Strategic Human Resource Management for Workforce Sustainability in the GCC Region
DOI:
https://doi.org/10.55578/hrdm.2607.007Keywords:
Strategic Human Resource Management, Workforce Sustainability, Cultural Intelligence, Employee Well-being, Organizational ResilienceAbstract
This article examines strategic International Human Resource Management (IHRM) and its role in fostering workforce sustainability within corporations operating in the Gulf Cooperation Council (GCC). It aims to explore how cultural intelligence, employee well-being, and organizational resilience are embedded in HRM practices to support sustainable workforce development in a diverse and culturally complex context. The study is guided by four research questions addressing how strategic IHRM contributes to workforce sustainability in the GCC, the role of cultural intelligence in managing multicultural employees, the influence of employee well-being on organizational outcomes, and the ways organizations build resilience through HRM practices. A qualitative exploratory design is adopted, drawing on secondary data from academic literature, organizational reports, and illustrative case studies. Thematic analysis is applied to identify patterns and develop an integrated conceptual understanding. Findings indicate that strategic HRM practices, including talent development, continuous learning, and adaptive performance management, significantly enhance workforce sustainability. Cultural intelligence is identified as a key capability that improves communication, collaboration, and integration between expatriate and local employees. Employee well-being strengthens engagement, retention, and organizational commitment, while organizational resilience is reinforced through leadership development and flexible HR systems. Theoretically, the study integrates Sustainable HRM Theory, Cultural Intelligence Theory, and Organizational Resilience Theory to explain how HRM collectively supports sustainable workforce outcomes in the GCC. The study suggests that organizations must adopt culturally responsive, employee-centered, and adaptive HR strategies to remain competitive in dynamic environments. Limitations include reliance on secondary data and restricted generalizability beyond the GCC context. Future research should incorporate primary data, comparative regional studies, and longitudinal designs to deepen understanding of sustainable HRM in multicultural environments.
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