Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement

2020 ◽  
Vol 30 (3) ◽  
pp. 100742 ◽  
Author(s):  
James W. Westerman ◽  
Madasu Bhaskara Rao ◽  
Sita Vanka ◽  
Manish Gupta
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Triple Bottom Line ◽  
Bottom Line ◽  
Multi Stakeholder

Focussed Areas in the Extant Literature of Green HRM

2021 ◽  
Vol 10 (1) ◽  
pp. 22-39
Author(s):  
Ella Mittal ◽  
Parvinder Kaur
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Natural Resources ◽  
Competitive Advantage ◽  
Human Resource ◽  
Triple Bottom Line ◽  
Major Focus ◽  
Bottom Line ◽  
Extant Literature ◽  
Green Human Resource Management

Sustainability is the important issue for most of the organisation for reaping the benefit of triple bottom line and competitive advantage. Green human resource management is one of the ways to attain the sustainability which also helps in attracting and retaining the young talent towards the organisation. The purpose of the present research is to study the concept of Green HRM with various dimensions and to investigate the mostly researched domain related to Green HRM. The study discussed the key and major focus areas in the literature in the context of GHRM as per the author's view to accomplish the stated objectives. The results of the study showed the manufacturing domain has been focused by most of the studies due to the direct consumption of natural resources more in this sector. Further, originality or practicality of the research lies as this research would be helpful to the HR practitioners to focus only on key areas to implement the concept of GHRM well in their respective organizations to formulate the competitive strategy to add value to their respective organizations.

scholarly journals Human Resource Management and Organizational Performance-The Mediating Role of Organizational Commitment: Empirical Evidence from the Public Sector in a Non-Western Context

2012 ◽  
Vol 13 (1) ◽  
pp. 1-18
Author(s):  
Susan Zeidan ◽  
Assaad Farah ◽  
Shadi Abouzeid
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Public Sector ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
United Arab Emirates ◽  
Bottom Line ◽  
Hrm Practices ◽  
The Impact

Research in the field of strategic human resource management has attracted a great deal of interest because of its likely impact on bottom line outcomes. Recent work in this area posits that organizational commitment can mediate the relationship between human resource management (HRM)practices and organizational performance. However, most of the studies conducted in this area were concentrated on samples gathered from private organizations, and mainly in western countries. In this paper, the impact of HRM on organizational performance is assessed. Furthermore, this research attempts to shed more light on the ‘black box’ between human resource practices and organizational performance by investigating the mediating function of organizational commitment in two public sector entities within the United Arab Emirates (UAE). The mediating factor was tested through regression of the data collected from a sample of 371 workers who are employed within the two aforementioned public sector entities. The main findings are in line with the outcomes of earlier HRM-performance studies conducted in western public and private sectors, where employers can expect improved organizational performance when their employees' perceptions of the HRM practices within the organization tend to foster an increase in their organizational commitment.

Towards the improvement of the sustainability in sustainable HRM: The role of system strength

2021 ◽  
Vol 5 (1) ◽  
pp. 65-74
Author(s):  
Arash Mashhady
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Role Conflict ◽  
Management System ◽  
Role Ambiguity ◽  
Successful Implementation ◽  
Bottom Line ◽  
Human Resource Management System ◽  
Resource Management System

With the growing interest in sustainability, its incorporation in business management, and its inevitable intersection with the management of human resources, some scholars and practitioners have highlighted the potential benefits of successful implementation of sustainable human resource management as a source of competitive advantage. While this may denote a corporation’s capacity to respond to a wider range of needs and requirements beyond economic targets, researchers draw on different theories to point out the possible adverse consequences of adopting such multiple bottom-line approaches for employees. This study builds on ideas from previous research, particularly the works of Bush (2018), Bowen and Ostroff (2004) to 1) examine if the perceived degree of emphasis on a triple-bottom-line (TBL) approach is related to role ambiguity and role conflict; 2) investigate if the elements of human resource management system strength are related to role conflict and role ambiguity and, if these elements can moderate the relationship between the perceived degree of emphasis on TBL approach, role ambiguity, and role conflict. While the findings support the link between taking a TBL approach and role ambiguity and role conflict, it offers evidence that a strong human resource management system may reduce the role ambiguity and role conflict resulting from taking such approaches. Managerial implications and future research directions conclude this research

Is the Human Resource Management Department Becoming More Strategic?

2021 ◽  
pp. 630-650
Author(s):  
Elaine Farndale ◽  
Maja Vidovic
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Orientation ◽  
Sustainable Competitive Advantage ◽  
Bottom Line ◽  
Line Managers ◽  
The World ◽  
Strategic Role ◽  
Trends Over Time

This chapter focuses on the historical development of the strategic orientation of human resource management (HRM) departments in different regions of the world, providing both a theoretical base and an overview of current practices and trends. By observing data on HRM departments across the globe over more than a decade, the chapter paints a picture of the HRM department’s strategic evolution in its attempt to deliver value to the organization and create sustainable competitive advantage. Analyzing the data to address the question “Is the HRM department becoming more strategic?” yields the answer of a qualified yes. The trends over time and across contexts appear to suggest directional convergence in the HRM department achieving a strategic role. There are, however, differences in the pace at which this is being achieved and even in what the ultimate goal might be, depending on the context in which an organization is operating. Moreover, there is clear evidence of a connection between how advanced an economy is and the extent to which the HRM department can be more strategic. These findings have implications for human resource practitioners and line managers alike in delivering bottom-line value to organizations.

scholarly journals Draagt personeelsmanage­ment bij aan het financiële bedrijfsresultaat?

2000 ◽  
Vol 74 (10) ◽  
pp. 455-464
Author(s):  
R. C. H. Van Otterlo
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Bottom Line

In de moderne Human Resource Management (HRM)-literatuur geldt HRM 1 als een manage-menttool en de Human Resources die ‘gema-naged’ worden gelden als ‘assets’ (Vloeberghs, 1997) in plaats van als kostenpost. Met het ‘oprukken’ van HRM in de manage-mentgelederen neemt de roep toe om de inspan-ning van HRM meetbaar, en dus stuurbaar, te maken. Een aantal HRM-theorieën legt verband tussen HRM-prestatie en organisatieprestatie. Zij gaan ervan uit, al of niet empirisch getoetst, dat HRM positief bijdraagt aan het bedrijfsresultaat. Echter, tot nu toe gelden de ‘bewijzen’ dat HRM positief bijdraagt aan bedrijfsresultaat vaak als onvoldoende ‘hard’. In dit artikel wordt een theo-retisch model gepresenteerd waarmee dit ‘gat’ in de literatuur voor een deel gedicht wordt. We wil-len hiermee de vraag beantwoorden: is de presta-tie van HRM/personeelsmanagement (PM) meet-baar en is zij kwantitatief te valueren? Tevens hopen we met het model een bruikbaar tool aan te leveren waarmee controllers het effect van HRM in bedrijven kunnen meten. Op basis van die effectmeting is een controller in staat de directie en de HR-manager te adviseren omtrent de wijze waarop het best gestuurd kan worden teneinde de HRM-inspanningen te optimaliseren. Op deze wijze zou HRM in staat moeten zijn een zinvolle bijdrage te leveren aan de bottom line-doelstellingen van de organisatie in kwestie.

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