Strategic Human Resource Management as a Driver of Organizational Resilience and Sustainability

Abstract

The current business environment of organizations is becoming more volatile and uncertain due to economic disruptions, technological changes, and sustainability pressures. Within this context, Strategic Human Resource Management (SHRM) has developed to be more than a supportive entity in terms of administration to a crucling force behind the organizational flexibility and long-term performance. Nevertheless, previous studies have focused much on SHRM, organizational resilience, and sustainability by themselves, with little consideration of how these constructs can be combined into one concept. The research will set out to explore whether SHRM practices can be used to increase organizational resilience and drive sustainable outcomes. Embracing a quantitative research design, the data were gathered with the help of structured surveys filled in by managerial and professional employees in various selected organizations and analyzed using statistical methods such as regression analysis/structural equation modeling. The results show that SHRM practices largely contribute to the formation of organizational resilience that in turn has a positive impact on sustainability performance. Moreover, resilience is established to mediate the correlation between SHRM and sustainability. The study adds value to the body of literature by offering an integrated model of SHRM, resilience, and sustainability as well as providing practical implications to organizations that are interested in developing adaptive and sustainable capabilities into their organizations through strategic HR interventions.