Building sustained collaboration through psychological contract – role of sustainable HRM in healthcare

Purpose This study investigates the influence of sustainable HRM practices on sustained collaborative efforts and employees' psychological contracts (PC). Design/methodology/approach The study is empirical, based on primary data collected through a structured questionnaire. The sample consists of 260 doctors and nurses from private hospitals in Bangalore, India, selected using a stratified sampling technique. The statistical methods employed include regression analysis, correlation, and structural equation modeling. Findings The study reveals a significant relationship between sustainable HRM practices and both sustained collaborative efforts and psychological contracts. Furthermore, sustainable HRM practices act as a mediators in this relationship, reinforcing the importance of HRM in fostering collaboration and strengthening psychological contracts. Research limitations/implications The study is limited to private hospitals and focuses on doctors and nurses, which may restrict the generalizability of the findings to other industries and locations. Future research can expand the scope by including diverse sectors and geographical areas to enhance applicability. Practical implications The findings provide valuable insights for HR professionals and hospital administrators, emphasizing the role of sustainable HRM practices in enhancing teamwork and reinforcing employees' psychological contracts. Implementing these practices can lead to improved employee retention, job satisfaction, and overall organizational effectiveness. Social implications The study carries important social implications by highlighting how sustainable HRM practices and strong psychological contracts can enhance the well-being, morale, and long-term commitment of healthcare professionals. By fostering trust, fairness, and collaboration, organizations can reduce burnout and turnover, leading to more stable and supportive care environments for patients and communities. Strengthening these people-centric practices contributes to a healthier workforce, improved service quality, and ultimately a more resilient healthcare system that better meets societal needs. Originality/value This study contributes to the existing literature on sustainable HRM by empirically demonstrating its mediating role between sustained collaborative efforts and psychological contracts. The findings offer a novel perspective on how HRM strategies can drive long-term workforce sustainability in dynamic and uncertain environments.