Strategic human resource management (SHRM) emerged as a dominant approach to human resource management (HRM) policy during the last 30 years. However, during the last decade a new approach has evolved. This approach has been labelled ‘sustainable human resource management’ (sustainable HRM). It is an approach that seeks to integrate HRM and sustainability. The term ‘sustainability’ is fraught with semantic difficulties, as is conceptualising its relationship to HRM. Consequently, sustainable HRM is viewed in a variety of ways. A variety of terms have been used to refer to the link between HRM and sustainability. These include ‘sustainable work systems’ (Docherty et al. ), ‘HR sustainability’ (Wirtenberg et al. ), ‘sustainable management of HR’ (Ehnert ), ‘sustainable leadership’ (Avery and Bergsteiner ), ‘sustainable organisation’ (Dunphy, Griffiths and Benn ) and ‘sustainable HRM’ (Mariappanadar ; Kramar ). The literature on sustainable HRM can be categorised into three groups: capability reproduction; promoting social and environmental health; and connections. The common thread running through the three categories is an explicit or implicit recognition of the human/social outcomes of HRM. These could be positive or negative outcomes (Godard ) or a synthesis effect of positive impact on organisation performance and reduced negative effects
Asia Pacific Journal of Human Resources – Wiley
Published: Jul 1, 2015
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