Antecedents and Consequences of Sustainable Human Resource Management:

Empirical Evidence from India

Introduction: -
There is one paragraph in the introduction in which he first talks about the importance of
sustainability in management research and how it is less importance in HRM. Then he highlights
Technological developments, globalization, and competitive demands plays important role in
decision making and HRM, and how HR and HRM plays important role in decision making.HR
and HRM getting detailed research expansion. In HRM literature, strategy and resource orientation
having been made greater in size. In organization some expects of HR are very important for
example talented managers and knowledge in corporate strategies. In the present time of
worldwide economy, HR administrators confront a major issue of shortage of exceedingly
qualified and irritated HR. Specialists have been recommended new routes by HR analysts where
they propose to draw from a huge and increasingly various pool, to expand and fortify the
accessible HR and to create novel HR. Be that as it may, while basic leadership, HR specialists are
dependably in a difficulty between short benefits making on one side and long haul hierarchical
possibility on the opposite side. For sustainable competitive advantage HR training and
development is a key, and on other side if organization decide to cut the expanse or ignore the HR
training than the company reputation is, and its validity is in danger. Decline of HR specialist
effects short term profitability and long organization validity. HR practices are exploited and
consumed. Hard working employee faces increased work-related pressures, family–work stress,
health issues, suffer exhaustion, or dearth of employability. Organization can face many hurdles
and difficulties if they don’t bring innovations. While linking sustainability and HRM in the
literature, there were three main questions which were asked: (a) how future supply can be ensured
by HR executives through qualified and motivated human resources? (b) How reduction in
expenditure, exploitation of HR and negative impact on HR can be prevented (c) For all the
corrective measures, who is responsible.

References: -
(Ehnert, 2009a; Wilkinson, 2005) (Importance of sustainability)
(Aggerholm, Andersen, & Thomsen, 2011; Ehnert, 2006, 2009b; Inyang, Awa, & Enuoh, 2011;
Zaugg et al., 2001; Zoogah, 2011) (sustainability less important in HRM)
(e.g., Wright et al., 2005) (Technological developments, globalization, and competitive)
(e.g., Alcázar, Fernández, & Gardey, 2005) (HR and HRM are gaining rising importance)
(e.g., Wright et al., 2001) (literature, strategy and resource orientation in HRM)
(Taylor et al., 1996) (HRM major role) (Understanding of corporate strategies in HRM)
(Brewster & Suutari, 2005; Caligiuri et al., 2004) (Shortage of exceedingly qualified and irritated
HR)
(e.g., Thom & Zaugg, 2004) (Fortify the accessible HR and to create novel HR)
(Wright et al., 2005; Zink, 2014) (Sustainable competitive advantage HR training and development
is a key)
(e.g., Aragón-Sánchez, Barba-Aragón, & Sanz-Valle, 2003) (Effects short term profitability and
long organization validity)
(e.g., Mariappanadar, 2003; Wright et al., 2005) (Hard working employee faces difficulties)
(e.g., Kira, 2002, 2003; Thom & Zaugg, 2004) ( Don’t bring innovations in Organization)

Literature Review:-
The Thematic Literature Review method is use in this Literature Review
Different factors are mentioned which are Sustainable HRM, corporate sustainability perceptions
ethical leadership, voice behavior, employer attractiveness, turnover intentions, person
organization fit, trust in management and moral identity
1 Corporate Sustainability Perceptions and Sustainable HRM
Corporate Sustainability perceptions have a positive influence on sustainable HRM practices
2 Ethical Leadership and Sustainable HRM
Ethical leadership has a positive influence on sustainable HRM practices
3 Sustainable HRM and Employer Attractiveness
Sustainable HRM has a positive impact on Employer Attractiveness
4 Sustainable HRM and Employee Voice Behavior
Sustainable HRM has a positive impact on Employee Voice Behavior
5 Sustainable HRM and Turn Over Intentions
Sustainable HRM has a negative impact on employee Turnover Intentions
6 Moderating Effect of Person Organization Fit between Sustainable HRM and Employer
Attractiveness
The perceived fit between employees and Sustainable HRM moderates the relationship between
Sustainable HRM and employer attractiveness.
7 Mediating Effect of Trust in Management between Sustainable HRM and Voice Behavior
Sustainable HRM is positively related to Trust in Management
Trust in Management mediates the relationship between sustainable HRM and Employee Voice
Behavior
8 Moderating Effect of Moral Identity between Sustainable HRM and Trust in Management
Moral identity moderates the indirect relationship between Sustainable HRM and voice behavior
via trust in management, such that this indirect relationship is stronger among employees with
higher moral identity

Method:-
For collecting the data from the respondents, pharmaceutical clusters located at Andhra Pradesh,
Telangana, Maharashtra, and Uttarakhand are selected
There are 47 items enveloping nine latent constructs (i.e., CSP perceptions, ethical leadership,
voice behavior, employer attractiveness, and turn over intentions) are assessed on a 7-point Likert
scale questionnaire
the authors received 312 filled responses, reflecting a response rate of 62.65 percent
The study adopts casual research design with convenience sampling technique.
Findings shed light on the statistical and practical implications by providing suggestive measures
for the organizations, to implement sustainable human resource management practices.

Result: -
Out of total 498 respondents to whom the questionnaire was circulated to, the authors received 312
filled responses, reflecting a response rate of 62.65 percent. From descriptive statistics, the mean
age of the respondents was found out to be 26.57 years, with a standard deviation of 4.25.
Furthermore, out of the total, 65.38 percent were male, and 34.62 percent were female. The
response set comprises junior- and middle-level managers with 62.18 percent and 37.82 percent.
The respondents, pharmaceutical clusters located at Andhra Pradesh, Telangana, Maharashtra, and
Uttarakhand are selected
The authors have collected responses through structured questionnaires, with special reference to
the managerial workforce of select pharmaceutical companies in India. It includes mean, standard
deviation (S.D.), and inter-item correlation coefficients. The significance of the inter-construct
correlations is indicated corresponding to the latent constructs.
Supporting the claim of hypothesis and it can be concluded that Trust in Management acts as a
partial mediator between SUHRM and Employee Voice Behavior; Moral Identity acts as a
moderator between SUHRM and Trust in Management.

Discussion: -
The top management needs to place specific processes in place, to make the process transparent
and seamless to maximize the nexus between sustainability and HRM practices, employers need
to cater to the individual differences among their employees. The present study underlines that
moral identity acts as the regulator and brings in the effectiveness of SUHRM by building the
required amount of trust, which further enhances employee voice behavior. These strategies
support the employers to fit different groups of staff on a similar tangent. Hence, the top and middle
level managers need to care for individual differences of the employees at the moral stand point,
which affects their trust in management.
The study has proposed that employee’s perception of SUHRM has positively significant influence
toward employee voice behavior and employer attractiveness and negatively significant influence
on employee turnover intentions. Furthermore, ethical leadership and corporate sustainability
perceptions have positively significant perceptions toward implementing SUHRM practices.
Employee relations and environmental management and opened new research avenues to explore.
Organizations need to be mindful of not only external stakeholders but also internal stakeholders,
because employee’s perception results in many positive job outcomes and further leads to
improved employee voice behavior. When employees voice out their opinions on organizational
improvements, it helps the employers to device their HR policies such as mentoring, training and
development, and work–life balance conflicts