Sustainable Human Resource Management Research Articles

Sustainable human resource management: a mixed-method analysis of the research field focusing on the visegrad countries

PurposeI aimed to analyze and synthesize the literature on sustainable HRM and its sub-concepts, such as green HRM and socially responsible HRM, with the focus on research conducted in the Visegrad Group (V4) countries. I posed the following research questions: (1) What are the main characteristics of sustainable HRM research in the worldwide literature? (2) What are the main characteristics of research conducted in the V4 countries? (3) Which future research directions are promising gaps to be filled by research conducted in V4 countries?Design/methodology/approachFor the purpose of this study, I applied bibliometric analysis, scientific network analysis and in-depth content analysis.FindingsThe results of the analyses of articles indexed in the Scopus database revealed that there is a growing trend in research on sustainable HRM. However, scarce research comes from the V4; scholars have conducted such studies only in Slovakia and Poland. There are five thematic clusters in the main sample, though the concept of green HRM has been explored the most. Although the keyword network analysis showed that the V4 articles focus mostly on sustainable HRM, the in-depth content analysis provided evidence that the V4 sample represented all concepts.Originality/valueThis is the first study to analyze the achievements of scientists from the V4 in this research field. It applies methodological rigor and a mixed-method approach. Moreover, it presents directions of research that go beyond the recommendations presented in the analyzed articles.

The Relationship between Perceptions of High-Performance Work Systems and Corporate Social Responsibility (CSR) Considering the Moderating Effect of a Positive Diversity Climate

Companies have shown interest in advanced human resource management as a means to secure distinctive competitive advantages for organizational survival and growth through sustainable management systems. Hence, in the current context, where sustainability in business is a growing concern, the objective of this study was to investigate the relationship between high-performance work systems and a company’s social performance, taking into account the organizational climate as a situational variable. Specifically, this study aimed to analyze the impact of perceptions of a high-performance work system on the perception of a company’s social responsibility (CSR) among employees of Jordanian companies with an organizational size of 300 or more. This study used 175 valid questionnaires, and SPSS and AMOS 24 were used to test the hypotheses. The results showed that there was a positive relationship between the perception of a high-performance work system and the perception of a company’s CSR. Furthermore, this study found that a positive diversity climate could enhance the positive relationship between the two. These findings suggest that high-performance work systems can contribute to the development of sustainable human resource management systems and that a positive diversity climate is essential in shaping these systems. Based on these results, it is recommended that companies implement HPWSs and encourage workforce diversity to maximize the value of CSR activities and ensure their sustainability.

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.

An examination of sustainable human resource management for achieving financial, social, and environmental goals

A comprehensive analysis of sustainable human resource management (SHRM) techniques for accomplishing organizational financial, social and environmental objectives is done in this study. Here, we examine the diverse function of SHRM in coordinating human capital practices with more extensive organizational goals, acknowledging the growing significance of sustainability in today's corporate environment. We contend that although SHRM has not performed up thus far, it possesses the capacity to greatly aid in bolstering an organization's endeavors. We investigate the causes of this failure and talk about how SHRM can be involved in the formulation and execution of a company's strategy. Our proposal for a multifaceted, multistakeholder approach to sustainable SHRM builds on previous efforts to include environmental and corporate responsibility in the SHRM assessment framework. This approach includes actions meant to prevent negative consequences for stakeholders as well as to contribute to successful results along the triple bottom line as we explore the implications for study and develop a number of assertions as well as suggestions for more investigation.

