ADVANCES IN THE IMPLEMENTATION OF THE MODEL OF SUSTAINABLE HUMAN RESOURCE MANAGEMENT: POLISH COMPANIES’ EXPERIENCES

Sustainable development is a modern idea of civilization development born out of the need to mitigate and prevent adverse effects of economic activity. Its implementation forces the necessity to change the philosophy of managing organizations by including social and ecological goals in their strategy. Significant support for the implementation of the strategy aimed at achieving the abovementioned objectives is the concept of Sustainable Human Resource Management. This is due to the fact that personnel processes play an important role in translating sustainable development policy into practice. The purpose of the research is to systematize knowledge regarding sustainable human resource management and to evaluate the scope of practical implementation of the new model of the HR function in Polish Enterprises. The research used a critical analysis of the literature and a diagnostic survey method. The survey was conducted among a random, representative population of 300 Polish enterprises. In the course of the study, it was established that in Polish conditions the model of Sustainable Human Resource Management is implemented in a fragmented way.


Introduction
Sustainable development in general is a continuous process of satisfying needs of the present and future generations (Baltgailis, 2019;Vigliarolo, 2020). The idea of sustainable development, viewed as the company's ability to achieve goals and increase the long-term value for the shareholder via economic, environmental and social integration in business strategies, have become vital to the operations of contemporary organizations. The concept of sustainability encourages enterprises to implement the sustainable development business model based on the principles of management rooted in value and social responsibility (Jabłoński, Jabłoński 2016), where the HR function may occupy a key role. Human resources management (HRM) is of primary importance for an effective implementation of the principles of sustainable development. HRM strategies create a framework for sustainable development culture by raising employee awareness and shaping desired social-friendly and environment-friendly attitudes (Shama, Sharma, Devi 2009). The recruitment of suitable staff members, the assignment of tasks compliant with the requirements of sustainable development, the conduct of sustainabilityrelated training, and the monitoring of sustainability performance may have a significant effect on the execution of the concept of sustainable development in companies (Mazur 2014).
Becoming aware of this fact translates into an increase in interest in the issue of sustainable human resource management (SHRM) (Jabbour and Santos 2008;Ehnert and Harry 2012;App, Merk, Büttgen 2012;Kozica and Kaiser 2012;Diaz-Carrion et al. 2018). Nonetheless, despite the above, the concept is still pioneering (Stankevičiūtė, Savanevičienė 2018a), whereas the analysis of literature clearly indicates that there is a gap, both in terms of model coherence and empirical research (Mazur 2015;Ehnert et al. 2016). The study intends to bridge this gap, partially at least.
The purpose of the research is to systematize knowledge regarding sustainable human resource management and to evaluate the scope of practical implementation of the new model of the HR function. The method used to meet the objective was a critical review of source literature and a diagnostic survey method. The author contributes to the body of theoretical research on sustainable human resource management and popularizes the SHRM model across organizations.

Materials and Methods
The subject matter of the research were environment-friendly and society-oriented human resource practices implemented across Polish enterprises.The purpose of the research is to systematize knowledge regarding sustainable human resource management and to evaluate the scope of practical implementation of the new model of the HR function. The method used to meet the objective was a critical review of source literature and a diagnostic survey method. To achieve the research objectives, the following research questions were set: -What are the main pillars of Sustainable Human Resource Management? -How advanced is the implementation of the SHRM model in Polish enterprises? This study was based on the main research hypothesis that the SHRM model in Polish enterprises is implemented in a limited scope.
In the first stage of research author carried out a systematic literature review. This review considers the research works on and related with 'sustainable HRM' appeared in the literature. This review has used the archival method for data collection, because it enabled the researchers to structure research and builds a reliable knowledge base on existing literatures on and related with sustainable HRM (Thevanes and Arulrajah 2017). On the basis of the literature review, a comparative analysis of SHRM models was carried out.
In the second stage of the study, the results of empiric studies were presented. The survey was conducted in 2018 with the use of the CATI technique among a random, representative population of 300 enterprises. The study sample was selected on a layer basis. First, 50 entities from each of the six Polish regions were drawn: Central, South, East, North-West, South-West and North. The survey targeted individuals in charge of human resource policy development in the enterprises studied. The characteristic features of the study population are shown in Table 1.

