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.
Highlights
Implementing sustainable development concepts – including functioning in the long term and taking into account economic, social and environmental objectives – requires coherent organisational management
The aim of the qualitative component of this study is to explore the characteristics of remuneration systems supporting Sustainable human resource management (SHRM) in Polish organisations in the COVID-19 crisis
Research shows that the analysed companies were aware of the advantages of applying SHRM principles in times of crisis: “it was our company, thanks to this sustainable development, that was able to resist, to withstand the pressure of the difficulties of COVID” (R4)
Summary
Implementing sustainable development concepts – including functioning in the long term and taking into account economic, social and environmental objectives – requires coherent organisational management. Human Resources (HR) play a key role here. The concept of Sustainable human resource management (SHRM) is present in the literature (Diaz-Carrion, López-Fernández, & Romero-Fernandez, 2018; Ehnert & Harry, 2012). Pioneering research is emerging to reveal the characteristics of SHRM functions (Stankevičiute & Savanevičiene, 2018). One of the researchers’ views is that the development of personal functions does not keep pace with changes in the work environment (Juchnowicz, 2019). The solutions applied are not consistent with organisational aspirations within sustainable development
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