Linking Job Demands–Resources and Social Exchange Theory to Employee Well-Being: A Conceptual Model for Sustainable HRM in the Indian Automotive Sector..

Abstract

Rapid digital transformation, pressure from competing interests, changes in the labour market, rapid developments in the way we produce goods (Industry 4.0), the rise of globalisation, and the changing expectations of workers, have prompted changes in the automotive industry in India. In response to these changes, the automotive industry has had to change the way that it meets the job demands placed on its workers, the amount of time that they need to devote to work and their family, and how the workplace interacts with employee wellness. Sustainable HRM is emerging as a key strategy for organisations; however, the literature has not adequately explained how Sustainable HRM affects an employee's ability to be healthy and to balance their work and family responsibilities in emerging economies, where companies often focus on efficiency and productivity over the sustainability of their employees. This study provides an integrated conceptual framework for understanding how an employee's access to organisational resources and their perceived level of support combine with the exchange processes between the organisation and employee to support sustainable employee outcomes. To develop this framework, the study systematically reviews the published literature between 2000 and 2024 and synthesises this research by identifying the key concepts, mediating mechanisms, and contextual moderators of sustainable employee outcomes in the Indian automotive sector. By providing insight into the synergy between job resources and the quality of social exchange to enhance employee well-being and work-life balance, the proposed conceptual framework advances theoretical knowledge. Therefore, Sustainable HRM is expected to positively affect the sustainability of an organisation through these two mechanisms. At the conclusion of this article, we outline the theoretical and practical implications of these findings on future research and practice, including the need for resource-enhancing HR systems, the creation of relationship based organisational climates, and the equitable distribution of flexibility in order to build employee resilience and adaptability in a rapidly evolving, technology-intensive environment...