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Enterprise Sustainability and HRM in Small and Medium-Sized Enterprises

In: Sustainability and Human Resource Management

Author

Listed:
  • Nathalie Hirsig

    (International Labour Organisation (ILO))

  • Nikolai Rogovsky

    (International Labour Organisation (ILO))

  • Michael Elkin

    (International Labour Organisation (ILO))

Abstract

This chapter looks at the specific challenges, expectations and opportunities small medium-sized enterprises in emerging countries face regarding enterprise sustainability in today’s worldwide economy characterized by the strong interconnection of supply chains. In its experience with small enterprises development in emerging countries, the International Labour Organization (ILO) has recognized that quality human resource management (HRM) and good workplace practices are a key determinant of enterprise performance and productivity, as well as in practice at the community, national or even international level. Based on the ILO’s Decent Work Agenda (ILO, Decent work, report of the ILO Director-General, 87th session of the International Labour Conference. ILO, Geneva, 1999), the Declaration on Fundamental Principles and Rights at Work (Declaration on Fundamental Principles and Rights at Work. ILO, Geneva, 1998) and the technical cooperation experience of ILO’s Job Creation and Enterprise Development Department, the HRM practices described here are intended to improve enterprise sustainability, understood in its economic, social, and environmental dimensions. Practical examples from the ILO’s practice demonstrate the implementation of labour rights in SMEs in emerging countries.

Suggested Citation

  • Nathalie Hirsig & Nikolai Rogovsky & Michael Elkin, 2014. "Enterprise Sustainability and HRM in Small and Medium-Sized Enterprises," CSR, Sustainability, Ethics & Governance, in: Ina Ehnert & Wes Harry & Klaus J. Zink (ed.), Sustainability and Human Resource Management, edition 127, pages 127-152, Springer.
    • Handle: RePEc:spr:csrchp:978-3-642-37524-8_6
    DOI: 10.1007/978-3-642-37524-8_6
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    Citations

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    Cited by:

    1. Adriana AnaMaria Davidescu & Simona-Andreea Apostu & Andreea Paul & Ionut Casuneanu, 2020. "Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management," Sustainability, MDPI, vol. 12(15), pages 1-53, July.
    2. Barbara Sypniewska & Małgorzata Baran & Monika Kłos, 2023. "Work engagement and employee satisfaction in the practice of sustainable human resource management – based on the study of Polish employees," International Entrepreneurship and Management Journal, Springer, vol. 19(3), pages 1069-1100, September.
    3. Živilė Stankevičiūtė & Asta Savanevičienė, 2018. "Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations," Sustainability, MDPI, vol. 10(12), pages 1-31, November.
    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. Pedro Ferreira & Carla Gabriel & Sílvia Faria & Pedro Rodrigues & Manuel Sousa Pereira, 2020. "What if Employees Brought Their Life to Work? The Relation of Life Satisfaction and Work Engagement," Sustainability, MDPI, vol. 12(7), pages 1-12, March.
    6. Živilė Stankevičiūtė & Eglė Staniškienė & Urtė Ciganė, 2020. "Sustainable HRM as a Driver for Innovative Work Behaviour: Do Respect, Openness, and Continuity Matter? The Case of Lithuania," Sustainability, MDPI, vol. 12(14), pages 1-29, July.
    7. Astrid Kainzbauer & Parisa Rungruang, 2019. "Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019," Sustainability, MDPI, vol. 11(14), pages 1-22, July.

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