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Erschienen in:
Sustainability and HRM Kapitel lesen Erstes Kapitel lesen

2014 | OriginalPaper | Buchkapitel

Sustainable HRM in the US

The Influence of National Context

verfasst von : Sully Taylor, Caroline Lewis

Erschienen in: Sustainability and Human Resource Management

Verlag: Springer Berlin Heidelberg

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Abstract

This chapter examines the US research on Sustainable HRM and explores the extent to which it is shaped by its national context. The authors argue that the fundamental worldview that underpins US business models and conduct have resulted in three major impacts on US HRM research and practice, which influenced the subcategory of US Sustainable HRM: privileging the firm’s financial bottom line in evaluating effectiveness; the supremacy of managerial autonomy in decision making regarding HR matters; and the belief that what is positive for the firm is equally positive for its employees. The authors use Sustainable HRM research published in top-level US based management journals to illustrate these arguments. In conclusion, the authors discuss how by identifying these assumptions there is a clear path to re-evaluating the basic assumptions of US Sustainable HRM.

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Vorheriges Kapitel Practitioner’s View on Sustainability and HRM
Nächstes Kapitel Sustainable HRM in East and Southeast Asia
Fußnoten
1
CSR was defined using 46 different components divided into four indices, economic responsibility towards customers, social responsibility towards employees and community and environmental responsibility towards the environment.
 
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Metadaten
Titel
Sustainable HRM in the US
verfasst von
Sully Taylor
Caroline Lewis
Copyright-Jahr
2014
Verlag
Springer Berlin Heidelberg
Buch
Sustainability and Human Resource Management

Print ISBN: 978-3-642-37523-1

Electronic ISBN: 978-3-642-37524-8

Copyright-Jahr: 2014

DOI
https://doi.org/10.1007/978-3-642-37524-8_13

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