The South East Asian Journal of Management • Vol. 11 • No.

1 • 2017 • 70-85

THE ROLE OF BUSINESS SUSTAINABILITY

IN HUMAN RESOURCE MANAGEMENT:
A STUDY ON INDIAN MANUFACTURING
COMPANIES

Vasantha Lakshmi R Dr. Hanuman Kennedy

1Research Scholar, IBMT B-School Professor, Dept of Management Studies,
Bangalore, India Christ University, Bangalore, India
Vasanthalskhmi145@yahoo.com hanumankennedy@gmail.com

Business sustainability from the point of view of human resource management

Abstract (HRM) is a management and leadership philosophy about how people are most
enable to contribute to success at their work by minimizing the negative impact
of their work on the environmental and social factors and at the same time
improving the financial factors in the organizations. This study is an empirical
study conducted on 233 Indian manufacturing firms operating in the Karnataka
region to investigate the role for HRM in business sustainability. The role for HRM
in business sustainability is studied with the construct HRM strategic integration
in business sustainability strategy. Further, this study focuses on the way HRM
incorporates sustainability in its practices in the organization and its impact on
the organizational performance. The data are analyzed using SEM, and the results
revealed the significance of the relationship of the HRM strategic integration of
sustainability strategy with the organizational performance. The organizational
Abstrak performance studied with respect to the three factors of business sustainability viz.,
profit, people, and planet. Further, these relationships are tested with contingency
factors, age of the firm, and the number of employees for its significance in this
relation. The empirical evidence of the study shows a significant positive relation
of organizational performance when HRM has strategic integration in business
sustainability strategy. Model I4C is derived to show the role for HRM in business
sustainability.

Key Words: Sustainability, human resource, organizational performance, I4C

model

Keberlanjutan bisnis dilihat dari sudut pandang manajemen sumber daya

manusia (SDM adalah tentang bagaimana karyawan secara maksimal berhasil
dalam melaksanakan tugasnya dengan meminimalkan dampak negatif dari
faktor lingkungan dan sosial serta pada saat yang sama memperbaiki faktor
keuangan perusahaan. Penelitian ini merupakan studi empiris yang dilakukan
pada 233 perusahaan manufaktur India yang beroperasi di wilayah Karnataka
untuk menyelidiki peran SDM dalam keberlanjutan bisnis. Peran SDM dalam
keberlanjutan bisnis dipelajari dengan membangun integrasi strategis SDM
dalam strategi keberlanjutan bisnis. Selanjutnya, penelitian ini berfokus pada

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cara SDM memasukkan keberlanjutan dalam praktiknya dalam organisasi dan

pengaruhnya terhadap kinerja organisasi. Data dianalisis dengan menggunakan
Structural Equation Modeling (SEM).Hasil penelitian menunjukkan signifikansi
hubungan strategi keberlanjutan organisasi dengan kinerja organisasi. Kinerja
organisasi diukur melalui tiga faktor keberlanjutan bisnis yaitu, keuntungan,
manusia, dan planet. Selanjutnya, hubungan ini diuji dengan faktor kontingensi,
usia perusahaan, dan jumlah karyawan. Bukti empiris penelitian menunjukkan
hubungan positif yang signifikan antara kinerja organisasi ketika SDM perusahaan
memiliki integrasi strategis dalam strategi keberlanjutan bisnis. Model I4C
diturunkan untuk menunjukkan peran SDM dalam keberlanjutan bisnis.

Kata kunci: Keberlanjutan, sumber daya manusia, kinerja organisasi, model I4C

The concept of sustainability—meeting consumption level of humanity is

today’s needs without jeopardizing now at a rate of 50% higher than the
the ability of future generations to Earth can regenerate sustainably. It
meet their needs (WCED, 1987)— is also revealed that it takes more
is penetrating board rooms across than a year and a half for the Earth to
multiple industries (Kiron, 2012); this produce the resources we use in single
concept is now discussed in leading year, and we need the capacity of two
business journals like the Harvard more Earths by 2030 to keep up with
Business Review and the MIT Sloan natural resources consumption level
Management Review. As a major and absorb CO2 waste. Almost three
driver of business innovation and planets are estimated to be needed
competitive advantage (Prahlad et al., by 2050. This raises many questions
2009), sustainability is increasingly about the existing business models
influencing business value and business and practices and also the implications
decisions. Hence, the changing global for business strategy and leadership,
environment is challenging companies including both opportunities and
to look beyond financial performance threats. The business and academic
and include environmental and social communities are beginning to embrace
values to drive their business. these challenges; the contribution
of HRM, however, seems limited.
In human resource management However, if we try to move to a more
research and practice, the concept of sustainable world, all actors need to
sustainability has been predominantly be involved. In organizational context,
used to refer to organizational the impact of businesses on the natural
performance—specifically to how environment comes through the
high-performing individuals and high- choices of raw materials and suppliers,
performance working translates into land use, geographic locations,
performance that is sustainable over a manufacturing processes, including
long time (Parkes & Borland, 2012). creation of waste and pollution,
However, more challenging issues organizational structures, financial
are under wider debate in regards to arrangements, management systems,
sustainability. According to the Living employment and work practices,
Planet Report (World Wildlife Fund, customer services, community
2010; Parkes & Borland, 2012). The activities, use of information, and much

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more. Therefore creating a sustainable

society must involve changes to The UN Global Compact and Accenture
businesses. In an organization, human CEO study on sustainability 2013 and
resource management is typically 2014 are the world’s largest CEO
placed to provide leadership, drive, and studies on sustainability to the present
innovation. HRM in an organization of more than 1,000 top executives from
influences the individuals, groups, and 27 industries across 103 countries,
all organizational actors to demonstrate which assessed the past, present, and
sustainable attitudes and behavior. future of sustainability in business-
These in turn transform the businesses reported sustainability strategies and is
toward a sustainable future (Jackson, a must-have strategy for businesses of
2011; Renwick et al., 2011). all types and size invariably.

LITERATURE REVIEW International sustainability surveys

reveal a significant gap between
Several studies reveal that, irrespective those organizations that have fully
of the size, age, and type of the business, embraced sustainability and those that
sustainability is a must-have strategy do not. Those who are adopting it more
and a competitive advantage for a gradually and in a more peripheral
firm. Sustainability in business with way, too, are experiencing the gap.
a firm’s performance link is widely Most organizations now recognize
published information. At the same the business benefits of sustainability.
time, it is evident that HRM practices The more “cautious adopters” are
in business have a direct link with struggling to measure these and are not
organizational performance. Parallel yet gaining a competitive advantage.
to these, several papers also reveal the Among the organizations that have
link of HRM and sustainability. These successfully adopted sustainability in
papers form a basis for our study to a strategic way, the reported benefits
find the role for HRM in business include greater efficiencies, the ability
sustainability. Literature review of the to innovate, increased profits, and
selected articles related to these links business growth.
is as follows.
HRM and Organizational
Business Sustainability and Performance
Organizational Performance
A number of researchers published
Various researchers have revealed a link of the HRM practices with
advantages of sustainability for some influential variables seeming
business, namely through brand to contribute positively to firm
reputation, gaining investor performance (Youndt et al., 1996).
confidence, increased financial Studies revealed that interaction
performance, highly attractive to between business strategy and HRM
talent, influence environmentally practices is an important factor in
conscious customers, revenue growth, organizational effectiveness. HRM-P
managing costs, and, more important, link is widely studied, as in the most
complying with the legal and cited papers, thus research papers
regulatory requirements (Strandberg linking the contribution of policies and
Consulting, 2009). practices HRM and its impact on the

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organizational performance (HRM-P These many years saw a huge number

link) (Paauwe, 2009). of studies in different industries
and different countries. Most of the
Based on the contingency theory, literature seems to accept that HRM
human resource management practices have a significant impact
strategy would be more effective, on organizational performance
when the HRM strategies are (Savaneviciene & Stankeviciute, 2012).
appropriately integrated with a specific The study by Lee, F-H, Wu (2010) also
organizational and environmental shows HRM practices contribute to
context. Accordingly, the organizations improve firm performance.
that closely coordinate their business
strategy and HRM strategy achieve Sustainability and HRM
better performance outcomes in
comparison to organizations that do not Several researches on sustainability
(Asta & Zivile, 2012). The resource- leadership reveal that HRM plays a
based view provides the “inside out” major role in bringing sustainability
perspective to gain a competitive culture to an organization. Research
advantage through human resources, on leadership for sustainability, in the
and the AMO frameworks provides paper (Barry & Kurucz, 2012) Three
the outcome of this human resources, Conceptions of the Triple Bottom
which has significant influence on the Line: The Business Sustainability
strategic objective of the organization. Role for HRM, revealed there is a key
role for the HR function to play in
The report from Boston Consulting helping to generate dialogue and build
Group and the World Federation of consensus on the sustainability intent
People Management Associations and building alignment capabilities to
revealed that the greatest correlation help realize that intent.
between positive economic
performance and skilled human The global community is unanimous
resource practices such as leadership in its thinking that sustainability is
development on boarding of newly the only way forward for successful
hired employees, performance business enterprises and for the
management and rewards, recruiting future survival of human civilization.
and talent management, employee Sustainable business models and
retention, and employer branding. sustainable business practices can make
their companies more competitive in
The Research Report (Schramm, 2012) the emerging global economy. It is a
shows just how big of a difference growing priority for businesses of all
effective HR practices can make: types and sizes. In order to incorporate
“Companies that is highly skilled in sustainability in business, HRM plays
core HR practices experience up to a significant role (KMPG, 2013).
thrice the revenue growth and as much
as twice the profit margins of less Sustainability in business practices
capable companies.” The pioneers in are through an iterative process for
the systematic empirical studies of the embedding sustainability values,
HRM and performance link and the understanding and engaging HRM
most cited articles in this area are by stakeholders, reviewing and developing
Huselid in 1995. HRM policies and practices, and

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tracking and reporting performance organization. As per this research, the

and effects. Through these processes, HR function appeared to be actively
HRM will demonstrate how its involved and contributed to a wide
sustainability performance aligns spectrum of activities across the
with leading global frameworks and companies under study, although the
supports overall business sustainability specifics varied greatly from firm to
strategy (Rishikesha, 2005). firm. More specifically, the HR function
was making meaningful contributions.
This emerging concept of sustainability
in HRM practices has important The aim of the research is as follows:
implications both for organizational 1. Reveal HRM strategic integration
performance and for the HRM in business sustainability strategy
functions. HRM must support the as the role for HRM in an
development and implementation organization and its impact on the
of corporate/business sustainability organizational performance.
strategies because the unique 2. Further, study HRM integration
contributions of the HR are critical through the formulation and
to the success of the business. HRM implementation of sustainability
must recognize the new sustainability strategy in HRM practices. That
context of organizations and align is, sustainability incorporated
its practices. HRM needs to provide HRM practices at the content level
solutions for sustainable organization through the functions of HRM
as well as manage the HRM function (recruitment and selection, training
in a sustainable way. and development, performance
management and employee
Organizations may embark on the engagement).
sustainability journey from different 3. Derive a model for the role for
starting points and may even have HRM in business sustainability.
different endpoints or objectives in
mind. However, the development RESEARCH FRAMEWORK
of sustainability comprises many
common elements that apply across Operational Model and Hypotheses
sectors and organizational types
and that are relevant to forming a Every organization, in order to
sustainability strategy and program. achieve its business objectives,
formulates business strategies at
According to a growing body of a corporate level, a unit/business
research, many employers are level, and a functional level. This
struggling to incorporate sustainability strategy may be written or unwritten
in a strategic way into their business and depending on the culture of the
agree that HRM has a significant role organization, but the ultimate success
to play in incorporating sustainability depends on how best these strategies
practices in an organization (Schroeder, translate in the business processes
2012). being implemented.

Research by Wirtenberg et al. (2012) It is evident that more and more

highlights the role for HRM in businesses are embracing the
incorporating sustainability in the sustainability strategy to gain

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Figure 3.1. Operational model: Business sustainability role for HRM

the competitive advantage. For functions, including recruitment and

HRM to be strategically integrated selection, training and development,
in sustainability strategy of the performance management, compensa-
business, the HR function is tion and rewards, employee in-
integrated in formulation and in volvement and safety and well-being.
the implementation process as well
(Wright et al., 2005; Chanda & Shen, Figure 3.1 depicts an operational model
2009). Strategy formulation and linking the HRM strategic integration
implementation can be separated in business sustainability strategy and
but are integral to the success of the organizational performance. The
the strategic formula. Therefore, basic structure of the model is in line
HRM strategic integration should be with the model used by Chanda and
measured in both formulation and in Shen (2009).
implementation. This framework is
shown in the operational model. The Moreover, based on the objectives, the
HRM business strategy formulation research questions and, subsequently,
relies on development of HR strategy hypotheses were framed. Research
and HR involvement. The greater design adopts the quantitative research
the extent to which HR influences method for this study. This includes
the strategic decision, it becomes design of sampling frame, variables
effective, internally consistent, and and measures, questionnaire design,
strategically focused. and the reliability testing of the research
instrument the designed questionnaire.
The implementation of strategies is The following tables provide details of
action-oriented and involves all HRM all these.

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Table 3.1. Objectives of the study and the related research question and hypotheses
for business sustainability role for HRM

Objectives for the Research Questions Hypotheses

Study
To find HRM strategic How would one H1: There is a
integration in business know the HRM in the significant relationship
sustainability strategy organization has strategicbetween the HRM
integration in business strategic integration
sustainability strategy? FORMULATION and
IMPLEMENTATION
of the sustainability
strategy.
To find the relationship How would one know H2a: HRM strategic
of HRM strategic that this integration has integration is related
integration in business impact on organizational to the PEOPLE factor
sustainability strategy performance? of the organizational
and the organizational performance.
performance. H2b: HRM strategic
integration is related
to the PLANET factor
of the organizational
performance.
H2c: HRM strategic
integration is related
to the PROFIT factor
of the organizational
performance.
To find the effect of Does the organizational H3a: The organizational
the organizational characteristics like age characteristics, age of
characteristics on this of the business, size of the company influences
causal relationship the business the relationship between
between The HRM influence this causal the strategic integration
strategic integration relationship? and the organizational
and the organizational performance.
performance. H3b: The organizational
characteristics,
employees’ strength of
the company influence
the relationship between
the strategic integration
and the organizational
performance.

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Table 4.1. Research method

SAMPLING & SAMPLES RESEARCH DATA ANALYSIS

SAMPLE SIZE METHOD
KARNATAKA LARGE Quantitative Research Demographic Analysis –
REGION MANUFACTURING Method
COMPANIES SEM is used to % of total size of the
LISTED IN FKCCI analyze the data sample Vs. Product
INDIAN DIRECTORY to validate the Sector, Age and
MANUFACT- hypotheses. Employees’ strength is
URING SECTOR Samples representation shown in the form of a
from – Data Collection:
Stacked Bar chart.
Companies from those
SAMPLE SIZE: sectors contributed Questionnaire with
Normality Test –
to 80% of state GDP a measure of 5-point
N = 233 classified under the Likert interval scale.
Karnataka Industrial Skewness & Kurtosis
Census bureau. (Reliability of values show the
Companies the questionnaire significance value.
benchmarked either tested with CFA &
with ISO 9000, ISO Cronbanch’s Alpha test Normality test conducted
14000, OSHA or any & has a significance using XLSTAT shows
equivalent standards. alpha value >8.0 for all a significant result by
Companies the factors). accepting the H0 stating
representation from all & the data set falls under
parts of Karnataka Secondary data normal distribution.
Age of the company through the Official Structural equation
ranges from min 5years Websites of the modelling through Amos
to maximum 126 years. Companies. 20.0 software is used to
Employees’ strength
validate the hypotheses.
ranges from minimum Response rate: 40%
of 50 to maximum of
36000.
Respondents from
senior executives of HR
and NON HR divisions.
STACKED BARCHART SHOWING THE DEMOGRAPHY OF THE RESPONDENTS IN %
OF REPRESENTATION (N=233)
RESPONDENTSS
PRODUCTS
EMPLOYEES’
STRENGTH
AGE OF THE
COMPANY

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Model fit data obtained:

Cmin/DF: 1.846; GFI 0.988; AGFI: 0.954; CFI: 0.997; RMR: 0.46; RMSE: 0.060
Standard Criteria for model fit statistics (Wu, 2005; Hair et al., 2006; Lee et al., 2012)
Cmin/DF < = 3; GFI; AGFI; CFI>0.9; RMR<0.05; RMSE<0.08

Figure 5.1. SEM model showing the association of HRM strategic integration in
formulation and implementation of sustainability strategy in business

TESTING OF HYPOTHESES in formulation and implementation of

sustainability strategy in business.
The standardized regression estimate
allowed us to examine the direct A mediator is instrumental in
association between the constructs. accounting for the influence of the
We note that the level of significance independent variables on the dependent
is based on the critical ratio (CR) variables (Cohen & Aiken 2003).
of the regression estimate (Byrne, To test the mediation of the strategic
2001). Thus, CR values greater than integration of HRM (role for HRM),
or equal to 2.58 indicate a 99% level we followed the suggestions (Wood et
of significance. Accordingly, we report al., 2008) and applied SEM procedures
that HRM strategic integration in using a maximum-likelihood
sustainability strategy (HRM_SI) has a estimation (MLE) algorithm. It has
positive significance on constructs SI_ been previously discussed in different
FOR, RS_SI_IMPL, TD_SI_IMPL, papers (Elhuni & Ahmad 2014; Lee,
PM_SI_IMPL, and EE_SI_IMPL. 2012; Katou & Budhwar, 2009) that, in
the mediation analysis when variables
Consequently, we accept Hypothesis with multiple indicators are taken into
1: There is a significant relation account or conditions of confirmatory
between the HRM strategic integration analysis are met or models incorporate

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Table 5.2. Standardized regression weights with CR & P level

PATH Estimate CR P
RS <--- HRM_SI .869
TD <--- HRM_SI .912 19.985 0.001
PM <--- HRM_SI .904 19.631 0.001
EE <--- HRM_SI .907 19.793 0.001
FOR <--- HRM_SI .848 21.452 0.001

Model fit data obtained:

GFI: 1.000; AGFI: 1.000; RMR: 0.00; RMSE: 0.000

Standard Criteria for model fit statistics (Wu, 2005; Hair et al., 2006; Lee et al., 2012)
Cmin/DF < = 3;GFI; AGFI; CFI>0.9; RMR<0.05; RMSE<0.08

Figure 5.2. SEM model showing the impact of HRM strategic integration in
sustainability strategy and the people, planet, and profit factors of the organizational
performance in business

latent variables, SEM offers a better ratio (CR) of the regression estimate
alternative to traditional multiple (Byrne, 2001). Thus, CR values greater
regression tests of mediation. than or equal to 2.58 indicate a 99%
level of significance. Accordingly,
The standardized regression estimate we report that HRM strategic
presented in the Table 5.2 allowed us to integration in sustainability strategy
examine the direct association between (HRM_SI) has positive significance
the constructs. We note that the level on the organizational performance
of significance is based on the critical constructs: people, planet, and profit.

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Table 5.2. Standardized regression weights with CR & p level

PATH Estimate CR P
PEOPLE <--- HRM_SI .652 13.11 0.001
PLANET <--- HRM_SI .189 5.08 0.001
PLANET <--- PEOPLE .768 20.59 0.001
PROFIT <--- HRM_SI .240 05.48 0.001
PROFIT <--- PLANET .363 4.95 0.001
PROFIT <--- PEOPLE .351 5.02 0.001

Consequently, we accept Hypotheses and beats the market competition. It

2a, 2b, and 2c. There is a significant is well known that there is a finite set
positive relation between the HRM of financial and nonfinancial factors
strategic integration in sustainability in which to consider a firm’s failure.
strategy and people, planet, and Despite those factors, business/firms
profit factors of the organizational are able to operate in this dynamic
performance in business. business environment due to the
The influence of organizational different combinations of strategies
characteristics shows insignificance; the firm typically adopt to overcome
hence, Hypotheses H3a and H3b are the hurdles. An organization’s success
rejected. depends not only on the creative
The results of the present study provide strategies the TMT utilizes but also the
ample support for the proposed way the strategies are translated into
theoretical model given in the research policies, practices, process, and the
framework. actual implementation of these. Hence,
the role for HRM in an organization
DISCUSSIONS is to manage those minds responsible
for such creative strategies and also
Any typical manufacturing business facilitation and the implementation of
starts with the conceptual stage by those strategies in collaboration with
combining science, technology, and other functional areas, which leads the
social needs to create an innovation business toward sustainability.
or invention in the form of product(s).
The next stage is the compliance stage In line with this explanation, this
where the product is tested for feasibility study is proposing the I4C model to
and viability. Once this testing has represent the role for HRM in business
proven that the product is viable, sustainability.
the commercial stage with inputs,
processing, output, and residue in line In this study, the role for HRM is
produces the product. This product studied through the construct of
will enter the business environment HRM strategic integration of business
and faces the market competition in sustainability strategy. The HRM
the competition stage. The success strategic integration will be through the
or failure of this business depends on involvement of the HR in the strategy
how well the product responds to the formulation and aligning the HRM
dynamic VUCA business environment strategies with the business strategies

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Figure 6.1. I4C model: business sustainability role for HRM

formulated. In this study considering 60% of the companies under study

sustainability as a business strategy, have agreed upon the HR’s role in the
the HRM strategic integration is tested formulation of business strategy. The
for its formulation and implementation statistical significance tests revealed
levels through the functions of HRM. the positive significant association of
The statements “HR’s presence in the formulation and implementation of
the company’s board,” “HR in the HRM strategic integration. Further, the
C-suit,” and “HR reporting to the ANOVA test and chi-square tests reveal
C-suit” confirm the involvement of the the positive impact of the strategic
HR in the strategy formulation. The integration on the performance of the
implementation level revealed through organization in all the three factors of
the following functions of HRM, sustainability people, planet, and profit.
recruitment and selection, training
and development, performance This affirms that HRM in an
management, compensation and organization has potential to contribute
reward, employee involvement and important skills and to support the
safety and welfare. business to transform itself for greater
sustainability. HRM takes a leading
Based on the statistical analysis results, partnership role in developing and
this study on Indian manufacturing implementing sustainable business
companies reveals that HRM is more strategy through the skills in
active in implementation compared organizational process and change
with formulation of strategies. About management.

