The document summarizes Dr. Shane Hodgson's presentation on sustainable approaches to human resource (HR) management. It defines sustainability and discusses how HR can both promote corporate sustainability goals and ensure the sustainability of the HR function. Specifically, it discusses how HR can: 1) Hire, develop, measure and reward employees for sustainability achievements; 2) Emphasize the strategic relevance of the HR function; and 3) Manage human capital in a sustainable way by supporting employee well-being and communities. The presentation argues that a sustainable HR approach is needed given current economic and environmental challenges.
Sustainable approaches to hr 20 june2013 v0.2Shane Hodgson
This document summarizes a presentation on sustainable approaches to human resource management. It discusses definitions of sustainability and sustainable HRM. It outlines the role of HR in promoting corporate sustainability through practices like hiring, developing, and rewarding employees for sustainability achievements. It also discusses ensuring the sustainability of the HR function itself and managing human resources in a sustainable way. This includes recruitment, talent management, competency development, and supporting broader sustainability through compensation, diversity promotion, and knowledge management. The presentation emphasizes that HR must take a leading role in developing and implementing sustainability strategies across organizations.
This document discusses entrepreneurial leadership strategies and values that are keys to operational excellence. It analyzes research on reflections of excellence in entrepreneurial organizations, which revolve around customer care, constant innovation, committed people, and managerial leadership. The primary entrepreneurial leadership strategies identified are: attention through vision, meaning through communication, trust through positioning, and confidence through respect. At the heart of successful entrepreneurial leadership is a concern for people and interpersonal values that provide an interactive foundation for fulfilling leadership strategies.
The document discusses several aspects of human development and human resources, including leading a long and healthy life, acquiring knowledge through education, access to resources for a decent standard of living, preserving resources for future generations, and achieving equality. It also discusses concepts like human progress, human development index, Maslow's hierarchy of needs, and how job requirements relate to human needs and personal attributes.
Environmental Sustainability has become an important aspect of business today. But many businesses aren't sure what to make of it. This is an introductory lecture about sustainability and how it can be practically related to business.
This study by SHRM examined how workplace diversity and inclusion has changed over the past 5 years based on surveys of HR professionals in 2010 and 2005. It found that while the percentage of companies with formal diversity practices decreased slightly, likely due to the economic downturn, there were increases in other areas like diversity training and organizations reporting effective diversity programs. The study provides an overview of key findings regarding diversity practices, outcomes, challenges in measuring return on investment, and differences based on company size and sector.
How to retain young talents - challenges for leadershipMaier Moritz
The document discusses challenges in retaining young talents and leadership styles. It provides an agenda that covers a literature review on talent management, what companies and talents look for, and leadership styles. It then discusses examples of successful companies and their talent retention practices. The document also examines topics like talent management strategies, organizational capabilities, skills shortages, Generation Y characteristics, and what companies and talents seek in the employer-employee relationship.
Sustainable approaches to hr 20 june2013 v0.2Shane Hodgson
This document summarizes a presentation on sustainable approaches to human resource management. It discusses definitions of sustainability and sustainable HRM. It outlines the role of HR in promoting corporate sustainability through practices like hiring, developing, and rewarding employees for sustainability achievements. It also discusses ensuring the sustainability of the HR function itself and managing human resources in a sustainable way. This includes recruitment, talent management, competency development, and supporting broader sustainability through compensation, diversity promotion, and knowledge management. The presentation emphasizes that HR must take a leading role in developing and implementing sustainability strategies across organizations.
This document discusses entrepreneurial leadership strategies and values that are keys to operational excellence. It analyzes research on reflections of excellence in entrepreneurial organizations, which revolve around customer care, constant innovation, committed people, and managerial leadership. The primary entrepreneurial leadership strategies identified are: attention through vision, meaning through communication, trust through positioning, and confidence through respect. At the heart of successful entrepreneurial leadership is a concern for people and interpersonal values that provide an interactive foundation for fulfilling leadership strategies.
The document discusses several aspects of human development and human resources, including leading a long and healthy life, acquiring knowledge through education, access to resources for a decent standard of living, preserving resources for future generations, and achieving equality. It also discusses concepts like human progress, human development index, Maslow's hierarchy of needs, and how job requirements relate to human needs and personal attributes.
Environmental Sustainability has become an important aspect of business today. But many businesses aren't sure what to make of it. This is an introductory lecture about sustainability and how it can be practically related to business.
This study by SHRM examined how workplace diversity and inclusion has changed over the past 5 years based on surveys of HR professionals in 2010 and 2005. It found that while the percentage of companies with formal diversity practices decreased slightly, likely due to the economic downturn, there were increases in other areas like diversity training and organizations reporting effective diversity programs. The study provides an overview of key findings regarding diversity practices, outcomes, challenges in measuring return on investment, and differences based on company size and sector.
How to retain young talents - challenges for leadershipMaier Moritz
The document discusses challenges in retaining young talents and leadership styles. It provides an agenda that covers a literature review on talent management, what companies and talents look for, and leadership styles. It then discusses examples of successful companies and their talent retention practices. The document also examines topics like talent management strategies, organizational capabilities, skills shortages, Generation Y characteristics, and what companies and talents seek in the employer-employee relationship.
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
Social innovation for sustainable livelihoodsGavin Melles
This document discusses social innovations for large-scale societal transformation through sustainable livelihoods and inclusive development. It provides examples of initiatives in India and Australia that have driven social change at scale, such as BRAC, Grameen Bank, SEWA in India, and the Centre for Appropriate Technology (CAT) in Australia. It emphasizes the importance of building local capacities, mobilizing community assets, and establishing partnerships and alliances to promote social transformation. Metrics are needed to measure social impact but should be used proportionately and distinguish accountability, management, and broader impact.
