Institutional isomorphism and sustainable HRM adoption: a conceptual framework

Anlesinya, Alex; Amponsah‐Tawiah, Kwesi; Dartey‐Baah, Kwasi; Adeti, Sampson Kudjo; Brefo-Manuh, Adwoa Benewaa

doi:10.1108/ict-03-2021-0013

Cited by 7 publications

(2 citation statements)

References 72 publications

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“…Investors are also increasingly using ESG criteria, including human capital indicators, to assess corporate value and risk [33]. Moreover, sustainable HRM can enhance corporate reputation and social legitimacy [34]. Despite these potential benefits, adoption of SHCM remains uneven.…”

Section: Sustainable Human Capital Managementmentioning

confidence: 99%

Sustainable Human Capital Management, ESG, and Firm Performance: Moderating Role of ESG Disclosure

Jorgji,

Teta,

Mousa

et al. 2024

J. Hum. Earth Future

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This study investigates the relationships between sustainable human capital management practices, ESG performance, ESG disclosure, and firm financial performance. Using a sample of 387 S&P 500 firms from 2013 to 2023 and a panel data regression approach, we examine the impact of training expenditure, workforce diversity and inclusion, pay equity, and employee benefits on ESG performance. We also explore the association between ESG performance and ESG disclosure, the effect of ESG performance on financial performance, and the moderating role of ESG disclosure in the ESG-financial performance relationship. Our findings reveal that sustainable human capital management practices have a positive and significant impact on ESG performance, which in turn positively influences firm financial performance. We also find a positive relationship between ESG performance and ESG disclosure, and that ESG disclosure moderates the ESG-financial performance link, with the positive association being stronger for firms with higher levels of ESG disclosure. This study contributes to the literature by offering an integrated approach to examine the relationships between sustainable human capital management, ESG performance, ESG disclosure, and financial performance, providing novel insights into the drivers and outcomes of corporate sustainability in the context of human capital management. Doi: 10.28991/HEF-2024-05-02-08 Full Text: PDF

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Section: Sustainable Human Capital Managementmentioning

confidence: 99%

Sustainable Human Capital Management, ESG, and Firm Performance: Moderating Role of ESG Disclosure

Jorgji,

Teta,

Mousa

et al. 2024

J. Hum. Earth Future

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“…However, organizations could achieve competitive advantages and high work performance through work engagement (Azizi et al, 2021;Jung et al, 2021;Venz et al, 2018). Employee work engagement is defined as employees enthusiasm, high energy, concentration and positive state of mind at the workplace (Anlesinya et al, 2023;Venz et al, 2018). Similarly, there is strong evidence in the literature that HR practices, such as compensation and training, have a direct influence on employee work engagement (Aboramadan et al, 2020;Ferenhof et al, 2015;Jurek and Besta, 2021;Kashyap et al, 2022).…”

Section: Hr Compensation and Trainingmentioning

confidence: 99%

Fostering employee work engagement and sustainable employment during COVID-19 crisis through HR practices, employee psychological well-being and psychological empowerment

Rahi

2023

ICT

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Purpose This study aims to investigate employee behavior toward work engagement with an integrative research framework that combines human resource practices, employee psychological empowerment and well-being. Moreover, the moderating effect of transformational leadership is tested between employee engagement at workplace during crisis such as COVID-19 and sustainable employment. Design/methodology/approach This study empirically investigates research framework with 353 responses retrieved from employees working in private sector organizations. The data were collected through structured, closed-ended questionnaires. For inferential analysis, structural equation modeling approach has been used. To test the predictive power of the research framework, blindfolding procedure Q2 is incorporated. Findings Statistical findings indicate that HR compensation, HR training, opportunity enhancing, motivation enhancing, psychological well-being and empowerment have explained substantial variance (R2 = 67.5%) in employee work engagement during crisis. Concerning with sustainable employment, the transformational leadership and work engagement have shown significant variance (R2 = 20.6%) in determining sustainable employment. Moving further psychological empowerment has revealed maximum effect size (f2) to determine employee engagement behavior at work place during pandemic crisis. The blindfolding procedure Q2 has exhibited substantial power to predict employee work engagement and sustainable employment during crisis such as COVID-19 pandemic. Practical implications This study has several contributions to theory and practice. Theoretically, this study develops an integrative research framework with the help of human resource practices and employee psychological factors such as employee well-being and empowerment. Therefore, practically, this research suggests that factors such as opportunity enhancing, transformational leadership and employee psychological empowerment need managerial attention to increase employee engagement at workplace and sustainable employment during pandemic crisis. Social implications With the growing concerns of layoff during pandemic crisis, employees have shown lack of interest at workplace because of psychological fears. Nevertheless, this study has established that policymakers could enhance employee engagement at workplace and sustainable employment during crisis by redesigning HR practices and improving employee psychological well-being and empowerment. In addition to that, employee psychological well-being and empowerment are considered healthy factors for human beings and nurture society at large. Originality/value This research is original as it establishes an integrative research framework grounded in HR practices, employee psychological empowerment and employee psychological well-being to investigate employee behavior at work place during crisis such as pandemic. In addition to that, this study has enriched leadership literature by examining the moderating effect of transformational leadership between employee work engagement and sustainable employment.

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Exploring ethical leadership and green human resource management for social sustainable performance improvement: evidence from the Greek maritime industry

Karakasnaki

2024

ICT

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Purpose Improving the social sustainable performance of organizations requires a shift toward ethical leaders’ behaviors and green-focused human resource management initiatives. Drawing on the resource-based view of the firm, this study aims to empirically evaluate the influence of ethical leadership and green human resource management on the social sustainable performance of maritime companies. Design/methodology/approach The study analyzes empirical data from 109 Greek maritime companies and uses partial least squares structural equation modeling to examine the hypotheses. Findings The findings confirm the direct, significant and positive effect of both ethical leadership and green human resource management on social sustainable performance. The complementary (partial) mediation of green human resource management in the ethical leadership – social sustainable performance is also revealed. Originality/value This study contributes to the under-researched domain of social sustainability and addresses the emerging concept of green human resource management in the maritime transportation literature. It also highlights the effect of ethical leadership and green human resource management on the improvement of social sustainable performance, which is also lacking in the literature. The study uncovers that the presence of leaders with ethical values and the implementation of green human resource management are important for organizations seeking to achieve high levels of social sustainable performance.

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Institutional isomorphism and sustainable HRM adoption: a conceptual framework

Cited by 7 publications

References 72 publications

Sustainable Human Capital Management, ESG, and Firm Performance: Moderating Role of ESG Disclosure

Sustainable Human Capital Management, ESG, and Firm Performance: Moderating Role of ESG Disclosure

Fostering employee work engagement and sustainable employment during COVID-19 crisis through HR practices, employee psychological well-being and psychological empowerment

Exploring ethical leadership and green human resource management for social sustainable performance improvement: evidence from the Greek maritime industry

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