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Sustainable Human Resource Management A conceptual and exploratory analysis from a paradox perspective

:	Ina Ehnert
:	Sustainable Human Resource Management A conceptual and exploratory analysis from a paradox perspective
:	Physica-Verlag
:	9783790821888
:	1
:	CHF 189.60
:

:	Betriebswirtschaft
:	English

:	292
:	Wasserzeichen
:	PC/MAC/eReader/Tablet
:	PDF

Predictions are that sustainability becomes the next big topic for Human Resource Management after internationalization and globalization. This book gives new answers to these questions: - How can HRM contribute to attracting, developing and retaining highly qualified human resources over time? - How can a paradox perspective contribute to understanding and coping with paradoxical tensions? - How can sustainability be used as a 'deliberate strategy' for HRM?

The conceptual part of the book looks at the notion of sustainability, opens it up for Strategic HRM and identifies blind spots in Strategic HRM theory. Paradox theory is introduced as an analytical framework for Sustainable HRM. Initial suggestions are made for sustainability strategies and for coping with paradoxes and tensions. The exploratory part examines how 50 European Multinationals communicate their understanding of sustainability and HRM and which HR issues and practices they are linking to the topic.

	Preface	5
	Acknowledgements	6
	Contents	10
	Abbreviations	15
	List of Figures	18
	List of Tables	19
	Chapter 1 Introducing Sustainability into HRM	21
	1.1 Importance of Sustainability as a Phenomenon for HRM Practice	22
	1.1.1 Practical Relevance of HR and HRM for Corporate Success	23
	1.1.2 Practical Relevance of Sustainability for HRM	24
	1.2 Sustainability and Human Resources: Challenges for HRM	25
	1.2.1 The Problem of Labour or Skills Shortage	25
	1.2.2 The Problem of Self-Induced Side and Feedback Effects	27
	1.2.3 Paradoxical Tensions for HRM	28
	1.3 Emergence of Conceptual Approaches Linking Sustainability and HRM	29
	1.3.1 Key Research Approaches and Issues on the Sustainability–HRM Link	30
	1.3.2 Critical Appreciation of the Sustainability–HRM Literature	31
	1.3.3 Outline of Research Gaps for the Study	32
	1.4 Research Objectives and Questions	36
	1.4.1 Conceptual and Analytical Objectives	37
	1.4.2 Exploratory Objectives	38
	1.4.3 Pragmatic Objectives	39
	1.5 Research Approach and Overview	40
	1.5.1 Reflections on the Position in the Philosophies of Science	41
	1.5.2 Theory Development Approach	44
	1.5.3 Structure of the Dissertation	47
	Chapter 2 Linking the Idea of Sustainability to Strategic HRM	52
	2.1 Objectives and Structure of the Chapter	52
	2.2 Defining Key Terms and Concepts on Sustainability	53
	2.2.1 Historical Development of Sustainability Meanings	54
	2.2.2 Difficulties in Defining the Meaning of Sustainability	56
	2.2.3 Key Elements and Characteristics of Corporate Sustainability	57
	2.2.4 Implications for the Notion and Nature of Sustainability for HRM	59
	2.3 Defining Key Terms and Concepts on Strategic HRM	61
	2.3.1 The Notion and Nature of Human Resources	61
	2.3.2 The Notion and Nature of Strategy	63
	2.3.3 The Notion and Nature of Strategic HRM	66
	2.4 Conceptual Approaches Linking Sustainability and HRM	67
	2.4.1 Sustainable Work Systems	70
	2.4.2 Sustainable HRM	72
	2.4.3 Sustainable Resource Management	74
	2.4.4 Sustainability in Strategic HRM	77
	2.4.5 Main Contributions and Limitations of the Conceptual Approaches	77
