ABSTRACT The dissertation is developed to explore the relationships among HR change leadership role, HR professionalism or employee voice and employee outcomes of organizational commitmeMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sựMối quan hệ giữa mức độ áp dụng vai trò lãnh đạo sự thay đổi của nhân sự, sự chuyên nghiệp nhân sự, tiếng nói nhân viên và các kết quả nhân viên trong các doanh nghiệp định hướng phát triển bền vững: trong vai trò trung gian của sự quy kết nhân sự
Research problems
Research objectives
1) Confirming the concept of the HRM institutional entrepreneurship role of Ren & Jackson (2019) and add one more domain of “controlling change” to this HR change leadership role in sustainable context Thereby, identify the respective competencies required for HR professionals to enact this role
2) Demonstrating the directly impact of adoption of HR change leadership role on HR professionalism; and the direct effect of adoption of HR change leadership role and HR professionalism on employee voice in sustainable enterprises
3) Exploring the direct impact of adoption of HR change leadership role, HR professionalism and employee voices on employee outcomes of organizational commitment and work engagement in sustainable enterprises
4) Investigating the mediated role of HR attribution in the relationships between the adoption of HR change leadership role or HR professionalism or employee voices on employee outcomes of organizational commitment and work engagement in sustainable enterprises
5) Grounded on the achieved results, the study recommends the managerial implications to enhance employee outcomes of organizational commitment and work engagement, which in turn contribute to overall sustainable performance of sustainable enterprises in Viet Nam.
Research participants
The study involves a diverse group of participants from 24 sustainable enterprises, including office staff, HR personnel, technicians, production and R&D teams, team leaders, vice team leaders, functional directors, vice functional directors, managers, vice managers, chief executive officers, vice chief executive officers, executive directors, and vice executive directors, all of whom have a minimum of one year of experience in their respective roles.
Research scope
From November 2023 to January 2024, a survey was conducted involving 24 sustainable enterprises recognized by the Vietnam Chamber of Commerce and Industry (VCCI) for their implementation of the Corporate Sustainable Index (CSI) in 2018, 2019, and 2020.
Research methods
The study employed the mix method of qualitative and quantitative method and the process of developing scales mainly based on the recommendations of Churchill (1979).
Contributions to world literature
The study contributes new findings to the existing HRM and organizational behavior theory and take benefits for scholars and practical, concretely as follows:
This study enhances the theory of sustainable HRM practices by demonstrating that positive employee outcomes, such as organizational commitment and work engagement, are influenced not only by green HR practices and CSR initiatives but also by the adoption of HR change leadership roles, HR professionalism, and employee voice behaviors in the context of Vietnam Additionally, it reveals that employee voice behaviors are significantly affected by the presence of HR change leadership and professionalism.
The study enhances the understanding of the HRM institutional entrepreneurship role identified by Ren & Jackson (2019) by quantitatively exploring its evolution into HR change leadership This advancement encourages further research on the HR role within sustainable contexts Additionally, it introduces a new set of HR competencies that integrate traditional HR functions with sustainability-focused skills.
The findings enhance HR attribution theory by highlighting the significant mediating role of HR attribution in the connections between HR change leadership, HR professionalism, employee voice, and employee outcomes within a sustainable framework This study introduces three key antecedents of HR attribution—HR change leadership, HR professionalism, and employee voice—into the theoretical discourse Additionally, it contributes to the evolution of the HR attribution concept by emphasizing that external factors, such as legal compliance with human rights, labor laws, and environmental protection laws, are essential objectives that organizations must voluntarily pursue and manage effectively.
The findings enhance the Resource-Based View (RBV) theory by highlighting the critical role of HR change leadership, HR professionalism, and employee voice as essential human capital resources that contribute to organizational commitment and work engagement, ultimately boosting overall performance Additionally, the study extends signaling theory by illustrating how HR professionals and employees serve as senders, with their adoption of these factors signaling the management's intent within the organization.
