Typologies of Sustainable HRM Practices for Corporate Sustainability

The purpose of this chapter is to explore theory based practices to implement sustainable HRM practices to achieve organizational financial, human/social and environmental outcomes of corporate sustainability business strategy. To achieve this intention firstly, the framework of typologies of sustainable HRM highlight the sets of core and the unique characteristics of sustainable HRM practices. Subsequently, the sustainability characteristics are embedded to different HRM functions for varied jobs to achieve corporate sustainability outcomes depending on the negative interactional effects of work contexts on the organization-stakeholders care position. Secondly, the scheme of classification of sustainable HRM indicates responsible personnel, compliance personnel, transcended HRM and high-involvement HRM as four categories. Each of the categories explains various levels of organizational involvement in developing and implementing strategies for corporate sustainability. Thirdly, the framework for resource regeneration strategy of sustainable performance was used to explain that employees with high vigor and high proactivity will be able to synthesis work performance and human resource regeneration. Finally, industry and organizational barriers for management actions to embed characteristics of sustainable HRM practices to HRM functions and HRM strategies in an organization to overcome the barriers are explained.