This document discusses how human resources management can promote sustainability in the workplace. It argues that HR should take the activist approach to sustainability by going beyond legal requirements and customer demands. Some specific strategies mentioned include establishing an environmental department, analyzing projects for environmental impacts, encouraging alternative energy sources, improving recycling, and banning single-use water bottles. Taking an activist approach to sustainability would allow companies to have a more positive environmental impact while also potentially increasing profits. The document concludes that promoting sustainability should be part of HR's role in social responsibility.
Environmental sustainability is an important component of a firm’s Corporate Social Responsibility. It relates to
firm practices that ensure the conservation of the environment and natural resources, such as water, land and air.
This research study aims to study the concept in relation to firm performance in Jordan. It proposes that
environmental sustainability practices of a company in Jordan’s manufacturing industry positively influence its
financial performance. For this purpose, the study assesses the relationship between environmental sustainability
score and the profitability ratios. Results reveal a significant positive impact of sustainability score on the ROA of
the companies. It is therefore recommended to manufacturing firms in Jordan to focus more on environmental CSR
and sustainability practices, which would result in improved efficiency and profitability.
Environmental sustainability is an important component of a firm’s Corporate Social Responsibility. It relates to
firm practices that ensure the conservation of the environment and natural resources, such as water, land and air.
This research study aims to study the concept in relation to firm performance in Jordan. It proposes that
environmental sustainability practices of a company in Jordan’s manufacturing industry positively influence its
financial performance. For this purpose, the study assesses the relationship between environmental sustainability
score and the profitability ratios. Results reveal a significant positive impact of sustainability score on the ROA of
the companies. It is therefore recommended to manufacturing firms in Jordan to focus more on environmental CSR
and sustainability practices, which would result in improved efficiency and profitability.
Workforce for Good: Employee Engagement in CSR/SustainabilitySustainable Brands
In a recent survey of senior sustainability leaders, 9 key principles emerged that appear to be common among successful programs:
1) Make it personal
2) Get buy-in from the top
3) Manage their engagement
4) Give opportunities for employee innovation and leadership
5) Align sustainability/CSR with corporate culture
6) Incorporate sustainability/CSR into business process
7) Use multiple channels of communication
8) Measure and track
9) Recognize/celebrate
Download the report here: http://workforceforgood.com/
For more valuable resources including conference recordings, expert interviews, case studies, white papers and much more, visit the Sustainable Brands Library: http://www.sustainablebrands.com/library
Sugarcane Company’s performance has remained to be one of the challenging facts in the growing companies in Kenya today. The delays in harvesting operations are attributed to uncoordinated and unpredictable harvesting and transport schedules; and inefficiencies in mill operations. Therefore, the main aim of the study is to determine the influence of Sustainability Management Systems CSR on firm performance of selected sugarcane companies in Kenya. The study is guided by Corporate Social Performance Theory. This study used ex- post facto research design. Ex- post facto research design determines and reports the way things are. The target population was 528 employees. This study therefore sampled 228 respondents. Purposive sampling technique was used to select 10 managers, 24 supervisors, 38 accountants and 156 clerks from the 7 sugarcane companies because they have specific information concerning the effects of corporate social responsibility practice on firm performance of selected sugarcane companies in Kenya. Pilot study was done in order to test for validity and reliability of the research tools. The pilot study was done in Trans-Mara Sugar Company found in rift Valley region of Kenya. For inferential statistics, correlation and multiple regression was used for comparative analysis between frequencies of corporate social responsibility practice on firm performance. The study findings indicated that sustainability management systems have an effect on firm performance. The government will use this study in establishing policies that would ensure improvement in firm performance of sugarcane processing firms among other firms in Kenya. The study recommends that the companies should encourage sustainability management systems since sustainable management systems is an important mechanism for improving corporate sustainability performance. It can generate business value through measurement and management of sustainability risks and opportunities. The study recommends further researchers to study on corporate social responsibility strategy and financial performance of firms in Kenya which the study didn’t cover.
Positioning Human Resources for Organisational Leadership in Corporate Social...HRMATT
KEITH WHITTINGHAM is a Professor at the Crummer Graduate School of Business at Rollins College in Winter Park, Florida, USA, where he teaches courses in Social Entrepreneurship, Global Sustainability and Quantitative Analysis. He also serves as Visiting Faculty in the Sustainability Seminar at INCAE, in Alajuela, Costa Rica. Over the past decade, Keith has taken several groups of MBA students to Latin America and the Caribbean to work with local businesses on Rollins Global Consulting Projects.
