Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n=15), supervisors of neurodivergent employees (n=4), and neurodivergent employees (n=11). Our findings show that there is significant potential in embracing the strengths-based approach to promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths
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This article was written by 110 authors; for the sake of clarity, only the authors, working at the Hanze, are included. For a total overview, see the link to the article.
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Literature on the relationship between sustainability and human resource management (HRM) is just emerging. This chapter examines the role of the HRM function in advancing the sustainability agenda in the hotel industry. Drawing on 18 interviews with human resource managers (specialists), managers and employees drawn from 12 large and medium hotels in the Netherlands, this chapter reveals that HR professionals perform five different roles - of a coach, facilitator, architect, leader and custodian of sustainability conscience. These roles are based on Ulrich and Beatty’s (2001) model of HRM. It further shows that the propensity of human resource professionals to perform such roles is influenced by two major organisational contextual factors such as: a.) the sophistication of the HRM function and its relative position within the hotel’s decision-making structures; and b.) the stage of development of the hotel’s sustainability agenda. The chapter then concludes by highlighting implications for theory and practice.
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Anthropocentrism is the belief that value is human-centered and that all other beings are means to human ends. The Oxford English Dictionary defines anthropocentrism as “regarding humankind as the central or most important element of existence”. Anthropocentrism focuses on humanistic values as opposed to values found in non-human beings or ecosystems. With the popularization of the concept of ecosystem services, the idea of protecting the environment for the sake of human welfare is reflected in the SDGs. Within the SDGs, the instrumental use of the environment for the sake of alleviating poverty, combatting climate change, and addressing a range of other social and economic issues is promoted. Since the conception of the SDGs, there has been a discussion about anthropocentrism in ‘sustainable development’ (e.g., Kopnina 2016a and 2017, Strang 2017, Adelman 2018; Kotzé and French 2018) and how the SDGs can be antithetical to effective responses to sustainability challenges. The SDGs’ accent on economic growth and social equality as well as environmental protection actually result in ethical as well as practical paradoxes. While central to the SDG’s is ‘sustained and inclusive economic growth’ (UN 2015), the prioritization is on the economy, NOT the planet that nurtures both social and economic systems. Anthropocentrism, in this case, refers to the exclusive focus on short-term human benefits, whereas biodiversity loss is not considered a great moral wrong (Cafaro and Primack 2014). The three overarching anthropocentric SDG goals, economic growth, resilience, and inclusion, will be critically examined below and ways forward will be proposed. “This is a post-peer-review, pre-copyedit version of an article published in 'Encyclopedia of the UN Sustainable Development Goals. Life on Land'. The final authenticated version is available online at: https://doi.org/10.1007/978-3-319-71065-5_105-1 LinkedIn: https://www.linkedin.com/in/helenkopnina/
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Balancing processes of external contingency and internal P-O fit is amongst the challenges facing innovative HE institutions today. This multi-level case study presents findings from a research & development program targeted to investigate and improve organisational-, leadership- and employees’ capacities to design, select and develop the human capital necessary to meet the strategic demands. The R&D project is framed as a collective organisational learning strategy with continuous alternation of research, design, pilots and implementation activities. Work in progress till 2020. At present 25 strategic personnel plans are developed for degree programs and other organizational units, each of which is tailored to the strategic horizon and market of that specific organisational entity. Furthermore, instrumentation to run a strategic personnel planning process for knowledge institutions is developed transferable to other institutions. Finally, input is provided for the development of strategic HRM for career development & mobility, professionalisation, team development and resourcing strategy. https://www.hec2019.nl/108493/wiki/449361/programme-abstracts
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This longitudinal, quantitative study contributes to the debate on technology-based professional development by examining the extent to which a learning (LinkedIn) intervention in a university setting affects an individual’s social media use for professional development, and the extent to which this relates to self-reported employability. In addition, we investigated how this relationship is moderated by an individual’s motivation to communicate through social media (LinkedIn). Based on social capital theory and the conservation of resources theory, we developed a set of hypotheses that were tested based on longitudinal data collected from university employees (N = 101) in middle- and high-level jobs. First, in line with our expectations, social media use for professional development was significantly higher after the learning intervention than before. Second, partially in line with our expectations, social media use for professional development was positively related with the employability dimension anticipation and optimization. Third, contrary to our expectations, motivation to communicate through social media (LinkedIn) did not have a moderating role in this relationship. We concluded that the learning intervention has the potential to foster social media use for professional development, and in turn, can contribute to individuals’ human capital in terms of their employability. Hence, the intervention that forms the core of this empirical research can be a sustainable and promising human resource management (HRM) practice that fits the human capital agenda.
