User:TyrelCassim2020473/sandbox

1.0	Introduction
Operations Management (OM) refers to the processes that organizations use to convert resources into products and services for end-users ; similarly, Heizer, Render, and Munson (2017) define OM as activities that convert inputs into value-added outputs for organizations. Sustainability is linked to OM, which requires performance measures to be built into operational strategies that focus on economic, environmental, and social issues to improve the quality of life for the community and society; these measures are commonly referred to as the triple bottom line (TBL). Productivity via OM can improve quality of life, and be linked to the efficiency of managing the output-to-input ratio.

According to Armstrong (2010), human resource management (HRM) is the management of people who work within an organization to achieve its goals. Sustainability for HRM is now a strategy to assist an organization in meeting its TBL. Hence Sustainable HRM (SHRM) is defined as a long-term integrated approach to HRM that focuses on employee selection, development, and rewards while having a minimal impact on their internal and external environments. Mazur and Walczyna's (2020) research showed that SHRM can improve organizational performance, which is linked to productivity through OM with focus on the TBL.

The analysis that follows will focus on how OM and SHRM can improve productivity and performance, with a focus on sustainability via the TBL.

2.0	OM
Sustainability will have a direct effect on a firm’s operating strategy to meet the TBL. It will usually achieve this through implementing initiatives that will positively affect operational targets. Environmental initiatives may include investments in pollution prevention technology to aid in monitoring and mitigating negative effects on the environment. Economic initiatives emphasize the organization's value to promote long-term viability for both shareholders and stakeholders. Social initiatives could include training, work-life balance, and health and safety programs. The following will examine some initiatives that, if implemented, can have a significant impact on a firm's productivity.

2.1	Total Quality Management (TQM)
TQM is a management system that aims at continuous improvement of products and services to ensure customer satisfaction at the lowest cost. According to Li, Papadopoulos and Zhang (2016) continuous improvement aid organizations to improve their efficiency and maintain a competitive advantage. Research by Abbas (2019) identified TQM as having a significant impact on the economic aspect of sustainability, as efficiency improves, cost is reduced, this also generates a level of satisfaction not only to the customer but to the employee as well. Improved efficiency and customer-employee satisfaction also affect the environment and social aspects of sustainability. One challenge of TQM is the willingness of the leadership and employees to implement the change as part of their long-term strategy and not a short-term commitment

2.2	Business Process Re-engineering (BPR)
BPR looks at a firms’ processes intending to reduce waste and improve productivity, it usually requires a radical shift from the traditional way of doing things. The outputs of a successful BPR will usually include process redesign, increased customer satisfaction, specialization, and introduction of new technology. BPR will be unique to every organization and designed to match the needs and resources. Reijers and Mansar (2005) identified a challenge of BPR related to the human reaction to change, creating a social and cultural dilemma.

2.3	Environmental Stewardship (ES)
ES can be defined as responsible actions taken by individuals or organizations to protect and preserve the natural environment for future generations. Further Mathevet, Bousquet and Raymond (2018) stated stewardship as showing care for what is important to us. Research by Wolf et al. (2011) and Bennett et al. (2018) identified ES as an avenue to get people involved in sustainability actions. ES can be supported by activating programs and policies that promote green practices such as recycling, set resource and operational limits. Such programs are often referred to as an Environmental Management System (EMS). EMS usually comprise internal policies, performance indicators and implementation action that usually influences the firms’ operational practices to reduce negative environmental impacts, adoption of such systems have proven to have improved overall business performance, such as cost savings, and improved efficiency, once done through moral suasion rather than organizational pressures.

2.4	Process Safety Management (PSM)
PSM is a system that focuses beyond occupational safety, it is geared to maintaining operating systems to reduce the risk of impacts to the environment – through a release of chemical’s; to people – because of injury or health loss; and to plant – through loss of production or equipment. A good PSM system ensures that operations function efficiently, increases productivity, and derive greater value from firm assets. One of the major challenges with PSM is accidents still occur with universal findings from investigations, hence having a negative impact on the TBL. While several factors are affecting PSM , societal and cultural aspect has commonality in industries where root causes are not properly sought with the appointment of blame stopping at people.

From the analysis of the identified initiatives with an OM framework, it can be determined that implementation of such initiatives will have a positive impact on productivity in alignment with the TBL leading to sustainability for the organization.

