The dharma of work: Cracking the code to social sustainability puzzle for the future of human resources

Abstract

Abstract The growing awareness of social sustainability and employee experiences has gained significant global organizational attention toward socially sustainable issues, mainly due to the sudden surge in resignations, strikes, elevated job stress, and depression in the Indian manufacturing sector. Despite organizational efforts to address these challenges, a notable gap persists in understanding the influence of socially sustainable strategies on employee well‐being and organizational sustainability. Hence, this research aims to fill that void by identifying and ranking strategies for achieving sustainable development from a holistic angle. The triangulation method is employed in this study as a validation strategy, reinforcing the credibility of the findings. This study utilizes a hybrid approach that integrates the Fuzzy Delphi Method (FDM) and the Fuzzy Analytic Hierarchy Process (FAHP) to enhance accuracy and dependability in identifying and prioritizing critical social strategies. A literature review and FDM are used to create initial strategies, which are subsequently prioritized through the FAHP method to determine their relative significance. Eight strategies aligned with sustainable development goals are identified, with “improving employee well‐being” deemed most crucial, followed by “improving diversity, equity, and inclusion” and “equipping leaders with empathy.” The study illustrates how these social practices advance the development of sustainable business models by improving organizational culture, fostering future competencies, and promoting human‐centered leadership. This study offers managerial insights for managers striving to align organizational objectives with global sustainability aims. Organizations may leverage the identified factors for strategic planning to establish a resilient foundation capable of enduring the challenges of a dynamic market environment.

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