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Fostering Employees’ Job Performance through Sustainable Human Resources Management and Trust in Leaders—A Mediation Analysis

Author

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  • Panteha Farmanesh

    (Department of Business Management, Faculty of Business and Economics, Girne American University, Mersin 10, Girne 99300, Turkey)

  • Alla Mostepaniuk

    (Department of Business Administration, Faculty of Economics and Administrative Sciences, Final International University, Mersin 10, Girne 99320, Turkey)

  • Parisa Gharibi Khoshkar

    (Department of Psychology, Faculty of Arts and Sciences, Final International University, Mersin 10, Girne 99320, Turkey)

  • Riham Alhamdan

    (Department of Business Management, Faculty of Business and Economics, Girne American University, Mersin 10, Girne 99300, Turkey)

Abstract

Organizations are encouraged to integrate sustainability into their HRM practices to enhance their attractiveness as employers to prospective employees and to motivate employees to excel, which allows them to recognize the contribution they make to society and the lasting impact they create. Establishing a trusting relationship between employees and leaders emerges as a crucial factor when organizations opt to implement sustainable HRM practices across diverse contexts. Thus, this study examines the role of trust in leaders on the relationship between sustainable HRM practices and employee job performance. Consequently, we employed a quantitative approach in which a simple random sampling technique was used to collect data from 156 academic staffs of three private universities across Kyrenia in Northern Cyprus. The research hypotheses were examined through the application of Smart PLS 3.0. Our results indicated a significant impact of sustainable HRM practices on employees’ job performance, emphasizing the importance of judiciously selecting these practices while fostering a trusting relationship between leaders and employees. These findings offer organizations the opportunity to not only enhance their comprehension and awareness of strategic resource allocation but also to tailor their policies in congruence with the company’s objectives and strategies, thereby ensuring the efficient utilization of resources to enhance employee satisfaction and well-being, ultimately leading to an improvement in job performance.

Suggested Citation

  • Panteha Farmanesh & Alla Mostepaniuk & Parisa Gharibi Khoshkar & Riham Alhamdan, 2023. "Fostering Employees’ Job Performance through Sustainable Human Resources Management and Trust in Leaders—A Mediation Analysis," Sustainability, MDPI, vol. 15(19), pages 1-16, September.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:19:p:14223-:d:1248064
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    References listed on IDEAS

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    2. Ana Moreira & Ana Cláudia Rodrigues & Marisa R. Ferreira, 2025. "Where Is Human Resource Management in Sustainability Reporting? ESG and GRI Perspectives," Sustainability, MDPI, vol. 17(7), pages 1-25, March.
    3. Camilla Dimitri & Pilar Ficapal-Cusí & Mihaela Enache-Zegheru & Joan Torrent-Sellens, 2025. "A Bibliometric Analysis of Organization-Based Self-Esteem Integrating Sustainable Human Resource Management Perspectives," World, MDPI, vol. 6(2), pages 1-21, May.
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    5. Panteha Farmanesh & Niloofar Solati Dehkordi & Asim Vehbi & Kavita Chavali, 2025. "Artificial Intelligence and Green Innovation in Small and Medium-Sized Enterprises and Competitive-Advantage Drive Toward Achieving Sustainable Development Goals," Sustainability, MDPI, vol. 17(5), pages 1-20, March.
    6. Ma Ying & Mohammed A. M. Allaqtta, 2025. "The Impact of Safety Culture, Risk Mitigation, and Sustainability on Business Performance: The Mediating Role of Employee Engagement in Palestinian Small and Medium-Sized Enterprises," Sustainability, MDPI, vol. 17(10), pages 1-29, May.

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