Mahvish Kanwal Khaskhely

This chapter explores sustainable human resources management (HRM) as a vital tool for achieving the United Nations (UN) Sustainable Development Goal (SDG) 8. Sustainable HRM encompasses practices that enable organisations to simultaneously achieve economic, environmental, and social goals. This approach highlights employees as key stakeholders in driving organisational sustainability, prioritising well-being, ethical decision-making, and the development of skills that align with sustainable business strategies. Given that the prerequisites for sustainable HRM implementation vary across geographic locations, we drew upon the cases of three developing nations: Kenya, Pakistan, and Sri Lanka. Despite their economic and cultural differences, these three countries all have organisations that implement sustainable HRM practices. However, large portions of their economies still fall under the informal sector, where impoverished conditions are prevalent. To put SDG 8 into practice on a broad scale in these countries is a daunting task. However, improved education and employees who can vote with their feet may encourage employers to enhance their HRM practices in a more sustainable manner to retain a motivated and competent workforce.

Consistent performance and good quality of work are very much necessary for businesses. Here are many more factors to losing an employer’s performance in the market. Worker departure is more excessive in the business sector nowadays, which is a very poor and challenging issue in organizations, especially in Pakistan’s pharmaceutical sector. Upper-level supervisors and researchers concentrate on the effect of employee departure. The actual reason for this work is to locate the various reasons and address these problems in both national and MNC pharmaceutical companies in Pakistan. The study will focus on the reputation of these sectors on behalf of employees and how to control employees quitting services from the company, find out the reasons, work on them, control employee attrition, and retain the salesforce. There are a lot of differences between national and multinational pharmaceutical companies in terms of hiring, training, and retaining; employee motivation plays an important role in employees staying long-term in the company. The human resources department measures everything, conducts interviews, and so on. For good hiring people nowadays, employees leaving the organization is a critical issue for the employer. They can hire them when only one employee leaves the company, especially in the pharmaceutical sector. The company loses their sales in a specific territory in terms of volume and units, but this is the only industry in Pakistan where there can be huge and high turnover in the sales and marketing profession as compared to all other industries, even more and more yearly new pharmaceutical companies are coming up in the market where a for employee have extra another opportunities are available, but still in this medical profession of sales and marketing the turnover rate is seeing high. Employees leave for various reasons. The First thing is undue Sales Pressure by the company. Secondary things happen, including extra difficult tasks given by the supervisor/manager, ambiguous unchallenging tasks, the poor concentration of the manager, inadequate support, lack of appreciation, and no career growth in the company, perceived that employee received pay equity as compared to other employees and also the advantage of achieving more favorable jobs in different companies Exit policies are important for the employees of multinational companies but not for the employee of national companies Sales targets should also be realistic and flexible following the market conditions including the competitors In order to manage the trust, Firstly the management has to improve its HR style for the leaving employee, from no worries to consultative and caring or laissez-fair where individual grievances are considered noteworthy.

COVID-19 established the need for even more social entrepreneurship globally. It is important for keeping society together in times of crises because it creates an environment that improves the quality of life during hard times and public health emergencies such as COVID-19. Even though it plays a unique role in returning things back to normal after a crisis, it faces opposition from many parts of society, especially the government. Still, there are not many studies that look at what the government should do to help or stop social enterprise during public health emergencies. That is why the goal of this study was to find out how the government has helped or hindered social entrepreneurs. Content analysis was conducted on the carefully mined data from the internet. The research found that regulations for social enterprises should be loosened, especially during and after pandemics and disasters. This could also make it easier to accomplish things in the government. It was also found that, in addition to financial help, capacity building through training can help social enterprises do more and make a bigger difference. This research provides broader guidelines for policymakers and new entrants in the field.