The impact of GHRM and EGB on organization’s financial and operational performance – an empirical analysis on Indian ICT sector

PurposeThe study aims to conduct an empirical research to examine how green human resource management (GHRM) can influence sustainable organizational performance (SOP) in terms of financial performance (FP) and operational performance (OpP), both directly and through employee green behavior (EGB), in the backdrop of the Indian information and communication technology (ICT) sector.Design/methodology/approachThe study is based on primary data collected through a questionnaire survey from 387 employees engaged in the ICT sector. Confirmatory factor analysis validates the measurement model, while structural equation modeling (SEM) using the partial least squares (PLS) method examines the hypothesized relations.FindingsResults confirm that GHRM significantly contributes to EGB, FP and OpP, with a theoretical underpinning concerning resource-based view (RBV) and ability-motivation-opportunity (AMO) concepts. The study also confirms that connections of GHRM with both FP and OpP are significantly and positively mediated by EGB.Practical implicationsThe study provides evidence-based implications of different GHRM practices toward EGB, FP and OpP, which are highly pertinent to strategists, policymakers, managers and supervisors in implementing GHRM for adding value to both operational and financial statements while protecting nature and natural resources through the green efforts of employees.Originality/valueThe study bridges a significant theoretical and practitioner gap by providing a deeper understanding of GHRM as a sustainable human resource management (HRM) model in the context of the Indian ICT sector. It empirically explores the connections between GHRM and OpP, which is a crucial dimension of SOP, and highlights noteworthy implications for promoting EGB, an individual micro-sustainability dimension directed toward the achievement of broader organizational goals, which are essentially oriented to macro-sustainability.

Sustainable Human Resources Management and Psychological Contracts: Exploring Theoretical Anchors to Solve Relational Tensions in Employment Relationships

A core aspect of Sustainable Human Resource Management (S-HRM) has been its focus on developing high-quality employment relationships. This endeavor, however, has become increasingly complex, because the employee-employer relationship has undergone a profound transformation in recent years. This problem is further exacerbated by inherent tensions that surface when organizations aim to develop high-quality employment relationships in concert with sustainability-related goals. In this article, we intend to align theory and practice toward a more sustainable HRM by explaining how the psychological contract (PC) literature can provide new insights and perspectives to understand these tensions. We begin by delving into the nature and drivers of these sustainability-related tensions that arise when organizations strive to develop high-quality employment relationships. Next, we recount previous PC research that can inform the S-HRM literature to better understand how those tensions unfold. Finally, we identify concrete avenues for future research and discuss why integrating the PC and S-HRM literature could be an important path to expand our understanding of how to create more sustainable employment relationships.

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.

A Study on Managing Cultural Diversity and Governance Process in the Education Sector

Background of the study: The domain of education employs people from diverse backgrounds and cultures. Each faculty member has their distinct characteristics and personality traits making it challenging for the Human resource department to keep them all content and satisfied with their work and fellow members under one roof. Aim/Purpose: This study aims to investigate the application of governance for managing cultural diversity among faculty members for achieving sustainable human resource management in Community Colleges. Methodology: A thorough investigation of the conceptual and empirical literature available in the domain has helped create a strong foundation for the research. With the help of an extensive review of the literature, the relationship between diversity management and the governance process among faculty members is reviewed. Findings: Finally, the study concludes with the significance of the relationship between diversity management and the governance process among faculty members to achieve sustainable human resource management in the education sector. Results: Reviewing the correlation between diversity management and the governance process among faculty members solves the problems of communication and interaction among employees having diverse backgrounds. Practical, Research & Social Implications: The paper highlights the need for suitable management of diversity in community colleges which can lead to broader and more impelling implications for the policy makers and the colleges to adopt more welcoming and inclusive principles to cater to all needs and make diversity richer and a strong suit. Originality/value: Sustainable human resource management leads to greater productivity among employees and sustainability for the organization. In the contemporary world where competition is vast, there is a need to maintain internal harmony and balance. Thus, our research provides an in-depth analysis of the myriad ways adopted by the education sector for diversity management and practices and governance process.

Sustainable human resource management and job satisfaction—Unlocking the power of organizational identification: A cross‐cultural perspective from 54 countries

AbstractSustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well‐being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country‐level individualism–collectivism. Thus, we suggest national culture functions as a second‐level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi‐level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice.

