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Issues at Stake, Challenges and Recommendations
Climate Change, Capitalism and Sustainable Wellbeing
Chapter 1 summarises our best knowledge about the predicted future of global warming and its potentially catastrophic implications for human habitats and human wellbeing. The policy options are summarised, divided between programmes to mitigate climate change and to adapt to it. But climate policy alone could be unjust and inequitable. The goal must be to respect biophysical boundaries while at the same time pursuing sustainable wellbeing: that is, wellbeing for all current peoples as well as for future generations. This means paying attention to its distribution between peoples, and to issues of equity and social justice. Between an upper boundary set by biophysical limits and a lower boundary set by decent levels of wellbeing for all today lies a safe and just space for humanity. The chapter concludes by noting two global landmarks in 2015: the UN Sustainable Development Goals (SDGs) and the Paris climate agreement. Together they reveal a yawning gap between what is needed for a safe climate and the prospects for a just and flourishing society.
G. Scott Erickson
Establishing and Sustaining a Successful Career in the Social Sciences, Arts and Humanities
Paul Sparrow and Cary L. Cooper
The chapter summarises recent changes in the HR function. HR directors have developed strategic insight into their organisation, focusing their function on the need to look “into” the organisation, and its strategy, and help ensure the effective execution of change, as part of a team of other senior leaders. As such, they have had to evidence the contribution that people management can have to business challenges such as innovation, productivity, lean management, customer centricity, and the globalisation of operations and organisation capabilities. They have learned to understand the complexity of their organisation’s business models and the different options that exist in terms of organisation design. It notes two over-riding debates or narratives that have come to activity: the notion of talent management; forging a clear link, and line of sight, from the strategy and the changes in business model this often entails, and the engagement of the workforce. The chapter signals the re-emergence of a range of societal debates. It organises the future HRM research agenda into four topics: the role of HR strategy, structure and architecture; the role of key HR processes; key performance enablers and key performance outcomes.