Pub Date : 2024-03-29DOI: 10.1177/23970022241240589
Levent Yilmaz, Julia Brandl
Pay disclosure aims at closing the gender pay gap by providing employees especially women with better salary knowledge, yet the effectiveness of employers’ practices is little understood. We use a lab-in-the-field experiment where participants estimate the salaries for several common pay statements for job offers which employers use in the context of the legislation in Austria. Our study with management students ( n = 385) shows that employer practices offer no solution to the problem of gender differences, except for the practice of salary range. The replication of the experiment with the real job seekers ( n = 242) demonstrates that gender differences disappear also for some practices, but not for the practice of mentioning excess payment (or overpay) options, which is common in Austria. This means that legislation addresses the gender gap most effectively when it encourages employers to display the salary range.
{"title":"Does pay disclosure in job offers remove gender differences in pay estimations? Evidence from an experiment with students and job seekers in the context of Austria","authors":"Levent Yilmaz, Julia Brandl","doi":"10.1177/23970022241240589","DOIUrl":"https://doi.org/10.1177/23970022241240589","url":null,"abstract":"Pay disclosure aims at closing the gender pay gap by providing employees especially women with better salary knowledge, yet the effectiveness of employers’ practices is little understood. We use a lab-in-the-field experiment where participants estimate the salaries for several common pay statements for job offers which employers use in the context of the legislation in Austria. Our study with management students ( n = 385) shows that employer practices offer no solution to the problem of gender differences, except for the practice of salary range. The replication of the experiment with the real job seekers ( n = 242) demonstrates that gender differences disappear also for some practices, but not for the practice of mentioning excess payment (or overpay) options, which is common in Austria. This means that legislation addresses the gender gap most effectively when it encourages employers to display the salary range.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"72 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140366402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-26DOI: 10.1177/23970022241239257
Julia Brandl, Laverne Iminza Chore, Mario Junker
Apprenticeships are crucial in the ILO’s decent work agenda and align with sustainable development goals. While existing scholarship underscores the relevance of specific programme features for stakeholders’ outcomes, scant attention has been paid to the HR actors’ agency in shaping the programmes. Our process study delves into a customised apprenticeship programme for temporary workers in an Austrian manufacturing firm, aiming to uncover how HR actors influence apprenticeship outcomes. Adopting a convention theory approach, we examine HR actors’ evaluations during the programmes’ realisation and their implications for consolidation or conversion of programme features. The findings reveal a range of gains and unfulfilled aspirations, particularly for employee representatives. We attribute these outcomes to HR actors’ commitment to convention-based practices, which are more salient during the recruitment and training phase than after the exam. We conclude that how HR actors value apprenticeship shapes for whom an apprenticeship programme is valuable.
{"title":"How you value shapes whom you value: The contribution of apprenticeships to sustainable development goals","authors":"Julia Brandl, Laverne Iminza Chore, Mario Junker","doi":"10.1177/23970022241239257","DOIUrl":"https://doi.org/10.1177/23970022241239257","url":null,"abstract":"Apprenticeships are crucial in the ILO’s decent work agenda and align with sustainable development goals. While existing scholarship underscores the relevance of specific programme features for stakeholders’ outcomes, scant attention has been paid to the HR actors’ agency in shaping the programmes. Our process study delves into a customised apprenticeship programme for temporary workers in an Austrian manufacturing firm, aiming to uncover how HR actors influence apprenticeship outcomes. Adopting a convention theory approach, we examine HR actors’ evaluations during the programmes’ realisation and their implications for consolidation or conversion of programme features. The findings reveal a range of gains and unfulfilled aspirations, particularly for employee representatives. We attribute these outcomes to HR actors’ commitment to convention-based practices, which are more salient during the recruitment and training phase than after the exam. We conclude that how HR actors value apprenticeship shapes for whom an apprenticeship programme is valuable.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"122 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140378655","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-15DOI: 10.1177/23970022241231540
Robin Stumpf
Whether organizations can benefit from employee voice depends on the receiving managers’ evaluations, as proposals can be implemented, dismissed, or forwarded to superiors for consideration. Despite its important role in identifying valuable suggestions, research on managers’ evaluations of employees’ proposals is scarce. Grounded in the literature on employee voice, innovation management, social hierarchy, the Elaboration Likelihood Model, and the Hedonic Contingency Model, the current study addresses this research gap by investigating the influence of voice quality, voice content, and managers’ mood on managers’ evaluations of voice. The findings from using a factorial, between-subjects experimental design with 384 German managers as participants demonstrate that managers’ evaluations tend to be higher when voice is of high quality and that managers evaluate promotive voice higher than they do prohibitive voice. No direct or indirect influence of managers’ mood was identified. The study concludes with implications for employees and organizations, limitations, and directions for future research.
