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The interest in sustainable human resource management has grown in the last decades. However, comprehensive, and systematic research concentrating on the evolution of this field, is still needed. The purpose of this study is to provide an overview and synthesis of the existing body of knowledge on human resource management (HRM) related to sustainability through a bibliometric study of articles published until 2022, identifying the most relevant research in this field. In the literature review, special attention is given to articles that link sustainable HRM to employees’ attitudes, identifying gaps and future research opportunities.

A bibliometric analysis and literature review was conducted over 105 documents obtained from the WoS database, using VOSviewer software program, from which 27 were selected for full-text reading. The applied database filters were: document type (article and early access); index (SSCI and SCI-expanded) and year (2019–2022).

The results show that: sustainable HRM literature is growing, especially after 2019; “Sustainability” is the journal with more publications; and England is the leading country. The network of co-occurrence of keywords analysis unveiled that performance, job satisfaction and behaviors are the most frequently studied topics in HRM.

For successful adoption of sustainable HRM practices, organizations should engage all staff comprehensively, focusing not only on consistent implementation but also on fostering a supportive organizational climate. This is vital for establishing a sustainable workplace where employees who strongly identify with the organization are less willing to leave it.

Through the Systematic Literature Review carried out on the articles published from 2019 to 2022, it was possible to identify opportunities for future research. These topics include employees' perceptions of the implementation of sustainable HRM practices in companies, as well as the impact of these practices on their attitudes and behaviors, taking into account the various HRM practices.

Sustainable human resource management (SuHRM), which aims to achieve positive environmental, social and economic outcomes at the same time, has gained prominence across industries. However, the challenges of implementing SuHRM across industries are largely under-studied. The purpose of this study is to identify the grey areas in the field of SuHRM by using an unsupervised learning algorithm on the abstracts of 607 papers published in prominent journals from 1995 to 2023. Most of the articles have been published post-2018.

The analysis of the data (abstracts of the selected articles) has been done using topic modelling via latent Dirichlet algorithm (LDA).

The output from topic modelling-LDA reveals nine primary focus areas of SuHRM research – the link between SuHRM and employee well-being; job satisfaction; challenges of implementing SuHRM; exploring new horizons in SuHRM; reaping the benefits of using SuHRM as a strategic tool; green HRM practices; link between SuHRM and organisational performance; link between corporate social responsible and HRM.

The insights gained from this study along with the discussions on each topic will be extremely beneficial for researchers, academicians, journal editors and practitioners to channelise their research focus. No other study has used a smart algorithm to identify the research clusters of SuHRM.

By utilizing topic modeling techniques, the study offers a novel approach to analyzing and understanding trends and patterns in HRM research related to sustainability. The significance of the paper would be in its potential to shed light on emerging areas of interest and provide valuable implications for future research and practice in Sustainable HRM.

The current study’s goal is to investigate how lean, agile, resilient and sustainable human resource management (LARS HRM) affects green innovation and environmental performance, both directly and indirectly.

Partial least squares-structural equation modeling (PLS-SEM) was used to analyze the data based on a sample of 273 Tunisian businesses in the industrial and service sectors that were certified ISO 9001.

With the exception of AHRM–GPdtI, the results show that the mainstream advanced theory on direct effects was verified. With regard to indirect effects, everything of the literature that was presented was accepted, with the exception of the relationship between AHRM–GPdtI–EP, AHRM–GPssI–EP and RHRM–GPdtI–EP.

This research is distinctive in that it aims to incorporate every LARGS paradigm within the HRM field. By taking green innovation into consideration, it closes the current gaps on the direct and indirect effects of LARS HRM on environmental performance. Our study is unique in that it incorporates large, industry-operating, certified ISO 9001 firms with those in the service sector, with the goal of achieving greater generalization of results.

This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector.

The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others.

The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices.

While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research.

The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness.

This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.

This study aims to examine the multifaceted connection between perceived socially responsible human resource management (PSR-HRM), job insecurity (JI), psychological availability (PA) and employee voice behavior (VB). Furthermore, it delves into the mediating roles of PA, and JI in the linkage between PSR-HRM and VB and the moderating role of PA in the connection between JI and VB.

The empirical data for this study were collected from a sample of 385 full-time employees in Vietnam. To analyze the data and explore the relationships among the constructs, partial least squares structural equation modeling (PLS-SEM) was used.

