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Human-Resources Mindfulness

In: Sustainability and Human Resource Management

Author

Listed:
  • Guido Becke

    (University of Bremen)

Abstract

Highly qualified professionals are of vital importance for the long-term viability of knowledge-intensive organizations (KIOs). However, the regeneration of this ‘human resource’ is threatened by two sources of uncertainty inducing chronic psychological stress at work, i.e. dynamic environments with fluctuating customer demands and the ‘deconfined’ nature of knowledge work reflected by unpredictable work processes and outcomes. Moreover, chronic stress at work is increased by an internal marketization of many KIOs linked to closer controls of finance, personnel and time. Strategic Human Resource Management (SHRM) practices are challenged by the threat of a successive depletion of knowledge workers’ health resources. In this chapter, it is argued that the concept of Human-Resources Mindfulness can be integrated in the concept of Sustainable HRM to foster sustainable work systems and employees’ health in KIOs. HR Mindfulness is conceived as enhanced organizational awareness related to anticipating and coping with sources of uncertainty that threaten KIOs’ HR base. HR Mindfulness can promote sustainable work systems in KIOs, if a mindful HR-infrastructure based on organizational routines and dialogue is established.

Suggested Citation

  • Guido Becke, 2014. "Human-Resources Mindfulness," CSR, Sustainability, Ethics & Governance, in: Ina Ehnert & Wes Harry & Klaus J. Zink (ed.), Sustainability and Human Resource Management, edition 127, pages 83-103, Springer.
    • Handle: RePEc:spr:csrchp:978-3-642-37524-8_4
    DOI: 10.1007/978-3-642-37524-8_4
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