	2.5 Rationalities Underlying the Reasoning for Sustainability in HRM	81
	2.5.1 Normative Understanding of Sustainability	81
	2.5.2 Efficiency- and Innovation-Oriented Understanding of Sustainability	83
	2.5.3 Substance-Oriented Understanding of Sustainability	84
	2.5.4 Juxtaposing Different Ways of Reasoning for Sustainability and HRM	86
	2.6 Links between Sustainability and Strategic HRM	89
	2.6.1 Fostering the Ability of HRM to Sustain the HR Base from Within	90
	2.6.2 Extending the Notion of Strategic Success	90
	2.6.3 Considering Short- and Long-Term Effects	92
	2.6.4 Working Definition for Sustainable HRM	92
	2.7 Critical Summary and Conclusions	94
	Chapter 3 Theorising on Strategic HRM from a Sustainability Approach	98
	3.1 Objectives and Structure of the Chapter	98
	3.2 A Short Historical Overview of HRM	100
	3.2.1 Historical Background on Management Research Influencing HRM	100
	3.2.2 HRM in Germany as an Example for Changing Concerns	102
	3.3 Strategy- and Resource- Orientation in Strategic HRM	104
	3.3.1 From Personnel Management to Strategic HRM	105
	3.3.2 From External Factors to Internal Human Resources	108
	3.3.3 From National Perspectives to Global HRM	110
	3.3.4 From Strategic to Sustainable HRM?	113
	3.3.5 Theoretical Perspectives in Strategic HRM	117
	3.4 Modes of Theorising in Strategic HRM, Strategy and Performance	121
	3.4.1 The Universalistic Approach (Best Practices)	122
	3.4.2 The Contingency Approach (Best Fit)	123
	3.4.3 The Configurational Approach (Best Bundles)	125
	3.4.4 The Contextual Approach	126
	3.4.5 The Integrative Approach	128
	3.5 Challenges for Strategic HRM from a Sustainability Approach	129
	3.5.1 ‘‘Blind Spot’’ Concerning the Ability to Sustain the HR Base from Within	129
	3.5.2 ‘‘Blind Spot’’ Concerning the Understanding of Strategic Success	131
	3.5.3 ‘‘Blind Spots’’ Concerning the Temporal Dimension	133
	3.5.4 Key Paradoxes for Sustainable HRM	136
	3.6 Critical Summary and Conclusions	137
	Chapter 4 Paradox Theory as a Lens of Theorising for Sustainable HRM	141
	4.1 Objectives and Structure of the Chapter	141
	4.2 Defining Key Terms and Concepts in Paradox Theory	143
	4.2.1 The Notion and Nature of Theory and Theorising	143
	4.2.2 The Notion and Nature of Paradox	146
	4.2.3 The Notion and Nature of Duality	149
	4.2.4 The Notion and Nature of Dilemma	150
	4.2.5 Comparison of Concepts and Conclusions	153
	4.3 Background on Paradox Theory	155
	4.3.1 Applications of Paradox Theory	155
	4.3.2 Applications of Duality Theory	158
	4.3.3 Applications of Dilemma Theory	163
	4.4 Elements of Paradox Theory	165
	4.4.1 Paradoxical Tensions	165
	4.4.2 Ambiguity and Ambivalence	167
	4.4.3 Reinforcing Cycles	169
	4.5 Coping Framework for Paradoxical Phenomena	170
	4.5.1 Logical Coping Strategies	171
	4.5.2 Psychological Coping Strategies	176
	4.6 Critical Summary and Conclusions	177
	Chapter 5 Conceptual Model for Sustainable HRM and a Paradox Framework	181
	5.1 Objectives and Structure of the Chapter	181
	5.2 Sustainable HRM Model	183
	5.2.1 Extending a Strategic HRM Model for Sustainable HRM	183
	5.2.2 Model Part 1: Extending the Notion of Strategic Success	185
	5.2.3 Model Part 2: Basic Sustainability Strategies to Maintain the HR Base	186
	5.2.4 Illustration of the Model	190
	5.3 Paradox Framework as a Lens of Theorising on Sustainable HRM	191
	5.3.1 Developing a Paradox Framework for Sustainable HRM	191
	5.3.2 Illustration of the Framework	192
	5.4 Coping with Paradoxes in Sustaina