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1. Introduction
Human resource management (HRM) is among of many discussions nowadays: influence on organizational performance, support to strategic goals and renewal of organizational competencies ([3] Arthur, 1994; [13] Huselid, 1995; [5] Becker and Gerhart, 1996; [14] Huselid et al. , 1997; [17] Lacombe and Albuquerque, 2008; [32] Verma and Dewe, 2008; [10] Ferguson and Eionet, 2010; [20] Rasmussen et al. , 2010). But a new paradigm is emerging in human resource management: sustainability ([15] Jabbour and Santos, 2008). Thus, more and more, sustainability is becoming part of human resources evolution. Sustainable human resource management is regarding to achieving organizational sustainability through the development of human resources policies, strategies and practices that support the economic, social and environmental dimensions, at the same time.
But little is known about how sustainability could be considered in human resource management evolution. Thus, the main objectives of this article are to:
- review the historical evolution of human resource management;
- rescue the evolutionary models of human resource management; and
- present arguments to consider sustainability as the future of human resource management.
2. Historical evolution of human resource management
Human resource management is an area in constant evolution and change. As well, there is no universal model or an "ideal type" of HRM strategies, to serve all organizations, and thus, there are different models to explain HRM evolution and management ([1] Ahmed and Kazmi, 1999; [12] Gratton and Truss, 2003). For this reason, it is not an easy job to draw a timeline and evolution of human resource management ([29] Wood, 1992).
One of the best-known historical influences for human resource management dates back mainly to the scientific management (1903), by Frederic W. Taylor, who, according to [16] Jamrog and Overholt (2004), presented three concepts that provided the basis for modern HRM:
The people selected for the job must match, physically and mentally with the requirements of the job, such as those that do not fit the system should be excluded.
People should receive training so that the work is carried out in accordance with what has been specified.
Workers must be given incentives to comply with specified procedures.
Or else, since the beginning of the last century, so rudimentary compared to the contemporary world, Taylor has...