Pakistan ranks as the eighth most vulnerable country on the 2021 global climate change vulnerability index. Partially, this perilous position is attributed to unsustainable practices in the large-scale manufacturing sector since its contribution to carbon emission is among the highest in the economy. These serious environmental challenges impede the attainment of sustainable development goals that concern responsible consumption and production. In manufacturing organizations, there are an ongoing debate regarding sustainable human resource management (HRM) determinants, which can promote sustainable performance. In this regard, green human resource management (GHRM) practices and dynamic sustainable capabilities are significant components as they have a unique role in transforming corporations into sustainable organizations. However, there is a dearth of evidence regarding the impact of individual GHRM practices, such as green recruitment and selection, green pay and reward, and sustainable capabilities like monitoring and re-configuration, in improving the corporate environmental and social performance. Hence, an empirical investigation regarding the association among these macro-level components with the corporate environmental and social performance through partial least squares structural equation modeling (PLS-SEM) is conducted. The findings inferred from 396 employees affiliated with six large-scale industries substantiate the main hypotheses of this study. It is empirically confirmed that GHRM and dynamic sustainable capabilities significantly and positively impact corporate sustainable performance. This research contributes to the literature by employing dynamic capabilities approach and a dynamic resource-based view (RBV) to explicate how corporations can benefit from the interplay of sustainable capabilities and GHRM functions. Hence, in the absence of a significant predictive model, this research is the first of its kind to isolate macro-level antecedents of sustainable HRM to find their impact on corporate sustainable performance in a developing country context. The study recommends that the management should prioritize the acquisition of monitoring capabilities and hiring environmentally conscious employees to achieve social equity and ecological conservation goals.

Banks’ failure and financial crises are consequences of non-performing loans, and it is of great importance when it comes to microfinance banking system because it is more than mere loan repayment problems. Rather, it is an important determining factor of their failure or survival in market. The purpose of this study is to examine the impact of bank specific (micro-level factors) as well as macro-economic factors on NPLs to understand their impact and effect on microfinance banks. Microfinance banking sector has significant contribution in terms of financial inclusion in an economy. Sustainable Development Goal number 8 calls for expanding financial services to people (typically low-income) which encourages economic growth. This research employs published secondary data from 2011-2020 of micro-economic and macro-economic factors as independent variables and NPLs as dependent variable. The present study applies regression analysis to determine the explanatory power of the independent variables in explicating the NPLs. The findings of this empirical research contribute in guiding bankers to develop better understanding of their performance in terms of efficiency, riskiness, profitability and further it facilitates investors to take precision decisions.

Social entrepreneurs are catalysts for social change on account of social value creation and opportunity identification, thereby improving the quality of life. Their contribution to society is particularly significant in times of crises and pandemics. Hence, the world health crisis caused by the COVID-19 pandemic has increased the need for social entrepreneurship across the globe. Despite social entrepreneurship’s relevance in social value creation, the studies regarding opportunity identification in times of social distancing are particularly rare. This constructivist-qualitative research fills the gap by employing the EDraw Mind Map tool to explore how the COVID-19 pandemic in general, and social distancing in particular, have shaped entrepreneurial opportunities for social innovation. The findings from content analysis reveal that ICT-based services and industry 4.0 hold a promising future during and post-COVID-19 scenario. They can facilitate a transformation of the threats of social distancing into distant socialization benefits and demand fulfillment. Furthermore, the study contributes to providing a comprehensive depiction of the myriad of opportunities created by social entrepreneurs worldwide. It also guides aspiring social entrepreneurs to adopt such technologies and aim for social integration to ensure quality mental health, education, employment, and manufacturing services in low-resource and developing countries’ contexts, as they are severely impacted by the pandemic.

Work Life Balance (WLB) is the current biggest problem being faced by the corporate employees. This research aims to evaluate the challenges of WLB that an employee has to face in his daily life, meanwhile what role does Emotional Intelligence (EI) play and to see how organizations can initiate to support them to improve their WLB and make them satisfied of their job. It aims to find out the impact of EI employee Job Satisfaction (JS) in the presence of WLB of corporate employees in Karachi, Hyderabad and Thatta. To fulfill this purpose, quantitative methodology was adopted, 300 questionnaires were distributed, and SPSS version 22 was used to analyse data. The results indicate that EI has significant and positive impact on employee JS whether in the presence or absence of WLB. Finally, the results of ANOVA test between male and female employees are statistically different for WLB and EI but no significant difference between the genders was statistically found for JS. There is also no significance difference observed between marital status for EI, WLB and JS. From the findings of the research, some solutions are recommended to improve employees WLB for their job satisfaction in corporate sector.