As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

This study investigates the effects of trust in the organization on the relationship between human resource management practices and employee well-being. Method: An anonymous survey of 638 employees in Lithuania was conducted. The research was designed based on a 6-dimensional scale of perceived human resources management policies and practices, a 3-dimensional questionnaire of employee well-being, and a 2-dimensional questionnaire of trust in the organization. Questionnaire items were measured on a 5-point Likert scale. Survey data were analyzed using descriptive statistics, correlations, multivariate linear regressions and mediation analysis. Findings: Specific relationships were found between various HRM practices with employee well-being in having a full effect or in having a partial effect. This empirical study showed that select HRM practices positively influence employee well-being through the mediating effect of trust in the organization. Managerial implications: Based on the results of the survey, employee well-being at work in Lithuania can best be improved by the strengthening of trust in the organization through following these HRM practices: “recruitment and selection” (RS), “involvement” (I), “work conditions” (WC) and “competence-based performance appraisal” (CBPA).

ĮvadasŠiuolaikinėje, žiniomis grindžiamoje ekonomikoje įmonių turimų žmogiškųjų išteklių iš-laikymas, jų žinių panaudojimas tapo esminis siekiant kurti konkurencinį pranašumą. Taigi vienas iš svarbiausių veiksnių, lemiančių konkurencinio pranašumo kūrimą šiuolaiki-nėje visuomenėje, yra kompetentingų ir savo organizacijai įsipareigojusių darbuotojų turė-jimas (Coopey, Hartley, 1991). Tačiau šiuo-laikiniai į žinias orientuoti darbuotojai mato save ne vien kaip pavaldinius, o daugiau kaip partnerius ir bendradarbius, iš vadovų tikisi didesnio bendradarbiavimo, o ne tradicinio vadovavimo (Yu, Miller, 2005). Akivaizdu, kad hierarchine pozicija grindžiama įtaka darbuotojams sparčiai transformuojasi į žiniomis grindžiamą įtaką.