Making sustainability work: learning, interpreting and enacting sustainability in everyday HR practice in Swedish municipalities

Positioned as both support functions and strategic partners, Human Resource (HR) functions have a unique opportunity to influence both strategy and daily practices, making them vital yet often underutilized contributors to advancing social sustainability in organizations. This study explores how Swedish municipal HR functions integrate social sustainability into their practices. By examining the challenges HR professionals encounter and the strategies they employ, this study seeks to identify practical strategies to enhance social sustainability within organizations. Based on in-depth interviews with 13 HR professionals from three Swedish municipalities, this study employs reflexive thematic analysis to analyze interview transcripts. The findings generate five interconnected themes illustrating the multifaceted ways HR professionals can influence social sustainability: i) advancing a promotive and holistic approach to health and well-being, ii) empowering managers to lead with a long-term mindset, iii) encouraging continuous learning and development, iv) fostering an inclusive organizational culture that promotes collective well-being, and v) navigating conflicting interests without decision-making power. By situating these practical strategies within the broader theoretical context of strategic and sustainable human resource management, this study underlines the role of HR functions in 1) fostering social sustainability by shaping workplace dialogue and practices toward a human-centered focus and 2) elevating social sustainability efforts from fragmented initiatives to embedded organizational priorities. This study contributes to sustainable human resource management research by illustrating how insights from humanistic management, centered on dignity, ethical reflection, and dialogue, can sustain sustainability work over time, embedding ethical responsibility into everyday HR practices.

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.

The world of human resources (HR) is dynamic, and therefore, as a professional, one needs to be updated about trends and strategies in the field. One such resource in this regard has been the book “HR from the Outside In,” written by Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich. This is an all-inclusive book detailing HR practices and their impacts on organizations. This article will give a review of the book, including its citation, analysis of the content, significance of the book, relevance of the subject to the audience, methodology and sources, critique, recommendation and conclusion.“HR from the Outside In” was published by McGraw-Hill Education in 2012 and is available in both hardcover and e-book formats. The book is fairly priced to be within reach for professionals, students or any other person who would like to learn more about the role that HR plays in making organizations a success.The authors of “HR from the Outside In” describe a more holistic view of the function and say that HR professionals should embrace practices in alignment with the general business strategy. The authors focus on how HR has become transformed from an administrative role to one deeply involved in the strategy for business success. The different strands of research findings, case studies and practical insights have been admirably woven together to create a broad framework under which HR professionals may work towards effectiveness.This book is important for HR professionals in as much as it challenges certain traditionally held conventions of HR practice and propounds new strategies by which departments of HR can be rebuilt as strategic assets. The authors underline the big role HR can play in creating value for customers, investors and communities by focusing on external factors. The book does focus on the fact that most HR professionals have to change their outlook toward an external orientation and align HR practice with corporate objectives.“HR from the Outside In” is highly relevant for the dynamic business environment of today’s organizations, which are increasingly recognizing the strategic imperatives of human capital. It addresses exactly what HR professionals face in their struggle to adapt to changing business landscapes and gives practical guidance on how to effectively meet the challenges of these changes. The book looks at a number of realms of HR practice, among them talent management, leadership development and organizational culture, hence giving a few valuable insights to HR practitioners at any level.The book’s audience primarily includes HR professionals such as HR managers, business partners and executives who are interested in enhancing their understanding of the strategic role of HR. Likewise, individuals undertaking HR or related studies will find this book quite useful in deepening their knowledge of current HR practices. In the same light, the authors’ writing style and examples used make it easier for readers to understand with a broad category of audiences.The authors have followed an aggressive research methodology, combined with academic research, case studies and practical experience. This enables every HR practice to include a holistic view since different viewpoints are considered and substantiated by data-driven insights. It also contains interviews with many HR leaders across industries, thereby enriching the content with real-world experiences and best practices.While “HR from the Outside In” is admirably detailed in its consideration of HR practices, this sometimes feels overwhelming because of the extent of its coverage. The book would have been more readable if its chapters had been more succinctly written. Finally, the book felt a bit saturated with a bias toward strategic HR, which may not fully resonate with smaller organizations having fewer resources.Despite some minor flaws, “HR from the Outside In” should be read by every HR professional interested in raising the role of HR management within organizations. It offers great insights and very practical tools to help HR practitioners align strategies to the external environment toward organizational success. It is highly recommended for additional insights into today’s human resource practices and their impact on business outcomes.“HR from the Outside In” is both an all-inclusive and a deeply insightful volume that challenges the very core of traditional HR practice and gives a strategic angle to HR management. It has made the HR professionals' quest toward effectiveness all the more valuable by aligning HR with the external environment dimension. The authors thus provide a roadmap for rising to a changing dynamic in the business world and creating a bigger platform for HR professionals to participate in and contribute to the success of any organization.