Keith’s research focus is on micro- to medium-sized enterprises, primarily in Latin America and the Caribbean. Raised in Trinidad and Tobago, Keith acquired an early interest in global sustainable development. His studies in engineering (BSEE Howard University, Ph.D. Cornell University) led to interests in renewable energy and developed skills in innovation and problem solving. However, it is during the last decade of teaching MBA students that he has become a strong proponent of enterprise and entrepreneurship as powerful vehicles in addressing global social concerns.
Additionally, over the past decade, his acclaimed Leadership/Organizational Development workshop series, “Aligning People and Passions” has impacted and ignited hundreds of participants across the United States, at companies like Walt Disney World and Darden Restaurants.
PRESENTATION SUMMARY – Positioning HR for Organizational Leadership in Corporate Social Responsibility Corporate Social Responsibility (CSR) has achieved a prominent place among strategic imperatives in the world of business. CEOs and other corporate leaders have come to recognize a broader sense of obligation; not just to financial shareholders, but to a diverse array of stakeholders. Across organizations, however, the focal point of CSR activities has not been consistently located. In some organizations, this role is housed in an independent department, while in others the function resides within Marketing, PR or even Finance. With its dual functions of internal support and external face, the HR department has great potential to interface with many important organizational stakeholders.
However, many HR professionals are yet to fully understand CSR and the role they can play in this area of growing visibility and importance. This presentation aims to build HR intelligence in the CSR arena. We will explore how the various HR functions can serve the CSR mission of the organization, while CSR, in turn, can further the recruitment and retention efforts of HR.
Workforce for Good: Employee Engagement in CSR/SustainabilitySustainable Brands
In a recent survey of senior sustainability leaders, 9 key principles emerged that appear to be common among successful programs:
1) Make it personal
2) Get buy-in from the top
3) Manage their engagement
4) Give opportunities for employee innovation and leadership
5) Align sustainability/CSR with corporate culture
6) Incorporate sustainability/CSR into business process
7) Use multiple channels of communication
8) Measure and track
9) Recognize/celebrate
Download the report here: http://workforceforgood.com/
For more valuable resources including conference recordings, expert interviews, case studies, white papers and much more, visit the Sustainable Brands Library: http://www.sustainablebrands.com/library
Sugarcane Company’s performance has remained to be one of the challenging facts in the growing companies in Kenya today. The delays in harvesting operations are attributed to uncoordinated and unpredictable harvesting and transport schedules; and inefficiencies in mill operations. Therefore, the main aim of the study is to determine the influence of Sustainability Management Systems CSR on firm performance of selected sugarcane companies in Kenya. The study is guided by Corporate Social Performance Theory. This study used ex- post facto research design. Ex- post facto research design determines and reports the way things are. The target population was 528 employees. This study therefore sampled 228 respondents. Purposive sampling technique was used to select 10 managers, 24 supervisors, 38 accountants and 156 clerks from the 7 sugarcane companies because they have specific information concerning the effects of corporate social responsibility practice on firm performance of selected sugarcane companies in Kenya. Pilot study was done in order to test for validity and reliability of the research tools. The pilot study was done in Trans-Mara Sugar Company found in rift Valley region of Kenya. For inferential statistics, correlation and multiple regression was used for comparative analysis between frequencies of corporate social responsibility practice on firm performance. The study findings indicated that sustainability management systems have an effect on firm performance. The government will use this study in establishing policies that would ensure improvement in firm performance of sugarcane processing firms among other firms in Kenya. The study recommends that the companies should encourage sustainability management systems since sustainable management systems is an important mechanism for improving corporate sustainability performance. It can generate business value through measurement and management of sustainability risks and opportunities. The study recommends further researchers to study on corporate social responsibility strategy and financial performance of firms in Kenya which the study didn’t cover.
Positioning Human Resources for Organisational Leadership in Corporate Social...HRMATT
KEITH WHITTINGHAM is a Professor at the Crummer Graduate School of Business at Rollins College in Winter Park, Florida, USA, where he teaches courses in Social Entrepreneurship, Global Sustainability and Quantitative Analysis. He also serves as Visiting Faculty in the Sustainability Seminar at INCAE, in Alajuela, Costa Rica. Over the past decade, Keith has taken several groups of MBA students to Latin America and the Caribbean to work with local businesses on Rollins Global Consulting Projects.
