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The Sustainable Human Resource Practices and Employee Outcomes Link: An HR Process Lens

Author

Listed:
  • Aline Elias

    (School of Management & Governance, University of New South Wales, Kensington, NSW 2052, Australia)

  • Karin Sanders

    (School of Management & Governance, University of New South Wales, Kensington, NSW 2052, Australia)

  • Jing Hu

    (School of Management & Governance, University of New South Wales, Kensington, NSW 2052, Australia)

Abstract

Sustainable human resource (HR) practices, such as diversity and inclusion, have gained considerable attention in HR research. However, to this point, most of the research has focused on the content of HR practices, rarely considering the HR process perspective. Consequently, the processes that explain the relationships between sustainable HR practices and subsequent employee behavioural outcomes are unclear. In this conceptual paper, we propose a revised process model to explain the effects of sustainable HR practices by building on the Strategic HR process model. We contribute to the sustainable HR literature, the HR process research, and the process model by Wright and Nishii in particular. We conclude the conceptual paper by highlighting future research recommendations.

Suggested Citation

  • Aline Elias & Karin Sanders & Jing Hu, 2023. "The Sustainable Human Resource Practices and Employee Outcomes Link: An HR Process Lens," Sustainability, MDPI, vol. 15(13), pages 1-18, June.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:13:p:10124-:d:1179661
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