Sustainable HRM, training for employability and organizational outcomes: the moderating role of competitive intensity

Abstract

PurposeThe present study connects the literature on sustainable HRM with that on employability to investigate the relationship between sustainability-oriented human resource actions and organizational outcomes. More specifically, this study explores how training for employability affects the employer–employee relationship and employee retention. Furthermore, this study considers competitive intensity as a potential moderator in these relationships.Design/methodology/approachThe analyses draw on the fourth European Company Survey (ECS 2019) with a sample of 21?869 firms with more than ten employees. Two separate logistic regression models were used to test the hypothesis.FindingsThe results show that training for employability contributes to improving the employer–employee relationship and that competitive intensity positively shapes this relationship. Contextually, training for employability reduces the overall employee retention of the firm.Originality/valueAlthough this study supports the potential win–win nature of employability support, especially for companies that operate in competitive markets and an uncertain environment, it also highlights the existence of paradoxical sustainability tensions that should be managed by employers.

New ways of fostering sustainable employability in inter-organizational networks: an explorative study to understand the factors and mechanisms for their success

“…Opportunities for developing employees' knowledge, skills and abilities (KSAs) and opportunities for them to apply them in practice are therefore crucial (Van der Klink et al, 2016). Earlier research has shown that workers who have opportunities to develop their skills and abilities can enhance their ability to maintain their current job and their ability to make a job transition (Semeijn et al, 2015;Martini et al, 2023). This helps workers obtain job positions that they value and where they can excel, which increases their motivation to work longer and retire later (van Dam et al, 2017;Ybema et al, 2017).…”

“…Sustainable employability is hence a product of the interaction between workers’ individual capacities to perform meaningful work and the degree to which this is valued in the internal and external labor market. In fact, employment initiatives help combat unemployment and strengthen the labor market, which benefits employees, organizations and society (Martini et al. , 2023).…”

“…Sustainable employability is hence a product of the interaction between workers' individual capacities to perform meaningful work and the degree to which this is valued in the internal and external labor market. In fact, employment initiatives help combat unemployment and strengthen the labor market, which benefits employees, organizations and society (Martini et al, 2023). Opportunities for developing employees' knowledge, skills and abilities (KSAs) and opportunities for them to apply them in practice are therefore crucial (Van der Klink et al, 2016).…”

“…Additionally, technological developments make various jobs and skills obsolete, thereby creating a skill mismatch between employees and their job requirements (Brunello and Wruuck, 2021). A lack of skilled employees implies difficulties for organizations to simply replace under-skilled employees and may, if insufficiently addressed, result in reduced organizational performance (Brunello and Wruuck, 2021;Molloy and Barney, 2015;Martini et al, 2023). Also, public policymakers regard these developments as threats to increased labor participation throughout the European Union (Eurofond, 2022).…”

“…work context and labor market) (Gazier, 1998). Organizations can shape the work context by implementing (sustainable) HRM (Human Resource Management) practices (Semeijn et al, 2015;Ybema et al, 2017;Martini et al, 2023). Organizations that support their employees by offering (sustainable) HRM practices increase their employees' human capital and subsequently their organizational performance (Utrilla et al, 2022).…”