Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder,multidimensional approach to HRM |
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| Institution: | 1. Vienna University of Economics and Business (WU Vienna), Institute for International Business (IIB), Welthandelsplatz 1, 1020 Vienna, Austria;2. Henley Business School, University of Reading, Henley Business School, 137, Whiteknights campus, UK;3. University of Vaasa, Management Department, Vaasa 65200, Finland;4. DCU Business School, Dublin City University, Leadership & Talent Institute, Glasnevin, Dublin 9, Ireland;5. Vienna University of Economics and Business (WU Vienna), Institute for Human Resource Management, Welthandelsplatz 1, 1020 Vienna, Austria;1. CIBUL, Leeds University Business School, University of Leeds, Leeds, UK;2. Nova School of Business & Economics, Portugal;1. Deakin Business School, Deakin University, 70 Elgar Road, Burwood, Victoria 3125, Australia;2. School of Management and Labor Relations, 94 Rockafeller Road, Rutgers University, New Brunswick, NJ 08894-8094, USA;1. Walker College of Business, Appalachian State University, Boone, NC, United States of America;2. Sam M. Walton College of Business, University of Arkansas, Fayetteville, AR, United States of America |
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| Abstract: | This paper focuses on the increased pressure for corporations to engage in corporate sustainability (CS) and corporate social responsibility (CSR) in order to address the current crisis of confidence in business, align their activities with the needs and expectations of a broader set of stakeholders, and help tackle the world's grand challenges. We argue that human resource management (HRM) has a potentially vital role to play in contributing to a firm's CS/CSR efforts, but so far has failed to deliver. We explore the reasons for this failure and discuss ways for HRM to play a more prominent role in the design and implementation of a firm's CS/CSR strategy. Building on earlier attempts to integrate corporate responsibility and sustainability into the HRM performance construct, we propose a multidimensional, multi-stakeholder approach to sustainable HRM that encompasses activities aimed both at avoiding harmful consequences for stakeholders and contributing to positive outcomes along the triple bottom line (i.e., people, planet, and prosperity). We discuss implications for research and develop a set of propositions and guidelines for future research. |
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