HRM and organisational practices in operations: The impact on environmental and social sustainability

The second chapter of the book aims to show that human resource management and organisational practices (i.e., teamwork, training, worker involvement and incentives) adopted to achieve operational performance only partially improve environmental and social sustainability. Instead, a set of human resource management and organisational practices specifically designed to improve the triple bottom line (i.e., organisational responsibility to sustainability and worker commitment to sustainability) have a positive impact on the triple bottom line—i.e., economic, environmental and social sustainability.