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.
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Notes
- 1.
CSR was defined using 46 different components divided into four indices, economic responsibility towards customers, social responsibility towards employees and community and environmental responsibility towards the environment.
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We gratefully acknowledge the invaluable assistance of Anna Abatzoglou.
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Taylor, S., Lewis, C. (2014). Sustainable HRM in the US. In: Ehnert, I., Harry, W., Zink, K. (eds) Sustainability and Human Resource Management. CSR, Sustainability, Ethics & Governance. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-37524-8_13
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