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Anthropocentrism is the belief that value is human-centered and that all other beings are means to human ends. The Oxford English Dictionary defines anthropocentrism as “regarding humankind as the central or most important element of existence”. Anthropocentrism focuses on humanistic values as opposed to values found in non-human beings or ecosystems. With the popularization of the concept of ecosystem services, the idea of protecting the environment for the sake of human welfare is reflected in the SDGs. Within the SDGs, the instrumental use of the environment for the sake of alleviating poverty, combatting climate change, and addressing a range of other social and economic issues is promoted. Since the conception of the SDGs, there has been a discussion about anthropocentrism in ‘sustainable development’ (e.g., Kopnina 2016a and 2017, Strang 2017, Adelman 2018; Kotzé and French 2018) and how the SDGs can be antithetical to effective responses to sustainability challenges. The SDGs’ accent on economic growth and social equality as well as environmental protection actually result in ethical as well as practical paradoxes. While central to the SDG’s is ‘sustained and inclusive economic growth’ (UN 2015), the prioritization is on the economy, NOT the planet that nurtures both social and economic systems. Anthropocentrism, in this case, refers to the exclusive focus on short-term human benefits, whereas biodiversity loss is not considered a great moral wrong (Cafaro and Primack 2014). The three overarching anthropocentric SDG goals, economic growth, resilience, and inclusion, will be critically examined below and ways forward will be proposed. https://www.springer.com/gp/book/9783319959801 LinkedIn: https://www.linkedin.com/in/helenkopnina/
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In this chapter I would like to introduce the knowledge management concept known as communities of practice (CoPs) and show a direct link between CoPs and human resource development (HRD). CoPs are a proven way to effectively manage knowledge as well as promote organizational learning, so it is a logical step to aim HRD initiatives towards developing and supporting them. It is my experience that both the vision and operational goals of an organization’s HR department is exceptionally crucial in designing and supporting a learning organization and that CoPs are one strategy to achieving these goals. The set up of the chapter is as follows; in this section I present some of the advantages that communities can have for the organization and the individual. Then I give an introduction to what CoPs actually are and how they function, followed by a discussion of the link between HRD, CoPs and organizational learning. In section four I look at what kind of support CoPs need in order to thrive and in section five, I expand these concepts to include global communities. The following section looks at how technology enables CoPs – both local and global – and describes general guidelines for deciding which technology is appropriate for facilitating communities. My closing remarks consider the increasing role of Cops in HRM as well as some of their possible down-sides.
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This article explores the perceptions of development through metaphor use by students of International Business Management Studies at The Hague University. Students’ reflections upon the concepts of nature and development before and after educational intervention are examined through discourse analysis and narrative analysis. Results show that initially students reflect the dominant development paradigm which tends to conflate ‘nature’ with ‘natural resources’. This study suggests that the critical course has the potential to shift the student focus from the unquestioning acceptance of economic development and instrumental view of nature to recognition of more ecologically benign and culturally variable paths to sustainability. In terms of pedagogy, the ‘trans-human’ Gestalt, or mindset conducive to planetary consciousness, may require a distinct type of didactic strategy, discussed in this article. It is concluded that while transformative social learning towards sustainability requires the integrative switching back and forth between the various mindsets, effective, ecologically engaged and critical learning may require a more fixed, committed and above all affirmative action approach. https://doi.org/10.1177/0973408214529989 https://www.linkedin.com/in/helenkopnina/
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