{"title":"The influence of voice quality, voice content, and managers’ mood on their evaluations of voice: An experimental investigation","authors":"Robin Stumpf","doi":"10.1177/23970022241231540","DOIUrl":"https://doi.org/10.1177/23970022241231540","url":null,"abstract":"Whether organizations can benefit from employee voice depends on the receiving managers’ evaluations, as proposals can be implemented, dismissed, or forwarded to superiors for consideration. Despite its important role in identifying valuable suggestions, research on managers’ evaluations of employees’ proposals is scarce. Grounded in the literature on employee voice, innovation management, social hierarchy, the Elaboration Likelihood Model, and the Hedonic Contingency Model, the current study addresses this research gap by investigating the influence of voice quality, voice content, and managers’ mood on managers’ evaluations of voice. The findings from using a factorial, between-subjects experimental design with 384 German managers as participants demonstrate that managers’ evaluations tend to be higher when voice is of high quality and that managers evaluate promotive voice higher than they do prohibitive voice. No direct or indirect influence of managers’ mood was identified. The study concludes with implications for employees and organizations, limitations, and directions for future research.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"179 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139836029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-15DOI: 10.1177/23970022241231540
Robin Stumpf
Whether organizations can benefit from employee voice depends on the receiving managers’ evaluations, as proposals can be implemented, dismissed, or forwarded to superiors for consideration. Despite its important role in identifying valuable suggestions, research on managers’ evaluations of employees’ proposals is scarce. Grounded in the literature on employee voice, innovation management, social hierarchy, the Elaboration Likelihood Model, and the Hedonic Contingency Model, the current study addresses this research gap by investigating the influence of voice quality, voice content, and managers’ mood on managers’ evaluations of voice. The findings from using a factorial, between-subjects experimental design with 384 German managers as participants demonstrate that managers’ evaluations tend to be higher when voice is of high quality and that managers evaluate promotive voice higher than they do prohibitive voice. No direct or indirect influence of managers’ mood was identified. The study concludes with implications for employees and organizations, limitations, and directions for future research.
{"title":"The influence of voice quality, voice content, and managers’ mood on their evaluations of voice: An experimental investigation","authors":"Robin Stumpf","doi":"10.1177/23970022241231540","DOIUrl":"https://doi.org/10.1177/23970022241231540","url":null,"abstract":"Whether organizations can benefit from employee voice depends on the receiving managers’ evaluations, as proposals can be implemented, dismissed, or forwarded to superiors for consideration. Despite its important role in identifying valuable suggestions, research on managers’ evaluations of employees’ proposals is scarce. Grounded in the literature on employee voice, innovation management, social hierarchy, the Elaboration Likelihood Model, and the Hedonic Contingency Model, the current study addresses this research gap by investigating the influence of voice quality, voice content, and managers’ mood on managers’ evaluations of voice. The findings from using a factorial, between-subjects experimental design with 384 German managers as participants demonstrate that managers’ evaluations tend to be higher when voice is of high quality and that managers evaluate promotive voice higher than they do prohibitive voice. No direct or indirect influence of managers’ mood was identified. The study concludes with implications for employees and organizations, limitations, and directions for future research.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"18 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139776378","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-13DOI: 10.1177/23970022241231538
S. Opara, Wahed Waheduzzaman
A good understanding of Human Resource Management (HRM) approaches is vital for designing suitable management practices in any organization. Researchers have identified different HRM approaches, including the universal approach, which recommends standardized practices across organizations, the contingency approach, which emphasizes the best fit between human resources and business strategies, and the configurational approach, which integrates internal and external organizational factors into a pattern of management practices. However, HRM approaches need to adapt to the dynamic business environment and context. This is particularly relevant for performing arts organizations, where changing customer preferences and employment factors frequently impact the business environment. Therefore, it is crucial to know which HRM approach is currently being practiced in this sector. To address this issue, a qualitative study was conducted with managers, key actors, and decision-makers of performing arts organizations in Australia. The interview data analysis revealed a unique pattern of HRM practices, such as spot-recruitment, coaching for management skills, mentoring for better performance, and protean career development. These findings support the argument for the configurational HRM approach in performing arts organizations.
