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The International Financial Reporting Standards (IFRS, 2023) guidelines have indicated the importance of holistic organisational sustainability values (profit, people, and planet) and the required human capital to implement sustainability business strategies to achieve sustainable development goals (SDGs). This empirical research using the strategic choice and sustainable human resource management resource-based theories explores the role of high-performance sustainable work practices (HPSWPs) with sustainability characteristics to shape the required human capital to implement simultaneous environmental, social, and governance (ESG) corporate sustainability business strategies aligned with the organisational sustainability orientation of firms. A total of 203 senior managers from Australian companies participated in this study. The participants completed survey questionnaires, which encompass the holistic organisational sustainability orientation, corporate sustainability business strategy, and high-performance sustainable work practices. The mediation study findings revealed that the social consciousness, stakeholder compassion, ethics of care for wellbeing, and pro-environment characteristics of high-performance sustainable work practices fully mediate the implementation of ESG corporate sustainability business strategies that are aligned with the holistic organisational sustainability orientation. This exploratory research extends the operational strategic choice theory from the sustainable human resource management resource-based perspective in highlighting the role of high-performance sustainable work practices in implementing the choice of environmental, social, and governance (financial) business strategies. Furthermore, the practical implications include improving the quality of voluntary sustainability disclosure by companies in alignment with the IFRS guidelines on management approaches relating to human resource practices to shape the required human capital with sustainability characteristics for corporate sustainability. Future empirical research directions in operationalising simultaneous ESG corporate sustainability business strategies using high-performance sustainable work practices aligned with the holistic sustainability orientation of firms are discussed.

Evidence indicates that harmful work practices such as long working hours in high-income countries kill more people than road accidents (International Labour Organisation, 2021). The Global Reporting Initiatives (GRIs) for Sustainability—Occupational Health and Safety (OHS) 403 standards (2018)—include ‘work-related leading indicators’, but currently, a limited understanding of these exists to prevent an increase in deaths due to work-related non-communicable diseases. The health harm of work construct, which is different from work stress, is a recent development in the sustainable HRM literature explaining employees’ perception of the restrictions imposed by work practices on achieving positive health. To promote health and well-being for all in the employment stage of life (SDG 3), this study aims to establish the health harm of work that is caused by work intensification as work-related leading indicators of adverse/decent working conditions (SDG 8). A total of 605 white-collar full-time employees completed work intensification, the health harm of work, and mental well-being questionnaires, and self-reported on health risk factors and chronic health conditions. Structural equation modelling was used to analyse the mediational research model of the dynamic transitionary effect of work intensification on employee health and well-being through the health harm of work. The findings indicate that work intensification improves employee mental well-being (SDG 3), but the mediation transitionary effect of the health harm of work highlights that mental well-being is reduced when work intensification (SDG 8) started increasing the health harm of work among individuals. The health harm of work from the sustainable HRM perspective is found to be effective work-practice related leading indicators of health and well-being in the working population. Research and practical implications to develop a business-health agenda of shared values are discussed.

The study attempts to develop a high-performance sustainable work practices (HPSWP) scale. The multi-dimensional HPSWP scale with sustainability characteristics was validated using four different samples (Total N = 509). Exploratory and confirmatory factor analyses supported that the four dimensions (pro-environment, stakeholder compassion, ethics of care for well-being, and social consciousness) reflect different factors of the HPSWP construct. In alignment with the integrationist perspective of high-performance work practices, each of the dimensions of the HPSWP scale includes bundles of human resource management practices with sustainability characteristics. The results from the construct validity revealed significant differences in the dimensions of HPSWP between companies that focus equally and those companies which focus individually on profit, human/social and environment sustainability outcomes. The validated HPSWP scale using sustainability characteristics is the earliest study in the sustainable HRM literature. The HPSWP scale will support sustainability professionals with metrics to facilitate employee attitudes and behaviour at work to help organizations implement and achieve integrated financial, social/human, and environment sustainability outcomes. Various contributions to the sustainable HRM field are discussed.

Purpose The purpose of this paper is to develop a health harm of work scale from the sustainable HRM perspective. Design/methodology/approach A three-dimensional model was proposed for the health harm of work scale and validated (Total n=527) using a five-part study (item generation, item reduction, convergent, construct and discriminant validity). Findings Exploratory and confirmatory factor analyses supported that the three dimensions (restrictions for positive health, the risk factors for psychological health and the side effect harm of work) simultaneously tap into different aspects of the health harm of work construct. The results from the construct validity revealed that health harm of work as a phenomenon has manifested itself in different facets of health harm of work intensification. Finally, the discriminant validity study revealed that the overlap between the dimensions of the health harm of work scale and the dimensions of recovery experience from the work questionnaire is low and it provides support for the discriminant validity of dimensions between these two scales. Practical implications The proposed measure can be used as potential leading indicators for negative occupational health to prevent or delay the onset of work-related illness manifestation or health consequences (sick leave, absenteeism, presenteeism, etc.). Originality/value This is the first study to validate a measure of health harm of work and to provide tangible evidence of health harm of work which will subsequently trigger organizations to introduce a planned intervention to improve occupational well-being to promote sustainable HRM.

PurposeThe purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles and the dissonance factors of leadership styles perceptions on employee engagement using the information-processing and connectionist perspectives of leadership perceptions.Design/methodology/approachHypotheses relating to direct and moderated effects of perceptions of leadership styles on employee engagement were tested using a two-stage intra-individual level study (n=172 in each stage). Hierarchical regression analysis was used to test the hypotheses.FindingsThe findings revealed that perceptions of preferred and experienced supportive leadership styles are individually important predictors of employee engagement. It was also revealed that differentiated leadership styles have stronger (complementary) effect on employee engagement when the perceptions of experienced participative and supportive leadership styles were aligned with perceptions of respective preferred leadership styles. Furthermore, it was also found that the low level compared to the high level of dissonance factor or the difference between preferred and experienced instrumental leadership style acted as a complementer on employee engagement.Research limitations/implicationsThis study has made contributions to facilitate scholars to build better information-processing models and implicit theories for differentiated leadership and employee engagement links. Finally, the study provides new information on the consequence of perceptions of leadership style and the dissonance factor of leadership perceptions on followers’ actions such as employee engagement.Originality/valueThis will be the first empirical study examining the relationships between the dissonance factor of leadership perceptions of participative, supportive and instrumental styles and employee engagement.

Purpose The purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles and the dissonance factors of leadership styles perceptions on employee engagement using the information-processing and connectionist perspectives of leadership perceptions. Design/methodology/approach Hypotheses relating to direct and moderated effects of perceptions of leadership styles on employee engagement were tested using a two-stage intra-individual level study (n=172 in each stage). Hierarchical regression analysis was used to test the hypotheses. Findings The findings revealed that perceptions of preferred and experienced supportive leadership styles are individually important predictors of employee engagement. It was also revealed that differentiated leadership styles have stronger (complementary) effect on employee engagement when the perceptions of experienced participative and supportive leadership styles were aligned with perceptions of respective preferred leadership styles. Furthermore, it was also found that the low level compared to the high level of dissonance factor or the difference between preferred and experienced instrumental leadership style acted as a complementer on employee engagement. Research limitations/implications This study has made contributions to facilitate scholars to build better information-processing models and implicit theories for differentiated leadership and employee engagement links. Finally, the study provides new information on the consequence of perceptions of leadership style and the dissonance factor of leadership perceptions on followers’ actions such as employee engagement. Originality/value This will be the first empirical study examining the relationships between the dissonance factor of leadership perceptions of participative, supportive and instrumental styles and employee engagement.

Purpose - The purpose of this paper is to propose a conceptual model of harm indicators of negative externality (NE) of organizational practices, to help practitioners and researchers identify the harmful aspects associated with the unsustainable internal efficiency focused organizational practices to achieve a sustainable society.Design methodology approach - Initially, the harm indicators of NE of organizational practices are theoretically explored. Subsequently, the direct costs associated with the harm indicators of NE of work intensification, one of the strategic organizational practices, on employees and the community are examined using published information.Findings - There are clear indications of direct costs for handling the psychological and social aspects of harm of organizational practices on employees, and the employee work-related health treatment costs to the community.Research limitations implications - The published research used in estimating the direct costs of harm indicators on employees and the community in this paper are not originally designed to examine the NE of organizational practices. Therefore, future studies need to explore the costs of harm indicators of NE of organizational practices on society.Social implications - An understanding of the costs of harm indicators of NE of organizational practices on society can help organizations to be proactive to introduce sustainable human resource management strategies, so as to minimize the harmful aspects of NE before it starts curbing employees making positive contributions to their families and the community.Originality value - The model of harm indicators of NE provides a new insight - that over-utilization of human resources for an organization's internal efficiency purpose - has unsustainable impact on society.

Purpose - The purpose of this paper is to explore psychological, social and work related health aspects of harm imposed on stakeholders, such as employees, their families and communities, by organizations while using efficiency based human resource management (HRM) practices.Design methodology approach - The ethical issues of negative externality (NE) or harm of HRM practices are scrutinized using ethics of care for a stakeholders' perspective. Further, the conceptual framework of NE of HRM is used to analyse the psychological, social and work related health harm of one of the strategic HRM practices, work intensification, a widely used practice to improve the efficiency of employees.Findings - It is evident from this article that NE of work intensification has become the major contributor to the psychological, social, and work related health aspects of harm on the stakeholders, and they as third parties render the costs for managing this harm.Research limitations implications - The harm indicators and the associated costs are drawn from published research that was not conducted for the purpose of identifying the harm of the NE of HRM practices. Hence, it is suggested that it would be useful to develop a tool to measure the harmful effects of HRM practices on the stakeholders.Practical implications - The analysis of NE of work intensification can help managers to be proactive in introducing sustainable HRM strategies so as to minimize the harms of NE of HRM practices.Originality value - The framework of NE of HRM provides a new insight that overutilization of human resources for maximizing an organisation's profit has an unsustainable impact on society.