Sustainable Human Resource Management Practices Research Articles

Interactive effects of sustainable HRM, career adaptability and career sustainability on employee well-being

PurposePast research has well-demonstrated the importance of sustainable human resource management practices in augmenting sustainability in careers of individuals and their overall growth and well-being. In this regard, role of career adaptability as a potential resource in harnessing sustainable HRM and career sustainability relationship requires attention. Considering this, the purpose of the current research is to analyze how sustainable HRM practices influence career sustainability, that eventually predicts employee well-being. Besides this, we also examined the role of career adaptability as a potential moderator in governing the linkage between sustainable HR practices and career sustainability.Design/methodology/approachOur study adopted a cross-sectional research design. Data were collected through administration of survey among 620 working professionals. Analysis was conducted deploying statistical techniques such as confirmatory factor analysis (CFA) to confirm the factors, and the hypotheses were tested using model 4 and model 7 in PROCESS macro by SPSS 20.0.FindingsResults showed that in the Indian context, career sustainability acts as a potential mediator between the sustainable HRM practices and employee well-being relationship. In addition, we also found the significant moderating role of career adaptability in strengthening the impact of sustainable HRM practices on career sustainability among employees.Practical implicationsThe study offers potential implications for scholars and management practitioners in terms of implementing sustainable HRM practices emphasizing on good values at various levels in organizations. Also, it encourages organizational policymakers and leaders for conducting training programs and workshops on developing career adaptability resources.Originality/valueIt is among one of the few studies that help in advancing the scholarship on sustainable HRM and sustainable careers and their key role in strengthening individuals’ well-being. The findings also extend the application of conservation of resources theory at the intersection of sustainable HRM and vocational psychology literature in the South-east Asian context.

The role of sustainable human resources management in the organizational effectiveness of the company

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.

Perceptions of sustainable human resource management (SHRM) and personal risk: Findings from the Pilot Study.

The aim of this article is to explore how SHRM (Sustainable Human Resource Management) practices and personal risk management are interpreted by managers across different organisational contexts, and to identify challenges and barriers to implementing these practices. The study focuses on a variety of SHRM approaches in diverse organisational contexts, highlighting the impact of company size, managerial experience, and organisational culture. It also explores the challenges associated with both long-term and short-term SHRM goals and underscores the need for a better understanding and communication of these practices within organisations. The study is based on a qualitative individual in-depth interview (IDI) methodology. The results of the study highlight the importance of adapting and understanding the unique aspects of each organisation to effectively implement SHRM. The article contributes to the literature by highlighting the need for further research into holistic SHRM models, the management personal risk, the use of new technologies, and the development of advanced measurement methods.

Sustainable Human Resource Management and Employees’ Performance: The Impact of National Culture

In an era of rapid globalization and increased environmental consciousness, organizations must align their business practices with sustainable development goals. The main objective of this study is to explore the impact of sustainable human resource management (SHRM) on employees’ performance, focusing on the mediating role of employee engagement and the moderating effect of national culture. To do so, data were collected from 1950 individuals across 26 countries. The results of a multilevel analysis show that SHRM positively affects performance, with employee engagement acting as a mediator. Furthermore, the effectiveness of SHRM practices is moderated by cultural tightness–looseness, indicating that SHRM practices are more effective in flexible and adaptive cultural environments. This study contributes to the literature by integrating institutional theory and the JD-R model, demonstrating that SHRM enhances performance through increased employee engagement and that cultural context significantly influences this relationship. The findings emphasize the need for a culturally sensitive approach to SHRM, suggesting that organizations should tailor their sustainable practices to align with the cultural norms of their operational environments. This research provides valuable theoretical insights into the mechanisms through which SHRM impacts performance and practical implications for HR professionals seeking to implement effective and sustainable HR practices globally.

Linking HRM with Sustainability Performance Through Sustainability Practices: Unlocking the Black Box

AbstractIn response to the triple‐bottom‐line sustainability challenges facing today's world, organizations are increasingly incorporating sustainability principles into their strategies; however, this is challenging for small and medium‐sized enterprises (SMEs) with limited resources. While sustainable human resource management (HRM) has recently gained scholarly prominence, the impact of sustainable HRM practices on an organization's sustainability performance remains under‐explored. Anchored on signalling theory, we address this gap by examining the impact of sustainable HRM on an organization's sustainability performance. Drawing upon survey data collected from 254 employees across SMEs in Vietnam, we found that sustainable HRM practices and managerial competency positively impact sustainability practices, which in turn predict sustainability performance, while sustainability practices mediate these relationships. Employee sustainability participation and long‐term orientation strengthen the relationship between sustainability practices and sustainability performance. Further, co‐worker sustainability support moderates the relationship between sustainable HRM practices and managerial competency and sustainability practices. We discuss the contributions to theory and practice and provide future research directions.