Human resources management is essential to ensure the success of any organization which is based on the belief that an organization gains competitive advantage by using its people effectively and efficiently. But HR professionals need organizational support to make the employees more committed and passionate about their work. In this study, the researchers aim to examine the moderating effect of organizational support in the relationship between human resource (HR) professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness. HR Professionals’ competencies such as credible activist, talent manager, culture and change steward, strategy architect, business ally, and operational executor nurture HR professionals’ effectiveness. Besides, HR professionals’ willingness is a significant predictor of HR professionals’ effectiveness. To test the relationships, the researcher collected data through survey questionnaire from 183 managers from commercial banks of Pakistan. For statistical analysis, Partial least squares-structural equation modeling (PLS-SEM) is used to analyze the data and test the hypotheses. The findings reveal the positive and significant impact of HR professionals’ competencies and HR professionals’ willingness on HR professionals’ effectiveness. Additionally, the moderating impact of organizational support was also significant among HR professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness relationship. The study contributes in the literature of HR professionals’ effectiveness and organizational support in the banking sector of local context. The study also discusses the implications and future directions. One of them is that the research framework provides guidelines for HR professionals about what competencies are needed to enhance HR professional effectiveness. The present study recommends HR professionals of the banking sector to be involved in strategic planning and implementation in their organization.

The COVID-19 pandemic is a both global health and an economic threat. Disease outbreaks and worldwide pandemics have posed the biggest threat to human survival. The worldwide lockdown of organisations and industries was enforced to limit the spread through discouraging staff from being present in total capacity. This, brought on by the virus, created several unique issues for both employees and employers. It has had unprecedented consequences for businesses globally, with a significant influence on Human Resource Management (HRM). With the COVID-19 situation, HRM has been pushed to navigate the unexpected and, as a result, discover new approaches to pandemic related challenges that have developed globally. Thus, businesses must consider the views of Human Resource (HR) professionals to adapt to unanticipated changes of the COVID-19. For this study, a qualitative research method was used as it aims to study the views of HR professionals in Sri Lanka on the work transformation during the COVID-19 pandemic. The primary data were gathered through semi-structured interviews with 16 HR professionals in Sri Lanka. The thematic analysis was applied to the gathered qualitative data. Accordingly, three main themes were identified, such as work mode, facilities and adoption arrangements. As per the study findings, the HR professionals in Sri Lanka do not perceive this rapid work transition as a positive move since they were unprepared for such a drastic change in work settings. Thus, they agree to work on-premises in the post-COVID situation, and if the pandemic continues, they agree and would like to continue their work in a hybrid work culture. Further, when focusing on the facilities given by the workplace, they perceive an unfavourable view of the financial incentives and Work From Home (WFH) resources. In terms of adoption arrangements, they have a negative view of work-life balance and crisis management. The insights from the experience of HR professionals and the stages they have navigated can aid in the successful management of similar crises in the future. The present study contributes to understanding the COVID-19 pandemic's influence on organisations and HRM, paving the way for additional thorough research in this domain.
 Keywords: COVID-19, Human Resource Management, Human Resource Practices, Human Resource Professionals