The findings provide essential guidelines for sustainable enterprises to develop HRM practices that enhance employee abilities, motivation, and opportunities, ultimately supporting sustainable objectives Key areas of focus include adopting HR change leadership roles, fostering HR professionalism, and amplifying employee voice to boost organizational commitment and work engagement Sustainable enterprises should consider restructuring to effectively implement HR change leadership and improve conditions for positive employee feedback Additionally, building HR competencies for recruiting, training, and appraising HR professionals is crucial The research highlights the complexity and variability of HR attributions within organizations, offering valuable insights for crafting effective communication strategies that promote positive perceptions while reducing negative ones.
The outline of dissertation
The structure of the dissertation are designed to consist of 5 chapters
Key concepts and definitions
Human resource change leadership role
The HR change leadership role encompasses the proactive efforts of HR professionals to identify and seize opportunities within both internal and external organizational environments By leveraging their skills, knowledge, and social capital, as well as HR systems, these leaders aim to transform organizational norms, rules, routines, and values to align with sustainability objectives Additionally, they work to mitigate harmful practices that could negatively impact social and ecological well-being.
Hunam resource professionalism
HR professionalism reflects the ability of HR professionals to effectively utilize their expertise, knowledge, and specialized skills in leading organizational change within a sustainable framework It is assessed based on the application of seven key competencies: strategic positioner, credible activist, capability builder, change champion, human resource innovator and integrator, technology proponent, and interpersonal leader.
Employee voice
Employee voice refers to the voluntary and open communication of individuals within an organization, aimed at influencing the sustainable work environment (Maynes & Podsakoff, 2014) It encompasses two main types: positive voice, which includes supportive and constructive feedback, and negative voice, which comprises defensive and destructive expressions.
Human resource attribution (HR attribution)
HR attributions refer to the causal explanations employees assign to management's motivations behind sustainable HR practices These attributions are categorized into two types: well-being attribution, which focuses on the impact of HR practices on employee welfare, and performance attribution, which relates to how these practices influence employee performance.
Employee outcomes
Organizational commitment involves a deep belief in an organization's goals and values, a readiness to invest significant effort for its success, and a strong desire to remain a member (Mowday et al., 1979) In contrast, work engagement is defined as a positive and fulfilling mental state characterized by vigor, dedication, and absorption These traits not only enhance work-related behavior and attitudes but also make work engagement a crucial area of study in the context of sustainability (Schaufeli & Bakker, 2003).
Foundational theories related to the research paradigm
Resource-based-view of firm theory
Within RBV theory (Barney, 1991), people as a strategic resource to a firm’s success through the interaction and convergence of strategy and HRM issues (Wright et al., 2001)
The human capital pool represents the collection of employee skills within a firm, which evolves over time and requires ongoing assessment to align with the company's strategic objectives Additionally, both HRM systems and employee behaviors play crucial roles in strategic human resource management (SHRM), influencing sustainable competitive advantage through discretionary actions that can yield positive or negative outcomes for the organization Moreover, a variety of practices—including effective communication, work design, organizational culture, and leadership—impact employees, shaping their competencies, perceptions, and attitudes.
Based on the Resource-Based View (RBV) proposed by Barney (1991), this study highlights that the adoption of HR change leadership, HR professionalism, and employee voice are vital strategic resources that enhance sustainable performance by fostering employee organizational commitment and work engagement Effectively utilizing these resources enables enterprises to achieve competitive advantages Therefore, implementing a well-designed HR system that prioritizes HR change leadership, professionalism, and active employee participation creates a supportive and engaging work environment This, in turn, boosts employee commitment and engagement, ultimately enhancing performance and contributing to the organization's sustainable objectives.
Attribution theory
Attribution theory, proposed by Weiner in 1972, explores how individuals identify the causes of events, influencing their emotions, thoughts, motivations, and behaviors Social attribution shows that people interpret social stimuli differently, leading to varied behavioral and attitudinal responses based on their inferences (Fiske & Taylor, 1991) In the context of human resources, employee attributions clarify their beliefs regarding the implementation of HR practices (Nishii et al.).
In 2008, it was found that management practices focused on improving service quality and employee well-being significantly boost employee commitment and satisfaction Conversely, strategies centered on cost reduction and employee exploitation tend to have a detrimental effect on employee satisfaction.
