This paper sheds light on the relevance of socially responsible human resource management (SR‐HRM) and its link to the generation of value for companies. Based on the synergistic assumptions of the ...configurational approach, the article tests the association of SR‐HRM policies on intellectual capital (IC) dimensions (human, social and organizational capital). A cluster and structural equation modelling analysis on a sample of 85 human resource (HR) managers confirms that companies implementing socially responsible HR policies could experience a greater increase in IC levels than other companies. This process facilitates the sustainable development of organizations through the enhancement of IC value and stakeholder engagement among employees as a main group of interest.
Developing a sustainable HRM system from a contextual perspective Diaz‐Carrion, Rosalia; López‐Fernández, Macarena; Romero‐Fernandez, Pedro M.
Corporate social-responsibility and environmental management,
November/December 2018, 2018-11-00, 20181101, Letnik:
25, Številka:
6
Journal Article
Recenzirano
Adopting a sustainability approach in management has become an imperative for organizations. This article addresses this challenge by establishing the criteria for the implementation of a human ...resource management (HRM) system based on an approach of corporate social responsibility (CSR). It also provides a measurement scale for CSR in the field of HRM. We analyse the sustainability reports of 194 companies quoted on the main stock exchanges of Germany, Spain, Sweden and the United Kingdom. Furthermore, we review the main international CSR standards. Finally, we develop a Delphi study among academic experts. The results have practical implications. They suggest that human resource managers must play a proactive role in pushing their organizations to develop employment practices with a CSR orientation. This will have positive effects for companies internally by enhancing employees' satisfaction and commitment toward the organization, and externally by improving the image that the company projects to society.
Assuming that a company's institutional context influences its sustainability approach and its human resources management (HRM), this article compares firms' sustainable HRM systems across countries. ...Despite the presence of a supranational government, different social models exist in Europe according to the level of social protection in each country. The article compares the engagement of companies with sustainable HRM across Europe and develops an index with which to compare HRM sustainability in countries that present significant institutional differences: Germany, Spain, Sweden, and the United Kingdom. The index is constructed based on a formative measurement model, which reflects the implementation levels of sustainable HRM in 106 western European firms. The index reveals significant differences between companies from the four countries and between liberal and coordinated market economies, indicating the need to address the impact of the national institutional context on firms' HRM sustainability.
Faced with the need to develop more responsible models of human resource management (HRM), the aim of this research is to develop a measurement instrument that allows the systematic assessment of ...sustainable HRM systems. The research provides a comprehensive framework of analysis for evaluating HRM sustainability by relying on the sustainability approach. The article proposes an evaluation of sustainable HRM systems per their balanced application of corporate social responsibility (CSR) principles. The research identifies the different CSR dimensions that characterize sustainable HRM systems, creates the measurement instrument, and theoretically—through a Delphi study—and empirically validates this measure on a sample of European firms.
This article presents a structured review of the literature about corporate social responsibility, from the origins and evolution of the discipline, as a field of research, until the present. A ...review is also presented on the main contributions of authors and institutions in relation to the promotion of social responsibility, focusing on two complementary trends that have gained prominence as theoretical support: institutional theory and stakeholder approach. Some controversies and discussions generated in the years around the concept are also discussed.
The integration of socially responsible behaviour has become a strategic priority for companies in recent years. Academic contributions that merge the fields of corporate social responsibility (CSR) ...and human resource management (HRM) have been expanding, demonstrating a broad sweep of benefits reflected in greater levels of commitment, motivation, and performance by employees. However, little has been clarified about what academics and business management understand to be a configuration of socially responsible human resource management (SR-HRM) practices. This paper aims to define and provide an initial academic approximation of a set of socially responsible human resource practices. In order to accomplish this objective, a content analysis was conducted based on a review of the literature, CSR reports, and international CSR standards such as the Global Reporting Initiative and ISO 26000. The theoretical findings were supported by a panel of experts who inspected them over three rounds of reviews. The sample for the study was created by consulting the academic literature, strengthened by the input from the panel of experts. The results show an academic consensus of 80%, and support the existence of a valid configuration of 8 socially responsible human resource policies divided into 32 practices.
The study objective was to show how a company's internal factors, such as organizational commitment and HR manager role can affect the establishment of different employment models towards ...sustainability. Specifically, we defined a model that analyses how an organisation's external (Institutional Pressures for Sustainability, or IPS) and internal factors (Sustainable Strategic Commitment, or SSC) can influence a company's Employment Relationships (ERs)- i.e., the relationships between employers and employees. We tested our hypotheses on a sample of 145 Spanish companies conducting multiple regression analyses as well as the moderation and mediation test using PROCESS (for SPSS v3.5). The results showed that despite the direct influence of IPS on ERs, a company's commitment and/or contribution towards sustainability plays a major role, as the latter constitutes the mechanism through which IPS enhance ERs. Furthermore, our results confirm the HR manager's significant role in fostering a company's strategic commitment to sustainability, thereby reinforcing the relationship between IPS and SSC. Consequently, HR management can develop a set of ERs better suited to a sustainable model, that is, one which encourages long-term commitment (Mutual Investment).
This article addresses the measurement and validation of socially responsible human resource policiesfrom academic and professional points of view. Corporate Social responsibility (CSR) has made ...greatprogress in recent years in the theoretical realm, showing its importance through different perspectivessuch as the institutional theory, the stakeholder approach, the theory of legitimacy, and the process ofshared value. However, from an empirical standpoint, more research is needed to provide new indicatorsand evidence of testing socially responsible policies on business performance. This paper aims to devise aset of socially responsible human resource policies, demonstrate the validation of their content throughseveral practices, and review the analysis of their relative weights thanks to the contribution of a panelof academic experts and a professional pretest, conducted in large Spanish companies.
The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee ...commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.
The current recession has caused a large number of companies to reevaluate their valuable resources and ways to preserve and invest those resources. Given the relevance of employees as key ...stakeholders, developing a socially responsible orientation in human resource management for taking care of workers and their needs must be an essential process for business success. This study, based on stakeholder theory and a social integrative approach, examines the main drivers and barriers in the implementation of socially responsible actions in human resource management. The research uses a quantitative analysis based on questionnaires responded to by 85 human resource managers from large Spanish companies. We conclude that there are two significant drivers of socially responsible actions in human resource management (HRM): access to public subsidies and the improvement of the working environment. The main significant barriers highlighted by human resource managers are conflicts in decisions with boards and/or management teams and the lack of employees’ acceptance. The professional implications of the research are discussed at the end of the paper.
PDF