{"title":"The universal, contingency or configurational HRM approaches for organizational performance: Lessons from Australian performing arts","authors":"S. Opara, Wahed Waheduzzaman","doi":"10.1177/23970022241231538","DOIUrl":"https://doi.org/10.1177/23970022241231538","url":null,"abstract":"A good understanding of Human Resource Management (HRM) approaches is vital for designing suitable management practices in any organization. Researchers have identified different HRM approaches, including the universal approach, which recommends standardized practices across organizations, the contingency approach, which emphasizes the best fit between human resources and business strategies, and the configurational approach, which integrates internal and external organizational factors into a pattern of management practices. However, HRM approaches need to adapt to the dynamic business environment and context. This is particularly relevant for performing arts organizations, where changing customer preferences and employment factors frequently impact the business environment. Therefore, it is crucial to know which HRM approach is currently being practiced in this sector. To address this issue, a qualitative study was conducted with managers, key actors, and decision-makers of performing arts organizations in Australia. The interview data analysis revealed a unique pattern of HRM practices, such as spot-recruitment, coaching for management skills, mentoring for better performance, and protean career development. These findings support the argument for the configurational HRM approach in performing arts organizations.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"50 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139781436","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-13DOI: 10.1177/23970022241231538
S. Opara, Wahed Waheduzzaman
A good understanding of Human Resource Management (HRM) approaches is vital for designing suitable management practices in any organization. Researchers have identified different HRM approaches, including the universal approach, which recommends standardized practices across organizations, the contingency approach, which emphasizes the best fit between human resources and business strategies, and the configurational approach, which integrates internal and external organizational factors into a pattern of management practices. However, HRM approaches need to adapt to the dynamic business environment and context. This is particularly relevant for performing arts organizations, where changing customer preferences and employment factors frequently impact the business environment. Therefore, it is crucial to know which HRM approach is currently being practiced in this sector. To address this issue, a qualitative study was conducted with managers, key actors, and decision-makers of performing arts organizations in Australia. The interview data analysis revealed a unique pattern of HRM practices, such as spot-recruitment, coaching for management skills, mentoring for better performance, and protean career development. These findings support the argument for the configurational HRM approach in performing arts organizations.
{"title":"The universal, contingency or configurational HRM approaches for organizational performance: Lessons from Australian performing arts","authors":"S. Opara, Wahed Waheduzzaman","doi":"10.1177/23970022241231538","DOIUrl":"https://doi.org/10.1177/23970022241231538","url":null,"abstract":"A good understanding of Human Resource Management (HRM) approaches is vital for designing suitable management practices in any organization. Researchers have identified different HRM approaches, including the universal approach, which recommends standardized practices across organizations, the contingency approach, which emphasizes the best fit between human resources and business strategies, and the configurational approach, which integrates internal and external organizational factors into a pattern of management practices. However, HRM approaches need to adapt to the dynamic business environment and context. This is particularly relevant for performing arts organizations, where changing customer preferences and employment factors frequently impact the business environment. Therefore, it is crucial to know which HRM approach is currently being practiced in this sector. To address this issue, a qualitative study was conducted with managers, key actors, and decision-makers of performing arts organizations in Australia. The interview data analysis revealed a unique pattern of HRM practices, such as spot-recruitment, coaching for management skills, mentoring for better performance, and protean career development. These findings support the argument for the configurational HRM approach in performing arts organizations.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"402 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139841479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-06DOI: 10.1177/23970022241229035
Maria Järlström, Essi Saru, Maija Viitasaari, Kleio Akrivou
This study draws on arguments from common good theory to explore the sustainable human resource management (S-HRM) reporting. Specifically, the purpose of the study is to determine how to improve the common good authenticity of sustainability reporting in HRM. Our qualitative data consist of sustainability reports from the 40 most sustainable corporations from the Global 100 index. In the reporting data, we identified four HRM themes, and several aligned HRM practices, with measures that support common good values. Our research strengthens the connection between the common good values and CGHRM by comprehensively defining and explaining the common good values. By doing so, we emphasise the need for a humanistic-ethical orientation expressed by treating employees with respect and dignity. We also identify areas in which current reporting falls short, including the outside-in perspective of CGHRM.
