Sustainable Human Resource Management
You can contact staff by:
- Calling +64 7 838 4466 select option 1, then enter the extension.
Extensions starting with 4, 5, 9 or 3 can also be direct dialled:
- For extensions starting with 4: dial +64 7 838 extension.
- For extensions starting with 5: dial +64 7 858 extension.
- For extensions starting with 9: dial +64 7 837 extension.
- For extensions starting with 3: dial +64 7 2620 + the last 3 digits of the extension e.g. 3123 = +64 7 262 0123.
Environmental concerns, global warming most particularly, are increasingly pressing across the world. Organisations must consider new ways of managing staff to handle these challenges. New performance indicators must be devised and implemented. New skills must be identified and learned. The environmental problems we face are, at least in part, the product of a failure to consider externalities and long-term costs and benefits in our decisions. It is therefore appropriate to introduce such considerations to HR. What HR practices best deal with these externalities? What HR practices best address the long-term?
Key texts include:
Sustainable HRM literature. I have collated some of the most compelling literature in the field of Sustainable HRM as part of the Required Readings each week. I have also compiled a list of Recommended Readings to further support your learning and success in this paper. You are encouraged to read widely.
Reframing Organisations and the Four Frames. Rooted in decades of social science research across multiple disciplines, Bolman and Deal's Four-Frame model has continued to evolve since its conception over 25 years ago; the new sixth edition has been updated to include coverage of cross-sector collaboration, generational differences, virtual environments, globalization, sustainability, and communication across cultures. Combining the latest research from organizational theory, organizational behaviour, psychology, sociology, political science and more, the Four Frames is a useful tool to analyse organisations in general. Taking a ‘reframing of the reframing’ approach you will gain expertise in using the Four Frames to analyse Sustainable HRM in particular.
Immunity to Change and Deliberately Developmental Organisations. Again, drawing on practical well-tested tools that you can take with you into the workplace, this body of work by Harvard professors Kegan and Lahey focuses on personal change which is critical to organisational change.
The paper is structured around weekly lectures of 3 hours. These lectures provide an interactive, inclusive learning environment and are an important part of the assessment in this paper. The learning process for this course requires active inquiry and participation. We will learn by reading quality texts, conducting research, engaging in dialogue, doing practical exercises and personal reflection. In addition to attending classes, students need to complete the required readings prior to the relevant class and submit assignments by the due dates.
Tenets of the Inclusive Learning environment of this class include:
·Active inquiry and participation from everyone
·Respecting people’s different experiences
·Classroom learning as a microcosm of organisational learning
·Welcoming and sharing your experience
·Respecting confidentiality/Chatham House Rules
Lecture slides will be made available on the Tuesday prior each Thursday class on Moodle.
Refer to the Reading List below for Required and Recommended readings which can be accessed via Moodle.
Students are urged to discuss privately any impairment-related requirements face- to-face and/or in written form with the paper convenor, lecturer and/ or support staff.
Students who successfully complete the paper should be able to:
Describe the nature of sustainability, both in an environmental and human resource management context
Linked to the following assessments:
Critically assess an organisation’s HR practices in terms of their environmental sustainability
Linked to the following assessments:
Critically assess an organisation’s HR practices in terms of other aspects of sustainability (e.g., the staff)
Linked to the following assessments:
- Classes are designed to provide you a strong foundation so you have the keys to succeed in all assessments.
- Assessments provide a multi-dimensional, holistic appraisal of your learning in this paper. They comprise both group and individual work and include written reports, presentations, reflective inquiry and interactive participation in class. You are encouraged to share your experience and learning.
- Written assignments are to be submitted through Moodle. Turnitin will be activated and therefore do take care of ensuring your work is well paraphrased and uses citations and quotes appropriately.
- Oral presentations will be graded in class by the lecturer and fellow students. See Assessment 1 for details.
- There is no final exam, however, the final assessment is an open book test and you will be given 48-hours to complete the test.