3.0	Human Resources Management (HRM) and Performance
Sustainable HRM practices can support organizations in achieving their TBL and thus creating a competitive advantage, such practices as high-performance work systems (HPWS) recognize people as valuable assets to achieve the firm’s performance. HPWS should involve 4 broad base categories of HRM practices, (1) HR flow which ensures selection of the right people for the job, (2) Work structuring which aid in promoting teamwork and long-term commitment, (3) Reward systems ensuring quality-of-life, performance assessment and development and (4) Employee influence by involving employee participation in business decisions and providing profit-sharing programs.

3.1	HRM and Environment
HRM practices that promote environmental awareness increases job satisfaction of employees and are likely to support the achievement of its environmental goals. Practices such as training, environmental programs and employee involvement resulting in motivated and committed employees are likely to have a favourable impact on both environmental and financial goals.

3.2	HRM and People Because society and businesses are interconnected for growth and sustainability, the social aspect of sustainability integrated with HRM practices shows that social and business demands are intertwined (Syed et al., 2020). HRM that focuses on equal treatment of employees regardless of age, gender or ethnicity and focuses on social integration can enhance productivity of the organization boost employee morale (Celma, Martinez-Garcia and Raya, 2018; Mazur and Walczyna, 2020; Syed et al. 2020).

3.3	HRM and Profit
HRM practices that aim to improve employee performance, motivation and engagement through selection, training, performance management and pay incentives will have a positive impact on an organization’s in the areas of productivity, quality of product, customer satisfaction, which increase an organizations’ financial performance )..

4.0	Conclusion
The analysis has shown that OM is proportionally linked to productivity, likewise, HRM is also linked to how an organization performs. For any organization to be successful, there must be an asynchronous relationship between the two elements to achieve the TBL, OM needs the human resources (HR) to execute the work, likewise, HR needs to understand the type of resources needed for OM to be successful, OM and HR will need to work together to ensure the best talent is maintained, trained and remain satisfied, while ensuring quality programs and systems are implemented to improve their productivity, minimize their environmental impact while meeting the requirement of both shareholder and stakeholders. These are very dynamic fields that must support each other to ensure the firm meets its TBL and ensure the long-term survival of the organization focusing on People, Profit and the Planet. The challenge with this is the traditional view on profit as primary, resulting in environmental and social aspects not being seen as equally important.

5.0	Recommendations
Following are some recommendations for organizations to consider in promoting productivity and performance to ensure sustainability is achieved.

According to Dobrescu and Smith (2016), there is a decline in deaths and births contributing to an ageing population worldwide. HRM practices will have to be developed to deal with the varying value systems held by an ageing population while not ignoring the other generations to maintain quality-of-life for all and ensure employee satisfaction.

Creating a competitive edge through digitization is creating change in organizations’ business processes, strategies and operational activities. Beier et al. (2017) research findings indicated that through digitization, positive impacts on the environment are achieved through efficiency in resources and adopting renewables as well as social impacts through artificial intelligence reducing workloads. Therefore, adopting digital building training programs for staff will enable them to manage digitization while building their resilience for the long term (Kumar et al., 2020) and being aptly equipped to support sustainable initiatives.

Bilbliography:
Abbas, J. (2019). Impact of total quality management on corporate sustainability through the mediating effect of knowledge management. Journal of Cleaner Production, 244(1), p.118806.

AIChE (2014). Process safety management. Process Safety Progress, 33(4), pp.407–407.

Amyotte, P.R., Berger, S., Edwards, D.W., Gupta, J.P., Hendershot, D.C., Khan, F.I., Mannan, M.S. and Willey, R.J. (2016). Why major accidents are still occurring. Current Opinion in Chemical Engineering, [online] 14, pp.1–8. Available at: https://www.sciencedirect.com/science/article/pii/S2211339816300363 [Accessed 14 Jul. 2019].

Anlesinya, A. and Susomrith, P. (2020). Sustainable human resource management: a systematic review of a developing field. Journal of Global Responsibility, 11(3), pp.295–324.

Armstrong, M. (2010). Strategic human resource management : a guide to action. London: Kogan Page.

Armstrong, M. and Taylor, S. (2014). Armstrong’s handbook of human resource management practice. 13th ed. Philadelphia, Pa: Kogan Page Ltd.

Arowoshegbe, A. and Emmanuel, U. (2016). SUSTAINABILITY AND TRIPLE BOTTOM LINE: AN OVERVIEW OF TWO INTERRELATED CONCEPTS. Igbinedion University Journal of Accounting |, [online] 2, p.88. Available at: https://iuokada.edu.ng/journals/9F2F7F6B56B433D.pdf.