{"title":"Integrating ‘common good’ authenticity for sustainable human resource management reporting","authors":"Maria Järlström, Essi Saru, Maija Viitasaari, Kleio Akrivou","doi":"10.1177/23970022241229035","DOIUrl":"https://doi.org/10.1177/23970022241229035","url":null,"abstract":"This study draws on arguments from common good theory to explore the sustainable human resource management (S-HRM) reporting. Specifically, the purpose of the study is to determine how to improve the common good authenticity of sustainability reporting in HRM. Our qualitative data consist of sustainability reports from the 40 most sustainable corporations from the Global 100 index. In the reporting data, we identified four HRM themes, and several aligned HRM practices, with measures that support common good values. Our research strengthens the connection between the common good values and CGHRM by comprehensively defining and explaining the common good values. By doing so, we emphasise the need for a humanistic-ethical orientation expressed by treating employees with respect and dignity. We also identify areas in which current reporting falls short, including the outside-in perspective of CGHRM.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"49 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139861163","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-06DOI: 10.1177/23970022241229035
Maria Järlström, Essi Saru, Maija Viitasaari, Kleio Akrivou
This study draws on arguments from common good theory to explore the sustainable human resource management (S-HRM) reporting. Specifically, the purpose of the study is to determine how to improve the common good authenticity of sustainability reporting in HRM. Our qualitative data consist of sustainability reports from the 40 most sustainable corporations from the Global 100 index. In the reporting data, we identified four HRM themes, and several aligned HRM practices, with measures that support common good values. Our research strengthens the connection between the common good values and CGHRM by comprehensively defining and explaining the common good values. By doing so, we emphasise the need for a humanistic-ethical orientation expressed by treating employees with respect and dignity. We also identify areas in which current reporting falls short, including the outside-in perspective of CGHRM.
{"title":"Integrating ‘common good’ authenticity for sustainable human resource management reporting","authors":"Maria Järlström, Essi Saru, Maija Viitasaari, Kleio Akrivou","doi":"10.1177/23970022241229035","DOIUrl":"https://doi.org/10.1177/23970022241229035","url":null,"abstract":"This study draws on arguments from common good theory to explore the sustainable human resource management (S-HRM) reporting. Specifically, the purpose of the study is to determine how to improve the common good authenticity of sustainability reporting in HRM. Our qualitative data consist of sustainability reports from the 40 most sustainable corporations from the Global 100 index. In the reporting data, we identified four HRM themes, and several aligned HRM practices, with measures that support common good values. Our research strengthens the connection between the common good values and CGHRM by comprehensively defining and explaining the common good values. By doing so, we emphasise the need for a humanistic-ethical orientation expressed by treating employees with respect and dignity. We also identify areas in which current reporting falls short, including the outside-in perspective of CGHRM.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"81 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139801246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-01-22DOI: 10.1177/23970022231226316
Shaima’ Moh’d, P. Gregory, L. Barroca, Helen Sharp
Agile HR is well-established in practice and has emerged as an exciting research area in the last 4 years. However, no comprehensive review of the literature on this subject has been conducted. The aim of this paper is to map the current state of agile HR research. We conducted a systematic mapping study and found 86 relevant primary studies. Our findings are organised into seven research topics that fall into two major themes: Agile for HR; how the HR function adopts agile practices, and HR for Agile; how the HR function supports an agile organisation. The HR for Agile theme is more mature, with more research papers, proposed models, and frameworks. We also review the types of publications, venues, and research methods. The body of publications is fragmented and diverse, with most articles published after 2019, primarily in multidisciplinary journals, incorporating a mix of theoretical and empirical approaches. The paper contributes a thematic analysis of research topics, a comparison of traditional with agile HR practices, a list of theories and models used, a new definition of agile HR, research gaps in the literature, and an agenda for future research. Contributions to practice include findings that agile HR practices benefit organisations, that agile talent acquisition facilitates organisational agility, and that HR can transition to agility by making small changes to their practices rather than undergoing radical change. More academic work needs to be done on agile HR to improve conceptual clarity, theory building and development, understanding benefits and value for the business, identifying challenges, understanding contextual factors, and critically exploring outcomes.
