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This is a comprehensive book that will enhance your understanding and enable you to design and implement HRM practices for achieving organizational financial performance without compromising on stakeholders’ wellbeing. It illustrates various domains of Sustainable HRM with sound theories to shape HRM practices with pro-organizational, social and environmental values. ― Klaus J. Zink, University of Kaiserslautern, Germany
Sugumar Mariappanadar guides readers with clarity of purpose and direction through and beyond the layers of controversy-and opportunity-that HRM thinking and practices labelled as ‘sustainable’ can offer. The author’s open and engaging style draws readers in, informs them comprehensively about strategic contexts for sustainable HRM, and allows them spaces to reflect critically on their own values in relation to current HRM practice and research. With this book, Dr Mariappanadar will both prompt and satisfy the curiosity of students and of practitioners of HRM as they prepare for an increasingly complex future. ― Keith Jackson, SOAS University of London, UK; Kobe University, Japan
This inspirational book makes an exciting scholarly contribution to an increasingly important debate on the intersection between the management of human resources and the creation of sustainable organisations. Expertly analysed, it will appeal to students, scholars, policy makers and the wider business and social science community. ― Thomas Lange, Middlesex University, UK
Sugumar Mariappanadar has written a thoughtful and strategic book which will certainly become essential reading in its field. It marries high level incisive scholarship with enlightening cases of companies which have adopted proactive policies in term of HRM sustainability. I am sure it will generate many new ideas about the manner to sustainably conduct people management, in itself a key element in achieving global sustainability. ― Philippe Debroux, Soka University, Japan
This topical book shows how the challenges of sustainable HRM can give rise to paradoxes in the implementation of new practices and how managers can handle the tensions that may arise. It is welcome and timely, especially as the book takes an analytical, rather than a prescriptive approach. ― Greg J. Bamber, Monash University, Australia





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