Sustainable Human Resource Management Practices: Scale Development and Validation

Sustainable Human Resource Management Practices: Scale Development and Validation

Making work a calling: the role of meaningful leadership and sustainable human resource management practices in fostering a sense of calling in employees

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis study explores the role of meaningful leadership and sustainable human resource management practices in fostering a sense of work as a calling in employees, and finds that the role of meaningful leadership is critical in developing work calling through sustainable HRM practices in the presence of meaningful work.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Sustainable human resource management practices and corporate sustainable supply chain: the moderating role of firm technology orientation

ABSTRACT This study investigates how corporate human resource management practices contribute to sustainable supply chain practices. The two types of human resource management practices relating to corporate social responsibility, include (1) employee standardised work conditions practices and (2) employee well-being and development practices. Corporate technology orientation is investigated as a moderating factor on the empirical evidence from 15 companies in the mobile technology industry. Results show that employee well-being and development practices lead to stronger community-oriented social responsibility, thus the increasing adoption of sustainable supply chain practices. Corporate technology orientation strengthens the positive impacts of employee well-being and development practices. These results imply the importance of adopting appropriate human resource management strategies, to deploy a sustainable supply chain.

Sustainable Human Resource Management in the Hospital Sector: A Review of Literature

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.

A systematic literature review on sustainable HRM and its relations with employees' attitudes: state of art and future research agenda

PurposeThe interest in sustainable human resource management has grown in the last decades. However, comprehensive, and systematic research concentrating on the evolution of this field, is still needed. The purpose of this study is to provide an overview and synthesis of the existing body of knowledge on human resource management (HRM) related to sustainability through a bibliometric study of articles published until 2022, identifying the most relevant research in this field. In the literature review, special attention is given to articles that link sustainable HRM to employees’ attitudes, identifying gaps and future research opportunities.Design/methodology/approachA bibliometric analysis and literature review was conducted over 105 documents obtained from the WoS database, using VOSviewer software program, from which 27 were selected for full-text reading. The applied database filters were: document type (article and early access); index (SSCI and SCI-expanded) and year (2019–2022).FindingsThe results show that: sustainable HRM literature is growing, especially after 2019; “Sustainability” is the journal with more publications; and England is the leading country. The network of co-occurrence of keywords analysis unveiled that performance, job satisfaction and behaviors are the most frequently studied topics in HRM.Practical implicationsFor successful adoption of sustainable HRM practices, organizations should engage all staff comprehensively, focusing not only on consistent implementation but also on fostering a supportive organizational climate. This is vital for establishing a sustainable workplace where employees who strongly identify with the organization are less willing to leave it.Originality/valueThrough the Systematic Literature Review carried out on the articles published from 2019 to 2022, it was possible to identify opportunities for future research. These topics include employees' perceptions of the implementation of sustainable HRM practices in companies, as well as the impact of these practices on their attitudes and behaviors, taking into account the various HRM practices.

Green Human Resource Management: A Comprehensive Analysis of Practices, Impacts, and Future Directions

This article is a systematic literature review that investigates the impact and role of Green Human Resource Management (GHRM) in organizational performance and sustainability. By detailing the findings from 18 related studies, this article discusses the role of GHRM in motivating environmentally friendly behavior among employees and its impact on organizational performance and sustainability. The article's background discusses the urgency of GHRM in responding to global sustainability challenges and enhancing sustainable human resource management practices. The literature review involves a deep understanding of the impact of GHRM on variables such as employee behavior, green innovation, and organizational performance. The research methods include the selection of relevant studies, qualitative data analysis, and the synthesis of these findings. The article's discussion highlights significant findings, such as the positive influence of GHRM on employee green behavior and environmental innovation, as well as its contribution to organizational sustainability. Practical implications involve guidelines for implementing GHRM in organizations, while theoretical implications enrich our understanding of GHRM's role in sustainable human resource management. The conclusion of the article provides a comprehensive overview of the relationship between GHRM and organizational performance and sustainability. Further research recommendations include identifying knowledge gaps and future research opportunities to deepen our understanding of GHRM. This article is expected to contribute to related literature and provide valuable guidance for research and GHRM implementation in various organizational contexts.

