Sustainable Human Resource Research Articles

Evolution of the Concept and Scientific Mapping of Sustainable Human Resource Management S-(HRM)

Evolution of the Concept and Scientific Mapping of Sustainable Human Resource Management S-(HRM)

Happy Workers, Healthy Business: The Impact of Sustainable Human Resource Management and Workplace Happiness on Employee Engagement of Women Employees in Tea Plantations

As globalization accelerates and environmental awareness expands, it is imperative for organizations to align their business practices with sustainable development goals. This research examines the substantial connection between sustainable human resource management (SHRM) practices and employee happiness, with a focused emphasis on their direct impact on employee engagement. Quantitative research has been used for this particular research, employing both descriptive and causal research methods. It effectively analyzes a sample of 473 women workers from one of India’s largest tea plantations. The results clearly indicate a strong and positive relationship between SHRM practices, employee happiness, and employee engagement. Industries, particularly the tea plantation sector, must prioritize initiatives that foster employee engagement. By deliberately cultivating a work environment that promotes sustained joy and fulfillment, tea plantations can significantly enhance employee commitment and build long-term loyalty. These findings provide critical theoretical insights into the undeniable role of SHRM and employee happiness in driving employee engagement forward.

Sustainable Human Resource Training: A study of Scale Development and Validation

In the contemporary world, organizations are expected to introduce human resource management (HRM) practices which foster organizational sustainable development. The latter is based on the integration of environmental, social, and economic goals. Moreover, HRM practices should contribute to the common good. HR training has been found as a means to transfer sustainability theory into practice. However, to be called sustainable, HR training should not only promote employees’ sustainability-oriented behaviours but also be internally sustainable and contribute to common good. Such an approach has not been represented in previous research. Therefore, this study aims to develop a sustainable HR training construct. An exploratory sequential mixed method approach was adopted to develop and validate the measurement scale of sustainable HR training. Data were collected from employees working in different industries of Poland. This study established the second-order construct of sustainable HR training, which comprises equal training opportunities, long-term oriented training, integrated approach to training, focus on well-being, environmental-oriented training, and team building as its first-order dimensions. It also confirmed the nomological validity of the newly developed scale based on its relationship with a company’s sustainable performance. The current research enriched the sustainable HRM literature by offering a high-order sustainable HR training construct. Practitioners and policy makers may employ the designed scale in spurring HR training practices along with enhancing their sustainable performance.

Chinese Business Ethics: Global Perspectives and Local Reconfiguration

This review examines the book "Chinese Business Ethics: Global Perspectives and Local Reconfiguration" (in Chinese 中国商业伦理学：全球视野与本土重构), edited by Lü Li, Huang Haixiao, et al., which offers a pioneering exploration of business ethics through the lens of Chinese philosophical traditions and global frameworks. The book addresses the dominance of Western theories in Chinese business ethics education and proposes a localized perspective by integrating Confucian, Daoist, and other indigenous ethical principles. Through seven thematic chapters, the authors analyze topics such as marketing, human resource management, accounting, sustainability, and entrepreneurship, providing theoretical insights and practical applications. Enriched with vivid case studies, this work bridges the gap between historical traditions and contemporary business challenges, offering a model of ethical decision-making that is both culturally rooted and globally resonant. This review highlights the contributions of the book to the field of business ethics and its potential to inspire future scholarship and practice.

Human resource management – sustainable practices

In the modern knowledge economy, the human factor plays a key role in successful business development. At the same time, the turmoil in the global economy and the state of the planet make the idea of sustainable development increasingly prominent. In these conditions, the human factor plays a key role in the successful development of business. The current dynamic business environment requires new techniques for achieving competitive advantage. Human resources, one of the organizations' most valuable assets, must be managed to provide long-term economic benefits and increase employee satisfaction and engagement. Neglecting the human factor in the constant changes of the environment can lead to negative consequences for organizations, which requires sustainable human resource management (HRM) to become part of their overall management framework. The purpose of this article is to review the sustainable management of organizations and the role of the human factor, by presenting a specific combination of people management practices that contribute to improving sustainability, leading to improved long-term development of companies.Views on the significance and essence of sustainable human resource management are summarized.

