Effect of sustainable HRM practices on the performance of female employees

DOI: https://doie.org/10.0307/NER.2025508209

Dr. Anupama, Dr. S. Sathyeshwar

Keywords:

Sustainable HRM Practices, Gender equity, employee’s performance

Abstract:

This study examines the relationship between sustainable human resource management (HRM) practices and employee job performance. A randomly selected sample of 185 participants was chosen based on demographic criteria. The reliability of the study’s measurements was assessed using Cronbach’s Alpha. Findings indicate that HRM practices have a significant impact on job performance, with gender equity serving as a moderating factor. Regression analysis highlights the influence of key HRM strategies—such as recruitment, selection, training, and gender equality initiatives—on overall productivity. Notably, training emerged as a crucial moderating variable, reinforcing its role in the long-term sustainability of HRM practices. The results validate the proposed hypotheses, affirming that sustainable HRM practices play a vital role in improving workplace performance.

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