Enhancing Sustainable Corporate Performance Through Common Good Human Resource Management Practice: The Role of Employee Resilience

The transition from sustainable human resource management (S-HRM) toward common good human resource management (CG-HRM) has introduced new research challenges for the academic community. This study examines the nexus among CG-HRM, employee resilience, and sustainable corporate performance, as assessed through the triple-bottom-line framework. First, the study evaluates the relationship between CG-HRM and sustainable corporate performance, followed by an examination of whether employee resilience moderates these relationships. The study also examines the moderated mediation effect of employee resilience via social performance on the relationship between CG-HRM and both economic and environmental performance. The research was conducted with 370 respondents from companies in the Republic of Serbia, using the PLS-SEM methodology. The results suggest that CG-HRM is directly related to environmental and economic performance, but not to social performance. Moreover, social performance showed a positive relationship with environmental and economic performance. The results also suggest that CG-HRM is indirectly associated with environmental and economic performance through the mediating effect of social performance, with employee resilience moderating the first segment of these indirect relationships. Thus, the study enhances the understanding of the mechanisms connecting CG-HRM, employee resilience, and sustainable corporate performance. Furthermore, the findings provide useful implications for managers seeking to integrate sustainability into HRM systems and improve sustainable business outcomes.