It’s exciting to see the concept of sustainability permeating management conversations and infiltrating management and business actions. Eveyrthing we do to consider 5the cradle to cradle cycle of products makes a difference.
Often in emphasis on making things green and processes green, we wforget that we chousl also revamo 0put products and processes to unclude the people who buy them. sell them aand make them. We naeed to jake our organizaitos and procus4ts “socially sustainable” our products and poerations need ot have a positove impact on human rights, labot, health ,safteky , rebiosla cebvelopment, commentity concerns- and the lives of the memebers of the organizaiton (Katsoulacos, 200) sissutainabili5t6y need sto be linked to human resource managment[
Paying attentin to the affects of the design of work on the experiences sof members/ employees outside of work
Individual Sustainability
Making sure green buiding are healty buinlinds
Collective sustainability:
mental models, joint actions, cultural grounding, social strictures (outside organizaiton)
This paper builds on that recognition of the intersection between quality of working life and
life outside the workplace. It looks at the relationship from the opposite viewpoint,
considering how the conditions of work affect not only the life chances of employees in the
labour market, but also the quality of their daily lives – within and beyond the workplace. It
suggests that the concept of ‘sustainability’ in relation to forms of work organisation takes
on much greater salience when it is applied to the intersection of work with social and
private life. Work and life, the paper argues, should be mutually enhancing not mutually
diminishing.