استراتژی های منابع انسانی پایدار و روابط اشتغال
Abstract
1- Introduction
2- Sustainable corporate strategy and sustainable human resource management strategies
3- Sustainable human resource management strategies, employment relationships and HRM systems
4- Discussion and conclusions
References
Abstract
This paper aims to develop a conceptual framework capable of analysing the contributions made by strategic human resources management (SHRM) to firm sustainability and competitiveness. Specifically, we identify different sustainable corporate strategies and the way in which they are supported by coherent sustainable HRM strategies. We propose different sustainable employment relationships considering two dimensions: inducements offered by an organisation and expected employee behaviours in order to comply with sustainable HRM strategies. All the above also necessitates a system of HRM practices (content of the employment relationship) that should be well defined and oriented towards sustainability. Accordingly, we suggest associations of specific systems of HRM practices, depending on the type of employment relationship and sustainable HRM strategy, in order to promote the expected ‘Triple Bottom Line’, and which also improve firm competitiveness.
Introduction
The importance of incorporating sustainability into the management of organisations is a phenomenon that is increasingly drawing attention as a consequence of the effects of institutional and stakeholder pressures, forcing substantial changes in the commitment shown by organisations to this issue as part of their drive for social approval (Meyer & Rowan, 1977). The pressure of governments through regulations, for example, has been the subject of controversy, since these bring costs for organisations in their short-term adaptation process, which can affect their competitiveness (Wilkinson, Hill, & Gollan, 2001). The term sustainability has received different labels depending on the sphere or perspective from which it has been studied. Hence, the Resource Based View (RBV) incorporates the term into the strategic analysis of business, making reference to the maintenance of competitive position (Barney, 1991) in economic and market terms and, from an ecological perspective, referring to the environmental impacts of the activities of different institutions (Ehnert, 2009). However, the World Commission on Environment and Development (WCED, 1987) provides a definition of sustainability that is coherent with the concept as it is used in this paper, referring to the action and development of organisations so that, when meeting the needs of the present, they do not compromise the ability of future generations to meet their own needs. More specifically, Elkington (1998) indicates three principles on which sustainable development is based: environmental integrity, social equity and economic prosperity, referred to as the Triple Bottom Line. Environmental integrity makes reference to an ecosystem's limited regeneration capacity; social equity is linked to the right of all stakeholders to access resources, building transparent relationships that highlight the distribution of value creation; and economic prosperity pertains to the quality of life achieved through the productive capacity of organisations.