Sustainable Human Resource Management Research Articles

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.

Sustainable Human Resource Practices and Framework in the Selected Philippine State Universities and Colleges (SUCs): A Case Study

Despite the significance of Sustainable Human Resource Management (SHRM), there is a dearth of academic literature on this subject in the context of Philippine State Universities and Colleges (SUCs). The goal of this research is to analyze current human resource practices, look at the key underlying factors that affect them, and develop a comprehensive and integrated model of human resource management that considers shifting social and economic conditions as well as the demographics of the workforce in SUCs. The proposed model can be used as a roadmap to enhance human resource practices, develop human capital, and create more sustainable human resource planning in the Philippine public sector. For this case study, information was gathered through in-depth interviews with 30 key respondents from selected SUCs who held managerial, supervisory, and rank-and-file positions. The study's findings will offer advice to academic HR managers on how to improve HR procedures and administration to be more employee-focused. Thus, the proposed framework is useful for making decisions about how to sustain employees in the Philippine SUCs.

Digital Sustainability for Human Resource Management Canvas Meta-Synthesis Approach

In the era of Digital Transformation (DT) and Sustainable Development (SD), the pivotal role of Human Resources (HR) in addressing business challenges has become increasingly evident. These challenges directly impact different HR departments and processes, prompting a need for a strategic overhaul. HR management should continuously adapt its service delivery model to align with the business model and create a balance between internal and external organizational expectations and employee needs, considering the two fundamental challenges of digital transformation and sustainable development, in an agile manner. The critical role of sustainable human resource management in fostering overall business sustainability is evident. However, in many cases, HR management has failed to recognize and demonstrate its cost structure, revenue flow, and social and environmental benefits transparently for the business. This research focuses on presenting the sustainable digital human resource management canvas and its connection to the business canvas to achieve sustainability in the digital era. Employing a qualitative research methodology, this study conducts a meta-synthesis of two pivotal concepts-sustainable human resource management and digital human resource management- leveraging data from reputable databases including Science Direct, Scopus, and Web of Science. Following meticulous screening and examination, a total of 17 articles from Q1-ranked journals were selected as the final articles for a more detailed and in-depth review. The findings from the meta-synthesis results consist of 5 dimensions and 23 components, ultimately presenting the sustainable digital human resource management canvas by modeling it after the business canvas. The distinct feature of this canvas, compared to other similar and conventional models, is the inclusion of individual sustainability in the value proposition and the creation of a digital value component, including artificial intelligence, the Internet of Things, and big data.

When the stars align: The effect of institutional pressures on sustainable human resource management through organizational engagement

We examined whether institutional pressures explained sustainable company behavior based on sustainable Human Resource Management. Additionally, given that company voluntariness is a key factor of sustainable behavior, we analyzed the role of organizational engagement in employees. A sample of 206 firms in the chemical and chemical manufacturing industries as well as in the base metal manufacturing sector was used to test the hypotheses, using Partial Least-Squares Structural Equation Modelling. Our findings suggest that institutional pressures explain sustainable Human Resource Management and that organizational engagement mediates the relationship between institutional pressures and sustainable Human Resource Management. Moreover, a circular relationship develops that may play an even more pivotal role at the early stage of the diffusion of these practices.

Sustainable human resource management: the perspectives of Italian human resource managers

Over the past two decades, sustainable human resource management (sustainable HRM) has emerged as a new approach to human resource management. Sustainable HRM takes a stakeholder-inclusive perspective to ensure the sustainable development of organizations along multiple objectives (financial, social, environmental, and organizational). Human resource (HR) managers are key actors in sustainable HRM implementation. However, how these important stakeholders perceive sustainable HRM remains understudied in the growing literature. This qualitative study explores how 32 HR managers in Italy construct the meaning of sustainable HRM and perceive their roles in and the barriers to implementing a sustainable HRM strategy. The findings reveal that Italian HR managers interpret sustainable HRM in line with the triple bottom line sustainability framework but give particular prominence to the social dimension. We develop a framework of HR managers’ roles in the sustainable HRM paradigm comprising sustainability strategy owners, social innovators, corporate social responsibility (CSR) partnership architects, genuine employee champions, and administrative experts. Additionally, we develop a model of the barriers to sustainable HRM adoption. This study advances the sustainable HRM literature by providing a contextualized, country-specific understanding of sustainable HRM and frameworks for the roles of HR managers under a sustainable HRM paradigm and the barriers to its adoption.

