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Sustainability has evolved into being a recognized component of decision making. Also, integrating sustainability in project management has had dynamism in the research field over the few last decades. The absorption and demand for sustainability in the development market are increasing, as the focus of concretizing the idea of sustainability within challenging projects. This research shows how sustainability can be incorporated into the project by a project manager and in the project management process by being more proactive in meeting customer needs and demands. However, we work hand in hand with Program managers to optimize green construction design and environmental protection. Third-party agencies also conduct environmental assessments to know how sustainable the project to meet the demands of the future generation. This paper presents a discussion on which project management roles have what influence sustainability in the process of project management by using the Turner's Model to investigate whether the assumptions made by Turner are true for the case "Anli Homeland" project. Data were drawn from five interviews administered with the major partners (program manager, project manager, two deputy project managers, and the client) of these five all are valid, analyzed, and juxtaposed to the model. The results show the project manager possesses medium responsibility regarding the holistic approach; he also has a towering responsibility for participation and low control for long term view and risk reduction. This perception is established on the notion that a project leader is internally stimulated to work on a project and attain a more sustainable outcome. Ideally, this research is to mitigate negligence along with raising the confidence amongst project leaders to consistently engage in sustainability work through new methods and routines.

With the present expansion of the global market and its related factors, most organizations are faced with the challenge of ensuring their business processes are efficient and well performing. The implication of this expansion is that managers will have to recruit highly skilled personnel to bridge the gap caused by this globalization by investing more human resources to strategically put the organization in a competitive lead. This study is aimed at analyzing the impact of HRM practices on graduate volunteer performance, a case study of Microfinance institutions in Cameroon. This study presents an overview of how the said HRM practices (performance appraisal, training & development and motivation & compensation) could improve or have an impact on the performance of graduate volunteers in an organization, in order for them to eventually achieve their goals and objectives as graduate volunteers while conveying beneficial outcome for both volunteers and the organization thereby enhancing performance. We used a closed-ended questionnaire for our data collection and IBM SPSS 25.0 was used for the analysis. A total of 240 questionnaires were used for the analysis. The results revealed that motivation & compensation have a greater impact on graduate volunteer performance with a significant beta (β) coefficient of 0.388. The analysis also revealed that all variables in the model are significantly moderated positively. Further analysis shows that the independent variables (performance appraisal, training & development and motivation & compensation) are significant predictors of the dependent variable (graduate volunteer performance).

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