Sustainable Employability: Enhancing Long-Term Employee Well-Being and Organizational Performance through Strategic HR Practices

Abstract

Employees with sustainable employability create essential opportunities for organizations that want better long-term results in employee wellness and workforce output. This research analyzes strategic human resource (HR) practices which support sustainable employability by integrating theoretical models from Self-Determination Theory (SDT) and Job Demands-Resources (JD-R) Model as well as Capability Approach. The research adopted a combined methods research design by collecting survey data along with interviews from HR managers alongside employees who worked in various sectors to understand the HR intervention relationship with job satisfaction and adaptability and performance outcomes. The research established a robust relationship between employee welfare and job performance since organizations active in well-being initiatives achieve better productivity as well as reduced staff attrition. The study established a robust positive relation between how well employees feel and their work performance thus demonstrating the need for complete HR management approaches. Certain mentorship programs delivered variable results which indicates organizations should create standardized mentorship systems. Future research needs to evaluate how HR initiatives affect employee career sustainability through long-term studies and it should study industry-related barriers that hinder sustainable employability frameworks. Organizations operating in different cultural environments can gain knowledge about how HR strategies change based on their locations through cross-cultural research. Organizations using evidence-based HR methodologies can build resilient performing work teams which will thrive in changing labor markets to ensure enduring business success.