Advances in the implementation of the model of sustainable human resource management: Polish companies’ experiences

Purpose of the research is to analyze works on the topic of sustainable human resource management, study factors, as well as identify and systematize specific practices for each category of factors.Research methodology. In this work, an analysis of existing publications in the Scopus database was carried out.Originality / value of the research. Although the concept of sustainable development is not new and has been actively studied since the 1960s of the last century, the study of sustainable human resource management as a separate concept dates back only about twenty years. Works from this period focus on exploring theory regarding the definition of concept, characteristics and functions, but the specific factors and practices through which sustainable human resource management in companies is expressed have not been explored much.Findings. The result of the study was the identified factors of sustainable human resource management, a model of sustainable human resource management formed based on the De Prince approach, as well as a systematization of practices for each of the identified factors. The article may be useful both for theoretical study of the concept and for practical application in companies by human resources management departments.

The chapter consists of three parts: Family Firms, Sustainable Human Resource Management, and Pathways to Family Firms. First, we discuss the importance of family firms and the theoretical perspective of family science theories. Secondly, the author explores the emerging concept of sustainable human resource management (SHRM) and introduces pathways to sustainable futures. What is sustainability, and how was it integrated into HRM? It draws on the wider literature on Strategic Human Resource Management (SHRM), Sustainable Resource Management (SRM), and organizational theory to offer insights into the relationship between sustainability and HRM. The key issue addressed is the balancing act between short-term economic efficiency and long-term sustainability in managing human resources. Last but not least, we discuss the pathways to family firms and how family firm sustainable practices contribute to Sustainable Development Goals (SDGs) 2030.

This study aims to propose a Sustainable Human Resource Management (SHRM) model for Lembaga Amil Zakat (LAZ) in Indonesia, intended to bridge the gap between zakat potential and its realization through the professionalization of amils based on Islamic values and Sharia governance. Drawing upon a systematic literature review (2018–2025), the study synthesizes the indicators, drivers, barriers, and benefits of SHRM. The model emphasizes the reciprocal fit between strategy and HR practices, the integration of economic, social, and environmental sustainability dimensions, and several key enablers: Sharia governance, Islamic work ethics, digital HRM, national HR certification (SKKNI), and Unit Pengumpul Zakat (UPZ) networks. Core practices include mission-based recruitment, key performance indicators (KPIs) that integrate financial performance, social impact, and sharia compliance, certified training programs, proportional and transparent compensation, and structured volunteer management. The phased implementation is designed to enhance competencies, service quality, digital efficiency, and accountability, ultimately leading to increased collection growth, improved distribution accuracy, enhanced HR retention, and increased public trust.

Sustainable human resources management is a new concept proposed by scientists as a response to the global transformation of the human resource management system in companies. The concept aims at the effective use of human resources to achieve the economic, social and environmental goals of an organization, without compromising the ability of future generations to meet their own needs. Sustainable human resource management aims at the harmonious and long-term development of all important stakeholders of the company – employees, organization and society. With the transition of the whole world towards sustainable development, this approach to human resource management is relevant. The attitude to development of employees and company with the strategy of long-term development positively influences such key indicators as satisfaction, loyalty, involvement of employees, and these indicators lead to the growth of productivity and development of the company as a whole. The purpose of this article is to reveal the essence of the concept of sustainable human resource management and to make the author’s model of the concept. The method of literature review on the basis of Scopus database for the whole period was applied in the work. The selection of works was carried out according to the method of the authors Schiederig, Titze, Herstatt in three stages. On the basis of the selected works the analysis of the origin and development of the concept was made, definitions were given, the main characteristics and models of the concept of sustainable human resource management were identified and systematized, and the author’s model of this concept was presented. The study can serve as a theoretical and practical basis in companies to achieve long-term development goals

Sustainability has become an important part of strategy building both at the global and individual companies level. The principle of long-term development, conservation and reproduction of resources becomes relevant not only in terms of global problems, but also in the development of individual companies. The human resource management department plays a major role in achieving sustainable development of companies. This interaction takes on new meaning with the emergence of the concept of sustainable human resource management. This paper discusses the concept of sustainable human resource management and organizational effectiveness of the company. Organizational effectiveness, defined as the ability to achieve goals on time, is a strategically important indicator that companies strive to achieve. The purpose of this work is to study the concept of sustainable human resource management as a tool for achieving organizational effectiveness of the company. The paper presents the main indicators and advantages of the concept. The main barriers to implementing the concept in practice were also analyzed. By combining the results of content analysis, a model for achieving organizational effectiveness of the company by implementing sustainable human resource management practices was compiled. The method of systematic review of the literature based on the model of the author J. Garza-Reyes was applied in the work; Scopus and Science Direct databases articles for the entire period were considered. The article can be useful both for further theoretical study of the concept and for practical application by companies to build a strategy to achieve organizational effectiveness.