The interplay among employee resilience, sustainable HRM and work engagement

BACKGROUND: Given the unpredictable and turbulent times, the concept of employee resilience is gaining increased recognition within numerous organisations, as resilient employees excel in adapting to continually altering situations and recovering more quickly. Additionally, they demonstrate higher work engagement. Since employee resilience, as a personal resource, can be developed, the question is about the ways through which it can be enhanced. Similarly, when arguing that engaged employees are able to perform better, the next question pertains to the antecedents of work engagement. The previous literature provided support that human resource management (HRM) plays an important role in fostering employee resilience and work engagement. However, the dimension of sustainability in people management has been somehow neglected. The paper tries to close the gap and, drawing on the JD-R model, explores the relationship among three constructs. OBJECTIVE: The aim of the paper is to reveal the interplay among employee resilience, sustainable HRM and work engagement. METHODS: Quantitative study. The data were collected using a survey. RESULTS: The core results revealed a positive link between sustainable HRM and work engagement. Additionally, employee resilience serves as a mediator. CONCLUSIONS: As an underlying mechanism, employee resilience influences the relationship between HRM practices and work engagement.

The effect of lean, agile, resilient and sustainable (LARS) HRM on the environmental performance: the mediating role of green innovation

PurposeThe current study’s goal is to investigate how lean, agile, resilient and sustainable human resource management (LARS HRM) affects green innovation and environmental performance, both directly and indirectly.Design/methodology/approachPartial least squares-structural equation modeling (PLS-SEM) was used to analyze the data based on a sample of 273 Tunisian businesses in the industrial and service sectors that were certified ISO 9001.FindingsWith the exception of AHRM–GPdtI, the results show that the mainstream advanced theory on direct effects was verified. With regard to indirect effects, everything of the literature that was presented was accepted, with the exception of the relationship between AHRM–GPdtI–EP, AHRM–GPssI–EP and RHRM–GPdtI–EP.Originality/valueThis research is distinctive in that it aims to incorporate every LARGS paradigm within the HRM field. By taking green innovation into consideration, it closes the current gaps on the direct and indirect effects of LARS HRM on environmental performance. Our study is unique in that it incorporates large, industry-operating, certified ISO 9001 firms with those in the service sector, with the goal of achieving greater generalization of results.

In search of decent work: Human resource managers as custodians of fair reward in international NGOs

As the world faces increasing environmental, social and financial crises, as a result of climate change, deepening unrest about inequality, and the cost of living crisis, there are growing calls for organisations to play a role in responding to them. Scholars in the field of sustainable human resource management (HRM) have elaborated various avenues through which the field of HRM can contribute to this response. One such contribution HRM can make to global grand challenges is through contributing to the United Nation’s Sustainable Development Goals (SDGs). Of particular relevance for HRM is SDG8, which calls for decent work. In this study we empirically explore why, how and what influences HR managers in international non-governmental organisations (INGOs) to seek to enact fair reward, a key component of decent work. Based on our analysis, we find evidence that HR managers can be strategic actors in enacting fair pay, and we identify a complex interplay between HR managers and their context in the behaviours underpinning this enactment. HR managers adopt one of at least three identified roles to proactively enact fair reward (visionary, gatekeeper or technical consultant). Each role adopts differing strategic and fairness enactment behaviours to navigate the constraints posed by the context in which they work, including focussing on influencing different justice dimensions, and leveraging disruption in the external environment. By drawing out the key role HR managers can play in enacting fairness, we offer support for the importance of HRM in contributing to decent work and global grand challenges. Ultimately our study offers support for a common good HRM, in which HR manager actions are influenced and driven by challenges beyond the scope of their organisation. We offer empirical support and theoretical development related to how context shapes HR manager roles at work.

Financial Perspectives on Human Capital: Building Sustainable HR Strategies

This paper examines the challenges surrounding sustainable human resources management (HRM), particularly in the context of budget constraints that often lead to the reduction of employee development investments. Our research focuses on developing a comprehensive model that integrates financial management tools into HRM strategies, ensuring the prioritization of sustainable practices. Through a systematic analysis of existing knowledge, we propose a solution-oriented approach that supports the financial substantiation of investments in employee development. This study addresses key research questions, emphasizing the adaptation of corporate finance tools to meet HR’s specific requirements. Our research not only identifies challenges but, more importantly, offers solutions by presenting a model that empowers organizations to align financial goals with HR development objectives. The results of our research aim to formulate a pragmatic and inventive model, offering a systematic framework for assessing the financial feasibility of initiatives in human resources development. Our model offers a practical framework for assessing the financial feasibility of HR development initiatives, facilitating informed decision-making and the promotion of sustainable HRM practices.

Operationalising employee capabilities post pandemic crisis: a sustainable HR approach

AbstractSustainability scholars argue that sustainable human resource management (HRM) promotes positive financial, social, and human capital outcomes. Sustainability linked with people management creates an enduring business. However, many challenges exist for firms implementing and maintaining a sustainable HRM program. Evidence suggests that these challenges could intensify in economic uncertainty, and firms' sustainable HRM endeavours will likely be abruptly terminated in an uncertain environment. This article explores the adverse outcomes of economic uncertainty and the potential value of a sustainable HRM approach. A model drawing on the Resource-Based View and utilizing Dynamic Capabilities and Absorptive Capacity highlights how the practitioner can operationalize a sustainable approach to HRM in times of uncertainty.