On the one hand, when leadership manifests itself, the roles assumed by the leader
are extremely important, but, on the other hand, the roles assumed by the members of
an organisation are important as well. “Shaping” the future is made starting from
several variables: the evolution of technology, the cultural conflicts, the uneven
economic developments, the diversity of contexts which very often do not depend on
“actors”, the quality of political leaders, and the complexity of social problems that
arise. In light of these variables, leadership can play a decisive role to the extent that
suitable individuals appear in crisis situations, individuals who use a visionary and
creative leadership which is influenced by the values in which people find themselves.
We can speak of a favourable direction in terms of development to the extent that the
leadership has the ability to influence social groups to act in a certain way as to
achieve certain goals shared by the group. The aim of our paper is to present some of
the current concerns regarding leadership and its evolution in relation to the
evolution of society in general starting from the dramatic changes occurring in the
economic, social, political, technological and cultural fields and also to highlight
some of the future directions of leadership. The research methodology is based on
literature review.
With increasing globalisation, the need is greater than ever to have Leaders and Managers who are equipped with skills and cultural awareness to deal with the environment effectively - particularly when you consider remote teams are more common than ever. This paper starts the debate and provides some food for though.
This document summarizes key findings from a SHRM survey on organizational commitment to diversity and inclusion. The main points are:
1) The majority of companies reported that human resources is responsible for implementing (65%) and leading (62%) diversity initiatives.
2) About 1 in 5 companies use internal diversity groups like committees or councils. These groups help augment business efforts for 72% of organizations that use them.
3) The percentage of organizations with staff exclusively dedicated to diversity dropped from 21% in 2005 to 13% in 2011.
The Joy of SX (Sustainable Talent Management Experiences)Vance Morosi
This guide is for HR thought leaders and practitioners, organizational leaders, and individuals who aspire for happiness in the world.
SX is an innovative model that promotes organizational success by suggesting sustainable talent management practices that align individual AND organizational needs around a common framework.
The Role of Women in Contemporary ManagementKirkBoxill
The document discusses the role of women in contemporary management. Traditionally, women were seen as homemakers but have since made major contributions to organizations through empowering themselves with education. It assesses how women have improved performance metrics at companies and identifies challenges they face such as work-life balance, sexual harassment, and lack of mentorship. Solutions discussed include legislative changes, flexible work policies, paid parental leave, and increased use of technology to help balance career and family responsibilities. While progress has been made, obstacles still remain for women in leadership.
Culture is a social value that helps coorporations together. • Culture functions as a semblance and control mechanism, guiding and shaping employee attitudes and behaviors. Culture improves company dedication and boosts employee behavior consistency.
The document discusses how sustainable development and corporate social responsibility (CSR) are increasingly important for businesses. It notes that stakeholders now expect companies to operate responsibly and honor ethical values. Embracing CSR and sustainability can benefit companies in many ways such as improving brand image, increasing sales and attracting employees. The document advocates that companies integrate social and environmental concerns into their core business to create long-term value for both society and their own organization.
This document outlines a presentation on developing workplace culture for sustainability partnerships. It includes sections on synthesizing literature on prominent sustainability agencies and identifying gaps. The original topic is how organizational development can help businesses prepare their workplace culture for partnerships with government agencies to address sustainability issues like climate change. The presentation provides background on organizational culture, sustainability, and how developing workplace culture can strengthen relationships between businesses and government agencies.
This document discusses managing diversity in the workplace. It defines diversity and outlines some of its benefits, including stimulating creativity and innovation. It also discusses challenges of managing a diverse workforce, such as resistance to change, and approaches for overcoming these challenges through practices like effective communication, training, and creating an inclusive environment. The document advocates treating all employees fairly and with respect to create a productive and successful diverse organization.
Managing Diversity – The Challenge For Indian IncShruti Bhatia
A management system that incorporates differences in a multicultural workforce can result in the highest productivity levels for both the organization and individuals. As workforces become more diverse due to factors such as increased mobility, more women and ethnic minorities, managing diversity effectively is important to avoid issues like resistance to change, resentment, and retention problems. Key steps include embracing diversity, recruiting broadly, providing training, sensitizing employees, and having inclusive policies that support diversity. Managing diversity well takes effort but can turn negatives into positives through unity.
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
This document outlines a course on Management of Diversity taught by Dr. Manishankar Chakraborty at Ibra College of Technology. It discusses the need for diversity management training, defines key concepts like the 4 layers of diversity, and outlines course assessments and activities. Practical activities included student exhibitions on diversity management and case studies analyzing diversity challenges and solutions at multinational companies like Microsoft. The document emphasizes developing an understanding of differences in a positive manner to effectively manage diversity in organizations.
Diversity can be defined as a mixture of people with different group identities within the same social system (Fluery, 1999). Diversity includes factors such as race, gender, age, colour, physical disability, ethnicity, etc. (Kundu and Turan, 1999).
Effective management of workforce diversity involves not only recruiting diverse employees but also retaining them. To increase retention rates, it is necessary to provide adequate training and development opportunities to employees. Diversity training has become common practice in organizations, which has been identified as a best practice (Lockwood, cited in Martin B. Kormanik and Harminder Chyle Rajan, 2010).
HOW TO DEVELOP A SUSTAINBLE HUMAN RESOURCE MANAGEMENT IN COMPANY.docxvermasuryansh619
This document provides an introduction to a book exploring how human resource management can develop sustainable business organizations. It discusses the limitations of traditional market models in ensuring long-term viability and the need to sustainably manage human resources. The introduction emphasizes the growing importance of sustainability for strategic human resource management goals like attracting talent, employee health and safety, skills development, and work-life balance. It promises to further examine the conceptual foundations of sustainability, sustainable development, and their relationship with human resource management.
