Search Results (17)

The rapid integration of emerging technologies into organizational processes has fundamentally redefined the role of strategic human resource management (SHRM). This paper explores how digital innovations—such as artificial intelligence (AI), robotic process automation (RPA), blockchain, and immersive technologies—are reshaping the workforce and transforming the way organizations attract, develop, and retain talent. In the context of the digital era, human capital is no longer a passive input but a strategic enabler of sustainable competitive advantage. The purpose of the study is to analyze how SHRM practices must evolve to align with technology-driven organizational models, combining insights from a systematic literature review, institutional reports, and illustrative corporate cases. Findings indicate that agility, continuous reskilling, ethical AI governance, and employee well-being are critical levers for sustainable advantage. Comparative tables highlight differences between traditional HRM and SHRM in the digital era, while case studies (IBM, Walmart, Unilever, and UiPath) demonstrate the strategic value of predictive analytics, diversity and inclusion programs, virtual training, and people analytics. By proposing a conceptual model that links emerging technologies, SHRM, and competitiveness, the paper contributes to current debates on the transformation of work and organizational resilience. The study offers practical implications for HR leaders, policymakers, and academics navigating digital transformation while reinforcing human-centric performance and sustainability. Full article

Value alignment between employees and organizations is a salient concern in sustainable human resource management (sHRM). Previous research has mainly treated person–organization (P–O) fit as a static condition assessed at entry, while little is known about its processual nature across the employee lifecycle or about how assessments relate to organizational responses to misfit. Addressing this gap, the present study examines how organizations operationalize value alignment across stages, methods, and remedial responses using original multidimensional indices. A cross-sectional survey of 104 HR managers in Poland was conducted, introducing the Fit Stage Score (assessment points across the lifecycle), the Fit Method Score (breadth of diagnostic tools), and the Misfit Response Score (remedial actions applied when misfit occurs). Results show that foreign-owned firms rely on more diverse diagnostic methods, sectoral variation appears only in the number of assessment stages, and neither executive gender nor ownership form has systematic effects. The strongest finding is the robust association between broader assessments and broader remedial measures, confirming the existence of an integrated “assessment–response bundle.” The study advances theory by providing empirical evidence for a dynamic, multidimensional view of P–O fit. Practically, it highlights that organizations can strengthen alignment by expanding assessment methods and coupling them with concrete remedial strategies such as training, mentoring, or internal mobility. Full article

In the last 30 years, many scholars have proposed multilevel regulatory systems that go beyond the mere management of duties, tariffs, and non-tariff barriers, seeking instead to promote ethical, environmental, and social principles in international trade. A literature review shows that no detailed studies have examined whether, or how, sustainable human resource management (SHRM) practices can contribute to the development of effective international trade governance models. The role of human resource management (HRM) in major international trade agreements proposed by the World Trade Organization, USA, and EU is analyzed and discussed. Adopting a narrative review method, this study formulates and discusses six propositions on the potential contribution of SHRM practices to enhancing the effectiveness of international trade governance. A model to carry out a construct and criterion validation of such SHRM practices to increase the efficacy of international trade governance is proposed. Finally, critical issues arising from the constraints imposed by the current international context—marked by high levels of uncertainty and conflict—are analyzed. This analysis provides a realistic assessment of the actual contribution of SHRM practices to the effective governance of international trade. Full article

The transition to a Circular Economy (CE) is a fundamental response to contemporary environmental and economic challenges. Sustainable human resource management (SHRM) is pivotal in equipping the workforce with green skills, reskilling strategies, and fostering organisational sustainability. This study undertakes a comparative analysis of Portugal and Sweden to examine the influence of SHRM strategies on CE adoption. Utilising Eurostat data and employing statistical analyses, the study assesses workforce training, circular material use, and green employment growth in both countries. The findings reveal that Sweden exhibits considerably higher engagement in workforce training (32.26% vs. 10.87% in Portugal), more prevalent circular material use (7.73% vs. 2.31%), and more consistent green job growth (higher R² in regression models). These findings underscore the pivotal role of well-designed public policies and SHRM strategies in fostering CE adoption, underscoring their alignment with the Sustainable Development Goals (SDGs), particularly SDGs 8 and 12. The insights derived from this study are of significance for policymakers and organisations seeking to enhance workforce sustainability and circular business models. Full article