The rapid advancements in artificial intelligence (AI) have impacted various industries, including human resources (HR). This thesis aims to explore the role of AI in HR and its potential implications on organizations and employees. A comprehensive literature review was conducted to identify the various applications of AI in HR, such as recruitment, employee engagement, performance management, and training and development. The study also analyzed the potential benefits and risks associated with the integration of AI in HR, including issues related to bias, privacy, and job displacement. The findings of this study suggest that AI can enhance HR practices by improving efficiency, accuracy, and objectivity. However, the risks associated with AI adoption must be carefully considered and managed to ensure ethical and responsible use. This study provides insights into the current state of AI in HR and its future potential, offering recommendations for organizations and policymakers to maximize the benefits and minimize the risks of AI integration in the HR function. The use of artificial intelligence (AI) in human resources (HR) has become increasingly popular in recent years. AI has the potential to transform HR practices by enabling organizations to automate routine tasks, make more data-driven decisions, and improve the employee experience. However, the use of AI in HR also raises important ethical and legal considerations, such as algorithmic bias and data privacy. This thesis aims to explore the role of AI in HR and its impact on various HR functions, including recruitment and selection, employee engagement, performance management, and training and development. The study also examines the potential risks and challenges of using AI in HR and identifies strategies to mitigate these risks. The research methodology employed in this study is a mixed-methods approach, combining both qualitative and quantitative research methods. The qualitative component involves a literature review and case studies of organizations that have implemented AI in HR. The quantitative component involves a survey of HR professionals to understand their perceptions of AI in HR and their readiness to adopt AI in their organizations. The findings of this study reveal that AI has significant potential to improve HR practices, particularly in recruitment and selection, where it can reduce bias and improve the accuracy and efficiency of the hiring process. AI can also improve employee engagement by providing personalized experiences and feedback, and enhance performance management by enabling real-time monitoring and feedback. In training and development, AI can provide personalized learning experiences that meet the unique needs and preferences of individual employees. However, the study also reveals that the use of AI in HR raises important ethical and legal considerations that must be addressed. Algorithmic bias, data privacy, and the potential for job displacement are some of the key risks and challenges associated with the use of AI in HR. To mitigate these risks, organizations must adopt a proactive approach that involves regular monitoring and evaluation of AI systems, transparency in decision-making processes, and ongoing training and development for HR professionals. The study also identifies several critical success factors for the successful implementation of AI in HR, including strong leadership support, a clear understanding of business objectives, collaboration between HR and IT professionals, and a focus on employee engagement and well- being. Overall, this thesis contributes to the growing body of knowledge on the role of AI in HR and its implications for organizations and HR professionals. By identifying the potential benefits, risks, and challenges of using AI in HR, and providing strategies to mitigate these risks, this study aims to inform organizational decision-making and help HR professionals prepare for the future of work..

The accelerating pace of digitalization is fundamentally redefining the role, competencies, and strategic importance of human resource management (HRM). This study investigates how digital technologies—such as artificial intelligence (AI), analytics, and automation—transform human resource (HR) functions and generate new competency requirements, including digital agility, data fluency, and strategic capability. Building on theories of digital HRM, competency-based management, and sustainable HRM, the study develops an integrated conceptual framework linking digital transformation, HR competencies, and organizational sustainability. Empirical data were collected through a survey of more than 100 Slovenian organizations across different sizes and industries, yielding 82 valid responses for analysis. The findings indicate a relatively high level of HR formalization, alongside persistent difficulties in recruiting qualified HR professionals. Key competency gaps were identified in employee development, HR analytics, and strategic HRM. The results further show that larger organizations are significantly more likely to have established HR functions, while organizations with more mature HR structures recruit HR specialists more frequently and attribute greater importance to developing a national HR management system. Moreover, organizations that recruit HR professionals more intensively report greater difficulty in identifying suitable candidates, pointing to a growing skills mismatch in the HR labor market. Overall, the findings demonstrate that successful digital transformation in HRM depends not only on technology adoption but also on the integration of digital, analytical, and ethical competencies. The study contributes to HRM theory and practice by offering a combined conceptual and empirical model linking digital agility, HR analytics, and sustainable HRM outcomes, providing practical insights for organizations and policymakers seeking to strengthen HR capability development in the digital era.