Keith’s research focus is on micro- to medium-sized enterprises, primarily in Latin America and the Caribbean. Raised in Trinidad and Tobago, Keith acquired an early interest in global sustainable development. His studies in engineering (BSEE Howard University, Ph.D. Cornell University) led to interests in renewable energy and developed skills in innovation and problem solving. However, it is during the last decade of teaching MBA students that he has become a strong proponent of enterprise and entrepreneurship as powerful vehicles in addressing global social concerns.
Additionally, over the past decade, his acclaimed Leadership/Organizational Development workshop series, “Aligning People and Passions” has impacted and ignited hundreds of participants across the United States, at companies like Walt Disney World and Darden Restaurants.
PRESENTATION SUMMARY – Positioning HR for Organizational Leadership in Corporate Social Responsibility Corporate Social Responsibility (CSR) has achieved a prominent place among strategic imperatives in the world of business. CEOs and other corporate leaders have come to recognize a broader sense of obligation; not just to financial shareholders, but to a diverse array of stakeholders. Across organizations, however, the focal point of CSR activities has not been consistently located. In some organizations, this role is housed in an independent department, while in others the function resides within Marketing, PR or even Finance. With its dual functions of internal support and external face, the HR department has great potential to interface with many important organizational stakeholders.
However, many HR professionals are yet to fully understand CSR and the role they can play in this area of growing visibility and importance. This presentation aims to build HR intelligence in the CSR arena. We will explore how the various HR functions can serve the CSR mission of the organization, while CSR, in turn, can further the recruitment and retention efforts of HR.
In recent decades, climate change, globalisation and business .docxjaggernaoma
In recent decades, climate change, globalisation and business scandals, such as the “Eron-
scandal” (Maak 2008) initiated an environmental and social consciousness, which brought the
ethical behaviour of organisations more into focus. Therefore, the concept of corporate social
responsibility (CSR) has become increasingly important for large companies, as they operate
in a world with greater levels of integration between their stakeholders and local
communities. This social concept includes the adherence to regulations and societal standards
for ethical business practice, as well as the permanent consideration by organisations of their
roles, decisions and consequences towards society and environment. Supporters of CSR
believe that the corporation is obligated to promote social progress due to its dependence on
society. Opponents on the other hand argue, that these demands are unjustified and see the
only purpose of the business in increasing shareholder wealth within legal and social norms
(Morrison & Bridwell 2011). This essay briefly describes ethical organisational behaviour and
refers to the “Triple Bottom Line”. The main topic is the concept of corporate social
responsibility, which will be defined and critically evaluated. Benefits in regards to the
organisation and its stakeholders will be discussed and major critics and limitations in regards
to this theory highlighted.
Ethical behaviour in organisations is systematically developed and monitored by most
corporate leaders in the Asia-Pacific region. In supporting ethical and moral practice and
decision making, most companies construct a code of ethical conduct, in which organisational
behaviour is regulated. However, many companies need to engage in effective ethical training
to establish and foster a comprehensive corporate culture which supports ethical values and
practice. Role-modelling of leaders and top-management, transparency and disclosure of the
business practice but also a sense of diversity within the company can facilitate the ethical
standards (McShane & Travaglione 2007).
One aspect of ethical behaviour generated by an organisation is the topic of CSR. The
theory received more attention by stakeholders towards the end of the 20th century, when
environmental and social awareness increased, for example in connection with the global
climate change. During that time the rule of triple responsibility (Triple Bottom Line)
developed, which is associated with the corporate concern of the environmental and social
sphere besides the financial aspect of the company. CSR can be seen as a commitment to this
3
“Triple Bottom Line” (Stanislavská, Margarisová & Štastná 2010). For instance, Branco and
Rodrigues (2006) relate CSR to ethical and moral aspects concerning the overall (internal and
external) decision-making and behaviour of the organisation. Complex issues such as health
and safety at work, environmental .
Socially responsible human resourcepractices disclosures of.docxlillie234567
Socially responsible human resource
practices: disclosures of the world’s best
multinational workplaces
Charbel Greige Frangieh and Hala Khayr Yaacoub
Abstract
Purpose – This paper aims to explore the socially responsible human resource practices disclosed by
the ‘‘World’s Best Multinational Workplaces,’’ with the aim of facilitating the benchmarking of these
disclosed practices.