Integrating ‘common good’ authenticity for sustainable human resource management reporting

This study draws on arguments from common good theory to explore the sustainable human resource management (S-HRM) reporting. Specifically, the purpose of the study is to determine how to improve the common good authenticity of sustainability reporting in HRM. Our qualitative data consist of sustainability reports from the 40 most sustainable corporations from the Global 100 index. In the reporting data, we identified four HRM themes, and several aligned HRM practices, with measures that support common good values. Our research strengthens the connection between the common good values and CGHRM by comprehensively defining and explaining the common good values. By doing so, we emphasise the need for a humanistic-ethical orientation expressed by treating employees with respect and dignity. We also identify areas in which current reporting falls short, including the outside-in perspective of CGHRM.

Human capital and sustainable university: Mediating role of sustainable human resource management in Indonesia

Sustainable universities play a role in evaluating and reporting on sustainable practices in developing countries. The study aims to identify human capital’s impact on sustainable university performance by implementing sustainable human resource management (sustainable HRM) as a mediating variable. The paper uses a quantitative approach, with a sample of 140 employees consisting of lecturers and educational staff at Esa Unggul University, Jakarta, Indonesia. Data were collected using a Likert scale questionnaire and analyzed using structural equation modeling-partial least squares with SmartPLS 4.0 software. The results showed a positive and significant impact that was statistically proven by a direct impact of human capital and sustainable HRM on sustainable universities as well as an indirect impact of human capital on sustainable universities mediated by sustainable HRM. Furthermore, the results showed that the level of direct influence of human capital on sustainable universities has an influence value of 0.371, where the influence is categorized as weak. The level of indirect influence with sustainable HRM as a mediator between human capital and sustainable universities has an influence of 0.662 with a fairly strong/moderate influence. This proves that the role of sustainable HRM practices is an essential component in realizing a sustainable university. Empirical findings recommend increasing the capacity and quality of lecturers and education staff as the main component of university human capital to achieve sustainable higher education performance. Sustainable HRM practices need to be implemented thoughtfully by universities to improve performance from economic, environmental, and social aspects.

Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions

This study aims to analyze the association between green human resource management practices and green culture and proposes a green competing values framework that entails four green cultures: green clan, green adhocracy, green market, and green hierarchy culture, adopted from Cameron & Quinn’s (2011) competing values framework. We elucidate that each green culture is shaped through ability-motivation-opportunity enhancing green human resource management practices in alignment with desired green beliefs, values, and symbols to achieve organizational sustainability goals. Thus, our model acts as a diagnostic toolkit for identifying the organization’s dominant green culture and how a specific green culture can be generated that assimilates with the organization’s green objectives. Our theoretical contributions include extending sustainable Human Resource Management (HRM) studies by employing a green competing values framework to enhance organizational and staff green behaviors, and critically appraising such outcomes to negate the adoption of standardized practices as descriptive, prescriptive solutions in green HRM studies. We provide implications for practice and elucidate future research directions in organizational sustainability and green HRM.

Sustainability and Sustainable HRM Case Study: Sustainable HRM in Light of Ministry of Culture, Qatar

Abstract The objective of the study is to assess the extent to which the HRM practices of the Qatari Ministry of Culture have been effectively integrating sustainability principles to improve both organizational performance and employee well-being. A mixed-methods approach was employed, which involved interviews with stakeholders, staff members, and HR managers, analyzing documents, administering questionnaires, and conducting interviews. The findings demonstrated that the Ministry of Culture recognized the significance of sustainability and implemented measures to foster work-life balance, enhance diversity and inclusion, provide opportunities for professional growth, and establish transparent governance and accountability procedures. These activities have positive impacts on the efficiency of the organization, as well as on employee engagement and satisfaction. The study emphasizes integrating sustainability principles into human resource management (HRM) practices and aligning HR strategy with sustainable development objectives. Furthermore, the study provides details regarding strategies and programs to improve sustainability in HRM. The study’s distinctiveness lay in its focus on the Ministry of Culture, thereby augmenting the existing body of research on sustainability in HRM. The objective is to encourage the implementation of similar strategies in other companies by educating decision-makers, HR professionals, and organizational executives about the benefits of sustainability initiatives.

Beyond Strategic Human Resource Management: Is Sustainable Human Resource Management the next evolution?

Beyond Strategic Human Resource Management: Is Sustainable Human Resource Management the next evolution?