Implementation of sustainability in human resource management: A literature review

Orientation: Truly, organisations face the challenge of implementing sustainability in their daily activities.Research purpose: This article examines the ways in which sustainability has been implemented in human resource management (HRM).Motivation for the study: Sustainability has become increasingly important in organisations, particularly regarding HRM.Research approach/design and method: This study used qualitative methodology and collected data by means of an integrative literature review that retrieved appropriate and relevant journal articles from the Business Source Ultimate database, as one of the EBSCOhost databases.Main findings: The findings suggest that green human resource management (GHRM) was the most frequently implemented concept and was combined with rare cases of corporate social responsibility (CSR) implementation. Sustainable human resource management (SHRM) was seldom implemented.Practical/managerial implications: Interestingly, contemporary studies revealed the circular economy (CE) as an economic sustainability dimension in HRM, and likewise, the ascendance of sustainable development goals (SDGs) in HRM. Regarding the process of sustainability implementation in HRM, some links have been established between sustainability dimensions and HRM, but the incorporation of sustainability into HRM was not evident from the reviewed literature.Contribution/value-add: This article ends with a discussion of some insights for future research. Moreover, the selection of sustainability and HRM in this article was significant given that sustainability can contribute towards a way of addressing and solving environmental, social and economic problems associated with organisations’ activities that could be fixed by HR. This demonstrates the existing strong compatibility between sustainability and HRM because HRM could fit in each sustainability dimension.

A Conceptual Framework for the Interplay of Leadership, Technology, Total Quality Management, and Sustainable Practices in Driving Organizational Performance and Innovation: A Multi-Sector Analysis

In today’s rapidly evolving business landscape, organizations face the challenge of improving operational efficiency and fostering innovation while maintaining service quality and employee well-being. This conceptual study develops a comprehensive framework that integrates leadership styles, technology integration, Total Quality Management (TQM), and sustainable business practices to drive organizational performance and innovation. The framework draws on existing literature to explore how transformational, servant, and knowledge-oriented leadership styles influence employee well-being, creativity, and organizational learning, and how these leadership approaches moderate the effects of technological advancements, such as Business Intelligence (BI) tools and blockchain. The study highlights the role of TQM in enhancing service quality, customer satisfaction, and retention, particularly in sectors such as healthcare. Additionally, sustainable business practices, including environmental and human resource sustainability, are shown to foster innovation, reduce operational costs, and improve organizational reputation. By focusing on multi-sector contexts, particularly in developing economies, the research provides insights into how organizations can achieve long-term growth and competitiveness by integrating these key elements. The study also suggests future research directions, including empirical validation of the framework, sector-specific studies, and investigations into the role of emerging technologies. This research contributes to the growing body of literature by offering a holistic approach to understanding the interconnectedness of leadership, technology, TQM, and sustainability in driving organizational success.

Ageism and Intergenerational Dynamics in the Workplace: A Scoping Review with Implications for Gender and Sustainable Human Resource Management (HRM)

Ageism and Intergenerational Dynamics in the Workplace: A Scoping Review with Implications for Gender and Sustainable Human Resource Management (HRM)

The Relationship between Business Intelligence and Sustainable Human Resources

The research explores the relationship between Business Intelligence (BI) and Sustainable Human Resource Management (Sustainable HRM), focusing on how BI tools enhance HR practices and contribute to organizational sustainability. As organizations strive for sustainable growth, the integration of BI with Sustainable HRM emerges as a critical strategy. The study addresses the gap in literature concerning the integration of BI in HRM and evaluates how BI-driven insights can improve HR decision-making, thereby enhancing organizational performance. The research questions focus on the dependencies between BI and HR, exploring the ways in which BI influences HR practices and sustainability outcomes. This study examines how BI aids in decision-making processes by providing comprehensive data analytics, thus fostering a dynamic and competitive business environment. Additionally, Sustainable HRM aligns HR practices with long-term organizational goals, emphasizing social responsibility, environmental care, and economic viability. Findings indicate that BI significantly enhances HR practices by providing data-driven insights that improve recruitment, training, and overall workforce management. However, challenges remain in aligning BI with HR strategies due to cultural and technological gaps. The study concludes that effective integration of BI into Sustainable HRM can lead to improved organizational sustainability, offering prescriptive advice for HR professionals to leverage BI tools for strategic decision-making. This research contributes to the fields of BI and HRM by demonstrating the critical role of BI in fostering sustainable HR practices, thereby promoting long-term organizational success

Transforming Human Resource Management for Common Good Agenda: An Outside-in Approach

Purpose: The main purpose of this paper is to delineate the concept and challenges of sustainable human resource management (sustainable HRM) to manage people from an outside-in approach. Methodology/Design: This paper is a very conceptual type and presents the views of authors drawn from the scholarly contributions of human-side enterprises in the context of business as usual, corporate social responsibility, triple bottom line, and sustainable development goals (SDGs-2030). Findings: Since concepts and perspectives of sustainable HRM are emerging, there are challenges to designing and implementing it from an outside-in approach. Traditional organizational structure, inadequate reward, role conflict, ambiguity, and support from management and shareholders are some of the challenges. However, since sustainable HRM is an ethical responsibility to the survival and longevity of businesses/organizations through promoting environmental, economic, and social advantages in the long run, stakeholders could be interested and benefit from it. Research limitations/Implications: Adequate scientific inquiry is required in the future to comprehend sustainable HRM concepts, practices, challenges, and outcomes in relation to SDGs to promote the common good. Practice implications: Since Nepal has ratified the SDGs and incorporated these goals into the national development plan, it is the responsibility of private, public, and higher education institutions to act in accelerating the SDG movement to cope with economic, environmental, and social challenges at the organizational level through transforming HRM purposes. Originality/value: This study highlights the need for a paradigm shift in management practices by framing HRM transformation within the "Common Good Agenda" and positioning HRM as a force for positive social change through an outside-in approach. Such an approach would be especially relevant in light of corporate social responsibility (CSR) programs and sustainable development goals (SDGs).

