Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4, 1745-1766 2025 Publisher: Learning Gate DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate © 2025 by the authors; licensee Learning Gate History: Received: 3 February 2025; Revised: 1 April 2025; Accepted: 4 April 2025; Published: 19 April 2025 * Correspondence: ngocduongx@ufm.edu.vn How HR professionalism and Employee voice drive Organizational commitment and engagement Vu Hong Van1, Duong Ngoc Pham2*, Nguyen Thi Minh Tram3, Le Thi Thanh Trang4 1,3,4Faculty of Bussiness Administration, University of Finance – Marketing, Vietnam. 2Faculty of Commerce and Tourism, University of Finance – Marketing, Vietnam; ngocduongx@ufm.edu.vn (D.N.P.). Abstract: This study examines the impact of HR professionalism and employee voice on organizational commitment and work engagement within sustainability-focused enterprises. It highlights how perceptions of HR practices influence organizational outcomes, contributing to the understanding of HR strategies for sustainability. Design/methodology/approach – A quantitative study was conducted with 1,058 employees from 24 sustainability-driven enterprises, employing Structural Equation Modeling (SEM) to analyze the relationships among HR professionalism, employee voice, HR attributions, organizational commitment, and work engagement. The theoretical framework integrates the Resource- Based View, Attribution Theory, and Social Exchange Theory. Findings – HR professionalism positively influences employee voice, which, in turn, enhances organizational commitment and work engagement. HR attributions play a key mediating role, highlighting how employees’ perceptions of HR practices shape their attitudes and behaviors. The results underscore the strategic importance of HR in fostering positive employee outcomes. Practical implications – Organizations seeking to enhance commitment and engagement, particularly in sustainability contexts, should prioritize HR professionalism and actively promote employee voice. HR managers can drive performance by fostering transparency, trust, and open communication, aligning employee behaviors with organizational objectives. Originality/value – This study bridges HR management and sustainability, offering new insights into how HR professionalism and employee voice influence organizational outcomes. It provides practical guidance for businesses addressing sustainability challenges. Keywords: Employee voice, HR professionalism, HR attribution, Organizational commitment, Sustainability-oriented enterprises, Work engagement. 1. Introduction In today’s rapidly evolving business landscape, sustainability has become a central focus for enterprises worldwide. As organizations integrate sustainability into their core strategies, human resources (HR) play a pivotal role in driving change and fostering employee engagement [1]. HR practices, when strategically aligned with organizational goals, can be powerful drivers of organizational commitment and work engagement—critical factors for long-term sustainability [2]Click or tap here to enter text.. Sustainability-oriented enterprises, particularly those in emerging economies, face distinct challenges in embedding sustainable practices into their organizational cultures [3]. These challenges underscore the importance of HR professionalism in shaping employee behaviors and ensuring that HR strategies support broader environmental, social, and organizational goals. The Resource-Based View (RBV) theory asserts that human resources, when effectively managed, serve as a key source of competitive advantage [4]. Within sustainability-focused enterprises, HR professionals act as change agents, facilitating the alignment of organizational practices with https://orcid.org/0000-0002-6402-3477 1746 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate environmental and social objectives [5]. Furthermore, HR practices that are positively perceived by employees can significantly enhance organizational commitment and work engagement, which in turn contribute to achieving sustainability targets [6]. The Attribution Theory further suggests that employees’ interpretations of HR practices, shaped by their perceptions of fairness and alignment with organizational values, influence their levels of commitment and engagement [7]. This study aims to explore the influence of HR professionalism and employee voice on organizational commitment and work engagement within sustainability-focused enterprises. By investigating these relationships, the research seeks to deepen our understanding of how HR strategies can enhance employee outcomes that support sustainability objectives across diverse organizational contexts [8]. Additionally, this study examines the mediating role of HR attribution, shedding light on how employee perceptions of HR practices shape their commitment to organizational goals [9]. In doing so, it contributes to the broader literature on HR’s role in sustainable organizational development, offering insights that are applicable to enterprises striving for sustainable success globally. 