scholarly journals Socially Responsible Human Resource Management as a Concept of Fostering Sustainable Organization-Building: Experiences of Young Polish Companies

2019 ◽  
Vol 11 (4) ◽  
pp. 1044 ◽  
Author(s):  
Edyta Bombiak ◽  
Anna Marciniuk-Kluska
Keyword(s):  
Sustainable Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Vital Role ◽  
Practical Implementation ◽  
Socially Responsible ◽  
The Sustainable Development ◽  
Corporate Social ◽  
Relationship Of

There has been increased interest over recent years in socially responsible human resource management (SRHRM) oriented at developing good relations with employees as a function fostering sustainable organization-building. This is a consequence of our awareness of the fact that employees and personnel processes play a vital role in translating the policy of sustainable development into practice. The objective of this research has been to diagnose the activity of young Polish enterprises in the area of SRHRM as an important corporate social responsibility (CSR) component and to assess relations between SRHRM practices and the sustainable development of organizations. The studies conducted on a representative sample of 150 entities demonstrate both the scope of SRHRM practical implementation and the fields which have disparity in this respect. It has been determined that SRHRM practices are quite frequently adopted by young Polish enterprises. Research has shown that there is a correlation between the assessment of the relationship of SRHRM practices with the sustainable development of organizations and their practical implementation. It has been established that the higher the assessment of the strength of the relations of a given practice, the more often it is implemented in the enterprises studied. Simultaneously, the research has demonstrated a low level of maturity with respect to SRHRM implementation, as evidenced by the adoption of basic practices.

Human Resources Management for Sustainable Sea Tourism

2020 ◽  
pp. 18-32
Author(s):  
Isabel Duarte
Keyword(s):  
Sustainable Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Human Resources Management ◽  
The Sustainable Development ◽  
Two Factors ◽  
Green Human Resource Management ◽  
The Relationship

This chapter proposes an analysis of the relationship between HRM and the sustainable development of organizations in the coastal and maritime tourism sector. Tourism has contributed to both GDP and employment increases, mainly in countries with coastal areas. Tourism growth in coastal and maritime areas negatively impacts the landscape and environment in the various coastal regions, raising pressures to go green. Two factors that have delayed the existence of comprehensive studies in this sector is the enormous diversity of activity areas covered and the pluridimensionality of this theme. The goal of green human resource management is to promote the performance of organizational environment through greater involvement and employee's commitment to the environment. This chapter develops and deepens the analysis of the relationship between green human resource management and the sustainable development of organizations in coastal and maritime tourism and environmental sustainability.

scholarly journals Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?

2020 ◽  
Vol 12 (4) ◽  
pp. 1678 ◽  
Author(s):  
Mónica Santana ◽  
Rafael Morales-Sánchez ◽  
Susana Pasamar
Keyword(s):  
Corporate Social Responsibility ◽  
Resource Management ◽  
Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
Research Field ◽  
Measurement Instruments ◽  
Socially Responsible ◽  
Perceived Organisational Support ◽  
Corporate Social

Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments.

scholarly journals PENGARUH PENERAPAN SRHRM DENGAN DUKUNGAN KARYAWAN BAGI KEGIATAN CSR EKSTERNAL PERUSAHAAN DI JAKARTA DAN SEKITARNYA

2020 ◽  
Vol 9 (2) ◽  
pp. 39
Author(s):  
Gionardy Goputra ◽  
Sebastian Michael
Keyword(s):  
Corporate Social Responsibility ◽  
Resource Management ◽  
Social Responsibility ◽  
Human Resource Management ◽  
Organizational Climate ◽  
Human Resource ◽  
Structural Equation ◽  
Socially Responsible ◽  
Employee Support ◽  
Corporate Social

<p class="Style4">This study aims to look at the relationship between Socially Responsible Human Resource Management (SRHRM) and employee support for the perception of Corporate Social Responsibility (CSR). The data collection method used for the research is through surveys, which are distributed to employees of several companies in various industries in Indonesia and the collected data are analyzed using the Structural Equation Modelling (SEM) method. The findings of this research suggest that SRHRM practices will affect employee support for external CSR through the creation of a socially responsible organizational climate. Therefore, it should be considered by companies in Indonesia throughout its operations particularly for the company’s human resource department. This research contributes to expanding the CSR and HR literature which is still uncommon particularly in Indonesia.</p><p><strong>Keywords:</strong> Corporate Social Responsibility, Organizational Climate, Socially Responsible Human Resource Management</p>

scholarly journals Measuring Sustainable Human Resource Management under the new economic era

