Sustainable HRM for Sustainable Careers of Women Professionals
Evidence about the barriers and challenges to the sustainable career advancement of women professionals is present in the literature. Past studies report the inadequacy of strategic HRM, the dominant HRM approach, in developing sustainable careers for wom
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Sustainable HRM for Sustainable Careers of Women Professionals Swati Singh and Sita Vanka
Abstract Evidence about the barriers and challenges to the sustainable career advancement of women professionals is present in the literature. Past studies report the inadequacy of strategic HRM, the dominant HRM approach, in developing sustainable careers for women professionals. This paper introduces the need for sustainable HRM practices for sustainable careers of women professionals. A comprehensive view of career issues of women professionals across their lifespan, a critical analysis of the role of strategic HRM and proposing the conceptual framework based on sustainable HRM for sustainable careers of women forms the crux of this paper. The paper builds on the theoretical grounding of kaleidoscope career model, evidence-based management and work–family enrichment to suggest theoretically informed sustainable HRM practices for sustainable careers of women. The specific strategies are discussed, and future research agenda was presented at the end. Keywords Strategic HRM · Sustainable HRM · Sustainable careers · Women · Gender · Kaleidoscope career model
Introduction The world’s population is ageing. The trend related to ageing is common to every country of the world with older people increasing in number (UN 2017). The forecasts show that nearly one out of four American workers will be above 55 years by 2024 (Toossi and Torpey 2017). The population in European countries is also ageing at an unprecedented rate (Eurostat 2016). The ageing population is set to impact all sectors including labour markets. The trend signals labour shortage. Alongside it, another noted phenomenon existing in the labour market is under-representation of women in managerial roles. While organizations are set to face labour shortage, it is appalling to see talented women dropping out of workforce at a higher rate (Silbey 2016; Mainiero and Sullivan 2005). The organizations are set to face the labour S. Singh (B) · S. Vanka School of Management Studies, University of Hyderabad, Hyderabad, India e-mail: [email protected] © Springer Nature Singapore Pte Ltd. 2020 S. Vanka et al. (eds.), Sustainable Human Resource Management, https://doi.org/10.1007/978-981-15-5656-2_6
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shortage in future if they fail to manage, retain and utilize human capital, especially the talented women who are leaving the workforce. Research related to women turnover details that women experience greater barriers in their careers due to gender differences and discrimination (Joshi 2014; Rudman et al. 2012). As compared to men, women usually have a large amount of additional non-work responsibilities as they are primary caregivers (Powell and Greenhaus 2010; Leslie et al. 2012). These unique challenges make women’s career unstable and unsustainable. Past research highlights the issues of complex, nonlinear and unstable careers of women and call for further research for crafting sustainable careers (Greenhaus and Kossek 2014; De Hauw and Gre
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