Unlocking sustainability: the dynamic nexus of organizational support, identification, and green HRM practices in cultivating pro-environmental excellence

Purpose There is a growing need to promote and practice sustainable HRM to foster greener organizations with trained employees who have an attitude and behavior to preserve depleting resources. The purpose of this study is to highlight the importance of sustainable green human resource management (Green HRM) practices along with organizational identification (OI) as a mediating factor and perceived organizational support (POS) as a moderating factor. Design/methodology/approach Quantitative methodology was used, and the data were collected from 311 employees working in telecommunication organizations located in the twin cities of Rawalpindi and Islamabad, Pakistan. Results of the study are based on the structural equation modeling technique using Smart-PLS. Findings Findings revealed that OI proved to be a significant positive mediator between Green HRM and organizational citizenship behaviors for the environment. POS also proved to be a significant moderator on the relationship between Green HRM and OI. Research limitations/implications The study is limited to the two cities of Pakistan; future studies can focus on more cities so that the results can be more generalized. Practical implications This study will especially be useful for HR practitioners to develop mechanisms to initiate and encourage sustainable HR practices. Social implications Organizations’ positive position is established through the inculcation of green activities among their employees. Thus, a sense of responsibility and attachment among employees toward green behavior makes them good citizens. It also works well for their organization as well as for the environment. Moreover, it preserves environmental resources and helps ensure sustainability. Originality/value The research paper was aimed at exploring the importance of sustainable Green HRM practices in a developing country like Pakistan.

Inclusive Human Capital—Employment Transition Programme for Adults with Autism at Enabling Academy, Yayasan Gamuda

The case focuses on the Enabling Academy (EA) team within Yayasan Gamuda, the philanthropic arm of Malaysia-based Gamuda Berhad. Gamuda is recognized as one of the largest Malaysian infrastructure companies and has been acknowledged for its pioneering efforts in neurodiversity employment for white-collar positions in Malaysia. EA provided employment training, job matching and job coaching for adults with autism, aiming for sustainable employment. While the programme initially saw success, its outreach remained limited. Gamuda had a goal to disseminate its best practices and encourage other entities to integrate more individuals with autism into their workforce. The team needed to devise strategies for senior management. This case addresses significant issues related to responsible organizational practices, untapped human potential, neurodiversity employment frameworks, workplace diversity and inclusion, and sustainable human resource management. It illustrates the decision-making process of the EA team under the guidance of the company’s leadership. The framing of the case reflects EA’s non-profit status and its preference for a collectivist management approach.

Fostering social sustainability: unveiling HR’s power in enhancing employee resilience via social exchange and broaden-and-build theories

PurposeThis study focusses on the intersection of social sustainability and human resource management (HRM) as a strategy for crisis management. It aims to provide detailed insight by exploring the associations between socially sustainable HRM (SSHRM), employee well-being, trust in social capital and employee resilience.Design/methodology/approachThis study used a cross-sectional research design to test relationships amongst variables. Data was gathered from employees in India’s private-sector information technology (IT) industry, making the framework relevant to this specific context. The study employed the partial least squares structural equation modelling (PLS-SEM) to analyse complex relationships between the variables.FindingsThe results indicate that organisations can boost employee resilience through SSHRM implementation, promote personal well-being (PWB) and family well-being (FWB) and foster trust in social capital. Additionally, the study highlights the moderating impact of employee empowerment, improving the translation of positive employee behaviour in organisational settings.Practical implicationsOur research emphasises the importance of sustainability efforts and strategies focused on social capital to build long-lasting employee connections. This highlights the necessity of incorporating social sustainability objectives into the organisation’s strategic blueprint, ensuring integration into decision-making procedures.Originality/valueThis study uniquely explores the underlying mechanisms through which SSHRM influences employee resilience. An in-depth empirical analysis evinces the causal mechanism between SSHRM, employee well-being, social capital trust and employee resilience.

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.

