The role of human resource flexibility and agility in achieving sustainable competitiveness

Abstract

The most dominant features of modern human resource management systems are flexibility and agility. They may refer to the flexibility of procedures, practices, competences, and agility of human resources. The purpose of the paper is to present the relations between the flexibility and agility of human resources and achieving sustainable competitiveness. Drawing upon previous works, we develop a conceptual model which links the constructs together. The conducted research is of theoretical and empirical nature. The method of case study was used. It is hypothesised that the three dimensions of HR flexibility (employee skills flexibility, employee behaviour flexibility and HR practice flexibility) and HR agility affect competitiveness by increasing the flexibility, creativity of human resources, improving quality performance and the impact upon the quality of life of employees and social relations. In particular, the agility and flexibility of human resources contribute to the growth of adaptability and strategic orientation, which directly affects organisations' competitiveness. The research results will improve the understanding of the impact of flexibility and agility related to the HRM system on the implementation of the concept of sustainable development in the organisation.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 30 citations exist upstream.