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Glossary Terms for All Chapters
Chapter 1
Human resources - Human/employees who own or possess valuable resources/competencies
(job knowledge, skills, motivation, attitudes etc.,) choose to use those resources for achieving
organisational goals.
Human resource management - HRM as the systems, policies, and practices that influence
employees’ behaviour, attitudes and performance to achieve organisational goals and
strategies.
Strategic HRM - The pattern of planned human resource deployments and activities intended
to enable an organisation to achieve financial goals.
Mutual benefits perspective - This perspective holds the view that the effects of HRM or
bundle of high performance work practices benefits both the organisation as well as
employees.
Critical HRM perspective - Highlights that HRM practices used to benefit organisations
could lead to reduced employee benefits and hence organisational benefits and employee
benefits are two distinct but are also conflicting outcomes.
Paradox perspective - Paradox is about contradictory but interrelated elements that exist
simultaneously and persist over time.
The synthesis paradox perspective - to explore the tension in achieving diverse outcomes of
sustainability instead of suppressing or ignoring the tension.
The synthesis effects perspective - The simultaneous effects of reducing the unsustainable
impacts on stakeholders (e.g., employees, their families and communities) and environment
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while improving organisational performance highlights that these three polarities are not
mutually exclusive but are rather, mutually reinforcing in achieving sustainability.
Sustainable HRM – Explained from the synthesis effects perspective, it is about HRM
systems or bundles of HRM practices that engage employees to synthesis increased
organisational performance outcome while simultaneously reducing the unsustainable
impacts on environment as well as on employees and their families (i.e., stakeholders).
Corporate sustainability - As a business strategy is implemented by organisations to achieve
three outcomes of sustainability (economic/financial, social/human and environmental) which
are known as the triple bottom line concept.
Economic aspect of sustainability - Highlights the prosperity that the organisation create in a
community through a strong alignment of management practices to company profitability.
Social/human aspect of sustainability - The social dimension of corporate sustainability
facilitates equitable benefits for the community to enhance quality of life for the citizens
through paid work.
Environmental aspect of sustainability - Indicates the role of organisations in environmental
management to prevent and manage business practices that have potential long-term damages
to the environment.
Business case for sustainable HRM - The role of HRM system or a bundle of HRM practices
with pro- environmental and human characteristics to facilitate eco-efficiency and socio-
efficiency based on the relationship between financial performance of an organisation and its
environmental and human (social) performances.
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Beyond business case - Sustainable HRM from the beyond business case perspective focuses
on achieving HRM effectiveness by improving social and environmental performances
without being constrained by HRM efficiency from the economic term.
Sustainable HRM effectiveness - Achieving social and environmental performance along
with financial performance of an organisation based on factors or indicators like non-
substitutability of capital and irreversibility.
Chapter 2
Institutional theory – Explains how organisations develop strategic choices of organisational
practices as responses to its macro-, meso- and micro-level contexts.
Sustainable development - Development which meets the needs of the present without
compromising the ability for future generations to meet their own needs.
Dow Jones Sustainability Group Index (DJSI) - To develop opportunities and manage
economic, environmental and social risks, which investors consider as crucial for a
company’s competitive advantage.
Civil society organisations - Includes non-governmental organisations (NGOs) that aim to
serve particular societal interests by focusing advocacy and or operational efforts on social,
political and economic goals, including equity, education, health, environmental protection
and human rights.
Non-governmental organisations (NGOs) - Are private and not-for-profit organisations and
they represent stakeholder perspectives and they play an important role to act as a
counterweight to business and global capitalism.
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Socially responsible corporate behaviour – Companies must not knowingly do anything that
could negatively impact on their stakeholders, and if companies do cause negative impacts on
their stakeholders then they should voluntarily rectify it.
Ethics of care - In the HRM context refers to the ethical choices companies face when
seeking to maximize profit as well as reduce the unsustainable aspects of HRM practices on
the stakeholders, such as environment, employees, their families, future HR supply and
communities, so as to maintain harmonious relations between the corporation involved and
the stakeholders.
Employment relations – It is relationship between employers and employees, employees and
their unions, employers and their associations and government that make regulations
governing employment.
