Strategic HRM and Social Capital in Temple Governance: Driving Sacred Sustainability and Community Well-Being

Purpose This study investigates how Strategic Human Resource Management (SHRM) practices in temple governance shape social capital, foster sacred sustainability, and enhances community well-being in Kerala. While existing literature has examined religious institutions primarily through cultural or ritualistic lenses, limited empirical research has integrated SHRM perspectives with social capital and sustainability in the context of temple governance. This research addresses this gap by exploring the pathways through which SHRM contributes to community development outcome. Design/Methodology/Approach: The study adopts a quantitative survey design, collecting responses from 200 stakeholders including devotees, committee members, executive officers, trustees and Mathrusamithi members (women-led committees) across selected temples in Kerala. A structured questionnaire was developed drawing upon validated scales in SHRM, social capital, sustainability, and community well-being, adapted to the temple governance context. Data analysis was conducted using SPSS AMOS, applying correlation analysis, multiple regressions, ANOVA and Structural Equation Modelling (SEM) to test the hypothesised relationships. Reliability and validity of constructs were assessed through Cronbach’s alpha, composite reliability, and confirmatory factor analysis. Findings: Preliminary results indicate that SHRM practices such as participative leadership, volunteer management, training and capacity building, and performance recognition positively influence both bonding and bridging forms of social capital. Social capital, in turn, has a significant effect on the adoption of sacred sustainability practices including eco-rituals, waste management, energy conservation, and preservation of sacred groves. Sacred sustainability is found to directly enhance community well-being, measured in terms of social cohesion, perceived environmental benefits, and spiritual fulfilment. Moreover, social capital and sacred sustainability jointly mediate the relationship between SHRM and community well-being, highlighting the importance of relational and ecological pathways in governance. ANOVA results suggest significant differences across stakeholder groups, with Mathrusamithi members and committee representatives perceiving stronger SHRM impacts compared to general devotees. Originality/Value: This study is among the first to empirically integrate SHRM in to the domain of temple governance, extending management theories into faith-based institutional contexts. By conceptualising and testing the linkages between SHRM, social capital, sustainability and well-being, the research contributes to both Strategic HRM and sustainable governance literature. Practically, the findings provide actionable insights for temple authorities and Devaswom Boards to strengthen participatory HRM practices build community trust and embed ecological stewardship within temple administration. The paper concludes that temple governance, when guided by SHRM and reinforced by social capital, can serve as a powerful platform for advancing sacred sustainability and enhancing community well-being in Kerala.