A REVIEW ON SUSTAINABLE HUMAN RESOURCE MANAGEMENT PRACTICES AND THEIR IMPACT ON ORGANIZATIONAL SUSTAINABILITY PERFORMANCE
DOI:
10.5281/zenodo.23134598Published:
2026-10-04Downloads
Abstract
Sustainable Human Resource Management (Sustainable HRM) has emerged as a crucial strategic paradigm aligning workforce management with the Triple Bottom Line (TBL) framework of environmental protection, social equity, and economic viability. This critical review systematically synthesizes 16 benchmark empirical and conceptual studies published between 2021 and 2026 to evaluate the multidimensional impacts of Sustainable HRM practices—encompassing Green HRM, Socially Responsible HRM, and Triple Bottom Line HRM—on organizational sustainability performance. Utilizing PRISMA 2020 guidelines, this paper maps the core operational dimensions, primary mediating pathways, and key boundary conditions that govern the SHRM-performance relationship. The analysis reveals that Sustainable HRM directly and indirectly enhances environmental performance (R² = 0.54), social performance (R² = 0.46), and financial viability (R² = 0.38). Employee Green Behavior (EGB), organizational commitment, and psychological safety act as vital mediating mechanisms, while leadership commitment and pro-environmental culture significantly moderate these structural relationships. The study identifies critical research gaps regarding longitudinal cross-industry dynamics, digital integration in SHRM, and SME-specific contextual variations, providing actionable recommendations for organizational leaders and HR strategists.
Keywords:
Employee Green Behavior Green Human Resource Organizational Sustainability Performance Socially Responsible HRMReferences
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