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ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 7 Number 3 (March) http://doi.org/10. 9770/jesi.2020.7.3(16)  The most frequent type of ownership of young organizations was limited liability company (59.7%). The geographical coverage of the enterprises was highly-diversified, with the most numerous operating globally (43.3%). The prevailing type of business activity of the study entities was the provision of services (54%). The enterprises which prevailed in the population studied were medium-sized, i.e. employing between 50 and 249 employees (41.7%), operating on the market up to 3 years (50.0%). The analysis of research results in the group of young enterprises is presented in another papers (Bombiak, Marciniuk-Kluska 2018; Bombiak, Marciniuk-Kluska 2019).

SHRM as New Direction of the HR Function Evolution
Human resource management referred to as the HR function is a strategic and coherent approach to the management of the most valuable assets of organizationstheir employees (Armstrong 2006). The process of human resource management includes a number of activities, i.e. the planning and selection of staff members, professional adaptation, professional development, evaluation, motivation, and staff reduction. These actions are to create suitable HR resources and fill position with responsible and well-qualified people (Lussier 2008).
For many years, the main goal of HRM was an increase in the shareholder value (Beer, Boselie, Brewster 2015) . Financial performance was treated as the underlying element of an added value generated by HRM, whereas the needs and expectations of staff members were considered of lesser importance (Van De Voorde, Paauwe, Van Veldhoven 2012; Cleveland, Byrne, Cavanagh 2015).

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ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 7 Number 3 (March) http://doi.org/10. 9770/jesi.2020.7.3(16) Nowadays, internal and external challenges compel organizations to rethink HRM strategies in a search for the best ways to create value for shareholders (Guest, 2017;Stankevičiūtė, Savanevičienė 2018). One of the new directions of an evolution of the HR function is the model of sustainable human resource management (Enher & Harry 2012;Pocztowski 2016). It is a consequence of the relationship between human resource management and sustainable development (Mariappanadar 2003;Ehnert, Harry & Zink 2014;Kramar 2014). The analysis of international databases show a growing number of studies devoted to SHRM (Figure 1). The literature review shows some difficulties in conceptualization, as well as, different terminologies to link sustainability and HRM (Macke, Genari 2019). SHRM represents a novel approach to human management through the admission of the ability to integrate some potentially contradictory economic, environmental and social goals (Pabian 2015). According to Ehnert, SHRM involves taking up such practices that allow organizations to attain goals in a long-term perspective, while reflecting their great concern for employees (Enhert 2009). R. Kramar has extended the definition to include the aspect of minimizing the negative effect of enterprise operations on the natural environment, employees and communities (Kramar 2014). The HR policy in this concept is used to promote sustainable use of company resources and to support ecology (Mampra, 2013). A direct consequence of the implementation of this model is sustainable human resource development, i.e. highly qualified, environment-and socially-focused employees who understand and follow the principles of sustainable development throughout their work (Pabian 2011). What is more, SHRM creates a framework which allows one to meet the present-day challenges, such as human resource deficiency or occupational health problems (Stankevičiūtė, Savanevičienė 2018a). Selected definitions of SHRM are presented in the table 2. "SHRM is defined by methodological and instrumental approaches whose objectives are long-term-oriented, socially responsible and economically efficient recruiting, training, retaining and disemployment of employees. Increasing employability, guaranteeing a harmonious work-life-balance and enhancing individual responsibility take on an important role in the concept of sustainable human resource management." Mariappanadar (2003, p. 910) "Sustainable HR strategy can be defined as the management of human resources to meet the optimal needs of the company and community of the present without compromising the ability to meet the needs of the future." Ehnert (2009, p. 74) "Sustainable HRM is the pattern of planned or emerging human resource strategies and practices intended to enable an organizational goal achievement while simultaneously reproducing the HR base over a long-lasting ENTREPRENEURSHIP AND SUSTAINABILITY ISSUES ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 7 Number 3 (March) http://doi.org/10. 9770/jesi.2020.7.3(16) calendar time and controlling for self-induced side and feedback effects on the HR systems on the HR base and thus on the company it self" Kramar (2014, p. 1084) "SHRM could be defined as the pattern of planned or emerging HR strategies and practices intended to enable the achievement of financial, social and ecological goals while simultaneously reproducing the HR base over a long term. It seeks to minimise the negative impacts on the natural environment and on people and communities and acknowledges the critical enabling role of CEOs, middle and line managers, HRM professionals and employees in providing messages which are distinctive, consistent and reflect consensus among decision-makers." Ehnert, Parsa, Roper, Wagner & Muller-Camen (2016, p. 90) "Sustainable HRM can be defined as the adoption of HRM strategies and practices that enable the achievement of financial, social and ecological goals, with an impact inside and outside of the organization and over a long-term time horizon while controlling for unintended side effects and negative feedback." Thevanes & Arulrajah (2017, p.3) "SHRM is the efficient, effective, and innovative applications of human resources and its practices in order to achieve economic (profit), social and environmental goals of an organization in ethical ways and means without compromising the ability of future generations to meet their own needs".
Source: own study based on literature review

