Ehnert Sustainable Human Resource Management

A conceptual and exploratory analysis from a paradox perspective
1. Auflage 2009
ISBN: 978-3-7908-2188-8
Verlag: Physica-Verlag HD
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 292 Seiten

Reihe: Contributions to Management Science

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.

Autoren/Hrsg.

Ehnert, Ina

Inhaltsverzeichnis

1;Preface;5
2;Acknowledgements;6
3;Contents;10
4;Abbreviations;15
5;List of Figures;18
6;List of Tables;19
7;Chapter 1 Introducing Sustainability into HRM;21
7.1;1.1 Importance of Sustainability as a Phenomenon for HRM Practice;22
7.1.1;1.1.1 Practical Relevance of HR and HRM for Corporate Success;23
7.1.2;1.1.2 Practical Relevance of Sustainability for HRM;24
7.2;1.2 Sustainability and Human Resources: Challenges for HRM;25
7.2.1;1.2.1 The Problem of Labour or Skills Shortage;25
7.2.2;1.2.2 The Problem of Self-Induced Side and Feedback Effects;27
7.2.3;1.2.3 Paradoxical Tensions for HRM;28
7.3;1.3 Emergence of Conceptual Approaches Linking Sustainability and HRM;29
7.3.1;1.3.1 Key Research Approaches and Issues on the Sustainability–HRM Link;30
7.3.2;1.3.2 Critical Appreciation of the Sustainability–HRM Literature;31
7.3.3;1.3.3 Outline of Research Gaps for the Study;32
7.4;1.4 Research Objectives and Questions;36
7.4.1;1.4.1 Conceptual and Analytical Objectives;37
7.4.2;1.4.2 Exploratory Objectives;38
7.4.3;1.4.3 Pragmatic Objectives;39
7.5;1.5 Research Approach and Overview;40
7.5.1;1.5.1 Reflections on the Position in the Philosophies of Science;41
7.5.2;1.5.2 Theory Development Approach;44
7.5.3;1.5.3 Structure of the Dissertation;47
8;Chapter 2 Linking the Idea of Sustainability to Strategic HRM;52
8.1;2.1 Objectives and Structure of the Chapter;52
8.2;2.2 Defining Key Terms and Concepts on Sustainability;53
8.2.1;2.2.1 Historical Development of Sustainability Meanings;54
8.2.2;2.2.2 Difficulties in Defining the Meaning of Sustainability;56
8.2.3;2.2.3 Key Elements and Characteristics of Corporate Sustainability;57
8.2.4;2.2.4 Implications for the Notion and Nature of Sustainability for HRM;59
8.3;2.3 Defining Key Terms and Concepts on Strategic HRM;61
8.3.1;2.3.1 The Notion and Nature of Human Resources;61
8.3.2;2.3.2 The Notion and Nature of Strategy;63
8.3.3;2.3.3 The Notion and Nature of Strategic HRM;66
8.4;2.4 Conceptual Approaches Linking Sustainability and HRM;67
8.4.1;2.4.1 Sustainable Work Systems;70
8.4.2;2.4.2 Sustainable HRM;72
8.4.3;2.4.3 Sustainable Resource Management;74
8.4.4;2.4.4 Sustainability in Strategic HRM;77
8.4.5;2.4.5 Main Contributions and Limitations of the Conceptual Approaches;77
8.5;2.5 Rationalities Underlying the Reasoning for Sustainability in HRM;81
8.5.1;2.5.1 Normative Understanding of Sustainability;81
8.5.2;2.5.2 Efficiency- and Innovation-Oriented Understanding of Sustainability;83
8.5.3;2.5.3 Substance-Oriented Understanding of Sustainability;84
8.5.4;2.5.4 Juxtaposing Different Ways of Reasoning for Sustainability and HRM;86
8.6;2.6 Links between Sustainability and Strategic HRM;89
