CHALLENGES AND OPPORTUNITIES IN IMPLEMENTING SUSTAINABLE HRM IN DEVELOPING COUNTRIES
DOI:
10.54443/ijebas.v5i6.4951Published:
2026-01-09Downloads
Abstract
Sustainable Human Resource Management (Sustainable HRM) has gained increasing attention as organizations seek to balance economic performance, social responsibility, and environmental sustainability. In developing countries, the implementation of Sustainable HRM presents unique challenges and opportunities due to economic constraints, institutional limitations, cultural diversity, and varying levels of technological readiness. This paper aims to examine the key challenges faced by organizations in adopting Sustainable HRM practices in developing countries, including limited resources, lack of awareness, weak regulatory frameworks, and resistance to change. At the same time, it explores emerging opportunities such as digital transformation, growing stakeholder pressure for sustainability, and the potential of human capital development to support long-term organizational and societal goals. By reviewing relevant literature and contextual factors, this study highlights the strategic role of HRM in promoting sustainable development. The findings are expected to contribute to a deeper understanding of how organizations in developing countries can leverage Sustainable HRM as a driver of competitive advantage and sustainable growth.
Keywords:
Sustainable HRM Human Resource Management Sustainability Developing Countries Organizational Performance Digital TransformationReferences
Bondarouk, T., & Brewster, C. (2016). Conceptualising the future of HRM and technology research. The International Journal of Human Resource Management, 27(21), 2652–2671.
https://doi.org/10.1080/09585192.2016.1232296
Budhwar, P. S., & Debrah, Y. A. (2009). Human resource management in developing countries. London: Routledge.
Ehnert, I. (2009). Sustainable human resource management: A conceptual and exploratory analysis from a paradox perspective. Heidelberg: Springer.
Ehnert, I., Parsa, S., Roper, I., Wagner, M., & Müller-Camen, M. (2016). Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world’s largest companies. The International Journal of Human Resource Management, 27(1), 88–108.
https://doi.org/10.1080/09585192.2015.1024157
Elkington, J. (1997). Cannibals with forks: The triple bottom line of 21st century business. Oxford: Capstone.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1), 1–56.
https://doi.org/10.5465/19416520.2014.872335
Jamali, D., & Karam, C. (2018). Corporate social responsibility in developing countries as an emerging field of study. International Journal of Management Reviews, 20(1), 32–61.
https://doi.org/10.1111/ijmr.12112
Kramar, R. (2014). Beyond strategic human resource management: Is sustainable human resource management the next approach? The International Journal of Human Resource Management, 25(8), 1069–1089.
https://doi.org/10.1080/09585192.2013.816863
Pfeffer, J. (2010). Building sustainable organizations: The human factor. Academy of Management Perspectives, 24(1), 34–45.
https://doi.org/10.5465/amp.2010.50304415
Renwick, D. W. S., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1–14.
https://doi.org/10.1111/j.1468-2370.2011.00328.x
United Nations. (2015). Transforming our world: The 2030 agenda for sustainable development. New York: United Nations.
License
Copyright (c) 2025 Ashari Ariandi Nasution, Akhmad Soleh Rowandi Siregar, Zulmi Syahputra, Hairul Hanafi Purba, Rizki Adha, Malik Syahputra Purba, Rakesh Sitepu, Anggia Sari Lubis
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Downloads
How to Cite
