Refine your search
Collections
Co-Authors
Journals
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Sarkar, Shulagna
- Integrating Hr Functions for Sustainability
Abstract Views :303 |
PDF Views:5
Authors
Affiliations
1 Director, Institute of Public Enterprise, Hyderabad
2 Assistant Professor, Institute of Public Enterprise, Hyderabad
1 Director, Institute of Public Enterprise, Hyderabad
2 Assistant Professor, Institute of Public Enterprise, Hyderabad
Source
Drishtikon: A Management Journal, Vol 4, No 2 (2013), Pagination:Abstract
Sustainability has become a business imperative and many organizations are making signifcant investments in this space. A sustainable business stands an excellent chance of being more successful tomorrow than it is today, and remaining successful, not just for months or even years, but for decades or generations. HR has an important role in the increase of the return from the initiatives. The role of HR in an ever changing scenario has become more crucial and challenging. The greatest challenge for HR professionals is to ensure the involvement of people to establish a sustainability culture. The objectives of this paper are to unfold the best practices in HR for sustainability and to develop a model emphasizing on integrating the HR functions for sustainability. The paper shares the areas of initiatives that can be taken by corporate to establish a sustainability culture.
References
- Ashley, C. & Carney, D. (1999). Sustainable Livelihoods: Lessons from early experience. London: Department for International Development
- Batchelor. & Norrish. (2002). Sustainable information communication technologies: Sustainable initiatives. Retrieved from http://sustainableicts.org/Sustainable.htm (accessed on 23rd June, 2012)
- Bolch, M. (2008). Speaking green. HR Magazine, June, 58-61.
- Boudreau, W. (2003). 'Sustainability and the talentship paradigm: Strategic human resource management beyond the bottom line' , CAHRS Working Paper Series 40.
- Budhwar, P. (2000). Strategic integration and development of human resource management in the UK manufacturing sector. British Journal of Management, 11(4), 285-302.
- Choudhury. (2004). Organization 21 C. Pearson Education, Singapore.
- Dunphy, D., Griffths, A. & Benn, S. (2003). Organizational change for corporate sustainability. London: Routledge.
- Goleman, D. (2010). Why leading sustainability matters more than ever. People & Strategy, 33(1), 7-8.
- Huang, T. C. (2000). Are the human resource practices of effective frms distinctly different from those of poorly performing ones? Evidence from Taiwanese enterprises. International Journal of Human Resource Management, 11(2), 436-451.
- Interactive Sustainability Report. (2011). Retrieved from www.sustainability. Daimler.com/Daimler/annual/2011 (accessed on 19th December, 2011]
- Johansson, F. (2006). The Medici Effect. Boston: Harvard Business School Press.
- Knabe, F. & Nkoyok, J. (2006). Overcoming barriers: Promoting women's local knowledge. KM4D Journal, 2(1), 8-23.
- Laff, M. (2009). Triple bottom line: Creating corporate social responsibility that makes sense, T + D. February, 34-39.
- Liebowitz, J. (2010). The role of HR in achieving a sustainability culture. Journal of Sustainable Development, December, 3(4), 51-54.
- McDonough, W. & Braungart, M. (2002). Cradle to cradle: Remaking the way we make things. New York: North Point Press.
- Mediratta, B. (2007). The google way: Give engineers room. New York Times, October 21.
- Society for Human Resource Management. (2008). Green workplace survey, January.
- Savitz, A. & Weber, K. (2006). The Triple Bottom Line (pp. 12). San Francisco: John Willey and Sons
- Simula, H., Lehtimaki, T. & Salo, J. (2009). Managing greenness in technology marketing. Journal of Systems and Information Technology, 11(4), 331-346.
- Stubbings, A. (2011), Embedding sustainability - It's a people thing. HR Magazine.
- Tapia, I. M., Correa, J. A. & Sanchez, R. (2008). The relationship between high performance work systems and proactive environmental management. In Wustenhagen, R., Hamschmidt, J., Sharma, S., and Starik, M. Cheltenham (Eds.), Sustainable innovation and entrepreneurship (pp. 197-224). UK: Edward Elgar.
- Teo, S. (2000). Evidence of strategic HRM linkages in eleven Australian corporatized public sector organizations. Public Personnel Management, 29(4), 557-575.
- Ulrich, D. (1997). Human resources champions. Boston: Harvard Business School Press.
- Ulrich, D., Brockbank, W. & Allen, J. (2009). HR transformation. TMTC Journal of Management. July
- Vodafone Sustainability Report. (2010). Retrieved from http://www.vodafone.com/content/dam/vodafone/about/sustainability/reports/2010-]11_vodafone_sustainability_report.pdf (accessed on 29thDecember, 2011)
- Vosburgh, R. M. (2006). Articles. Human Resource Planning, 9(1), 1-14.
