| 000 | 02983cam a2200349 4500500 | ||
|---|---|---|---|
| 005 | 20250121130841.0 | ||
| 041 | _afre | ||
| 042 | _adc | ||
| 100 | 1 | 0 |
_aBeaupré, Daniel _eauthor |
| 700 | 1 | 0 |
_a Cloutier, Julie _eauthor |
| 700 | 1 | 0 |
_a Gendron, Corinne _eauthor |
| 700 | 1 | 0 |
_a Jiménez, Amparo _eauthor |
| 700 | 1 | 0 |
_a Morin, Denis _eauthor |
| 245 | 0 | 0 | _aHuman resources management, sustainable development, and social responsibility |
| 260 | _c2008. | ||
| 500 | _a42 | ||
| 520 | _aThe article examines the theoretical and empirical links between human resources management and social responsibility/sustainable development. This exercise illustrates how an approach based on social responsibility/sustainable development can contribute to the renewal of policies and practices in human resources management. The empirical results demonstrate how French and Quebecois business leaders view the integration of social responsibility/sustainable development into the policies and practices of human resources management. Reconciling the concept of economic efficiency with social and environmental principles within the social responsibility/sustainable development model represents a considerable challenge for professionals in human resources management. French leaders see the link between social responsibilities/sustainable development and human resources management as based on three concerns: economic efficiency, environmental consciousness, and social equity. Quebecois leaders see the connection between human resources management and social responsibility/sustainable development as reflected in a company’s obligations toward the well-being of its workers. French and Quebecois leaders point out that human resources should put greater emphasis on: (1) applying deontological and ethical principles within the organization, and (2) setting up programs that can ensure that the values and principles of social responsibility/sustainable development are disseminated throughout the organization. The article concludes that human resources management must not only be concerned with enhancing organizational performance, but must also factor in environmental and social issues when formulating corporate strategy. | ||
| 690 | _arole of the human resources professional | ||
| 690 | _astakeholders | ||
| 690 | _asustainable development | ||
| 690 | _ahuman resources management | ||
| 690 | _asocial responsibility | ||
| 690 | _ahuman resources management ethics | ||
| 690 | _arole of the human resources professional | ||
| 690 | _astakeholders | ||
| 690 | _asustainable development | ||
| 690 | _ahuman resources management | ||
| 690 | _asocial responsibility | ||
| 690 | _ahuman resources management ethics | ||
| 786 | 0 | _nRevue internationale de Psychosociologie | XIV | 33 | 2008-06-01 | p. 77-140 | 1260-1705 | |
| 856 | 4 | 1 | _uhttps://shs.cairn.info/journal-revue-internationale-de-psychosociologie-2008-33-page-77?lang=en&redirect-ssocas=7080 |
| 999 |
_c568402 _d568402 |
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