José Ramón Pin Arboledas
Professor
Managing People in Organizations and Business Ethics
IESE Business School Universidad de Navarra
Spain
Biography
José Ramón Pin is Emeritus Professor of IESE's Department of Managing People in Organizations. He also holds the José Felipe Bertrán Chair of Governance and Leadership in Public Administration at IESE. He was appointed member of the Academic Business Committee of Barna Business School. He is author of the books "Consistencia: la estrategia de la empresa es la estrategia sobre sus personas" (Financial Times and Prentice Hall, 2007) and "Tsunamis políticos: consejos y reflexiones para empresarios y directivos en su relación con la política" (Eunsa, 2010) and coauthor of "CEO, carrera y sucesión" (Prentice Hall, 2010) with Professor Guido Stein. He has also published numerous scientific and popular articles and collaborates with various media outlets. Professor Pin has been a member of the Madrid City Council, a representative of the Madrid regional government and a member of the Spanish Congress of Deputies. He also sits on various Boards of Directors. His areas of interest include the development of management skills, capacity and careers; the relationship between ethics and management processes; business-government relations; and employee motivation in the new working methods of temporary work and telework. .
Research Interest
Areas of Interest * Development of management skills, abilities and careers * Relationship between ethics and management processes * Business-Government relations * Employee motivation in the new forms of work: temporary work and telework * Organizational change
Publications
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In this paper we aim to advance the discussion on HRM's quest to create value around social responsibility and environmental sustainability. We explore the perceptions reported by Human Resource managers in three Ibero-American countries (Spain, the Dominican Republic and Costa Rica). We focus on the hospitality sector, one of particular relevancy for these countries and with significant sustainability challenges. Relying on in-depth interviews in twenty-eight organizations and a mixed-methods approach, we examine HR managers' underlying notions around social and environmental issues, stakeholder collaboration, HRM practices, roles and internal organization. Analysis of the interviews suggests varying views on those dimensions, as well as identifies Active and Advanced firms, the latter showing more commitment to sustainability (as part of the organizational culture), usage of HRM practices and engagement with multiple stakeholders. From this empirical exploration and relying on current sustainability developments, we contribute to the literature by outlining an externally-oriented model (centred on corporate priorities, communities' flourishing and ecosystems' resilience) aiming to advance HRM's engagement with sustainability-driven agendas.
