The moderator role of perceived organizational justice in the effect of sustainable human resources management dimensions on positive psychological capital formation

This research aims to investigate whether sustainable human resources management (HRM) practices exist in universities and to understand the effect between sustainable HRM dimensions and positive psychological capital with the regulatory role of organizational justice. The results of the research findings may help create a model design for sustainable HRM practices in universities. In this context, since sustainable HRM is a new concept, studies have yet to be found in Turkey regarding HRM studies in universities, and it aims to contribute to the literature in terms of measuring positive psychological capital and its impact and researching how it can be improved. The research population consists of universities consistently included in the UI Green Metric University Ranking List and the Entrepreneurial and Innovative Universities Index between 2021-2017. Quantitative and qualitative analysis techniques were used as methods in this research. The quantitative part of the data was collected from managers and employees by survey method. For the qualitative part, semi-structured interviews were conducted with university management staff. In the research, confirmatory factor analysis was conducted. Then, a structural model analysis was conducted with latent variables according to the relationships in the findings. For qualitative data, thematic (descriptive) analysis was performed. As a result of the analysis, it was determined that there was a positive and significant relationship between sustainable HRM and PPS. However, it was understood that organizational justice did not have a moderating role in the effect of sustainable HRM dimensions and PPS formation. Finally, it has been observed that Kramar's sustainable HRM model overlaps with the scope of Universities, but positive psychological capital rather than human capital is better reflected in the model. The effects were discussed in four frameworks, and concepts such as digitalization and quality management were added to the organizational, individual, social and environmental parts.