HRM intervention in a university has been modelled around the regulatory requirements of UGC, AICTE, limiting their activities to compensation structure, progression, research composition and performance measurement and handling employee relations. (Aon Hewitt, 2012).During the last two decades, universities across different economies have modelled their HRM in three paradigms (Arslan, Akdemir, & Karsli, 2013). They also reflect the stages of development of the HRM function as aligned with the economic development of the country.Traditional Paradigm is structured around the traditional HR functions of compensation, training and development, performance management, recruitment, selection, and employee relations.Strategic Paradigm is structured around plans and strategies to enable organization to achieve their objectives. HRM is tasked with the key role of achieving organizational vision and purpose and sustaining competitive advantage.Value-Added HRM Paradigm is currently in vogue across most of the universities wherein both traditional and strategic paradigms relating to core HR and institutional growth are combined. Value-added HRM is more aligned with current developments influenced by technology application in traditional processes and institutional growth driven by outcome-based learning design.Developments during the last decade, characterised by influence of technology, has led to transformation of HR functions (Oakleigh Consulting Ltd., 2009). With outcome-based education gaining prominence and becoming the focus of strategy, university administrators' attention is on development of process automation tools, HR-strategy, career path models, leadership skills and, promoting young researchers and professionalize administrative functions (Pellert, 2007).Automation of traditional HR processes increasingly delivered through technology, HR professionals now have to focus on value addition to activities that drive growth like learning design, outcome analytics and culture. They now have the challenge to deliver value in three domains: talent, leadership and capability. Talent refers to human capital and HRM's focus on talent ensures that the right people are in the right job with the right skills and attitudes. Leadership means all decision makers identify the parameters of success, derive insights from historical data to make decisions and know how to drive growth. HR professionals define leadership traits best suited for their organization and develop these leaders. An organization's capability has been defined as culture, processes, resources or social networks. Capability defines what the organization is good at, its culture, ethics and values and is a key enabler of meeting the professional metrics of growth as a system. University HR professionals today face the daunting task of connecting talent, leadership and capability with strategy, its external business conditions and key stakeholders.

The role of HRM in developing sustainable business organizations is increasingly attracting attention. Sustainability can be used as a principle for HRM itself and the tasks of Sustainable HRM are twofold. On the one hand it fosters the conditions for individual employee sustainability and develops the ability of HRM systems to continuously attract, regenerate and develop motivated and engaged employees by making the HRM system itself sustainable. On the other hand Sustainable HRM contributes to the sustainability of the business organizations through cooperation with the top management, key stakeholders and NGOs and by realising economic, ecological, social and human sustainability goals. This book provides a comprehensive review of the new area of Sustainable HRM and of research from different disciplines like sustainable work systems, ergonomics, HRM, linking sustainability and HRM. It brings together the views of academics and practitioners and provides many ideas for conceptual development, empirical exploration and practical implementation. This publication intends to advance the international academic and practice-based debates on the potential of sustainability for HRM and vice versa. In 19 chapters, 26 authors from five continents explore the role of HRM in developing economically, socially and ecologically sustainable organizations, the concept of Sustainable HRM and the role of HRM in developing Sustainable HRM systems and how sustainability and HRM are conceptualized and perceived in different areas of the world.

This book provides a multi-stakeholder perspective on sustainable HRM for the policymakers, managers and academics, addressing issues, approaches, research studies/frameworks and emerging patterns relating to the subject. It discusses various aspects of sustainability, such as making HR more responsible for ensuring sustainability focusing on the triple bottom line, characteristics of sustainable HRM, psychological contracts, emotional intelligence, and psychological capital. The book also explores organizational citizenship behavior, employment relations, employee engagement, sustainable leadership, disruptive HR practices, sustaining employee motivation, educational sustainability, sustainable career management, sustainable environment, employer and employee branding, sustainable organizations, organization culture, training for sustainability, sustainable employee performance, business sustainability and sustainable employability. It provides an update on the concept, processes, issues and emerging paradigms from multidimensional and cross-country perspectives to showcase sustainable HR practices, and appeals to the academics, practitioners and policymakers in the area of HRM.