HR attribution theory (Nishii et al., 2008) explores how employees' perceptions of sustainable HR practices are influenced by HR change leadership, HR professionalism, and employee voice Employees interpret these practices based on their experiences and observations of HR professionals' behaviors and attitudes Consequently, they may perceive the organization's intentions as either genuine concern for their well-being or as a strategy for organizational interests This perception ultimately affects their levels of organizational commitment and work engagement.
Social exchange theory
Social exchange theory (SET), proposed by Blau in 1964, suggests that social interactions create favors that lead to future obligations, fostering feelings of gratitude, trust, and personal obligation while establishing significant social patterns Reciprocity plays a crucial role, as individuals respond to positive actions with benefits and to negative actions with harm, as noted by Meeker in 1971 The social exchange process is initiated when a supervisor or coworker interacts positively or negatively with an individual, leading to a reciprocal response in behavior from the subordinate or coworker, as highlighted by Eisenberger et al in 2004 and 1987.
This study utilizes the Social Exchange Theory (SET) to analyze employee attitudes and behaviors within the context of social exchange relationships between organizations and employees, as well as between HR professionals and employees It highlights the significance of social rewards, such as perceived organizational support and support from change leaders, which are enhanced by the implementation of HR change leadership roles, HR professionalism, and the encouragement of employee voice These exchange resources play a crucial role in fostering employee voice and enhancing organizational commitment.
Signaling theory
Signaling theory, introduced by Spence in 1973, illustrates how organizations communicate signals to their stakeholders to mitigate information asymmetry Stakeholders depend on these often subtle and unobservable signals to inform their decision-making processes The human resource management (HRM) process functions as a complex communication system involving multiple active participants.
This study, grounded in signaling theory, posits that the content, manner, and implementation level of HR change leadership, along with coworker voice behaviors, can reveal management's intentions Employees interpret these signals to understand the underlying goals of sustainable HR practices, leading to HR attribution that predicts organizational commitment and work engagement.
Research hypotheses and model
The association of the adoption of human resource change leadership role, human
(1) The link between the adoption of HR change leadership role and human resource professionalism
In the Resource-Based View (RBV) framework, HR change leadership is recognized as a strategic capability essential for organizations to effectively manage and adapt to change By embracing this role, HR professionals cultivate valuable knowledge and skills that enhance their ability to manage resources and capacities, positioning them as vital assets within the organization Consequently, adopting the HR change leadership role significantly elevates HR professionalism.
H1 The adoption of HR change leadership role positively associates with HR professionalism
(2) The impact of HR professionalism on employee voice
Research by Blau (1964) indicates that strong relationships fostered through fair and advantageous transactions lead to effective work behavior and positive employee attitudes (Cropanzano & Mitchell, 2013) The level of HR professionalism—whether high or low—reflects the positive or negative treatment of HR professionals towards employees during social transactions, which is crucial for effective change leadership Employees are likely to respond positively to supportive HR practices by actively engaging and voicing their support Conversely, negative treatment from HR professionals can lead to adverse reactions, resulting in employees expressing dissatisfaction and disengagement.
H2a: HR professionalism positively affect to positive voice
H2b: HR professionalism negatively affect to negative voice
(3) The link between the adoption of HR change leadership role and employee voice
The adoption of HR change leadership roles, as outlined in the Social Exchange Theory (SET) by Blau (1964), fosters strong relationships between HR professionals and employees through organizational support This support includes favorable conditions, rationales, and the provision of material and social resources, which reflect the treatment employees receive from HR Consequently, when HR professionals offer high levels of organizational support, employees are likely to respond positively by engaging in constructive communication Conversely, a lack of support may lead employees to express negative feedback in reaction to poor treatment from HR professionals.
H3a: The adoption of HR change leadership role positively affects to positive voice H3b: The adoption of HR change leadership role negatively affects to negative voice.
The association of the adoption of human resource change leadership role, human
(1) Link between the adoption of human resource change leadership role and organizational commitment
Based on the Resource-Based View (RBV) theory by Barney (1991), this study illustrates that adopting an HR change leadership role enhances organizational commitment, serving as a strategic resource that contributes to sustainable performance Additionally, social exchange theory (Blau, 1964) indicates that perceived organizational support (POS) is a strong predictor of employee commitment to the organization (Wayne et al., 1997) The implementation of HR change leadership can foster POS by creating favorable organizational conditions and promoting sustainable values.
