Research Project

Table of Contents

Title: Sustainability in Human Resource Function for Sustained Profitability...............................1

Chapter 1: Introduction....................................................................................................................1
Overview of topic...................................................................................................................1
Background of topic...............................................................................................................1
Research Objectives...............................................................................................................3
Research Questions................................................................................................................3
Rationale of topic...................................................................................................................3
Significance of topic...............................................................................................................4
Outline of research chapters...................................................................................................4
Chapter 2: Literature Review...........................................................................................................6
Issues associated with maintaining sustainability within Human Resource Function...........6
Best practices through which sustained profitability can be maintained in an organisation..8
Impact of sustainability in human resource function on sustained profitability..................10
Different aspects of model of sustainable human resource management.............................12
Chapter 3: Research Methodology.................................................................................................15
Chapter 4: Data Analysis...............................................................................................................23
Chapter 5: Conclusion....................................................................................................................34
REFERENCES..............................................................................................................................37
Title: Sustainability in Human Resource Function for Sustained Profitability

Chapter 1: Introduction
Overview of topic
The division of the organisation accountable for finding out, screening, recruitment, and
administration of the employee-benefit program is referred to as human resource function. Now,
the HR function within the organisation has a critical role through which the latter can deal with
a fast-changing environment as well as address the needs of their customers (Atiku and Lawal,
2021). Sustainability in the context of business implies the commitment of the firm to balance
the financial performance along with the quality of experience of employees, environmental
sensitive initiatives, and society at a larger scale. The HR function possesses the potential to
promote practices and policies that are necessary for ensuring sustainability. Their strategic role
is to formulate the link among different entities that are corporate social responsibility, ethical
functions along with their functions for the creation of a map for the attainment of sustainability.
It is critical that precise strategies are being formulated by taking into consideration of
needs of employees, customers, and organisation on the whole, and accordingly, practices must
be taken up by the HR function. Sustainability is the concept on which emphasis is made and this
has to be done by each department of the organisation. The reason behind this is that if
individually the functions will be sustainable then the whole organisation will sustain (Bombiak
and Marciniuk-Kluska, 2019). The HR function is accountable for the formulation of the
strategies by analyzing the market, customers, and organisation need. This aids them in opting
for the best practices for having an effective workforce who can deliver their liabilities as per the
standards that have been set by the organisation. If these aspects are ensured then up to a certain
extent firm can make sure that they can address the needs of different stakeholders. But this also
makes it necessary to identify the factors that will hamper the overall sustainability of the HR
function and might hinder them from attaining respective profitability standards that have been
set up by the latter.

Background of topic
Human resource management refers to the process of recruitment, selection, carrying out
induction for employees, furnishing orientation, providing training along with development, and

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ensuring health measures. It is a practice that is being carried out via organisation for recruiting,
deployment, and management of the employees. This is an umbrella term that is utilized for
describing management along with the development of the workforce within the organisation
(Chams and García-Blandón, 2019). HRM is a function of the firm that is liable for ensuring
their distinct aspects and efficient management will enable employees for contributing
effectively to the attainment of goals as well as objectives.
The term ‘strategy’ refers to a broad statement that formulates set of directions, which are
specific and measurable. Hereby, strategic plans can be formulated carefully by involving
stakeholders. These specify the patterns of decision making, actions that must be carried out
along with policies for guiding to attain organisational goals. Strategic human resource
management is formulated to assist the organisation in accomplishing the requirements of the
employees while aiming at the overall objective. This acts as proactive management of the
people that needs thinking a step ahead, planning through which needs of their employees can be
addressed and for employees so that they can acknowledge organisational requirements in a
better way. This leads to the creation of a significant impact on how activities are carried out by
emphasizing hiring practices and training programs. This implies that strategic HRM refers to
linking up human resources with the strategic objectives as well as goals for improvising
performance and development of organisational culture for fostering flexibility and innovation
for having a competitive edge.
Sustainability comprises three pillars, namely, economic, environmental, and social by
emphasising upon the planet, profit, and people. Organisations aim at addressing the
requirements of the present but do not blow chances of future generations to meet their needs
(Karman, 2020). For ensuring the sustainability within the marketplace organisation formulates
different function so that they can meet the needs of potential customers. HR function aims at
addressing the organisational requirements so that employees can give their best while working
on their liabilities. This leads them to make sure that desired levels of profitability are attained
and they make use of different practices along with these developed strategies.
Sustainable HR is defined as the human resource function that operates according to the
principles of ethics and morality. Sustainable HRM is the composition of initiatives that are
aimed at (a) creating awareness for the accountability of human resource management for the

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impact of decisions, (b) integration of short term and long term purposes, and (c) contribution to
regenerative organisational practices.

Research Objectives
 To identify the issues associated with maintaining sustainability within human resource
function.
 To determine the best practices through which sustained profitability can be maintained
in an organisation.
 To analyse the impact of sustainability in human resource function on sustained
profitability.
 To explore the different aspects of model of sustainable human resource management.

Research Questions
 What are the issues associated with maintaining sustainability within human resource
function?
 Illustrate the best practices through which sustained profitability can be maintained in an
organisation.
 What is the impact of sustainability in human resource function on sustained
profitability?
 What are the different aspects of model of sustainable human resource management?

Rationale of topic
The primary purpose of researching this topic is to have a precise understanding related
to the concept of sustainability in the HR function. Here, different issues will be taken that create
a cynical influence on the working of the human resource function and thereby, lead to the
emergence of a question on sustainability. Thus, it becomes necessary to analyse them and the
impact that is being created by them. Further, the different practices are being carried out by this
function but it is important to acknowledge the extent of the impact that is created by each of
them. The rationale behind doing so is to make sure that organisations can accomplish the
probable needs of their employees. This will enable them within delivering their liabilities
adequately and sustainably through which overall organisational objectives can be attained
(Macke and Genari, 2019). For a management student, it is important to acknowledge the

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liabilities of HR function so that while delivering their services within the organisation they can
understand how this has to be done.

Significance of topic
The topic is “Sustainability in human resource function for sustained profitability” which
is appropriate as this will provide an insight into practices that will aid HR in ensuring attainment
of sustained profitability. The topic is significant as this will furnish insight into the concept of
sustainability of HR functions that will yield firm to attain their objectives. For this, it becomes
essential that issues that are being faced by the HR function must be evaluated and as per that
strategies must be formulated (Stankevičiūtė and Savanevičienė, 2018). This will enable
employees to have a precise guidance related to what they have to do and how it can be done.
The rationale behind doing so is that it will assist them in the identification of aspects that will
have a negative impact on their sustainability or manner of working within the company. This
will allow HR function to maintain different activities and make that the strategies that have been
developed are followed effectively. If these aspects will be clear then it will not be difficult for
employees to deliver their services appropriately. This means that organisation can attain their
overall goals within a particular frame of time.

