In the face of an urgent call for environmental sustainability, this book chapter focuses on the pivotal intersection of human resource management (HRM) practices and organizational culture within the imperative of environmental sustainability. Recognizing organizations as integral components of the broader ecosystem, the chapter explores the transformative potential of aligning HRM practices with a culture centered on environmental responsibility. Targeting a diverse audience of professionals, scholars, and stakeholders, the chapter offers a comprehensive guide, providing insights and strategies to navigate the multifaceted challenges of sustainability. Covering topics from defining HRM to exploring leadership influence, the chapter presents a roadmap for fostering a workplace ethos that promotes both employee well-being and ecological health. Through theoretical exploration and real-world examples, it aims to contribute substantively to the discourse on sustainable business practices and guide organizations toward a socially responsible and ecologically sustainable future.
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In the ever-evolving global landscape, the imperative for environmental sustainability has become a resounding call, challenging organizations to reassess their roles as integral contributors to a sustainable future. Beyond economic considerations, the intricate interplay between Human Resource Management (HRM) practices and organizational culture emerges as a critical nexus in shaping a corporate ethos rooted in environmental responsibility. This book chapter embarks on a profound exploration, meticulously dissecting the transformative potential embedded in aligning HRM practices with a culture that places environmental sustainability at its core.
The contemporary organizational context demands a paradigm shift, recognizing businesses not merely as economic entities but as crucial stewards of the broader ecosystem. As the urgency of environmental sustainability intensifies, the strategic integration of HRM and organizational culture becomes paramount. (Saini, 2022) explores Sustainable Human Resource Management (SHRM) through a systematic literature review. The author proposes a conceptual framework highlighting 19 factors crucial for effective SHRM implementation across economic, social, and environmental pillars. This framework provides insights for academics and practitioners navigating SHRM challenges in the workplace.
This chapter serves as a comprehensive guide, offering insights, strategies, and case studies that illuminate the path toward fostering a workplace ethos. An ethos that not only promotes the well-being of employees but is also attuned to the ecological health of our globe.
The objective of this exploration is to provide a holistic and insightful examination of the dynamic interplay between HRM practices, organizational culture, and their collective impact on environmental sustainability. With a specific focus on the corporate landscape, the chapter aspires to contribute substantively to the growing discourse on sustainable business practices. In doing so, it presents a roadmap for organizations navigating the multifaceted challenges posed by environmental sustainability, guiding them toward a more socially responsible and ecologically sustainable future.
The target audience for this chapter spans a diverse spectrum of professionals, scholars, and stakeholders deeply invested in the intersection of HRM, organizational culture, and environmental sustainability. From library, information, and communication sciences to administrative sciences and management, organizational leaders, human resource professionals, sustainability officers, academics, researchers, business students, change agents, consultants, environmental advocates, policy makers, government officials, to corporate trainers and educators — the chapter aims to cater to a broad and engaged readership.
The topics covered are expansive, ranging from defining HRM and organizational culture to the evolving role of HRM and the significance of sustainability in the organizational context. It explores global environmental challenges, trends, and the interconnectedness of HRM and culture. The role of leadership in influencing HRM and culture is scrutinized, providing strategic frameworks for aligning HRM practices with sustainability goals.
The chapter focuses on the integration of sustainability into talent acquisition, development, and retention, aligning performance management and reward systems with sustainability objectives. It examines the link between employee engagement and environmental sustainability, offering strategies for fostering a culture of environmental responsibility among employees. Furthermore, it addresses the vital aspects of employee education, awareness programs for sustainability, and the instrumental role of leadership in driving environmental sustainability initiatives.
Real-world case studies are presented, showcasing organizations with effective sustainability leadership and extracting lessons from diverse industry contexts. The chapter explores cutting-edge HRM practices for sustainability, leveraging technology for sustainable HRM, and defining an environmentally conscious organizational culture. It evaluates and measures the impact of culture on sustainability, identifies common challenges in integrating HRM and culture for sustainability, and provides practical solutions and best practices.
As a comprehensive guide, the chapter aims to offer not only theoretical insights but also practical relevance by showcasing real-world examples of organizations successfully integrating HRM and culture for environmental sustainability. By exploring emerging trends in HRM, organizational culture, and environmental sustainability, it anticipates the future role of HR in driving sustainability efforts.