Abstract:
The banking sector has led the implementation of Corporate Social Responsibility (CSR) programmes thereby not only demonstrating good reputation and financial sustainability, but further offering a strong business case for adopting sustainability centred business strategies.
The research is framed within the banking sector, seeking to contrast and compare HRM role and practices in enabling sustainability and exploring whether sustainability and sustainable business models (and related concepts) are uniformly understood and applied within industry.
Applying a stakeholder approach, the research positions the HRM function as potentially having a role to play in the business model design process in order to be able to effectively implement HRM practices aligned to organisational goals, seeking to yield broad sustainability. The research also explores the factors that impact HRM’s ability to deliver sustainable value add and balance the needs of a broad stakeholder network, in within an organisational culture which views the employee as critical stakeholder.
A qualitative research design approach was applied, having interviewed participants from the South African banking industry comprising of HRM professionals and business leaders.