Bansal, P. and Hunter, T. (2003). Strategic Explanations for the Early Adoption of ISO 14001. Journal of Business Ethics, 46(3), pp.289–299.

Beier, G., Niehoff, S., Ziems, T. and Xue, B. (2017). Sustainability aspects of a digitalized industry – A comparative study from China and Germany. International Journal of Precision Engineering and Manufacturing-Green Technology, [online] 4(2), pp.227–234. Available at: https://link.springer.com/article/10.1007%2Fs40684-017-0028-8.

Bennett, N.J., Whitty, T.S., Finkbeiner, E., Pittman, J., Bassett, H., Gelcich, S. and Allison, E.H. (2018). Environmental Stewardship: A Conceptual Review and Analytical Framework. Environmental Management, 61(4), pp.597–614.

Bettley, A. and Bunley, S. (2008). Towards Sustainable Operations Management Integrating Sustainability Management into Operations Management Strategies and Practices. In: K.B. Misra, ed., Handbook of Performability Engineering. Springer.

Boiral, O., Guillaumie, L., Heras-Saizarbitoria, I. and Tayo Tene, C.V. (2017). Adoption and Outcomes of ISO 14001: A Systematic Review. International Journal of Management Reviews, 20(2), pp.411–432.

Bosso, C.J. (2002). Regulating from the Inside: Can Environmental Management Systems Achieve Policy Goals?edited by Cary Coglianese and Jennifer Nash. Political Science Quarterly, 117(1), pp.146–148.

Bučiūnienė, I. and Kazlauskaitė, R. (2012). The linkage between HRM, CSR and performance outcomes. Baltic Journal of Management, 7(1), pp.5–24.

Celma, D., Martinez-Garcia, E. and Raya, J.M. (2018). Socially responsible HR practices and their effects on employees’ wellbeing: Empirical evidence from Catalonia, Spain. European Research on Management and Business Economics, 24(2), pp.82–89.

Chen, S.-J., Lawler, J.J. and Bae, J. (2005). Convergence in Human Resource systems: a Comparison of Locally Owned and MNC Subsidiaries in Taiwan. Human Resource Management, 44(3), pp.237–256.

Combs, J., Liu, Y., Hall, A. and Ketchen, D. (2006). HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE. Personnel Psychology, 59(3), pp.501–528.

Darnall, N., Henriques, I. and Sadorsky, P. (2008). Do environmental management systems improve business performance in an international setting? Journal of International Management, [online] 14(4), pp.364–376. Available at: https://www.sciencedirect.com/science/article/pii/S1075425308000690.

Dobrescu, L.I. and Smith, J.P. (2016). The HRS Around the World Surveys. Handbook of the Economics of Population Aging, 1, pp.993–1018.

Ehnert, I., Parsa, S., Roper, I., Wagner, M. and Muller-Camen, M. (2015). Reporting on sustainability and HRM: a comparative study of sustainability reporting practices by the world’s largest companies. The International Journal of Human Resource Management, 27(1), pp.88–108.

Epstein, M.J., Rejc, A., Elkington, J. and Leonard, H.B. (2014). Making sustainability work : best practices in managing and measuring corporate social, environmental, and economic impacts. Sheffield: Greenleaf ; San Francisco.

Estrada, M., Monferrer, D., Rodríguez, A. and Moliner, M.Á. (2021). Does Emotional Intelligence Influence Academic Performance? The Role of Compassion and Engagement in Education for Sustainable Development. Sustainability, 13(4), p.1721.

Glisson, C. and James, L.R. (2002). The cross-level effects of culture and climate in human service teams. Journal of Organizational Behavior, 23(6), pp.767–794.

Goksoy, A., Ozsoy, B. and Vayvay, O. (2012). Business Process Reengineering: Strategic Tool for Managing Organizational Change an Application in a Multinational Company. International Journal of Business and Management, 7(2).

Gollan, P.J. (2005). High involvement management and human resource sustainability: The challenges        and opportunities. Asia Pacific Journal of Human Resources, 43(1), pp.18–33.

Gunasekaran, A. and Irani, Z. (2014). Sustainable Operations Management: design, Modelling and Analysis. Journal of the Operational Research Society, [online] 65(6), pp.801–805. Available at: https://link.springer.com/article/10.1057/jors.2014.26.