Outline of research chapters

It is of the essence to have precise information related to distinct chapters that will be
carried out for attaining a conclusion. This research will cover the following sections:
Introduction: This aims at providing the reader with an overview of what will be covered
in the research. This section presents a review of the topic being studied by furnishing objectives
on which emphasis is laid upon.
Literature Review: This is the next section or chapter that will be covered and will
provide brief details related to the objectives that were developed within the previous chapter.
Here, the viewpoint of different authors will be presented so that the research gap can be
identified and relevant inference can be attained.
Research Methodology: It is dependent on diverse procedures that will aid researchers to
gather information by analyzing it in an efficacious manner (Bloomberg and Volpe, 2018). This
will provide insight into distinct methods that will be used by the latter for collecting

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information. Here, research approaches, philosophy, sampling, and many other aspects will be
depicted.
Data Analysis: In this chapter researcher will access the information based on objectives
that are developed. Here, the primary method will be used by the researcher for having data, and
for doing so questionnaire will be developed. This is cost-saving methods through which the
perspective of different people or samples can be analysed.
Results and Discussion: The analysis will be carried out by utilization of a literature
review where information has been gathered from secondary sources. This will furnish the reader
with a summary of the research topic and have an understanding related to the same.
Conclusion and Recommendations: This chapter is a critical part of the research that will
aid the researcher to furnish what they have attained in the context of knowledge from the
particular topic. The inference that is drawn from the entire research will be presented.
Furthermore, accordingly, recommendations will be provided for enhancing the overall problem
that has been identified.

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Chapter 2: Literature Review
A literature review is the summation of information accessible on a certain subject till
date. This section of dissertation is mainly concerned with the critical evaluation of all the data
that has been published on a topic by different authors, researchers, and scholars (Hart, 2018).
This section is assumed to be one of those pillars upon which the research idea is based as it
provides the relevance, background, and context of the research problem that is being explored
within the study. It helps to obtain a better comprehension of the topic of the research. By cri-
tiquing the subject from the point of views of different authors, the researcher can derive true and
relevant findings related to the topic. The current literature review is based on the topic- “Sus-
tainability in Human Resource Function for Sustained Profitability”. The section will throw light
upon the aspects of sustainability within human resource function that should be focussed on, for
the attainment of sustained profitability.

Issues associated with maintaining sustainability within Human Resource Function

According to the views of Ehnert, (2006), sustainability is critical for organisations
irrespective of their size (SME’s or MNC’s). HRM practices along with the social aspects of the
term sustainability are essential for the creation of sustainable firms and thereby opt for advanced
practices. It denotes the ability for addressing the needs of the present generation but the abilities
of the future generation are not compromised. For example, unsustainable business practices like
an organisation are not bringing innovative services and have been selling the same products for
years which imply that the organisation is declining their life cycle. The other critical aspect
associated with this example is that if competitors are providing customers and employees with
better services as well as working environment respectively then why they will opt for them.
This implies that sustainable development is not only the liability of communication
professionals or environmental specialists. This needs effective contributions from each function
present within the firm. For an instance, supply chain management is accountable for product
responsibility and risk management. Brand awareness and reputation are ensured by marketing.
The HR function is liable for employee recruitment and their retention, competencies, and
motivation. It is identified that different have different responsibilities and the sustainability of
any function is at risk if they are not able to address the requirements of the associated
stakeholders.
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 As per the viewpoint of Wikhamn, (2019), the key factors that aid a firm in the
attainment of sustainability objectives are dependent on sustainable HRM that is a cross-
functional task, and becomes essential with strategic levels. Different issues are associated with
sustainable HR function in the organisation which can create a pessimistic influence on how firm
render their offerings in the market place. Workplace diversity, different generations are
belonging to cultural and ethnic differences. This leads to workplace conflicts and harassment
which further create an impact on the performance of employees. The culture might not be
appropriate. Discrimination implies the HR practices might take into consideration the
background of the person who is being interviewed, nationality, culture, race, and even religion.
For instance, if HR is Australian, then they might give preference to someone who is from the
same country. The reason can be that they can easily adjust within the working environment of
the organisation but this will be an act of discriminating against the other. Further, the colour of a
person can also be regarded as a reason behind not recruiting someone.
Compensation is the critical issue that is being faced by an organisation like a firm needs
Post-graduate with experience of 2 years than on what basis they can be differentiated. In
particular designation, there can be multiple employees but HR struggles to structure the
employee compensation as the skill set that is possessed by one might not be possessed by
another. This can create a conflicting situation as they need to analyze all the factors like training
cost, benefits, and many other expenses. The issue specified above further leads to another
problem that is employee retention, the competition within the market is fierce and the small
organisations do not have that much budget through which they can give employees expensive
insurance, retirement plans, etc. which are being given by other competitors. Employee turnover
can be expensive and also creates a negative influence on the growth of a business. This implies
that there has to be something unique through which employees can be retained for a longer
duration of time.
Bullying is another issue that can be faced via HR function that denotes an attempt for
undermining as well as harming someone depending on perceived weakness and is an ongoing
process. For example, if an employee has a stammering problem then the colleagues might bully.
Though it is not ethically right some people have the habit to poke others and are also liable to
create a strong impact on the mindset of the person who is having some problem. This issue is
faced by many employees and HR cannot help with it unless someone gives information related
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to this to them. Communication barrier is the critical issue encountered by the HR function
(Wikhamn, 2019). Suppose, the person is well-qualified with relevant skills, knowledge, and
experience is recruited by HR but is not proficient with the language used within the working
premises. This can create a negative impact on their performance and if this is not well
accumulated then the same employee will go through different problems like discrimination,
bullying, harassment, and many more. There is a need for effective channels through which it
becomes easy for each entity to interact. This creates an issue for HR function whether or not to
recruit a capable person.
These are certain issues that create a question mark on sustainable HR function within the
organisation. For ensuring the success of an organisation, it is mandatory to make sure that each
department or function is appropriately delivering its services. Therefore, all the issues either
they are small or big must be prioritized, or accordingly actions must be taken so that these can
be dealt with adequately. Further, the HR function needs to analyze the needs of employees so
that they can develop their strategies and practices by considering those factors.