Design/methodology/approach – Using the ‘‘World’s Best Multinational Workplaces’’ list was a
strategic decision in this study due to the rigorous methodology used in the preparation of the list as it
concentrated largely on the employees’ feedback, thus ensuring that these listed companies are actually
top workplaces. Both manifest and latent content analysis, are applied on 23 of the 25 listedMultinational
Corporations’ websites and reports, and company reviews done on these companies by the Great Place
toWork for to pinpoint the social responsible human resource practices.
Findings – Most of the practices disclosed are oriented toward enhancing the employees’ work
experiences whether that happened through improving their employment conditions or through having a
diverse and inclusive workplace. Thus, the employee-oriented human resource management practices
got the lion’s share of the disclosures, rather than the legal or the Corporate social responsibility–human
resources facilitation components.
Research limitations/implications – The practices that are already used at small and medium
enterpriseswithin national contexts were not covered in this study.
Practical implications – It is assumed that businesses can benefit from the practices of these MNCs
which are considered as great places to work for, and as pioneers in their socially responsible human
resource approaches.
Originality/value – This study is likely to fill an important gap in the corporate social responsibility
literature, which gave pint-sized attention to the internal stakeholders, rendering the academic coverage
of employee-related practices scarce if not absent
Keywords CSR, Content analysis, Multinational corporations,
Social responsible human resource practices
Paper type Research paper
Introduction
An ethical movement is gaining momentum in the business world as a result of
management malpractices committed in the past decades. The ethical crisis drove
practitioners and researchers around the world to acknowledge the importance of
integrating business ethics and sustainability into their organizations. Engaging in
responsible practices was seen as a means to avoid crises and simultaneously lead to
financial benefits, (Doh et al., 2011; Wang et al., 2015; Voegtlin et al., 2012), produce social
capital (Maak, 2007) and enhance work-related behaviors like retention and workplace
commitment (Waldman and Galvin, 2008; Cameron, 2011; Doh et al., 2011; Doh and
Quigley, 2014; Miska et al., 2014). The misconducts in top management positions gained
extensive media a.
Weekly LecturesWeek 9 Lecture Ethics, Social Responsibility, a.docxhelzerpatrina
Weekly Lectures/Week 9 Lecture Ethics, Social Responsibility, and Environmental Sustainability.htmlMGMT 670: Week 9 Lecture
Week 9: Ethics, Social Responsibility, and Environmental Sustainability. The students examine the triple bottom line--social, environmental, and financial performance factors.
Learning Objectives:Understand what corporate ethics is.Discuss the theories of corporate responsibility and environmental sustainability.Examine the changing role of strategic human resources management in international businessAnalyze the triple bottom line to improve the performance and success of a business.Introduction
After numerous corporate scandals in the 1990s and 2000s, firms began paying more attention to corporate ethics, social responsibility, and environmental sustainability. This commitment people, the planet, and economic value is exemplified by three theories: corporate social responsibility, the triple bottom line, and stakeholder theory (“Three theories of corporate social responsibility,” 2012). Although economic performance is certainly important to a firm’s stakeholders, “increasingly though, it seems clear that noneconomic accomplishments, such as reducing waste and pollution, for example, are key indicators of performance as well. … Increasingly, evidence is mounting that attention to a triple bottom line is more than being “responsible” but instead just good business” (Economic, social, and environmental performance,” 2012). Corporate social responsibility
Corporate social responsibility is “a general name for any theory of the corporation that emphasizes both the responsibility to make money and the responsibility to interact ethically with the surrounding community. … Corporate social responsibility is also a specific conception of that responsibility to profit while playing a role in broader questions of community welfare” (“Three theories of corporate social responsibility,” 2012). The triple bottom line “is a form of corporate social responsibility dictating that corporate leaders tabulate bottom-line results not only in economic terms (costs versus revenue) but also in terms of company effects in the social realm, and with respect to the environment” (“Three theories of corporate social responsibility,” 2012). Stakeholder theory
is the mirror image of corporate social responsibility. Instead of starting with a business and looking out into the world to see what ethical obligations are there, stakeholder theory starts in the world. It lists and describes those individuals and groups who will be affected by (or affect) the company’s actions and asks, “What are their legitimate claims on the business?” “What rights do they have with respect to the company’s actions?” and “What kind of responsibilities and obligations can they justifiably impose on a particular business?” In a single sentence, stakeholder theory affirms that those whose lives are touched by a corporation hold a right and obligation to participate in di ...