2021 ◽  
Vol 275 ◽  
pp. 03068
Author(s):  
Xuan Yu ◽  
Haihong Li ◽  
Miao Ling ◽  
Bin He ◽  
Jun Wen ◽  
...  
Keyword(s):  
Sustainable Development ◽  
Economic Development ◽  
Factor Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Qualitative Interviews ◽  
Reliability And Validity ◽  
Two Dimensions ◽  
The Sustainable Development

The main feature of the new economic era is the use of network technology, information technology and other economic material means, under the guidance of the age of knowledge, the scientific and technological force as an important productivity of social and economic development. At present, China has entered an era of rapid economic development, and all sectors of society pay more and more attention to human resource management, which provides support for the sustainable development of enterprises. Sustainable human resource management (Sustainable HRM) refers to ideas and practices of human resource management that can bring long-term competitive advantages to organizations, by enabling them to achieve sustainable economic, social, and environmental development. This paper aims to explore the dimension of Sustainable HRM and develop the measure scale and test the construct validation. Based on the United Nations 2030 Sustainable Development Goals (SDGs), the researchers conducted qualitative interviews and also used open questionnaires with 103 corporate managers and employees to obtain their insights on the significance, structure, and ingredients of sustainable HRM under the background of emerging economies. Previous research in the field along with the interview and questionnaire responses were coded and analyzed in order to prepare a preliminary, 25-item scale for measuring sustainable methods of HRM. This initial scale was tested in a study involving 243 participants, and exploratory factor analysis was used to assess the results. The findings shows that sustainable HRM has two dimensions, named sustainable HRM ideas and practice. An adjusted scale was created for measuring two dimensions of sustainable HRM: namely, the ideas (7 items) and practices (5 items) of sustainable HRM. This study finds that sustainable HRM has two dimensions: principles or ideas of sustainable HRM and practice of sustainable HRM. The scale is intended to provide a reference point for attempts to expand sustainable HRM, by clarifying directions for research on and development of sustainable HRM. The two-dimensional scale of sustainable HRM developed in this study can prompt companies to pay equal attention to “knowledge” and “action”, and to implement the concept of sustainable HRM into HRM policies. Along both dimensions, the reliability and validity of the adjusted scale have reached a good level, and confirmatory factor analysis supports the structural validity of the scale.

Human Resources Management for Sustainable Sea Tourism

2022 ◽  
pp. 1375-1389
Author(s):  
Isabel Duarte
Keyword(s):  
Sustainable Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Human Resources Management ◽  
The Sustainable Development ◽  
Two Factors ◽  
Green Human Resource Management ◽  
The Relationship

This chapter proposes an analysis of the relationship between HRM and the sustainable development of organizations in the coastal and maritime tourism sector. Tourism has contributed to both GDP and employment increases, mainly in countries with coastal areas. Tourism growth in coastal and maritime areas negatively impacts the landscape and environment in the various coastal regions, raising pressures to go green. Two factors that have delayed the existence of comprehensive studies in this sector is the enormous diversity of activity areas covered and the pluridimensionality of this theme. The goal of green human resource management is to promote the performance of organizational environment through greater involvement and employee's commitment to the environment. This chapter develops and deepens the analysis of the relationship between green human resource management and the sustainable development of organizations in coastal and maritime tourism and environmental sustainability.

scholarly journals Effective Green Human Resource Management and Corporate Social Responsibility Strategy for Sustainable Development in the 21st Century

2020 ◽  
Vol 26 (1) ◽  
pp. 85-92
Author(s):  
W.D. Olanipekun ◽  
◽  
I.O. Olanipekun ◽  
A.G. Bamidele ◽  
O.I. Awe
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Resource Management ◽  
Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
21St Century ◽  
Clear Understanding ◽  
Green Human Resource Management ◽  
Corporate Social

Corporate social responsibility is an activity embarked upon by organisations as a way of giving back to the society what was previously deposited in the organisation’s coffers as revenue. In the same vein, environmental challenges in the 21st century brings to the fore, a new approach which allows all hands to be on deck to ensure effective CSR geared towards sustainable development. This event birthed the concept of green human resource management which was examined vis a vis CSR as tool for the realisation of sustainable development in the 21st century. This paper gives a clear understanding of how effective GHRM and CSR strategy can drive sustainable development. The study concluded that premium should be placed on the human capital of every organisation using the GHRM framework; this will not only motivate employees to become partners in progress, it also bestow upon them a huge sense of responsibility that will assist organisations to succeed in their CSR activities which will have a long lasting positive effect on sustainable development. Keywords: GHRM, Corporate Social Responsibility, Sustainable Development, Organisations

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