Best practices through which sustained profitability can be maintained in an organisation

According to the view point of Zaugg, Blum and Thom, (2001), below discussed are
some of the best practices of human resource function with which sustained profitability can be
obtained as well as maintained within the bounds of an entity.
Recruitment and selection: This role of human resource function mainly includes the
hiring of qualified and skilled candidates who match the eligibility criteria for any designation
within a firm. Now, HR recruitment can be assumed to be sustainable only when it has the
capability of carrying out recruitment of those candidates who match the requirements of a
vacant position to the largest extent. Hereby, it is important that there should be no element of
discrimination, prejudice or bias within the process. The examination of requirement of an open
position in the company is significant as this succeeds the lookout for potential and qualified
candidates present within the labour market (Worku, 2018). With regards to sustainable HR
selection, the main objective is to forecast the success of a candidate in the allotted role and to
carry out an employment decision. When potential and skilled candidates are assigned to vacant
job positions, the company is able to elevate its position within the global market place. This
helps the firm to achieve sustained profitability.

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 Personnel Deployment: The aspect of sustainability is incorporated within personnel
development role of human resource function by allocating the jobs to employees and integrating
the workforce into the working procedures. Concerning this, the instruments for health
management include collection as well as evaluation of health associated data (such as accidents,
cause of illness, absenteeism from work, and so on) and ergonomic and medical compatibility of
workplace. Further, the methods having the potential of integrating older employees in the
working procedures and supporting the work life balance are of extensive interest. When an
organisation focuses on the process of effective personnel development throughout the human
resource function, it automatically helps it in accelerating the sustained profitability in the long
term.
Working time models for older employees: The population is growing older with a
simultaneous decrease in birth rates. The potential of older employees within HRM rises with the
increment in overall production of the company. The importance of this potential is further
affected by the size of the firm. A large sized organisation values the potential of older
employees more than the small sized entity. In many companies, sustainability is promoted
within the human resource function through allotment of part time jobs as well as projects to
older workers, more often in the form of Senior Consultant. Mostly, this is seen within the
bounds of service sector firms. It is seen that such workers usually avoid taking on temporary
management assignment, representation duty like networking, external communication
assignment, etc. Some of the nations even focus upon coaching and mentoring tasks for older
employees (Ehnert, 2014). This helps in maintaining their productivity and work to the best of
their potential. The companies that emphasize on creating working time models especially for
older workforce profit systematically and gain sustained profitability for the long run.
Work Life Balance: The provision of flexible working hours to employees within a
company allows individuals to maintain a work life balance. This role of human resource
function encompasses sustainability to a large extent. Work life balance enables the personnel
belonging to an organisation to manage the responsibilities of their personal lives along with the
responsibilities of their corporate lives. One of the main practices that can be used to ensure the
maintenance of work life balance is acknowledged to be job sharing. Concerning this, it is a
process requiring two or over two employees and involving the entailment of temporary as well
as functional division of jobs. It allows participants to carry out personal and professional
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development in the long run. Another example of practice promoting work life balance is the
provision of sabbaticals. These are long term leaves whereby the working contract is maintained
into force along with partial, whole or no financial compensation. Such leave tend to fulfil many
purposes inclusive of continual education, recreation, private time, volunteering work within
NPOs, and language learning abroad, and many more (Guerci and et. al., 2019). Further,
teleworking or telecommuting is another practice that empowers the personnel working in an
organisation to work from home or via telecentres.
Green Human Resource Management: It is a composition of all those activities that
include the development, execution, and continual maintenance of a system aimed at making the
workforce of an entity green. This side of human resource management is concerned with the
transformation of normal employees to green employees. It is done with the motive of
accomplishing the environmental goals of the company as well as making a substantial
contribution to the sustainability of environment. Green HRM consists of the system, policies,
and practices that turn employees into human beings who work in the interest of environment,
business, and the society (Ahmad, 2015). The main objective of green human resource
management is the creation, enhancement and retention of greening in each role of the HR
function within a firm. It helps in making the employees giving a large contribution in the form
of 4 roles, namely, maker, non-polluter, conservationist, and preservationist.
Disemployment: It is act of dismissing someone from or putting one out of employment.
Now, the conceptual viewpoint to disemployment states that this practice is sustainable only
when it takes into due consideration the requirements of staff as well as those of organisations
and is emphasised majorly upon not dampening the goodwill of the firm within labour markets.
Many companies make use of exit interviews as one of the methods to carry out the process of
disemployment. This provides the company with significant information related to reasons about
leaving the firm along with data pertinent to corporate climate.

Impact of sustainability in human resource function on sustained profitability

Every business that runs as a part of the economy possesses the long term objective of
attaining as well as maintaining sustained profitability. It simply implies that an entity renders a
product or service that holds two main characteristics: being environment friendly and profitable.
It is quite often viewed by people that sustainability measures or practices tend to cause a decline

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in the profits or profitability of the company. However, instead, such measures are known to
boost the organisational profitability, helping it in attaining sustained profitability. Over time,
many companies have adapted their business models in a manner that can accommodate the
notion of sustainability. Now, human resource is a vital function of a company that aims to
facilitate sustainability within it to ensure that the firm is able to gain sustained profitability.
There are several practices through which the human resource function is able to
incorporate the aspects of sustainability within it. These practices help to ensure that the
respective function of the company along with the organisation as a whole are working in the
interest of society, environment and industry. Sustainability within HR function allows a
company to source potential, skilled and talented candidates who possess the capability to
elevate the financial performance of the firm. It allows the organisation to enhance its position
within the bounds of global market place. The direct implication of the same can be seen in terms
of greater reach to the audience across the world and the increment in revenues as well as profits
earned by the company (Ybema, van Vuuren and van Dam, 2020). Sustainable human resource
management thus allows entities to work in a manner that is supported and promoted by different
stakeholder groups like press, government, community, local organisations, non profit
organisations, customers, and so on. In the long run, this enables a company to attain the stance
of earning sustained profitability. Sustainability within the human resource function also allows
companies to combat the issue of unemployment prevailing within many countries of the world.
It boosts the employment rates, thereby, uplifting the economy of the nation by a fair percentage.
The emphasis on provision of opportunities to employees for maintenance of work life
balance is another common example of best sustainability practice of HR function. It instils a
sense of trust and belief within the workforce towards the firm. In the long run, it persuades the
workforce to operate effectively and efficiently for accomplishing the corporate goals and
objectives timely. Firms preserving the rights of employees regarding receipt of equal
opportunities of empowerment, training, learning and development gain an edge in market. Such
companies are able to boost their market image and make sustained profits, gaining high stakes
across the globe.
Sustainability in HR function helps to motivate the employees of an organisation to give
their best performance by providing them with job satisfaction. This is mainly facilitated by
keeping in front of the employees a point of view that the organisation is taking efforts to
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provide empowerment opportunities to the workforce. When the employees recognise the
initiatives and efforts put forth by firms for their self-development and empowerment, they put
their best foot forward to make sure that the goals as well as objectives of the company get duly
fulfilled in the prescribed course of time. The aspect of sustainability in human resource
management further enables a culture of workplace democracy. It implies that such companies
provide workers with an opportunity to raise their voice against odds or unethical practices such
as discrimination, prejudice, harassment, bullying, bias, and so on (Mishra and Sarkar, 2020).
Upon the identification of such illegal or unethical practices prevailing in the firm, the senior
authorities take strict actions against the ones found guilty. Thus, sustainability helps human
resource function to preserve its esteem and respect in the company. Also, it provides aid to the
entity in presenting a favourable image of the brand among the public. As a result of this, the
company is able to strengthen its financial performance and consequently, attain sustained
profitability.

