Search results

Aim: This study aims to understand the effect of sustainable human resource management (SUHRM) practices on employee work wellbeing (WWB). By drawing on the self-determination theory and social identity theory, this study explores the sequential mediation effect of voice behaviour and trust in management in the association between SUHRM and employee WWB.

Method: The study, which is conducted in the context of the Indian information technology (IT) industry, is quantitative in nature and employs a descriptive research design. The data for the study are collected using a cross-sectional survey conducted among the managerial workforce of the top 10 IT companies in India. The study employs IBM SPSS 22 along with the Hayes’ PROCESS module to investigate the mediation effects.

Findings: The core findings support the theoretical claims that SUHRM positively influences employee WWB. The study also reveals that trust in management and voice behaviour acts as sequential mediators in the relationship between SUHRM and employee WWB.

Originality: This is one of the first studies to validate the individual consequences of SUHRM empirically. Besides, studying the effect of SUHRM on employees’ WWB contributes to the literature on wellbeing.

Implications: By explaining the relationship between SUHRM, trust in management, voice behaviour, and workplace wellbeing, the current study contributes to the literature on HRM, organisational behaviour, and environmental management. SUHRM can improve the employee workplace wellbeing, which might mitigate the turnover rate, a major problem daunting the IT industries. Thus, the study emphasises the importance of SUHRM in affecting employee behaviours and has important implications for HR practitioners and scholars.

The contemporary human resource management (HRM) sector is faced with continual leadership development challenges. Unethical behavior in leaders is not the norm, but it is also not the exception. Human resource training and development focus significantly on better leadership but have largely failed to create more effective leaders. The result? Employee and follower wellbeing have not seen their best days. In this chapter, authentic relationships comprising authentic leaders and authentic followers are posited as a solution. The call is for more rigor in the theory underpinning leadership development programs, assurance of such programs, and embedding ethics into the core of what leadership developers do.