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Research Article
Sustainability and Employee Engagement: An Empirical Review
Josline Marangu*
,
Rosemarie Wanyoike
Issue:
Volume 14, Issue 2, June 2026
Pages:
106-112
Received:
27 February 2026
Accepted:
19 March 2026
Published:
30 March 2026
Abstract: Employee engagement is key in every organization. When an employee is not well engaged it creates a lack of commitment, no valuable connection to organizational goals and the stakeholders. This affects sustainability in an organization. Sustainability has become a trend in the workplace today. More organizations are embracing the need for inclusion of sustainable strategies in the organization’s culture. Its inclusion or exclusion affects employees’ engagement. When all the stakeholders adapt and embrace Sustainability in our everyday lives, we have a better world to live in. Through various journal analysis this paper examined environmental, economic and social strategies of sustainability and how they affect employee engagement. It also seeks to address the question of whether all organizations should be geared toward sustainability in the workplace or whether it’s reserved for a few organizations. Social exchange theory, employee engagement theory and Triple Bottom line Framework were used to explain the variables in the study. The methodology used was a desktop review. The desktop review found that environmental, social and economic strategies of sustainability are key to enhancing employee engagement. With the progression of sustainability in the workplace, more people will be more sociable and live in environmentally friendly spaces, while being more productive in the organization. This causes a deep-rooted culture of sustainable values and high-level employee engagement. A few challenges were noted, among them finance and training of managers in implementing the practices. Finally, the review had some recommendations for practice and more research in Sustainability and Employee Engagement based on the gaps identified.
Abstract: Employee engagement is key in every organization. When an employee is not well engaged it creates a lack of commitment, no valuable connection to organizational goals and the stakeholders. This affects sustainability in an organization. Sustainability has become a trend in the workplace today. More organizations are embracing the need for inclusion...
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Research Article
Green Employee Relationships and Employee Performance in Private Universities in Kenya
Jackline Njeri Kathuri,
David Kiiru*
Issue:
Volume 14, Issue 2, June 2026
Pages:
113-120
Received:
29 January 2026
Accepted:
9 March 2026
Published:
2 April 2026
DOI:
10.11648/j.jhrm.20261402.12
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Abstract: Private universities in Kenya face an ever-competitive landscape in which employee performance is key not only to academic quality but also to institutional sustainability. Even though Green Human Resource Management (GHRM) at large has been considered a means to better organizational outcomes, there has been little empirical research on the extent to which green employee relationships specifically impact performance in higher education. Under the guidance of Social Exchange Theory, this study investigated whether a supportive, trust-based, and environmentally focused relationship between the institution and the staff corresponded to enhanced employee performance. Through a descriptive cross-sectional design, the study was able to reach its objective. The population of the study came from 433 staff of ten chartered private universities in Nairobi City County, Kenya. After the stratified random sampling, a total of 208 respondents were selected, and 142 valid questionnaires were obtained for interpretation, analysis, and reporting. Data analyses were done using descriptive statistics and simple linear regression. The majority of respondents reported a positive outlook on green employee relationships. The regression analysis revealed a positive and significant association. Nevertheless, the adjusted R of 0.080 indicated that the variable explained only a small fraction (8%) of the difference in performance. These points to the fact that, on one hand, relational green practices do have an impact, but on the other hand, employee performance is subject to various organizational and professional factors, among others, accounting for 92%, that were not considered in this study.
Abstract: Private universities in Kenya face an ever-competitive landscape in which employee performance is key not only to academic quality but also to institutional sustainability. Even though Green Human Resource Management (GHRM) at large has been considered a means to better organizational outcomes, there has been little empirical research on the extent...
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Research Article
Management Practices and Institutional Performance in Tertiary Institutions in Enugu State, Nigeria: The Mediating Role of Workplace Inclusion
Issue:
Volume 14, Issue 2, June 2026
Pages:
121-133
Received:
24 February 2026
Accepted:
4 March 2026
Published:
10 April 2026
DOI:
10.11648/j.jhrm.20261402.13
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Abstract: This study examined the relationship between management practices and institutional performance in selected tertiary institutions in Enugu State, Nigeria, with particular emphasis on the mediating role of workplace inclusion. The study was anchored on Social Identity Theory and the Resource-Based View to explain how inclusive managerial practices enhance organisational outcomes. A descriptive survey research design was adopted. Data were collected from 312 academic and non-academic staff using a structured questionnaire. The instrument demonstrated high internal consistency reliability (α = 0.87–0.91). Data were analysed using descriptive statistics, simple and multiple regression analyses, and mediation analysis at the 0.05 level of significance. The findings revealed that management practices significantly predicted workplace inclusion (β = 0.734, p < 0.05) and institutional performance (β = 0.655, p < 0.05). Workplace inclusion also significantly predicted institutional performance (β = 0.694, p < 0.05). Mediation analysis showed that workplace inclusion partially mediated the relationship between management practices and institutional performance, as the direct effect of management practices on performance reduced from β = 0.655 to β = 0.243 after inclusion of the mediator. The Sobel test confirmed that the indirect effect was statistically significant (Z = 9.76, p < 0.05). The study concludes that workplace inclusion functions as a strategic organisational mechanism through which management practices translate into improved institutional performance. It recommends that tertiary institution leaders institutionalise inclusive policies, participatory decision-making structures, and equitable reward systems to enhance employee engagement and institutional effectiveness.
Abstract: This study examined the relationship between management practices and institutional performance in selected tertiary institutions in Enugu State, Nigeria, with particular emphasis on the mediating role of workplace inclusion. The study was anchored on Social Identity Theory and the Resource-Based View to explain how inclusive managerial practices e...
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Research Article
Innovative Leadership: The Moderating Role of Relational Transparency in the Effect of LMXD on Innovation
Lin-Qin Xu*,
Hsiow-Ling Hsieh
Issue:
Volume 14, Issue 2, June 2026
Pages:
134-143
Received:
8 March 2026
Accepted:
23 March 2026
Published:
13 April 2026
DOI:
10.11648/j.jhrm.20261402.14
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Abstract: Innovative leadership (IL) is widely recognized as a critical antecedent driving team innovation（TI）. However, its underlying mechanism remains insufficiently explored, leaving a critical research gap in leadership and innovation management. To address this gap, this study extends the literature by developing a moderated mediation model grounded in leader-member exchange differentiation (LMXD) and relational transparency (RT). LMXD refers to the variation in leader-member exchange (LMX) quality, while RT reflects team communication openness; both link IL to team innovation, with LMXD as a mediator and RT as a moderator. Based on social exchange theory and organizational justice theory, we argue that IL positively influences TI via LMXD: IL shapes LMX quality, and these differentiated exchanges facilitate TI. In particular, high team RT strengthens the LMXD–TI relationship by mitigating conflicts arising from differentiated exchanges. Data were collected from a sample of 364 employees nested within 96 teams across multiple provinces and cities in China, with coverage spanning the manufacturing, technology, and service sectors. Multi-wave, multi-source results provide strong empirical support for the model. Overall, this research contributes by offering an integrated perspective on "differentiated" mechanisms, bridging the IL-TI gap via LMXD and RT, and extending LMX literature by focusing on differentiation. It also provides theoretical implications for leadership research and actionable recommendations for practitioners to manage diverse teams and enhance innovation.
Abstract: Innovative leadership (IL) is widely recognized as a critical antecedent driving team innovation（TI）. However, its underlying mechanism remains insufficiently explored, leaving a critical research gap in leadership and innovation management. To address this gap, this study extends the literature by developing a moderated mediation model grounded in...
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