Human Resource Management for Organizational Sustainability

Description

This book will bridge the knowledge gap and provide valuable insights into how sustainable HRM practices can contribute not only to organizational sustainability but also to sustainability at large. The 2030 Agenda for Sustainable Development adopted at the United Nations Sustainable Development Summit on September 25, 2015 contains holistic, far reaching, and people-centered set of universal and transformative goals and targets. These call for strengthening capacities and providing an enabling environment for access to opportunities that are sustainable from economic, social, and environmental standpoints. Sustainability focus of the organization needs to go hand in hand with sustainable HRM systems, processes, and practices. But the reality is that sustainability is seldom a part of HR plans or strategic HR practices of most of the organizations. Human Resource Management for Organizational Sustainability offers a new paradigm by focusing on human resource systems and processes from the lens of sustainability. The book puts together the concepts, researches, and practices that advance the understanding of organizational sustainability through human resource management contributed by specialists from Austria, Germany, India, Netherlands, Spain, United Kingdom, and United States, with examples, cases, and review questions. Whereas environment-related aspects have been receiving increasing attention over the years, the "people" element of social responsibility has received limited attention in management education and also in the business world. Cover Human Resource Management for Organizational Sustainability Contents Acknowledgments Human Resource Management for Organizational Sustainability Introduction References CHAPTER 1: Corporate Social Responsibility and Sustainable Recruitment Introduction What Lessons Have “We” Learned? Economic Paradigm Socially Responsible Organizations Sustainable Human Resource Management Recruitment Irresponsible Recruitment in the Health Sector Irresponsible Recruitment in the Higher Education Sector Responsible Recruitment: Employer Branding Summary Review Questions References CHAPTER 2: Personal Development toward a Sustainability Mindset Learning from the Exceptions More than Information New Focus for New Learning Goals A Oneness with Nature Introspection and Self-Awareness Mindfulness, Consciousness Reflection Larger Purpose Collaboration Summary Review Questions References CHAPTER 3: Transparency in Reward and Recognition Introduction and History Impact of Rewards and Recognition on Employee Behavior Most Impactful Employee Engagement Drivers Factors to Consider While Designing R&R Practices Importance of Transparent R&R Practices Empowerment Impact on Engagement Motivational Boost Factors Influencing Transparency at Various Levelsof the Organization At an Enterprise Level At the Manager Level Systemic Level R&R Frameworks: Why Do They Fail? Inadequate Budget allocations Lack of Leadership Interest Lack of Standardized Metrics Poor Communication of Practices Weak Frameworks Poor Engagement Summary Review Questions References CHAPTER 4: Responsible Communication An Ethics-Based Approach to CSR Communication Introduction CSR Communication in Practice: A Critical Analysis From PR-oriented CSR Communication to Responsible Communication Responsible Communication: Definition and Principles Definition of Responsible Communication Putting into Action: Responsible Communication on Three Levels The Effect of Responsible Communication Responsible Communication is Effective Responsible Communication is Efficient References CHAPTER 5: Motivating Future Business Leaders to Assume Social Responsibility through Prosocial Behaviors Social Responsibility through Prosocial Behaviors: Examples from Project SPRING Observations of Project SPRING:The Motivation Process of Lecturers and Students What Does Theory Say about the Motivationto Adopt Socially Responsible Behavior? Summary Review Questions References CHAPTER 6: Accountability in Appraisal Process Introduction and Historical Background What Is Performance Appraisal? Process Overview Summing Up Accountability: A Key Factor How Does It Work in an Organization? Accountability in Appraisals The 3E and 3C: Organizational Effectiveness Model The Model in Action: What Does It Mean? Linkage of 3C and 3E Employer (Manager) Employee 3C Represents Conclusion Accountability in Appraisal Processes Employee Employer Enterprise Accountability in Building the Culture of the Organization Accountability in Building the Climate of the Organization Accountability in Building Conditions of the Organization Case Study: Accountable Performance Award Scheme (PAS) Review Questions References CHAPTER 7: Values, Ethics and the Human Spirit for Responsible Management Introduction Values Ethics and the Internal Conflicts at the Workplace Swadharma Conscience Purushartha: A Holistic Approach to Human Values Standards of Practice in Organizations Promoting Ethics in Organizations Summary Case SBI: What Makes It the Most Trusted Bank in India Review Questions References CHAPTER 8: Coaching and Mentoring for Responsibility Introduction Defining Coaching and Mentoring Roles and Skills for Mentors and Coaches Theoretical Background International Standards How Coaching and Mentoring Can Contribute to Education for Responsibility Coaching, Mentoring, and Transition Coaching, Mentoring, and Reflection Some Examples of Coaching and Mentoring in Practice Ethical Mentoring An Informal Mentoring Relationship Using Co-mentoring for Continuing Professional Development Summary Questions References CHAPTER 9: Training Employees for Responsible Management The Role of Employees in Responsible Management Inducing Responsible Behavior of Employees Training for Responsibility The Possibility to Train for Responsibility and Ethics Objectives and Contents of Training Concepts of Training Summary Review Questions References CHAPTER 10: Management Education for Developing a New Generation of Managers to Lead Responsibly Introduction Why Is Responsible Leadership Hard to Achieve? What Role Does Management Education Play in Developing Responsible Leaders? So How Can a Shift in Management Education Be Achieved? Case Studies: Two Programs in Practice Lancaster University: MSc Leadership Practice and Responsibility University of Cumbria: MBA Leadership and Sustainability Summary Review Questions References CHAPTER 11: Promoting Responsible Leadership and Sustainability A Case Study in Management Education Introduction What Makes the Residencies Innovating and Inspiring? Brief Overview of the Program and the Importance of Partnerships Evaluating the Effectiveness of the Residential Programs Summary Acknowledgments Review Questions References Case Study Nikhil at ABC Constructions Background The Problem My Response The Options The Last Straw Providing Safe Drinking Water to Ude Karan The Background The Challenges Related to the Existing Business Model The Solution The Way Forward Discussion Questions Editor and Author List of Contributors Index Ad Page Back Cover