Corporate citizenship and socialresponsibility policies in tAlleneMcclendon878
Corporate citizenship and social
responsibility policies in the
United States of America
Mark Anthony Camilleri
Department of Corporate Communication, University of Malta, Msida, Malta
and Business School, University of Edinburgh, Edinburgh, UK
Abstract
Purpose – The aim of this case study is to outline relevant regulatory guidelines on environmental, social
and governance issues in the USA. This contribution includes a thorough analysis of several institutional
frameworks and guiding principles that have been purposely developed to foster corporate citizenship
behaviours.
Design/methodology/approach – A case study methodology involved a broad analysis of US
regulatory policies, voluntary instruments and soft laws that have stimulated organisations to implement and
report their responsible behaviours.
Findings – This contribution ties the corporate citizenship behaviours with the institutional and
stakeholder theories. The case study evaluated the US’s federal government, bureaus and its agencies’ policies
on human rights, health and social welfare, responsible supply chain and procurement of resources,
anticorruption, bribery and fraudulent behaviours, energy and water conservation practices as well as
environmental protection, among other issues.
Research limitations/implications – Past research may have not sufficiently linked corporate
citizenship with the corporate social responsibility (CSR) paradigm. This research reports how different US
regulatory institutions and non-governmental organisations are pushing forward the social responsibility,
environmental sustainability as well as the responsible corporate governance agenda.
Originality/value – This research critically analyses US policy and regulatory instruments including
relevant legislation and executive orders that are primarily intended to unlock corporate citizenship practices
from business and industry. It has also provided a conceptual framework for the corporate citizenship notion.
In conclusion, it implies that there are business and political cases for corporate citizenship.
Keywords Sustainability, Social responsibility, Environmental responsibility,
Corporate citizenship, Stakeholder engagement, USA CSR policy
Paper type Case study
Introduction
The US markets for labour and capital are fairly unregulated as there are low levels of
welfare state provisions (Kalleberg, 2013; Beaman, 2012). Consequently, many social issues
such as education, health care or community investment have traditionally been at the core
of corporate social responsibility (CSR) in the USA (Camilleri, 2016; Crane et al., 2013;
Welford, 2005). The CSR initiatives and the communicating activities within the areas of
philanthropy, stewardship, volunteerism and environmental affairs may not be treated as a
regulatory compliance issue in the US context. CSR is often characterised by the businesses’
voluntary societal engagements, as they are not obliged to undertake social and
environmental responsi ...
A Corporate Social Responsibility, generally noted by “CSR”, refers to a corporation's initiatives to assess and take responsibility for the company's effects on environmental and social well-being. It generally applies to efforts that go beyond what may be required by regulators or environmental protection groups. Governments seeking to advance sustainable development are increasingly turning to policies and strategies that encourage, support, mandate, or directly demonstrate more socially and environmentally sound business practices. A central component of these policies involves promoting increased transparency of economic activities.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Beyond Legitimacy A Case Study in BP’s ‘‘Green Lashing’’SChantellPantoja184
Beyond Legitimacy: A Case Study in BP’s ‘‘Green Lashing’’
Sabine Matejek • Tobias Gössling
Published online: 31 December 2013
� Springer Science+Business Media Dordrecht 2013
Abstract This paper discusses the issue of legitimacy and,
in particular the processes of building, losing, and repairing
environmental legitimacy in the context of the Deepwater
Horizon case. Following the Deepwater Horizon catastrophe
in 2010, BP plc. was accused of having set new records in the
degree of divergence between its actual operations and what
it had been communicating with regard to corporate
responsibility. Its legitimacy crisis is here to be appraised as a
case study in the discrepancy between symbolic and sub-
stantive strategies in corporate greening and its communi-
cation. A narrative analysis of BP’s ‘‘beyond petroleum’’-
rebranding and the ‘‘making this right’’-campaign issued in
response to the Gulf of Mexico disaster discusses their
respective implications for (green) corporate change. Fur-
ther, the question is addressed why BP’s green image
endeavors were so widely accepted at first, only to find
themselves dismissed as corporate greenwashing now. The
study concludes that where a corporation’s ‘‘green narra-
tive’’ consistently evokes established narratives, its legiti-
macy will be judged against narrative, rather than empirical
truth. Thus, the narrative will be more willingly accepted as
speaking for the issuing company’s legitimacy, irrespective
of whether it reflects substantive greening or not.
