SUSTAINABLE HRM IN HYBRID AND REMOTE WORK: TRANSLATING SDG STRATEGY INTO ORGANIZATIONAL PRACTICE
DOI:
https://doi.org/10.11113/ijibs.v21.208Keywords:
SDG, Sustainable HRM, Hybrid work, Remote work, HR practice, BangladeshAbstract
This study explores how sustainable Human Resource Management practices are implemented in hybrid and remote work environments in Bangladesh; also discusses the HR strategies related to flexibility, well-being, and performance evaluation are translated into practice, and to identify the cultural and structural factors influencing their effectiveness. A qualitative research approach was employed, using interviews with HR professionals and employees from diverse sectors. Thematic analysis was applied to explore patterns related to practices in hybrid and remote contexts. The results reveal a workplace in transition, with a shift from attendance-based to results-driven evaluation aligning with productivity and innovation goals. Remote and hybrid work in Bangladesh echo the systemic, cultural, and knowledge divides between HR policy and practice. The digitized overexposure, presenteeism, and invisible pressures threaten burnout and flexibility. Performance-based evaluation encourages individual autonomy but also generates ‘always-on’ self-surveillance. Mental health programs are on the rise but are largely skin deep, while stigma and insufficient support create distrust among employees. This study contributes to the limited literature on sustainable HRM in hybrid and remote work environments in developing countries by highlighting the gap between formal HR policies and employees lived experiences. It offers context-specific evidence from Bangladesh that can inform the design of more sustainable, inclusive, and employee-centered work practices aligned with the SDGs.
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