2. Theoretical Basis and Literature Review 2.1. Theoretical Basis This study draws upon six foundational theories that collectively illuminate the role of HR practices in fostering organizational commitment and work engagement within sustainability- oriented enterprises. Resource-Based View (RBV): The RBV framework underscores how organizations can gain a sustainable competitive advantage by strategically leveraging resources such as human capital, HR professionalism, and employee voice. These resources contribute directly to key organizational outcomes like commitment and engagement [4]. According to RBV, organizations that possess valuable, rare, and irreplaceable resources are well-positioned to maintain a lasting competitive edge by effectively managing these assets to achieve sustainability goals. New Institutional Theory: This theory positions HR professionals as institutional entrepreneurs, essential in guiding organizations toward sustainable practices [10]. HR professionals are pivotal in shaping organizational norms and practices that align with environmental and social responsibilities, creating a culture that supports and reinforces sustainability initiatives. By acting as change agents, they help embed sustainability into the organizational fabric, ensuring its long-term success. Attribution Theory and Signaling Theory: Attribution Theory, in conjunction with Signaling Theory, explores how employees interpret HR practices and behaviors. HR actions serve as signals of the organization’s intentions, which employees decode based on their perceptions [7, 11]. Positive interpretations of HR practices foster greater organizational commitment and work engagement, while negative attributions can reduce employees’ emotional connection to the organization and dampen their engagement [6]. Social Exchange Theory: This theory emphasizes the reciprocal nature of HR practices and employee outcomes [12, 13]. It posits that when employees perceive HR practices as supportive, they are more likely to reciprocate with increased commitment and engagement. The social exchange between HR and employees strengthens their emotional investment in the organization’s objectives, further enhancing their work engagement and commitment to sustainability goals. Job Demands-Resources (JD-R) Theory: The JD-R framework positions employee voice as a critical job resource that enhances employee engagement [14]. By fostering a work environment where HR provides clear goals, adequate resources, and emotional support, employees’ job demands are reduced, leading to greater motivation and engagement [15]. Employee voice, as a key resource, allows employees to actively participate in shaping the workplace, contributing to higher work engagement and organizational commitment. Together, these theories provide a comprehensive understanding of how HR practices can cultivate supportive, sustainable workplaces. By leveraging these frameworks, the study highlights 1747 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate HR’s crucial role in driving organizational commitment, work engagement, and the broader sustainability goals of organizations. 2.2. Literature Review Relationship between Organizational Commitment and HR Attribution: The relationship between organizational commitment and HR attribution becomes evident when employees perceive HR practices as focusing not only on legal compliance but also on their well-being and professional development. Ahmed, et al. [6] found that HR practices attributed to employee well-being are positively associated with affective commitment, as employees are more likely to feel loyal and committed when they believe HR genuinely cares about their welfare. In contrast, Van De Voorde and Beijer [9] showed that performance-oriented HR attributions, while enhancing productivity, could lead to increased job strain, which in the long term may reduce organizational commitment. This suggests that HR practices need to balance performance goals with genuine concern for employee welfare to sustain long-term commitment. Relationship between Work Engagement and HR Professionalism: Work engagement is positively influenced by HR professionalism when employees perceive HR as competent, trustworthy, and aligned with professional values. Al-Khrabsheh, et al. [16] suggested that when employees trust HR professionals who provide high-quality, transparent information, their work engagement increases. Furthermore, Butter and Hermanns [17] emphasized that HR practices grounded in professionalism and ethics help create a positive work environment, which encourages employees to become more vigorous, dedicated, and absorbed in their work. These findings underline the essential role of HR professionalism in fostering engagement and building a supportive workplace culture. Relationship between Employee Voice and Organizational Commitment: Employee voice plays a critical role in enhancing organizational commitment when employees believe that their input is valued and acted upon. Rees, et al. [18] observed that employees with a strong organizational attachment are more likely to engage in voice behaviors, particularly when the environment supports constructive feedback. This, in