Review of the SHRM Models
According to Zaugg, Blum and Thom (2001), SHRM is built on three pillars: work-life balance, personal autonomy in professional development, and employability of the workers. The underlying objectives of the conceptual model of sustainable human resource management are as follows (Mazur 2017): 1) increasing employee employability, 2) using participatory management models to enhance individual responsibility, 3) ensuring a harmonious work-life-balance. One can only achieve the above mentioned goals if there is a partnership between the employee and the enterprise. The model displayed seems to narrow down the SHRM concept a bit, and to account primarily for its social aspect. It emphasizes the balance between work and employees' personal lives, which is viewed as a guarantee of success i.e. to keep them in an organization. It fails, however, to include the environmental aspect of SHRM.
A more holistic approach, one which tries to grasp the complexity of SHRM, has been presented by De Prins (2011). The author's suggestion comprises all four dimensions of SHRM: -sociological perspective, -psychological perspective, -strategic perspective, -green perspective.
Yet another detailed analysis of the model, in addition to an attempt to verify it using a group of European enterprises, has been depicted by I. Rompa (2011). The sociological perspective includes company social policy, health protection and diversity management. The psychological perspective focuses on the maintenance of a balance between staff's professional and private lives, which enhances worker loyalty and efficiency. As part of the latter perspective, we can enumerate autonomy, self-development and a dialogue with employees. The strategic perspective draws one's attention to the need of creating a link between SHRM and strategic HRM. Finally, the green perspective is about the development of staff's environmental awareness, green competence development support, and building a company's image as an environment-oriented entity (Rompa 2011;Mazur 2015). Hence, we may say that De Prins'es model constitutes an extension of strategic HRM by the addition of social, ecological and psychological components.
A. Pocztowski, in turn, highlights the necessity to notice the following three dimensions of SHRM: social, ecological and economic (Pocztowski 2016). The social dimension of SHRM, termed socially responsible HRM ENTREPRENEURSHIP AND SUSTAINABILITY ISSUES ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 7 Number 3 (March) http://doi.org/10. 9770/jesi.2020.7.3(16) (SRHRM), is a combination of human resource practices and the CSR concept. It is expressed by creating such working environment where staff can attain their professional goals in line with a company strategy (Pocztowski 2016). This involves an optimum use of human resources while respecting employee rights, considering their expectations, and engaging in an active staff-company dialogue. The practical implementation of this dimension is manifested by an observance of ethical principles in relations with employees throughout all stages of the personnel process (from recruitment to de-recruitment). Socially Responsible HRM activities include but are not limited to: (Mazur 2015;Pocztowski 2016;Barrena-Martinez et al. 2017): -transparent rules of recruitment and selection; -objectivity of evaluation criteria and gratification; -fair remunerationin proportion to employee contribution to work; -offering employees opportunities to participate in company management; -comprehensive social benefits; -investment in employee development; -diversity management; -developing harmonious interpersonal relations free of discrimination, mobbing and sexual harassment; -implementing work-life-balance programmes; -taking care of employees' physical and mental health; -analysing the needs of staff members.
The ecological dimension of SHRM is referred to as Green Human Resource Management (GHRM). This approach accounts for the ecological context in the process of personnel decision taking (Pabian 2015). Mampra (2013) defines GHRM as use of the HR policy to promote ecology and sustainable resource use in organizations. The primary objective of GHRM is to develop ecological sensitivity in employees and to make them aware of how they can support the environment through their own behaviours. This way, Green HRM supports the creation of a green workforce, who understands, appreciates, and practices ecological initiatives (Opatha & Arulrajah 2014;Mishra, Sarkar & Kiranmai 2014;Ahmad 2015). Green practices motivate employees to become more environment-oriented and help organizations lower operational costs by energy savings, waste reduction and recycling (Jayashree, Sarode 2018).
GHRM is implemented through the following (Mathapati 2013; Renwick el al. 2013;Opatha, Arulrajah 2014;Arulrajah, Opatha, Nawaratne 2015;Ahmad 2015;Bangwal, Tiwari 2015): -inclusion of tasks related to environmental protection in job descriptions, -inclusion of environmental criteria in the processes of recruitment and selection, -development of green competencies, -inclusion of environmental criteria in performance appraisals, -encouraging the staff members to get involved with green projects and awarding them for their implementation, -development of a green discipline of work, i.e. establishing a set of transparent rules and regulations concerning the principles of environmentally sound conduct, -paying attention to environment-friendly behaviours at work (e.g. reducing paper use in offices, turning off computers, television sets, and lights on leaving the office), -generating green job positions, the so-called "green-collar workers".
The economic dimension of SHRM is demonstrated by striving at high work efficiency of individual employees, teams and organizations as a whole (Pocztowski 2016). It leads to the generation of necessary financial means to realize the HR process, including both the social and the environmental aspects (Stankevičiūtė, Savanevičienė 2018a). The economic component of SHRM accounts for the measurement of work efficiency and relations between HRM practices and corporate effectiveness (Pocztowski 2016). It comprises the following activities: -inclusion of ecological HRM goals in the company strategy,