H4: The adoption of HR change leadership role is positively influential to organizational commitment
(2) Link between the adoption of human resource change leadership role and work engagement
According to Resource-Based View (RBV) theory, the adoption of HR change leadership roles can significantly enhance work engagement by fostering a supportive work environment and cultivating a shared sense of purpose and commitment among employees When organizations embrace these leadership roles, employees are more likely to engage in their work, driven by a collective commitment and motivation stemming from corporate social responsibility initiatives This engagement not only boosts motivation but also encourages participation in innovative activities that yield substantial outcomes.
H5: The adoption of HR change leadership role positively affects to work engagement
(3) Impact of HR professionalism on organizational commitment
According to Resource-Based View (RBV) theory, HR professionalism serves as a strategic resource that enhances organizational commitment by creating a supportive and trustworthy work environment The Social Exchange Theory (SET) suggests that HR professionalism fosters Leader-Member Exchange (LMX) relationships between employees and HR professionals, characterized by support, trust, and respect These positive LMX relationships are linked to increased organizational commitment, satisfaction with supervision, and overall job satisfaction.
H6: HR professionalism positively associates with organizational commitment
(4) Impact of HR professionalism on work engagement
According to Resource-Based View (RBV) theory, HR professionalism serves as a strategic resource and capability that enhances the value of human capital within an organization This professionalism fosters a supportive work environment where employees feel valued and supported, ultimately promoting higher levels of work engagement.
H7: HR professionalism positively affects to work engagement
(5) The link of employee voice and organizational commitment
Employee voice is a crucial strategic resource within the Resource-Based View (RBV) theory, as it fosters a sense of empowerment and emotional attachment among employees, ultimately enhancing organizational commitment (Wright et al., 2001; Detert & Burris, 2007) According to the Social Exchange Theory (SET), employee voice represents a key aspect of organizational citizenship behaviors, and when employees perceive strong organizational support, they are more inclined to engage in these behaviors, which in turn boosts their commitment to the organization (Van Dyne et al., 1995; Lynch et al., 1999; Rhoades et al., 2001).
H8a: Positive voice positively correlates with organizational commitment
H8b: Negative voice negatively connects with organizational commitment
(6) The positive link of employee voice and work engagement
In the context of Resource-Based View (RBV) theory, employee voice is a crucial strategic asset for organizations Sustainable companies that adeptly manage internal resources, including employee voice, can achieve higher work engagement levels, leading to improved sustainable performance Embracing employees' perspectives is a powerful management strategy that boosts engagement (Li et al., 2021), and providing avenues for employees to express their opinions is a key factor in driving this engagement (Truss et al., 2006).
H9a: Positive voice positively connects with work engagement
H9b: Negative voice negatively connects with work engagement.
The mediating role of human resource attribution in the relationships among the adoption
(1) The link between the adoption of human resource change leadership role and human resource attribution
Based on attribution theory and signaling theory, this study posits that adopting an HR change leadership role serves as a sustainable HRM practice that communicates management's intentions HR professionals act as signalers, while employees interpret these signals based on their experiences with specific HR practices When management's purpose aligns with employees' interests, positive attributions are formed; conversely, negative attributions arise when management intent is perceived as detrimental to employees.
H10a: The adoption of HR change leadership role positively correlates with well- being HR attribution
H10b: The adoption of HR change leadership role negatively effects to performance
(2) Effect of HR professionalism on HR attribution
In the context of signaling theory, HR professionals act as representatives of their organization, conveying management intentions through their professionalism in change leadership By effectively implementing sustainable HR practices, they distinguish themselves and foster positive attitudes and behaviors among employees This creates a supportive work environment where employees perceive management's intent as genuinely caring for their well-being, leading to positive attributions towards HR performance.