Sustainable human resource management factors

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

Life is Too Short to Be Serious All the Time

In this food for thought article, we introduce the ‘Donald Duck Phenomenon’ to consider ten of the more unconventional reasons for publishing in academia. These include (i) symbolic immortality, (ii) personal satisfaction, (iii) a sense of pride, (iv) serious leisure, (v) cause credibility, (vi) altruism, (vii) collaboration with a friend or family member, (viii) collaboration with a hero, (ix) conflict or revenge, and (x) for amusement. The article was inspired by the lead author’s social media search for a co-author with the surname ‘Duck’. Through LinkedIn, the lead author, Associate Professor William E. Donald, who is based in the UK and specialises in Sustainable Careers and Human Resource Management, found a collaborator, Dr Nicholas Duck, who is based in Australia and specialises in Organisational Psychology. While the collaboration may appear to be somewhat ‘quackers’, per one of Donald Duck’s famous phrases “Life is too short to be serious all the time, so if you can’t laugh at yourself then call me… I’ll laugh at you, for you”. We hope that this article offers some interesting insights and acts as a way to stimulate conversation around unconventional reasons for publishing in academia.

Sustainable Human Resource Management, Green Human Resource Management, and Environmental Human Resource Management: Analysis of New and Emerging Terms Related to the Human Resource Area

Purpose: Sustainable Human Resource Management (S-HRM), Green Human Resource Management (GHRM), and Environmental Human Resource Management (Environmental HRM) are terms that have been increasingly used in the field of human resources. This article aims to analyse how these terms are being used in the literature to identify if there are conceptual differences between them. Methodology/Approach: The study was based on analysing publications on the subject indexed in the Web of Science, covering 543 articles. Clustering techniques based on co-citation and co-occurrence of keywords were used to verify the existence or absence of distinct groupings that differentiated these terms. Findings: The results indicate the existence of well-defined Clusters concerning co-citation. The analysis of the co-occurrence networks of keywords also suggests the existence of specificities regarding the use of the terms S-HRM and GHRM. Research Limitation/Implication: The research was limited to the database analysed, and it was suggested that the sample be expanded with other databases. Originality/Value of paper: this study can contribute to advancing discussions on the subject, which is relevant for standardising concepts among researchers and practitioners who work in the area.

Sustainable Human Resource Management on Professional Identity and Job Performance of University Lecturers by Appointment System in China

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

Green HRM: Strategies for Sustainable Business Practices and Employee Engagement

This research investigates the relationship between the implementation of Sustainable Human Resource Management (Green HRM) practices, employee engagement, and organizational performance in the context of environmental sustainability. Through this study, we identified factors influencing the implementation of Green HRM, including the use of renewable energy, environmentally friendly employee selection policies, training on sustainable practices, and reducing the use of paper and plastic in the workplace. We find that the implementation of Green HRM practices contributes positively to employee engagement, which in turn improves organizational performance. Employee engagement plays a significant mediating role in linking Green HRM practices with organizational performance. The managerial implication of this research is the importance of designing Green HRM strategies that strengthen employee involvement and ensure alignment with organizational goals to improve overall performance. This research makes an important contribution to our understanding of the relationship between Green HRM, employee engagement, and organizational performance in the context of sustainability.

Architecting the future: exploring the synergy of AI-driven sustainable HRM, conscientiousness, and employee engagement

This study investigates the interrelations between AI-Driven Sustainable Human Resource Management (HRM), Employee Engagement, Employee Performance, and Conscientiousness Personality, through a survey of 470 employees in Chinese enterprises. Integrating Ability-Motivation-Opportunity (AMO) and Person-Organization (P-O) Fit theories, the research introduces a comprehensive model. Our findings suggest that Artificial Intelligence-Driven Sustainable HRM positively influences Employee Engagement, leading to enhanced performance. Moreover, Conscientiousness Personality serves as a critical moderating factor between AI-Driven Sustainable HRM and Employee Engagement. This study provides a theoretical perspective on the integration of AI-Driven Sustainable HRM and Employee Engagement in Chinese enterprises, uncovering a mediating and moderating mechanism. Through this mechanism, AI-Driven Sustainable HR practices contribute to employee engagement and performance, particularly for those with a high level of conscientiousness.