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This chapter aims to analyze sustainability from the perspective of the employees' well-being. In this regard, the concepts of social sustainability and sustainable development objectives are reviewed in the frame of Sustainable Development Goals (SDGs), specifically those related to well-being, gender equality, and decent work. Furthermore, the relationship between employees' well-being and performance is discussed. In addition, the psychology of sustainability and its contribution to sustainable well-being at work are analyzed. This study highlights the relevance of social factors such as psychological well-being, equity, opportunities for participation, inclusion, and diversity for achieving the creation of value through social sustainability. All these social factors acquire even more relevance in times of crisis as the current COVID-19 pandemic. Finally, some conclusions and further directions are presented.

This study aims to investigate employee behavior toward work engagement with an integrative research framework that combines human resource practices, employee psychological empowerment and well-being. Moreover, the moderating effect of transformational leadership is tested between employee engagement at workplace during crisis such as COVID-19 and sustainable employment.

This study empirically investigates research framework with 353 responses retrieved from employees working in private sector organizations. The data were collected through structured, closed-ended questionnaires. For inferential analysis, structural equation modeling approach has been used. To test the predictive power of the research framework, blindfolding procedure Q² is incorporated.

Statistical findings indicate that HR compensation, HR training, opportunity enhancing, motivation enhancing, psychological well-being and empowerment have explained substantial variance (R² = 67.5%) in employee work engagement during crisis. Concerning with sustainable employment, the transformational leadership and work engagement have shown significant variance (R² = 20.6%) in determining sustainable employment. Moving further psychological empowerment has revealed maximum effect size (f²) to determine employee engagement behavior at work place during pandemic crisis. The blindfolding procedure Q² has exhibited substantial power to predict employee work engagement and sustainable employment during crisis such as COVID-19 pandemic.

This study has several contributions to theory and practice. Theoretically, this study develops an integrative research framework with the help of human resource practices and employee psychological factors such as employee well-being and empowerment. Therefore, practically, this research suggests that factors such as opportunity enhancing, transformational leadership and employee psychological empowerment need managerial attention to increase employee engagement at workplace and sustainable employment during pandemic crisis.

With the growing concerns of layoff during pandemic crisis, employees have shown lack of interest at workplace because of psychological fears. Nevertheless, this study has established that policymakers could enhance employee engagement at workplace and sustainable employment during crisis by redesigning HR practices and improving employee psychological well-being and empowerment. In addition to that, employee psychological well-being and empowerment are considered healthy factors for human beings and nurture society at large.

This research is original as it establishes an integrative research framework grounded in HR practices, employee psychological empowerment and employee psychological well-being to investigate employee behavior at work place during crisis such as pandemic. In addition to that, this study has enriched leadership literature by examining the moderating effect of transformational leadership between employee work engagement and sustainable employment.

The world continues to grapple with grand challenges – climate change, pandemic, poverty, social injustice and diminishing resources – requiring mitigation if we are to focus on well-being and move towards a more sustainable future. Cultivating sustainable ecosystems offers a possible solution. The purpose of this paper is to understand how sustainable organizations at the meso level can nurture sustainable service ecosystems that provide the potential for greater well-being outcomes for individuals, business, society and the planet.

Case study data is gathered from 11 sustainable fashion organizations operating at the meso level within a complex ecosystem. The analysis includes interviews with founders and/or key managers and secondary information from company websites and publicly available reports.

The findings identify key value co-creation sustainable practices at the meso level that facilitate the function of the service ecosystem to create well-being outcomes. Value co-creation practices include – embedding a sustainable ethos; implementing sustainable strategies that embrace innovation, transparency and stakeholder collaboration; and incorporating sustainable communication practices that engage.

Encapsulating sustainability within macromarketing and service ecosystems enables the development of a sustainable service ecosystems framework that has the potential to offer enhanced well-being. Implications for marketing practice in terms of important factors that facilitate service-sustainable ecosystems to enhance well-being are considered.

This paper aims to provide an empirical investigation into the mediating role of high-performance work systems (HPWS) on health harm (HH). The study also examines the negative moderated role of workplace well-being (WW) and its indirect effect on work intensification (WI) and HH. The paper highlights the implications of the HH on individuals, organizations, families and societies and recognizes the need for sustainable human resource management (HRM) practices that drive employee well-being, thereby reducing the HH. More importantly, the study extends the understanding of sustainable goals through sustainable HRM.

Data was collected using four established scales. The data collected from 324 executives were analyzed using the SPSS 25.0 Version and AMOS 21.0.

The study results confirmed that WW practices reduce the adverse effects arising out of HPWS and WI. The results proved that WI is positively related to HH, and that WW moderates the relationship between HPWS and HH such that HPWS is more positively associated with HH when the WW is low compared to when WW is high.

The data were collected from executives working in Information Technology (IT) organizations in India. The findings and the implications may not be generalized to other industries, as the data is collected from IT professionals.

The study highlights the need for organizations to develop sustainable HRM practices to minimize the HH of work. Organizations should implement well-being interventions and develop activities that promote an individual’s mental and physical well-being alongside limiting work intensity.

HRM Literature reveals the positive effect of HPWS that it engages employees to achieve a competitive advantage to the firm. However, this study examines and empirically proves the negative impact of HPWS on employee health and well-being.