Initiation Model of Sustainable Human Resource Management Through Knowledge Sharing and Job Satisfaction

The purpose of this research was to identify Sustainable Human Resource Management Practices (SHRMPs) which enhance worker productivity and to validate a Human Resource Management (HRM) model, derived by the authors in previous qualitative studies. The study surveyed 850 randomly selected employees from sixty tea estates in Sri Lanka. Data analyzed with Structural Equation Modeling derived a sustainable HRM model which includes knowledge management and human care practices as the determinants of worker productivity, while Quality of life and Work-life practices mediated the relationship. As a unique finding, knowledge sustainability (KS) identified as a new construct impacted positively on worker productivity. Theoretical and policy implications are also discussed.

According to IISD (International Institute for Sustainable Development) “sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs’’. However, many organizations focus on short-term profits while the contribution of human resource management towards sustainable development is pushed to the margins. Intensive labour practices, poor working conditions and poor work systems in Kenya are some of the issues that have been found not to contribute towards sustainability in organizations and in keeping with the 8th sustainable development goal of Promoting “sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all”. Lack of focus on sustainable human resource management practices will make it difficult for Kenya to achieve Vision 2030 as well as the Sustainable Development Goals (SDG-goals). Sustainable Human Resource management focuses on managing the people resources in an organization so as to achieve long-term sustainable goals that not only benefit the organization but also the society and the environment at large. This Paper is a literature review and analysis on sustainable Human Resource Management and its benefits to the employees, their families and society at large by exploring sustainable HR practices, sustainable work systems and sustainable resource management that also provide for the sustainable performance of organizations in keeping with the need for corporate sustainability. The paper also explores reporting on sustainable HRM practices as part of corporate sustainability reporting in Nairobi Securities Exchange-listed firms

The current study is based on a systematic literature review on sustainable human resource management (HRM). The concept of sustainable human resource management aims to achieve organizational sustainability through the involvement of employees in such initiatives. Hence, it aligns with the agenda of triple bottom line approach whereby organizations simultaneously strive for the betterment of people, profit and the planet. A parallel concept of green human resource management focuses only on the organizational efforts of environmental sustainability. This study elaborates SHRM research that has been published in the last 23 years (2001-2023) and makes a logical comparison of sustainable HRM research across various parts of the world. Moreover, the study highlights the strategic use of SHRM in the modern-day competitive business world. Overall, 148 research studies on sustainable HRM were analyzed using a systematic literature review with a time period from the year 2001 to 2023. With major developments over time, SHRM now plays a critical role for strategic positioning of companies seeking competitive advantage. China, India, Malaysia, and Brazil are some of those developing countries where SHRM research and practice have grown substantially in the recent years. In addition, this systematic literature review identified different linkages in the available literature on SHRM in Asia and rest of the world. This in-depth systematic literature review is the very first systematic comparison of Asian SHRM research with that of other continents of the world. It also highlights a number of interesting areas for further research.

Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

Background With the increasing demand for sustainability in traditional human resource management (HRM), firms in developing countries struggle to meet both efficiency and sustainability needs. In response to this deficiency, the present study proposes a sustainable human resource management (SHRM) model focusing on the interaction of SHRM pillars with the perceived barriers and paradoxical views among human resource (HR) managers. Objective This paper employs an exploratory qualitative case study of how SHRM is perceived from the perspective of HR managers and their paradoxical views and barriers during the process. Methods Drawing on paradox theory and derive the data from four semi-structured interviews. The study engaged with a qualitative research tool using ATLAS.ti 24. Results The study found that the four pillars of SHRM are dominantly present, namely, socially responsible human resource management, green human resource management, triple bottom line, and common good human resource management, while another pillar of SHRM, namely, triple bottom line found a weak balance between planet, profit, and people, which significantly shows an efficiency-substance paradox. Other paradoxes were identified, namely, the efficiency-responsibility paradox and the present-future paradox. Conclusions We present an integrated model of interaction between pillars, barriers, and paradoxes of SHRM practices to guide HR managers in decision-making, planning, and evaluation. The study implies that although firms have demonstrated SHRM practices, external and internal support is certainly needed to fully assist them in managing SHRM and their paradoxical views and concerns.