Legitimacy of sustainable HRM practices - Managers develop schema (mental constructs)
about corporate social responsibility for sustainable HRM practices by absorbing the
messages that are delivered to them at business schools and through the professional
publications they pay close attention to (e.g., business magazines etc.).
Industry - Is a group of organisations that offer similar products or services.
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Chapter 3
Intergenerational perspective - Considers the impact of work being done now on future
generations.
Sustainability - There are multiple explanations of sustainability. At its core it is a
philosophy, an attitude, a lens through which to view the world. Within the workplace,
sustainability is focused upon the consequences of management practices for the
environment, for the individual and society in terms of work-life balance, happiness, health
and well-being.
Shadow side of HRM - By attempting to satisfy stakeholder expectations to do more with
less, there is tendency towards a culture of increasing working hours, work intensification,
high turnover, downsizing, and restructuring.
Paradox - A set of contradictory and incompatible poles all supported by apparently sound
arguments. A situation or statement that seems impossible or is difficult to understand
because it contains two opposing facts or characteristics.
HRM paradox - HRM enacts strategic logic in managing people and their expectations - both
individually and collectively, yet remains married to the traditional financial definition of
organisational success and economic rationalism.
Organisational-centric strategic perspective - A mechanistic, rational world view of
organisations that has enabled managers to design policies which act as levers to shape
behaviour and produce the outcomes which are desired because of the requirements of the
owners of the organisation rather than the needs of the employees.
Virtuous learning cycle - Ideal learning occurs in virtuous cycles—repeating cycles of goal
setting, observation (taking in new knowledge), testing (applying what has been learned and
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getting feedback on results), and reflection (figuring out which adjustments are needed to
improve one’s performance on the next attempt).
Vicious cycles - Endless cycles that have detrimental results.
Intergenerational equity - Making sure that current decision making time horizon does not
undervalue the interests of future generations.
Efficiency drivers - Pursuing the ability to operate with minimum time and waste.
Resilience - The quality of being able to return quickly to a previous good condition after
problems.
Acceptance strategy - Considers simultaneously the divergent demands without the need to
separate or prioritise them. Tension is expected, accepted, and room is made for it.
Resolution strategy - Transforms the tensions into a more manageable situation through
temporal and/or spatial separation, or through synthesis by mediation and formal process and
procedure.
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Chapter 4
Business strategy – The goal directed actions that managers use to achieve competitive
advantage for their business.
Corporate social responsibility – Actions of businesses that appear to further some social
good, beyond the interests of the organisation and that is required by law.
Organisational value system - Impacts on employees’ attitudes and behaviours to achieve
sustainable outcomes for all stakeholders involved.
Control based HRM - An authoritarian and hierarchical organisation which focuses on
improving efficiency and reduce labour cost for achieving competitive advantage.
Integrated sustainable HRM system - One in which HRM practices are holistically
interdependent and connected with business (i.e. business strategy) and organisational design
contexts to achieve competitive advantage for an organisation.
Organisational design – Shapes HRM strategies and practices using human-based system,
organisational structure, process and boundary.
Sustainable HRM system – The system should be not only concerned about employers’
expectations of employees meeting organisational goals but also be considerate of an
individual employee’s needs as well as stakeholders’ expectations (e.g. labor unions and civil
societies).
Sustainable HRM strategy – Highlights the priority of an organisation to secure and manage
the kind of HR aligned to organisational values that are relevant to achieve the synthesis
effects of corporate sustainability outcomes.
Characteristics of sustainable HRM practices - Indicate an employee’s perceived
organisational motives that facilitate an employee’s behaviour and attitudes to improve
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organisational performance along with organisational interventions to reduce the
simultaneous negative impacts on the stakeholders (i.e. employees, families and the society
etc.,) and environment.
Regeneration of HR base – Access to pool of HR for future supply to industries to achieve
sustainable organisational performance.
Anthropocentric value for environmental management - Focuses on maximizing
organisational benefits and in that process, it aims to limit the impact on environment.
Ecocentric values for environmental management - Aim to preserve wilderness areas, protect
the integrity of biotic communities, and to restore ecosystems to a healthy state of
equilibrium while utilizing the natural resources for economic activities.