Human Resource Management is an offshoot of the management discipline, which emphasis on how to attract, hire, train, motivate and retain employees. Skilled employees become a cause of competitive advantage in this global village, who continually faces the turbulent environmental changes taking place in the business world. The researcher found that Human Resource practices are too important to have an impact on the achievements of organizational objectives in the world of competition
HUMAN RESOURCE DEVELOPMENT (HRD) INTERVENTIONS IN ORAL HEALTH CARE SERVICESRuby Med Plus
Human resource development (HRD) interventions are needed in oral health care services to effectively manage changes. HRD involves assessing needs, setting objectives, delivering training methods, and evaluating outcomes in a cycle. It aims to develop individual, team, and organizational performance through activities like training, career development, and performance management. Dental organizations need HRD to develop employees' skills and handle the interface between staff and management through practices like career development and motivation. Adopting an open, trusting, and collaborative culture through HRD can benefit dental organizations in the long run.
This document summarizes a literature review examining the key role of sustainable human resource management (SHRM) in facilitating the attainment of sustainable development goals (SDGs). It discusses how SHRM can develop green strategies and implement socially and environmentally friendly practices through its operational and managerial responsibilities. The review identifies several theoretical perspectives used to conceptualize the relationship between SHRM and sustainability, such as stakeholder theory, resource-based view, institutional theory, and ability-motivation-opportunity theory. It analyzes the antecedents and outcomes of SHRM practices at both the HR and organizational levels.
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
Social innovation for sustainable livelihoodsGavin Melles
This document discusses social innovations for large-scale societal transformation through sustainable livelihoods and inclusive development. It provides examples of initiatives in India and Australia that have driven social change at scale, such as BRAC, Grameen Bank, SEWA in India, and the Centre for Appropriate Technology (CAT) in Australia. It emphasizes the importance of building local capacities, mobilizing community assets, and establishing partnerships and alliances to promote social transformation. Metrics are needed to measure social impact but should be used proportionately and distinguish accountability, management, and broader impact.
On the one hand, when leadership manifests itself, the roles assumed by the leader
are extremely important, but, on the other hand, the roles assumed by the members of
an organisation are important as well. “Shaping” the future is made starting from
several variables: the evolution of technology, the cultural conflicts, the uneven
economic developments, the diversity of contexts which very often do not depend on
“actors”, the quality of political leaders, and the complexity of social problems that
arise. In light of these variables, leadership can play a decisive role to the extent that
suitable individuals appear in crisis situations, individuals who use a visionary and
creative leadership which is influenced by the values in which people find themselves.
We can speak of a favourable direction in terms of development to the extent that the
leadership has the ability to influence social groups to act in a certain way as to
achieve certain goals shared by the group. The aim of our paper is to present some of
the current concerns regarding leadership and its evolution in relation to the
evolution of society in general starting from the dramatic changes occurring in the
economic, social, political, technological and cultural fields and also to highlight
some of the future directions of leadership. The research methodology is based on
literature review.
With increasing globalisation, the need is greater than ever to have Leaders and Managers who are equipped with skills and cultural awareness to deal with the environment effectively - particularly when you consider remote teams are more common than ever. This paper starts the debate and provides some food for though.
This document summarizes key findings from a SHRM survey on organizational commitment to diversity and inclusion. The main points are:
1) The majority of companies reported that human resources is responsible for implementing (65%) and leading (62%) diversity initiatives.
2) About 1 in 5 companies use internal diversity groups like committees or councils. These groups help augment business efforts for 72% of organizations that use them.
3) The percentage of organizations with staff exclusively dedicated to diversity dropped from 21% in 2005 to 13% in 2011.
The Joy of SX (Sustainable Talent Management Experiences)Vance Morosi
This guide is for HR thought leaders and practitioners, organizational leaders, and individuals who aspire for happiness in the world.
SX is an innovative model that promotes organizational success by suggesting sustainable talent management practices that align individual AND organizational needs around a common framework.
The Role of Women in Contemporary ManagementKirkBoxill
The document discusses the role of women in contemporary management. Traditionally, women were seen as homemakers but have since made major contributions to organizations through empowering themselves with education. It assesses how women have improved performance metrics at companies and identifies challenges they face such as work-life balance, sexual harassment, and lack of mentorship. Solutions discussed include legislative changes, flexible work policies, paid parental leave, and increased use of technology to help balance career and family responsibilities. While progress has been made, obstacles still remain for women in leadership.
Culture is a social value that helps coorporations together. • Culture functions as a semblance and control mechanism, guiding and shaping employee attitudes and behaviors. Culture improves company dedication and boosts employee behavior consistency.
The document discusses how sustainable development and corporate social responsibility (CSR) are increasingly important for businesses. It notes that stakeholders now expect companies to operate responsibly and honor ethical values. Embracing CSR and sustainability can benefit companies in many ways such as improving brand image, increasing sales and attracting employees. The document advocates that companies integrate social and environmental concerns into their core business to create long-term value for both society and their own organization.
This document outlines a presentation on developing workplace culture for sustainability partnerships. It includes sections on synthesizing literature on prominent sustainability agencies and identifying gaps. The original topic is how organizational development can help businesses prepare their workplace culture for partnerships with government agencies to address sustainability issues like climate change. The presentation provides background on organizational culture, sustainability, and how developing workplace culture can strengthen relationships between businesses and government agencies.
This document discusses managing diversity in the workplace. It defines diversity and outlines some of its benefits, including stimulating creativity and innovation. It also discusses challenges of managing a diverse workforce, such as resistance to change, and approaches for overcoming these challenges through practices like effective communication, training, and creating an inclusive environment. The document advocates treating all employees fairly and with respect to create a productive and successful diverse organization.