HR Professional's guide to creating a strategically sustainable organization Employees are central to creating sustainable organizations, yet they are left on the sidelines in most sustainability initiatives along with the HR professionals who should be helping to engage and energize them. This book shows business leaders and HR professionals how to: motivate employees to create economic, environmental and social value; facilitate necessary culture, strategic and organizational change; embed sustainability into the employee lifecycle; and strengthen existing capabilities and develop new ones necessary to support the transformation to sustainability. Talent, Transformation, and the Triple Bottom Line also demonstrates how leading companies are using sustainability to strengthen core HR functions: to win the war for talent, to motivate and empower employees, to increase productivity, and to enliven traditional HR-related efforts such as diversity, health and wellness, community involvement and volunteerism. In combination, these powerful benefits can help drive business growth, performance, and results. The book offers strategies, policies, tools and specific action steps that business leaders and HR professionals can use to get into the sustainability game or enhance their efforts dramatically Andrew Savitz is an expert in sustainability and has worked extensively with many organizations on sustainability strategy and implementation; he and Karl Weber wrote The Triple Bottom Line, one of the most successful books in the field Published in partnership with SHRM and with the cooperation of the World Business Council for Sustainable Development Forward by Edward Lawler III This book fills a gaping hole in both the HR and sustainability literature by educating HR professionals about sustainability, sustainability professionals about HR, and business leaders about how to marry the two to accelerate progress on both fronts.

In the midst of climate change, responsible business practices and ecological modernization become essential tools for the promotion of sustainability. Due to the current level of demand for eco-friendly products and services, there is a need for green training and green human resource development to support green creativity and eco-innovation for sustainability. By incorporating green initiatives into human resource practices, organizations can maintain a positive impact on the environment. With a full understanding of sustainable business practices, positive impacts on the environmental management field become easier to produce. Human Resource Management Practices for Promoting Sustainability is a pivotal reference source that explores the incorporation of green initiatives into all aspects of human resource management practices in a variety of industries. The book delivers a discussion on green human capital, collective green intelligence, and competencies that are essential to cope with the challenges in Industry 4.0. It also provides a basis for green recruitment and selection processes as a way of promoting pro-environmental behavior in the labor markets. While highlighting a broad range of topics including employee relations, knowledge management, and recruitment, this book is ideally designed for executives, entrepreneurs, human resource managers, academicians, researchers, and students. The book is also suitable for conventional and corporate universities looking to meet sustainable development goals as well as policymakers as it provides a guideline in designing and implementing green creativity and eco-innovation based on a wide range of global issues confronting sustainability in the Fourth Industrial Revolution.

Higher education institutions (HEIs) have a unique role and responsibility for the future and for driving the development of a sustainable society. HEIs are charged with the task of fostering sustainability in the leaders of tomorrow, developing solutions and methods for addressing a sustainable future and ensuring that knowledge is contributed to society. HEIs must also ensure that their everyday operations and practices are consistent with a sustainable future, and that they work toward holistically integrating sustainability into both the mission of a university and its daily tasks. This Special Issue builds on papers presented during the 2018 International Sustainable Campus Network Conference and also includes other contributions. The articles reflect the many aspects of sustainability in higher education institutions and illustrate innovation in approach, outcomes, and impact. The papers cover a range of perspectives on sustainability both on and around campuses. These include organization and management issues, networking and city partnership themes, and metrics and indicators related to sustainable development goals. The Special Issue also includes papers on education, student involvement, and gender issues. Select articles include results from surveys and desktop research; others depict approaches on experimentation, living labs, and action research.

Sustainable human resource management (HRM) processes and practices are not a nice-to-have, they're a need-to-have to benefit employees, organizations, societies and the environment. Sustainability has been highlighted by the Chartered Institute of Personnel and Development (CIPD) as one of the key trends influencing the HR profession so Sustainable Human Resource Management is crucial reading for undergraduate and postgraduate HR students. It explains what sustainable HRM is, what the benefits of sustainable HRM are as well as the dangers of unsustainable HRM. It is full of examples throughout to show how sustainable HRM works in practice including how it can be used to improve candidate attraction, retention and employee engagement as well as how it can improve productivity, employer branding, company culture and drive both efficiency and business performance. There is also coverage of how sustainable HRM can be introduced and measured as well as specific guidance on sustainable HRM in different parts of the world, green HRM, responsible business, ethics and sustainable HRM as a business strategy. Sustainable Human Resource Management is written specifically for third year undergraduate and postgraduate students with pedagogical features in each chapter including learning objectives, key concept definitions, skill check boxes, workshop discussion articles, chapter summaries, study questions and key readings. Online resources include a sample course handbook and PowerPoint slides.