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Chapter 5
Stakeholder - Any individual or group who can affect or is affected by actions, decisions,
policies, practices or goals of an organisation.
Primary stakeholders - Are typically the shareholders and investors, employees, customers,
suppliers, the governments and communities that provide infrastructures and markets, and
they together facilitate the organisation’s survival.
Secondary stakeholder - Those who influence or affect, or are influenced or affected by, the
organisation, but they are not engaged in transactions with the organisation and are not
essential for its survival.
Simultaneous effects of HRM - In the framework of sustainable HRM theories simultaneous
effects highlight that HRM practices, such as HPWPs, work intensification, overwork etc.,
used to enhance organisational performances also have positive or sustainable and negative or
unsustainable impacts on employee well-being and environment.
Negative externality of HRM practices - An organisation’s failure to assimilate the cost of
negative impacts of HRM practices instead transferred to the stakeholders (i.e., employees,
their families and communities) and environment to manage the negative impacts.
Harm of work - Those high performance work practices used by organisations to extract
maximum skills, abilities and motivation of employees also simultaneously restricts
employees from achieving positive work related health and social well-being outcomes.
Direct costs of harm of work - The actual or proxy costs that are associated to an organisation
and the society to manage the harm of work.
Indirect costs of harm of work - Those costs associated with welfare loss due to reduced
ability to function as a “normal” healthy person both on the job and during one’s leisure time
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Welfare loss in the HRM context - An employee being restricted by the harmful aspects of
HRM practices for maximizing the utility function of paid work for improving an
individual’s psychological, social and health well-being outcomes.
Costs framework for harm of HRM practices - Suggests a sophisticated method to valuate the
costs of harm for the stakeholders or third parties to an organisation to manage the
psychological, social and work related health aspects of harm imposed on them by work.
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Chapter 6
Corporate governance – The mechanisms to direct and control a firm in order to ensure that it
pursues its strategic goals successfully and legally.
Board of directors – Is the centrepiece of corporate governance in a firm to take care of
investors interests.
Agency theory – Deals with the relationship between shareholders and managers, and
principal-agent problems.
Environmental management - Includes commitment and policy, planning, implementation,
measurement and evaluation, and review and improvement of environmental performance.
Environmental management system (EMS) - A tool used worldwide by any type of
organisation to enhance an organisation’s capabilities to continuously improve environmental
performance.
Anthropocentrism - The belief that there is a clear and morally relevant dividing line between
humankind and the rest of the nature, that humankind is the only principal source of value or
meaning in the world.
Ecocentric paradigm - Ethical responsibility to effect change at the human values, ethics,
attitudes and lifestyles to appreciate equality of the intrinsic value of human and non-human
as components of the ecosystem.
Greening of strategic HRM - HRM system that promotes change in management capabilities
(e.g. organisational learning) and create alignment with environmental sustainability (e.g.
energy efficiency, waste reduction etc.,).
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Ability-Motivation-Opportunity (AMO) theory - Managers’ performance will depend on their
ability to apply HRM practices, and that their motivation and the opportunity provided will
enhance this effect.
Pro-environmental management - Focuses on ecocentric organisational elements (e.g., goals,
values, management and HRM functions etc.,) that have an impact on nature.
Eco-effectiveness - Attempts to engage employees by using the ecocentric green HRM to
ensure that the EMS used in an organisation considers reversibility as the focus to preserve
the health of ecosystem.
Eco-efficiency - Aims to reduce environmental degradation using the anthropocentric green
HRM but in the long term the environment will lose its inherent abilities for reversibility.
Reversibility – Based on ecology science, reversibility is about the ecosystem’s ability to
maintain and to restore the functional performance of the system.
The synthesis effect of green HRM - Those sustainable HRM systems or bundles that
enhance both profit maximization for the organisation and also improve environmental
performance to benefit the society.
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Chapter 7
Universalistic or best practice perspective - Indicates that some HRM practices are always
better than others, and all organisations should adopt them in practice irrespective of the
contexts in which organisations operate.
Configurational perspective - Patterns of multiple interdependent HRM variables including
context variables are related to organisational performance.
