Care services pose new challenges and opportunities for the implementation of sustainable HRM practices related to worker involvement and well-being because of their relational nature. The article is framed in terms of the job demands and resources model and discusses the impact of sustainable HRM (SHRM) practices on organizational performance in terms of service quality and organizational innovation in social and care services. A possible mediating role of immaterial satisfaction between SHRM and performance is also considered. We use national survey data including 4134 workers in 310 matched nonprofit social enterprises in Italy. The results show that HRM practices linked to task autonomy, teamwork, and involvement positively influence immaterial satisfaction, while at the same time immaterial satisfaction and HRM features related to involvement and workload support performance. The mediating role of immaterial satisfaction is not confirmed, but its effect adds positively to involvement in improving performance. This work contributes to the literature on organizational performance and HRM sustainability, which are particularly important in the face of ongoing social change and organizational innovation in social and relational service delivery.

Currently, social enterprise represents a clear commitment of the European Union (EU) to generate socially responsible economy. Sheltered Workshops are a manifestation of this phenomenon. Their study raises interest because they are able to create value by combining a social purpose with a commercial activity. Thus, we intend to analyze the relationship between the social impact and the economic returns of these entities. In Spain, results show a strong interaction between social value (proxy for social impact) and economic value (proxy for economic returns), which allows us to state that it is possible to develop socially responsible and financially viable activities. In addition, the estimation using instrumental variables reveals that economic value is the result of the social strategy that takes precedence in managing Sheltered Workshops.

Socially responsible companies develop strategies based on ESG criteria. Literature and agents operating in the markets are concerned about knowing whether the Corporate Social Responsibility (CSR) and Corporate Governance (CG) practices have a positive impact on financial performance. Main studies indicate that good CG practices are associated with a commitment to transparency. Our aim is to analyse the impact that CSR disclosure, as a transparency mechanism, and good CG practices have on the financial performance of socially responsible companies. To this aim, a system of simultaneous equations is proposed, in which the CSR disclosure variable has a mediating role, acting as liaison between the CG adopted by the organisation and the financial valuation. The results indicate that companies who wish to rise funding on the financial markets should develop both: a good CG and a high level of CSR disclosure, as part of their CSR strategy.