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ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 7 Number 3 (March) http://doi.org/10. 9770/jesi.2020.7.3(16) -measuring HRM efficiency with the application of quality factors (such as loyalty of the staff and satisfaction levels), and quantity factors (employee efficiency, return on investment in human capital, value added from human capital), -measuring the effectiveness of HR department operations, -measuring the value of human capital, -monitoring HRM costs, -HRM-related reporting.
We ought to stress that one may speak of SHRM only when all three dimensions are involved, i.e. if all the social, ecological and economic dimensions are taken into account in the company HR policy. An outline of the SHRM model has been presented also by Stankevičiūtė and Savanevičienė (2018a). According to the authors, the SHRM model should account for the following: -long-term orientation in HRM, -care of employees, -care of environment, -profitability, -employee participation and social dialogue, -employee development, -external partnership, -flexibility, -compliance beyond labour regulations, -employee cooperation, -fairness and equality. The core aspects of SHRM are presented in the table 3. Long-term orientation in HRM allows organizations to specify the availability of human resources in the future. Labour market analyses and forecast have an important role to play here. As part of this consideration given to employees, industrial health and safety management, creating ergonomic workplaces , workprivate life balance provision, fair remuneration and optimum workload are a must.
The care about the environment is associated with a "green" employer image building through actions such as: recruitment and selection of employees demonstrating a high level of ecological awareness and knowledge, training in ecology, or awarding the staff for environment-friendly behaviour. Profitability involves economic efficiency, which is a decisive factor when it comes to the organization's financial power and its competitiveness. Employee participation and social dialogue comprise an implementation of various forms of staff participation in company management.
Employee development is yet another proof of viewing employees as "change agents" rather than "repositories of knowledge". In the SHRM model, employee-related expenses are treated not as costs but rather as a form of investment which may convert into an added value in the future. External partnership involves a close cooperation with the labour market, educational institutions, non-governmental institutions, and even employees' family members to ensure a "reproduction" of human resources.
Flexibility is both quantitative flexibility, i.e. flexible workforce (of temporary staff) and flexible working hours, and functional flexibility which is acquired by staff rotation in job positions. Compliance beyond labour regulations means that SHRM may not confine itself to compliance with the binding law. Instead, it ought to reach out beyond the obligatory practices.
The SHRM model must be based on employee cooperation, for it favours knowledge exchange and trust building, which in turn bring about more benefits than competing. Fairness and equality indicate that the same rules and laws binding for all members of organizations (Stankevičiūtė and Savanevičienė 2018a).
On the basis of the conducted review of the SHRM model, it may be concluded that there has been no uniform approach to the implementation of sustainability in the HR function area. On the one hand, we ought to stress that the models cited do not conflictthey are mutually complementary. Their complementarity causes every single model to contribute to the SHRM concept and facilitate its understanding. On the other hand, the lack of one coherent model affects the scope of idea's practical implementation.

Implementation of the SHRM Model in Polish Enterprises
The objective of the study was to assess the scope of implementation of the SHRM model under Polish conditions. Figure 2 presents the socially-oriented practices implemented in the studied enterprises.