H11a: HR professionalism is positively influential to well-being HR attribution
H11b: HR professionalism is negatively influential to performance HR attribution
(3) Impact of employee voice on HR attribution
Within signaling theory (Spence, 1973), coworkers could be considered signalers, who disclose their organizational management intent via their voice (signals) (Salancik & Pfeffer,
Frequent interactions among employees can significantly shape their perceptions of HR practices (Chen et al., 2013) When employees and their coworkers express their thoughts on sustainable HRM practices, it can create either positive or negative social stimuli, reflecting how their ideas are valued by HR professionals Positive attributions arise when management demonstrates genuine concern for employee well-being, while negative attributions occur when management is perceived as exploitative or controlling (Nishii et al., 2008).
H12a: Positive voice positively affects to well-being HR attribution
H12b: Negative voice positively affects to performance HR attribution
(4) The mediating role of human resource attribution in the relationships among the adoption of human resource change leadership role, human resource professionalism, employee voice and organizational commitment
Organizational commitment is influenced positively by well-being HR attributions and negatively by control-focused HR attributions Perceived organizational support (POS) serves as a strong predictor of employee commitment When employees attribute well-being to HR change leadership, they recognize management's intent to prioritize their welfare, fostering a sense of POS that ultimately enhances their commitment to the organization.
H13a: Well-being HR attribution positively affect to organizational commitment H13b: Performance HR attribution negatively affect to organizational commitment
Research indicates that well-being HR attribution mediates the relationship between strategic HR practices aimed at service quality, employee well-being, and organizational commitment (Nishii et al., 2008) When HR leadership effectively adopts a supportive role, it encourages employees to make positive well-being attributions, enhancing perceived organizational support (POS) and strengthening their commitment to the organization Conversely, if HR leadership is viewed as exploitative and focused solely on performance maximization, it undermines organizational support and reduces employee commitment.
H13c: Well-being HR attribution mediates in the relationship among the adoption of
HR change leadership role and organizational commitment
H13d: Performance HR attribution mediates in the relationship among the adoption of HR change leadership role and organizational commitment
Effective HR professionals cultivate a supportive and respectful workplace, enhancing employee perception of sustainable HR practices focused on their growth and well-being (Paoline & Lambert, 2011) This positive environment leads employees to attribute their well-being to these practices.
By contrast, employee infers sustainable HR practices mainly focusing on performance improvement or cost reduction, thus forming performance attributions that reduce organizational commitment Hence:
H13e: Well-being HR attribution mediates in the relationship among the adoption of
HR professionalism and organizational commitment
H13f: Performance HR attribution mediates in the relationship among the adoption of
HR professionalism and organizational commitment
Positive voice behaviors signal to employees that sustainable HR practices prioritize their well-being, leading to enhanced feelings of belonging and loyalty to the organization.
Employees often interpret negative voice behaviors as indicators of exploitative HR practices, which can diminish their trust in the organization's intentions and weaken their emotional attachment to it (Hewett et al., 2019; Chiaburu et al., 2013).
H13g: Well-being HR attribution mediates in the relationship among positive voices and organizational commitment
H13h: Performance HR attribution mediates in the relationship among negative voice and organizational commitment
(5) The mediating role of human resource attribution in the relationships among the adoption of human resource change leadership role, human resource professionalism, employee voice and work engagement
When employees recognize management's intentions as beneficial, they tend to exhibit positive emotional and behavioral responses According to Guest et al (2020), positive human resource attributions are closely linked to increased work engagement, whereas negative attributions can result in disengagement and dissatisfaction.
H14a: Well-being HR attribution positively associates with work engagement
H14b: Performance HR attribution negatively connects with work engagement
The HR change leadership role is a kind of special sustainable HRM practices that sends signals about management’s intent, which employees interpret it through the lens of
HR attributions Well-being HR attribution would activate a higher levels of work engagement, because employees feel valued and cared for by the organization (Alfes et al.,
2020) While performance HR attributions lead to lower work engagement, as employees infer these practices as exploitative (Bacon & Blyton, 2005; Guest et al., 2021)
H14c: Well-being HR attribution mediates in the relationship among the adoption of
HR change leadership role and work engagement
H14d: Performance HR attribution mediates in the relationship among the adoption of HR change leadership role and work engagement
When HR professionals exhibit strong professionalism in their roles, it sends positive signals to employees, who perceive sustainable HR practices as a genuine concern for their well-being This perception fosters positive attributions, leading to increased employee engagement as they feel valued and supported by their organization.
