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Sustainable Human Resource Management: Policies and Practices [Kietas viršelis]

Edited by (School of Economics and Management, University of Minho)
  • Formatas: Hardback, 186 pages, aukštis x plotis: 234x156 mm, weight: 500 g
  • Išleidimo metai: 31-Aug-2019
  • Leidėjas: River Publishers
  • ISBN-10: 8770221200
  • ISBN-13: 9788770221207
Kitos knygos pagal šią temą:
Sustainable Human Resource Management: Policies and PracticesDidesnis paveikslėlis
  • Formatas: Hardback, 186 pages, aukštis x plotis: 234x156 mm, weight: 500 g
  • Išleidimo metai: 31-Aug-2019
  • Leidėjas: River Publishers
  • ISBN-10: 8770221200
  • ISBN-13: 9788770221207
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9788770221207.html
Raktažodžiai:
Sustainable Human Resource Management: Policies and Practices covers issues related to sustainable human resource management in a context where organizations are continually facing significant challenges related to the continuous change in the market, as well as in the environment. Organized in different chapters, the book includes contributions from renowned international researchers in the field of sustainability and organizations, and human resource management.

Providing recent research advances on Sustainable Human Resource Management, it can be used in an undergraduate management and engineering course (for example, management, human resource management, industrial, manufacturing, economics, etc.), or as a subject on human resource management and industrial engineering at the postgraduate level. Also, this book can serve as a useful reference for academics, researchers, managers and manufacture and industrial engineers, as well as all professionals who work in fields related to management and human resource management, sustainability and industrial engineering.
Preface ix
List of Contributors
xi
List of Figures
xiii
List of Tables
xv
List of Abbreviations
xvii
1 Human Resource Systems for Sustainable Companies
1(56)
Michael Beer
1.1 High-commitment, High-performance Companies are Sustainable Companies
2(21)
1.1.1 Southwest Airlines: An Illustrative Case
5(2)
1.1.2 Three Pillars of Sustained HCHP at Southwest
7(15)
1.1.3 Leader Values and Philosophy
22(1)
1.2 The HCHP Human Resource Management System
23(25)
1.2.1 Long-term Employment
24(3)
1.2.2 Selective Recruitment and Hiring
27(2)
1.2.3 Socialize People to Fit the Culture
29(2)
1.2.4 Develop Talent to Fit the Strategy and Culture
31(6)
1.2.5 Rewards
37(7)
1.2.6 Managing the Inevitable Crisis
44(3)
1.2.7 Unions
47(1)
1.3 Challenges to High-commitment, High-performance HR Systems
48(2)
1.4 Conclusion
50(1)
References
50(7)
2 Managing Green Recruitment for Attracting Pro-environmental Job Seekers: Toward a Conceptual Model of "Handicap" Principle
57(34)
Do Dieu Thu Pham
Pascal Paille
2.1 Introduction
58(2)
2.2 Theoretical Background
60(12)
2.2.1 The Role of Pro-environmental Employees and their Participation in Environmental Performance
60(1)
2.2.1.1 Management role in environmental performance
60(1)
2.2.1.2 Employee participation in environmental performance
61(3)
2.2.2 Green Recruitment through the Lens of Signalling Theory
64(1)
2.2.2.1 Overview on organisational attraction in green recruitment
64(2)
2.2.2.2 Signalling effect in green recruitment
66(1)
2.2.2.2.1 Overview on signalling theory
66(2)
2.2.2.2.2 Signalling effect in attracting pro-environmental job seekers
68(4)
2.3 Proposition Development
72(10)
2.3.1 Linking CEP and Organisational Attractiveness for Environment through Signal-based Mechanisms: A Conceptual Model of "Handicap" Principle
72(1)
2.3.1.1 Perceived organisational prestige/anticipated pride
73(1)
2.3.1.2 Perceived value fit
74(1)
2.3.1.3 Perceived favourable treatment
75(1)
2.3.1.4 Perceived signal honesty
76(1)
2.3.1.5 Perceived signal consistency
77(1)
2.3.2 Relevance of "Handicap" Principle in Explaining Attracting Mechanisms in the Context of Corporate Environmental Performance
78(4)
2.4 Conclusion
82(9)
References
84(7)
3 Sustainable HRM: How SMEs Deal with It?
91(12)
Ana Luisa Silva
Carolina Feliciana Machado
3.1 Introduction
91(1)
3.2 Sustainability
92(3)
3.3 Sustainable HRM
95(3)
3.4 Sustainability in SMEs
98(1)
3.5 Final Remarks
99(4)
References
100(3)
4 The (Un)sustainable Process of Devolution of HRM Responsibilities to Line Managers
103(42)
Joao Leite Ribeiro
Delfina Gomes
4.1 Introduction
104(1)
4.2 Management and HRM: Contexts of Advances and Retreats
105(2)
4.3 The Evolution of HRM
107(3)
4.4 Scope of HRM
110(2)
4.5 Methodology
112(2)
4.6 The Process of Devolution of HRM Responsibilities to Line Managers: Perceptions and Reactions of Different Organizational Actors about
114(15)
4.6.1 Expectations about the Nature and Degree of Intervention of Line Managers in HRM Areas
114(2)
4.6.2 First Domain: Devolution Process of HRM Responsibilities for Line Managers
116(5)
4.6.3 Second Domain: Facilitating Factors and Obstacles to Devolution
121(3)
4.6.4 Third Domain: Perception of Devolution by Type of Actors and Differentiated Stages of Management and HRM Evolution
124(3)
4.6.5 Fourth Domain: Nature of HRM
127(2)
4.7 Conclusion
129(16)
References
132(13)
5 Transversal Competences: A True and Effective Support to Achieve Greater Organizational Sustainability
145(18)
Andre Filipe Barreira
Carolina Feliciana Machado
5.1 Introduction
146(1)
5.2 Small and Medium-sized Organizations
146(2)
5.3 Competences Management
148(6)
5.3.1 Transversal Competences
150(2)
5.3.2 Competences Management in a SME
152(2)
5.4 Methodology
154(1)
5.5 Results Analysis and Discussion
155(4)
5.6 Final Remarks
159(4)
References
160(3)
Index 163(4)
About the Editor 167
Carolina Machado, University of Minho, Portugal.