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ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 7 Number 3 (March) http://doi.org/10. 9770/jesi.2020.7.3(16) The analysis revealed that actions involving the social component of SHRM were executed relatively often in Polish enterprises. The most popular ones were: ˗ compliance with the industrial health and safety law and supporting new staff member adaptation (99%); ˗ commitment to fairness of one's employment offer and transparent rules of remuneration (98%); ˗ no discriminatory contents in recruitment ads and investment in employee development and equal access to training (97%); ˗ provision of generous remuneration to staff members (94%).
Among the less frequently followed activities were: employment of 50+ staff members (91%), comprehensive social benefits (87%) and taking care about candidates experience (84%). Less than a half of the studied entities (45%) monitored progress in HRM socially responsible actions and conducted ethical code trainings. Even fewer companies, only 41%, created employee volunteering opportunities and measured the effectiveness of socially responsible actions in HRM (40%). Only 1/3 of the analysed units drafted socially responsible HRM reports and supported employees who are made redundant. Similar results were obtained by analyzing socially-oriented practices in the group of young enterprises (Bombiak, Marciniuk-Kluska 2019).
The second component of SHRM is Green HRM. Figure 3 presents the environment-friendly practices performed in the HRM field in the studied enterprises. The analysis of the scope of implementation of the ecological component of SHRM showed that the most popular activity was encouraging environmental-friendly attitudes when performing professional tasks (such as office paper use reduction, waste sorting).
This practice was implemented relatively oftenin as many as 78,7% of the study entities. Less than a half of the analysed enterprises (45,3%) accounted for tasks related to environmental protection in job descriptions. The following actions were pursued even less often (Bombiak, 2019): -creation of positions responsible for environmental goals (39%) -establishment of a clear set of rules conduct in relation to environmental protection (38%); -inclusion of environmental goals of HRM in the company strategy (36%); -conduct of environmental audits (31,7%).
Merely one-fourth of the studied companies dentificate of employee needs with regards to ecological traininginclusion and inclusion of green HRM golas in the budget. It was equally rare to see companies measure the effectiveness of environment-friendly actions (19,7%) and to report on pro-environmental actions in HRM (19,3%). The smallest group of respondents carried out the following actions (Bombiak 2019):  preference given to candidates with competencies and experience in ecological project performance (11%);  exposure of environmental values in job vacancy advertising (11,7%);  verification of candidate ecological knowledge and skills during the recruitment process (14%). Similar results were obtained by analyzing environment-friendly practices in the group of young enterprises (Bombiak, Marciniuk-Kluska 2018).

Discussion
The new challenge contemporary enterprises need to face is to transform conventional human resource management into its sustainable counterpart. It is particularly important in view of future generations (Pabian 2015).
Against this background, it is difficult to speak of a comprehensive implementation of the SHRM model in Polish enterprises. Within the social component, we can see a relatively low popularity of actions related to the implementation of socially responsible HRM practices, such as progress monitoring, or the reporting and measuring the effectiveness of socially responsible actions in HRM. As far as the ecological component is concerned, there is a rather poorly developed range of "green" practices. Green recruitment-related activities are among those particularly rare ones. The reason behind it might be, above all, the deficit of knowledge about proenvironmental human resource practices. The analysis of the source literature indicates that the GHRM concept is relatively unknown in Poland (Bombiak and Marciniuk-Kluska 2018). Furthermore, we ought to highlight that the implementation of sustainable practices may not necessarily be evidence of SHRM model execution. At times, it is a consequence of a corporate need to improve one's image. Such a phenomenon was confirmed by studies conducted both in Poland (Głuszek 2013) and Romania (Obrad 2018).
Other studies show similar results. Variable levels of implementation of sustainable HR practices were observed in Germany, Spain, Sweden and the United Kingdom (Diaz-Carrion 2018). In a group of practices viewed as crucial in relation to SHRM, the dominant one was the provision of balance between work and private life (Diaz-Carrion et al. 2018) and commitment to employee health and safety (Guerci and Pedriniego 2014; Stankevičiūtė and Savanevičienė 2018b).On the other hand, the analysis of websites of 50 organizationsmembers of the European Business Council for Sustainable Development (WBCSD)reveal that the actions undertaken most frequently as part of SHRM are stress reduction and prevention, and work-life balance (Enhert 2009). Enhert et al.'s analysis of reports developed by 250 largest global companies according to the Forbes demonstrates that reporting involving sustainable HRM has a limited scope. The data provided most often were employment numbers (92%), employee structure by gender, age and other differentiating criteria (90%), health and safety at work (84%), and average numbers of hours devoted to employee training per annum (79%) (Enhert et al. 2016). The above suggests a reducedarea of SHRM practical implementation. In the non-profit sector, such moderate implementation of sustainable HRM can also be noted. This is further evidenced by the study of Rawashdeh (2018) carried out in Jordanian hospitals. The research conducted by Diaz-Carron et al. (2018) reveals that a crucial role in SHRM practices implementation is played by the national institutional context.
Fears of the management concerning sustainable development involvement and social responsibility are yet other major barriers to the SHRM model implementation. A research study conducted amongst senior managers in 560 large companies demonstrates that these fears are associated with short-term profitability (59.7%), conflicts betweens economic and social goals (53.9%), and consumer price increase (41.4%) (Certo, Certo 2009). What is more, a number of executives is afraid that engagement in sustainable development will affect more commercially-oriented undertakings by stock depletion. And it is not possible to introduce sustainable HRM without the consent and knowledge of the board (Pabian 2015).
To overcome these fears, one must become aware of the benefits of the SHRM model implementation. Paillé et al. (2014) stresses that there is a direct and profound relationship between HRM practices, environmental effectiveness and organizational efficiency. Studies conducted in the year 2016 in 376 Pakistani companies demonstrate that HRM sustainable practices, especially Green HRM, may significantly increase work efficiency. In the course of the said research, a positive correlation between green recruitment and environmentally-friendly trainings and organizational efficiency was found (Bhutto, Auranzeb 2016). Major emphasis in subject literature is placed on GHRM in the implementation of the Environmental Management System, which is a strategic tool

