Purpose: We reviewed the scholarly literature that examines the role of sustainable practices for employee health and the environment. The study also examined the negative impact of the workplace on the wellbeing of employees and its indirect effect on Sustainable Development Goals (SDGs). Design/methodology/approach: This was a literature review with data from the Scopus scholarly database. We found 65 results from 2008 to 2022. After eliminating duplicates and other search fields, we were left with 30 final documents. Findings: The study provided evidence that sustainable practices in the workplace increase the wellbeing of employees and reduce pollution in the environment, while also benefiting company viability. Research limitations/implications: Using other database sources besides Scopus and Web of Science could yield additional results. Practical implications: The study highlighted the need for organizations to develop sustainable HRM practices to minimize the negative effects on employee wellbeing and capitalize on the savings that are generated through sustainable initiatives. This finding could contribute to better corporate practices and the further development of research in this field. Originality/value: The HRM literature revealed the importance of having employee wellbeing practices which increase work productivity and engagement. This also empirically proved the positive impact of companies that implement sustainable HRM practices. This research provided a theoretical model that depicts the interrelation between corporate viability, employee wellbeing, and sustainable human resource management.

Nowadays, companies need to develop and design attraction and retention strategies to help their employees be more productive and to find, through financial compensations, a stable source of income that meets their economic needs. This research work shows the preference and impact that the factors of the Herzberg’s theory have on job satisfaction. In this quantitative research, a questionnaire with 25 items was designed and applied to 423 people who work in Monterrey, Nuevo León, Mexico. It is highlighted that the recognition schemes (AV = 4.64 SD = 0.77) and the autonomy to make decisions (AV = 4.64 SD = 0.68) are the most important non-monetary aspects, whereas the Christmas bonus (AV = 4.69 SD = 0.62) is the most important from the monetary perspective.

ResumenLos objetivos de esta investigación son conocer la relación existente entre la alineación estratégica (AE), la cultura organizacional (CO), los procesos de innovación (INN) y las prácticas de flexibilidad laboral (PFL) con la percepción del desempeño empresarial desde la perspectiva del trabajador. Para estos efectos utilizamos un análisis d tipo cuantitativo con una muestra de 98 personas que trabajan en empresas con más de 500 trabajadores. Para este estudio definimos desempeño empresarial en 5 formas alternativas: iniciativa y creatividad (IC), objetivos alcanzados (OA), satisfacción del trabajador (ST), evolución rápida del trabajador (EO) y aprovechamiento de los recursos (AR). Los resultados preliminares indican que la CO y la AE tienen un efecto inequívoco en promover el desempeño de la empresa, independientemente de la definición que se utilice. Sin embargo, la INN y las PFL tienen efectos no simétricos en el desempeño de la empresa; estos resultados dependen de la definición de desempeño que sea utilizada, es decir, las empresas enfrentan una disyuntiva en la definición de los objetivos de desempeño y los procesos de flexibilidad organizacional a seguir. En resumen, los procesos de INN y las PFL trabajan de manera opuesta en el alcance de los objetivos de desempeño, y no dan unidireccionalmente una ventaja competitiva y sostenible.AbstractThe objectives of this research are to understand the relationships between the organizational practices related to alignment strategies (AE), organizational culture (CO), innovation initiatives (INN), and flexible labor practices (PFL), with the perceived firm's performance from the worker's perspective. To achieve these goals, we use a quantitative analysis with a sample of 98 people working on a firm with more than 500 employees. We define firm's performance using five alternative definitions: Creativity and initiatives (IC), goals achieved (OA), workers’ satisfaction (ST), fast workers’ advance (EO), and resources’ efficient use (AR). Preliminary results indicate that CO and AE positively affect firm's performance under the five alternative definitions used. However, INN and PFL have asymmetric effects in firm's performance, which are sensitive to the firm's performance definition used. Particularly, firms face a tradeoff between performance objectives selection and the organizational flexible processes they pursue. In summary, innovation processes and flexible labor practices work in opposite directions in pursuing the firm's goals achievement, and consequently do not lead to the development of a unidirectional development of a sustainable competitive advantage