Employee Satisfaction and Loyalty as a Part of Sustainable Human Resource Management in Postal Sector

Mining is a high-risk industry and a crucial economic driver that has a crucial role in the economies of countries worldwide. The implications of the labor market on the sustainability of the mining industry have increased the importance of sustainable human resource management at the strategic level of mining and safety management. In this article, from the perspective of management research in an energy production enterprise, we investigated the relationship between employee loyalty and employee satisfaction through a survey that targets employee loyalty, work quality, and job satisfaction and the relationship between enterprise image and switching costs. Based on service profit chain theory, we established a research model for mining employee loyalty, and 500 miners in a typical extreme mining environment in China were surveyed. The study hypotheses were tested using a structural equation model and an employee loyalty model, followed by empirical testing of the models. Employee loyalty was significantly associated with enterprise image and employee satisfaction, work quality indirectly affected loyalty through satisfaction, and the impact of switching costs on employee loyalty was not significant. We provide strong empirical evidence to help enterprises improve sustainable human resource management and regulatory policies, with important implications for safety production. Our study also provides a useful reference for further studies of sustainable human resource management in mining.

Sustainable human resource management is a concept gaining attention worldwide from researchers and practitioners. This article is focused on nursing and exploring the influence of Sustainable Human Resource Management (SHRM) on Employee Well-Being (EWB) and the impact of EWB on Organizational Commitment (OC) and Job Satisfaction (JS) of healthcare employees. The study highlighted the need for hospital organizations to develop sustainable human resource management to enhance the well-being of healthcare professionals. A well-structured questionnaire (adapted, validated, and pre-tested) was prepared. Partial Least Square Structural Equation Modeling (PLS-SEM) using Smart PLS 4.0 was employed for testing the hypothetical relationships. Using the proportionate sampling technique, data were collected from 452 healthcare professionals employed in 55 private and 56 public sector hospitals in Punjab, India. The findings of the study revealed that there exists a significant relationship between SHRM and Employee WB, and employee well-being directly influences OC and JS. Moreover, study findings also revealed that employee well-being partially mediates the relationship between SHRM as an independent variable; and OC and JS as dependent variables.

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

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

PurposeThis special issue explores the relationship between sustainable human resource (HR) management (HRM) and organizational performance. It introduces new definitions, theoretical frameworks and practical implications. The issue highlights the significance of sustainable HRM in navigating tensions between social, environmental and economic objectives and examines how HRM can contribute to fostering more innovative and sustainable workplaces.Design/methodology/approachThrough a combination of literature reviews, conceptual papers and empirical studies, this issue contributes to the understanding of how sustainable HRM practices can effectively support sustainability and organizational performance. It integrates insights from diverse geographical regions – including Asia, Oceania, Africa, the Middle East, North America and Europe – and examines various industries such as hospitality, ICT, local government and SMEs. Additionally, it introduces a new definition of sustainable HRM and the 5E conceptual framework, which helps navigate tensions between efficiency, equity, ethics, engagement and environmental sustainability.FindingsThe articles in this issue collectively argue that sustainable HRM extends beyond traditional HR functions to play a transformative role in organizational strategy. We propose a reconceptualization of sustainable HRM as an integrated approach that fosters sustainable employment relationships, enhances stakeholder collaboration and aligns HR practices with broader sustainability goals and the common good.Practical implicationsThe insights presented in this issue have significant implications for HRM professionals, business leaders and policymakers. The proposed frameworks and strategies emphasize the need for HRM to move beyond a performance-driven focus to actively contribute to low-carbon, sustainability transitions. By implementing sustainable HRM practices, organizations can foster innovation and long-term value creation for both businesses and society.Originality/valueThis special issue advances our understanding of how HRM operates at the intersection of organizational performance and sustainability. It expands the scope of stakeholders considered in sustainable HRM, the importance of respecting the limits of ecosystem sustainability and the transformative impact of technology in shaping HR strategies. Additionally, it emphasizes social sustainability by exploring how HRM can foster sustainable employment relationships and enhance worker well-being. The issue offers a critical and reflective perspective on the role of HRM in addressing contemporary global challenges.

Through a theoretical framework, this study aimed to identify definitions of sustainable human resource management by covering the definitions proposed by many researchers and attempting to reach a new definition. Many previous studies have identified many benefits that can be achieved by using sustainable human resource management in organizations. In addition, this study summarized these benefits and identified the most frequently mentioned benefits by reviewing previous studies. The study measured the impact of Electronic -Human Resource practices on Sustainable Human Resource Management in the Iraqi Ministry of Higher Education and Scientific Research by serving 180 employees. The partial least squares (PLS) method in the Smart PLS statistical program (version 4.0.8.9) was used as a statistical method for data analysis. The results of the study showed a relatively acceptable effect of e-human resource practices on sustainable human resource management in the Ministry of Higher Education and Scientific Research. The most important recommendation of this study was that if the Ministry wants to encourage the adoption of new working methods such as sustainable human resource management, it should introduce digital technologies such as artificial intelligence and machine learning in the continuous development and training of employees.

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.

