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Corporate Human Capital and Social Sustainability of Human Resources

In: Sustainability and Human Resource Management

Author

Listed:
  • Regina Osranek

    (University of Kaiserslautern)

  • Klaus J. Zink

    (University of Kaiserslautern)

Abstract

Sustainable HRM needs an implementation by using appropriate practical methods and actions. If these methods and actions are effective, has to be proven by measurement. Human capital approaches can be useful for this because their general focus is to measure the contribution of human resources (HR) to organizational objectives. Newer approaches additionally consider employees’ needs and their protection and further development. Both topics are related to purposes of a Sustainable HRM. In this chapter, two exemplary measurement approaches of human capital, a monetary (Saarbruecken Formula) and an indicator-based approach (Human Potential Index), are introduced and analyzed in what way they can be adopted for Sustainable HRM. A main result of the theoretical analysis is the finding that in contrast to the monetary approach an adequate measurement of Sustainable HRM additionally has to integrate measurement of supportive circumstances for developing human capital (human potential). The indicator-based instrument can give valuable hints, but has to be extended. A final measurement framework will show a recommendation for such a comprehensive improvement.

Suggested Citation

  • Regina Osranek & Klaus J. Zink, 2014. "Corporate Human Capital and Social Sustainability of Human Resources," CSR, Sustainability, Ethics & Governance, in: Ina Ehnert & Wes Harry & Klaus J. Zink (ed.), Sustainability and Human Resource Management, edition 127, pages 105-126, Springer.
    • Handle: RePEc:spr:csrchp:978-3-642-37524-8_5
    DOI: 10.1007/978-3-642-37524-8_5
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    Citations

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    Cited by:

    1. Ekaterina V. Orlova, 2021. "Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0," Social Sciences, MDPI, vol. 10(11), pages 1-29, November.
    2. Alexander Bril & Olga Kalinina & Olga Valebnikova & Natalia Valebnikova & Marisa Camastral & Dmitry Shustov & Natalya Ostrovskaya, 2021. "Improving Personnel Management by Organizational Projects: Implications for Open Innovation," JOItmC, MDPI, vol. 7(2), pages 1-16, March.
    3. Cachón-Rodríguez, Gabriel & Blanco-González, Alicia & Prado-Román, Camilo & Del-Castillo-Feito, Cristina, 2022. "How sustainable human resources management helps in the evaluation and planning of employee loyalty and retention: Can social capital make a difference?," Evaluation and Program Planning, Elsevier, vol. 95(C).
    4. Živilė Stankevičiūtė & Asta Savanevičienė, 2018. "Designing Sustainable HRM: The Core Characteristics of Emerging Field," Sustainability, MDPI, vol. 10(12), pages 1-23, December.
    5. Aymen Sajjad & Gabriel Eweje, 2021. "The COVID-19 Pandemic: Female Workers’ Social Sustainability in Global Supply Chains," Sustainability, MDPI, vol. 13(22), pages 1-14, November.
    6. E.V. Orlova, 2021. "Assessment of the Human Capital of an Enterprise and its Management in the Context of the Digital Transformation of the Economy," Journal of Applied Economic Research, Graduate School of Economics and Management, Ural Federal University, vol. 20(4), pages 666-700.
    7. Tadeusz A. Grzeszczyk, 2020. "Development of human capital in institutions from the Polish financial sector: Towards new technologies and agile business models," International Entrepreneurship Review, Centre for Strategic and International Entrepreneurship at the Cracow University of Economics., vol. 6(4), pages 51-63.

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