8.6.1;2.6.1 Fostering the Ability of HRM to Sustain the HR Base from Within;90
8.6.2;2.6.2 Extending the Notion of Strategic Success;90
8.6.3;2.6.3 Considering Short- and Long-Term Effects;92
8.6.4;2.6.4 Working Definition for Sustainable HRM;92
8.7;2.7 Critical Summary and Conclusions;94
9;Chapter 3 Theorising on Strategic HRM from a Sustainability Approach;98
9.1;3.1 Objectives and Structure of the Chapter;98
9.2;3.2 A Short Historical Overview of HRM;100
9.2.1;3.2.1 Historical Background on Management Research Influencing HRM;100
9.2.2;3.2.2 HRM in Germany as an Example for Changing Concerns;102
9.3;3.3 Strategy- and Resource- Orientation in Strategic HRM;104
9.3.1;3.3.1 From Personnel Management to Strategic HRM;105
9.3.2;3.3.2 From External Factors to Internal Human Resources;108
9.3.3;3.3.3 From National Perspectives to Global HRM;110
9.3.4;3.3.4 From Strategic to Sustainable HRM?;113
9.3.5;3.3.5 Theoretical Perspectives in Strategic HRM;117
9.4;3.4 Modes of Theorising in Strategic HRM, Strategy and Performance;121
9.4.1;3.4.1 The Universalistic Approach (Best Practices);122
9.4.2;3.4.2 The Contingency Approach (Best Fit);123
9.4.3;3.4.3 The Configurational Approach (Best Bundles);125
9.4.4;3.4.4 The Contextual Approach;126
9.4.5;3.4.5 The Integrative Approach;128
9.5;3.5 Challenges for Strategic HRM from a Sustainability Approach;129
9.5.1;3.5.1 ‘‘Blind Spot’’ Concerning the Ability to Sustain the HR Base from Within;129
9.5.2;3.5.2 ‘‘Blind Spot’’ Concerning the Understanding of Strategic Success;131
9.5.3;3.5.3 ‘‘Blind Spots’’ Concerning the Temporal Dimension;133
9.5.4;3.5.4 Key Paradoxes for Sustainable HRM;136
9.6;3.6 Critical Summary and Conclusions;137
10;Chapter 4 Paradox Theory as a Lens of Theorising for Sustainable HRM;141
10.1;4.1 Objectives and Structure of the Chapter;141
10.2;4.2 Defining Key Terms and Concepts in Paradox Theory;143
10.2.1;4.2.1 The Notion and Nature of Theory and Theorising;143
10.2.2;4.2.2 The Notion and Nature of Paradox;146
10.2.3;4.2.3 The Notion and Nature of Duality;149
10.2.4;4.2.4 The Notion and Nature of Dilemma;150
10.2.5;4.2.5 Comparison of Concepts and Conclusions;153
10.3;4.3 Background on Paradox Theory;155
10.3.1;4.3.1 Applications of Paradox Theory;155
10.3.2;4.3.2 Applications of Duality Theory;158
10.3.3;4.3.3 Applications of Dilemma Theory;163
10.4;4.4 Elements of Paradox Theory;165
10.4.1;4.4.1 Paradoxical Tensions;165
10.4.2;4.4.2 Ambiguity and Ambivalence;167
10.4.3;4.4.3 Reinforcing Cycles;169
10.5;4.5 Coping Framework for Paradoxical Phenomena;170
10.5.1;4.5.1 Logical Coping Strategies;171
10.5.2;4.5.2 Psychological Coping Strategies;176
10.6;4.6 Critical Summary and Conclusions;177
11;Chapter 5 Conceptual Model for Sustainable HRM and a Paradox Framework;181
11.1;5.1 Objectives and Structure of the Chapter;181
11.2;5.2 Sustainable HRM Model;183
11.2.1;5.2.1 Extending a Strategic HRM Model for Sustainable HRM;183
11.2.2;5.2.2 Model Part 1: Extending the Notion of Strategic Success;185
11.2.3;5.2.3 Model Part 2: Basic Sustainability Strategies to Maintain the HR Base;186
11.2.4;5.2.4 Illustration of the Model;190
