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Abstract

This study investigates the implementation of sustainable human resource management (HRM) practices and their influence on employee commitment within public agencies in Enugu City, Nigeria. Anchored primarily in Social Exchange Theory (SET), the research explores how specific HRM practices—recruitment, training, rewards, and career management—affect affective, continuance, and normative commitment among customer relations employees. Employing a concurrent mixed-methods design, the study gathered quantitative data via structured questionnaires from 300 employees across five public institutions and qualitative insights through semi-structured interviews with 15 employees. Findings indicate a moderate application of sustainable HRM practices, with training perceived most favorably. Employee commitment levels were generally high, particularly for continuance and normative commitment. Correlation analysis revealed strong positive associations between career management and reward systems and all three commitment dimensions. Conversely, recruitment showed strong negative correlations, while training exhibited weak or non-significant relationships with commitment. These results underscore the critical role of strategic, long-term HRM in fostering a loyal workforce but also highlight potential misalignments, particularly in recruitment and training effectiveness. The study concludes that enhancing institutional resilience and achieving sustainable workforce development in Enugu’s public agencies requires prioritizing transparent, equitable, and strategically aligned HRM practices. This research offers practical insights for policymakers and HR managers aiming to improve public service delivery and promote sustainable governance in Nigeria.

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