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This chapter is devoted to sustainable human resource management that leads to sustainable competitiveness. It features the ways human resources can be managed to carry out sustainable goals and the impact of sustainability on employees' attitudes and behaviours. The aim of this study is to explore the complex objectives of sustainability and human resource management and empirically investigate the dynamic relationship between human resources in science and technology and sustainable competitiveness in the case of 35 European countries. Our contribution emphasizes this interrelationship and its causality. For this research, we applied a vector auto-regression (VAR) model, and the Granger causality method to examine the relationship between human resources in science and technology and sustainable competitiveness. A panel data included 314 observations between 2012 and 2021. The panel VAR for analysing the impulse response function was enriched with the 5% and 95%, using Monte Carlo simulations. The research results revealed bidirectional causality in the European countries between human resources in science and technology and sustainable competitiveness. Human resources in science and technology trigger sustainable competitiveness and vice versa. As an element of originality, our study demonstrates that human resources in science and technology contribute to sustainable performance, and, on the other hand, a more competitive and sustainable environment contributes to the development of human resources in science and technology. Thus, the chapter outlines the role of human resources in science and technology with regard to sustainable human resource management (HRM), and how to navigate these objectives so that they can positively influence sustainable competitiveness.

Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools. This chapter suggests that developing sustainable talent management and development (STMD) initiatives can address the talent attraction and retention issues the industry is facing. Following Ostrom’s (2002) design principles, we advocate for sustainable common pool resource networks as a solution for developing durable STMD initiatives to address talent shortages within the hospitality industry.

Methodology: A conceptual chapter synthesising disparate theories in a new context.

Findings: Despite hospitality organisations’ continued investment in talent management, talent shortages remain systematically embedded within the industry. These are the result of a perennial competition among hospitality firms for talent, when, instead, these firms should engage in collective efforts to sustain industry talent pools. The adoption of a more sustainable approach by incorporating Ostrom’s (2002) design principles to establish long-lasting common talent pool resource in the form of industry rather than firm-level talent pools may halt the decline in available talent.

Research Limitation/Implications: While hospitality organisations have a vested interest in sustainably managing talent, limited attention has been paid to creating sustainable industry talent pools. We propose several design principles for developing durable STMD initiatives, which require empirical testing.

Practical/Social Implications: We address talent shortages for hospitality organisations by offering the blueprint for developing sustainable industry talent pools for a collection of firms, which, on their own, would lack the experience and resources to securing a steady supply of talent. In addition, industry talent pools also have the potential to improve the general working conditions for employees in this industry pool.

Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.

This paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach that links HRM and sustainability. These studies focused on integrating HR with sustainable developments, such as economic and social aspects, in favour of focusing on the environmental aspect. Organizational change is an ongoing process that has to be managed effectively to keep the change in place for a long time.

A framework was offered to estimate the cause-and-effect relation of the SHRM and OP factors. Data is gathered from professionals from various pharmaceutical industries. This study applied two methods, Fuzzy AHP and DEMATEL Type II. These techniques are used to understand the cause-and-effect factors and their interactions.

It was observed from the findings that the factor of SHRM, such as Social Justice (F2), Green Job Design (F5), Green Training (F6) and Implementation of Green Policy (F8), was the most critical for the pharmaceutical sector that effects Financial performance (F13), Customer Satisfaction (F15) and Market performance (F14). Pharmaceutical firms ought to coordinate public health advocacy efforts, engage in healthcare initiatives and provide financial support for environmentally friendly efforts that improve social and economic conditions.

For this sustainability, managers concentrate on creating an environment that is healthy and acceptable, and they work hard to mitigate the impact of natural factors and repair damage done to the environment; it is essential to move towards sustainable development to resolve environmental problems. Improving HR efficiency is among essential HRM responsibilities, as they expand the knowledge base of the workforce, enhance human capital, and eventually create valuable intangible assets and promote and encourage sustainable pharmaceutical products for some years.

This research paper has presented exclusive worth to the SHRM and organizational performance literature as it employs fuzzy FAHP and DEMATEL type 2. There is less research on SHRM in the pharmaceutical sector with these factors. In addition, FAHP and TYPE 2 DEMATEL are used in very few researches on SHRM approaches.

This study aims to delineate the fast-growing path of human resource management (HRM) research with a sustainable orientation and resolve confusion over the differences and interdependences of the various approaches that have emerged: green human resource management (GHRM), sustainable human resource management (Sustainable HRM), and socially responsible human resource management (SR-HRM).

In this study, bibliometrics and science mapping were used to analyze the field's conceptual structure based on 587 related documents extracted from the ISI Web of Science database. Co-word analysis with SciMAT software enabled the authors to map the main themes studied and identify evolution, importance, and relevance.

SR-HRM is the least developed of the three approaches analyzed and has been overlooked by the journals that publish the most work in the field of HR. The authors identify a lack of sustainability-related HRM studies on higher education and an ongoing need both to explore the role of culture in GHRM implementation and to explain further the potential non-green behavioral outcomes that can result from GHRM's use.

This study demonstrates how human resource factors are key to managing challenges such as aging workforce, unstable employment relationships, implementation of green supply chain management, and Industry 4.0.

This study explores in detail the interrelations among various emerging sustainable human resource approaches and subtopics derived from the interrelations to reveal hotspots, dilemmas, paradoxes, and research gaps.

The primary objective of this study was to understand the impact of Corporate Social Responsibility on Employee Green Behavior, examining the mediating role played by Green Human Resource Management Practices and the moderating influence of Employee Green Culture.

To accomplish this, a careful research approach was taken, using a thoughtfully designed random sampling method to encompass 300 banking employees, ensuring a robust representation of the diverse workforce in the banking sector.

