Predictions are that sustainability becomes the next big topic for Human Resource Management after internationalization and globalization. This book gives new answers to these questions: - How can ...HRM contribute to attracting, developing and retaining highly qualified human resources over time? - How can a paradox perspective contribute to understanding and coping with paradoxical tensions? - How can sustainability be used as a ‘deliberate strategy’ for HRM? The conceptual part of the book looks at the notion of sustainability, opens it up for Strategic HRM and identifies blind spots in Strategic HRM theory. Paradox theory is introduced as an analytical framework for Sustainable HRM. Initial suggestions are made for sustainability strategies and for coping with paradoxes and tensions. The exploratory part examines how 50 European Multinationals communicate their understanding of sustainability and HRM and which HR issues and practices they are linking to the topic.
Abstract The world is facing environmental challenges, and organizations must think outside the box to address these challenges. Despite the significant contribution of green human resource ...management (GHRM) to pro‐environmental behaviors (PBs) and environmental performance (EP), research analyzing underlying mechanisms and boundary conditions in these relationships is lacking in the context of the emerging market. Therefore, this study investigated the mediating effect of green commitment (GC) in the GRHM and PBs nexus. Additionally, environmental knowledge (EK) was explored as a boundary condition between PBs and EP. With 383 samples from manufacturing firm employees in Pakistan, this study employed the “structural equation modeling” SEM technique to analyze the data. Based on social cognitive theory, the SEM outcomes revealed that GHRM and PBs have a positive influence on EP. We also found that GHRM indirectly affects PBs via GC. Furthermore, the results demonstrated that EK strengthens the relationship between PBs and EP. Overall, this research contributes to and advances the existing literature by highlighting the pivotal role of GHRM and PBs in improving EP. Additionally, the mediation of GC and moderation of EK highlights the importance of these variables in environmental management. Specifically, this study suggests that GC is an underlying mechanism that connects GHRM to PBs, and employees' EK helps improve the relationship between their PBs and EP.
Riders on the Storm Tassinari, Arianna; Maccarrone, Vincenzo
Work, employment and society,
02/2020, Volume:
34, Issue:
1
Journal Article
Peer reviewed
Open access
In light of the individualisation, dispersal and pervasive monitoring that characterise work in the ‘gig economy’, the development of solidarity among gig workers could be expected to be unlikely. ...However, numerous recent episodes of gig workers’ mobilisation require reconsideration of these assumptions. This article contributes to the debate about potentials and obstacles for solidarity in the changing world of work by showing the processes through which workplace solidarity among gig workers developed in two cases of mobilisation of food delivery platform couriers in the UK and Italy. Through the framework of labour process theory, the article identifies the sources of antagonism in the app-mediated model of work organisation and the factors that facilitated and hindered the consolidation of active solidarity and the emergence of collective action among gig workers. The article emphasises the centrality of workers’ agential practices in overcoming constraints to solidarity and collective action, and the diversity of forms through which solidarity can be expressed in hostile work contexts.
•Addresses three key theoretical issues in research on cultural intelligence (CQ).•Each factor in the CQ bi-factor model provides unique and holistic information.•CQ factors have differential ...relationships with intercultural effectiveness.•Cultural decision making and adjustment mediate relationships with task performance.•Addresses moderated CQ relationships.
Today’s pervasiveness of intercultural interactions has spawned scholarly interest in cultural intelligence (CQ) – the capability to function effectively across cultures. Applying meta-analytic techniques, we harness the recent explosion of research on the four-factor model of CQ to address three fundamental, yet unresolved theoretical issues. First, we explicate the benefits of conceptualizing and modeling CQ as a bi-factor model where each factor provides both unique and holistic information. Results shed light on Gelfand’s puzzle of whether to facet or not and clearly show the value of the four factors. Second, we advance and test a theoretical model delineating differential relationships between the four CQ factors and three forms of intercultural effectiveness. Findings, based on 199 independent samples (N = 44,155), underscore the value of a nuanced, theoretical model of CQ with differential effects of the four factors. Finally, going beyond prior research, we also address mediated and moderated relationships and expand our understanding of the CQ nomological network. We discuss the implications of these findings for theorizing about the CQ factors and suggest directions for future research.
PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel ...industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.
Using a teaching model framework, we systematically review empirical evidence on the impact of entrepreneurship education (EE) in higher education on a range of entrepreneurial outcomes, analyzing ...159 published articles from 2004 to 2016. The teaching model framework allows us for the first time to start rigorously examining relationships between pedagogical methods and specific outcomes. Reconfirming past reviews and meta-analyses, we find that EE impact research still predominantly focuses on short-term and subjective outcome measures and tends to severely underdescribe the actual pedagogies being tested. Moreover, we use our review to provide an up-to-date and empirically rooted call for less obvious, yet greatly promising, new or underemphasized directions for future research on the impact of university-based entrepreneurship education. This includes, for example, the use of novel impact indicators related to emotion and mind-set, focus on the impact indicators related to the intention-to-behavior transition, and exploring the reasons for some contradictory findings in impact studies including person-, context-, and pedagogical model-specific moderators.
Artificial intelligence (AI) is widely heralded as a new and revolutionary technology that will transform the world of work. While the impact of AI on human resource (HR) and people management is ...difficult to predict, the article considers potential scenarios for how AI will affect our field. We argue that although popular accounts of AI stress the risks of bias and unfairness, these problems are eminently solvable. However, the way that the AI industry is currently constituted and wider trends in the use of technology for organising work mean that there is a significant risk that AI use will degrade the quality of work. Viewing different scenarios through a paradox lens, we argue that both positive and negative visions of the future are likely to coexist. The HR profession has a degree of agency to shape the future if it chooses to use it; HR professionals need to develop the skills to ensure that ethics and fairness are at the centre of AI development for HR and people management.
Practitioner notes
The use of artificial intelligence (AI) for human resources (HR) and people management is currently in its infancy
It is possible to conceive of optimistic and pessimistic accounts of how AI might affect HR and people management. A paradox lens suggests both will likely coexist in our immediate future
Without regulation, existing approaches to people management could lead to AI that dramatically reduces worker autonomy and ramps up effort and stress
The ethical values and practical insights of the HR profession are important if this ‘bad AI’ is to be contained
An ethical approach to AI for HR involves the full involvement of workers and stakeholders in the design and deployment of AI systems
Towards a model of work engagement Bakker, Arnold B.; Demerouti, Evangelia
Career development international,
05/2008, Volume:
13, Issue:
3
Journal Article
Peer reviewed
Purpose - This paper aims to provide an overview of the recently introduced concept of work engagement.Design methodology approach - Qualitative and quantitative studies on work engagement are ...reviewed to uncover the manifestation of engagement, and reveal its antecedents and consequences.Findings - Work engagement can be defined as a state including vigor, dedication, and absorption. Job and personal resources are the main predictors of engagement; these resources gain their salience in the context of high job demands. Engaged workers are more creative, more productive, and more willing to go the extra mile.Originality value - The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance career development in today's workplace.
Equality is an indispensable component in achieving sustainable human resource management. This research addresses an important yet under‐researched global sustainable development issue—recruitment ...discrimination against immigrants (RDI). Using survey data on 2504 individual managers from 39 nations, we have found that voluntary association activity can reduce human resource managers' RDI by attenuating their out‐group distrust. Moreover, we offer evidence that this beneficial effect of voluntary association activity is more pronounced in individualist than in collectivist countries. Our research sheds theoretical light on how recruitment bias and discrimination can be reduced, and it also provides practical guidance for global employers to achieve sustainable human resource management.
Scholars have acknowledged the importance of green human resource management (HRM). Green HRM has been considered a vital mechanism for companies to move towards a sustainable organisation. However, ...the factors that drive green HRM have not been thoroughly investigated. This study investigated how green HRM interacts with the linkages among relative advantage, stakeholder pressure, and top management commitment based on the Stakeholder Theory and Resource‐based view theory. Data were collected from 112 large manufacturing firms using a survey. Partial least squares modelling was used to test the hypotheses in the research. All hypotheses were accepted except for relative advantage concerning green analysis and description of job positions, green recruitment and green rewards. Overall, it offers guidelines for decision makers on how to emphasise these factors in organisations and subsequently create a culture of environmentally friendly organisations particularly from the perspective green HRM.
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