V.N. Amrutha, S.N.

Geetha,

A systematic review on green human resource management: Implications for social sustainability,

Journal of Cleaner Production,

Volume 247,

2020,

119131,

ISSN 0959-6526,

https://doi.org/10.1016/j.jclepro.2019.119131.

(https://www.sciencedirect.com/science/article/pii/S0959652619340016)

Abstract: This article identifies current progressions and research gaps in Green Human Resource
Management literature and investigates the future of green practices in meeting the social sustainability
requirements of an organisation. Considering the growing awareness on greening and sustainability, a
systematic review of the domain specific literature was carried out using the Scopus and Google Scholar
databases which resulted in a set of 174 scientific articles between 1995 and 2019. NVivo Plus software
version 12 was used for quantitative processing as well as qualitative analysis of data. Content coding
and cluster analysis were performed, the results of which exhibited three clusters namely, green human
resource management practices, employee green behaviour at workplace and organisational
sustainability. Further manual analysis revealed social sustainability to be the least explored area than
economic and environmental pillars of sustainability. From this, the authors conceptually explored a
theoretical model suggesting the mediational role of ‘employee green behaviour at workplace’ in the
relationship between ‘green human resource management practices’ and ‘social sustainability’ of
organisations using grounded theory approach. Therefore, prioritising social equity, health, wellness and
well-being, this work examines the state-of-the-art in green human resource management research to
unravel the enormous potential of core green practices envisioning social sustainability, which has not
been established till date. Based on the content coding, clustering, and further analysis, propositions,
future paths and implications are also presented.

Keywords: Green human resource management practices; Employee green behaviour at workplace;
Organisational sustainability; Sustainable human resource management; Social sustainability; Content
analysis

Nour Chams, Josep García-Blandón,

On the importance of sustainable human resource management for the adoption of sustainable
development goals,

Resources, Conservation and Recycling,

Volume 141,
2019,

Pages 109-122,

ISSN 0921-3449,

https://doi.org/10.1016/j.resconrec.2018.10.006.

(https://www.sciencedirect.com/science/article/pii/S0921344918303719)

Abstract: 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.

Keywords: Sustainable human resource management SHRM; Sustainable development goals SDGs;
Green HRM; Social, ethical, and ecological performances; Sustainable development

Douglas Cumming, Igor Filatotchev, Juliane Reinecke, Geoffrey Wood,

New investor categories, agility and HRM: The case of Sovereign Wealth Funds,

Human Resource Management Review,

Volume 30, Issue 1,

2020,

100694,

ISSN 1053-4822,

https://doi.org/10.1016/j.hrmr.2019.100694.

(https://www.sciencedirect.com/science/article/pii/S105348221930261X)

Abstract: This article reviews the existing literature on SWFs and the firm, focusing particular attention
on the implications of the rise of SWFs strategic agility and HRM. This paper outlines three main
channels through which sovereign wealth fund (SWF) investment has implications for employees. First,
SWFs influence macroeconomic environments, and hence affect labor conditions. Second, institutional
conditions in different countries shape the behavior of SWFs around the world, which in turn has
implications for HR strategy and practice. Third, SWFs can have a direct effect on the corporate
governance and hence HR strategies and employees of organizations in which they invest. We review
and discuss these three channels and outline avenues for future research.

Keywords: Sovereign wealth funds; Employees; Pensions; Corporate governance; Macroeconomic

stability; Institutions; Comparative HRM

Yves Doz,

Fostering strategic agility: How individual executives and human resource practices contribute,

Human Resource Management Review,

Volume 30, Issue 1,

2020,

100693,

ISSN 1053-4822,

https://doi.org/10.1016/j.hrmr.2019.100693.

(https://www.sciencedirect.com/science/article/pii/S1053482219302608)

Abstract: Strategic agility, as an observable organization performance outcome, results from the
behaviors and skills of the organization's managers in taking and implementing strategic actions. So, the
key to strategic agility is not just analytical strategy from superior minds or thoughtful and effective
organizational design but the set of management practices, behaviors, skills, values and beliefs that
animate the senior management of an organization in making and implementing strategic
commitments. In particular, earlier research suggests that three vectors of forces enable strategic agility:
strategic sensitivity, resource fluidity and collective commitment. Taking these as a basis, we identify
specific individual behaviors, and analyze and review how skills, and practices driving these behaviors,
and their supporting HR practices affect the strength of each vector, and of the forces that provide
energy in fostering strategic agility. This provides a profile of skills and capabilities individuals need in
order to best contribute to the strategic agility of their organization and of HR practices to put in place.

An Introduction to Human Resource Management[London : SAGE Publications Ltd, 2022.] - Permalink:

http://digital.casalini.it/9781529784268
Wilton, Nick
An Introduction to Human Resource Management
2022 - Sage Publications Ltd.

100 p.

  Reflecting the global nature of the workplace, this is a concise introduction to

the world of human resource management that goes beyond a prescriptive,
how-to approach and prepares you for the issues and dilemmas you may face in
your HR career. Includes new discussions on the impact of Black Lives Matter on
HR, the effect of Covid-19 on recruitment and on the mental health of
employees, and post-Brexit points-based immigration Boxed features including
'Ethical Insights', 'Research Insights', and 'HRM in Practice' highlight
contemporary practices, critical perspectives, and discussions and debates
related to each chapter Now features a running case study, where in each
chapter you can apply what you've learnt to solve a challenge faced by the HR
Manager of a hotel Illustrated with real-world case studies and examples from a
cross section of industries, such as Netflix, Nike, and Just Eat Comprehensive
online resources, including author videos, over 25 additional case studies, access
to full journal articles and self-test quizzes. Suitable for anyone studying HRM -
as part of an undergraduate or postgraduate degree, or on a specialist program
of study.