PurposeThe purpose of this paper is to report the results of a survey and interviews with human resource (HR) professionals to identify and better understand their perceptions and expectations of human capital measures' (HCM) content, links to strategy, and impact on performance.Design/methodology/approachThis paper relies on a quantitative analysis of survey questionnaires collected from 104 HR executives, as well as on a qualitative investigation using six interviews. Two types of HCM are derived using principal component analysis. One factor measures employees' work efficiency and cost consciousness (efficiency indicators), whereas the second factor measures employees' entrepreneurial and innovative capabilities (innovation indicators).FindingsThe results confirm the following hypotheses: first, according to HR managers, the more advanced a company is in the development of HCM, the higher the company's performance; and second, in companies following a differentiation strategy, HR managers are interested in innovation indicators, while in those following a cost reduction strategy, HR managers are interested in efficiency indicators.Research limitations/implicationsResults are based on a cross‐sectional study of HR professionals' perceptions. However, it underscores the critical role that HCM plays in delivering performance in the HR managers' opinion. It also shows that HR managers are conscious that HCM should be aligned with strategy.Practical implicationsBased on HR managers' perceptions, the paper suggests that HR professionals might invest more effort in creating and implementing their HCM to deliver higher levels of performance. It also implies that HR managers and management accounting and control systems experts have a common interest to collaborate when implementing HCM.Originality/valueThe paper demonstrates the importance of implementing human capital (HC) metrics into a strategic performance management system to deliver performance from a company's HC. It contributes to a cross‐disciplinary (HRs, management control, and strategy) perspective on HC strategy.

PurposeThe goal of this research is to demonstrate how web‐based applications improve the effectiveness of a very important human resource (HR) function. It proposes a framework of a web‐based training needs assessment system for HR professionals to effectively assess employee needs for competency‐based training.Design/methodology/approachA conceptual framework of a survey‐based training needs assessment using the Internet was developed. A use case detailing a walkthrough of a prototype system developed under this proposed framework was created to illustrate how this system works. A two‐phased operation test of the prototype system was then conducted to assess how well human resource (HR) managers would accept and adopt this technology to develop organizational competencies. The first phase involved demonstrating the use case to a group of experienced HR managers and polling their opinion toward the system. The second phase involved one‐on‐one interviews with three select HR managers who were asked to experience the prototype system hands‐on.FindingsHR managers from both phases of validation demonstrated positive acceptance of both the needs assessment model and the process improvement generated from the web‐based prototype system.Research limitations/implicationsThe qualitative validation test was conducted to a small sample of Taiwan's HR managers. Caution is advised when generalizing the positive results to other regions or countries with more advanced IT applications in HR practices.Practical implicationsThis study contributes to the HR practice in several ways. First, it qualitatively confirms that HR professionals accept a competence‐based approach to build company's training curriculum. Second, it observes a lack of effective tools to help HR professionals in the task of training needs assessment. Third, it shows that HR professionals do recognize the power of web technology in helping them become more efficient.Originality/valueFormal competency‐based training programs are rarely implemented in the real world because the process required is both tedious and time‐consuming. This paper adopts Internet technologies in a conceptual model for effective competency‐based training needs assessment, and presents an efficient web‐based tool to assist HR professionals in the needed analysis.

This study investigates how persuasion, trust, and empathy from Human Resources (HR) managers affect the acceptance of nudging practices in workplace, especially when these interventions are meant to be ethical and supportive. Based on the theory of advisory nudge, the research connects ideas from Human Resource Management and ethical marketing. A quantitative method was applied using a structured questionnaire answered by 733 HR professionals in European companies. The model was tested with PLS-SEM, and results confirmed strong influence of supervisor’s persuasion and empathy on HR professionals’ perception of nudges as ethical and autonomy-enhancing. The findings also showed that empathy plays important role in how HR professionals experience the intention behind soft interventions, with gender-based differences being significant. Additional analyses with IPMA and MGA confirmed the strategic importance of trust and emotional intelligence in organizational settings. The results help to understand when a persuasive act is seen as ethical guidance and when it is not, offering theoretical and practical insights both for HR leadership and marketing communication. The study suggests future research to explore different types of nudging and include variables such as organizational culture or HR professionals’ values, to better understand the ethical acceptance of influence at work.

The changed global economic scenario has resulted in a paradigm shift in the role set of the human resource (HR) professionals. They no longer play advisory and supportive roles; rather, they tend to participate in the strategic decision-making process. But, the changes taking place in the global business environment often are not accompanied by the complementary changes in the HR management practices of the developing countries in Asia. Further, the current global recession has pushed many companies to quickly adjust their HR policies and practices for competitive advantage. It ultimately demands a complete transformed role for the HR professionals. The main purpose of the paper is to study the changing role, emerging opportunities and challenges for the HR professionals in recession. It would also study its effect on the HR policies and practices of the Asian countries. Apart from collecting data from both the primary and secondary sources, views and opinions of working executives of various companies have been extracted from phone calls, internet sites and conference proceedings regarding their actual role set. The HR is still focused on transactional activities and operating efficiencies than on high-level strategic issues. Recession has also affected the functional areas of the HR professionals to a great extent. Recession is perceived as an opportunity for the HR professionals than as a challenge. By exploring challenges and opportunities, the authors suggest new responsibilities for the HR professionals in recession. The study would help them to quickly adapt themselves to the difficult times.