Adopting innovative, systematically structured, and sustainable human resource management (SHRM) practices is essential for enhancing logistics agility and deriving sustainable development in logistics operations. This study examines the influence of sustainable human resources management practices on logistics agility with a mediating role of artificial intelligence (AI) in China’s logistics industry. Given the rapid growth and technological advancements in China’s logistics sector, this study employed quantitative research and convenience sampling techniques to collect data from 341 employees working in the industry. Smart PLS was used to test the proposed hypotheses through structural equation modeling (SEM). The study’s findings reveal that reward management, training and development, job appraisal, and teamwork significantly enhance logistics agility, while recruitment and selection show an insignificant impact. Similarly, the results reveal that sustainable HRM practices and artificial intelligence positively and significantly influence logistics agility. In addition, artificial intelligence substantially mediates the relationship between sustainable HRM practices and logistics agility. These findings offer valuable insights for HRM and logistics management, highlighting how AI can strengthen sustainable HRM practices to foster agility and improve logistics performance. The findings are particularly relevant for practitioners and policymakers aiming to enhance sustainability and efficiency in the logistics sector. Full article

Addressing the needs of society and the environment has become vital for organizations’ survival in the current business context. Stakeholders increasingly demand ethical practices, environmental responsibility, and a commitment to social well-being as integral components of sustainable business strategies. The study aims to explore and analyze Sustainable Human Resource Management (SHRM) practices within the context of sustainability reporting measures, specifically Environmental, Social, and Governance (ESG) and the Global Reporting Initiative (GRI). By identifying and categorizing best practices in Corporate Social Responsibility (CSR) and SHRM, the study intends to highlight the role of HRM in sustainability reporting and give actionable insights for organizations to improve their reporting strategies and integrate HRM more effectively into sustainability frameworks. The methodology adopted is bibliometric analysis, as it enables the identification of connections between various studies, authors, and topics across a large body of research. Concerning SHRM and ESG, 932 papers were analyzed, while 442 papers were considered for SHRM and GRI. The main findings reveal a lack of specific studies on SHRM within the ESG and GRI reporting, highlighting the need to include topics directly related to human resources in these reports to enhance the relevance and comprehensiveness of sustainability reports for various stakeholders. These results contribute to a deeper understanding of trends in integrating sustainable practices into human resource management and highlight the need for future academic studies to incorporate the analysis of HR-related components—both in terms of processes and their impact on stakeholders—within sustainability reporting. This reinforces the idea that ESG and GRI reporting should not be viewed solely through environmental or financial lenses but as comprehensive measures encompassing social and human capital dimensions, prompting a rethinking of traditional approaches. Full article

Purpose: This study proposes a conceptual model integrating ecological and inclusive perspectives within sustainable human resource management (SHRM). It introduces a novel framework that bridges gaps in the literature by integrating ecological sustainability and social inclusivity dimensions to enhance SHRM practices. Design/Methodology/Approach: A systematic literature review synthesizes Green HRM practices and diversity, equity, and inclusion (DEI) principles. The framework is built around three dimensions: ecological sustainability, social inclusivity, and integrated sustainability. Findings: The model demonstrates the synergies between ecological and inclusive practices in SHRM. It shows how Green HRM and DEI enhance employee engagement, organizational resilience, and sustainability performance. The study highlights the uniqueness of integrating ecological and inclusive dimensions in achieving comprehensive sustainability, offering a theoretical advancement in SHRM frameworks. Practical Implications: The framework provides a roadmap for organizations to implement sustainability initiatives, including eco-friendly recruitment, inclusive green training, and equitable work policies. Addressing environmental and social goals simultaneously improves organizational performance and employee well-being. Originality/Value: This research introduces a novel framework that integrates ecological and inclusive dimensions into SHRM. It is the first to emphasize the interplay between Green HRM and DEI as foundational components of sustainable HR practices, providing both theoretical and practical contributions. Full article

The objective of this study was to analyse the evolutionary field of sustainable human resource management (S-(HRM)) over four strategically chosen sub-periods in order to understand its behaviour in the period from 1991 to 2024. We started by conducting a comprehensive review of research articles related to our topic, aiming to produce a scientific, accurate, and well-argued result through quantitative and empirical research, incorporating both factorial and exploratory analyses. We began by carrying out an exhaustive review of different research articles related to our topic in order to generate a scientific, truthful and argumentative result, from quantitative and empirical research, in relation to a factorial and exploratory analysis. Regarding the analysis of the period between the years chosen for this research (1991–2024), we observe that the subject analysed has gradually evolved, with an increase in publications, as evidenced in the different graphs. In turn, the analysis of the most prominent themes for the sub-periods is illustrated by their classification in strategic diagrams and structured spheres quantified in the statistical software SciMAT v1.1.06, through keywords, which is the strategy best adapted to this type of research. The analysis (keywords) configures the most important concepts of the research field. Full article

