• HR Management
• Human resources
• Job design
• Sustainability
• Wellbeing

In the current economic situation, and also considering future prospects, one of the main organizational needs is to guide the shift to a sustainable business model. To this regard, the concept of Sustainable Human Resource Management becomes crucial. Until the 90s the most dominant approach to human resource management was the strategic one, which focused only on the economic performance and outcomes. In the last decades it has emerged the needs to consider other type of outcomes beyond the economic one, such as employees wellbeing and satisfaction, environment and society.
In the first chapter of this study, it will be discussed the concept of Sustainable HRM and its evolution, but also its differences with the strategic approach. It will be highlighted the different parts which form the Sustainable HRM, introducing also the Green HRM which focuses on the relationship with the environment, and it will be briefly explained its possible influence on employees.
The second chapter is addressed to the explanation of the different practices through which Sustainable HRM can be implemented. The main focus is on the practices which affects employees’ behaviour, wellbeing and performance. This chapter is particularly important because it explains how managers may have an influence on their employees through the implementation of certain practices which have a benefit also on the organization. Classical HR practices such as recruiting, or compensation are remodelled using an approach which focuses more on employees needs. Moreover, other innovative practices are introduced such as employee engagement and transformational leadership, which suits the shift towards a sustainable development.
In the third chapter it will be given a literature overview on the main effects of Sustainable HRM practices on organizations, but more importantly on employees. The main focus of the study is on the outcomes of these practices on employees’ wellbeing, which includes their psychological and physical health, their work-life balance, their safety but also the introduction of an innovative concept which is called sustainable careers.
The final chapter is dedicated to the empirical analysis which aims at testing the possible influence of Sustainble HRM practices on employees' wellbeing.

In the current economic situation, and also considering future prospects, one of the main organizational needs is to guide the shift to a sustainable business model. To this regard, the concept of Sustainable Human Resource Management becomes crucial. Until the 90s the most dominant approach to human resource management was the strategic one, which focused only on the economic performance and outcomes. In the last decades it has emerged the needs to consider other type of outcomes beyond the economic one, such as employees wellbeing and satisfaction, environment and society. In the first chapter of this study, it will be discussed the concept of Sustainable HRM and its evolution, but also its differences with the strategic approach. It will be highlighted the different parts which form the Sustainable HRM, introducing also the Green HRM which focuses on the relationship with the environment, and it will be briefly explained its possible influence on employees. The second chapter is addressed to the explanation of the different practices through which Sustainable HRM can be implemented. The main focus is on the practices which affects employees’ behaviour, wellbeing and performance. This chapter is particularly important because it explains how managers may have an influence on their employees through the implementation of certain practices which have a benefit also on the organization. Classical HR practices such as recruiting, or compensation are remodelled using an approach which focuses more on employees needs. Moreover, other innovative practices are introduced such as employee engagement and transformational leadership, which suits the shift towards a sustainable development. In the third chapter it will be given a literature overview on the main effects of Sustainable HRM practices on organizations, but more importantly on employees. The main focus of the study is on the outcomes of these practices on employees’ wellbeing, which includes their psychological and physical health, their work-life balance, their safety but also the introduction of an innovative concept which is called sustainable careers. The final chapter is dedicated to the empirical analysis which aims at testing the possible influence of Sustainble HRM practices on employees' wellbeing.