The Role of Lifelong Learning in Labour Market Competitiveness

Technological advancements and global economic shifts increasingly necessitate lifelong learning to adapt to dynamic labor market conditions. This study aims to investigate the role of lifelong learning in enhancing labor market competitiveness, professional development, and societal progress, while integrating the principles of the circular economy to highlight sustainable education practices. The research focuses on how continuous skill development fosters resilience and adaptability among workers and supports resource efficiency and sustainability goals. A mixed-methods approach was employed, combining primary and secondary data. The primary research included qualitative interviews with individuals who successfully transitioned through retraining, as well as a quantitative survey targeting employed adults. These methods provided comprehensive insights into the motivations, challenges, and outcomes of lifelong learning. Secondary research involved an extensive literature review and analysis of relevant statistical data to contextualize the findings. The results emphasize the critical importance of lifelong learning in mitigating barriers to employability, such as skill obsolescence and labor market disruptions. The study reveals that integrating circular economy principles into education fosters resource-conscious decision-making and equips workers with the competencies required for sustainable development. Despite obstacles like limited time and financial constraints, participants consistently reported enhanced professional value, increased employability, and greater personal fulfillment through lifelong learning. The added value of this research lies in its interdisciplinary approach, bridging human resource development and sustainability. By linking lifelong learning with the circular economy, the study provides actionable insights for policymakers, educators, and businesses aiming to create a resilient, innovative, and sustainable workforce. This alignment supports not only individual career advancement but also broader societal and environmental goals, contributing to long-term economic growth and stability.

Readiness of Agricultural Human Resources Based on Lokal Wisdom Lumbung Mataraman

The agricultural sector faces challenge of increasing its attractiveness to ensure the sustainability of agricultural human resources. The sustainability model of agricultural human resources emphasizes the resources owned by farmers to develop agricultural businesses into a more realistic approach. The contribution of this study is the development of the Lumbung Mataraman (LM) model as a local wisdom-based HR readiness model that anticipates limitations in the agricultural sector. LM is a local wisdom that has a set of Javanese cultural values to obtain optimal agricultural yields but also at the same time preserves nature. The intervention was carried out as a catalyst for the readiness of agricultural human resources to achieve food self-sufficiency. This research involved farmer groups in the Wonogiri and Sleman districts of Indonesia. The findings show that LM is local wisdom contributes to improving the quality of agricultural human resources in terms of skills, creativity, innovation, and local culture.

Interrelation between human capital management and ESG engagement: evidence from S&P 500 firms

This study investigates the relationship between human capital management strategies and corporate sustainability commitments while also examining the moderating role of CEO tenure in shaping this relationship. Drawing on a panel dataset of 413 S&P 500 companies spanning 2011 to 2023, we empirically tested the impact of various human capital management practices, including employee productivity, technology-enabled training investments, workforce diversity, pay equity, and employee benefits, on firms’ ESG performance. We further explored how CEO tenure influenced the effectiveness of these practices in driving sustainability outcomes. Our findings reveal significant positive associations between human capital management effectiveness and corporate ESG performance, highlighting the importance of talent management strategies in promoting sustainable business practices. Moreover, CEO tenure positively moderates the relationship between human capital management and ESG performance, suggesting that longer-tenured CEOs are better positioned to align their human capital strategies with sustainability goals. This study contributes to the literature by bridging the gap between human capital management and sustainability research, providing empirical evidence of the mechanisms through which talent management practices drive sustainability performance, and highlighting the critical role of leadership tenure in shaping these relationships. Our findings have important implications for corporate governance, strategic leadership, and sustainable human resource management practices and offer insights into how organizations can effectively integrate human capital and sustainability considerations to drive long-term value creation.

