Search results

The purpose of this paper is to propose a conceptual model of harm indicators of negative externality (NE) of organizational practices, to help practitioners and researchers identify the harmful aspects associated with the unsustainable internal efficiency focused organizational practices to achieve a sustainable society.

Initially, the harm indicators of NE of organizational practices are theoretically explored. Subsequently, the direct costs associated with the harm indicators of NE of work intensification, one of the strategic organizational practices, on employees and the community are examined using published information.

There are clear indications of direct costs for handling the psychological and social aspects of harm of organizational practices on employees, and the employee work‐related health treatment costs to the community.

The published research used in estimating the direct costs of harm indicators on employees and the community in this paper are not originally designed to examine the NE of organizational practices. Therefore, future studies need to explore the costs of harm indicators of NE of organizational practices on society.

An understanding of the costs of harm indicators of NE of organizational practices on society can help organizations to be proactive to introduce sustainable human resource management strategies, so as to minimize the harmful aspects of NE before it starts curbing employees making positive contributions to their families and the community.

The model of harm indicators of NE provides a new insight – that over‐utilization of human resources for an organization's internal efficiency purpose – has unsustainable impact on society.

The purpose of this paper is to develop a health harm of work scale from the sustainable HRM perspective.

A three-dimensional model was proposed for the health harm of work scale and validated (Total n=527) using a five-part study (item generation, item reduction, convergent, construct and discriminant validity).

Exploratory and confirmatory factor analyses supported that the three dimensions (restrictions for positive health, the risk factors for psychological health and the side effect harm of work) simultaneously tap into different aspects of the health harm of work construct. The results from the construct validity revealed that health harm of work as a phenomenon has manifested itself in different facets of health harm of work intensification. Finally, the discriminant validity study revealed that the overlap between the dimensions of the health harm of work scale and the dimensions of recovery experience from the work questionnaire is low and it provides support for the discriminant validity of dimensions between these two scales.

The proposed measure can be used as potential leading indicators for negative occupational health to prevent or delay the onset of work-related illness manifestation or health consequences (sick leave, absenteeism, presenteeism, etc.).

This is the first study to validate a measure of health harm of work and to provide tangible evidence of health harm of work which will subsequently trigger organizations to introduce a planned intervention to improve occupational well-being to promote sustainable HRM.

There is a major lacuna in sustainable human resource management (HRM) research regarding the theoretical context of its adoption or implementation. Consequently, the purpose of this study is to examine the relative influence and interactive effects of different levels of institutional isomorphisms on sustainable HRM adoption.

This study applies the conceptual method and anchors the discussions on the institutional theory and the extant literature on the antecedents of sustainable HRM implementation.

Internal and external institutional isomorphisms will have complementary (synergies) or substitution (trade-offs) effects on sustainable HRM adoption. Furthermore, external institutional isomorphic pressures related to societal values and culture and stakeholders’ sustainability demands are likely to have greater influence on sustainable HRM implementation relative to the internal institutional isomorphic pressures related to managerial sustainability values and attitudes; sustainability-related HRM competencies; resource availability; and perceived sustainability benefits.

This study proposes a novel multi-level conceptual model on the implementation context of sustainable HRM for testing empirically. Furthermore, this study generates insight on how different levels of institutional isomorphic pressures relatively and interactively (synergies versus trade-offs) affect sustainable HRM adoption. This is significant because there is a view that HRM as a discipline is theoretically weak. Although the field has advanced theoretically, one of the areas that need more theorisation is the context of HRM. Hence, this study advances the theoretical context of sustainable HRM implementation through the perspectives of the institutional theory.

We model the interaction between a profit-maximizing firm and an activist using an infinite-horizon dynamic stochastic game. The firm enhances its reputation through “self-regulation”: voluntary provision of an abatement activity that reduces a negative externality. We show that in equilibrium the externality-reducing activity is subject to decreasing marginal returns, which can cause the firm to “coast on its reputation,” that is, decrease the level of externality-reducing activity as its reputation grows. The activist, which benefits from increases in the externality-reducing activity, can take two types of action that can harm the firm’s reputation: criticism, which can impair the firm’s reputation on the margin, and confrontation, which can trigger a crisis that may severely damage the firm’s reputation. The activist changes the reputational dynamics of the game by tending to keep the firm in reputational states in which it is highly motivated to invest in externality-reducing activity. Criticism and confrontational activity are shown to be imperfect substitutes. The more patient the activist or the more passionate it is about externality reduction, the more likely it is to rely on confrontation. The more patient the firm and the more important corporate citizenship is to firm’s brand equity, the more likely that it will be targeted by an activist that relies on confrontation.

