Special Issue "Sustainable Employee Management"

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".

Deadline for manuscript submissions: 31 May 2022.

Special Issue Editors

Prof. Dr. Won-Moo Hur
E-Mail Website
Guest Editor
College of Business Administration, Inha University, Incheon 22212, Korea
Interests: CSR; sustainable employee management; emotional labor; job crafting; workplace incivility; ESM studies
Special Issues and Collections in MDPI journals
Prof. Dr. Yuhyung Shin
E-Mail Website
Guest Editor
School of Business, Hanyang University, Seoul 133-791, Korea
Interests: sustainable employee managemment; job crafting; team processes and performance; occupational health
Special Issues and Collections in MDPI journals

Special Issue Information

Dear Colleagues,

Today’s organizations are confronted with difficulties and complexities in maintaining a sustainable workforce. Volatile changes in the external environment, such as the 4th industrial revolution and the COVID-19 pandemic, prevent organizations from acquiring and managing human resources in a sustainable manner. Furthermore, because of the increasing importance of employee rights and growing demands for well-being and work–life balance, employees’ journeys for a better workplace make it challenging for organizations to retain a competent and engaged workforce. As such, sustainable employee management is a conundrum that contemporary organizations must solve to enhance their productivity and sustainability. We are pleased to invite you to submit to this Special Issue on sustainable employee management. This Special Issue aims to encourage a scholarly discourse on how to build a work environment that fosters sustainable employee management. In this Special Issue, original research articles and reviews are welcome. Research areas may include (but are not limited to) the following:

Employee characteristics and sustainable employee management;
Work–life balance and sustainable employee management;
Occupational health, well-being, and sustainable employee management;
Corporate social responsibility and sustainable employee management;
Organizational culture/climate for sustainable employee management;
Human resource management for sustainable employee management;
Job design for sustainable employee management;
Leadership for sustainable employee management;
Novel outcomes of sustainable employee management;
Sustainable employee management in the service industry;
Emotional labor and sustainable employee management;
COVID-19 and sustainable employee management.

Prof. Dr. Won-Moo Hur
Prof. Dr. Yuhyung Shin
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

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.

Published Papers (2 papers)

Order results
Result details
Select all
Export citation of selected articles as:

Research

Jump to: Other

Article
Building Cohesive Teams—The Role of Leaders’ Bottom-Line Mentality and Behavior
Sustainability 2021, 13(14), 8047; https://doi.org/10.3390/su13148047 - 19 Jul 2021
Viewed by 462
Abstract
Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM; a single-minded [...] Read more.
Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM; a single-minded focus on the bottom line at the expense of other values or priorities). These leaders may show little interest in other priorities, such as ethical, social, or environmental considerations, and may be tempted to push their followers to go above and beyond what is expected, even if it means bending the rules, cutting corners, or engaging in other ethically problematic behaviors. We argue that although a team leader’s BLM may motivate followers to come together around the pursuit of a common goal, it may come at the expense of nurturing healthy interpersonal relationships, trust, and other important social resources within the team. Specifically, we argue that the way leaders with a high BLM approach their goals may affect team cohesiveness, and that it is particularly negative for female leaders. Using a large multi-national study, we found that this happens through increased directive and lowered participative leader behaviors. Full article
(This article belongs to the Special Issue Sustainable Employee Management)
Show Figures

Figure 1

Other

Jump to: Research

Essay
A Sustainable Plan to Rescue HR from Itself
Sustainability 2021, 13(14), 7587; https://doi.org/10.3390/su13147587 - 07 Jul 2021
Viewed by 483
Abstract
The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, [...] Read more.
The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, as its work is embedded in every business function within an organization. Sustainable HR and the triple bottom line (TBL) present opportunities for HR to build a strategic role within organizations. This essay provides strategic and tactical models, with specific steps for implementation, to assist HR in re-assert its role in driving the competitiveness of the firm through Sustainable HR. Full article
(This article belongs to the Special Issue Sustainable Employee Management)
Show Figures

Figure 1

Back to TopTop