This study aims to gain insight into how employee psychological and human resource (HR) practices impact employee work engagement behavior. In addition to that, the research model of this study has tested the moderating relationship of affective employee commitment between employee work engagement and sustainable employability.

The research model is empirically tested with data set of 311 responses retrieved from an employee working in private organizations. Sample size of this study is computed with prior power analysis. Data were analyzed with partial least square-based structural equation modeling (SEM).

Findings of the SEM revealed that altogether psychological well-being, psychological empowerment, HR compensation, HR training, transformational leadership and job enrichment have explained R² 66.1% variance in employee work engagement. Concerning individual impact size psychological well-being has shown medium level effect size (f²) in measuring employee work engagement. However, all other exogenous variables have shown a small effect in determining employee work engagement. The moderating effect of commitment is confirmed in such a way that the relationship between employee work engagement and sustainable employability will be higher when affective commitment is higher.

This research has synthesized HR literature into four core dimensions of HR practices and, hence contributes to HR literature. Similarly, this research contributes to well-being theory while integrating employee psychological well-being into the research model. For HR practitioners this research revealed that psychological well-being, psychological empowerment, affective employee commitment, transformational leadership, HR compensation and HR training are core factors, which influence employee behavior toward work engagement and sustainable employability.

The current research is unique as it investigates sustainable employability phenomenon with an integrated research model that combines employee psychological and HR factors. The concept of sustainable employability is less studied, and therefore this research fills the research gap in this context.

How psychological variables especially self-efficacy plays significant role to attain workplace well-being is yet to be explained. The extant literature calls for further research works in the field of sustainability practices to bridge the gap between self-efficacy and workplace well-being. The purpose of this paper is to extend the literature of workplace well-being while scientifically examining the moderating role of sustainability practices.

The study collected data from 527 full-time executives of Indian public and private manufacturing industries. The authors performed moderated regression analysis through a series of hierarchical models to test the hypotheses of the study.

The result indicates positive relationship between self-efficacy and workplace well-being. Furthermore, the result suggests that the relationship between self-efficacy and workplace well-being was stronger among executives with high level of sustainability practices and vice versa.

The cross-sectional sample of executives employed in Indian manufacturing organizations limits the generalizability of the findings.

HR functionaries and senior management may benefit by closely examining their sustainability practices along with their employees perceived ability to address workplace well-being.

The study contributes to extend the literature on self-efficacy and workplace well-being. This research work is one of the first few studies to examine the moderating effect of sustainability practices.

The purpose of this paper is to demonstrate heroism as an embodied system of leadership and well-being. Heroic leadership is presented as a baseline for sustainable futures and global health.

This paper presents an embodied reading of heroic leadership and its sustainable development across five stages. It outlines its core functions, its grounding in self-leadership through physical and mental trauma and its holistic benefits, resulting in the development of the Heroic Leadership Embodiment and Sustainable Development (HLESD) model. The efficacy of HLESD is demonstrated in an empirical case study of heroism promotion and education: the Hero Construction Company and the Heroic Imagination Project.

Heroic leadership is revealed as an emergent, dynamic and distributed form of sustainable development.

This paper demonstrates the critical connections between heroism, sustainability, embodied leadership and well-being and how they stand to benefit from each other, individuals and communities at large.

The implementation of HLESD in educational, counselling and broader contexts in consultation with a wide range of professionals stands to offer significant benefits to pedagogies, clinical practice, holistic therapies and twenty-first-century societies, at both the community and policy level.

The emerging field of heroism science and the use of heroic leadership as an interdisciplinary tool is a novel approach to well-being, which holds immense potential for the imagining and fostering of sustainable personal and collective futures.

The purpose of this paper is to position well-being as a necessary component of the productivity debate and highlights the need for a deeper understanding of the nature of such a link. It first considers productivity at the national level in order to show how this affects both the climate and the economic policies within which organisations operate.

The paper presents an overview of current research and practice in the area. It treats the organisation as the primary level of analysis, and before highlights some of the apparent challenges in conceptualising well-being.

The importance of well-being is rising up national and employer agendas. Organisations need people to perform at their best in a sustainable way. The paper argues that an organisation with well-being at its core will reap productivity gains. It supports the view in the literature that improvements at national level can only be made on the back of sophisticated strategies across numerous organisations. However, for this to happen shared actions and understanding of these challenges has first to be created and acted upon across institutions and organisations. There are notable costs of poor well-being to productivity, and identifiable benefits of promoting and supporting employee well-being for productivity.

There is a clear practice implementation gap. Some organisations are embracing the opportunities to invest in their staff, but those who make employee well-being a business priority and a fundamental part of how the organisation operates are in the minority. There is also an ongoing challenge of measuring the impact of well-being programmes which can inform ROI assessments and enable organisations to demonstrate the business benefits of employee well-being.

There remain many unanswered questions about both the nature of the link between well-being and productivity and the economic impact of an association. This paper sparks further interest in expanding the understanding of the well-being and productivity link or peripheral issues.

This chapter analyzes key concepts involved in the development of a well-being organizational culture, as well as theoretical proposals to promote this type of culture at work. It reflects on how companies can – drawing from this effort – articulate the Sustainable Development Goals (SDGs) in their management, strengthen their sustainability, and contribute to sustainability in their societies and exemplify how this topic has been dealt with during the pandemic in several organizations.