Different aspects of model of sustainable human resource management

The notion of sustainability has undergone evolution over the course of time. It has been
an important theme for every organisation. However, the full potential of this notion with respect
to human resource management is exploratory. Zaugg, Blum and Thom (2001) have proposed a
conceptual model of sustainable human resource management (Figure1). Some underlying
objectives form part of this sustainability model. These objectives include increment of the
employability of employees, usage of participatory management models for the enhancement of
individual responsibility, and assurance of an effective work life balance. The accomplishment of
these objectives is probable only when the individual along with the company are regarded to be
equal partners. The measures taken for maintenance of sustainability within the HR function are
concerned with company as well as the individual. On one side, the satisfaction of individualistic
needs and demands is promoted. On the other side, maintenance of competitiveness of an
organisation is facilitated as well as ensured with the help of sustainable human resource
management.

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 Figure 1: Model of a sustainable human resource management

(Source: Zaugg, Blum and Thom, 2001)

The objectives that have been listed above forming a part of the conceptual model of
sustainable HRM tend to make sure that sustainability exists within the human resource function
of a company. The starting point of this model consists of values as well as social needs. These
comprise the needs held by the employees that keep on altering on a gradual basis. It is seen that
many individual look for potential and prospective opportunity with the help of which they can
carry out individual development not just within professional set of activities but also within
other domains of the life (objective: work life balance). Even when work is regarded of primary
significance within the lives of majority of the workers, family life, especially the private life is
considered to be equally important. On one hand, future male managers intend to lay more stress
upon their children. On the other hand, women managers are no longer ready to forego their
identity carved out of their professional career for their family lives. This change in values taken
place over the course of time is not essentially linked to a decline within the professional
motivation. Rather, it is actually a shift within the value centred rating along with an increment
in the variety: intrinsically motivated goal like looking for individualistic development, scope for
the process of decision making, challenges via the project centred activities. The most common
basis for such goals is considered to be the keenness for individual responsibility as well as self
determination (objective: individual responsibility).

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 Owing to the altered needs of employees, the individualistic professional careers of
individuals tend to include more of time-outs, alterations, detours, and breaks. Private along with
professional biographies are quite often seen to be made up of a set of single projects (patch
work biographies) that affix a unique and individual pattern towards each of the biographies.
Conventional life profiles, in accordance with models may be found very rarely in the future time
period. From the perspective of an individual, it is significant not just to lay emphasis upon a
certain activity or profession but to also intend to gain a generally higher market value within the
confines of labour market. This helps in engaging the individuals in the process of continuous
development (objective: employability). These individuals possess extensive potential for several
domains of activity along with the motivation to get indulged in getting familiar with new areas
of knowledge (Esfahani and et. al., 2017).
Organisation can gain from these development and generate advantages within the
market. Concerning this, the exploration of individual responsibility is supported by the
constantly increasing requirement of organisations of delegating responsibility, tasks, and
competence. The rationale behind this is found within the increasing dynamism of the market
that calls for the shortening of lines of communication as well as decision making. Consequently,
the flattening of organisational hierarchy structure generally calls for a greater scale of
competence within the leadership along with the subsequent requirement of delegation.
The employees acting autonomously, intending to give their contribution for the shaping
of an organisation, meeting the needs of labour market and maintaining a healthy balance
between private and work life are known to be the success potentials for future course of time.
The effective utilisation of such individuals is regarded to be a new challenge in the domain of
human resource management. Now, the framework for enhancement of individual responsibility
needs to be developed. The employability is supported by long term centred as well as
comprehensive HR development measures. Further, the balance is facilitated between private life
and work life by virtue of the instruments of HR deployment like up to date working time
models.

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Chapter 3: Research Methodology
The procedures or techniques that are utilized by the researcher for identifying, choosing,
processing as well as examining information related to a specific investigation area are referred
to as research methodology. Within the research, this chapter enables the reader or other
researchers to analyze validity and reliability critically. This deals with fundamental methods,
techniques, and procedures that are being used by researchers for collection along with analysis
of information within the research for confirming research questions (Abutabenjeh and Jaradat,
2018). Under this section of the research, different methods will be utilized like design,
instruments, sampling techniques, data collection methods, and many more. These are a critical
part of research methodology as this will enable researcher within collection for the valid
information related to sustainability and this lays influence on having sustained profitability of
the HR function. Some useful and significant methods for the study are elaborated beneath:
Research design: The activities of the research are dependent on the design as this will
assist the investigator within the sustainability in human resource function for having sustained
profitability. It is the critical part of the research methodology that is further segmented into three
distinct types, they are: descriptive, experimental, and exploratory. These are major types of
research designs but as per a current study, the descriptive design will be utilized via the
researcher. This is suitable and beneficial according to the research topic and through this
efficacious inferences can be attained. Such kinds of designs are more effective for researchers to
analyze non-quantified issues. Further, experimental and exploratory are other kinds of design
that are not adequate as per this investigation.
Types of study: Research methods are classified into two different categories, they are
qualitative and quantitative. Here, quantitative research is liable for resolving, inferring as well
as illustrating any sort of problems in number format. But in qualitative research, this is
dependent on words, sounds, emotions, and many other non-numerical or unquantifiable entities
(De Stefano, Bagdadli, and Camuffo, 2018). Both of them are critical for carrying out the study
but in case of having sustained profitability in the HR function, a quantitative type of study will
be utilized via the researcher. This will assist the researcher in the collection of numerical data
related to the topic. This kind of study has various advantages like higher levels of reliability,
particular research problems, minimized personal judgment, precise independent along with