The internal assessment/exam ratio (as stated in the University Calendar) is 100:0. There is no final exam. The final exam makes up 0% of the overall mark.
The internal assessment/exam ratio (as stated in the University Calendar) is 100:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.
Error: Assessment components must add up to 100%
At least one Assessment Component needs to be entered
|Component Description||Due Date||Time||Percentage of overall mark||Submission Method||Compulsory|
|1. Assessment 1a. Group case study report, presentation||
15 Apr 2021
|2. Assessment 1b. Individual Reflection||
18 Apr 2021
|3. Assessment 2. Individual essay||
4 Jun 2021
|4. Assessment 3. Open-Book Test||
26 Jun 2021
|5. Assessment 4. Class participation and contribution||
Required and Recommended Readings*
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
This text is available at the library and there is access to online reading through ProQuest. You can also purchase e-book versions from www.wiley.com/en-nz/It is also available as an audio book on https://www.audible.com/
Articles / Book Chapters
Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM?. Human Resource Management Review, 30(3), 100705.
Bush, J. T. (2018). Win-Win-Lose? Sustainable HRM and the promotion of unsustainable employee outcomes. Human Resource Management Review.
Dixon-Fowler, H., O'Leary-Kelly, A., Johnson, J., & Waite, M. (2020). Sustainability and ideology-infused psychological contracts: An organizational-and employee-level perspective. Human Resource Management Review, 30(3), 100690.
Dyck, B., & Greidanus, N. S. (2017). Quantum sustainable organizing theory: A study of organization theory as if matter mattered. Journal of Management Inquiry, 26(1), 32-46.
Järlström, M., Saru, E., & Vanhala, S. (2018). Sustainable human resource management with salience of stakeholders: A top management perspective. Journal of Business Ethics, 152(3), 703-724.
Kegan, R., & Lahey, L. L. (2001). The real reason people won’t change. HBR’s 10 Must Reads on Change, 77.
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
Liebowitz, J. (2010). The role of HR in achieving a sustainability culture. Journal of sustainable development, 3(4), 50-57.
Mazur, B. (2014). Sustainable Human Resource Management in theory and practice. Ekonomia i Zarządzanie, 6.
Podgorodnichenko, N., Edgar, F., & McAndrew, I. (2020). The role of HRM in developing sustainable organizations: Contemporary challenges and contradictions. Human Resource Management Review, 30(3), 100685.
Ren, S., & Jackson, S. E. (2020). HRM institutional entrepreneurship for sustainable business organizations. Human Resource Management Review, 30(3), 100691.
Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3), 100708.
Stankevičiūtė, Ž., & Savanevičienė, A. (2018). Designing sustainable HRM: The core characteristics of emerging field. Sustainability, 10(12), 4798.
This is a non-exhaustive list of supplementary readings. Check ProQuest through the Library as some books may be available for online reading.
Clarke, M. (Ed.). (2011). Readings in HRM and sustainability. Tilde University Press.
Ehnert, I., & Harry, W. (2012). Recent developments and future prospects on sustainable human resource management: Introduction to the special issue**. Management Revue, 23(3), 221-238.
Ehnert, I., Harry, W., & Zink, K. J. (Eds.). (2013). Sustainability and human resource management: Developing sustainable business organizations. Springer: Germany – Read Introduction Part 1, Chapters 2 and 3
Ehnert, I., Harry, W., & Zink, K. J. (Eds.). (2013). Sustainability and human resource management: Developing sustainable business organizations. Springer: Germany
Kegan, R., Kegan, L. L. L. R., & Lahey, L. L. (2009). Immunity to change: How to overcome it and unlock potential in yourself and your organization. Harvard Business Press.
Kegan, R., Lahey, L., Fleming, A., & Miller, M. (2014). Making business personal. Harvard Business Review, 92(4), 44-52.
Mariappanadar, S. (2019). Sustainable Human Resource Management Strategies, Practices and Challenges. Red Globe Press: U.K.