5. Benefits and drawbacks of SUSTAINABLE HRM FOR APPAREL INDUSTRY.

 

The apparel industry is a powerful global industry, and its core driving factor is efficiency. Efficiency largely depends on people's engagement, motivation, skills, positive mindset, etc. (Armstrong & Taylor, 2020). According to the sustainable human resource practices, long-term benefits are obtained by the organizations, while short-term approaches can lead to some drawbacks for the industry(Ehnert et al., 2016; Gollan et al., 2014). Sustainable HRM focuses on long-term people management strategies that support both organizational performance and social responsibility.

The core focus of sustainable HRM is to engage with people in the long term and get the economic, social, and environmental benefits to the organization(Ehnert et al., 2016). In the recruitment process, apparel organizations do not simply select individuals for the organization and always try to find the most suitable candidates who match the organizational culture, goals, expectations, etc(Jiang & Messersmith, 2018). By fulfilling these requirements, employee turnover can be reduced, and continuous contributions can be made toward achieving organizational goals(Gollan et al., 2014). Also, it reduces the recruitment cost of the organization, improves the employee bond of the organizations, and promotes a positive image of the organization's culture. 

The apparel organizations that practice social sustainability also support work-life balance and contribute to employee well-being(Gollan et al., 2014; Kramar, 2014). This helps build a strong connection with society and, as a result, improves people's mental health and enables individuals to give their best to the organizational goals(Ehnert et al., 2016).

Furthermore, sustainable practices in organizations create a positive image, and society will appreciate the organization(Baum, 2012). As a result, organizations attract a high number of workers. Especially in industries like apparel, where employer branding and social responsibility are increasingly valued (Shen, Dumont & Deng, 2018)

Also, there are drawbacks in the apparel organization due to practicing sustainable HRM. Sustainable HRM does not provide solutions for the short-term issues in the apparel organizations because, as mentioned above, the apparel industry is efficiency-based, so its requirements need to be filled immediately (Kramar, 2014; Jabbour & de Sousa Jabbour, 2016). If not, that directly affects their targets and benefits. For example, delays in recruitments and trainings affect production and harm the current employees. Employees feel the pressure, and efficiency is reduced due to unnecessary stress (Renwick, Redman & Maguire, 2013). Additionally, if employees have to wait too long for training, it impacts organizational short-term goals. Especially in time-sensitive industries such as apparel (Mariappanadar, 2014).

Finally, the Author wants to say that there are benefits and drawbacks also on sustainable HRM in apparel organizations.

References

Armstrong, M. & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. 15th ed. London: Kogan Page.

Ehnert, I., Harry, W. & Zink, K.J. (2016). Sustainability and HRM: A model and suggestions for future research. Journal of Human Resource Management, 25(6), pp.1127–1140.

Gollan, P.J., Kalfa, S. & Xu, Y., (2014). Strategic HRM and performance: Theory and practice in the New Zealand and Australian apparel industry. Asia Pacific Journal of Human Resources, 52(1), pp.27–46

Jiang, K. & Messersmith, J.G. (2018). On the shoulders of giants: A meta-review of strategic human resource management. International Journal of Human Resource Management, 29(1), pp.6–33.

Baum, T. (2012). Human resource management in tourism: A small island perspective. International Journal of Culture, Tourism and Hospitality Research, 6(2), pp.124–132.

Shen, J., Dumont, J. & Deng, X. (2018). Employees’ perceptions of green HRM and non-green employee work outcomes: The social identity and stakeholder perspectives. Group & Organization Management, 43(4), pp.594–622.