Gupta, A.D. (2020). STRATEGIC HUMAN RESOURCE MANAGEMENT : formulating and implementing hr strategies for a... competitive advantage. S.L.: Productivity Press.

Gupta, J.P. (1997). Application of DOW’s fire and explosion index hazard classification guide to process plants in the developing countries. Journal of Loss Prevention in the Process Industries, 10(1), pp.7–15.

Habib, M.N. (2013). Understanding Critical Success and Failure Factors of Business Process Reengineering. International R eviewofManagement and B usinessResearch, 2(1).

Hahn, T., Pinkse, J., Preuss, L. and Figge, F. (2014). Tensions in Corporate Sustainability: Towards an Integrative Framework. Journal of Business Ethics, 127(2), pp.297–316.

Halim, S.Z. and Mannan, M.S. (2018). A journey to excellence in process safety management. Journal of Loss Prevention in the Process Industries, 55, pp.71–79.

Heizer, J., Render, B. and Munson, C. (2017). Operations management : sustainability and supply chain management. 12th ed. Boston: Pearson.

Herzog, N.V., Polajnar, A. and Tonchia, S. (2007). Development and validation of business process reengineering (BPR) variables: a survey research in Slovenian companies. International Journal of Production Research, 45(24), pp.5811–5834.

Hill, A.V. (2012). The Encyclopedia of Operations Management : a Field Manual and Glossary of Operations Management Terms and Concepts. Upper Saddle River, N.J.: Ft Press.

Idowu, S.O., Capaldi, N., Fifka, M.S., Zu, L. and Schmidpeter, R. (2015). Dictionary of corporate social responsibility : CSR, sustainability, ethics and governance. Cham ; New York: Springer.

Irani, Z., Sharp, J.M. and Kagioglou, M. (1997). Improving business performance through developing a corporate culture. The TQM Magazine, 9(3), pp.206–216.

Jerónimo, H.M., Lacerda, T.C. and Henriques, P.L. (2020). From Sustainable HRM to Employee Performance: A Complex and Intertwined Road. European Management Review, 17(4), pp.871–884.

Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C. (2012). How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms. Academy of Management Journal, 55(6), pp.1264–1294.

Johnson, P.T. (2018). Environmental Stewardship. [online] National Institute of Environmental Health Sciences. Available at: https://www.niehs.nih.gov/about/stewardship/index.cfm.

Khan, F., Hashemi, S.J., Paltrinieri, N., Amyotte, P., Cozzani, V. and Reniers, G. (2016). Dynamic risk management: a contemporary approach to process safety management. Current Opinion in Chemical Engineering, 14, pp.9–17.

Kleindorfer, P.R., Singhal, K. and Wassenhove, L.N. (2005). Sustainable Operations Management. Production and Operations Management, 14(4), pp.482–492.

Kumar, A., Luthra, S., Kumar Mangla, S. and Kazancoglu, Y. (2020). COVID-19 impact on sustainable production and operations management. Sustainable Operations and Computers, [online] 1, pp.1–7. Available at: https://www.sciencedirect.com/science/article/pii/S2666412720300015.

Li, J., Papadopoulos, C.T. and Zhang, L. (2016). Continuous improvement in manufacturing and service systems. International Journal of Production Research, 54(21), pp.6281–6284.

Lim, B. (1995). Examining the organizational culture and organizational performance link. Leadership & Organization Development Journal, 16(5), pp.16–21.

Longo, M., Mura, M. and Bonoli, A. (2005). Corporate Social Responsibility and Corporate performance: the Case of Italian SMEs. Corporate Governance: the International Journal of Business in Society, 5(4), pp.28–42.

Longoni, A. (2014). Sustainable Operations Strategies The Impact of Human Resource Management and Organisational Practices on the Triple Bottom Line. Cham Springer International Publishing.

Machado, C.G., Pinheiro de Lima, E., Gouvea da Costa, S.E., Angelis, J.J. and Mattioda, R.A. (2017). Framing maturity based on sustainable operations management principles. International Journal of Production Economics, [online] 190, pp.3–21. Available at: https://www.sciencedirect.com/science/article/pii/S0925527317300282.

Magon, R.B., Thomé, A.M.T., Ferrer, A.L.C. and Scavarda, L.F. (2018). Sustainability and performance in operations management research. Journal of Cleaner Production, [online] 190(1), pp.104–117. Available at: https://www.sciencedirect.com/science/article/abs/pii/S0959652618311673 [Accessed 4 Jul. 2021].

