Edited by Chris Brewster, Wolfgang Mayrhofer and Elaine Farndale
Chapter 19: Sustainable HRM: a comparative and international perspective
This chapter brings a comparative and institutional perspective to the emergent concept of Sustainable HRM, which links corporate social responsibility (CSR) and human resource management (HRM). Sustainable HRM is defined as the adoption of HRM strategies and practices that enable the achievement of financial, social, and ecological goals, with an impact inside and outside of the organisation and over a long-term time horizon while controlling for unintended side effects and negative feedback. The authors suggest that there may not be a universal version of sustainable HRM, but that different national institutional environments lead to the emergence of different models. Some of these are more conducive to develop sustainability in HRM, whereas others mean that it is more challenging for the HRM function to achieve environmental, social, and human sustainability.
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