Managing Diversity – The Challenge For Indian IncShruti Bhatia
A management system that incorporates differences in a multicultural workforce can result in the highest productivity levels for both the organization and individuals. As workforces become more diverse due to factors such as increased mobility, more women and ethnic minorities, managing diversity effectively is important to avoid issues like resistance to change, resentment, and retention problems. Key steps include embracing diversity, recruiting broadly, providing training, sensitizing employees, and having inclusive policies that support diversity. Managing diversity well takes effort but can turn negatives into positives through unity.
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
This document outlines a course on Management of Diversity taught by Dr. Manishankar Chakraborty at Ibra College of Technology. It discusses the need for diversity management training, defines key concepts like the 4 layers of diversity, and outlines course assessments and activities. Practical activities included student exhibitions on diversity management and case studies analyzing diversity challenges and solutions at multinational companies like Microsoft. The document emphasizes developing an understanding of differences in a positive manner to effectively manage diversity in organizations.
Diversity can be defined as a mixture of people with different group identities within the same social system (Fluery, 1999). Diversity includes factors such as race, gender, age, colour, physical disability, ethnicity, etc. (Kundu and Turan, 1999).
Effective management of workforce diversity involves not only recruiting diverse employees but also retaining them. To increase retention rates, it is necessary to provide adequate training and development opportunities to employees. Diversity training has become common practice in organizations, which has been identified as a best practice (Lockwood, cited in Martin B. Kormanik and Harminder Chyle Rajan, 2010).
HOW TO DEVELOP A SUSTAINBLE HUMAN RESOURCE MANAGEMENT IN COMPANY.docxvermasuryansh619
This document provides an introduction to a book exploring how human resource management can develop sustainable business organizations. It discusses the limitations of traditional market models in ensuring long-term viability and the need to sustainably manage human resources. The introduction emphasizes the growing importance of sustainability for strategic human resource management goals like attracting talent, employee health and safety, skills development, and work-life balance. It promises to further examine the conceptual foundations of sustainability, sustainable development, and their relationship with human resource management.
Human Resource Management is an offshoot of the management discipline, which emphasis on how to attract, hire, train, motivate and retain employees. Skilled employees become a cause of competitive advantage in this global village, who continually faces the turbulent environmental changes taking place in the business world. The researcher found that Human Resource practices are too important to have an impact on the achievements of organizational objectives in the world of competition
HUMAN RESOURCE DEVELOPMENT (HRD) INTERVENTIONS IN ORAL HEALTH CARE SERVICESRuby Med Plus
Human resource development (HRD) interventions are needed in oral health care services to effectively manage changes. HRD involves assessing needs, setting objectives, delivering training methods, and evaluating outcomes in a cycle. It aims to develop individual, team, and organizational performance through activities like training, career development, and performance management. Dental organizations need HRD to develop employees' skills and handle the interface between staff and management through practices like career development and motivation. Adopting an open, trusting, and collaborative culture through HRD can benefit dental organizations in the long run.
This document summarizes a literature review examining the key role of sustainable human resource management (SHRM) in facilitating the attainment of sustainable development goals (SDGs). It discusses how SHRM can develop green strategies and implement socially and environmentally friendly practices through its operational and managerial responsibilities. The review identifies several theoretical perspectives used to conceptualize the relationship between SHRM and sustainability, such as stakeholder theory, resource-based view, institutional theory, and ability-motivation-opportunity theory. It analyzes the antecedents and outcomes of SHRM practices at both the HR and organizational levels.
This document summarizes the emerging challenges facing human resource management in the 21st century. It discusses three main challenges: 1) effective recruitment and selection is challenging due to globalization and potential for bias, 2) providing career development and growth opportunities to retain top talent as technologies and industries rapidly change, and 3) promoting an organizational culture and managing a heterogeneous workforce with diverse cultures, values, and backgrounds. The document analyzes each challenge and its implications for human resource managers.
This document discusses developing and retaining human capital as a challenge for human resources professionals. It outlines several reasons for employee turnover, including unclear job expectations, lack of growth opportunities, and poor work-life balance. It also notes that different generations have different needs that must be addressed. Common retention strategies mentioned include aligning employee goals with company goals, providing training and career development opportunities, offering competitive compensation and benefits, and ensuring good relationships with supervisors. Developing the right skills is important for human resources professionals to effectively implement different strategies for different employee groups and generations.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
Corporate social responsibility (CSR) is an evolving concept that involves businesses behaving ethically and contributing to economic development while improving quality of life. CSR relates to the triple bottom line approach of enhancing social, environmental, and economic outcomes. For inclusive development, CSR can play a vital role in extending government services and filling gaps. The triple bottom line and participatory approaches promote sustainability by balancing financial, social, and environmental responsibilities through stakeholder involvement.
This document discusses the past, present, and future of the human resources (HR) profession. It notes that while HR's past was humble, focusing on personnel matters, the present offers both opportunities and challenges to establish HR as a strategic partner. The future presents choices to further professionalize HR through standards, competencies, consistent education, professional development, and research. The document recommends actions for various stakeholders to develop the profession and address divisions within it.
ASSE - The Sustainability Professional, Taking EHS To The Next LevelHector Rodriguez
The document discusses sustainability and sustainability management. It defines sustainability as managing the impacts of human activity on vital capital stocks to ensure human well-being. Sustainability management involves studying and managing organizational impacts on environmental, economic, and social capital wherever it operates. The document argues that environmental, health, and safety professionals are well-positioned to take responsibility for developing and implementing sustainability strategies due to their experience managing capital impacts, which could enhance their careers and performance.
