Sustainability and Human Resource Management - Developing Sustainable Business Organizations

Harry, Wes; Zink, Klaus J.

doi:10.1177/0974173920130413

Cited by 66 publications

(85 citation statements)

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“…Given the conceptual variety and contemporaneity of the theme [5,13,14], several models of S-HRM have been proposed [5,7,10,12,[15][16][17]. Although the main focus of all these models is S-HRM, different theoretical approaches are used for these models, encompassing different components.…”

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confidence: 99%

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Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019

Kainzbauer

Rungruang

2019

Sustainability

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The increasing interest in sustainability has led to the emergence of a new research focus in the field of human resource management (HRM). HRM scholars have recently begun to explore how HRM might contribute to sustainable outcomes and coined the term ‘sustainable human resource management’(S-HRM). In this bibliometric review, science mapping tools were used to examine 475 Scopus-indexed documents on S-HRM. The objectives of the review were to analyze the size, evolution, and regional distribution of this knowledge base, identify key journals, documents, as well as authors, examine the intellectual structure of this literature, and highlight topical trends. The review revealed a knowledge base that is still in the emergent phase, with a global scope but a concentration in Western developed societies. Four Schools of Thought emerged within this field. This review hopes to guide a new generation of S-HRM scholars by providing an overview of the current status of the knowledge base.

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confidence: 99%

“…The second approach incorporates sustainability principles into HRM practices [14,45,46]. Gollan [10] developed one of the pioneering studies presenting the sustainability concept in HRM and indicated that organizational sustainability must be based on acknowledgement, recognition, and development of the abilities of employees.…”

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confidence: 99%

Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019

Kainzbauer

Rungruang

2019

Sustainability

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“…[27] suggests there are nine functions of human resource management that is 1) analysis and design of work, 2) recruitment and selection 3) training and development, 4) performance management, 5) compensation and benefits, 6) employee relations, 7) personnel policies, 8) employee data and information systems, 9) compliance with laws, 10) support for strategy. Based on the functions of the human resources function training and development which is an effort to increase the ability of employees to handle a variety of tasks and to cultivate the ability employees outside of that required by the current work that can give advantage for both parties, both individuals and organizations [28].…”

Section: Literature Reviewmentioning

confidence: 99%

Effect of Training and Empowerment in Improving Job Satisfaction

Nuryanti¹,

Putri²,

Masharyono³

2020

Proceedings of the 3rd Global Conference on Business, Management, and Entrepreneurship (GCBME 2018)

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Job satisfaction is still an important concern that is examined at all times, because job satisfaction is important for organizational effectiveness. Job satisfaction greatly affects the service to customers, because the service industry, especially banks that have a high level of intensity to compete directly with customers. The problem of employee job satisfaction is still the main focus in the banking industry. This study aims to obtain (1) description of training, (2) description of empowerment, (3) description of job satisfaction, (4) influence of training and empowerment to job satisfaction, (5) influence of training to job satisfaction, and (6) Influence of empowerment to job satisfaction. The method used is explanatory survey with samples of 50 employees. The Data analysis techniques used are multiple linear regression, with SPSS computer software tool. Based on the results of the study, the description of techniques in the good category, description of empowerment in the goof category, job satisfaction description in the high category, and job satisfaction influenced by training and empowerment.

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“…In essence, 'going Green' in HRM does not automatically equate to, or necessarily always produce, such sustainable workforces. Instead, much more organisational theorizing, research and implementation (including trial and error) is needed for organizations to fully enact a Sustainable HRM approach, as works by Ehnert (2009), Ehnert, Harry andZink (2014)…”

Section: Sustainable Workforces In Management Studies (Swim)mentioning

confidence: 99%

From Green HRM towards workforce sustainability?

Renwick¹

2018

Contemporary Developments in Green Human Resource Management Research

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Sustainability and Human Resource Management - Developing Sustainable Business Organizations

Cited by 66 publications

References 0 publications

Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019

Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019

Effect of Training and Empowerment in Improving Job Satisfaction

From Green HRM towards workforce sustainability?

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