turn, strengthens their commitment to the organization. Rasheed, et al. [19] further found that employee voice fosters a sense of belonging, especially when employees trust management to value their input, thereby enhancing their affective commitment to the organization. These studies demonstrate the crucial role of employee voice in building a committed workforce. Relationship between Employee Voice and HR Attribution: Employee voice and HR attribution are interconnected when employees believe that their input positively influences HR decisions. Wang and Jiang [20] Click or tap here to enter text. highlighted those organizational attributions could moderate the impact of negative supervisory practices on employee silence or voice. In contrast, supportive HR attributions encourage employees to express themselves constructively. Su, et al. [21] found that supervisors who view employee voice as constructive positively influence performance appraisals, reinforcing employee engagement in voice behaviors and creating a culture of trust and respect within the organization. This relationship underscores the importance of fostering an environment where employee contributions are seen as valuable by HR. Relationship between Work Engagement and Organizational Commitment: Work engagement is strongly linked to organizational commitment, where highly engaged employees—demonstrating vigor, dedication, and absorption—are more likely to show greater organizational commitment. Rees, et al. [18] found that employees who are engaged in their work are more likely to exhibit affective commitment to their organization. Similarly, Al-Khrabsheh, et al. [16] emphasized that work engagement serves as a buffer against emotional exhaustion, thereby solidifying employees' intent to stay with the organization and contribute positively. These findings highlight the importance of fostering work engagement to sustain long-term organizational commitment. Relationship between HR Professionalism and Organizational Commitment: HR professionalism significantly influences organizational commitment through the behaviors and support provided by 1748 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate HR professionals. Lambert and Paoline [22] demonstrated that employees who perceive HR as professional, particularly in challenging environments, experience lower job stress and higher organizational commitment. Similarly, Tran [23] found that ethical leadership in HR promotes affective commitment, as employees feel more connected to the organization when HR professionals exhibit fairness, expertise, and trustworthiness. Such professional conduct lays the foundation for long-term organizational commitment, emphasizing the strategic role of HR in shaping employee engagement and loyalty. 2.3. Research Gap This study seeks to address eight critical research gaps by examining organizational conditions that enhance the effectiveness of HR roles within the context of sustainability. The expected findings will contribute to advancing the HRM and organizational behavior literature, offering practical insights for sustainability-oriented organizations globally to design HRM systems that balance the triple bottom line—economic, environmental, and social—while achieving positive employee outcomes. First, while scholars such as Ren and Jackson [24] have highlighted the roles HR professionals should play in promoting sustainability, much of the existing research has focused on qualitative methods. Additionally, no standardized measurement scale has been developed to assess HR’s role in sustainability contexts. This study proposes a new framework, drawing on the concept of HR institutional entrepreneurship [24] with the added dimension of “change control”, which addresses the need for effective control mechanisms as suggested by Stahl, et al. [25]. By utilizing quantitative methods, this study aims to bridge the methodological gap identified by Ren, et al. [1] making the findings applicable to HR practices in sustainability-oriented organizations across different sectors and regions. Second, a significant gap exists in identifying the combination of competencies required for HR professionals in sustainability-driven settings. Previous studies Al-Khrabsheh, et al. [16] and Lambert and Paoline [22] have examined different types of competencies—functional, soft, and strategic—but typically in isolation. This research seeks to develop an integrated set of competencies combining functional expertise and soft skills, specifically for HR professionals working in sustainability contexts. This contribution will have global relevance, offering insights applicable to HR development practices in diverse organizations worldwide. Third, while studies by Ganta and Manukonda [26] and Tran [23] have emphasized the role of professionalism in shaping employee attitudes, motivation, and behaviors—critical elements for organizational change and innovation—the relationship between HR professionalism and employee voice in sustainability contexts remains underexplored. Understanding this relationship is crucial not only for organizations in developing economies