15
dependent variables, and many more. This is a primary reason for making use of quantitative
investigation. But qualitative is another form of study that is not appropriate as per this
investigation as this generates ample qualitative information which will make it difficult for
analyzing it completely and drawing in conclusion (Ehnert and et. al, 2016). The reason for
opting quantitative research method is that it renders generalized, replicable, and specific
information.
Sources of data collection: This is another part of the research methodology and there
are two distinct sources for collecting data they are secondary and primary. For a collection of
primary data about sustainability in HR function to have sustained profitability, a questionnaire
will be used. For gathering secondary data, distinct sources such as articles, magazines,
publication research, books, and many others are significant to study. Therefore, secondary along
with primary sources of the data collection are essential for a researcher within gathering
information related to sustained profitability in the HR function.
Research approach: This segment comprises data analysis and data collection to have
precise information. For a collection of data, two approaches are quantitative and qualitative. For
gathering data associated with sustainability in HR function for having sustained profitability, a
quantitative approach will be utilized. The rationale behind opting for this approach is that it will
enable researchers to a collection of numerical information and it does not need ample sources
for doing so. For analyzing information related to sustainability in the HR function, a deductive
approach will be utilized. Both quantitative, as well as deductive approaches, are critical for
researchers within the collection and analysis of relevant data associated with the current topic
(Engwa and Ozofor, 2015). Further, the deductive approach is dependent on the quantitative
approach of collecting data. This will be relevant for a researcher within having quantitative data
through the utilization of questionnaires.
Research philosophy: This is a significant and relevant segment of the methodology for
the investigator for reaching precise inference. This is divided into two philosophies, they are
interpretivism and positivism. Here, positivism makes use of a quantitative method and
qualitative philosophy is utilized within interpretivism philosophy. As per the present
investigation, positivism philosophy is utilized as this is accountable for supporting the
researcher within the collection of data from the respective respondents. This is liable for
supporting researchers in collecting information by making use of questionnaires as well as has
16
valid outcomes (Flick, 2015). The shortcoming of the interpretivism philosophy as this is
subjective. There are distinct options for not making use of interpretivism, they are researcher
imposition, minimized reliability as it might not be generalized, and many others. Thus,
positivism philosophy is useful and important for a researcher as this will aid within a collection
of quantitative information. This does not need enhanced resources for having information.
Research strategy: This is a critical part of the research methodology that provides
direction for the study that involves processes that enables to carry-out investigation
appropriately. There are different research strategies like grounded theory, case studies,
experiments, action research, ethnography, surveys, and many more. They are significant within
the research as this enables investigators within collecting information related to the topic. For
gathering data associated with sustainability in the HR function and sustained profitability,
market survey strategies will be utilized. This is appropriate for having valid as well as reliable
data from ample respondents. This enables researcher within having a wide range of advantages
that involves beating rivalry, acknowledging employees, minimization of risk portfolio and
various others (Kumar, 2018). Therefore, the survey is a critical as well as an effective strategy
for carrying out analysis of sustainability in the HR function.
Research instruments and techniques: This aspect is primarily associated with
collecting information. Various techniques can be utilized for doing so that include interview,
focus group, observation, questionnaire, observation, etc. They are critical instruments for the
data collection but for collecting information about sustainability, a questionnaire will be utilized
in this research. This is a valuable and useful instrument as well as a technique for the data
collection through which the researcher can gather valid information (Mackey and Gass, 2015).
There are distinct reasons for making use of questionnaires in the investigation like utilization of
preliminary tools, greater validity, repetitive information, flexibility, easy method, anonymity,
uniformity, etc. They are critical vantages of the questionnaire that are valuable for the
researcher within a collection of accurate as well as valid data related to sustainability in HR
function for the attainment of sustained profitability.

Questionnaire

17
Q1. As per you, what does sustainability implies in the organisation?
a) Addressing needs of the present
b) Involves 3 pillars
c) Competitive edge in the market
d) All of the above
Q2. What is the aspect that is being impacted on by the concept of sustainability?
a) Different organisational departments
b) Market positioning and brand image
c) Resources of the organisation
Q3. What is the primary benefit that an organisation can attain by having sustainability in HR
function?
a) Enhanced productivity
b) Furnished guidelines to employees
c) Retention of workforce
d) All of the above
Q4. Will the sustainability of any particular function of the organisation aid them in having a
competitive edge?
a) Yes
b) No
Q5. Which factor creates an impact on the sustainability of HR function?
a) Inadequate workforce
b) Irrelevant guidance
c) Inappropriate strategies
d) All of them
Q6. Does sustainability of HR function create an influence on the achievement of sustained
profitability?
a) Yes
b) No
Q7. Which is the best practice that can be used by HR function for having sustained profitability?
a) Hiring experienced employees

18
 b) Furnishing precise job description
c) Giving them different benefits
d) All of the above
Q8. What kind of impact is created by sustainability in HR function on the profitability of an
organisation?
a) Positive
b) Negative
Q9. How does the sustainability of the HR function influence the employee's performance?
a) Affirmatively
b) Pessimistically
c) Neutrally
Q10. Does the organisation need to emphasize on maintenance of the sustainability of each
operating function to attain sustained profitability?
a) Yes
b) No
Q11. Illustrate recommendations to the organisation through which sustainability of HR function
can be maintained and sustained profitability can be attained.

Time horizon: There are generally two kinds of time horizons that are longitudinal and
cross-sectional. Here, cross-sectional types of the studies are restricted to a specific frame of time
and longitudinal studies are repetitive in the long time frame. In this case, a cross-sectional
horizon will be utilized as this can be completed within the narrow duration of the time. Further,
the Gantt chart can also be used via researcher like a time horizon. Within this chart, there are
ample activities that furnish support to the researcher within the determination of starting as well
as ending of the research (Nayak, 2015). This will enable the researcher within having a relevant
time frame to complete different activities within the particular time duration. This means that
investigators will have precise information related to how they can proceed further and have
significant results.
Sampling techniques: In the investigation, a sample implies a group of objects, items, or
people that are considered via a researcher from a larger population for carrying out

