Sustainable Human Resource Management

This dissertation, Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective builds primarily on the recently emerging literature linking the concept of sustainability and human resource (HR) issues. Furthermore, it draws on relevant insights in established fields of research such as Strategic HRM (SHRM), Sustainable Resource Management (SRM), and organisation theory. Practical relevance of this topic is deduced in this introduction from examples as well as from the literature on sustainability and HRM.¹

Over the past two decades, technological developments, competitive demands, and globalisation have caused dramatic changes within and across organisations (e.g., Barkema et al. 2002), and have transformed general conditions for Human Resource Management (HRM) strategy and decision-making (e.g., Scholz 2000). Developments within and outside of organisations are drivers for and reactions to an increasing pressure for competitiveness and flexibility influencing HR practices and strategies (Gmür and Klimecki 2001; Oechsler 2004a; Schuler and Jackson 2005). Trends such as demographic development, internationalisation and globalisation, or lack of quality in some educational systems have only just started slipping into the consciousness of practitioners and researchers highlighting the need for more sustainable HR practices and strategies.

In the course of recent developments, the topics dealt with in sustainability literature have overlapped with core aspects of the Strategic HRM field (see Sect. 1.3). However, attempts to bridge the gap between sustainability and HRM research have been scarce (see Sect. 1.3.3.1). This chapter focuses on a contribution to fill the gap between sustainability and Strategic HRM literature from the perspective of sustainability research.

As Sustainable HRM is conceived of as an extension of Strategic HRM and sustainability as a potentially new approach to theorise on HRM (see Sect. 2.6.4), the next step taken is to review how theorising in Strategic HRM has been previously done and by which developments this process has been influenced. The claim that the concept of sustainability has the potential to induce or contribute to a paradigm shift in Kuhn’s (1970) sense (see also Sect. 2.2.2) is reflected upon critically. It is assumed here that – at least currently – the main reason for more managers and scholars being interested in sustainability and in a Sustainable HRM approach is influenced by current socio-political developments.

In Chap. 2, the notion of sustainability has been opened up for HRM and possible links to HRM theory were identified. In Chap. 3, Strategic HRM literature has been reviewed from a sustainability perspective to identify “blind spots” in the theory development of the HRM field (see Sect. 3.5). Although Chaps. 2 and 3 serve as basis for developing a conceptual model for a sustainability approach to HRM, this chapter explores paradox theory as a lens of theorising for Sustainable HRM. The term “paradox theory” refers to organisational literature on paradoxical phenomena – i.e. for this work the literature on paradoxes, dualities, and dilemmas. Although “paradox theory” is not a theory as, for instance, the RBV, the theoretical elements presented in this chapter constitute a part of interim struggles of organisation and HRM scholars to apply paradox and related concepts for theory development (see Sect. 1.5.2). The literature on paradoxes, dualities, and dilemmas is regarded as one school of thought. Although there are subtle differences between these concepts, several similar elements can be identified which justify studying them together and integrating them into one lens.

Based on the literature review in Chap. 2 theoretical links between sustainability and HRM have been identified: Sustainability shifts the focus towards the ability of HRM to sustain the HR base from within and for organizational viability, extends the notion of strategic success and leads to consider how to balance short- and long-term (side and feedback) effects. Using these ideas blind spots have been spotted in Strategic HRM literature in Chap. 3. SHRM theory requires a better understanding of the “origin” of human resources, of the rationalities underlying HRM choices and of how to define strategic success from a sustainability perspective, and finally, of how to integrate or balance short- and long-term effects. Chapter 4 has provided the theoretical foundation for applying paradox theory to HRM and in particular to Sustainable HRM. In this chapter, the key findings of Chaps. 2–4 are brought together and are used to develop a conceptual model for Sustainable HRM as well as a conceptual framework from a paradox perspective.

This study understands itself as being conceptual and exploratory. The importance of exploratory research has been highlighted in the literature on theory development and on research methodologies (e.g. Eisenhardt 1989; Glaser and Strauss 1967). The central objective of exploration is systematic data collection on a research phenomenon in order to provide the basis for developing theory and discovering hypotheses (Glaser and Strauss 1967) or propositions. Different heuristics (search strategies) have been suggested to systematise exploratory research (e.g. Bortz and Döring 1995, 2002; Dörner 1994).

The purpose of this chapter is to present and interpret the exploratory findings from the websites and company documents which have been generated by using the qualitative content analysis method (Chap. 6). The representation of the sustainability–HRM link as represented on corporate websites and as being communicated to important stakeholders such as current and potential employees is explored. It is of particular interest to interpret the findings concerning the “theories-in-use”, i.e. to reveal some of the underlying assumptions about the link between sustainability and HRM (see Sect. 6.2.1).

This conceptual and exploratory study on Sustainable HRM has aimed at extending the emerging literature linking sustainability and HR issues and linking the discourses on Strategic HRM and sustainability to the organisational debate on paradox theory.