{"title":"Agile human resource management: A systematic mapping study","authors":"Shaima’ Moh’d, P. Gregory, L. Barroca, Helen Sharp","doi":"10.1177/23970022231226316","DOIUrl":"https://doi.org/10.1177/23970022231226316","url":null,"abstract":"Agile HR is well-established in practice and has emerged as an exciting research area in the last 4 years. However, no comprehensive review of the literature on this subject has been conducted. The aim of this paper is to map the current state of agile HR research. We conducted a systematic mapping study and found 86 relevant primary studies. Our findings are organised into seven research topics that fall into two major themes: Agile for HR; how the HR function adopts agile practices, and HR for Agile; how the HR function supports an agile organisation. The HR for Agile theme is more mature, with more research papers, proposed models, and frameworks. We also review the types of publications, venues, and research methods. The body of publications is fragmented and diverse, with most articles published after 2019, primarily in multidisciplinary journals, incorporating a mix of theoretical and empirical approaches. The paper contributes a thematic analysis of research topics, a comparison of traditional with agile HR practices, a list of theories and models used, a new definition of agile HR, research gaps in the literature, and an agenda for future research. Contributions to practice include findings that agile HR practices benefit organisations, that agile talent acquisition facilitates organisational agility, and that HR can transition to agility by making small changes to their practices rather than undergoing radical change. More academic work needs to be done on agile HR to improve conceptual clarity, theory building and development, understanding benefits and value for the business, identifying challenges, understanding contextual factors, and critically exploring outcomes.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"11 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139609335","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-01-12DOI: 10.1177/23970022241226672
R. Crichton, Paul Shrivastava, Thomas Walker, Faraz Farhidi, Douglas Renwick, Nicole Ellegate
As the effects of climate change continue to impact society, fossil fuel sector organisations are seen as principal contributors to the climate crisis. In the hopes of mitigating climate change at the source, we gain access to one of the largest fossil fuel organisations in Norway and conduct an exploratory case study investigation into their business practices, green ambitions, and notable results. Our analysis of executive interviews, confidential in-house documentation, media releases, corporate social responsibility (CSR) reports, and grey papers suggests that a strong sustainability-oriented organisational culture can contribute to reversing ‘business as usual’ practices towards seeking strategic greener solutions. Such results are partly achieved by strong responsible leaders at the organisational helm in combination with a sustainability-oriented national culture. Additionally, we critically question the secrecy surrounding the case organisation’s ‘choice’ and ‘format’ of promotion and support for their operational status quo (e.g. greenwashing), to challenge the insider perspective unearthed herein. In sum, the study contributes to the newer and under-investigated field of green human resource management by better identifying the role of organisational culture as a critical lever in bringing about much-needed greener organisational policies, and offering a critical analysis less seen in green human resource management (HRM).
{"title":"Going green in the Norwegian fossil fuel sector? The case of sustainability culture at Equinor","authors":"R. Crichton, Paul Shrivastava, Thomas Walker, Faraz Farhidi, Douglas Renwick, Nicole Ellegate","doi":"10.1177/23970022241226672","DOIUrl":"https://doi.org/10.1177/23970022241226672","url":null,"abstract":"As the effects of climate change continue to impact society, fossil fuel sector organisations are seen as principal contributors to the climate crisis. In the hopes of mitigating climate change at the source, we gain access to one of the largest fossil fuel organisations in Norway and conduct an exploratory case study investigation into their business practices, green ambitions, and notable results. Our analysis of executive interviews, confidential in-house documentation, media releases, corporate social responsibility (CSR) reports, and grey papers suggests that a strong sustainability-oriented organisational culture can contribute to reversing ‘business as usual’ practices towards seeking strategic greener solutions. Such results are partly achieved by strong responsible leaders at the organisational helm in combination with a sustainability-oriented national culture. Additionally, we critically question the secrecy surrounding the case organisation’s ‘choice’ and ‘format’ of promotion and support for their operational status quo (e.g. greenwashing), to challenge the insider perspective unearthed herein. In sum, the study contributes to the newer and under-investigated field of green human resource management by better identifying the role of organisational culture as a critical lever in bringing about much-needed greener organisational policies, and offering a critical analysis less seen in green human resource management (HRM).","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"56 50","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139532897","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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