Sustainable Human Resource Management Practices in Achieving Employees’ Sustainable Performance: Evidence in the Hospitality Sector

Several hospitality businesses face numerous obstacles in enhancing and sustaining employee sustainable performance and commitment due to increased job demands and expectations. This study employs social exchange theory to explore the influence of sustainable HRM practices, such as training and development, employee participation, and employment security practices on employee sustainable performance among executive-level employees in 4- and 5-star hotels. Despite the scarcity of research focusing on the relationship between sustainable HRM practices and employee sustainable performance, especially in the high-end hotel industry, this research analysed 280 valid responses using the PLS-SEM approach. The findings reveal a significant association between training and development and task sustainable performance. Besides, the study identifies a relationship between employee participation and task and relational sustainable performance, while employment security practice appears to have no effect on either task or relational sustainable performance. Although the research primarily targets executives from 4- and 5-star hotels in Malaysia, which may not be representative of other organisational settings, it provides empirical evidence that sustainable HRM practices are directly linked to task and relational sustainable performance, which is beneficial for both researchers and practitioners. 
 

The Role of AI in Advancing Sustainable Human Resource Management Practices

Purpose of the Paper: The purpose of this research paper is to explore the potential of artificial intelligence (AI) in promoting sustainable workplaces, specifically in the context of green HR. The motivation behind this study is the growing interest in environmental sustainability and the need for organizations to adopt sustainable practices. The integration of AI in HR practices has the potential to promote sustainability and reduce the carbon footprint of organizations. Problem Identified: The problem addressed in this paper is the limited understanding of the potential of AI in promoting sustainable workplaces, specifically in the HR domain. The paper aims to provide an in-depth analysis of the potential benefits and challenges of incorporating AI in HR practices to promote environmental sustainability. Approach: The approach taken in this study involves a thorough review of relevant literature on AI, green HR, and sustainable workplaces. The paper discusses the role of AI in promoting sustainable workplaces, including identifying patterns of energy consumption and reducing waste through AI-powered energy management systems such as automated lighting and heating systems and smart building technologies. Results: The paper summarizes the benefits of adopting sustainable workplace practices, including reduced costs, improved employee health, and enhanced corporate reputation. It also highlights case studies of companies that have successfully implemented sustainable workplace practices. The challenges of adopting AI for green HR are discussed, including cost, security, and privacy concerns, and the need for skilled AI professionals. The potential impact of AI on job displacement and the need for reskilling and upskilling are also analyzed. Strategies for implementing AI for green HR are presented, including best practices for effective change management, stakeholder engagement, and collaboration with AI vendors and suppliers. The importance of ethics and transparency in AI implementation is also discussed. Conclusion: In conclusion, the paper presents key findings and recommendations for companies seeking to implement AI for green HR. It reflects on the future of AI for sustainable workplaces and potential areas for future research. The study provides valuable insights into the potential of AI in promoting sustainable workplaces and serves as a foundation for further research in this area. Keyword: AI, Human Resource, Sustainable

Meaningful leadership and sustainable HRM: catalysts for follower calling – a moderated mediational model

PurposeThe aim of the study is to identify the ways of making work a calling for employees. Based on signaling theory, the authors present an integrated model to develop calling in employees by finding an indirect effect of meaningful leadership on calling through sustainable human resource management (SHRM) practices. Furthermore, the authors predict that meaningful work will moderate this mediating effect.Design/methodology/approachIn a three-wave time-lagged study, the authors followed 187 workers from multiple organizations across Pakistan to examine how meaningful leadership influences employee calling through SHRM practices in the form of signals. The authors established that this indirect effect is stronger when employees perceive their work as meaningful. The authors used structural equation modeling in MPlus to test a moderated mediational model.FindingsThe results show that meaningful leadership is positively related to calling through SHRM practices, and meaningful work significantly moderates this mediating relationship. Specifically, the indirect effect of meaningful leadership is stronger when meaningful work is high.Originality/valueThe study substantiates the high importance of meaningful leadership as a signaler and provides insight into the mechanism of meaningful work as a contingency to develop a calling. The uniqueness of the study lies in testing meaningful leadership empirically and identifying external antecedents of calling among employees.

Relationship between Sustainable Human Resources Management and Employee Engagement in Creative Professions on the Example of Architects

There is a research gap in studies on the impact of sustainable human resource management on creative industries employee engagement. The purpose of this study was to investigate the impact of sustainable human resource management (HRM) on creative industries employee engagement using the professional group of architects as an example. The objective of this research was to examine how sustainable human resource management affects employee engagement in creative industries, focusing on architects as a representative professional group. The study provided valuable insights that can orient future research efforts and inform practical implications in the field of sustainable HRM. The quantitative study of 345 architects was conducted to test the relationship between the application of sustainable HRM practices in the workplace and the professional engagement perceived by employees. The research carried out confirms the validity of verifying the relationship between the variables studied. The study reveals that sustainable HRM practices, such as promoting ethical behaviour and diversity, offering work flexibility, providing fair remuneration practices and supporting pro-environmental attitudes, have a positive impact on work engagement among architects and that it is beneficial to develop these attitudes in a conscious manner in order to obtain better results and higher job satisfaction among employees in the creative industries.

