Sustainability

Sustainability: the process of meeting present needs without compromising the ability of future
generations to meet their needs.
3 pillars: social, economic and environmental
Environmental sustainability:
- Preservation of environmental resources and biodiversity
- Access to safe drinking water
- Enhance quality of life for the poor
- Global warming: increase in the earths temperature caused by Greenhouse Effect
- Kyoto Protocol 1997: emission trading, clean development mechanism, joint implementation
projects
Difficult to agree and enforce
Social sustainability:
The ways natural resources, education, skills and social institutions quality of life
3 issues: child labour, worker exploitation, workplace safety (dangerous material, chemicals affect other
countries)
Economic sustainability:
Economys ability maintain conditions foster economic health and long-term development
Shared responsibility of governments and private institutions
Green economy: development and use of renewable energy

CSR
Definition: Form corporate self-regulation builds sustainability and public interest decision making
and activities
5 dimensions:
- Environmental: cleaner environment, environmental stewardship
- Social: contribute, consider full impact, integrate social concern
- Economic: economic development, profitability today and in the future
- Stakeholder: interact with employees, suppliers, customers, communities
- Voluntaries (willingness): the right thing to do, based on ethics, beyond obligations
2 opposing views:
- Classical view:
Managers only responsible maximize profit operate in the best interest of shareholders
Spending resources on social good waste/cost for the business
Higher prices passed on to consumers lower return to shareholders
CSR means maximize the profit for shareholders
- Socioeconomic view:
Manager responsibility beyond making profit include improving societys welfare
Company responsibility to larger society allow to operate
Company responsibility to consumers support and purchase products/services
Company focus on maximizing short-run profit face long-term financial consequences
Organizations around the world embrace socioeconomic view
4 approaches:
- Obstructionist: Greatest importance profit little attention to CSR hide socially irresponsible
behavior illegal, unethical
- Defensive: Engage in CSR legally required and enforceable comply with minimal requirements
- Accommodative: Positive view of CSR beyond legal obligation address important issue based on
ethical standpoint
- Proactive: Highest industry standard actively engage integrate CSR in all aspects of the business
Human resource role in sustainability:
- Telecommuting: allow flexibility work-life balance reduce emission

Employee service programs: volunteer workers serve local communities and stakeholders
Promoting global citizenship: understand your place and impact on the world community
support global environmental, social and economic sustainability
- Servant leadership: Leaders serve followers not dominate
Listening, empathy, healing, persuasion, conceptualization, foresight, stewardship, commitment to
growth of people, building community
Concern for the welfare of others brings loyalty, commitment, contribution

Managing others HRM

Definition: the process of hiring and developing employees so that they become more valuable to the
organization
- Legal environment of HRM:
Ensure work conditions: fair and equitable, non-discriminatory, safe and healthy, protective of
individual needs
Labor code and trade union law
- Employment planning:
Process ensure right numbers and kinds of people right places right time
Organizations mission and goals translated into HR terms ensure people can fulfill mission and
goals
Step 1: assess current and future HR needs
Step 2: develop plan to meet these needs
- Employee assessment
HR inventory: report important information of organizations HR name, education, training,
skills
Job analysis: assessment define jobs and behaviors necessary
Job description: written statement describe job
Job specification: Written statement minimum qualifications perform job successfully
- Determine future HR needs:
Depend on strategic direction
Estimate revenue predict number and mix of people needed
Estimate where demand meets supply
Develop a plan that matches estimates forecast of future labor supply
- Employee recruitment: locating, identifying and attracting capable applicants
Sources: internal searches, ads, employee referrals, school placement (internship), temporary help
services (headhunting), independent contractors
2 Selection tools characteristics:
Reliability: degree measures the same thing consistently
Validity: proven relationship selection device relevant criteria
Ex: written test (IQ, EQ), performance simulation (work sampling, assessment center), referral,
interview (behavioral, situation)
- Minimize high turnover:
Inflated information unrealistic expectations job satisfaction problem
Realistic job preview: both positive and negative information about the job and company
- Orientation: introducing a new employee to the job and organization
Ex: job orientation, work unit orientation, organization orientation
Identify need for training => organizations strategic goals => tasks to achieve goals => behaviors
necessary for job holder => Deficiency in knowledge, skills of job holder required to exhibit behaviors
- Training methods:
2 On-the-job methods:
Job rotation: allow to work different jobs good exposure variety of tasks