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ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 7 Number 3 (March) http://doi.org/10. 9770/jesi.2020.7.3(16) for gaining competitive advantage in contemporary organizations (Dubey, Gupta 2018; Kar, Praharaj 2017). GHRM implementation allows one to equip organizations with employees with high level "green" skills. It leads to green teams, green leadership and green culture development (Jabbour el al. 2011;Dubey, Gupta 2018) reinforces company orientation at effective use of natural resources by the reduction of wasteful use, energy saving and recycling, which brings positive effects not only in terms of environment but also in terms of economy by cost reduction (Patil, Sarode 2018), increase in efficiency (Arulrajah et al. 2015;Renwick et al. 2013) and improvement of financial results (Mishra et al. 2014). Given the foregoing, it can be said that sustainable HRM is a critical step for gaining sustainable competitive advantage by contemporary organizations. Analyses conducted by Tabatabaei et al. (2017) reveal that SHRM provides an opportunity of achieving long-term business success in a complex and dynamic business context. All in all, the level of implementation of HR practices within the scope of the SHRM model is variable. The theoretical body of knowledge on Sustainable HRM is still in its early stages too. Sustainable HRM is a new phenomenon within management systems and thus implementation methodologies are still developing (Tabatabaei el al. 2017).

Conclusions
SHRM is a novel model of personnel function execution, the essence of which is to strike a balance between the economic rationality and social and ecological responsibility. It is aimed at supporting the society-oriented and environment-friendly corporate policy by the acquisition of suitable staff members and the development of their engagement in projects beneficial to the environment and the society. This model favours mechanisms and processes leading to the use of human resources to ensure balance at the level of organizations. Its implementation seems necessary, should organizations wish to achieve the goals of sustainable development.
More and more entrepreneurs seem to see the need to implement the SHRM model and the rationale behind it. There is still a lot to do in order to be able to talk about its practical implementation. The analysis of the level of implementation of the SHRM model in Polish enterprises demonstrated that it was a fragmented arrangement. There are clear disproportions between its social and ecological components. Even though there is a considerable interest in the execution of social practices, environment-friendly practises are not a commonly established canon. A conclusion to be drawn upon the above data is that the SHRM model is not fully implemented under Polish conditions. It is evident that there is no systemic approach to the implementation, the consequence of which is that only a selection of sustainable human resource practices is executed.
This means that the model is in early development. For the SHRM to be mature, a holistic approach must be applied. This implies that actions such as recruiting sustainable employees, broadening employee knowledge about sustainability, encouraging employees to undertake socially-and environmentally-oriented actions and rewarding them for the effects produced, become a constant element of the HR policy. They should be neither occasional nor selective.
According to the author of the research, a pivotal role in the expansion of SHRM model implementation is occupied by the management and the way in which managers view the role of the human factor in the achievement of the goals of sustainable development. A major barrier to the SHRM model, either delaying its implementation or resulting in a lack of decisions to implement it, may be a shortage of persons having the competencies to manage the HR function in line with sustainability principles. In addition, the fact that managers are often oriented at short-term outcomes also presents a risk for concept popularization in time of economic uncertainty. Needless to say, SHRM is a long-term HR strategy oriented at the application of the HR policy instruments to build sustainable organizations. In principle, the benefits that the strategy will bringoften