Sustainable human resource management and employee performance: A conceptual framework and research agenda

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2024-11-26 DOI:10.1016/j.hrmr.2024.101060

Xiaoyan Liang , Jingwen Li

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引用次数: 0

Abstract

Sustainable human resource management (sustainable HRM) has grown rapidly as a young but dynamic field of research within the human resource management discipline. However, decades of research have created a diverse and fragmented body of work with distinct but interrelated definitions of sustainable HRM, and scattered knowledge of how it, in its variant forms, affects employees' performance. To move the field forward, we conduct a systematic review to differentiate the literature at the nexus of sustainable HRM and employee performance based on (1) different conceptualizations of key constructs, (2) different measurement scales used, (3) the patterns of relationship explored, and (4) the mediators and moderators studied. Next, we integrate this body of work into a higher-order conceptual framework, revealing the mediation mechanisms and boundary conditions of sustainable HRM and employee performance. Finally, we delineate guidelines for further exploration and understanding of sustainable HRM and its outcomes. In so doing, we contribute to the theoretical advancement of the field of sustainable HRM by enhancing our understanding of key concepts, relationships, and dynamics, and by providing a roadmap for future research.

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.