This document discusses issues in business governance following the Sarbanes-Oxley Act of 2002 in response to major corporate accounting scandals. It provides background on the role of businesses in the economy and the need for proper ethical governance. It discusses reactions to SOX through similar laws in other countries and debates around the costs and benefits. Finally, it calls for businesses to practice genuine corporate social responsibility, care for human capital, and support moral education in business schools.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
The document traces the history of human resource management from prehistoric times to the present. Some of the earliest examples of HRM principles included selecting tribal leaders and promoting health and safety among hunter-gatherer tribes. Formal HRM later emerged in ancient civilizations like Hammurabi's Code in Mesopotamia and practices addressing occupational health in ancient Rome and 16th century Germany. Modern HRM originated in the 19th-20th centuries with the rise of large corporations in the US and expanded studies of human relations and industrial psychology. Current trends include addressing talent shortages, virtual organizations, wellness programs, diversity, the impact of new technologies, and ensuring legal compliance. The future of HRM is predicted to involve
A STUDY OF MANAGEMENT BEHAVIORS OF MANAGERS WITHIN A NONPROFIT INS.docxransayo
A STUDY OF MANAGEMENT BEHAVIORS OF MANAGERS WITHIN A NONPROFIT INSTITUTION
TABLE OF CONTENTS
Acknowledgments
CHAPTER 1. INTRODUCTION
Introduction to the Problem 1
Background of the Study 3
Statement of the Problem 7
Purpose of the Study 7
Rationale 8
Conceptual Framework 8
Research Questions/Hypotheses 9
Nature of the Study 10
Significance of the Study 11
Assumptions 12
Limitations 13
Definition of Terms 13
Organization of the Remainder of the Study 14
CHAPTER 2. LITERATURE REVIEW
Introduction
Leadership
Nonprofit Organizations
Organizational Culture
Perceptions of Leadership and Management
Recommendations from Work Reviewed
Reflections and Insight
Conclusion
CHAPTER 3. METHODOLOGY
Introduction
Design of the Study
Population
Sample
Dependent Variable
Independent Variable
Test Factors
Reliability and Validity
Data Collection Procedure and Coding
Data Analysis Plan
Research Ethics and Protection of Subjects
Summary
CHAPTER FOUR. DATA COLLECTION AND ANALYSIS
Introduction
Response Rate
Descriptive Statistics
Research Questions
Hypothesis Testing
Summary
CHAPTER FIVE. DISCUSSION, IMPLICATIONS,
RECOMMENDATIONS
Introduction
Discussion and Conclusions
Limitations
Implications
Recommendations
Conclusion
References
ii
CHAPTER ONE: INTRODUCTION
Introduction to the Study
Guy, Newman & Mastracci, (2008) exposed that human service employees go through emotive labor. They decided that the most momentous defy in front of individuals working within the human service field is that workers who happen to be not wastefulin their work have less humane and considerate traits. Lea.
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.
Building Leaders for Corporate Social Responsibility (CSR): A Case Studypaperpublications3
Abstract: According to UN, Corporate Social Responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is an approach which helps a company to achieve a balance of economic, environmental and social constraints popularly known as “Triple-Bottom-Line- Approach”, by addressing the expectation of shareholders and stakeholders at the same time. The HR Manager is responsible to a wide ranging group of employees, communities, and investors. With the impact of information technology and globalization there has been a change in nature of these affairs which is affecting corporate performance. As Hilton and Gibbon (2002) said that Corporate Social Responsibility requires Corporate Social Leadership. This concept has achieved greater consequence due to its importance for growth of the society and its people in particular. This article aims at studying the role of Leadership for CSR, the Leadership practices for CSR Leaders and to study the implication required in converting managers to CSR Leaders. The study is poised basically from journals, conference proceedings, business article etc. The aim of article is to emphasize the importance of CSR leaders towards the progress of the society and for a better planet.
Keywords: Corporate Social Responsibility, Economics and Managing Business, Leadership.
Title: Building Leaders for Corporate Social Responsibility (CSR): A Case Study
Author: Dr. Kishore Kumar Das, Sasmita Sahoo
ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Paper Publications
This document discusses definitions of global human resource management, cultural values, multinational corporations versus global corporations, expatriate management, global talent management, and labor relations. It also provides an example of FedEx's human resource best practices, which include its people-service-profit philosophy, recruitment and training programs, performance appraisals, and efforts to create an employee-friendly work environment. The conclusion states that globalization requires organizations to be more advanced and willing to take risks to compete at the global level.
Similar to Sustainable_Approaches_to_HR_20June2013_v0.2 (20)
2. Sustainability is generally defined as the “ability to meet the needs of the present
without compromising the ability of future generations to meet their needs.”
http://www.un-documents.net/ocf-02.htm
Defining Sustainability
Reproduced from Chapter 5 in “Managing Human Resources for Environmental Sustainability” by Jackson, Ones and Dilchert (2012)
3. However - Sustainable human resource management (HRM) is usually defined as
“…using the tools of HR to create a workforce that has the trust, values, skills and
motivation to achieve a profitable triple bottom line” (the simultaneous delivery of positive
results for people, planet and profit, according to SHRM, 2011)
Yet, making sustainability actionable and tangible is much harder than adding words to
the mission statement. Simply attaching the word “strategic” to HRM failed to accomplish
real change, and simply attaching the word “sustainability” to HRM may similarly raise
expectations without results (Boudreau, J. W. (2003).