Background: Achieving the company's strategic vision and mission, where work climate and job satisfaction are crucial factors that influence performance. PT Pertamina Patra Niaga, West Aceh Regency, conditions show that these two aspects have not been managed optimally, resulting in low employee motivation and productivity. To answer this challenge, the research proposes a new approach by integrating the concept of Sustainable Human Resource Management (SHRM) as a mediating variable that is able to strengthen the relationship between work climate, job satisfaction and performance.Purpose: Analyze the influence of work climate and job satisfaction on employee performance with sustainable HR as a variable to support the achievement of the Company's strategic goals, as well as creating a productive and competitive work environment at PT. Pertamina Patra Niaga, West Aceh Regency.Design/methodology/approach: This research uses a quantitative descriptive approach with an explanatory type. Data collection was carried out using questionnaires, observations and interviews with 54 employees. Data analysis using structural equation modeling-partial least square (SEM-PLS) with the SmartPLS program.Findings/Result: Work climate and job satisfaction have a significant effect on employee performance, both directly and through the mediation of Sustainable Human Resource Management (SHRM). SHRM is proven to strengthen these relationships, creating a more stable and sustainable impact on productivity. A high R square value indicates that this model has strong predictability. PT Pertamina Patra Niaga needs to make SHRM an integral part of its management strategy to create an adaptive, innovative and competitive work environment in facing the challenges of an ever-growing industry.Conclusion: Successful employee performance is not only determined by climate and job satisfaction, but also by sustainable HR management. SHRM has proven effective in strengthening overall performance. PT Pertamina Patra Niaga needs to integrate SHRM in management strategies to create adaptive and competitive work systems.Originality/value (State of the art): This research analyzes problems at PT. Pertamina Patra Niaga, to provide insight for companies and employees who face challenges in terms of managing work climate, job satisfaction and employee performance with sustainable HR as an intervening variable Keywords: work climate, job satisfaction, employee performance, organizational behavior, performance assessment

Sustainable human resource management is one of the most recent paradigms in human resource management that has received attention over the past two decades. The present study aimed to design a sustainable human resource management model for faculty members of Iraqi universities. This research was qualitative in nature and based on the interpretive paradigm, implemented using the systematic grounded theory approach. Through purposive sampling, 10 Iraqi experts were selected and interviewed in-depth. The resulting data were analyzed through three stages of open, axial, and selective coding, leading to the extraction of 192 final open codes. The open codes were categorized into 48 subcategories and 20 main categories. The study's paradigmatic model was designed with the following sections: contextual factors (global sustainability contexts, national sustainability contexts, and higher education sector-specific contexts); causal conditions (increasing public awareness and concern, and the importance of sustainability in achieving competitive advantage); intervening conditions (organizational culture and leadership, and availability of sufficient resources); core phenomenon or sustainable human resource management practices in universities (including sustainable recruitment and hiring, sustainability training and training in a sustainable manner, sustainable performance management, sustainable rewards and benefits, and provision of appropriate work arrangements); strategies (aligning university goals with sustainable development goals, developing a comprehensive university sustainable human resource strategy, implementing university sustainable human resource strategies and policies, overcoming individual resistance to change, promoting research in the field of sustainability, engaging stakeholders, integrating sustainability into university curricula, and sustainability performance reporting); and consequences (enhanced sustainable performance, improved status of faculty members, enhanced university reputation, and facilitation of sustainable community development).

Fulfilling the objectives of sustainable development aimed at combining economic, social and ecological objectives is supported by the concept of Sustainable Human Resource Management (SHRM).SHRM practices enable the maintenance, renewal and restoration of human resources.The article fills a research gap on the characteristics of remuneration systems in SHRM.The purpose of this study is to reveal the remuneration practices that allow organisations to implement sustainable human resource management's characteristics in the COVID-19 crisis.The research uses qualitative data from Polish organisations collected through semi-structured interviews with 15 managers responsible for human resource management (HRM).It shows a diversity of remuneration practices during the COVID-19 crisis such as focusing the remuneration systems on the long-term goals of the organisation and combining social goals with business pragmatism.

Despite an increase in research on sustainable human resource management (HRM) and its practice, this relatively new research approach still lacks unified concepts and practices. We argue that more qualitative research is needed to discover the practical relevance of sustainability thinking in HRM. In this comparative case study of three Finnish companies, we aim to increase the understanding of this phenomenon by using a practice-based model of sustainable HRM as a theoretical foundation. We investigate why and how the companies implement sustainable HRM and what kinds of results they have achieved. We identify not only similarities but also differences among the companies. Therefore, our study contributes to the practice-based model of sustainable HRM by presenting the outcomes of the implemented HRM practices, as well as the importance of contextual issues. Our study enriches the sustainable HRM discussion by stressing the organizational context, content and process elements, thereby indirectly lending support to the ‘soft’ HRM model, which is more developmental and employee oriented. The results support the idea that the employer, society and employees can benefit from sustainable HRM in the long term. The positive outcomes of sustainable HRM include employee wellbeing related issues, such as long careers, low turnover, low absence rate and late retirements.