Special Issue "Sustainability in People Management"

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Sustainable Management".

Deadline for manuscript submissions: 28 February 2022.

Special Issue Editors

Dr. Teresa Proença
E-Mail Website
Guest Editor
School of Economics and Management, University of Porto, CEF.UP
Interests: human resource management; empowerment; volunteer management; strategic HRM
Dr. Gina Gaio Santos
E-Mail Website
Guest Editor
School of Economics and Management, Management Department, University of Minho
Interests: careers; graduate employability; work and life issues and gender
Dr. Filomena Jordão
E-Mail Website
Guest Editor
Faculty of Psychology and Education Sciences, University of Porto
Interests: occupational stress; human resource management; organizational psychology; research methodology

Special Issue Information

Dear Colleagues,

Sustainability is not a new subject. Both society and business are increasingly becoming aware of the importance of a sustainable development “that meets the needs of the present without compromising the ability of future generations to meet their own needs” (World Commission on Environment and Development, 1987, p. 8). Business performance now includes concerns for a triple bottom line: economic, environmental, and social. However, managers still need to comprehend how to deal with these challenges of achieving a triple balance (Clarke and Clegg, 2000).

Human resource management also plays an important role in searching for this triple balance. The sustainability debate involves challenges and changes in many organizational domains, which are impossible to achieve without the development of the necessary technical and administrative skills, as well as values and attitudes with a clear focus in long‐term direction (Dunphy et al., 2000). The Respect–Openness–Continuity model (ROC) deals with a number of issues that organizations should consider when pursuing sustainable HRM (De Prins et al. 2014). Respect for different stakeholders is a basic assumption, and the internal stakeholder, the employee, is often overlooked, as opposed to what happens to other, external stakeholders (Brunton. Openness or environmental awareness is in line with an outside-in perspective on HRM. Continuity is a long-term approach, both in terms of economic and societal sustainability terms and with regard to individual employability. Employees at all levels need to be equipped with the skills to not only nurture innovation and manage risk but also transform the economic systems within which they operate and deliver on broader societal goals in a responsible and sustainable way.

Therefore, sustainability in people management goes beyond HRM policies and practices, by including a broad and critical perspective of leading people in a responsible and ethical way. A primary prevention perspective involves the psychology of sustainability and sustainable development (Di Fabio, 2017). Achieving quality of life and wellbeing are sustainability goals as they allow positive organizational contexts which are key to mobilizing energy, coping with challenges, and innovation and sustainable development.

Furthermore, institutional and stakeholder theories may help to revisit the strategic fit and to search for a focus on long-term employment relations and performance (De Prins et al., 2014).

The overall focus of this Special Issue is on Sustainability and Human Resource Management (HRM) policies and practices. More specifically, the goal is to debate sustainable HRM as a new approach to managing people that goes beyond the traditional approach to strategic human resource management (SHRM). According to some authors (e.g., Ehnert, 2008; Kramar, 2014), by adopting a sustainable approach to HRM, we are not only concerned with the outcomes of managing an individual or a group within an organization. We are also focusing on health and wellbeing work contexts as primary levers for sustainable development (Di Fabio, 2017). Above all else, we are also attentive to the impacts of HRM policies and practices on groups of people and the relationship between multiple stakeholders within the wider community (e.g., social outcomes).

Relevant avenues for research concern the identification of the socioeconomic and strategic context in which sustainable HRM prospers best. For example, interesting research issues could involve identifying ways of advocating or excluding sustainable HRM strategies with cost-cutting or restructuring strategies.

Researchers could consider the extent to which organizations develop integrated or ad hoc approaches to the three dimensions of the ROC model and the roles played by vertical, horizontal, transactional, and transformational themes, practices, and processes within these approaches.

The psychology of sustainability and sustainable development is seen as a primary prevention perspective that can foster wellbeing in organizations at all the different levels going from the worker, to the group, to the organization, and also to interorganizational processes.

References:

  • Brunton, M., Eweje, G., & Taskin, N. (2017). Communicating corporate social responsibility to internal stakeholders: Walking the walk or just talking the talk?. Business Strategy and the Environment, 26(1), 31-48.
  • De Prins, P., Stuer, D., & Gielens, T. (2018). Revitalizing social dialogue in the workplace: the impact of a cooperative industrial relations climate and sustainable HR practices on reducing employee harm. The International Journal of Human Resource Management, 1-21.
  • De Prins, P., Van Beirendonck, L., De Vos, A., & Segers, J. (2014). Sustainable HRM: Bridging theory and practice through the'Respect Openness Continuity (ROC)'-model. Management revue, 263-284.
  • Di Fabio, A. (2017). The psychology of sustainability and sustainable development for well-being in organizations. Frontiers in psychology, 8, 1534.
  • Dunphy, D., Beneveniste, J., Griffiths, A. and Sutton, P. (2000) (Eds), Sustainability: The Corporate Challenge of the 21st Century, Allen Unwin, Sydney.
  • Ehnert, I (2008). Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective. Berlin: Physica-Verlag/Springer.
  • Kramar, R. (2014). Beyond strategic human resource management: Is sustainable human resource management the next approach? The International Journal of Human Resource Management, 25(8), 1069-1089, DOI: 10.1080/09585192.2013.816863
  • Manuti, A., & Giancaspro, M. L. (2019). People make the difference: An explorative study on the relationship between organizational practices, employees’ resources, and organizational behavior enhancing the psychology of sustainability and sustainable development. Sustainability, 11(5), 1499.
  • Sun, Y., Wang, T., & Gu, X. (2019). A Sustainable Development Perspective on Cooperative Culture, Knowledge Flow, and Innovation Network Governance Performance. Sustainability, 11(21), 6126.
  • Wilkinson, A., Hill, M., & Gollan, P. (2001). The sustainability debate. International Journal of Operations & Production Management, 21 (12), 1492 -1502.
  • World Commission on Environment and Development (1987), Our Common Future, Oxford University Press, Oxford.

Prof. Teresa Proença
Dr. Gina Gaio Santos
Dr. Filomena Jordão
Guest Editors

Manuscript Submission Information

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Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1900 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • Responsible leadership and culture (e.g., trust and behavioral integrity, open communication, empowerment, decent leadership) Psychology of sustainability (job crafting, health and well-being, meaningful life-work construction) Cooperation for sustainability (e.g., cooperative industrial relations climate, respect–openness–continuity model, cooperative culture) Corporate social responsibility and stakeholder theory (e.g., participatory decision-making processes involving the employees and/or other stakeholders) Sustainable HRM practices and talent management (e.g., sustainable reward packages
  • sustainability and HR training and competencies acquisition) Sustainability and HR retention (e.g., flexible work arrangements and other work–life HR practices
  • diversity programs and HR development and promotion issues
  • personalized career plans) HR challenges in managing an ageing workforce Generational differences and sustainable HR practices (e.g., sustainability and intergenerational justice issues, sustainability and intergenerational differences on the use of digital platforms and social media) HR care and employees’ health promotion (e.g., the design of HR practices that promote happiness at work and a positive work environment) Green HRM (e.g., environmentally-friendly HR practices and the preservation of knowledge capital) Organizational learning (e.g., knowledge flow, knowledge sharing, workplace innovation)

Published Papers (5 papers)

