Purpose The purpose of this paper is to address the existing gap in understanding the micro-level aspects that drive corporate sustainability, specifically focusing on the role of HRM practices in fostering sustainability through employee behaviour. Design/methodology/approach The study uses a mixed-method approach, combining grounded theory methodology for qualitative insights and structural equation modelling for quantitative analysis. Interviews with top management from 16 long-standing sustainable companies in India led to the development of a conceptual model, which was subsequently tested with a sample of 347 respondents. Findings The findings reveal that sustainable workplace practices and employee engagement significantly influence sustainability-driven employee behaviour. Moreover, employee engagement serves as a mediator between sustainable workplace practices and sustainability-driven behaviour. Practical implications This study provides practical implications for HR practitioners by offering a roadmap for designing HRM practices that encourage sustainability behaviours among employees. It emphasizes the importance of sustainability internalization, sustainability-linked rewards, sustainability training, sustainability leadership and support systems. Originality/value The study makes a novel contribution by responding to the theoretical and practical calls to demystify the HRM practices essential for a sustainable organization. This study highlights the critical role of employees as the driving force behind an organization’s sustainable efforts, addressing stakeholders’ needs at the micro-level.
Dhanda et al. (Wed,) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: