Sustainable HRM: elevating employee engagement through branding, innovation and prestige dynamics

Purpose This study aims to examine the relationship between sustainable human resource management practices-common good value (SHRM-CGV) and employee engagement (EE), mediated by employer branding (EB) and moderated by innovative climate (IC) and perceived organizational prestige (POP). The study examines the effect of intertwining these constructs and the resulting phenomenon. Design/methodology/approach Primary data were collected from employees in India's manufacturing and service sectors using a modified, validated questionnaire. Findings It was found that SHRM-CGV significantly influences EE both directly and via EB. Further IC and POP strengthen the SHRM-EB and EB-EE relationships. Practical implications Insights drawn from the study will help policymakers in manufacturing and service industries enhance employee engagement and employer branding through sustainable HRM practices. Originality/value The study uniquely focuses on the underexplored SHRM-CGV perspective and uses a substantial employee dataset, addressing a research gap.