Published Paper Details:

ABSTRACT: Organizational sustainability has changed from being a side issue to a top strategic objective, necessitating proactive attention to social, economic, and environmental factors. When strategically aligned, human resource (HR) strategies are essential to integrating sustainability into company operations and workplace culture. With a focus on the triple bottom line of profit, planet, and people, this study investigates how Strategic Human Resource Practices (SHRPs) might improve workplace sustainability. This study offers a paradigm that connects green HRM practices--like sustainable hiring, training, performance management, and employee engagement--to sustainability results by drawing on the Resource-Based View (RBV) and Stakeholder Theory. Data will be gathered from HR experts and workers in the manufacturing and service sectors using an empirical, quantitative methodology. SEM, or structural equation modeling, will be used to examine the connections between workplace sustainability and SHRPs. Results should support the strong positive impact of SHRPs on sustainability outcomes, with organizational culture acting as a moderator. By providing insights into how HRM strategies might support resilient, competitive, and sustainable businesses in the context of Industry 4.0, this study advances both theory and practice.