HRM & Sustainability

What is the research on HRM and sustainability about?

Within our research, we aim for a shift from the traditional focus on sustainability at the institutional and organizational level to the individual level, also known as Micro-CSR (Corporate Social Responsibility) or micro-sustainability. This research studies how individuals—both managers and employees—experience and shape sustainability. The research focuses on the one hand, on the effects of sustainability. When an organization invests in social added value, it has a direct impact on (potential) employees.

Sustainability is about pride and identification. When employees see that their organization sincerely contributes to society, they feel more strongly connected and are prepared to perform better. - Professor Saskia Crucke.

Building on this, we examine how sustainable HRM practices promote satisfaction, psychological richness, and meaningful work, and how these dimensions of well‑being shape work performance.  Professor Gosia Kozusznik argues that “sustaining high performance in individuals and teams, while enabling them to cope with everyday challenges, requires a focus on well‑being as a central factor in healthy and effective functioning at work.”

On the other hand, we look at the antecedents: what drives an individual to commit to sustainability? Here, personality traits play a role, but so does the influence of supervisors and the consensus within a team.

If a team collectively stands behind sustainability goals, a powerful engagement emerges, -  Professor Kenn Meyfroodt.

Why is this relevant for organizations and society?

For organizations, employee involvement is crucial to successfully implementing a sustainability policy. Without this commitment, sustainability remains an "empty box." Research shows that employees who identify with their company's sustainable values are less likely to leave the organization and act as authentic ambassadors.

Sustainability is also important for your image as an employer. It is crucial that external communication and internal efforts are aligned; otherwise, you may be accused of 'well-being washing' or 'greenwashing', - Professor Greet Van Hoye.

A crucial aspect here is authenticity. Employees quickly see through whether a company uses sustainability for purely strategic reputation gains or if it stems from intrinsic conviction. "If an organization makes great efforts but fails to communicate them effectively, or if the actions do not feel authentic, the positive impact on staff will be absent," adds Professor Saskia Crucke.

Furthermore, a concrete sustainability policy - such as Corporate Employee Volunteering - offers a sense of meaning and purpose. Corporate Employee Volunteering, or simply the opportunity to volunteer during working hours, allows employees to develop competencies (such as creativity and empathy for diverse groups) that are harder to learn in a traditional work environment. In this way, sustainable HRM contributes directly to a more inclusive and resilient society.

Which courses are taught on HRM and sustainability?

The bridge between research and education is built across various programs within the Faculty of Economics and Business Administration. Corporate Social Responsibility is a foundational course for the Business Administration and Economic Sciences programs, where students learn about Sustainable HRM. In these courses, we distinguish between the employee as a beneficiary of the policy (e.g., well-being and personal development) and the employee as an executor of sustainability initiatives.

It concerns, for example, sustainable HRM. Professor Eveline Schollaert explains: 'On the one hand, this is about encouraging employees to adopt green behavior in the workplace. On the other hand, it is also about how organizations can orient their HRM policy toward the well-being of employee, how companies can "care" for their staff.

In the Master of HRM Strategy and Organization, students also delve into sustainability as a strategic HR tool. Specific attention is paid to themes such as employee volunteering and how this can be integrated into broader personnel policy to create strategic alignment.

"It is about the intersection between sustainable business and HRM: how can they reinforce each other to guarantee a social component in every aspect of the policy?" says Professor Saskia Crucke. Well‑being at work is also a core topic in the Strategic HRM course.

Achieving strategic objectives requires balancing economic performance with a human‑centered approach. In other words, we need to find a marriage among economic, social, and ecological ambitions, -Professor Gosia Kozusznik.

Finally, attention is also paid to sustainability within the course on Employer Branding. There, students learn how employers can leverage their authentic initiatives regarding well-being and diversity as signals of a sustainable employment policy. This proves to be essential in attracting and engaging employees.

What does the future of sustainable HRM look like?

Although political and economic winds may shift, the need for sustainability remains undiminished. We see that the focus on social aspects, diversity, inclusion, and the climate remain fundamentally present at the core of modern organizations.

The challenge for the future lies in maintaining momentum. Especially when media attention reduces, scientific research into effective behavioral change and long-term engagement is essential. Sustainability is not a trend, but a permanent shift in how we view work and the role of the human being within the organization.

Want to know more about our programs? Discover the Master of Science in Business Administration: Personnel and Organizational Management. and professors Saskia Crucke.,  Gosia Kozusznik, Kenn Meyfroodt, Gosia Kozusznik, Greet Van Hoye. and Eveline Schollaert