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Sustainable HRM in the US

In: Sustainability and Human Resource Management

Author

Listed:
  • Sully Taylor

    (Portland State University)

  • Caroline Lewis

    (Hitachi Consulting)

Abstract

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

Suggested Citation

  • Sully Taylor & Caroline Lewis, 2014. "Sustainable HRM in the US," CSR, Sustainability, Ethics & Governance, in: Ina Ehnert & Wes Harry & Klaus J. Zink (ed.), Sustainability and Human Resource Management, edition 127, pages 297-314, Springer.
    • Handle: RePEc:spr:csrchp:978-3-642-37524-8_13
    DOI: 10.1007/978-3-642-37524-8_13
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    Cited by:

    1. Jesús Barrena‐Martínez & Macarena López‐Fernández & Cristina Márquez‐Moreno & Pedro Miguel Romero‐Fernández, 2015. "Corporate Social Responsibility in the Process of Attracting College Graduates," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 22(6), pages 408-423, November.

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