Linking HRM, Organizational Culture, and Sustainable Employee Behaviour: A Study on Sustainability Integration in Financial Service Organizations

Author(s): Prasad P and Dr. Mugesh P

Abstract:

As sustainability develops a worldwide significance, service-oriented businesses are progressively stressed to mix socially and environmentally accountable practices into their essential operations. This study discovers how active Human Resource (HR) practices drive sustainable employee behaviour, precisely looking at how a company's core culture helps link that gap. 430 employees were surveyed from financial sector of Kerala, Statistical modelling were used for analysing the associations between policies of HR, Institutional Culture and employees’ actions in long term. Three main constructs were used such as effectiveness of HR practices with seven dimensions, Organisational culture with eight dimensions and sustainable employee behaviour with seven dimensions by using Likert five-point scale and for descriptive statistics SPSS and to test hypothesis relationships, Structural equation modelling is used. The results shows that excellent qualitied HR practices significantly improve the sustainable behaviour both directly and by developing a better accountable culture in the organisation. The research suggests that managers must inspire “Green” customs in their organisations to bring their HR practices with a culture which promotes sustainable ethics.

keywords:
Human Resource Practices, Organizational Culture, Sustainable Employee Behaviour, Service Sector, Kerala, Sustainability

Pages: 36-40     |    2 View     |    1 Download