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The recent decade has described the role of HR practitioners as more strategic to advance in environmental management (EM), technology and change management competencies. The study aims to identify the HR professionals' changing strategies and challenges and barriers in sustainability performance (SP) through green HRM, which have become an emerging topic.

Data collection was conducted through six semi-structured face-to-face interviews with senior HR representatives through purposive sampling. The grounded theory (GT) method was applied, followed by an iterative process for codes and themes.

The results indicated the highly significant challenges and barriers (C&B) proposing a 5 × 4 framework in adopting GHRM practices. Examples of the challenges included (1) lack of knowledge, orientation and awareness; (2) corporate social responsibility as an integral part of the organization strategy; (3) environmental concerns internally required from top-bottom and bottom-top approach; (4) budget and cost that remain an issue for the top management, and; (5) HR department's responsibility to build competencies for their entire team.

The findings help the top management and policymakers maintain a balance between economic, environmental and social sustainability performance agendas. Furthermore, the environmental goals and values of the hotel are key ingredients in seeking the solution to environmental sustainability, which requires continuous training programs to enhance awareness at all levels.

The results are presented as future directions to enrich the literature and make significant contributions to the existing body of knowledge. Moreover, the research benefits the managers from the results intended in accomplishing sustainable development approaches.

The research carried out a bibliometric analysis of the literature on environmental sustainability from a demand perspective by analyzing the scientific contributions published in the last twenty years.

A bibliometric analysis was carried out to outline the scientific studies development, identifying the most discussed topics and those that would require future research. In total, 274 articles published between 1999 and 2021 were collected through the Web of Science database and analyzed with the SciMAT software.

By systematizing the literature results, the study revealed a steady growth in the number of publications and in the research areas, highlighting a substantial evolution of the research topic.

The study contribute for conceptual, methodological and thematic development of the topic, systematizing the results of existing studies and providing useful indications for the promotion of sustainable consumer habits.

The study attempts to bridge the gap in current literature by offering a holistic view on the role of consumer behavior in pursuing sustainability goals, identifying both the most treated areas and the emerging ones that can represent opportunities for future research.

Over the last two decades Bill George has been researching the basic ingredients of authentic leadership through one of the most extensive empirical studies of leadership ever undertaken. He and his team have extended their research to include both international and rising generation leaders and parlayed their findings into a development process aimed at helping current and aspiring leaders to become both more authentic and effective. His latest book, True North: Leading Authentically in Today’s Workplace (Emerging Leader Edition), is co-authored with Zach Clayton.

Interview with authors Bill George, former CEO of Medtronic, and Zach Clayton, CEO of Three Ships, conducted by Brian Leavy, Emeritus Professor of Strategy at Dublin City University Business School, a Strategy &Leadership contributing editor and author of the S&L masterclass, “ Effective leadership today – character, not just competence.

Authentic leaders engender trust and develop genuine connections, which enables them to motivate people to achieve high levels of performance.

“I believe the hardest person you will ever have to lead is yourself.” -- Bill George

“The authors interviewed hundreds of CEOs and found that the self-awareness that they develop in the process of self-discovery is the most essential determinant of their effectiveness as a leader.”

Appearance is part of a person's non-verbal communication, and looks are often associated with the perceived ‘attractiveness’ of individuals for hiring practices in the workplace. As such, physical attractiveness can be a ‘prized possession’ when it comes to leaving a positive impression on managers who are interviewing candidates. In the twenty-first century environment, our society seems to be more obsessed with physical appearance than ever before because society has conditioned us to associate beauty with other favourable characteristics. Of course, such appearance norms, regarding attractiveness, ‘good looks’ and beauty are linked to years of socialisation in culture, cultural norms and materialistic personality standards.

In a business context, managers and employers often make hiring decisions based on the appearance and attractiveness of the job applicants since outward appearance seems to play a significant role in which candidates eventually might get the job. Physically attractive job applicants and candidates tend to benefit from the unearned privilege, which often comes at a cost to others who are equally qualified. Preferring employees who are deemed to be attractive, and consequently discriminating against those who are perceived as unattractive, can present legal and ethical challenges for employers and managers. In this chapter, we provide a discussion and reflection of appearance-based hiring practices in the United States with relevant legal, ethical and practical implications for employers, human resources professionals and managers. We focus on ‘lookism’ or appearance discrimination, which is discrimination in favour of people who are physically attractive. As such, we examine federal, state and local laws regarding appearance discrimination in the American workplace. We also offer sustainable policy recommendations for employers, HR professionals and managers on how they can be fair to all candidates in order to hire, promote and retain the most qualified professionals in their departments and organisations.

There is some evidence to suggest that the historical challenge associated with recruiting and retaining Black and Brown Science, Technology, Engineering and Math (STEM) collegians is tied to early their teaching and learning experiences in Mathematics. This paper describes an National Science Foundation (NSF) funded project (NSF #2151043) whose goal is to attract, prepare and retain math teachers of color in high need school districts ensure that those teachers remain in the field long enough to make a meaningful impact on the minds and hearts of BIPOC students who are often, extrinsically, and intrinsically, discouraged from pursuing careers in STEM professions.

This mixed-methods study, which began in the summer of 2023, seeks to recruit, prepare, support and retain nineteen (19) Black and Brown math teachers for two (2) high need urban school districts. The expectancy value theory will be used to explain the performance, persistence, and choices of the teachers, while grounded theory will be utilized to understand the impact of the intensive mentorship and wellness coaching that applied over the first year of their preservice preparation and subsequent in-service years.

Measures of project efficacy won’t begin until 2025 and as such there are no findings or implications to draw from for the study at this time.

The intention of this paper is to augment the body of knowledge on recruiting and retaining Black and Brown math teachers for urban schools where the need for quality STEM teachers is critical.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).