The purpose of this paper is to explore psychological, social and work related health aspects of harm imposed on stakeholders, such as employees, their families and communities, by organizations while using efficiency based human resource management (HRM) practices.

The ethical issues of negative externality (NE) or harm of HRM practices are scrutinized using ethics of care for a stakeholders' perspective. Further, the conceptual framework of NE of HRM is used to analyse the psychological, social and work related health harm of one of the strategic HRM practices, work intensification, a widely used practice to improve the efficiency of employees.

It is evident from this article that NE of work intensification has become the major contributor to the psychological, social, and work related health aspects of harm on the stakeholders, and they as third parties render the costs for managing this harm.

The harm indicators and the associated costs are drawn from published research that was not conducted for the purpose of identifying the harm of the NE of HRM practices. Hence, it is suggested that it would be useful to develop a tool to measure the harmful effects of HRM practices on the stakeholders.

The analysis of NE of work intensification can help managers to be proactive in introducing sustainable HRM strategies so as to minimize the harms of NE of HRM practices.

The framework of NE of HRM provides a new insight that overutilization of human resources for maximizing an organisation's profit has an unsustainable impact on society.

This paper aims to examine two important issues in corporate social responsibility (CSR) scholarship. First, the study problematises CSR as a form of self-regulation. Second, the research explores how CSR strategies can enable firms to recognise and internalise their externalities while preserving shareholder value.

This study uses a tinged shareholder model to understand the interactions between an organisation’s CSR approach and the effect of relevant externalities on its CSR outcomes. In doing this, the case study qualitative methodology is adopted, relying on data from one Fidelity Bank, Nigeria.

By articulating a tripodal thematic model – governance of externalities in the economy, governance of externalities in the social system and governance of externalities in the environment, this paper demonstrates how an effective combination of these themes triggers the emergence of a robust CSR culture in an organisation.

This research advances the understanding of the implication of internalising externalities in the CSR literature in a relatively under-researched context – Nigeria.

The data of this study allows to present a governance model that will enable managers to focus on their overarching objective of shareholder value without the challenges of pursuing multiple and sometimes conflicting goals that typically create negative impacts to non-shareholding stakeholders.

This paper aims to clarify the complex path of negative externalities in the sharing economy and proposes corresponding policy recommendations.

This paper aims to establish an analytical framework for the negative externalities of the sharing economy and to extract the main factors that produce negative externalities, and then, through qualitative comparative analysis method find out how these factors interact to form a negative externality.

Negative externalities in the sharing economy come from the joint effect of the sharing degree of the product or service and constraint mechanism, and the current main modes of the shared economy increase the possibility of negative externalities.

The paper proposes a complex path resulting from negative externalities in the shared economy.

We review the existing laboratory experimental studies on corruption that have generated results with clear policy implications. We present and discuss experimental findings on the role that both monetary incentives and nonmonetary motivations may play in corruption decision-making, and, hence, in the fight against corruption.

This paper aims to provide an empirical investigation into the mediating role of high-performance work systems (HPWS) on health harm (HH). The study also examines the negative moderated role of workplace well-being (WW) and its indirect effect on work intensification (WI) and HH. The paper highlights the implications of the HH on individuals, organizations, families and societies and recognizes the need for sustainable human resource management (HRM) practices that drive employee well-being, thereby reducing the HH. More importantly, the study extends the understanding of sustainable goals through sustainable HRM.

Data was collected using four established scales. The data collected from 324 executives were analyzed using the SPSS 25.0 Version and AMOS 21.0.

The study results confirmed that WW practices reduce the adverse effects arising out of HPWS and WI. The results proved that WI is positively related to HH, and that WW moderates the relationship between HPWS and HH such that HPWS is more positively associated with HH when the WW is low compared to when WW is high.

The data were collected from executives working in Information Technology (IT) organizations in India. The findings and the implications may not be generalized to other industries, as the data is collected from IT professionals.

The study highlights the need for organizations to develop sustainable HRM practices to minimize the HH of work. Organizations should implement well-being interventions and develop activities that promote an individual’s mental and physical well-being alongside limiting work intensity.

HRM Literature reveals the positive effect of HPWS that it engages employees to achieve a competitive advantage to the firm. However, this study examines and empirically proves the negative impact of HPWS on employee health and well-being.