Sustainable Human Resource Development Strategy to Support the blue Economy Tourism Area on Mengare Island

Sustainable Human Resource Development Strategy to Support the blue Economy Tourism Area on Mengare Island

Unpacking the Mixed Influences of Sustainable Human Resource Management on Employee Resilience: Effects of Challenge–Hindrance Appraisal and Trait Mindfulness

Unpacking the Mixed Influences of Sustainable Human Resource Management on Employee Resilience: Effects of Challenge–Hindrance Appraisal and Trait Mindfulness

Human Resource Management in the Batik Industry: Evaluating the Role of Training and Development in Indonesia

The article titled Human Resource Management in the Batik Industry: Evaluating the Role of Training and Development in Indonesia" examines the impact of training and development programs on the competencies and productivity of workers in Indonesia's batik industry, primarily composed of micro, small, and medium enterprises. By analyzing qualitative data from literature over the past decade, the study highlights the benefits of human resource development through targeted training programs. These programs aim to enhance technical skills, managerial abilities, and innovative capacities among batik artisans. The findings indicate that effective training contributes to increased productivity, product quality, and competitiveness of batik MSMEs, ultimately supporting both local economic development and the preservation of Indonesia's cultural heritage. This research underscores the need for sustainable human resource practices in the batik industry to maintain its cultural significance and economic viability.

A Study of Sustainable HR Practices in Banking Sector in Hyderabad City

The study explores the adoption and impact of sustainable Human Resource (HR) practices in the banking sector in Hyderabad City. With sustainability becoming increasingly important in corporate strategies, this research aims to assess how banks in Hyderabad are integrating sustainable HR practices into their operations. A sample of 20 banks was selected, and data was collected from 100 employees across various levels and departments. The study focuses on key aspects such as recruitment, training and development, employee well-being, environmental responsibility, and corporate social responsibility (CSR). The findings reveal that while many banks have initiated steps toward sustainable HR practices, there is significant variation in the depth and effectiveness of these practices across different institutions. Key challenges include a lack of comprehensive policies, limited employee engagement, and the need for more robust training programs. The study concludes that while the banking sector in Hyderabad is moving toward sustainability, there is a need for more consistent and integrated approaches to fully realize the benefits of sustainable HR practices. Recommendations include enhancing employee awareness, developing clear sustainability goals, and fostering a culture of continuous improvement in HR practices to support long-term sustainability in the banking sector.

Impact of Sustainable Human Resource Management on Employee Work Wellbeing: Examining the Mediating Role of Employee Empowerment and Moderating Influence of Organizational Identification

Impact of Sustainable Human Resource Management on Employee Work Wellbeing: Examining the Mediating Role of Employee Empowerment and Moderating Influence of Organizational Identification

Sustainable HR Practices and Employee Retention: The Impact of Social Capital in Pakistan’s Banking Sector

Study experts constitute the active concerns pertaining to human resource management draw as well as conserving talent are rooted in developing and growing the involvement of employees and sustainably leading and organizing the teams within the organization. The motive regarding this research document is to analyze the consequences of managing human resources sustainability upon the loyalty of employees and retaining them in the organization as well as how they share values within the group setting that is social capital. The insights were gathered from the online survey of banking employees in Pakistan. Data was processed by using the PLS-SEM technique. Our findings highlight that social sustainability initiatives significantly enhance the perceived social capital among employees. Importantly, this enhanced social capital subsequently leads to increased levels of employee loyalty and greater retention rates. These results underscore the importance of fostering a socially sustainable workplace environment, not only for its direct benefits but also for its indirect influence through bolstering social connections among employees. This research contributes to the understanding of how organizational efforts toward social sustainability can effectively strengthen employee retention and loyalty, offering practical insights for managers and policymakers seeking to enhance organizational outcomes through sustainable practices. This methodology not only benefits workforce morale besides retention but also makes a contribution positively to the organization's operations and societal impact. In essence, effective management of social sustainability actions can lead to a win-win situation where both organizational outcomes and societal benefits are maximized. This strategy not only benefits worker's morale as well as retention but also makes a contribution positively to the organization's functions and societal impact.

Integrating SDGs into Human Resource Management: Pathways to Sustainable Workforce Development

Objectives: The study aims to explore the significance of Human Resources Sustainability (HRS) and the advantages of transitioning to a Sustainable Workforce (SWF) system. It highlights the growing importance of integrating sustainability into HR practices as a key component of business strategies to improve employee engagement, environmental conservation, cost efficiency, and competitive advantage. Methods: The research focuses on identifying the critical components of HRS development and the optimal strategies for transitioning to an SWF. It evaluates the interplay between natural resources, financial assets, and human capital to determine the most effective practices for sustainable HR management. Results: The findings underscore the vital role of HRS in helping businesses maintain a competitive edge in dynamic markets. It emphasizes the value of achieving a triple bottom line, which includes financial performance, ecological stewardship, and social responsibility, as a cornerstone of sustainable business success. Conclusion: Prioritizing sustainability in HR practices is essential for modern organizations. By adopting HRS strategies and transitioning to an SWF system, companies can not only enhance employee engagement and environmental conservation but also achieve cost efficiency and long-term competitiveness, aligning with the triple bottom line approach.