2020) Conversely, the lack of professionalism in doing the change leadership role would induce performance attributions These negative attributions stifle engagement Hence:
H14e: Well-being HR attribution mediates in the relationship among the adoption of
HR professionalism and work engagement
H14f: Performance HR attribution mediates in the relationship among the adoption of
HR professionalism and work engagement
When employees witness positive communication regarding sustainable HR practices, they are more likely to believe that these initiatives genuinely aim to improve their happiness and well-being, leading to increased motivation and trust in the organization Conversely, exposure to negative communication can lead employees to perceive these practices as focused solely on enhancing performance at the expense of their well-being, resulting in disengagement.
H14g: Well-being HR attribution mediates in the relationship between positive voices and work engagement
H14h: Performance HR attribution mediates in the relationship between negative voice and work engagement.
Research model
Based on RBV theory (Barney, 1991), attribution theory (Weiner, 1972; Nishii et al.,
2008), SET (Blau, 1964), signaling theory (Spence, 1973), and previous researches, the study suggests the research model (Figure 2.1)
Research process
The study is structured into three key phases: first, a literature review and qualitative research; second, a preliminary quantitative research stage; and third, an official quantitative research phase Ultimately, the findings are analyzed, and managerial implications are proposed to support sustainable enterprises.
Research methods
Qualitative method
Qualitative techniques are used to build and adjust the measurement scales In-depth interviews are organized to generate experts’ practical opinions referring to sustainable context in Viet Nam.
Quantitative method
Quantitative research is essential for validating scales and testing hypotheses and models through three distinct studies The initial study focuses on assessing item-content validity, while the preliminary study evaluates the scale's reliability and both convergent and discriminant validity The official study further tests concepts, hypotheses, and measurement and structural models To measure the scales' reliability, Cronbach’s Alpha is utilized, and Exploratory Factor Analysis (EFA) with Principal Axis Factoring and Promax rotation is conducted to determine convergent and discriminant validity Finally, the Structural Equation Modeling (SEM) method is employed to test composite reliability coefficients, extracted variance, hypotheses, and models.
Scale development in sustainable context in Viet Nam
Five experts thoroughly examined all original items, highlighting the need to adjust certain scale items to better fit sustainable or national contexts This adjustment aims to clarify their meanings, eliminate vagueness, and remove double-barreled content that could lead to inaccurate results The findings are detailed in Table 3.1.
(2) Assessing the content validity of the items
Following a thorough evaluation of content validity by 51 experts, the preliminary study utilized 71 out of 83 items from the CLR scale, all 61 items from the HRP scale, all 28 items from the EV scale, all 18 items from the HRA scale, all 15 items from the OC scale, and all 9 items from the WE scale.
Table 3.1 Results of in-depth interview on refining scales
Results of in-depth interview Total Addition Remove
HR change leadership role (CLR) 52 31 0 83
Sample and data collection
Sampling method and sample size
The research utilized non-probability purposeful sampling and quota sampling methods A preliminary sample comprised 263 employees from sustainable enterprises, while the official study involved 1,058 employees across 24 sustainable corporations.
Data collection
In addition to independently gathering data through personal connections, the researcher enlisted the assistance of a professional survey team comprising five staff members and one leader, covering their expenses The process was carried out as follows:
The process began by reaching out to employees from 24 selected enterprises to request permission for interviews Meetings were then organized, lasting 20-30 minutes, conducted face-to-face at their offices or nearby coffee shops During these interviews, questions from sections 2.1 to 2.4 were asked in a random order, and respondents were required to score the options that accurately reflected their workplace situation Interviewers expressed gratitude for the participants' time and provided a thank-you gift, while also reminding them to complete the remaining questions and return the questionnaires within three days After 3-5 days, interviewers followed up to collect the completed questionnaires, which were then sent to the researcher for screening.
To ensure the reliability of the scale, the total correlation coefficient for each observed variable should be at least 0.3 Additionally, the Cronbach’s Alpha coefficient for the scale must exceed 0.6 Furthermore, the Cronbach’s Alpha if Item Deleted for each observed variable should be lower than the overall Cronbach’s Alpha of the scale.