Definitions of Sustainable HRM
4. Firstly - using HR to promote corporate sustainability by hiring, developing, measuring
and rewarding people for achievements in sustainability / CSR / CSI / CSV
Secondly - ensuring the sustainability of the HR function within the organisation by
emphasising its strategic relevance
4
So – Currently Sustainable HR Management is …
5. This means both managing Human Capital in a sustainable way, and supporting broader
sustainability with HRM practices ... for example:
Sustainable Management of HRM
• Recruitment and Talent Management
• Competency development
• Employee Lifecycle Management and Outplacement
Supporting Sustainability with HRM
• Sustainable Compensation and Performance Management
• Driving Employer Branding and Diversity
• Promoting Collaboration and Partnering
• Supporting Organisational Learning and Knowledge Management
What is a sustainable approach to HRM?
6. "Forward thinking HR leaders in triple bottom line sustainability focused organizations can
use the framework" they have at their disposal "to bring clarity to the strategic dialogue in
their companies, and can help build the alignment capacity to convert dialogue into
action" (Colbert, et al, 2007).
Very few HR professionals are well skilled in sustainability. "As a result, business
decisions about critically important sustainability issues may be missing the input of those
who have a deep understanding of implicit HR challenges." (Wirtenberg, et al, 2008)
HR’s Role in Building a Sustainable Enterprise: InsightsFrom Some of the World’s Best Companies. Wirtenberg, Harmon,
Russell and Fairfield Human Resource Planning 30.1 and also
http://www.valuesbasedleadershipjournal.com/issues/vol4issue2/sustainability.php 6
HR Supporting Sustainability of the Organisation
7. The HR function is critical to achieving success in a sustainability-driven organization.
Sustainability practice pervades every aspect of doing business and needs to be
embedded across an organization at all levels, becoming an ongoing change process.
Since the prime focus and skills of HR professionals include organizational process,
change management and culture stewardship, they should take a leading role in
developing and implementing sustainability strategy.
Examples of sustainable HRM practices include:
Encouraging employees, through training and compensation, to find ways to reduce the
use of environmentally damaging chemicals in their products.
Assisting employees in identifying ways to recycle products that can be used for
playgrounds for children who don’t have access to healthy places to play.
Designing a company’s HRM system to reflect equity, development and well-being, thus
contributing to the long-term health and sustainability of both internal (employees) and
external communities.
Emphasizing long-term employment security to avoid disruption for employees, their
families and communities.
SHRM Foundation Executive Briefing “ HR’s Role in Corporate Social Responsibility and Sustainability”2011 7
HR’s Role in Supporting Sustainability as an Approach
8. 8
HR supporting Organisational Approaches
SHRM Foundation Executive Briefing “ HR’s Role in Corporate Social Responsibility and Sustainability”2011
9. When companies are able to reduce their costs and increase their sales via their
sustainability initiatives, the surrounding communities benefit. Not only are there
decreases in water and air pollution, but when the companies are financially healthier,
there is less of a need for layoffs and unemployment compensation, the local tax base is
greater, people have more spending money, and that supports increases in regional
commercial development.
To the extent that general managers, Sustainability Coordinators, and Human Resource
executives can take a comprehensive, Strategic HR approach by incorporating many of
the components described above, their organization can achieve a sustainability culture,
leading to sustainable financial success for the organization, and for the surrounding
community.
The Role of HR in Achieving a Sustainability Culture, Liebowitz, 2010 9
HR Building a Culture of Sustainability
10. Today, Sustainability is typically connected to HRM through the traditional HR paradigm –
service delivery, client satisfaction, and HR policies and practices, such as child labour,
worker representation, health and safety.
Significant evidence suggesting that human resource practices do, indeed, associate with
financial outcomes, though whether they cause changes in financial outcomes remains
unclear.
“Sustainability” is increasingly stated as an organizational goal, and incorporated into
organizational mission statements. Yet, without a deep and logical connection between
the talents of the organization and specific and measurable sustainability outcomes, such
statements can easily become empty rhetoric.
A talent decision science articulates the connections between HR investments, their effect
on human capacity, and the impact of human capacity on core processes and resources
that most affect sustainable strategic success (Boudreau & Ramstad, 2002).
Boudreau, J. W. (2003). Sustainability and the talentship paradigm: Strategic human resource management beyond
the bottom line
10
Relevance of Strategic HRM in Corporate Sustainability
11. Firstly - using HR to promote corporate sustainability by hiring, developing, measuring
and rewarding people for achievements in sustainability / CSR / CSI / CSV
Secondly - ensuring the sustainability of the HR function within the organisation by
emphasising its strategic relevance
And Thirdly – managing human resources in a sustainable fashion
(this is my addendum and the core of my presentation today)
11
So – Sustainable HR Management is …
12. The world has changed. We are no longer living on a planet relatively empty of humans
and their artefacts, but rather in the “Anthropocene era” (Crutzen, 2002), in a full world,
where what we do can dramatically alter our life-support systems.
All our traditional economic models and systems were developed in a world empty of
humans and full of resources. We now need a different view of our economy, one that
“…respects planetary boundaries, that recognizes the dependence of human well-being
on social relations and fairness, and that recognizes that the ultimate goal is real,
sustainable human well-being, not merely growth of material consumption”
Businesses being wasteful with resources (natural and human among others) might have
made sense when there appeared to be a limitless supply. For example, many people
‘benefiting’ from the asset bubble of property and commodities in the first decade of the
21st century did not worry about the unsustainability of continuing large scale
consumption of goods, services and debt until the financial and economic crises started in
2007. The consequences of such consumption without balancing renewal or reproduction
had widespread implications for current and future generations especially in Europe and
the USA. HRM contributed to the bubble through rewards given for short term illusions of
performance which turned out to not reflect the reality of value creation and for plundering
pension resources of current and former employees so that the remainder is insufficient
to meet the pension commitments. (Ehnert and Harry, 2012)
“Building a Sustainable and Desirable Economy-in-Society-in-Nature”Costanza et al, 2012, New York. United NationsDivision for
Sustainable Development. 12
Setting the Scene – What’s Changed in the World Economy?