Understudy assignments: Work with seasoned veteran provide support and encouragement
apprenticeship
4 Off-the-job methods:
Classroom lectures: convey technical, interpersonal, problem-solving skills
Films and videos: media explicitly demonstrate technical skills not easily presented in other
ways
Simulation exercises: Learning by actually doing case analyses, experiment, role play
Vestibule training: Learn with same equipment but in simulated environment
Workplace heath and safety: attitudes and behaviors that minimize accidents and injuries
- Training programs, review of work practices, work design, safety equipment, safe handling policies,
warning systems
- Consultation with employee groups, unions, government agencies
- Effective monitoring of productivity, absenteeism, accident and injury rates
Retain high-performing employees:
- Performance management system: performance standards evaluate employees
6 methods:
- Written essay: simple not accurate, comprehensive, more about evaluator writing ability
- Critical incidents: rich examples, behavior-based time-consuming, lack qualification
- Graphic rating scales: quantitative data, less time-consuming no depth of job behavior
- BARS: specific and measureable job behaviors time-consuming, difficult to develop measures
- 360-degree appraisal: seeks feedbacks from various sources thorough time-consuming
- MBO: result-oriented time consuming
Underachievement:
- Reason: hiring error, inadequate training, lack of desire
- Discipline: actions by managers enforce organizations standards and regulations
- Employee counseling: process help employees overcome performance-related problems
Employee compensation:
- Compensation administration: process determine cost-effective pay structure attract and retain
employees incentive to work hard ensure fairness
- Pay levels: skill-based, variable pay (contingent on performance but compliant with law), employee
benefit (nonfinancial rewards to enrich employees life)
9 factors for compensation:
- Employees tenure and performance (how long, how well)
- Kind of job performed (skills required)
- Kind of business (industry)
- Unionization
- Labor or capital intensive
- Management philosophy (towards pay)
- Geographical distance
- Company profitability
- Size of the company
Contemporary issues: downsizing/reducing workfore, improving workforce diversity, sexual harassment,
career planning (matching career goals with capability to achieve those goals)

Managing change
Organizational change: any alteration of an organizations people, structure or technology
- Changing structure: authority relationships, coordination mechanisms, job design
Ex: bureaucratic => organic structure
- Changing technology: work processes, work methods, work equipment
- Changing people: employee expectations, perceptions, attitudes, behaviors

Continuous improvement: organizations commitment to continually improving the quality of a

product/service
Why change? External and internal forces
- External forces derived from environment: the market place, government laws & regulations,
technology, fluctuations in labor market, economic changes
- Internal forces derived from internal operation or from impact of external changes
Organizations strategy, composition of workforce, employee attitude
2 ways of creating organization change:
- Calm waters: large company predictable, calm environment
- White-water rapids: small company unpredictable change in environment
Initiating organizational changes:
- Change agent: person change catalyst responsible for managing change process
Ex: manager, internal staff specialist, outside consultant
- 3 step process: Kurt Lewin unfreeze, changing, refreeze
Implementing planned change:
- Organization development OD: effort assist members change requires cooperating and
participation
- Survey feedback: assessing employees perception of change
- Process consultation: outside consultants to assess workflow, informal inter-unit relationships,
formal communication channels
- Team building: help groups set goals positive interpersonal relationship clarify roles and
responsibilities each member
- Intergroup development: make several work groups cohesive
Why change fails
- Blocking mental maps (cognitive maps or images how the world operates make sense of the
world act within it habitual thinking patterns reinforcement power)
- Uncertainty about new methods
- Concern over personal loss
- Believing change is not good
- Limited tolerance for change
Techniques to overcome change barriers

Stress: adverse reaction excessive pressure extraordinary demands, constraints, opportunities

2 prerequisite condition:
- Uncertainty over outcomes
- The outcomes are important
Symptoms: depressed, accident-prone, argumentative, easily distracted
- Main organizational stressors: task (task demands), role (role ambiguity, role conflicts, role
overload), interpersonal demands (lack of support), organizational structure (excessive rules, lack
of decision making), organizational leadership (supervisory style)
- Personality disposition: Type A: chronic sense of urgency and excessive sense of competitive drive
Type B: relaxed and easy-going and accept change easily
Reduce stress:
- Employee assistance programs: addressing work related and personal stressors.
Ex: counseling, mediation & training
- Wellness program: preventing health problems
Ex: smoking cessation, weight control, stress management, physical fitness, nutrition education,
protection against violence