19
measurements. Generally, there are two distinct techniques of sampling, they are probability and
non-probability. In the case of probability sampling, each subject or entity from the larger
population is being given an equal opportunity for getting recruited like a representative sample
(Pandey and Pandey, 2015). Non-probability sampling is dependent on the researcher’s
subjective opinions. In this research, the researcher has opted to utilize convenience sampling
like non-probability sampling. The rationale behind making use of this approach is that this
renders a simple method for the identification of probable participants for conducting primary
scrutiny. There are distinct reasons for the usage of convenience samplings like efficacious
utilization of non-probability sampling like saving time, cost, availability of the information, and
many more. These are regarded as vantages of convenience sampling that will enable
investigators within selecting a sample from a larger group of population. Here, the convenience
sampling of 40 samples will be considered for having precise information about sustainability in
the HR function. Investigators opt for quantitative information that makes use of statistics for
testing hypotheses. Further, there exist distinct kinds of random sampling like multistage, simple
random, cluster, stratified random, and various others. They are not significant in this research as
for doing so non-probability sampling will be utilized.
Method of data analysis: This segment of the research methodology aids researcher in
the analysis of the quantitative information associated with sustainability in HR function for
attaining sustained profitability. Data analysis is dependent on both qualitative along quantitative
analysis of the information. In the case of qualitative data analysis, various techniques will aid
researchers in having an analysis of data related to a peculiar area (Taherdoost, 2016). They
comprise framework analysis, grounded theory, discourse, content analysis, etc. They are
considered critical techniques for carrying out quantitative data analysis. Here, content analysis
is utilized as here emphasis will be laid on counting as well as measuring data that is present
within the questionnaire. In this method, different themes will be formulated for each of the
questions that are liable for supporting the researcher in analyzing information about
sustainability in the HR function.
Research ethics: This acts as professional codes of conduct along with moral rules for
the collection, analysis, generation of reports, and publication of the data associated with a
peculiar study area. There is a wide range of research ethics that creates a significant impact on
how research is being conducted by the researcher. This involves confidentiality, objectivity,
20
honesty, and respect for intellectual property rights, liable publication, carefulness, and
authenticity. They must have adhered via a researcher as this will enable them to gather primary
information efficiently. Further, all the research activities must be carried out ethically. The
research ethics have to be extensively followed for making sure that the outcomes of the study
are robust and significant (Zangirolami-Raimundo, Echeimberg, and Leone, 2018). There are
certain principles that the researcher must consider while carrying out the investigation, they are
informed consent, confidentiality, and anonymity. In informed consent, the investigator is
accountable for rendering precise understanding related to the research title as well as associated
objectives. This will allow opting out or in that are involved within primary research. In the case
of anonymity, data of the respondents are not associated or regarded as the principal research
outcomes. Confidentiality is another critical asset where the outcome of the research will be
interacted or shared with those individuals who are at the stake. These are essential parts of the
investigation. Confidentiality denotes that the results that are attained by carrying out research
must be kept secret or intellectual copyrights must be followed appropriately so that research can
be conducted appropriately.
Research limitation: This includes the restrictions that are being faced and will be
encountered via a researcher while carrying out research. The critical limitation associated with
research is the period that is needed for its completion that involves all the associated research
activities. Here, the sample size of the population must be considered so that all the information
can be gathered within the time and primary study can also be conducted efficiently
(Abutabenjeh and Jaradat, 2018). This implies that for completing research, the researcher is
restricted with timing guidelines to complete it within the given time frame. Further, the other
limitations comprise the development of the title, associated objectives, implementation of
methods for collection of the data, lack of appropriate sources, inconvenience to access
information, its scope, and many more aspects that act as a disadvantage for the researcher. They
are certain restrictions that will limit how the investigator is working on the study.
Research reliability and validity: They are a relevant part of the methodology as this will
enable them to the determination of research validity and reliability. Here, research reliability is
dependent on the implementation of test techniques or instruments that are a questionnaire in this
research. This instrument will aid the investigator in having a precise understanding of the
opinions of respondents about the topic. Here, the questionnaire is a critical instrument for the
21
researcher as this will render them support for having reliable information related to the
sustainability of HR functions in having sustained profitability (Basias and Pollalis, 2018). This
implies that if data is gathered appropriately and analyzed accordingly then significant inferences
can be drawn from this. The questionnaire is regarded as a segment of the validity for having
accurate information about the area of study and also has opinions of different samples. Thus, it
is regarded as a critical instrument through which the researcher can attain valid as well as
reliable information related to the topic or the study.

22
Chapter 4: Data Analysis
Data analysis is defined as a procedure used by an investigator for the purpose of
reducing data to interpretable information. It helps in the derivation of meaningful insights from
the data collected by the researcher. This chapter of the research is executed through three main
processes. The first process is the data organisation, the second being summarisation, and the last
process being analysis of the data. The following section seeks to present the data analysis of
information gathered on the topic- “Sustainability in Human Resource Function for Sustained
Profitability”. The section will identify different themes on the topic from the viewpoint of 40
respondents from whom data was collected.

23
Theme 1: Implication of Sustainability in the organisation
Q1. As per you, what does sustainability implies in the organisation? Frequency
a) Addressing needs of the present 15
b) Involves 3 pillars 8
c) Competitive edge in the market 10
d) All of the above 7

Implication of Sustainability in the organisation

Interpretation: Sustainability
15
16
14 10
12 8
10 7
8 Frequency
6
4
2
0
a) Addressing b) Involves 3 pillars c) Competitive d) All of the above
needs of the edge in the market
present

within which it carries its business operations. In the modern world, every company seeks to opt
for a sustainable approach to ensure the provision of significant contribution to strengthening of
society to which it is accountable. Based on the interpretation of above graph, it can be said that
15 out of 40 respondents believe that sustainability signifies fulfilment of needs of present gener-
ation such that needs of future generations are not compromised. Further, 8 individuals high-
lighted that sustainability within a company implies the composition of 3 pillars named social,
environmental, and economic. Besides this, 10 respondents consider that sustainability indicates
the attainment of competitive edge by the company in the marketplace through the demonstration
of an ethical and acceptable approach to operations. Lastly, 7 persons think that sustainability is
an approach that meets all the 3 criteria already discussed before.

24
Theme 2: Aspect being impacted by the concept of sustainability
Q2. What is the aspect that is being impacted by the concept of Frequency
sustainability?
a) Different organisational departments 14
b) Market positioning and brand image 17
c) Resources of the organisation 9

Aspect impacted by sustainability

17
14
18 9
12
6
0
Frequency

Interpretation: The concept of sustainability refers to fulfilment of needs and demands

of current generation while ensuring absolutely no compromise with needs of the future genera-
tions. In the present time, every company aims to facilitate the development of a culture and en-
vironment whereby sustainability is considered a key priority. Based on the above graphical
presentation, it is interpreted that 14 out of 40 respondents consider sustainability to impact dif-
ferent organisational departments the most by encouraging them to act in a socially, economic-
ally, and environmentally acceptable manner. Further, 17 respondents put forth that market posi-
tioning and brand image are most affected by the concept of sustainability. It happens because
sustainability helps an organisation to project a favourable image in front of the market by adopt-
ing sustainable approach to business operations. Lastly, 9 individuals think that organisational re-
sources are affected owing to the concept of sustainability. This mainly happens because sustain-
ability is all about optimal utilisation of resources such that these can be conserved for future
generations also.

