بخشی از مقاله (انگلیسی)
Today, firms are becoming increasingly aware of the importance of social, ethical, and ecological objectives. In addition to financial profit, organizations are setting themselves new goals, focusing on individual, communal, and environmental-friendly performance and development. One of the disciplines that is promoting “green” organizations is Sustainable Human Resource Management (SHRM). Sustainable development goals (SDGs) are achieved through the adoption of new ecological techniques by the organization’s human capital and by the integration of innovative sustainable strategies. This systematic literature review examines the key role of SHRM in developing a sustainable work environment and in facilitating the attainment of SDGs. Based on a selection of empirical and conceptual articles, this review identifies the antecedents and outcomes of SHRM and highlights the obstacles to sustainable implementation not only at the level of the firm, but also from an international perspective. Four propositions are formulated that might be empirically tested in future studies. Research gaps in the existing literature are identified and potential future directions are suggested for further research in the field of sustainable management.
The exponential growth of human economic expansion has had a devastating effect on the environment and on the world’s natural resources. At the same time, the engagement in social action to redress this situation is very limited (Bauman, 2000; Korten, 2001). Recent studies have drawn attention to the impact of the human factor on sustainable development and resource preservation (Pfeffer, 2010; Speth, 2010). With the increasing focus on social responsibility and sustainable performance, organizations have set themselves new goals other than mere financial profit, such as a commitment to social and environmental outcomes (Elkington, 1997). In fact, an international survey of 2800 global companies revealed that 70% of these organizations include sustainability as a primary issue in their strategic plans and agendas (Kiron et al., 2012). In 2015, the UN General Assembly presented “the 2030 Agenda for sustainable development” consisting of 17 sustainable development goals (SDGs) and 169 targets. The targets are built on the Millennium Development Goals (MDGs) and aim to accomplish their uncompleted objectives. The 17 goals are unified and incorporated in three dimensions of sustainable development: economic, social, and environmental. They are established on what are known as the five Ps: “people, planet, prosperity, peace, and partnership”. With regard to “people” and “prosperity”, the aim of the SDGs is to accommodate appropriate settings and generate specific conditions that enhance the development of sustained economic growth, efficient resource allocation, collective prosperity, and decent work environments. From the business perspective, the ultimate objective of the SDGs is to establish “sustainable, innovative, and people-oriented” economies that improve employment opportunities, in particular for the young generation and for women. The mission for organizations is to ensure that their workforces are healthy and well educated, and to nurture the awareness and proficiencies required to create productive employees and proactive citizens that contribute to society. The attainment of SDGs requires a strategic process involving several actors: the private and public sectors, governments, multi-national enterprises, non-governmental and philanthropic organizations, and individuals. Collaboration and interaction between these agents will represent a step further toward achieving sustainable consumption, integrating eco-friendly production and building harmonious societies. The 2030 Agenda describes itself as “an Agenda of the people, by the people, and for the people – and this will ensure its success” (United Nations, General Assembly, 2015, p. 12).