Keywords Corporate environmental responsibility �
Impression management � Narrative analysis � Corporate
communication � Image crisis � BP
Introduction
Legitimacy as a social construct that relates the impression
of the audience concerning the behavior and actions of
organizations with approval or disapproval is a central
topic in institutional organization theory (Suchman 1995).
In that context, two different discussions about legitimacy,
although highly related with each other, can be discerned:
On the one hand, research discusses the consequences of
legitimacy; on the other hand, the question is on the
antecedents of legitimacy, also translated to the managerial
perspective and related to the question what organizations
(can) do to build, maintain or lose and repair their legiti-
macy. Both perspectives are dealt with in the seminal work
by Mark Suchman (1995) who defines legitimacy as ‘‘a
generalized perception or assumption that the actions of an
entity are desirable, proper, or appropriate within some
socially constructed system of norms, values, beliefs, and
definitions’’ (ibid, p. 574). In his work, Suchman distin-
guishes between three essential types of legitimacy, i.e. (1)
pragmatic legitimacy, related to the products and services
that an organization offers and the perception of these to be
relevant for the society, (2) moral legitimacy, based upon
actions and behavior of the respective ...
2. Will Eckerle
BUS351
Marra
December12, 2015
1
Human resources management(HRM) “isthe processof hiringanddevelopingemployeesso
that theybecome more valuable tothe organization”(HRM).It’sa veryimportantaspectof a company,
because theyare people managers,makingsure thateveryone isfollowingproperrulesand regulations
and that employeesare progressinginthe workplace.Humanresourcesmanagers mustbe ethical,
moral,and honest whenconductingtheirwork,sothat the rulesare properlyfollowed andanethical
workenvironmentisestablished.Theyalsomustbe self-confidentandindependenttoleadandguide
people aswell asmake moral decisions.Theymustlearntoconformtothe valuesandexpectationsset
by societyandbytheirorganization.One veryimportantof talentmanagementandall businessin
general issocial responsibility.Social responsibility“ismanagement’sobligationtomake choicesand
take actionsthat will contribute tothe welfare andinterestsof societyaswell asthe organization”
(Marra).
I can relate a lotto social responsibility,asI’ve done large amountof service over the years.I’m
an Eagle Scout,so I’ve done a communityservice project,assistedotherswiththeirs,helpedoutatthe
local foodpantry,and participatedin otheractsof volunteerwork. I’malsoinvolvedinSTARR,the
volunteerprogramhere atcampus,and I’mleadingamissiontriptoAppalachiathisSpringBreak.
Throughthese acts I’ve learnedhowimportantsocial responsibilityis andhow vital itisto helpothers.
However,social responsibilityissomethingthatcan be difficultas manyfactorsmustbe considered.It
coversa varietyof issues underpeople’sdifferentviewpointsto make sure the methodsand actions
takenare legal.Despitethese challenges, social responsibilityisstill veryimportantbecauseitis
everyone’sjobtomake sure hisor her decisionsbenefitthemandthe worldaround.We mustapplythis
philosophytoeveryaspectof ourlives,especiallybusiness.
3. Will Eckerle
BUS351
Marra
December12, 2015
2
Our careersare one of the bestbiggest,arguablythe biggest,inwhichwe affectsociety.It’s
crucial that we make moral decisionsinthe workplacesothattheycause a positive effectinthe world.
Thisis one of the mainreasons whyI enjoythe fieldof humanresourcesmanagement.HRisknownfor
leadingthe wayinsocial change and developingethical behavior. HRhas done this byhelpingenforce
rulessuchas the Civil RightsActof 1991, the Equal Pay Act of 1963, and Title VIIof the Civil RightsActof
1964. Furthermore,ithasbeenproventhat beingethical paysoff intermsof economics,because
researchhas shownthat“companiesshouldsegmenttheiroverall markets,andmake effortstoreach
out to buyerswithhighethical standards.Those are the customerswhocandeliverthe biggestpotential
profitsonethicallyproducedgoods”(Cascio424). HR alsohas done muchin helpingwiththe
community.They’vesponsoredmanyeventsandhave workedwithorganizationssuchasthe RedCross
to helpwithblooddrives.They’veassistedinhelpingindoing othersactsof communityservice suchas
mentoringhighschool andcollege students.
