The International Journal of Human Resource Management
Volume 36, 2025 – Issue 2
https://doi.org/10.1080/09585192.2024.2441452
Sustainability is a strategic priority for organizations, yet achieving measurable sustainable firm performance remains challenging. Drawing from the Resource-Based View (RBV) of the firm, this study examines how organizations’ social sustainability intent translates into improved performance through collective affective commitment and green human resource management (HRM) policies.
Organizations prioritizing social sustainability create long-term value by addressing environmental and social concerns. However, success depends on employee engagement and commitment. Our study, conducted through two field surveys in Pakistan, highlights that firms with strong social sustainability orientations achieve superior performance because employees believe environmental conservation is both valued and expected.
A key insight from our research is that employees’ collective affective commitment—where they emotionally invest in sustainability goals—plays a crucial mediating role. When employees perceive sustainability efforts as genuine and integral to the organization’s mission, they become more motivated to contribute, leading to improved sustainable performance.
Our findings also reveal that green HRM policies enhance this process. These policies include eco-friendly recruitment, sustainability-oriented training, performance evaluations linked to environmental goals, and incentives for green behavior. They reinforce the organization’s commitment to sustainability, signaling to employees that their contributions are valued. Consequently, employees feel a stronger connection to sustainability initiatives, enhancing their collective affective commitment and driving performance.
For HR managers and business leaders, our study provides practical insights into embedding sustainability within organizational culture. Organizations should actively engage employees in sustainability initiatives and foster an environment where environmental responsibility is a shared value. HR managers should integrate sustainability into HR policies, linking environmental performance metrics to employee evaluations and incentivizing sustainable behaviors. Sustainability should not be a mere corporate social responsibility (CSR) initiative but a core strategic focus.
This research underscores the importance of employee commitment in translating social sustainability efforts into tangible performance improvements. By leveraging green HRM policies, organizations can strengthen this connection and drive long-term sustainable growth. As businesses work toward the United Nations Sustainable Development Goals (SDGs), embedding sustainability in HR practices will be a critical success factor. Organizations that recognize sustainability as a strategic resource, cultivate employee commitment, and implement green HRM policies will be better positioned for superior and lasting sustainable performance.
Authors:
Muhammad Umer Azeem, ESSCA School of Management, France
Sami Ullah Bajwa, Superior University, Lahore
Haris Aslam, De Montfort University, UK
Inam Ul Haq, EMLV – Ecole de Commerce et de Management à Paris