25
Theme 3: Primary benefit an organisation can attain by having sustainability in HR function
Q3. What is the primary benefit that an organisation can attain by having Frequency
sustainability in HR function?
a) Enhanced productivity 5
b) Furnished guidelines to employees 7
c) Retention of workforce 17
d) All of the above 11

Primary benefit of sustainability in HR function

17
20
15 11
7
10 5 Frequency
5
0
a) Enhanced b) Furnished c) Retention of d) All of the
productivity guidelines to workforce above
employees

Interpretation: Sustainability is considered as the key priority of almost every organisa-

tion in today’s world. It allows businesses to achieve a high market share. Now, sustainability
within the H function is facilitated by businesses to derive some benefits. The above graph illus-
trate that 5 respondents consider enhanced productivity of staff to be the direct outcome. Besides
this, 7 individuals regard stipulation of guidelines to employees to be the consequence of foster-
ing sustainability within the HR function. These guidelines allow employees to stay aligned with
organisational goals and objectives. Additionally, 17 respondents depict that workforce retention
is likely to happen if sustainability prevails within the human resource function. This happens as
employees are provided with a reason to sustain at workplace and be a part of significant contri-
bution to societal empowerment. Lastly, 11 respondents consider that all of the before-mentioned
outcomes follow when sustainability in HR function exists.
Theme 4: Sustainability of any function of organisation aid them in having a competitive edge

26
 Q4. Will the sustainability of any particular function of the organisation Frequency
aid them in having a competitive edge?
a) Yes 28
b) No 12

Functional Sustainability facilitates competitive edge

28
30
25
Frequency
20 12
15
10
5
0
a) Yes b) No

Interpretation: Sustainability of organisational functions is considered important by or-

ganisation as it implies the adoption of an overall sustainable approach to business operations.
This helps companies to project a strong image of the brand at the forefront of the global market
place. Based on the above data illustration, it can be said that 28 respondents believe that sustain-
ability of a specific organisational function underpins the attainment of a competitive edge by a
firm in the global marketplace. This happens by facilitating the development of a corporate cul-
ture that supports the implementation of sustainability within different functions of the company.
On the contrary, 12 respondents regard that functional sustainability cannot guarantee the attain-
ment of competitive edge by a firm. They think that it should not be prioritised to an extent that
the company’s primary goal of achieving maximum profitability gets ignored.

27
Theme 5: Factors that create an impact on the sustainability of HR function
Q5. Which factor creates an impact on the sustainability of HR function? Frequency
a) Inadequate workforce 9
b) Irrelevant guidance 5
c) Inappropriate strategies 7
d) All of them 19

Factors impacting the sustainability of HR function

19
20

15
9 Frequency
10 7
5
5

0
a) Inadequate work- b) Irrelevant c) Inappropriate d) All of them
force guidance strategies

Interpretation: There are several factors that place an impact on the sustainability of the
human resource function. The absence of sustainability within this organisational function im-
plies many negative outcomes inclusive of shortage of motivation, ineffective workforce reten-
tion, loss of individual and organisational productivity, and so on. Based on the above illustra-
tion, it can be seen that 9 respondents believe inadequate workforce impacts the sustainability of
the HR function within an entity. The shortage of employees implies ineffectiveness of sustain-
ability approach to business operations. Further, 5 individuals stated that the HR function sus-
tainability is affected by the provision of irrelevant guidance to staff regarding how to carry out
business operations. Besides this, inappropriate strategies devised by an entity also affect the sus-
tainability of the HR function. Lastly, 19 respondents pointed out that all the before mentioned
factors place an almost equal impact on the sustainability of the respective organisational func-
tion.

28
Theme 6: Sustainability of HR function influence the achievement of sustained profitability
Q6. Does sustainability of HR function create an influence on the Frequency
achievement of sustained profitability?
a) Yes 32
b) No 8

HR Sustainability influence on sustained profitability

32
40
30 Frequency
20 8
10
0
a) Yes b) No

Interpretation: Sustainability of human resource function has become ideal with time
because of its impact upon sustained profitability of an entity. Now, sustainability in HR function
can be promoted through green HRM practices, unbiased recruitment & selection, training &
development, and so on. Companies invest a huge sum on the incorporation of sustainability
within the HR function mainly because they see a bright future ahead of them as a result of that
investment. The interpretation of above graph reveals that 32 respondents consider sustainability
of human resource function leaves a positive impact on the attainment of sustained profitability
by the firm. This happens by instilling a sense of motivation among the workforce and driving
their performance towards the achievement of organisational objectives in predefined time
period. On the contrary, 8 individuals believe that it has a negative impact on sustained
profitability and thus should not be the only aspect that should be prioritised by firms in the
dynamic and hypercompetitive market place.

29
Theme 7: Best practice that can be used by HR function for having sustained profitability
Q7. Which is the best practice that can be used by HR function for having Frequency
sustained profitability?
a) Hiring experienced employees 8
b) Furnishing precise job description 4
c) Giving them different benefits 18
d) All of the above 10

HR Best practice for sustained profitability

18
20
15 10
8
10 4 Frequency
5
0

Interpretation: The human resource function within an organisation is responsible for

several aspects such as recruitment, selection, training and development, performance appraisal,
compensation management, and so on. Sustainability is one of the key priorities of a company.
HR team in the confines of an entity uses several practices for the purpose of earning sustained
profitability. In accordance with the above graphical presentation, it has been analysed that 8 out
of 40 respondents consider hiring experienced employees to be the best HR practice for attaining
sustained profitability. Apart from this, 4 respondents believe that furnishing precise job
descriptions allow HR function of a company to achieve sustained profitability. Besides this, 18
individuals consider the provision of different benefits by HR team to employees to be the
foundation to entailment of sustained profitability. They believe so because they consider that
motivated workforce operates more productively to accomplish tasks and activities of the
company. Lastly, 10 persons regard that all of the before mentioned alternatives serve as best
practices of HR department for having sustained profitability.

30
Theme 8: Impact created by sustainability in HR function on profitability of an organisation
Q8. What kind of impact is created by sustainability in HR function on Frequency
the profitability of an organisation?
a) Positive 35
b) Negative 5

Impact of HR Sustainability on profitability

35

35
30 Frequency
25
20
15 5
10
5
0
a) Positive b) Negative

Interpretation: Sustainability within the human resource function is considered as

important in many companies owing to direct outcomes obtained as a result of it. Enhanced staff
productivity, increased staff morale, elevated profitability, better market position, greater market
share, etc. are some outcomes of promoting sustainability within human resource function. Based
on the above illustrated graph, 35 out of 40 respondents feel that sustainability in the human
resource function leaves a positive impact on the profitability of the company. It happens
because sustainability allows HR function to create better job satisfaction and empowerment
opportunities for employees. This allows the workforce to stay motivated and perform to the best
of their potential in the long term. When organisational staff is driven towards performance,
entity is able to automatically elevate its existent level of profitability. Conversely, 5 respondents
believe that sustainability in the human resource function negatively impacts the organisational
profitability by limiting ideas and activities of employees to be circumscribing the concept of
sustainability only.

