Sustainable human resource management: the perspectives of Italian human resource managers

Liang, Xiaoyan; Taddei, Martina; Xiao, Qijie

doi:10.1080/09585192.2024.2325548

Cited by 4 publications

(2 citation statements)

References 79 publications

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“…We articulate the new role to be concerned with sustainability, which is concerned with three key pillars: economic, social and environmental developments and outcomes, and suggest that the purpose of L&D in the context of highly dynamic VUC contexts is to achieve these multiple outcomes (Kramer, 2022). The notion of sustainable L&D is new to the literature; however, it aligns with conceptualisations of sustainable HRM which emphasise the impacts of L&D and HRM practices on employees and the wider society (Poon and Law, 2022; Liang et al ., 2024). Kramar (2022) highlights important characteristics of this approach, which also shape our thinking on the framework.…”

Section: Conceptualising Vuca and Its Implications For The Learning A...mentioning

confidence: 99%

“…These include making decisions around the tensions that arise in implementing a sustainability approach, thinking short versus long terms, and dealing with the ambiguity of decision making in VUCA contexts. Our framework emphasises multiple L&D actors and the need to incorporate them into decision making processes (Liang et al ., 2024). It is recommended that all actors be included in the development and implementation of a sustainable L&D approach (Faisal, 2023) highlighting the need to understand the roles that these different actors play.7.…”

Section: Conceptualising Vuca and Its Implications For The Learning A...mentioning

confidence: 99%

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Learning and development in highly dynamic VUCA contexts: a new framework for the L&D function

Garavan,

Darcy,

Bierema

2024

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PurposeThis article introduces the special issue of Learning and Development in Highly-Dynamic VUCA Contexts. The issue reviews the concept of VUCA (volatility, uncertainty, complexity and ambiguity), highlights its implications for the learning and development function and argues that learning and development play a critical role in helping organisations, people and the societal context in which they operate to work within and navigate VUCA contexts.Design/methodology/approachThe contributions to this special issue propose a novel learning and development framework that will inform L&D as the provision of training, learning and development activities in organisations within highly dynamic VUCA contexts and ensuring a strong external focus including organisational, people, community, economic and societal sustainability.FindingsWe, the authors, propose seven features of a strategic sustainability L&D function and L&D professional role that are a fit with highly dynamic VUCA contexts.Practical implicationsThe proposed framework has important implications for the way in which L&D is structured, its key priorities and plans and the competencies of L&D professionals to add value to all stakeholders. We also emphasise that the work on the L&D function in highly dynamic VUCA contexts needs to be broader and move beyond a performance orientation.Originality/valueThe proposed strategic sustainability role for the L&D function expands theoretically our understanding of how L&D can have impacts at the nexus of the organisation and highly dynamic VUCA contexts, in addition to broadening the constellation of stakeholders that it potentially enhances.

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Section: Conceptualising Vuca and Its Implications For The Learning A...mentioning

confidence: 99%

Section: Conceptualising Vuca and Its Implications For The Learning A...mentioning

confidence: 99%

Learning and development in highly dynamic VUCA contexts: a new framework for the L&D function

Garavan,

Darcy,

Bierema

2024

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Implementation of a performance management system for environmental sustainability in an industrial organization

Rada,

Nicolae,

Zerbes

et al. 2024

J. Phys.: Conf. Ser.

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The paper explores the implementation of process performance management systems in the automotive industry, specifically focusing on improving the assembly line of an organization within this sector thanks to the introduction of cobots in the line of manufacturing electronic modules used in car seat control systems. With an emphasis on environmental sustainability and circular economy (CE) concepts, the study investigates the positive effects of optimizing mechanical and electromechanical systems within the assembly line. Leveraging concepts such as KAIZEN and Gemba Kaizen, along with the guiding principles of Just-In-Time (JIT), Continuous Improvement and Automation with a Human Touch (JIDOKA), the research aims to elucidate the potential benefits of such enhancements. Key performance indicators (KPIs) including Overall Equipment Effectiveness (OEE), First Pass Yield (FPY), and scrap rates were considered. Rejects, primarily stemming from human error in part handling, emerged as the major challenge facing this assembly line. To address this issue, collaborative robots were introduced to automate part handling, replacing manual processes with precise and reliable automation. Before the implementation, the cycle time stood at 13.6 units, which was reduced to 12.5 units post-implementation, resulting in a significant increase in productivity equating to 3000 more parts produced per week. OEE increasing from 80% to 87.74%, FPY rising from 96.42% to 98.48%, and the scrap rate decreasing from 0.06% to 0.02%. By addressing inefficiencies at the assembly line level, organizations can achieve significant improvements in performance metrics while concurrently contributing to a greener and more sustainable future.

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Green HRM practices and corporate sustainability performance

Ali,

Shujahat,

Fatima

et al. 2024

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PurposeThe existing literature indicates that the ultimate purpose of green human resource management (GHRM) practices is to enhance sustainable corporate performance by shaping employees’ green behaviors. In this vein, we argue that green organizational culture and employee existing pro-environmental behaviors are the important factors or channels through which GHRM practices shape green employee behaviors for sustainable corporate performance. Consequently, we draw on the ability, motivation, and opportunity (AMO) framework to examine how firms’ GHRM practices indirectly shape employee green behavior for sustainable corporate performance by cultivating and reinforcing green organizational culture under the boundary condition of high employee pro-environmental behavior.Design/methodology/approachThis study uses multi-source, dyadic, and time-lagged data collected from green HR managers and employees in 242 ISO-14001-certified green firms in the Kingdom of Saudi Arabia. The study applies structural equation modeling through LISREL 12 software for testing of hypotheses.FindingsThe findings support the postulation that GHRM practices, directly and indirectly, shape employee green behaviors for sustainable performance. GHRM practices indirectly enhance employee green behaviors for sustainable performance by cultivating and fostering the green organizational culture in the presence of high pro-environmental behavior.Practical implicationsThis study outlines theoretical and practical implications on how HRM managers require an established green organizational culture and employee pro-environmental behaviors to effectively direct GHRM for enhanced sustainable corporate performance. HRM managers should make use of appropriate interventions, including but not limited to GHRM practices, to foster a green organizational culture and employee pro-environmental behaviors.Originality/valueThis is an original study that outlines the importance of alignment between Green HRM practices and employee pro-environmental behaviors towards shaping green organizational culture and employee behaviors for corporate sustainability. The study demonstrates how GHRM practices enhance sustainable corporate performance through sequential mediations of green organizational culture and employee green behaviors, and under the boundary condition of pro-environmental behavior.

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Sustainable human resource management: the perspectives of Italian human resource managers

Cited by 4 publications

References 79 publications

Learning and development in highly dynamic VUCA contexts: a new framework for the L&D function

Learning and development in highly dynamic VUCA contexts: a new framework for the L&D function

Implementation of a performance management system for environmental sustainability in an industrial organization

Green HRM practices and corporate sustainability performance

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