(2) Exploratory Factor Analysis analysis (EFA)
To ensure the validity of factor analysis, the KMO coefficient should fall between 0.5 and 1.0, while Bartlett’s test of sphericity must yield a significance level below 0.05 Additionally, factors are determined by an Eigenvalue of 1 or greater, and the total variance explained should exceed 50% (Anderson & Gerbing, 1988) Furthermore, a factor loading of 0.3 or higher is recommended (Hair et al., 2010).
(3) Assessment of reflective measurement model
Composite reliability values between 0.70 and 0.90 are considered satisfactory (Nunally & Bernstein, 1994) For convergent validity, outer loadings should be 0.708 or higher, with an Average Variance Extracted (AVE) value of 0.50 or greater (Hair et al., 2014) Discriminant validity is established when the HTMT values are lower than 0.85, and the statistical confidence interval of the HTMT does not include the value 1 across all concept combinations (Henseler et al., 2015).
(4) Assessment of formative measurement model
Collinearity issues can be assessed using the Variance Inflation Factor (VIF), where a value below 3 indicates no significant collinearity Additionally, the significance of formative indicators is reflected in their outer weight coefficients; values approaching +1 or -1 signify strong positive or negative relationships, while coefficients near 0 suggest a weak relationship.
To assess collinearity, VIF values should be lower than 3 (Hair et al., 2018) R² values of 0.75, 0.50, and 0.25 indicate substantial, moderate, and weak relationships, respectively (Hair et al., 2011) The f² values of 0.02, 0.15, and 0.35 represent small, medium, and large effects on a dependent variable (Cohen, 2013) Predictive relevance of the PLS-path model is low when Q² values range from 0 to 0.25, medium between 0.25 and 0.5, and high when Q² exceeds 0.5 Path coefficients range from -1 to +1, reflecting strongly negative or positive relationships.
3.6 The result of preliminary research
3.6.1 Exploratory factor analysis and scale reliability
The results of the Exploratory Factor Analysis (EFA) and scale reliability indicate that all scales meet the necessary standards for official research The CLR scale consists of five factors with a total of 50 items, categorized as follows: IO (10 items), CV (8 items), LR (8 items), RI (13 items), and CC (11 items) The HRP scale comprises seven factors with 49 items, including SP (6 items), CA (5 items), CB (8 items), CM (7 items), HI (10 items), TP (7 items), and IL (6 items) The EV scale features four factors with 28 items, divided into Su (9 items), Co (6 items), Df (6 items), and De (7 items) Lastly, the HRA scale includes two factors with a total of 18 items, specifically Wb (9 items).
Pf, 9) The OC scale includes 01 factors with 13 items and the WE scale includes 01 factors with 9 items
The sample consists of 52.8% females and 47.2% males, predominantly aged between 25 to 40 years (65.2%) A significant majority are married (71.9%) and hold high qualifications, with 64.4% having degrees or postgraduate education, 31.5% with college education, and only 4.2% at vocational or intermediate levels Additionally, 61.5% of the participants have over 6 years of experience working in sustainability-focused enterprises, with 42.2% having more than 9 years of experience.
4.2 The scale reliability and exploratory factor analysis
The results of scales reliability and EFA show that items of CLR, HRP, EV, HRA, OC,
WE scales ensure the reliability (α >0.6, items loading>0.3) Also, 20 extracted factors meet required standards of EFA (0.5≤KMO=0.979≤ 1; Bartlett's Test with sig of 0.001); variance index of 64.298% (>50%) and items loading >0.5
The scales demonstrate strong internal consistency and reliability, with values indicating convergent and discriminant validity They achieve significant relevance without collinearity among formative indicators, as evidenced by outer loadings exceeding 0.708, composite reliability (CR) below 0.95, average variance extracted (AVE) above 0.5, and HTMT values below 0.85, ensuring that the HTMT ratio does not contain 1 and variance inflation factor (VIF) remains under 3 Additionally, the outer weights of formative indicators are significantly loaded.
VIF values of all constructs are less than 3, meaning that no collinearity among the predictive variables in the study model
The R 2 and R 2 adjust of HRP (0.376/0.375, p