Stakeholder care position - Reflects organisation and stakeholder relationships which are
understood according to the positive and negative configurational effects of interdependent
job contexts so as to minimise the harm of work and improve stakeholder well-being while
enhancing the financial aspect of corporate sustainability outcomes.
Work intensification - Includes both the extensive effort of work or overwork and the
intensity of work or workload.
Career life-cycle - Career opportunities provided by organisations to foster psychological
conditions to enhance willingness to perform better to achieve an individual employee’s
aspirations to progress up the organisation’s hierarchy for greater intrinsic and extrinsic
benefits.
Typologies of sustainable HRM practices – A set of characteristics of sustainable HRM
practices to minimize the harm of work caused by the negative configurational effects of job
contexts on employees while maximising benefits for organisations and individual employees
in each of the quadrants in the configurational model.
Organisation–stakeholder care position quadrant (OSCPQ) – Reflects the negative
configurational effects of job contexts on stakeholder care position in each quadrant of the
configuration model of job contexts.
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Career ready for sustainability typology - Include characteristics while implementing HRM
functions such as identifying potential prospective employees for the organisation and
providing pre- and post-employment training to develop sustainability competencies (KSA)
to align with the mutual interests of employees, the organisation and environment to facilitate
an employee to become career-ready for a future full-time position.
Sustainability awareness typology - Employee selection and training must include
characteristics that facilitate employees’ competencies to use social consciousness to align
with mutual interest of employees, organisations and the environment, and create awareness
of altruistic motivation and about being a sustainability champion.
Sustainability excellence typology – The characteristics of employee selection, training and
performance evaluation must include social consciousness for the mutual interests of
employees, organisations and stakeholders and strengthen altruistic motivation.
Corporate sustainability assistance typology – Includes characteristics that facilitate HRM
practices to achieve the reduction in harm of work on employees through organisational-level
work change interventions to achieve workplace wellness along with employee wellness to
enhance simultaneous benefits for an organisation and its employees.
Sustainability culture typology - The characteristics for this typology include considering
employees with proven sustainability and excellence credentials for sustainability leadership
roles.
Sustainability veteran typology - Include characteristics of HRM practices that facilitate
mentoring and succession planning for corporate sustainability for the benefit of an
organisation.
Legally abiding and benevolent organisation typology – The characteristics of HRM practices
for this typology are collective self-concepts, being benevolent, abiding by the employment
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law, and being ethical and fair in resource allocation, that match with employees’ inputs for
these jobs.
Sustainable work performance framework – It is about employee-level actions for high
performance, it focuses on organisational-level allocation of resources for employee recovery
and revitalisation for high work performance.
Proactivity - Innovative ways to complete some of the work tasks more effectively so as to
save energy and have vigour (i.e. time and energy) for performing other work tasks to
achieve high performance.
Vitality - Manage work performance resource constraints (i.e. time, energy and competence
constraints) effectively to achieve organisational performance as well as improved health.
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Chapter 8
Triple P - The “3P” refers to a business model developed to encourage social responsibility
and sustainability among businesses worldwide.
People: taking steps to ensure that operations benefit the company's employees
as well as the community in which it conducts business.
Planet: avoiding any activities that harm the environment and looks for ways
to reduce any negative impact its operations may have on the ecosystem.
(Example: controlling energy consumption or reducing carbon emissions).
Profit: dealing with the economic value created by the organisation after
reducing the costs of all inputs.
ROC-model
o The component ‘Respect’ refers to bringing the ‘human’ component back into
HRM. It means a renewed focus on respect for the internal stakeholders, the
employees, by implementing an appreciative and engaging HRM. This means
recognizing the richness and complexity of the target focus, namely
employees as human beings, and consequently the fact that this complexity
cannot be brought down to economic indicators (= appreciative and engaging
HRM).
o Openness brings the stakeholder perspective to HRM, it implies considering
HRM from the ‘outside in’, recognizing the occurrence of societal issues and
trends like diversity, the growing need for work-life balance, and an ageing
workforce, that require an organisational response. In other words, it
recognizes the social embeddedness of the organisation and considers relevant
institutional forces and stakeholder groups (= connecting and inclusive HRM).
