The model of negative externality for sustainable HRM

Book chapter

Mariappanadar, Sugumar. (2014). The model of negative externality for sustainable HRM. In In I. Ehnert, W. Harry and K. J. Zink (Ed.). Sustainability and Human Resource Management pp. 181 - 204 Springer. https://doi.org/10.1007/978-3-642-37524-8_8
AuthorsMariappanadar, Sugumar
EditorsI. Ehnert, W. Harry and K. J. Zink
Abstract

Although human resource management (HRM) literature has provided abundant insight into strategies used to improve employee effectiveness for company performance, relatively limited research exists on the harm or negative externality that those HRM practices can have on employees and the community. This article explores the negative externality of HRM practices that is imposed by organizations on employees, their families and communities. A conceptual model of negative externality for Sustainable HRM is proposed to provide a framework for HRM practitioners and researchers to understand the resulting harm of some HRM practices on employees, their families and communities. To highlight the practical implications of the model, downsizing, a widely used business turnaround strategy to improve business efficiency, is analyzed for its negative externality. Subsequently, the role of Sustainable HRM practices which can minimize such harm is examined. Practical and empirical implications of the negative externality of HRM practices are explored.

Page range181 - 204
Year2014
Book titleSustainability and Human Resource Management
PublisherSpringer
Place of publicationGermany
SeriesCSR, Sustainability, Ethics & Governance
ISBN9783642375231
Digital Object Identifier (DOI)https://doi.org/10.1007/978-3-642-37524-8_8
Research GroupPeter Faber Business School
Publisher's version
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