Introduction
This paper discusses the possibility of achieving sustainable practices in an organization without human sustainability. Besides, the treatise reviews if organizations that are proactive on sustainability can achieve a competitive advantage. The analysis will be based on the readings from Benn and Dunphy (2003) and Read (2000).
Sustainable practices and human sustainability
As discussed by Read (2000), human sustainability refers to the ability of an organization to align its business goals with direct and indirect interests of the employees. Therefore, sustainable practices are only achievable when human sustainability is aligned to organizational strategies. Through understanding the organizational sustainability, Read (2000) notes that organizations need to understand the dynamics that prevail, drive, and support essential programs within its workforce to accomplish the strategic objectives, while ensuring that the employees are comfortable.
In a rejoinder, Benn and Dunphy (2003) agree that physical structures in any organization interested in sustainability should promote positive relationship between favourable and effective job performance and work environment, as attributes of motivation and congenial conditions.
As opined by Read (2000), measuring factors such as interpersonal relations, working conditions, support and trust, welfare provisions, and work environment may greatly contribute to the organizational sustainability as well as employees’ satisfaction, especially when technology is secondary to human input.
The author uses the example of technological modifications within an organization as sustainable when the human factor is equipped with appropriate skills for ensuring its operational efficiency. Sharing the same views, Benn and Dunphy (2003) notes that organizational shift in a positive direction towards ecological sustainability is only possible when it “is reliant upon human sustainability” (Benn & Dunphy, 2003, p. 96). Apparently the authors argue that there is no possibility of achieving sustainable practices in an organization without human sustainability.
Proactive sustainability organizations and competitive advantage
Through the need to establish a proactive organization sustainability, Read (2000) opines that such organization must develop a discursive approach in explaining and exploring shared and coordinated actions on roles and channels. Organizational framework functions in the interaction between the human factor and organizational goals (Read, 2000). In order for the productivity quotient to become an effective tool, it is appropriate to ensure that workers and the management team both understand the collective perspective of the institution. Thus, organizations that are proactive in sustainability strategies have an upper hand in ensuring competitive advantage (Benn & Dunphy, 2003).
Benn and Dunphy (2003) note that the three building blocks of competitive advantage in an organization are supportive learning environment, concrete learning processes, and practical leadership that reinforce innovation. This culture is meant to create an ideal climate for innovation and communication among the employees. The company’s team work culture spells the rules of engagement, expected behaviour, and desired satisfaction levels.
Since these rules appreciate diversity and uphold integrity in judgment as enshrined in the organizational goal, employee will become more efficient and operate optimally. Optimal operation is equivalent to competitive advantage (Read, 2000). Organizations that operate on the platform of balance between human sustainability and organizational sustainability are very friendly, dynamic, and proactive. As a result, employees always strive to give their best towards the organization as a competitive advantage matrix (Benn & Dunphy, 2003).
Conclusion
Conclusively, it is apparent that organizational sustainability cannot function without human sustainability since human factor is dynamic and instrumental in any business activity. The authors also agree that competitive advantage comes from the efficiency of human nature.
Reference List
Benn, S & Dunphy, D 2003, Sustainability and Social Science: Roundtable Proceedings. Web.
Read, V 2000, “Technologies and processes for human sustainability,” in J Dunphy, J. Benveniste, A Griffiths & P Sutton (eds), Sustainability: The corporate challenge of the 21st century, Crows Nest NSW, Allen &Unwin, pp. 78-102.