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o A third building block within the ROC model is Continuity. It is the long-term
perspective from the viewpoints of both the organisational relationship and the
employee relationship. Companies strive to create conditions under which they
can survive over a relatively long time, and sustainable HRM can contribute to
this process (= innovative and career oriented HRM).
Decent work - Involves opportunities for work that is productive and delivers a fair income,
security in the workplace and social protection for families, better prospects for personal
development and social integration, freedom for people to express their concerns, organize
and participate in the decisions that affect their lives and equality of opportunity and
treatment for all women and men.
Transformational leadership - Is a leadership style in which leaders encourage, inspire and
motivate employees to innovate and create change that will help grow and shape the future
success of the company.
Self-determination theory - According to this theory, intrinsic motivation is caused by a few
fundamental needs that must be fulfilled. The needs responsible are called ABC-needs;
namely autonomy, belongingness, competence.
Isomorphism - Refers to a connection between the prevailing social norms and values and
other processes within an industry group.
Horizontal integration - Transparent translation of competences to HRM-practices.
Vertical integration - Knowledge of mission and goals gives insight in the main values an
competences.
Sustainable career management - Refers to all the processes and practices that manage the
development of individuals along a path of experiences and jobs with respect for employees,
openness towards different stakeholders and in view of continuity.
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Chapter 9
Occupational Health and Safety (OH&S) – Is about the assessment and mitigation of risks
that may impact the health, safety or welfare of customers, employees, visitors, contractors,
volunteers and suppliers in a workplace.
Value drivers – HRM practices that are related to enhancing human capital for achieving
corporate performances.
Human capital - Individual characteristics that are beneficial for the organisation.
Stakeholder harm of work index - A catalogue to capture the harmful (unsustainable) aspects
of reduced psychological, social and work related health well-being outcomes for the
stakeholders (employees, their families, and the community) and the aggregate social costs of
welfare loss due to such harmful aspects caused by either a specific form of HPWP or a
bundle of HPWPs.
Social costs – The costs imposed on the society/government for managing the psychological,
social and work related health harm of work practices experienced by both employees and
their family members.
Self-regulation – A system which organisations voluntarily use to manage the harm of work
imposed on stakeholders and environment.
Occupational stress - Studies about work stressors (individual, group, organisational and
extra-organisational levels), appraisal and coping strategies on health and social (family)
outcomes of work stress.
Health harm of work - The health harm of work is defined as employee’s perception of
restrictions for positive health and work related leading indicators for negative health of
work.
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Social/family harm of work - The perceived severity of work restrictions imposed on family
activities and the prevalence of effects of social harm of work, which reduce social well-
being outcomes for employees.
Sustainable leadership - Is about those behaviours, organisational practices and systems that
facilitate enduring value for all stakeholders of organisations (i.e., shareholders, employees,
the environment, future generations and the community).
Green HRM practices – A bundle HRM practices deploying a firm-specific resource (i.e.
human resources) to increase the firm’s environmental performance on recycling of wastage,
increased use of renewable energy etc.
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Chapter 10
Sustainability reporting - Documentation of the efforts and progress made towards
improvements regarding economic, environmental and social impacts of businesses.
Global Reporting Initiative - International non-profit multi stakeholder organisation
which develops guidelines for sustainability reporting.
Global Reporting Initiative Framework – A framework for voluntary sustainability
reporting with an aim to increase business contribution trough transparency.
Performance indicators - They consist of quantitative and/or qualitative information about
sustainability outcomes.
UN Global Compact - World’s largest voluntary corporate sustainability initiative created
by the United Nations.
B-Lab - Private non-profit organisation looking to establish “business as a force for
good”; carries out the B-Corp certification which includes the measurement of the social
and environmental performance of businesses.
B-Corps - Organisations that fulfil about half of the about 150 social and environmental
criteria and are certified.
Economy of the Common Good - Social movement that originated in German-speaking
countries, which represents an alternative economic model; this alternative economic
model is neither capitalist nor communist but has very strong democratic elements.
Common Good Matrix - Core element of the assessment of sustainable business practices
in the Economy of the Common Good; contains policy goals for different stakeholders
and values.