Theyare differentaspectsof social responsibility,butone ratherimportant aspectIwantto
focuson issustainability.Sustainabilityisevaluatingfactorsandpracticingmethodsina waythat
contributestothe environmentinthe longterminan economicway.Sustainabilityhasbecome avery
importantaspectof today’ssocial and political issues,aswellasbusiness. Withthe crisisof global
warmingandpollutionlevelsrising,acall toenvironmental actionhas beentalkedaboutfromeveryone
to congressmento highschool studentstothe Pope.Several companiesandorganizationshave started
to take notice of thisand have respondedbyinitiatingmore sustainablepractices.This iswhere human
resourcesmanagementcomesintoplay. SinceHRMis knownforleadingsocial changes,promoting
sustainabilityinthe workforce wouldbe beneficial forthem.
4. Will Eckerle
BUS351
Marra
December12, 2015
3
Nowthere are different fourapproachestobeingsustainableinthe workforce,the firstbeing
the legal approach.The legal approachis when anorganization“doeswhatisnecessarytosatisfylegal
requirements”(Marra). It’sconsideredtobe apoor methodforsustainability becauseit’ssimplywhere
youdo the minimumamountof environmental progresssimplysoyourbusinessfollowsthe legal
guidelines. Also,inthisapproachthe companyseemstocare verylittle forthe environment.The second
isthe marketapproach,where anorganizationrespondstothe requestsof customersandbecomes
more environmentallyfriendlyandaware.The marketapproachisa bettermethod,because it’smore
environmentallyfriendlyanditshowsthatthe businessreallycaresforandlistenstoitscustomers.
However,itusuallydoesn’tshowthe strongestattitude towardsthe environment.
The third stepisthe stakeholderapproach, where acompanyrespondstomanydifferent
environmental concernsfromtheir“variousstakeholdergroups,suchascustomers,the local
community,businesspartners,and specialinterestgroups”(Marra).Since there are more people
expressingtheirenvironmentalconcernstothe organization, generallymore actionistaken.The fourth
final approachisthe activistapproach,where a businessgoesabove andbeyondthe legal requirements
and wantsof the average customertotruly take a stance inbecomingenvironmentallyfriendlyand
understandingthe fulldefinitionof sustainability.Withthisactivistapproach,companiestake
sustainable andsocial worrieswhentheymake decisions,update environmental companypoliciesand
regulations,andcreate andmeasure theirgoalsforthe company’ssustainable future.
Numerouscompaniesacrossthe globe have takenthisapproachfora more environmentally
conscience workplace andmore are followingsuit.The activistapproachisthe bestmethodinbecoming
a more greencompany andit isthe methodhumanresourcesshouldimplicate totheircompanies’
policies.However,theymustmake sure these policiesare ethical,economic,andlegal. HRmustalso
5. Will Eckerle
BUS351
Marra
December12, 2015
4
ensure thatmanagersand employeestrulyunderstandthe importance beinggreen,sotheyrecognize
and respectwhynewregulationsshould implemented. One wayHRcan do this isby tellingthemthat
numerouscompanieshave becomemore profitableaftergoinggreen. Alcoa,AkzoNobel,Siemens,and
Grief have increasedprofitsbyhelpingcustomersreduce theiremissions (Perera).Otherorganizations
have made strong sustainableobjectiveswhile managingto increase theirbusinessgrowth,proving
once again that beingethical evenintermsof environmentalethicshasfantasticbenefits.
Afterwards,theyshouldrecommendtothe company’sheadsthatat leastone new position
shouldbe createdforapplying the newregulations,perhapsadepartmentof workersthatspecialize in
sustainabilityshouldbe establisheddependingonthe size of the company.Once the departmentis
establishedHRandtop managementshouldhave themworktohelpestablish new sustainable
guidelines.One thingthatshouldbe acknowledgedisthatorganizationsneedto“setgoalsthat
integrate environmental considerationsintocore businessdecision-making”(Perera). When
organizationsdothis,theytrulyare puttingenvironmental concernsandsustainabilitytowardsthe heart
of theirorganization,andwhichwill letthemhave the mostpositive impactonthe environment
possible.