13. As the world struggles to emerge from the global crisis, some 200 million people—
including 75 million under the age of 25—are unemployed. Many millions more, most of
them women, find themselves shut out of the labour force altogether. Looking forward,
over the next 15 years an additional 600 million new jobs will be needed to absorb
burgeoning working-age populations, mainly in Asia and Sub-Saharan Africa.
The distribution of jobs within society—and perceptions about who has access to
opportunities and why—can shape expectations for the future and perceptions of
fairness. Children’s aspirations may be influenced by whether their parents have jobs and
the types of jobs they have.
Over and above the obvious economic benefits of employment, jobs influence how people
view themselves, how they interact with others, and how they perceive their stake in
society. Jobs also can have collective consequences. They can shape how societies
handle collective decision making, manage tensions between diverse groups, and avoid
and resolve conflicts.
World Bank. 2012. World Development Report 2013: Jobs. Washington, DC: World Bank.
13
Setting the Scene – And So?
14. To achieve the NDP’s economic goals by 2030:
The SA economy has to increase 2.7 times
Real per capita income has to increase 2.4 times
People employed have to increase from 13 million to 24 million
Capital formation needs to increase from 17% to 30% of GDP
Exports need to grow by 6% a year
In order to achieve this, the SA business sector will have to triple in size
BusinessLeadership South Africa Review 2012
14
…we need to use a different road
In South Africa, To Get to Where We Want to Go…
16. For example, in the Mining sector - the most sustainable beneficial legacies that community
development programs around a mining operation may leave are in the skills and capacities
that training, employment, and education programs for local people provide.
The essential element of a sustainable community development program is that it can
survive without input from a mining company, especially after the mining project is finished.
Thus, community sustainability can be supported by mining practices that help convert one
local asset, non-renewable natural resource capital, into another local asset, sustainable
human and social capital.
It is important to note that in South Africa, with its migrant labour system, very often each
mine impacts two communities; the community living in the shadow of the mine headgear
and also the community in the labour sending area, bereft of its menfolk and economically
deprived.
CommunityDevelopment Toolkit, ICMM
16
But We Need to Build a Sustainable Labour Ecosystem
17. “Send forth thy bread on the face of the waters, For in the multitude of
the days thou dost find it”
Ecclesiastes 11 verse 1 from Young’s Literal Translation http://yltbible.com/ecclesiastes/11.htm
We can no longer afford to have a narrow and mostly internal focus on skills
development. Research in Canada and Australia has shown that social capital is a
necessary condition for sustainable community development as it enhances linking ties
that increase access to resources outside the community (Dale and Newman, 2008 from
Community Dev. J. (2010) 45 (1):5-21)
As an example – while mines become more automated, by definition they will directly
employ less and less members of the community. Also, many mines are in remote and
inhospitable regions, which often means that once the mine closes the surrounding
community perishes. So we cannot afford to simply train a few local people in mining
skills and expect that to be good enough. Even the addition of some portable skills and
adult basic education does not discharge our moral responsibilities.
17
In the Future, No More T- Accounting Approach to Skills
18. “Even the most malleable minds can only attend to so much. With 25 billion gigabits of
digital information getting created every day, each of us is becoming ignorant faster.
Senior executives have limited time and attention.A problem or an opportunity has to be
big to elbow its way into a CEO's consciousness — and by the time it does, it's often too
late for the organization to intercept the future.
In the future, a company that strives to build a leadership advantage will need more than
a celebrity CEO and a corporate university that serves up tasty educational morsels to the
"high potentials."
It will need an organizational model that gives everyone the chance to lead if they're
capable; and a talent development model that helps everyone to become capable.”
Gary Hamel and Polly LaBarre, 2013, from http://blogs.hbr.org/cs/2013/04/where_does_leadership_sit_in_y.html
18
Everyone is a Leader
19. "Skills have become the global currency of the 21st century. Without proper investment in
skills, people languish on the margins of society, technological progress does not
translate into economic growth, and countries can no longer compete in an increasingly
knowledge-based global society. The OECD Skills Strategy is designed to help
countries build better skills policies and turn them into jobs, growth, and better lives." - Mr.
Angel Gurría, Secretary-General of the OECD.
Does South Africa invest enough in education and training? South Africa spent 4.8%
of its annual income on education in 2009, compared to the OECD average of 6.2%.
How smooth is the transition from school to work for South Africa’s youth? In 2012,
the unemployment rate of South Africa’s youth was 49.2%, a high rate compared with the
OECD average of 17.1%
Is there scope to improve skill utilisation among South Africa’s youth? The
participation rate for youth (aged 15/16-24) was 26% in 2011. In 2009, the rate of South
Africa’s youth neither in employment nor in education or training (NEET) was 32.8%,
nearly double the OECD average of 18.6%.
To what extent are South Africa’s older workers supplying their skills to the labour
market? In 2011, only 40% of people aged 55 to 64 were in the labour force, compared to
an OECD average of 58%
http://skills.oecd.org/informationbycountry/southafrica.html
19
Everyone Needs Skills Development
20. The pool of talent within South African society is nowhere near sufficient to meet our
needs. We need to engage with learning institutions to co-develop curricula, internships
and work exposure programs
Co-operative education programmes are instrumental in creating a talent pool, and afford
programme participants the opportunity to clarify their career choices by being exposed to
workplace realities.
For example, Boeing Co. embarked on a partnership with Delaware County Community
College in 2005 after it could not find enough workers skilled in sheet metal assembly and
composite fabrication, even after drawing from its own ranks of previously laid-off
workers. Boeing worked with the community college to create an instructional program
and then enrolled new hires in it, or sent other employees for retraining.