- Wirtenberg, J., Harmon, J., Russell, W. G. & Fairfeld, K. D. (2007). HR's role in building a sustainable enterprise: Insights from some of the world's best companies. Human Resource Planning, 3 (1), 10-20.
- Competency Mapping- Rejuvenating 'Knowledge Based Development'
Abstract Views :329 |
PDF Views:0
Authors
Source
Drishtikon: A Management Journal, Vol 1, No 2 (2010), Pagination: 435-464Abstract
Many organizations In India are working on knowledge management; yet there are smaller manufacturing units which are burdened with performance problems of employees and they are unable to focus on knowledge driven approaches. The paper presents a knowledge based development (KBD) conceptual model for organizations at inter-organizational level by using competency management. Various tools like questionnaires and psychometric tests, direct observation and job analysis were used as a part of competency mapping to collect data. The emphasis of the research lied on designing a model for assistance to the sample organizations in maintaining knowledge based focus for the various HR areas. Knowledge based development was observed on applying the model. The findings are measured and limited to individual employees only. The development in both organizational and work process level is not measured and is thus a scope of researchers to elaborate the developments at all levels.Keywords
Knowledge Management, Knowledge Based Management, Competency, Competency MappingReferences
- Aczel, A. and Sounderpandian, J. 2002. Complete Business Statistic, (5e), TMH, New Delhi
- Beck, S. 2003. "Skill and Competence Management as a base of an integrated personnel development (IPD) A project in the Putzmeister inc/Germany", Journal of universal Computer Sciences, 9 (12): 1381-1387.
- Berio, G. and Harzallah, M. 2005. "Knowledge Management for Competence Management", Journal of Universal Knowledge Management, Proceedings of I-KNOW ’05Graz, June 29 - July 1, 2005, Know-Center and Graz University of Technology, Austria : 154 -161
- Boyatzis, R. 1982. The Competent Manager, A model for effective performance, John Wiley, New York, NY
- Hamel, G. and Prahalad, C.K. 1994. Competing for the future, Harvard Business School Press, Boston.
- Hannula, M., Kukko, M., Okkonen, J. 2003. "The Fourth perspective Knowledge Management in Human Resoures Context", In: Putnik, G.D., & Gunasekaran, A. (eds.) Business Excellences I, Performance Measures, Benchmarking and Best Practices in New Economy,: 362-367. available at: http://www.tut.fi/units/tuta/teta/mittaritiimi/julkaisut/4thperspective.pdf (accessed on 7 October, 2007)
- Harzallah, M. and Vernadat, F. 2002. "IT based Competency Modeling and Management: from Theory to Practice in Enterprise Engineering and Operations", In Computers in Industry, 48 :157-179.
- Harzallah, M. and Berio, G. 2004. "Competency Modeling and Management: A case study", In proceedings of the 6th International conference on enterprise information system (ICEIS’ 04), University of Portucalense, Porto, April 13-16, : 350- 358.
- Harzallah, M. and Berio, G. 2005. "Knowledge Management for Competence Management", Journal of Universal Knowledge Management, 0 (1) : 21-28.
- Hong. J, Stahle. P, 2005. "The coevolution of knowledge and competence management", International Journal of Management Concepts & Philosophy, 1(2) : 129-145.
- Karen, L. 2005, Human Resource Management: Rhetorics and Realities, Anniversary Edition Palgrave, London.
- Mallikarjunan, K. 2005. "Training & Development Knowledge Society", HRM Review, ICFAI University Press, 5(10): 61-68.
- Morgan, G. 1988. Riding the Waves of Change: Developing Managerial Competences for a Turbulent World, Jossey- Bass, Oxford.
- Nonaka, I. 1991. "The knowledge creating company", Harvard Business Review, Vol. 69, November- December : 96 -104.
- Norton, D.P. and Kaplan, R.S. 1996. The Balance Scorecard: translating strategy into action, Harvard Business school Press, Boston, MA.
- Sandberg, J. 2000. "Understanding Human competence at work: an interpretative approach", Academy of management Journal, 43(1),: 9 -25.
- Vernadat, F.B. 1996. Enterprise modeling and integration- principles and application, Chapman & Hall, London.
- Vasconcelos, J., Seixas, P. and Lemos, P. 2005. "Knowledge management in Non-Governmental Organizations- A partnership for the future", Proceedings of the 7th International Conference on Enterprise Information systems (ICEIS 2005), Miami, USA, May 24-28, ISBN-972-8865-19-8.
- Yu, E. 1999. "Strategic modeling for Enterprise Integration", In proceedings of the 14th world congress of international Federation of automatic control (IFAS’99), Beijing, China, Permagon Elsevier Sciences,: 127-132.