A Human Growth Perspective on Sustainable HRM Practices, Worker Well-Being and Organizational Performance

Abstract

Care services pose new challenges and opportunities for the implementation of sustainable HRM practices related to worker involvement and well-being because of their relational nature. The article is framed in terms of the job demands and resources model and discusses the impact of sustainable HRM (SHRM) practices on organizational performance in terms of service quality and organizational innovation in social and care services. A possible mediating role of immaterial satisfaction between SHRM and performance is also considered. We use national survey data including 4134 workers in 310 matched nonprofit social enterprises in Italy. The results show that HRM practices linked to task autonomy, teamwork, and involvement positively influence immaterial satisfaction, while at the same time immaterial satisfaction and HRM features related to involvement and workload support performance. The mediating role of immaterial satisfaction is not confirmed, but its effect adds positively to involvement in improving performance. This work contributes to the literature on organizational performance and HRM sustainability, which are particularly important in the face of ongoing social change and organizational innovation in social and relational service delivery.

“Searching for Gold” with Sustainable Human Resources Management and Internal Communication: Evaluating the Mediating Role of Employer Attractiveness for Explaining Turnover Intention and Performance

“…Jerónimo et al (2020) developed a very interesting study showing that the relation between SHRM and employee performance is not a direct one and is mediated by either perceived organizational rationale for sustainability or organizational identification. Furthermore, Tortia et al (2022) found compelling results showing that SHRM practices related to involvement and workload positively influence performance. In a similar way, Manzoor et al (2019) found that sustainable HRM practices, such as selection, participation, and employee empowerment, have a significant and positive influence on employee job performance.…”

Radikal Dinci Terör Örgütleri: El Kaide’den IŞİD’e Evrilen Süreç

“…Nitekim literatürde, diğerlerinin yanı sıra sosyal açıdan sorumlu insan kaynakları yönetimi, yeşil insan kaynakları yönetimi gibi kavramlarla da anılmaktadır (Proença;2022,2). Sürdürülebilir insan kaynakları yönetiminin tanıma baktığımızda, kurumsal sürdürülebilirlik, sosyal sorumluluk, sürdürülebilir çalışma sistemlerine odaklanan çeşitli disiplinlerin ve araştırma alanlarının sonucu olarak ifade edilebilir (Davidescu;2020;2) Bir diğer tanıma göre insan kaynaklarının kullanımında uzun vadeli sürdürülebilirliği sağlamak için insan kaynakları yönetimi uygulamalarının tasarımında ekonomik, finansal ve sosyal unsurların ortak arayışını birleştiren bir kavramdır (Tortia;2022,1).…”

Qualitative Analysis with MAXQDA Approach: HRM Practices effect on Organization Performance with Mediation of Employee Work Attitude in Textile Industries of Ethiopia

“…The importance of employee commitment has increased due to organizations' need to control the current employee image. By clearly articulating an employee's distinctive qualities and the associated employment value proposition, employee work attitude practices help make employees more appealing to possible qualified candidates in particular (Tortia et al, 2022). At this moment, employee work attitude practices are crucial for the retention of current personnel, successful stakeholder reward, and corporate selection (Shiferaw, 2022).…”