HR managers and environmental sustainability: strategic leaders or passive observers?

In this paper, we explore the challenges posed to, and reactions of, human resource (HR) managers by the concept of environmental sustainability. From interviews with 14 New Zealand HR managers, we explore three related aspects of morality identified by Fineman: private, conventional, and enacted. F...

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Bibliographic Details
Published inInternational journal of human resource management Vol. 23; no. 2; pp. 236 - 254
Main Authors Harris, Candice, Tregidga, Helen
Format Journal Article
LanguageEnglish
Published London Taylor & Francis Group 01.01.2012
Taylor & Francis LLC
Subjects
Environment
environmental sustainability
Human resource management
Human resources
Management
Morality
New Zealand
Organization theory
Organizational behaviour
Pollution control
strategic partner
Studies
Sustainability
Sustainable development
New Zealand
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Summary:In this paper, we explore the challenges posed to, and reactions of, human resource (HR) managers by the concept of environmental sustainability. From interviews with 14 New Zealand HR managers, we explore three related aspects of morality identified by Fineman: private, conventional, and enacted. Findings indicate that while the HR managers note a private position of environmental concern, they take a passive approach to environmental sustainability within their organizations. We note that this passive position is not without potentially adverse effects in relation to the role of HR as a strategic partner and for the advancement of environmental sustainability within organizations.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:0958-5192
1466-4399
DOI:10.1080/09585192.2011.561221