Factors for implementation of sustainable HRM in Indian automobile manufacturing industry

BackgroundSustainable Human Resource Management (SHRM) blends the concept of sustainability with human resource. It talks about creating long-term value for the organization.ObjectiveThe presented study aims to identify the drivers and sub-drivers of SHRM in the Indian automobile manufacturing industry with the help of relevant literature, selection of important drivers/sub-drivers and evaluate their cause & effect relationships, influence on each other and final ranking of drivers and sub-drivers.MethodsPrincipal Component Analysis (PCA) has been applied for identification of important drivers/sub-drivers and Fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) has been applied to evaluate cause & effect relationships and influence of drivers and sub-drivers on each other along with their ranking.ResultsA total number of 22 sub-drivers were identified through a review of relevant literature. By the use of PCA, the number of sub-drivers were reduced to 11 from 22. Fuzzy DEMATEL was applied on drivers and sub-drivers separately to evaluate their cause & effect relationships and ranking. It was found that Economic driver has the highest rank and Social driver has the least rank.ConclusionThe findings reveal that Social and Economic drivers act as causes (driving factors) in implementing SHRM, while Environmental driver acts as an effect (dependent factor). The study enables firms to identify which drivers and sub-drivers most influence the implementation of SHRM and which areas require greater attention. It also provides practical insights for policymakers and industry leaders to enhance long-term organizational sustainability.