Purpose This paper examines the human resource (HR) strategies and practices that are considered to be particularly beneficial for aging employees in organizations in Thailand, which is an underresearched developing economy, from an employee perspective and the implications of national institutions and cultures for the adoption and implementation of those HR strategies and practices across organizations. Design/methodology/approach The results of the study, based on a cross-case analysis of seven organizations across industries, are primarily drawn from structured interviews and focus groups with aging employees, field visits and a review of archival documents and web-based resources, including newspaper reports and magazines. Findings This paper proposes that HR strategies that are appropriate for managing aging employees in organizations in Thailand’s developing economy can be classified into four bundles: growth, maintenance, recovery and regulation. Each bundle of HR strategies consists of several HR practices that are appropriate for managing aging employees in organizations. In particular, from the perspective of aging employees, these HR practices help aging employees upgrade their skills, prepare them to have a sufficient amount of financial savings after retirement, ensure that they are safe, secure and healthy, help them feel that their tacit knowledge and experience are still valuable, and help them perform jobs that are appropriate for their physical health conditions. Additionally, the adoption and implementation of the proposed HR strategies and practices tend to be influenced by national institutions in terms of deficiencies in the national skill formation system, healthcare institutions, regulatory institutions and welfare state regime and by the national culture in terms of reciprocity and respect for elderly people (i.e. aging employees). However, there are five important HR practices that are specifically appropriate for managing aging employees in Thailand and other developing economies where the level of household debt and/or personal debt is high, where the increasing number of aging employees leads to high demand for medical services when the medical services offered by private hospitals are expensive, and where tacit knowledge and experience are important for creating and maintaining firms’ competitive advantage: (1) the facilitation of financial planning, (2) safety and health training, (3) annual health check-ups, (4) the appointment of aging employees as advisors/mentors and (5) knowledge transfer/job enrichment. Research limitations/implications One of the limitations of this research is its methodology. Because this research is based on case studies of seven firms located in Thailand, the findings may not be generalizable to all other firms across countries. Rather, the aim of this paper is to further the discussion regarding HR strategies and practices for managing aging employees in organizations. Another limitation of this research is that it does not include firms located in several other industries, including the agricultural and fishery industry and the financial services industry. Future research may explore HR strategies and practices for managing aging employees in organizations located in these industries. Moreover, quantitative studies using large samples of aging employees who work in firms across industries might also be useful in deepening the understanding of HR strategies and practices for managing aging/retired employees in organizations. Practical implications This paper provides practical implications for top managers and/or HR managers of firms in Thailand and other developing economies where the level of household debt and/or personal debt is high, where the increasing number of aging employees leads to high demand for medical services when the medical services offered by private hospitals are expensive, and where tacit knowledge and experience are important for creating and maintaining firms’ competitive advantage. In particular, the aging employees in this study identified the HR practices that they perceive as being appropriate for aging employees and that were already available in firms or that they expect their firms to have but are currently missing. In this regard, HR managers should take note of these good and appropriate HR practices to ensure that they become part of official, structured HR strategies and practices. This would ultimately help line managers and aging employees think more positively about the future of aging employees within the company and help retain invaluable aging employees over time. Social implications This paper provides social/policy implications for the government and/or relevant public agencies of Thailand and several other developing economies where the majority of aging people do not have sufficient savings to support themselves after retirement, especially when these countries are becoming aging societies, where the increasing demand for medical services cannot be adequately addressed by existing public hospitals while private hospitals’ medical prices are quite expensive, and where intellectual property right (IPR) protection laws are weak. That said, such governments should encourage firms located in their countries to implement these HR strategies and practices for developing, maintaining, deploying and supporting aging employees. Originality/value This paper aims to contribute to the literature on human resource management (HRM), specifically on HR practices for aging employees, in the following ways. First, this study is different from the previous studies in that it examines HR practices for managing aging employees from an employee perspective, while most of the previous studies in this area have focused on the management of such employees from an employer perspective. In this case, it is possible that formal company policies may be different from actual HR practices as perceived by aging employees (Khilji and Wang, 2006). Second, this paper explores the implications of national institutions and cultures of Thailand’s developing economy for the adoption and implementation of HR strategies and practices that are appropriate for managing aging employees in organizations. Finally, this paper examines HR practices that are specifically appropriate for managing aging employees in Thailand and other developing economies. The literature on HR practices for aging employees has overlooked developing economies, including the underresearched country of Thailand, as most of the studies in this area have focused on developed economies. In fact, developed economies and developing economies are very different in several respects, which may influence the HR strategies and practices that are appropriate for managing aging employees in organizations.

