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Do HRM systems impose restrictions on employee quality of life? Evidence from a sustainable HRM perspective

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  • Mariappanadar, Sugumar

Abstract

Sustainable human resource management (HRM) as an emerging discipline facilitates businesses to improve employees’ quality of life to achieve a social sustainability outcome. A moderated-mediation study using data from large organizations in India attempts to establish that bundles of motivation enhancing practices of an HRM system used to improve organizational performance increase the health harm of work among employees. The health harm of work is about the restrictions imposed by work on employees to improve quality of life and it is different from work stress and strain. It is demonstrated that perceived organizational support as a mediator reduces the health harm of work imposed by bundles of practices of an HRM system. However, there is limited evidence to support that employee level exchange ideology moderates the relationship between perceived organizational support and the health harm of work. Theoretical contributions and future research directions to promote sustainable HRM system are discussed.

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  • Mariappanadar, Sugumar, 2020. "Do HRM systems impose restrictions on employee quality of life? Evidence from a sustainable HRM perspective," Journal of Business Research, Elsevier, vol. 118(C), pages 38-48.
    • Handle: RePEc:eee:jbrese:v:118:y:2020:i:c:p:38-48
    DOI: 10.1016/j.jbusres.2020.06.039
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    References listed on IDEAS

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    2. Chen, Jian-xun & Zhang, Bo & Zhan, Wu & Sharma, Piyush & Budhwar, Pawan & Tan, Hui, 2022. "Demystifying the non-linear effect of high commitment work systems (HCWS) on firms’ strategic intention of exploratory innovation: An extended resource-based view," Technovation, Elsevier, vol. 116(C).
    3. Akriti Gupta & Aman Chadha & Vijayshri Tiwari & Arup Varma & Vijay Pereira, 2023. "Sustainable training practices: predicting job satisfaction and employee behavior using machine learning techniques," Asian Business & Management, Palgrave Macmillan, vol. 22(5), pages 1913-1936, November.
    4. Sugumar Mariappanadar, 2022. "High Performance Sustainable Work Practices: Scale Development and Validation," Sustainability, MDPI, vol. 14(19), pages 1-16, October.
    5. Tomasz Gigol, 2020. "Gender Differences in Engagement in Unethical Pro-Organizational Behavior—Two Studies in Poland," Sustainability, MDPI, vol. 13(1), pages 1-12, December.
    6. Youngsam Cho & Yongduk Choi, 2021. "When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication," Sustainability, MDPI, vol. 13(7), pages 1-14, March.
    7. Stela Zhivkova, 2022. "Sustainability in the Companies Practices," European Journal of Marketing and Economics Articles, Revistia Research and Publishing, vol. 5, January -.
    8. Sugumar Mariappanadar & Wayne A. Hochwarter, 2022. "A Three-Way Synergistic Effect of Work on Employee Well-Being: Human Sustainability Perspective," IJERPH, MDPI, vol. 19(22), pages 1-21, November.
    9. Roel Schouteten & Beatrice van der Heijden & Pascale Peters & Sascha Kraus-Hoogeveen & Leonie Heres, 2021. "More Roads Lead to Rome. HR Configurations and Employee Sustainability Outcomes in Public Sector Organizations," Sustainability, MDPI, vol. 13(21), pages 1-21, October.
    10. Jan Willem Nuis & Pascale Peters & Rob Blomme & Henk Kievit, 2021. "Dialogues in Sustainable HRM: Examining and Positioning Intended and Continuous Dialogue in Sustainable HRM Using a Complexity Thinking Approach," Sustainability, MDPI, vol. 13(19), pages 1-20, September.
    11. Lu, Jintao & Guo, Shuaishuai & Qu, Jiaojiao & Lin, Wenfang & Lev, Benjamin, 2023. "“Stay” or “Leave”: Influence of employee-oriented social responsibility on the turnover intention of new-generation employees," Journal of Business Research, Elsevier, vol. 161(C).
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