Work Performance: The Role of Sustainable Human Resource Management and Sustainability Concerns

Purpose – This study aimed to assess the effects of post-pandemic changes in human resource management policies and practices (HRMPP) on work performance (WP), and to examine the mediating role of sustainability concerns (SC) in the relationship between HRMPP and WP. Theoretical framework – The research model was grounded in the concept of sustainable human resource management as a new HRM paradigm, and in the three-dimensional conceptualization of WP: task performance (TP), contextual performance (CP), and counterproductive work behavior (CWB). Design/methodology/approach – Data were collected through a convenience sample using a survey with 190 employees with more than two years of tenure and experience with telework during the pandemic. Multiple linear regression and mediation analysis were employed. Findings – WP and its dimensions TP, CP, and CWB were significantly affected by specific HRMPP variables. However, SC did not mediate the relationship between HRMPP and WP, suggesting that sustainability still needs deeper integration into organizational policies. Research Practical & Social implications – This study highlights the crucial role of HRM practices in their differential impact on specific dimensions of performance, offering clear directions for improving people management in post-pandemic work environments. Originality/value – No previous studies were found that addressed the proposed model. This research is pioneering in considering WP as a three-dimensional construct and demonstrating that different HRMPP affect distinct WP dimensions. It also examines the mediating role of SC in the HRMPP–WP relationship within a post-crisis and digital transformation context. Measurement scales for HRMPP and SC were developed as part of the study.