31
Theme 9: Sustainability of the HR function influence the employee's performance
Q9. How does the sustainability of the HR function influence the Frequency
employee's performance?
a) Affirmatively 34
b) Pessimistically 4
c) Neutrally 2

HR Sustainability influence employee's performance

34
35
30
25 Frequency
20
15
10 4
2
5
0
a) Affirmatively b) Pessimistically c) Neutrally

Interpretation: The sustainability of the HR function is beneficial for organisations in

terms of inflating the productivity of individuals as well as the overall organisation. The inter-
pretation of the above graph depicts that 34 out of 40 respondents consider that the sustainability
of the HR function affirmatively affects the performance of employees. It implies the reinforce-
ment of staff behaviour and consequent elevation of their productivity. Thus, sustainability
within the HR function allows employees to perform to the best of their potential for the timely
accomplishment of organisational goals and objectives. Besides this, 4 individuals indicated that
sustainability within the human resource function pessimistically influences the performance of
employees by restricting their flexibility regarding the execution of business operations. They are
expected to be totally aligned with sustainable practices and activities to present a favourable im-
age of the firm on the forefront of the global marketplace. Further, 2 respondents are of the view
that the sustainability in HR function does not impact on employees’ performance.

32
Theme 10: Maintenance of the sustainability of each operating function to attain sustained
profitability
Q10. Does the organisation need to emphasize on maintenance of the Frequency
sustainability of each operating function to attain sustained profitability?
a) Yes 36
b) No 4

Maintenance of sustainability of each operating function

36
40
35 Frequency
30
25
20
15 4
10
5
0
a) Yes b) No

Interpretation: The incorporation of sustainability in organisational functions is often

considered to be beneficial for companies in the long run. Regarding this, the collaboration of
sustainable organisational functions together helps an organisation to ensure the demonstration
of sustainable approach to business operations in front of the world. As per the above illustration,
it can be interpreted that 36 out of 40 respondents consider that companies need to stress upon
the maintenance of sustainability within each operating function. It helps firms to uphold their
moral and ethical image in front of the global market. Consequently, it allows them to capture
the attention of customers across the world and persuade them to make a purchase of organisa-
tional offerings. In the long run, it will elevate revenues as well as profits of the company,
thereby strengthening its market positioning on the global forefront. Conversely, 4 out of 40 re-
spondents believe that entities need not focus on maintaining sustainability within every operat-
ing function of the company as it cannot guarantee the success of firm in the marketplace.

33
Chapter 5: Conclusion
The research conducted on the topic- “Sustainability in Human Resource Function for
Sustained Profitability” has yielded several inferences that form the basis of this chapter. This
chapter will demonstrate how the researcher collected information from primary as well as
secondary sources to derive relevant and true outcomes. This underpinned the addressal of
research questions created at the beginning of this study.
Human resource function within an organisation is responsible for hiring, dismissing,
training, developing, empowering, and satisfying employees. This function mainly operates for
the purpose of promoting employee-benefit initiatives as well as programmes. This function
mainly seeks to empower employees of a company in a manner such that they derive high job
satisfaction and thereby, be willing to sustain at the workplace for a considerably longer period
of time. Sustainable human resource is quite different from human resource. Even when both of
them may seem to be working on the same tangent, yet there lie several remarkable differences
between both of them.
Human resource function is usually just aimed at the protection of employee rights and
making sure that they are exposed to right set of situations and working conditions at all times.
The roles and responsibilities of this HR function include recruitment, selection, training,
development, performance appraisal, compensation management, and so on. These roles are
played by human resource function to provide excellent opportunities to employees to grow and
develop themselves over time. On the contrary, sustainable human resource is a type of human
resource that has emerged over time for serving multiple purposes within the bounds of a
company. Now, it has been recognised that there are several kinds of sustainable human
resource, namely, socially responsible HRM, green HRM, triple bottom line HRM, and common
good HRM. The meanings of all of these may differ along with their roles and responsibilities.
However, the core purpose of sustainable human resource management has been identified as the
reinforcement of existing human resource practices to incorporate the element of sustainability
within them.
With the emergence of the concept of sustainable human resource, the practices and
activities forming a part of human resource function have also undergone alterations.
Considering the example of recruitment and selection, it can be stated that human resource

34
function is mainly aimed at selecting and hiring those individuals who possess the potential,
qualification, knowledge, and competence to undertake organisational activities and tasks
actively. Now, sustainable human resource has reinforced recruitment and selection by
incorporating the element of sustainability within it. This is facilitated by making sure that the
recruitment and selection procedures are free from bias, prejudice, and discrimination.
Sustainable human resource ensures that only potential candidates get access to a job position
within a company irrespective of their ethnicity, caste, creed, gender, sexual orientation,
nationality, etc. Thus, sustainable human resource management is different from HR function in
the context of recruitment and selection in the sense that it promotes the maintenance of equality
and honesty in recruitment and selection associated procedures.
Sustainable human resource can thus be seen in the form of a human resource, which
operates in accordance with the principles of sustainability. Now, principles of sustainability
include economic, environmental, and social dimensions. These dimensions are aimed at the
promotion of organisational good while maintaining and contributing to social good. Over time,
sustainable human resource management has emerged as a concept that outlines a roadmap for
strengthening the market positioning of a company and facilitating the attainment of sustained
profitability in the long run. It operates to promote values such as honesty, integrity, trust, etc.
This helps sustainable human resource to gain the trust of employees in a company and asking
them for extending their support to corporation’s sustainability approach to business operations.
Sustainability within the HR function is mainly aimed at the promotion of initiatives for
(i) developing awareness for responsibility of HRM for impact of business decisions, (ii)
integrating long-run and short-run purposes of business, and (iii) contributing to regeneration of
organisational current practices. The sustainable human resource function thus operates in a
manner that is in the best interest of society as well as its workforce. This assists firms to elevate
their existent level of profits by boosting the morale of their manpower.
Through the incorporation of sustainability within human resource function, an entity
aims to grab a high market share. It helps them to appeal to public at large by demonstrating a
favourable image of the brand in front of them. Besides this, it has been analysed that sustainable
human resource management helps companies as well as their HR managers to recognise the
fundamental elements, which are required for fostering the development of a high performance
sustainable organisation. It helps companies to act as a role model in the global market place.
35
This happens by setting an example in front of rivals regarding how to incorporate sustainability
in the human resource function to reinforce the performance as well as productivity of employees
and the overall company. Organisations in the modern era seek to instil sustainability within the
HR function to motivate employees and ask for their support by providing them with
opportunities for their workplace empowerment.

36
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