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The unique skills and knowledge of each CONCLUSION

and every employee are the sources of
competitive advantage. This CA can be The human resource management
leveraged to create sustainability-linked function is crucial to achieve
targets for performance, compensation success in a sustainability-driven
and rewards, training and development, organization. Sustainability is all
and value-based recruitment using pervasive. Sustainability practices
sustainability-based employer branding. in each and every aspect of doing
business have been embedded across
The tangible outcomes of strong organizations at all levels. It has
sustainable HRM performance include become an ongoing change process.
support for the achievement of broad Because the prime focus and skills
sustainability business objectives, of human resource professionals
measurable contributions to HRM include organizational process,
performance, including lower rate of change management, and culture
employee turnover, lower percentage stewardship, they should take a
of absenteeism, improved employee leading role in developing and
well-being, and an overall increase in implementing sustainability strategy,
motivation, employee involvement which in turn contributes to the
and productivity. organizational performance.

Other studies, too, have confirmed The results of this study reaffirm the
that, when the corporate sustainability HRM’s role in business sustainability.
leadership consider HRM as a critical HRM, through the strategic integration
contributor, HRM can redirect itself and in the formulation and implementation
the organization toward sustainability. the practices in processes, can bring
HR managers’ involvement through in the culture of sustainability in the
collaboration, consultation, and demand organization. HRM is not only serving
for HRM accountability incorporates as a tool to implement sustainability
sustainable HRM practices. At the same but also as an object of sustainability.
time, HR professionals must update Sustainability is considered not just
their approach from transactional or as an end or means for any process,
transformational HRM to strategic and it is considered as a management
to sustainable HRM. and leadership philosophy that
enables people to contribute success
It is also evident that there is strong at their work by minimizing the
correlation between HRM strategy and negative impact of their work on the
sustainability. The HRM strategy is the environmental and social factors and at
ways and means of administering HR the same time improving the financial
in a SMART tangible roadmap in its factors in the organizations.
implementation through agreeable set
targets. In retrospect, while integrating Academic and Managerial
sustainability in the planning matrix, one Implications
reassures that HRM is deliverable in the
short-, medium-, and long-term for present The present study makes both
and future generations in an operational academic and practical contributions
environment that is ever supportive and and suggests some applications for the
enriched (Wittenberg, 2012). research.

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As to the managerial implications, on the organizational performance.

the HRM strategic integration in the One of the study’s limitations is that the
formulation and implementation level present findings are indicative rather
covers most of the practices used in than conclusive. India has a vibrant
the organizations, constituting an multidimensional demography, and
important evaluation instrument for this study covered only the Karnataka
managers to improve their employee’s region due to the practical difficulty
sustainability quotient at work. There in approaching companies in the
is a consensus in the literature that other parts of India. The multisectors’
HRM strategic integration has a representation of samples covers only
positive impact on the organizational the sectors that have contributed to
performance. The I4C model—the role 80% of the state GDP. The study was
for HRM in business sustainability— conducted on only large manufacturers
provides a better understanding of registered with FKCCI.
the interconnectedness of the various
factors in bringing sustainability It would be useful to further assess
culture to an organization. This adds and generalize the HRM strategic
to the already published theoretical integration with sector-specific and
and empirical evidence of HRM region-specific studies.
policies and practices favorably affect
organizational performance. Another limitation is this study has
considered only the most widely cited
Limitations and Directions for Future processes of HRM viz., R&S, T&D,
Research PM, & EE. Studying from policy and
practices level may provide more
This research has limitations and focused inferences.
consequently recommendations for
future studies. Our study represents an Finally, the findings of this study were
attempt to build and test a conceptual not intended to be conclusive or limiting
framework of HRM strategic but offer a useful starting point for further
integration in business sustainability theoretical and empirical research on
strategy and studies the impact of this HRM and sustainability links.

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Asta, Savaneviciene and Zivile, Stankeviciute (2013), Sustainability as a concept

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