Some of the waysof that the environmentaldepartmentcoulddothis wouldbe analyzingeach
companyproject,itsnegative effectsonthe environment,andhow methodscanbe usedto notonly
combat the negative effectsand turnthemintopositive ones. Companiesshould alsoconsiderswitching
to alternative energysources suchaswind fortheirenergyneedsinsteadof fossil fuelsfora varietyof
reasons. Forexample,windenergy doesnotcause pollution anditisrenewable,meaningwe cannotrun
out of it. The potential forwindenergyisincredible asthere is20 timesmore windthanwhatthe entire
humanrace needs (Maehlum). It’salsoworthnotingthatpriceshave beendecreasingsince the 80’s and
6. Will Eckerle
BUS351
Marra
December12, 2015
5
are expectedtokeepdecreasing.The operationalcosts forwindare low.Solarenergy isalsoa good
alternative becausesimilartowind:itisrenewable,environmentallyfriendly, andhasreducingprices.
Technologyforsolarenergy isalsoincreasing,andhas“the potential totriple the electrical outputof
solarpanels”(Maehlum).
Othergreat ways to become more sustainableinclude incorporatingmore recyclingintothe
company.Thiswouldinclude makingall typesof productsfrompaperto boxestoplastic objectsare
recycled. Encouragingemployeestoprintoff less papersandturnoff office equipmentwhentheyare
not usingitisextremelyhelpful notonlyintermsof environmental costsbuteconomicaswell.
Listeningtoemployees isanadditionalmethodforbeingsustainable. Employeesare the backbone of
the companyand are greatsourcesof informationtocompanyconductas they live byeachday,so
havinga suggestionbox forthe environmentaldepartmenttoconsidernew methodswouldbe
extremelyhelpful.
Since we have discussedalternativeenergy,anothermethodto coincide withitwouldbe
efficientlighting,byinstatingfluorescentandlightemittingdiode (LED) bulbs.“These bulbsare more
sustainable becausetheyuse alotlesselectricitytolightupan office”(Kelly).LEDandfluorescentbulbs
alsolast fora longperiodof time.Tocut downon plasticbottle waste inoffice places,HRshould
recommendthatthe environmental department call fora companyban on single use waterbottlesand
that employeesshouldbringreusable bottles, aswell have waterdispensersbe installedinthe office
places.Thiswouldextremelyeffective inthe longwayasthe companywouldhave greatlydecreased
plasticwaste.
7. Will Eckerle
BUS351
Marra
December12, 2015
6
Withthese reasonsIbelieve HRshouldtake onsustainabilityaspartof theirsocial
responsibility. Inadditionwiththese methodsprovided,Ibelieve thiswouldbe agreatstart for their
environmental campaign.
8. Works Cited
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workplace/
Cascio,Wayne F. Managing Human Resources:Productivity,Quality of WorkLife,Profits. New York:
McGraw-Hill,2013. Print.
“CommunityService Leave.”OSHR.NorthCarolinaOfficeof HumanResources.Web.12 December2015.
http://oshr.nc.gov/community-service-leave
“Human Resource Management.”BusinessDictionary.BusinessDictionary.Web.12December2015.
http://www.businessdictionary.com/definition/human-resource-management-HRM.html
Kelly,Joe.“HowtoBe Sustainable atWork.”Chron.HoustonChronicle.Web.12December2015.
http://smallbusiness.chron.com/sustainable-work-10288.html
Maehlum,MathiasAarre.“Solar EnergyPros and Cons.”Energy Informative. EnergyInformative, 12
May 2014. Web.12 December2015. http://energyinformative.org/solar-energy-pros-and-
cons/#technology-is-improving
Maehlum,MathiasAarre.“WindEnergy Prosand Cons.”Energy Informative. EnergyInformative,23
March 2015. Web.12 December2015. http://energyinformative.org/wind-energy-pros-and-
cons/
Marra, Kathy.Personal Interview.8December2015.
Perera,Alex.“4LessonsonEnvironmental SustainabilitythatEveryCorporationShouldLearn.”World
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http://www.wri.org/blog/2013/04/4-lessons-environmental-sustainability-every-corporation-
should-learn