In the management of organizations, the term employee loyalty is utilized as a key to motivating and maintaining employees with higher efficiency and has a significant impact on well-being, employee effectiveness, attachment and job satisfaction, and organizational performance. The current study seeks to answer the question of whether sustainable human resource management can develop employee loyalty through social capital. In this research, a random sampling method was utilized to select the sa

The field of personal management has undergone a significant change in the past decade. During the initial phases of sustainable practices—organisations seem to be responsible towards their society and environment along with a focus on financial profits. Building on sustainable management theory, ‘sustainable human resource management’ concept receives significant interest from management, academicians and scholars. Studies related to this area are limited and are still emerging in the developing country context. In this article, the literature review suggests that sustainability could be the driver of the hospital sector in the system. Sustainability in the hospital sector through sustainable human resource management practices is necessary to build and adapt a concrete sustainable practices structure. The various service sectors are focusing on embedding environmental sustainability and lesser focus has been given to the other three elements of sustainability that is the strategic, social and humanistic approach. The present article approaches headed for the full range implementation of sustainable human resource management practices in the hospital sector. In light of this, we proposed a model (SHRM—layout). We offer recommendations for the managing the hospital sector to implement these practices and influence others to maximise sustainable performance from the findings. The framework acts as a guide to organisations for incorporating sustainability practices in their management development plans.

This research proposed and investigated a mediated moderation research framework that links employee job satisfaction, knowledge sharing, innovation capability, and job performance for sustainable human resource management in hospitality. Data from 395 Taiwanese hospitality companies with structural equation modeling (SEM) analyses, and the results showed that job satisfaction had significantly positive influences on knowledge sharing, both job satisfaction and knowledge sharing were significantly and positively related to innovation capability, while innovation capability had significantly positive influences on job performance. Support was also found for the significant and positive mediating effects of knowledge sharing between job satisfaction and innovation capability, and different organizational forms have moderating effects on the relationship between job satisfaction, knowledge sharing and innovation capability. The implications of these findings for sustainable human resource management in hospitality are also discussed.

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.

In today’s business world, the environment is changing rapidly. Employers need to rely upon their employees in order to produce long-term competitive advantage and sustainable performance. However, little research has investigated whether sustainable human resource management could prompt change-oriented behaviors in employees. By integrating the job demands–resources (JD-R) model and the proactive motivation model with the existing literature on sustainable human resource management, we explored the relationship between high-commitment work systems (HCWS) and the employees’ taking charge behaviors. Data from 352 employees of 96 organizations provided support for the positive effect of HCWS on the employees’ taking charge behaviors. The results of this study showed that HCWS affect the employees’ taking charge behaviors through their work engagement only when they felt a high level of impact. Based on these results, we not only provide several theoretical contributions to the literature on HCWS and taking charge, but also provide some practical suggestions for how to nurture change-oriented employees using sustainable human resource management within the organizations.

When the stars align: The effect of institutional pressures on sustainable human resource management through organizational engagement

Purpose This study aims to examine how Sustainable Human Resource Management (SHRM) is changing and how it affects businesses in different sectors. This review analyzes how SHRM incorporates environmental, social, and economic sustainability into workforce management by drawing insights from key influential studies. It highlights important trends like data-driven decision-making, corporate social responsibility (CSR), green human resource management (HRM) and sustainable leadership. Design/methodology/approach Using a systematic literature review approach, this paper examines recent studies on SHRM in a variety of industries, including as small and medium-sized enterprises (SMEs), health care, construction and tourism. This study looks at how businesses apply sustainability ideas to HRM procedures and how these adjustments affect sustainability and company performance. Findings The results demonstrate how SHRM practices influence organizational efficiency and long-term sustainability. Green HRM policies like environmentally friendly recruitment, the use of sustainability training and environmentally sustainable employee engagement practices indicate positive transformation. At the same time, SHRM is paramount to CSR, ethical employment practices and leadership policies oriented toward sustainable development. The focus of this research has also shown the impact of SHRM on sustainability reporting and how decision-making can be enhanced through the use of business intelligence tools. Moreover, sustainable initiatives to foster tourism, as well as innovations in health care or other SMEs, are possible through SHRM. Originality/value To the best of the authors’ knowledge, this study is among the first to systematically examine the evolving role of SHRM across multiple industries. By synthesizing insights from ten key studies, it provides a comprehensive framework for understanding how SHRM integrates sustainability principles into workforce management. This research offers valuable insights for academics and practitioners on the impact of SHRM on corporate sustainability, ethical employment and organizational innovation.

Purpose: This study aims to examine the impact of sustainable human resource management (SHRM) on professional identity and job performance of university lecturers by appointment system in China. Method: A qualitative study was conducted through interviews with eight respondents from eight public undergraduate universities in China selected by purposive method. Content analysis and NVivo test version were used to analyze and interpret the data. Result and Conclusion: The findings reveal that Recruitment and retention of professionals, Maintenance of healthy and motivated professionals, and Development of professionals' skills have effects on professional identity and job performance of university lecturers by appointment system in China. Moreover, Development of professionals’ skills is related to Maintenance of healthy and motivated professionals, which is reflected in recruitment and retention of professionals. When recruitment and retention of professionals is higher, it reflects higher professional identity and job performance of lecturers. Research Implications: SHRM on professional identity and job performance of university lecturers model consists of Recruitment and retention of professionals, Maintenance of healthy and motivated professionals and Development of professional’s skills. Originality/Value: The study examined three dimensions of sustainable human resource management and concluded that sustainable human resource management (SHRM) not only helps to improve the work performance of university teacher within the appointment system, but also strengthens their professional identity.