Strategic Human Resource Management and Employee Resilience: A Theoretical Framework for Sustainable Organizational Performance in the Digital Era

Abstract

The rapid advancement of digital technologies has transformed organizational operations and increased the strategic importance of human resource management in fostering workforce adaptability and performance. This study investigates the influence of innovative HR strategies and digital HR technologies on sustainable employee performance through the mediating role of employee readiness and the moderating role of organizational support culture. Drawing on the Resource-Based View, Human Capital Theory, and Social Exchange Theory, the study develops an integrated framework explaining how HR innovation contributes to employee performance in digitally transforming workplaces. A quantitative research design was adopted using a secondary dataset comprising 368 employee responses obtained from Mendeley Data. The proposed model was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that innovative HR strategies and digital HR technologies positively influence employee readiness, which in turn significantly enhances sustainable employee performance. The results further reveal that employee readiness serves as a key mediating mechanism linking HR innovation and performance outcomes. Additionally, organizational support culture strengthens the positive relationship between employee readiness and employee performance. These findings highlight the importance of integrating strategic HR practices, digital HR technologies, and supportive organizational cultures to improve workforce adaptability and sustain performance in dynamic business environments. The study contributes to the strategic HRM and digital transformation literature by providing empirical evidence on the mechanisms through which HR innovation drives sustainable employee performance in the digital era.