey revealed several

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Presenting Sustainable HRM Model Based on Balanced Scorecard in Knowledge-based ICT Companies (The Case of Iran)

Cited by 15 publications

References 44 publications

Designing Sustainable HRM: The Core Characteristics of Emerging Field

Designing Sustainable HRM: The Core Characteristics of Emerging Field

Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

Human resource management trends in Slovakia

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