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. Full article

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. Full article

In an era characterized by rapid changes and uncertainty, organizational resilience emerges as a critical factor for the survival and prosperity of businesses. Confronted with a progressively volatile and unpredictable organizational landscape, an organization’s capacity to swiftly and effectively address challenges and adapt to changes becomes indispensable. This paper investigates the role of strategic human resource management (SHRM) practices and organizational culture (OC) in enhancing organizational resilience (OR). The research employed a questionnaire distributed to 501 employees within public institutions, with data analysis conducted using structural equation modeling. The study assesses the direct effects of SHRM practices on organizational resilience while also investigating the mediating effects of organizational culture on the relationship between these practices and resilience. The primary findings highlight both the direct and indirect impacts of SHRM practices on organizational resilience. The study underscores the importance of adopting an integrated approach, wherein SHRM practices and organizational culture are strategically aligned to bolster organizational resilience and secure sustainable success in a dynamic and turbulent organizational landscape. Full article

Objective: The main objective of this study is to evaluate the impact of sustainable human resources management (SHRM) and internal communication (IC) on turnover intention (TI) and employee performance (PER) while assessing the mediating role of organizational attractiveness (AT) over these relationships. In this sense, this study intends to evaluate the effect of SHRM and IC on employee PER and TI, with AT acting as the mediator in a joint model of analysis. Methodology: To achieve the aforementioned purposes, a cross-sectional quantitative study was prepared using the Structural Equation Model (SEM). In total, 177 individuals participated in the study. Regarding gender, 62.4% were female. Participants came from all districts of Portugal and were aged from 21 years old to over 55 years old. Results: The main results show that both SHRM and IC are significantly correlated with AT, PER, and TI. Additionally, AT has a total mediation effect in the relationship between SHRM, PER, and TI and also between IC, PER, and TI. Practical implications: These results seem to support the need for organizations to invest in combined strategies and practices that aim to intertwine SHRM and IC towards the benefit of the worker. Both areas have been shown to have solid effects over PER and TI, as well as on the development of favorable worker perceptions that identify the organization as a good place to work. Practitioners should look at both SHRM and IC as valid ways of stimulating the quality of the worker–organization relationship. Incorporating these areas into common strategic planning and consecutive practices seems advisable regarding workers’ performance and employee retention. Full article

Sustainable human resource management (SHRM) practices are extensively believed to cause a strategic advantage for the hotel industry. However, while a growing body of evidence indicates that SHRM practices are related to superior organization-level outcomes, it is rather unclear as to how these practices could affect such outcomes and whether they result in desirable hotel outcomes. This paper aimed to examine the moderation effect of hotels’ environmental strategy (ES) on the relationship between SHRM practices and hotel business outcomes: operational performance (OP), competitive advantage (C), and corporate performance (CP). Following a positivism philosophy, a proposed hypothesised model was validated through a survey strategy. Data were obtained from 247 green-certified hotel managers based in Egypt’s top-two major cities involving green-certified hotels. Structural equation modelling was used to test the model relationships. The findings lent credence to the significant connectedness between SHRM practices and hotel business outcomes. The moderation effect of ES was positively confirmed by 83.4% of the SHRM practices, demonstrating that ES is a crucial driver of hotel business outcomes through the optimal usage of SHRM. Negatively, it was revealed that only sustainable promotion practice (16.6%) does not moderate its impact on the hotel business outcomes. This research is the first empirical study to examine the moderation effect of ES on the nexus between the SHRM and hotel business outcomes in the green-certified hotels of Egypt. Full article

While the field of human resource management (HRM) has a long research tradition, the focus on sustainability has only gained momentum since the turn of the millennium. This bibliometric review examined key documents that inform scholarship in sustainable human resource management (S-HRM). The review identified 807 Scopus-indexed documents on sustainability in human resource management published between 1982 and 2021. Bibliometric analyses applied to this database included document citation and co-citation analysis to map peer-recognized documents. The review documented an emerging knowledge base that is global in scope with contributions from a variety of regions in the world. Three ‘invisible colleges’ emerged in the visual map of co-cited documents. These include green human resource management (Green HRM) with a focus on environmental aspects of sustainability, corporate social responsibility (CSR), and S-HRM with a focus on analyzing all three aspects of the triple bottom line of corporate output. These document analyses found that this emerging literature on S-HRM is heavily weighted towards environmental concerns. The authors recommend that greater attention be placed on the contributions that HRM makes to the human and social aspects of sustainability. Full article

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results. Full article