摘要：The Sustainable Human Resources Management (Sustainable HRM) adds organizational sustainability to people management subsystems. All areas of an organization depend largely on the action of the people. Therefore, if the organization's purpose is to be sustainable, it must provide the alignment between the guidelines of sustainability and their people management initiatives. The challenge of the Sustainable HRM is therefore to manage the organizations in relation to their human and social, natural and economic resources, involving organizational sustainability to their areas. Balance investments to meet the three aspects of sustainability tripod are part of the changes suggested by the Sustainable HRM. Although interest in Sustainable HRM is recurrent, more research is needed to develop a practical, clear and objective guide to be followed by organizations. Through the Soft System Methodology, a systemic methodology, a conceptual model and a framework of actions and indicators for Sustainable HRM were developed in this study, in order to provide support both strategic and operational to organizations. As a result, the HRM subsystems were adapted to encompass sustainable actions according to the sustainability pillars (environmental, social and economic), generating a framework of actions and indicators that companies can use to carry out the Sustainable HRM.
其他摘要：The Sustainable Human Resources Management (Sustainable HRM) adds organizational sustainability to people management subsystems. All areas of an organization depend largely on the action of the people. Therefore, if the organization's purpose is to be sustainable, it must provide the alignment between the guidelines of sustainability and their people management initiatives. The challenge of the Sustainable HRM is therefore to manage the organizations in relation to their human and social, natural and economic resources, involving organizational sustainability to their areas. Balance investments to meet the three aspects of sustainability tripod are part of the changes suggested by the Sustainable HRM. Although interest in Sustainable HRM is recurrent, more research is needed to develop a practical, clear and objective guide to be followed by organizations. Through the Soft System Methodology, a systemic methodology, a conceptual model and a framework of actions and indicators for Sustainable HRM were developed in this study, in order to provide support both strategic and operational to organizations. As a result, the HRM subsystems were adapted to encompass sustainable actions according to the sustainability pillars (environmental, social and economic), generating a framework of actions and indicators that companies can use to carry out the Sustainable HRM.
