Influence of AI-driven sustainable human resource management on employee creative performance

The research explores how AI-powered sustainable HR practices influence employee creative performance within India’s IT sector through the mediating role of individualized agreements. The research applies structural equation modeling to examine survey data from 360 IT professionals based on the frameworks of the Job Demands-Resources model and Social Exchange Theory. AI-based training and performance management systems raise creative performance levels and show that ideals partially mediate these relationships. The research results reveal contextual differences because ideals mediate recruitment effects and performance management outcomes but show no significant mediation for training interventions, likely because of the sector’s inclination toward standardized learning approaches. The research delivers significant theoretical advancements by analysing AI-HRM systems in emerging economies and exploring personal work arrangements’ limits in tech-heavy settings. These insights serve as essential guidance for practitioners deploying HR technologies that successfully combine standardization with personalization to promote workplace innovation. The research reveals surprising results about the minimal direct influence of sustainability orientation. The research advocates for integrated strategies to synchronize sustainability initiatives with innovation objectives within India’s IT sector.

PurposeThis paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.Design/methodology/approachA sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.FindingsThe results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.Practical implicationsThese findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.Originality/valueBased on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question “what are the employees' behavioral responses when they confront the humble leadership”.

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

<p id="p00005">Facing the complex challenges from the environment, if organizations want to survive and develop continuously, they must insist on innovation. Employee creative performance affects the innovation of the entire organization deeply. Thus, managers, scholars, or policymakers are paying more and more attention to employee creative performance. Among the factors that affect employees’ innovation, leadership style plays a vital role. Plenty of leadership styles (e.g., transformational, transactional, and authentic leadership) may influence employee creative performance. Which kind of leadership style has a higher correlation with employee creative performance? To answer this question, drawing on self-determination theory (SDT), we proposed a theoretical framework, to explain the differences of correlations between different leadership and employee creative performance. To begin with, we hypothesized that transformational leadership, transactional leadership, authentic leadership, ethical leadership, servant leadership, inclusive leadership, empowering leadership, and leader-member exchange are positively related to employee creative performance. Among these leadership styles, authentic leadership had the highest correlation. Then, we hypothesized in the following situations(1) when the sample comes from a country with high individualism, (2) when the creative performance is evaluated by others, and (3) when the data is collected at multiple time points, the correlations between leadership style and employee creative performance were lower. Finally, we detected the potential moderating effects of the measurement of leadership and creative performance <p id="p00010">We used meta-analysis to summarize evidences from 432 independent empirical studies (229 Chinese studies and 203 English studies, with a total sample size of 161599 to test our hypothesis. To begin with, we searched the studies from multi-databases. Then, we coded the necessary information from the previous survey studies. Next, the Hunter-Schmidt random effect meta-analysis method was used to correct statistical artifacts (e.g., measuring error and sampling error) and evaluate the true score correlations. Finally, subgroup analysis was used to detect the potential moderating effects. <p id="p00015">The results showed that: (1) transactional leadership (ρ = 0.273), ethical leadership (ρ = 0.300), transformational leadership (ρ = 0.364), servant leadership (ρ = 0.400), leader-member exchange(ρ = 0.401), empowering leadership (ρ = 0.402), inclusive leadership (ρ = 0.457), and authentic leadership (ρ = 0.475) had significant positive correlations with employee creative performance, and their correlations showed an upward trend; (2) individualism, methods of performance appraisal, the time point of data collection, measurement of leadership, measurement of employee creative performance and publication language partially moderated the relationship between leadership styles and employee creative performance. <p id="p00020">Based on the SDT, this research proposed a theoretical model to explain the different effects of different leadership styles on employee creative performance and test the model robustly based on the meta-analysis technology. Therefore, the theoretical implication of this research mainly focuses on this model. First, this research promotes the development of theories related to leadership styles and employee creative performance. Second, this research promotes the development of self-determination theory and expands the scope of application of self-determination theory. The practical implication is that, when organizations need employees to show higher creative performance, managers can try to adopt the authentic leadership style.

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.

