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Core features for the design of remuneration systems for sustainable human resource management during the Covid-19 pandemic: Polish companies’ experiences

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  • Hanna Kinowska

    (SGH Warsaw School of Economics, Poland)

Abstract

Fulfilling the objectives of sustainable development aimed at combining economic, social and ecological objectives is supported by the concept of Sustainable Human Resource Management (SHRM). SHRM practices enable the maintenance, renewal and restoration of human resources. The article fills a research gap on the characteristics of remuneration systems in SHRM. The purpose of this study is to reveal the remuneration practices that allow organisations to implement sustainable human resource management’s characteristics in the COVID-19 crisis. The research uses qualitative data from Polish organisations collected through semi-structured interviews with 15 managers responsible for human resource management (HRM). It shows a diversity of remuneration practices during the COVID-19 crisis such as focusing the remuneration systems on the long-term goals of the organisation and combining social goals with business pragmatism.

Suggested Citation

  • Hanna Kinowska, 2021. "Core features for the design of remuneration systems for sustainable human resource management during the Covid-19 pandemic: Polish companies’ experiences," Entrepreneurship and Sustainability Issues, VsI Entrepreneurship and Sustainability Center, vol. 8(4), pages 389-402, June.
    • Handle: RePEc:ssi:jouesi:v:8:y:2021:i:4:p:389-402
    DOI: 10.9770/jesi.2021.8.4(23)
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    References listed on IDEAS

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    1. Gintautas Radvila & Violeta Šilingienė, 2020. "Designing Remuneration Systems of Organizations for Sustainable HRM: The Core Characteristics of an Emerging Field," International Journal of Human Resource Studies, Macrothink Institute, vol. 10(2), pages 252279-2522, December.
    2. Karl Widerquist, 2018. "The Bottom Line," Exploring the Basic Income Guarantee, in: A Critical Analysis of Basic Income Experiments for Researchers, Policymakers, and Citizens, chapter 0, pages 93-98, Palgrave Macmillan.
    3. May, Douglas R. & Flannery, Brenda L., 1995. "Cutting waste with employee involvement teams," Business Horizons, Elsevier, vol. 38(5), pages 28-38.
    4. Ramus, Catherine A., 2002. "Encouraging innovative environmental actions: what companies and managers must do," Journal of World Business, Elsevier, vol. 37(2), pages 151-164, July.
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    More about this item

    Keywords

    sustainable HRM; remuneration system; COVID-19;
    All these keywords.

    JEL classification:

    • M52 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Compensation and Compensation Methods and Their Effects
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management
    • Q56 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - Environmental Economics - - - Environment and Development; Environment and Trade; Sustainability; Environmental Accounts and Accounting; Environmental Equity; Population Growth

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