Mathevet, R., Bousquet, F. and Raymond, C.M. (2018). The concept of stewardship in sustainability science and conservation biology. Biological Conservation, [online] 217(1), pp.363–370. Available at: https://www.sciencedirect.com/science/article/abs/pii/S000632071730407X#:~:text=Sustainability%20stewardship%20refers%20to%20responsible [Accessed 30 Jun. 2021].

Mazur, B. and Walczyna, A. (2020). Bridging Sustainable Human Resource Management and Corporate Sustainability. Sustainability, 12(21), p.8987.

Miller, K. (2020). The Triple Bottom Line: What It Is & Why It’s Important. [online] Business Insights - Blog. Available at: https://online.hbs.edu/blog/post/what-is-the-triple-bottom-line.

Miller, N.G., Pogue, D., Saville, J. and Tu, C. (2010). The Operations and Management of Green Buildings in the United States. The Journal of Sustainable Real Estate, [online] 2(1), pp.51–66. Available at: https://www.jstor.org/stable/pdf/24860560.pdf?refreqid=excelsior%3A0c23ca512269be173388a6ce15b5fd40 [Accessed 1 Jul. 2021].

O’Neill, P., Sohal, A. and Teng, C.W. (2016). Quality management approaches and their impact on firms׳ financial performance – An Australian study. International Journal of Production Economics, 171, pp.381–393.

Podgorodnichenko, N., Edgar, F. and McAndrew, I. (2019). The role of HRM in developing sustainable organizations: Contemporary challenges and contradictions. Human Resource Management Review, 30.

Poon, T.S.-C. and Law, K.K. (2020). Sustainable HRM: An extension of the paradox perspective. Human Resource Management Review, [online] p.100818. Available at: https://www.sciencedirect.com/science/article/abs/pii/S1053482220300917.

Ramabhadran, S. (2014). Demystifying PSM | DuPont Sustainable Solutions. [online] www.consultdss.com. Available at: https://www.consultdss.com/demystifying-psm-for-an-enabled-workforce/.

Reid, R.D. and Sanders, N.R. (2013). Operations Management : an Integrated Approach. Hoboken, Nj: John Wiley & Sons.

Reijers, H. and Mansar, S.L. (2005). Best Practices in Business Process redesign: an Overview and Qualitative Evaluation of Successful Redesign Heuristics. Omega, [online] 33(4), pp.283–306. Available at: https://www.sciencedirect.com/science/article/pii/S0305048304000854.

Shih, H.-A., Chiang, Y.-H. and Hsu, C.-C. (2013). High performance work system and HCN performance. Journal of Business Research, 66(4), pp.540–546.

Stankeviciute, Z. and Savaneviciene, A. (2014). SUSTAINABILITY AS A CONCEPT FOR HUMAN RESOURCE MANAGEMENT. ECONOMICS AND MANAGEMENT, 18(4).

Stone, D.L. and Deadrick, D.L. (2015). Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), pp.139–145.

Syed, M.W., Zu Li, J., Junaid, M. and Ziaullah, M. (2020). Relationship between human resource management practices, relationship commitment and sustainable performance. Green Finance, 2(3), pp.227–242.

Ukko, J., Nasiri, M., Saunila, M. and Rantala, T. (2019). Sustainability strategy as a moderator in the relationship between digital business strategy and financial performance. Journal of Cleaner Production, 236, p.117626.

Vachon, S. and Klassen, R.D. (2007). Supply chain management and environmental technologies: the role of integration. International Journal of Production Research, 45(2), pp.401–423.

Vachon, S. and Mao, Z. (2008). Linking supply chain strength to sustainable development: a country-level analysis. Journal of Cleaner Production, 16(15), pp.1552–1560.

Wei, L.-Q. and Lau, C.-M. (2010). High performance work systems and performance: The role of adaptive capability. Human Relations, [online] 63(10), pp.1487–1511. Available at: https://journals.sagepub.com/doi/abs/10.1177/0018726709359720?patientinform-links=yesl63%2F10%2F1487c63%2F10%2F1487r63%2F10%2F1487.

Wolf, K.L., Blahna, D.J., Brinkley, W. and Romolini, M. (2011). Environmental stewardship footprint research: linking human agency and ecosystem health in the Puget Sound region. Urban Ecosystems, 16(1), pp.13–32.