The empirical findings identified green human resource management practices as a pivotal mediator and employee green culture as a significant moderator. It elucidated how the strategic implementation of green human resource management practices can act as an amplifier, strengthening the positive effects of corporate social responsibility on employee green behavior. This insight underscores the strategic importance of aligning human resource practices with sustainability goals to further enhance the environmental consciousness of employees. It was revealed that the presence of a nurturing organizational culture, one that encourages and supports environmentally responsible behaviors can significantly bolster the association between corporate social responsibility and green behavior among employees.

These findings underscore the essential role of organizational culture as a catalyst for the successful implementation of corporate social responsibility initiatives and the cultivation of a sustainable corporate ethos. This comprehensive research underscores the profound significance of corporate social responsibility, green human resource management practices and employee green culture in fostering and promoting environmentally responsible behaviors within the banking industry. These findings hold substantial implications not only for businesses but also for policymakers.

Green human resource management (GHRM), seen as a current research trend, plays an important role in organizations’ sustainable development strategies. However, there is still a research gap in the systematization and integration of the available GHRM-related knowledge to suggest detailed future directions. Thus, the purpose of this paper is to conduct a systematic literature review on GHRM aimed at proposing detailed research gaps and agendas for future study.

First, this work reviews 74 articles, including 61 research/empirical articles and 13 review articles, linked with the GHRM field from the Scopus and Web of Science databases. These publications are then coded and classified into ten categories before the main findings linked with GHRM knowledge are identified. Last, the study addresses existing research gaps and proposes detailed recommendations and a research framework for further studies.

Analysis of the relevant literature is presented in the following main sections: an overview that illustrates the existing findings related to GHRM coded and classified; a description that stresses research gaps and proposes in detail 16 recommendations; and a research framework that focuses on GHRM for a future research agenda.

This review is important for researchers orient the research in GHRM by identifying research gaps and providing detailed recommendations. It is the first work that proposes a full research framework for future studies, especially suggestions of development related to green behavior outside of organizations, the circular economy, and technology based perspectives/Industry 4.0.

This study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to develop a better understanding of the state of the field and the gaps in the research, as well as to propose a future research agenda.

This study uses a systematic literature review method that involves the use of 122 studies from six reputable databases covering January 2003 to March 2020.

There is an over-concentration on the ecological perspective of sustainable HRM and managers dominate the examined population. Moreover, there are geographical imbalances in sustainable HRM research. More so, the idea of bundling sustainable HRM practices together has received scanty research attention relative to the individual sustainable HRM best practices. Consequently, from a strategic HRM perspective, the authors highlight various ways to bundle sustainable HRM practices together. Also, the authors suggest that the ability-motivation-opportunity enhancing (AMO) theory’s perspective provides particularly useful means for this investigation. Furthermore, the findings suggest that sustainable HRM can influence organisations to become more competitive and effective in their quests to ensure economic prosperity, social well-being and ecological outcomes for their stakeholders.

The evidence reveals that there are significant gaps in the literature on the topic and confirms that the field is still at its developmental stage. Hence, there is a need for more rigorous research on the topic to help develop a better understanding of this new field.

This study contributes by providing the first comprehensive review of sustainable HRM themes, methods and contextual focus and by proposing future research agenda. It, therefore, offers a valuable point of departure for those moving into the sustainable HRM domain, as well as valuable insights for those already working in this space.

The authors aim to investigate whether ability electronic human resource management (e-HRM) practices, opportunity enhancing e-HRM practices and motivation enhancing e-HRM can possibly lead to development of sustainable e-HRM systems. Finally, the authors also examined if sustainable e-HRM systems can enhance firm performance.

The model was developed using dynamic capability view perspective. The study tests theoretical model and presents findings by analysing data (partial least squares structural equation modelling method) gathered from 151 South African firms.

The findings indicate that ability enhancing e-HRM practices and motivation enhancing e-HRM practices can result in development of sustainable e-HRM systems, and findings also indicate that sustainable e-HRM systems can improve firm performance.

Emphasis is required on ability enhancing e-HRM practices and motivation enhancing e-HRM practices to develop sustainable e-HRM systems. Once workforce understand the complete benefits of e-HRM, they will start using this system on a regular basis for activities including goal setting, and performance measurement. The development of sustainable e-HRM systems will improve firm performance especially from cost control and customer satisfaction perspective.

This study advances the conceptual debate in the e-HRM domain through the development and testing of theoretical model.

There is a major lacuna in sustainable human resource management (HRM) research regarding the theoretical context of its adoption or implementation. Consequently, the purpose of this study is to examine the relative influence and interactive effects of different levels of institutional isomorphisms on sustainable HRM adoption.

This study applies the conceptual method and anchors the discussions on the institutional theory and the extant literature on the antecedents of sustainable HRM implementation.

Internal and external institutional isomorphisms will have complementary (synergies) or substitution (trade-offs) effects on sustainable HRM adoption. Furthermore, external institutional isomorphic pressures related to societal values and culture and stakeholders’ sustainability demands are likely to have greater influence on sustainable HRM implementation relative to the internal institutional isomorphic pressures related to managerial sustainability values and attitudes; sustainability-related HRM competencies; resource availability; and perceived sustainability benefits.

This study proposes a novel multi-level conceptual model on the implementation context of sustainable HRM for testing empirically. Furthermore, this study generates insight on how different levels of institutional isomorphic pressures relatively and interactively (synergies versus trade-offs) affect sustainable HRM adoption. This is significant because there is a view that HRM as a discipline is theoretically weak. Although the field has advanced theoretically, one of the areas that need more theorisation is the context of HRM. Hence, this study advances the theoretical context of sustainable HRM implementation through the perspectives of the institutional theory.