The study reveals positive relationships between PSR-HRM, PA and VB. Furthermore, it demonstrates that PA serves as a partial mediator in the nexus between PSR-HRM and VB, while JI similarly partially mediates this association. In addition, the research identifies a positive moderating effect of PA on the linkage between JI and VB.

Grounded in social exchange theory and social cognitive theory, this study uncovers significant relationships, providing nuanced insights into the intricate interplay among PSR-HRM, JI, PA and VB. It represents one of the initial investigations into the moderating influence of PA on the connection between JI and VB.

This paper aims to examine the mediation effect of organizational learning on the link between human resource management (HRM) practices and organizational performance in some Big4 financial services companies.

The quantitative methodology was chosen for this research, using resource theory and knowledge-based approach to explain the relationship between latent variables. A sample of 403 HR employees and managers of the companies under study in France was selected in 2022. Structural equations modeling was used based on the Spss-Amos program to test the research hypotheses.

The results revealed that organizational learning played a mediating role between HRM practices (hiring, training, motivation and decision-making) and organizational performance and that learning enabled the performance of workers to improve and achieve competitive advantages in this field.

The sample was based on four international companies working in the field of financial services and consulting and providing their services within France, which may affect the generalisability of the results and limit them to the studied sector.

The contribution of the study is to improve the awareness of administrators, decision makers and company employees of the importance of organizational learning for companies, and to stimulate motivation to learn and exchange knowledge in a constructive way that enhances organizational performance. Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

This study seeks to provide cadres and executives with an in-depth analysis of HRM and organizational learning, which, through its integration of these attributes, can contribute to the earning of knowledge-based competitive advantage and achieve superior and sustainable performance.

Drawing on the natural resource-based view (NRBV) theory, the study aimed to examine the mediating role of green innovation (GI) in the nexus between green human resource management practices (Green HRMPs) and sustainable business performance (SBP).

This study adopted the descriptive time-lagged research design. Data were collected from 278 managerial staff of five mining companies in Ghana at different waves within a 3-month interval. Descriptive and inferential statistics were used to analyse the data received using the statistical package for the social sciences (SPSS) statistics (V. 26.0) and Smart PLS (V.4.0).

The study found that Green HRMPs significantly related more to economic performance (EP) than social performance (SP) but did not significantly relate to environmental performance (EnP). Moreover, the results revealed that GI partially mediated the nexus between Green HRMPs and both SP and EP but fully mediated the link between Green HRMPs and EnP.

The relevance of Green HRMPs in ensuring corporate sustainability has been largely established in the extant literature. However, there is an evidential dearth of studies in the literature concerning the mediating role of GI in the nexus between Green HRMPs and SBP, especially in developing economies context. Hence, this study serves as a significant contributing card from Ghana by advancing the NRBV theory.

This study aims to investigate the efforts and role of technology leaders in achieving organizational commitment to sustainability through mediating the role of green HRM practices and moderating the role of green knowledge sharing.

This empirical research study is based on two theories: upper echelon theory and social capital theory, in which data were collected from 284 permanent faculty employees belonging to the government, semi-government and private HEIs recognized universities of Pakistan.

The results confirm that the technology leadership style has a significant impact on organizational commitment to sustainability. Whereas green HRM practices as a mediator and green knowledge-sharing behavior as a moderator have also significant impacts on the organizational commitment to sustainability.

This study integrates the concept of technology leadership as a strategy and green HRM practices as a process that jointly impacts organizational commitment to sustainability.

The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation.

This study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises.

The results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process.

This study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.

The study aims to explore digital transformation from the viewpoint of human resource management to uncover possible threads of relationship using bibliometric analysis. It also aims to identify the trending research themes within the domains of digital transformation (DT) and human resource management (HRM) collectively.

The research employs a mix of quantitative bibliometric techniques and qualitative content analysis. A corpus of 227 articles retrieved from the Scopus database was analyzed using the R-based Biblioshiny and VOS viewer.

The study shows publication trends, influential authors, leading journals, highly productive institutions, and, countries in the domain of DT and HRM. Co-citation and co-occurrence analysis was undertaken to identify the research clusters, depicting trending research themes that extensively dominate the research under this domain.

This study will serve as a ready reckoner for academicians and business leaders, giving them useful insights to make their road towards digital transformation less challenging with the assistance of human capital.

This study is one of the initial efforts to quantitatively synthesize the results of earlier publications using bibliometric techniques in the domain of DT and HRM together. It will aid researchers in locating research gaps and filling those gaps in the future.