Purpose The present study investigates the relationships among perceived organizational trustworthiness, triple bottom line (TBL) sustainable human resource management (HRM), organizational commitment and job performance in the hotel industry through the lenses of social exchange theory (SET) and paradox theory. Design/methodology/approach Data were collected from 198 hotel employees in Greece using a self-administered questionnaire. Structural equation modeling was employed to test the research hypotheses. Findings The results reveal that TBL sustainable HRM practices partially mediate the relationship between perceived organizational trustworthiness and both organizational commitment and job performance. Therefore, it underscores the importance of TBL sustainable HRM in boosting the impact of perceived organizational trustworthiness on tangible employee-level outcomes such as organizational commitment and job performance. Originality/value This study is among the first to integrate SET with paradox theory to examine sustainable HRM practices within the high-pressure context of the hotel industry. By combining these theoretical lenses, the study offers a novel framework for understanding how organizations simultaneously manage competing demands – such as operational efficiency and employee well-being. The research also provides original empirical evidence from the underexplored Greek hospitality sector, contributing fresh insights to the sustainable HRM literature.

This study presents a conceptual systematic literature review (SLR) exploring the nexus between Sustainable Human Resource Management (SuHRM), Green Leadership, and Sustainable Organizational Performance (SOP). By synthesizing 45 peer-reviewed studies published between 2015 and 2025, the review integrates fragmented research on Green HRM (GHRM), CSR-HR, and ESG-HRM practices to develop a multilevel conceptual framework. Guided by PRISMA 2020 and grounded in Ability–Motivation–Opportunity (AMO), Social Exchange Theory (SET), Resource-Based View (RBV), and Value–Belief–Norm (VBN) theory, the study identifies how sustainability-oriented HR systems and green leadership behaviors co-evolve to shape long-term performance outcomes. The findings reveal three dominant research clusters: GHRM and Employee Green Behavior (EGB) as micro-level mechanisms driving sustainability; Green and Ethical Leadership as the meso-level cultural and moral enabler; and ESG-HRM Integration as the macro-level governance mechanism institutionalizing sustainability principles. The proposed conceptual model demonstrates that GHRM influences SOP through EGB, mediated by ethical climate and reinforced by green leadership, while ESG-HRM systems embed sustainability into HR governance and performance metrics. The review contributes theoretically by unifying HRM and leadership perspectives into a comprehensive sustainability framework and offers managerial implications for embedding green culture, ethical accountability, and ESG-based HR strategies. Ultimately, it advances the argument that aligning human capital practices with ethical and ecological leadership creates resilient, responsible, and high-performing sustainable organizations.

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.

PurposeBased on previous research on millennial employee management in China, this study aims to extend the understanding of the underlining mechanisms and boundary conditions between job characteristics and millennial employee creative performance. Drawing on the self-determination theory and the theory of situation interaction, this study proposes hedonic and eudaimonic well-being as dual mediators, to explain the positive effect of job characteristics on millennial employees’ creative performance. Further, the study proposes that inclusive leadership and achieving styles could separately moderate these two mediation paths.Design/methodology/approachThe data comprises information on 288 millennial employees in China.FindingsThe results show that both hedonic and eudaimonic well-being mediate the positive effect of job characteristics on millennial employees’ creative performance. The positive effect of job characteristics on millennial employees’ hedonic well-being is stronger when inclusive leadership is stronger; and the positive effect of millennial employees’ hedonic well-being on creative performance is stronger when direct achieving style and instrumental achieving style are stronger. There was no significant moderating effect of inclusive leadership on the relationship between job characteristics and millennial employees’ eudaimonic well-being, and no significant moderating effect of achieving style on the relationship between millennial employees’ eudaimonic well-being and creative performance. Job characteristics exerted a positive indirect effect on employees’ creative performance through employees’ hedonic well-being and that this cascading effect was moderated by inclusive leadership, direct achieving style and instrumental achieving style.Practical implicationsThe findings have important implications for both job design practices and employee performance research. Organizations should pay more attention to improving the creative performance of millennials employees through innovative job design or other organizational level motivational drivers. At the same time, the findings in this study align with the findings in Sheldon et al. (2018) study where extrinsic values rather than toward intrinsic values will bring improved hedonic well-being to the individual in the short term. One further practical implication is that if organizations need a short-term boost of creative performance from their millennial employees, organizations can provide more extrinsic motivators. When organizations want to see more long-term creative performance results, intrinsic motivators should be established.Originality/valueAs part of a series of research on Chinese millennial employee management, this paper extends existing research results. First, the authors verify the main effect relationship between job characteristics and employee creative performance. Second, based on the self-determination theory, this study constructs a dual mediation model and tests the mediating effect of hedonic and eudaimonic well-being between job characteristics and employee creative performance. Third, considering the situational characteristics of the study, the authors propose the boundary conditions of the relationship between job characteristics and creative performance from two levels of individual characteristics and leadership types, namely, inclusive leadership and achieving style.