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Research

Article
The Impact of Work–Family Enrichment on Subjective Career Success through Job Engagement: A Case of Banking Sector
Sustainability 2021, 13(16), 8872; https://doi.org/10.3390/su13168872 - 09 Aug 2021
Viewed by 365
Abstract
To survive in the current competitive era, organizations need continuous performance and development. The performance of any organization is linked with their employees’ performance. However, employees give their best when they see subjective career success in the organization. There are certain factors such [...] Read more.
To survive in the current competitive era, organizations need continuous performance and development. The performance of any organization is linked with their employees’ performance. However, employees give their best when they see subjective career success in the organization. There are certain factors such as work–family enrichment (WFE) that affect employee’s subjective career success. The purpose of this research is to investigate the relationship between work–family enrichment and subjective career success through the mediating effect of work engagement. The data for this study were collected from various private banks located in a large metropolitan city through a self-administered questionnaire. The data were analyzed through the structural equation modeling (SEM) method. The results confirmed that work–family enrichment (WFE) positively affects subjective career success (SCS), and job engagement (JE) completely mediates this relationship. These findings will be helpful for banking sector policymakers to improve the subjective career success of personnel at the workplace through WFE and JE. Full article
(This article belongs to the Special Issue Sustainability in People Management)
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Article
Happiness at Work and Motivation for a Sustainable Workforce: Evidence from Female Hotel Employees
Sustainability 2021, 13(14), 7778; https://doi.org/10.3390/su13147778 - 12 Jul 2021
Viewed by 522
Abstract
Employment practices that support happiness at work are critical tools for developing a sustainable workforce. In today’s challenging environment, both economically and environmentally, the contribution of a sustainable workforce, which is the most critical asset for hospitality businesses to survive and succeed, cannot [...] Read more.
Employment practices that support happiness at work are critical tools for developing a sustainable workforce. In today’s challenging environment, both economically and environmentally, the contribution of a sustainable workforce, which is the most critical asset for hospitality businesses to survive and succeed, cannot be ignored. This study explores the effects of motivational dimensions on happiness at work. These relationships were evaluated using the SPSS for Windows 25.0 and AMOS 23.0 programs. For this purpose, data were collected from 271 female employees in various four- and five-star hotels in North Cyprus. As predicted, the results revealed that motivational dimensions affect the dimensions of happiness at work. This study confirmed that a better understanding of employees’ needs and demands would encourage motivation and result in happier employees. The findings offer important implications for hospitality industry organizations seeking to maximize employee happiness in the workplace and strive for the sustainability of their workforce. Full article
(This article belongs to the Special Issue Sustainability in People Management)
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Article
Achieving Organizational Social Sustainability through Electronic Performance Appraisal Systems: The Moderating Influence of Transformational Leadership
Sustainability 2021, 13(10), 5611; https://doi.org/10.3390/su13105611 - 18 May 2021
Cited by 2 | Viewed by 595
Abstract
Organizational sustainability is the reality which is considered essential for the success of all kind of organizations. Researchers and academicians struggle to conceptualize this phenomenon while practitioners endeavor to achieve it on the ground. Much has been done in resource-affluent countries of the [...] Read more.
Organizational sustainability is the reality which is considered essential for the success of all kind of organizations. Researchers and academicians struggle to conceptualize this phenomenon while practitioners endeavor to achieve it on the ground. Much has been done in resource-affluent countries of the world, whereas in the least developed countries, social sustainability is now becoming a new normal. The purpose of this research was to understand the social perspective of organizational sustainability and the roles of electronic performance appraisal and transformational leadership in shaping it. Data were collected from the healthcare sector through the administration of close-ended questionnaires to a randomly selected sample; 320 out of 400 questionnaires with an acceptable degree of accuracy were selected for statistical treatment. Inferential statistics were applied using structural equation modeling (SEM). Results confirmed the existence of definite contributions of the electronic performance appraisal system and transformational leadership towards organizational sustainability. However, our findings surprisingly ruled out the moderating role of transformational leadership on the cause and effect relationship between electronic performance appraisal and organizational social sustainability. In the face of a scarcity of related literature in the given context and due to the partial novelty of the model, the findings of this study add significantly to the existing bank of literature in the field. It will also be handy for the guidance of practitioners who are engaged in sustainability management. Full article
(This article belongs to the Special Issue Sustainability in People Management)
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Article
Work–Family Conflict on Sustainable Creative Performance: Job Crafting as a Mediator
Sustainability 2020, 12(19), 8004; https://doi.org/10.3390/su12198004 - 28 Sep 2020
Cited by 2 | Viewed by 938
Abstract
The psychology of sustainability in terms of sustainable development for work–family conflict (WFC) in organizations has become increasingly relevant in sustainable human resource management research, and the pursuit of sustainable creative performance is an important aspect of corporate sustainable development. Taking a regulatory [...] Read more.
The psychology of sustainability in terms of sustainable development for work–family conflict (WFC) in organizations has become increasingly relevant in sustainable human resource management research, and the pursuit of sustainable creative performance is an important aspect of corporate sustainable development. Taking a regulatory focus perspective, this study integrates a moderated-mediation model to examine the relationship between work–family conflict and sustainable creative performance. Data were collected from 203 supervisor–subordinate dyads from two branches of a high-end manufacturing enterprise in Shanghai, China. The results reveal that work–family conflict has a positive effect on sustainable creative performance through job crafting, and the effect is stronger when individuals show higher promotion regulatory focus. We discuss the theoretical and practical implications of the study, along with potential future research directions. Full article
(This article belongs to the Special Issue Sustainability in People Management)
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Article
A System Dynamics Model of Employees’ Performance
Sustainability 2020, 12(16), 6511; https://doi.org/10.3390/su12166511 - 12 Aug 2020
Viewed by 1053
Abstract
Employee performance is dynamic and can have great impact on the overall performance of any company and its sustainability. A number of factors that can be controlled by the company can affect the employees’ performance. The present paper starts with a thorough literature [...] Read more.
Employee performance is dynamic and can have great impact on the overall performance of any company and its sustainability. A number of factors that can be controlled by the company can affect the employees’ performance. The present paper starts with a thorough literature review for identifying these key driving in order to develop a system dynamics models that will be able to assess different improvement scenarios and initiatives. Based on causal loop diagrams, stock and flow diagrams are developed and solved using system dynamics theory. The model developed can be used for organizations to assess the impact of different improvement initiatives. Full article
(This article belongs to the Special Issue Sustainability in People Management)
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