11.3;5.3 Paradox Framework as a Lens of Theorising on Sustainable HRM;191
11.3.1;5.3.1 Developing a Paradox Framework for Sustainable HRM;191
11.3.2;5.3.2 Illustration of the Framework;192
11.4;5.4 Coping with Paradoxes in Sustainable HRM;194
11.4.1;5.4.1 Exemplary Coping Strategies for Sustainable HRM;194
11.4.2;5.4.2 Developing Sustainable Resourcing Relationships;197
11.5;5.5 Critical Summary and Conclusions;198
12;Chapter 6 Method;200
12.1;6.1 Objectives and Structure of the Chapter;200
12.2;6.2 Choice of Material and Data Analysis Method;202
12.2.1;6.2.1 Websites of European MNEs with an Expertise in Sustainability;202
12.2.2;6.2.2 Qualitative Content Analysis as a Method for Data Analysis;205
12.3;6.3 Qualitative Content Analysis of Corporate Websites;207
12.3.1;6.3.1 Advantages and Limitations of Qualitative Content Analysis;207
12.3.2;6.3.2 Overview on the Process of Qualitative Content Analysis;208
12.3.3;6.3.3 Inductive Category Development and Deductive Category Application;211
12.4;6.4 Evaluating Qualitative Content Analysis;213
13;Chapter 7 Findings on the Representation of the Sustainability–HRM Link on Corporate Websites;216
13.1;7.1 Objectives and Structure of the Chapter;216
13.2;7.2 Basic Data on the Sample and Context;218
13.2.1;7.2.1 Composition of the Sample;218
13.2.2;7.2.2 Websites as a Means of Stakeholder Communication;219
13.3;7.3 Representations of the Definition, Understanding and Application of Sustainability;221
13.3.1;7.3.1 Concepts-in-Use and Customised Application of Sustainability;221
13.3.2;7.3.2 Objectives of and Reasoning for Sustainability at the Corporate Level;223
13.4;7.4 Representations of Reasoning for Linking Sustainability and HRM;224
13.4.1;7.4.1 Social-Responsibility as a Reason for Linking Sustainability and HRM;225
13.4.2;7.4.2 Strategic Potential as a Reason for Linking Sustainability and HRM;226
13.5;7.5 Objectives, Drivers and HR Activities Linked to Sustainability and HRM;230
13.5.1;7.5.1 Attracting Talent and Being Recognised as an “Employer of Choice”;231
13.5.2;7.5.2 Retaining a Motivated and Healthy Workforce;234
13.5.3;7.5.3 Investing in the Skills of the Current and Future Workforce;240
13.5.4;7.5.4 Practice-Based Model for the Sustainability–HRM Link;244
13.6;7.6 Representations of Paradoxical Phenomena and Coping Strategies;246
13.6.1;7.6.1 Key Paradoxes Addressed on the Websites;246
13.6.2;7.6.2 Representation of Coping Strategies on the Websites;248
13.7;7.7 Critical Summary and Conclusions;252
14;Chapter 8 Discussion and Conclusions;256
14.1;8.1 Objectives and Structure of the Chapter;256
14.2;8.2 Summarising Discussion of the Findings of the Study;257
14.2.1;8.2.1 Conceptual and Analytical Contributions;257
14.2.2;8.2.2 Exploratory Contributions;263
14.3;8.3 Limitations of the Study and Open Research Questions;264
14.3.1;8.3.1 Conceptual Limitations;264
14.3.2;8.3.2 Methodological Limitations;266
14.3.3;8.3.3 Avenues for Further Enquiry;266
14.4;8.4 Implications for HRM Practice: Sustainability;270
14.5;as a Deliberate Strategy;270
15;Bibliography;272
16;Appendix;298