Impact of Sustainable Human Resource Management Practices on Employees Professional Development

Impact of Sustainable Human Resource Management Practices on Employees Professional Development

The Effect of Sustainable Human Resource Management Practices on Customer Satisfaction, Service Quality, and Institutional Performance in Hotel Businesses

The purpose of the current research seeks to explore the influence of sustainable Human Resource Management (HRM) practices on customer satisfaction, service quality, and institutional performance in inner-city hotel businesses. The information was gathered by studying Cypriot inner-city hotels. A quantitative method was used to gather data from HRM managers, staff, and patrons at every inner-city hotel under study. The questionnaires were specifically employed by the researchers. Based on the findings of this study, human resource management techniques have a substantial effect on customer satisfaction. The most important relationship was discovered between customer satisfaction and institutional performance, which is an important result. This finding has tremendous importance since it is the first time that it has been demonstrated in a study pertaining to the inner-city hotel business. Customer satisfaction is influenced by both HRM and service quality practices. Ultimately, this research supports the close association between HRM practices and hotel performance. Both human resource management methods and service quality practices have shown their impact on client happiness. Lastly, the research provides evidence for the close relationship between hotel performance and HRM practices.

Promoting employee career growth: the benefits of sustainable human resource management

To achieve sustainable development, research has indicated that organizations and individuals should be aware of the significance of sustainable human resource management (HRM) practices. However, relatively little research has investigated individual outcomes. This study links sustainable HRM practices with an important individual outcome: career growth. Using social cognitive career theory, this study investigated psychological capital and career growth as beneficial outcomes of sustainable HRM practices, proposing person–organization (P‐O) fit as a key boundary condition. Based on time‐lagged survey data collected from a Chinese company, the study found that sustainable HRM practices could significantly promote psychological capital and career growth. Moreover, P‐O fit magnified the beneficial impact of sustainable HRM practices on psychological capital while further moderating the mediating effect of psychological capital. When P‐O fit was high, the effects of sustainable HRM practices on psychological capital and career growth were stronger. In addition, we discussed theoretical contributions and practical implications.

Sustainable HRM Practices for a stronger Employer Brand: Leveraging Organizational Culture

The business of the current era intends to show competitive advantage for a long run in order to get more profits and stay alive in the markets. Getting a competitive advantage is highly related to human resource management (HRM). Companies build a distinct employer brand based on their competitive advantage; however, the role of organizational culture to support the transition of companies to get a powerful employer brand is rarely studied. Consequently, the main purpose of the current study is to determine the mediating role of organizational culture (engagement and productivity) in the relationship between sustainable HRM practices and employer branding. The survey research design was used and data were collected from 420 employees of Azerbaijani organizations using a convenience sample strategy. The findings of the path analysis using AMOS revealed the partial multiple mediating role of organizational culture (engagement and productivity) in the relationship between sustainable HRM practices and employer branding. Moreover, as far as the individual mediating role is concerned, the mediating role of organizational engagement is stronger compared to productivity. The findings highlighted that by implementing Sustainable HRM practices and maintaining an engaged organizational culture in the employer brand, employers can meet their employees' various requirements and expectations while maintaining a consistent company image.

Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement

PURPOSE: Modern business and global organizations are regularly presented with challenges caused by unpredictable competitive environments. Human resource management (HRM) practices give sustainable opportunities for employees to use their abilities and express their enthusiasm to obtain skills and knowledge and to apply them at the workplace with a view to achieving engaged individuals and increasing organizational performance. This article presents a recent study outcome to examine (i) the mediating role of knowledge management and work engagement and (ii) the effect of sustainable HRM practices on organizational performance. METHODOLOGY: 500 self-reported questionnaires were distributed to Jordanian university lecturers (research population) for data collection. The study data were assessed with structural equation modeling (SEM) using IBM-SPSS-AMOS 25.0. FINDINGS: Two pivotal outcomes were identified: (i) sustainable HRM practices, knowledge management, and work engagement were positively associated with organizational performance; (ii) knowledge management and work engagement played a mediating role in the sustainable HRM practice-organizational performance correlation. IMPLICATIONS: Overall, employee cooperation proved essential to optimize organizational performance, specifically during their engagement in sustainable HRM practices and knowledge management. Finally, the research proposed several practical recommendations and interventions on sustainable HRM for future research. ORIGINALITY AND VALUE: The research has provided proof of five variable relationships contained in the model. Firstly, organizational performance increased with sustainable HRM practices through knowledge management. Secondly, organizational performance increased with sustainable HRM practices through work engagement. Thirdly, work engagement increased with sustainable HRM through knowledge management. Fourthly, organizational performance increased with knowledge management through work engagement. Fifthly, organizational performance increased with sustainable HRM through knowledge management and work engagement.