Organizations seeking to innovate and gain a competitive edge must unleash creative potential in the workplace. The current study is aimed at assessing the serial mediation of career optimism and career commitment in the relationship between core self-evaluation (CSE) and employee creative performance. 458 employees from the IT sector participated in the study belonging to Rawalpindi and Islamabad. Data was collected using adopted questionnaires. SPSS PROCESS Macro was used for data analysis. The findings showed that individuals with higher levels of CSE also had higher levels of career optimism, which affects their commitment to their careers. Consequently, higher levels of career commitment have a positive impact on their ability to produce creative work. These findings highlight the need of taking career optimism and career commitment into account as sequential mediators of CSE's influence on creative performance. Furthermore, this work provides the door for future research into the underlying mechanisms and the examination of new aspects that could add to the complex dynamics of creativity.

PurposeThis study aims to explore the mechanisms by which eco-centric leadership (Eco-L) influences Organizational Citizenship Behavior for the Environment (OCBE) among employees in Saudi eco-friendly hotels. It investigates the mediating role of green commitment (G-Com) and the moderating role of environmental self-efficacy (ESE) within this relationship.Design/Methodology/ApproachThe study employs a cross-sectional survey design using a structured questionnaire to collect data from employees working in five-star eco-certified hotels in Saudi Arabia. This design involved gathering data at a single point in time to capture employees' perceptions and attitudes. The proposed conceptual model was tested using PLS-SEM.FindingsThe results reveal that Eco-L has a positive and significant effect on OCBE. Furthermore, green commitment (G-Com) significantly mediates this relationship, indicating that employees' psychological attachment to green values enhances their voluntary environmental behaviors. In addition, ESE positively moderates the relationship between Eco-L and OCBE, suggesting that the impact of eco-centric leadership is stronger among employees with greater confidence in their environmental capabilities.Originality/ValueThis study makes a novel contribution by integrating Social Exchange Theory (SET) and Social Cognitive Theory (SCT) to explain the psychological and behavioral mechanisms linking leadership to pro-environmental behavior. While prior research has examined green commitment as a mediator and environmental self-efficacy as a moderator separately, this study is among the first to simultaneously explore these constructs within the combined SET and SCT framework. Furthermore, it applies this integrated approach specifically to the hospitality industry's eco-friendly hotel sector in Saudi Arabia—an underexplored context. The findings provide valuable insights into sustainable human resource management and leadership practices in this setting.

Tacit knowledge ingrained in individual brains can be shared and applied efficiently only with the active involvement and cooperation of the knowledge source and recipient. Since tacit knowledge sharing is not mandated by organizations, employees often view it as a time consuming activity. This turns out to be a potential hindrance to workplace learning and hence, identifying factors that drive employees to voluntarily engage in tacit knowledge-sharing constitutes an important research area. This study aims to empirically examine how the perception of social capital in work teams motivates individuals to voluntarily engage in tacit knowledge sharing with teammates, and the subsequent impact on individual creative performance. Questionnaire-based survey was employed and data was collected from 440 professionals working in the Information Technology industry. Structural equation modeling using AMOS 22 was used for hypothesis testing. As per the findings of the study, all social capital dimensions, except shared language and shared language, demonstrate a significant positive influence on tacit knowledge contribution and knowledge seeking behavior of employees. The results also provide evidence that point to a significant positive relationship between tacit knowledge contribution, tacit knowledge seeking and creative performance of employees. Furthermore, the moderating role of bisociative cognitive style of individuals on the association between tacit knowledge sharing behavior and creative performance is confirmed.

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.

Perceived Proximity and Trust Network on Creative Performance in Virtual Collaboration Environment

PurposeThe purpose of this paper is to examine the relationship between tacit knowledge-sharing and creative performance of employees from a transformative learning perspective.Design/methodology/approachThis paper uses Structural Equation Modeling to analyze data collected from 440 employees working in Information Technology industry, using a survey-based questionnaire.FindingsThe dimensions of tacit knowledge-sharing - tacit knowledge-seeking and tacit knowledge-contribution, positively affect employees' creative performance. Further, an individual’s bisociative cognitive style reinforces the positive association between tacit knowledge-sharing and employee creativity.Originality/valueThe study contributes to the field of knowledge management by using a new theoretical lens, Transformative Learning Theory, to examine how tacit knowledge-sharing adds value to knowledge workers in terms of enhancing their creativity.