The Human Resource (HR) practices are critical cornerstone in contemporary organizational management. The field of HR has evolved significantly over the years, transitioning from a primarily administrative function to a strategic partner in achieving business objectives. Today, HR professionals are responsible for aligning HR practices with the organization's goals, ensuring that the right talent is in place, and creating a culture that supports high performance and employee well-being. Amidst the world of Technology, even HR is having its analytical wing and almost all function of HR is getting routed through the HR Analytics domain.
 This comprehensive review, led by researchers, delves into the multifaceted landscape of HR practices, exploring their significance, evolution, and benefits on organizational success. With a focus on both theoretical frameworks and real-world applications, the researchers examine the spectrum of HR practices, ranging from recruitment and selection to performance management and employee development. Employing a Descriptive and Exploratory Research design, this study encompasses both Primary and Secondary data. Primary data takes the form of interviews with HR Heads from five companies, offering insights into the HR practices of organizations. The research aims to understand the essence and significance of HR practices, while also investigating the benefits these practices bring to organizations. This study provides valuable insights into HR practices and highlights their adaptive nature in various organizational contexts. The analysis presented in this paper serves as a resource for HR professionals, managers, and researchers seeking to enhance their understanding of HR practices that drive organizational excellence. By critically assessing best practices, challenges, and emerging trends, this research contributes to the broader discussion on HR practices' impact on organizational success.

Orientation: There is a growing body of knowledge on the role of human resource (HR) professionals in workplace bullying, but their role in perpetuating a toxic leadership culture in organisations remains unscrutinised. Human resource professionals are uniquely positioned to influence toxic leadership styles as they are required to cultivate and sustain the organisational leadership culture.Research purpose: The aim of this study was to identify gaps in HR practices that could contribute to toxic leadership in organisations.Motivation of the study: The inherent role conflict of the HR professional and competing demands from organisational stakeholders are likely to create toxic outcomes.Research approach/design and method: A phenomenological study was carried out at a South African organisation to gain insight into the practices of HR professionals. Data were collected using semi-structured interviews and the key findings of the study were identified through a thematic analysis.Main findings: Three themes emerged that contribute to creating gaps in HR practices that support toxic leadership: toxic HR practices, challenges faced by HR professionals and business results at any cost.Practical/managerial implications: The findings suggest a need to alleviate the inherent role conflict experienced by HR professionals, so that their contributions to toxic leadership are minimised.Contribution/value-add: This study contributes to the literature on toxic leadership by expounding on the role of the human resources professionals (HRP) and gaps in their practices that contribute to toxic leadership. Suggested guidelines and recommendations are offered to address the gaps in HR practices.

Scholars assert that human resource management is essential for organizational sustainability and that human resource professionals are institutional entrepreneurs who lead organizational changes toward sustainability. However, human resource (HR) professionals are currently leading sustainability efforts in a limited, piecemeal, and anecdotal manner, which may be caused by a lack of competencies. Therefore, based on the literature review, a model was built to explore the relationship between HR change leadership role and HR professionalism. Qualitative research (in-depth interviews with five experts) was employed to generate and filter the initial items of the scales. Quantitative research with a sample of 1,058 employees working at 24 sustainable enterprises in Vietnam was used to validate the scale and test the hypothesis through exploratory factor analysis and confirmatory composite analysis using the PLS-SEM method. The results demonstrate that the HR change leadership role positively influences HR professionalism. This result means that HR professionals should be capable of being strategic positioners, credible activists, capability builders, technology proponents, and interpersonal leaders to play their change leadership role in a sustainable context. Therefore, the HRM department should redesign the set of sustainable competencies for recruiting and evaluating HR professionals and plan short- and long-term strategies to train and develop sustainable competencies for HR professionals.