Sustainable human resource management (SUHRM) significantly enhances Employee Work Well-being (EWW) through intrinsic motivation and employee empowerment with organizational identification moderating this relationship.
Authors
Nitin Simha Vihari, Business School, Middlesex University, Dubai, United Kingdom
Mohit Yadav, Associate Professor, Jindal Global Business School, O.P. Jindal Global University, Haryana, India.
Shazi Shah, Humanities and Social Sciences, BITS Pilani, Dubai Campus, Dubai, United Arab Emirates.
Arun Balodi, Department of Electronics and Communication Engineering, Dayananda Sagar University, Karnataka, Bengaluru, India.
Manoj Tolani, Department of Information & amp; Communication Technology, Manipal Institute of Technology, Manipal Academy of Higher Education, Karnataka, Manipal, 576104, India.
Shashank Mittal, Associate Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Summary
The study investigates the link between sustainable human resource management (SUHRM) and employee work well-being (EWW). It probes the mediating role of intrinsic motivation and employee empowerment between SUHRM and EWW and the moderating impact of employee organizational identification.
The survey method was employed through a self-administered questionnaire. Constructs were measured using adapted scales, with responses recorded on a 5-point Likert scale. Data were collected from a sample of 312 employees across diverse organizations in the UAE, including banking, telecommunications, and information technology sectors. The data were analyzed using structural equation modelling and hierarchical regression analysis to estimate the relationships between the variables in the proposed model.
The results demonstrate that SUHRM has a significant direct relationship with EWW, with intrinsic motivation and employee empowerment acting as partial mediators. Additionally, organizational identification significantly moderates the indirect association between SUHRM and EWW through intrinsic motivation and empowerment, with a more pronounced effect among employees with solid organizational identification.
The findings highlight the importance of organizations promoting EWW by adopting sustainable HR practices that inspire and empower the cultivation of a skilled and capable workforce.
The research explores the underlying principles for modelling SUHRM practices, and different theoretical viewpoints outside the strategic HRM tradition are evaluated for their potential contributions to a framework for SUHRM that will bridge theory and practice, thereby offering practical implications for HR professionals and organizational leaders.
Published in: Employee Responsibilities and Rights Journal
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