Even if they will not get a chance to hire bright high school students for several years
while they are in college, companies want to get on the students' radar screens early.
Lockheed Martin Corp sponsors teams at two area high schools who participate in the
First Robotics engineering competition.About 80 minority students from eight area high
schools spend 11 weeks at Lockheed learning about engineering. So eager is Lockheed
to cultivate its future science workforce that it sends volunteers into second- and third-
grade classes at elementary schools to act as reading mentors for age-appropriate
selections about technology
https://ujdigispace.uj.ac.za/bitstream/handle/10210/2731/Contribution%20of%20cooperative%20education%20in%20the%20gro
wing%20of%20talent.pdf?sequence=1 and http://articles.philly.com/2008-06-12/news/24990276_1_charter-school-minority-
students-reading-mentors 20
Town and Gown - Co-operative Education
21. It is my contention that we need to adopt a completely different approach to the way we
think about our talent pipeline; the way we think about developing leadership skills in our
organisations; the way we interact with learning institutions.
If we ask a Talent Director to define talent, we will likely get the definition from
dictionary.com, where talent is defined as both:
A specialnaturalability –or-
A capacityfor achievementor success.
‘If we take a more practical approach to talent in business, we might define talent as
“anything that predisposes an individual to success in a position or organization.” Said
another way, talent is situational’ (Jason Lauritzen, 2010 from http://www.hci.org/blog/what-talent).
In my own layman’s language then, we define talent as being that skill needed to succeed
in our organisations as they are currently. If we ask the young new entrants to the
organisation what talent is, they will say “I have talent! Recognise me! Develop me!”
There is an inevitable difference between the two views. We in business are tending to
classify humanity as whether or not they are “good for something”; turning them into
Heidegger’s “standing reserve”, not good in and of themselves but only good to the extent
with which they meet our needs.
21
So What Else Do We Need to Do Differently?
http://www2.hawaii.edu/~zuern/demo/heidegger/guide5.html
22. If you are fishing you will be using Help Wanted placards, want ads, billboards, radio ads
and job postings on job sites, job/career fairs and college recruiting. They fill about a third
of all jobs. Like fishing, they assume that most any catch will work. They involve a lot of
waiting or, if you are using a net, a lot of sorting to find the tasty fish and get rid of the not
so tasty.
When you are hunting, you are focused on a particular group with particular
characteristics. You don’t ask your engineers for referrals to accounting people. You are
using professional networking sites for the data, old-school recruiting (be it in-house,
contingency or retained, or the services of an unbundled search service) and the use of
employee referrals and referral programs. You are the one moving toward the object of
your desire, but still standing far enough off that they don’t spook. These methods fill
about a third of the jobs as well.
Training programs for your current and prospective employees, choosing an internal
candidate, having an interactive web presence including your website, blog, LinkedIn
presence, Facebook presence, Twitter and even a YouTube presence are all farming or
husbandry methods and fill the last third. With “farming” you have a bit more control. You
can engage with the right people before you need them, establish a “pipeline” and
become better known as a company that values its employees.
http://hamptonexecutivesearch.com/tools-and-classes/talent-acquisition-are-you-fishing-hunting-or-farming/
22
Talent Acquisition – Hunting, Fishing or Farming?
23. “A community is about shared values and a conscious choice to live in that location.A
citizen of a community contributes to it in terms of communication (conversation),
collaboration and the common good. A talent community has those ingredients as its
cornerstone; developing, implementing and building online talent communities for targeted
talent shares common interests and values to create and grow relationships” (Marvin Smith,
from http://talentcommunity.net/2012/01/10/what-is-a-talent-community/).
Relationships are built with a talent community primarily through content. While recruiting
has a vested interest in marketing jobs to the target audience, research indicates that
profession or affinity focused content is more effective. In other words, it is better for your
organization to be seen as sharing an affinity for the community as opposed to just giving
them a job feed.
http://www.citehr.com/377200-difference-between-talent-pools-talent-communities.html
23
Talent Pool vs. Talent Community
24. Attraction, Retention and Sustainability
In a survey commissioned by National Geographic magazine in February 2008, more than
80% of U.S. workers polled said they believe it is important to work for a company or
organisation that makes the environment a top priority.
Latest research from the Kenexa Institute suggests that “...an organisation’s business
choices that support the environment such as recycling, energy conservation and vendor
selection have a significant influence on employees’ engagement levels”
An integrated report is a new requirement for listed companies in South Africa (King III,
2010)
The over 450 companies listed on the Johannesburg Stock Exchange (JSE) will be
required to produce an integrated report in place of their annual financial report and
sustainability report.An integrated report gives users an all-round view of the company by
including social, environmental and economic performance along with the company’s
financial performance.
25. “Human resources are like natural resources; they're often buried deep. You have to
go looking for them, they're not just lying around on the surface. You have to create
the circumstances where they show themselves.” Ken Robinson
I believe we as HR professionals have lost our moral sense.As long as we try to be better
at accounting than the finance department we will never be able to draw the organisation
into a new way of operating and thinking.
So our new mantra should be “ Everyone’s talent; employees are still part of our community
even after they leave us; we need to develop the entire ecosystem in which we operate and
not just those parts that are immediately useful to us; we need to collaborate with learning
institutions to develop content and assessments and we need to open our doors and
resources to the community at large.”
As a proverb says ‘Give a man a fish and you feed him for a day. Teach a man how to fish
and you feed him for a lifetime’. However, sustainability is not about learning ‘how to fish’
but about understanding what the fish itself needs to grow and reproduce itself – and to
make sure that these conditions are sustained.(Ehnert and Harry, management revue,
23(3), 221-238)
Contact me at zimpsych@hotmail.com if you’d like to collaborate on developing thisline of thinking more
25
So What’s Stopping Us?