Future Fit Framework - Framework created by the non –profit foundation Future-Fit
which includes absolute corporate performance objectives or thresholds to achieve in four
broad sustainability areas.
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Assessment of sustainability performance - A framework (i.e., B-Corp, Economy of the
Common Good etc.,) for evaluating the sustainability performance of a company, either
independently or compared to other firms.
Leading indicators for occupational health – Work related psycho-social and biological risk
factors that have the potential to predict future negative health outcomes for workers, and
should be amenable to changes by organisational level interventions to prevent negative
health outcomes.
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Chapter 11
HR roles - A relatively stable structure of the social interactions in a work related position.
HR competencies - The underlying meta-abilities and attributes of an employee for achieving
improved performance in HR roles while interacting with social job/position contexts.
Strategic HR roles - Roles which develop and implement a value-enhancing HR strategy for
firms and to participate in business strategic making processes.
Strategic HR competencies - The ability of HR to develop and implement an effective HRM
system that is instrumental to achieve a firm's strategic goals.
Sustainable HR roles - Roles are about HR professionals managing the opportunities and
constrains of corporate sustainability using stakeholder relations management (including
employees, consumers and environment) to achieve sustainable HRM performance outcomes.
Sustainable HRM performance outcomes - Include improved organisational performances
and prosocial organisational behaviour towards the key stakeholders (i.e., employees, their
families, supply chain HRM practices and the society) and environment.
Integrated sustainable HR roles - HR professionals improvise and construct new knowledge
through role identity construction by engaging in interdependent dedicated sustainable HR
roles to achieve sustainable HRM performance outcomes.
Fusion of sustainable HR roles - HR professionals to develop innovative sustainable role
identities by involving in multiple sustainable HR roles and continue to reframe and maintain
the role tension based on prosocial conscience to achieve sustainable HRM performance
outcomes.
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Sustainable HR competencies - The underlying attributes of HR professionals that are
important for achieving sustainable HRM performance outcomes (i.e., improved
organisational performance and prosocial organisational behaviour).
Prosocial behaviour – Employees exhibit greater reciprocity with others depending on the
degree of cooperation, and strongly inclined to exhibit the same level of cooperation as they
expected from others.
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Chapter 12
Globalisation - Highlights the closer integration of worldwide economies and countries
through trade, technology and reduced transportation costs.
Glocalising - Companies seeking to generate a geographically concentrated inter-company
division of labour.
Free market economy – A less interventionist government system of economic exchange.
Business ethics - Goes beyond the legal requirements for common good, and it includes
norms, standards and expectations that reflect a belief in what employees, consumers,
shareholders and the global community regard as fair, just and consistent with the respect for
and protection of stakeholders’ moral rights.
Corporate social responsibility - Corporate profits and societal interests are mutually dependent
and need to be viewed from a long-term perspective.
Global sustainable HRM - The universal values of HRM that are transferred by MNEs/MNCs
to subsidiaries in varied host countries, based on congruence and divergence in culture, social
and institutional systems, to improve organisational performances as well as reduce the
negative social and environmental outcomes imposed on stakeholders (i.e. subsidiary
employees, host country environment and society).
National culture - Facilitates and/or inhibits employee behaviour subconsciously and that
moulds organisational work culture.
Social good - Refers to individual and community welfare encompassing a range of issues
across different realms, such as preservation and improvement of the local ecology,
enhancement of living conditions, and increased availability of livelihood opportunities.
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Dharma - Highlights work as a duty for the ‘social good’ and is the means by which to
acquire wealth through righteousness (i.e. social responsibility) for salvation.
Human rights - The inherent value of each person, regardless of background, where we live, what we
look like, what we think or what we believe. Human rights are based on principles of dignity, equality
and mutual respect, which are shared across cultures, religions and philosophies. They are about being
treated fairly, treating others fairly and having the ability to make genuine choices in our daily lives.
Institutionalizing global sustainable HRM practices – Organisational level processes, such as
employee training and education, are used to facilitate implementation of the divergent
universal values of global sustainable HRM practices to subsidiaries of MNEs.
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