but also for any sustainability-driven enterprises globally, as employee voice plays an integral role in fostering engagement and commitment. Fourth, although various antecedents of organizational commitment have been studied Ahmed, et al. [6] the role of HR attribution as a significant antecedent in sustainability-oriented organizations has received little attention. This study aims to examine the direct and indirect effects of HR roles on organizational commitment through HR attribution, contributing valuable insights to HR and organizational behavior literature. These findings will be applicable to a broad range of organizations seeking to strengthen employee commitment in sustainability-focused environments. Fifth, while the importance of work engagement is well-established [14] its application in sustainability contexts remains underexplored. This research aims to deepen our understanding of how HR attribution influences work engagement, particularly in organizations focused on sustainability. The findings will offer practical insights for enhancing employee engagement in both sustainability-driven and traditional organizations globally, addressing the challenges faced by organizations in fostering an engaged workforce. 1749 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate Sixth, despite the growing recognition of HR professionalism’s role in sustainability, research remains limited on how institutionalized HR processes affect HR professionals' ability to implement sustainable practices [9]. This study will explore how HR professionalism influences employee perceptions of HR's role in organizational management, and how these perceptions, in turn, affect organizational commitment and work engagement. The findings will contribute to global HR research, particularly in addressing the complexities faced by HR professionals in sustainability- focused enterprises. Seventh, while the relationship between employee voice, organizational commitment, and work engagement is well-documented [27, 28] the mediating role of HR attribution in these relationships remains underexplored. This study will investigate how HR attribution mediates the relationship between employee voice and these key employee outcomes, offering insights that can be applied to HR practices in organizations across various sectors striving to achieve sustainability goals. Finally, this study will focus on employees and HR professionals working in sustainability- oriented corporations recognized for their sustainability efforts, covering a range of industries. These organizations, evaluated based on sustainability performance indicators such as the triple bottom line (economic, environmental, and social), will provide a diverse context for examining HR practices in sustainability-driven organizations. While the study’s focus is on sustainability-oriented corporations, the findings will have wide applicability to organizations globally, offering insights for HR practitioners working in any context where sustainability is a key business priority. 3. Research Method This study adopts a mixed-methods approach, consisting of both qualitative and quantitative phases, to investigate the role of HR practices in sustainability-oriented enterprises. Qualitative Phase: In the qualitative phase, in-depth interviews were conducted with five experts from diverse backgrounds, including researchers, HR managers, line managers, and technical staff. The goal was to gain insights into sustainable practices and the HR roles in Vietnam. Based on a comprehensive literature review, an initial questionnaire and interview outline were developed. The interviews were conducted with two seasoned researchers and three experienced employees from sustainability-focused enterprises. These discussions aimed to refine and validate the scale items for relevance and applicability within the context of sustainable organizations. Purposeful sampling was used to ensure the inclusion of diverse perspectives. Each interview lasted approximately 120 minutes and was conducted in quiet, private settings to ensure in-depth responses. Data collected from these interviews were organized by research objectives and synthesized to highlight key insights. Ongoing discussions with advisors helped further adjust and refine the scale items, ensuring their alignment with sustainability-focused HR practices. Preliminary Quantitative Phase: In the preliminary research phase, data were collected from 263 employees working in 15 sustainability-oriented enterprises. The sample consisted of 55.1% male and 44.9% female participants, with the majority (71.5%) being married and most (64.7%) aged between 25 and 40. Participants were highly qualified, with 65.4% holding degrees or higher, and had substantial experience, as 60.5% had over six years in sustainability-related roles. The preliminary sample included 12.5% HR professionals and 21.1% managers. The data were used to refine the scales and assess their reliability using statistical software (Excel and SPSS). Cronbach’s Alpha coefficient and Exploratory Factor Analysis (EFA) were applied to evaluate the scales, eliminating unsatisfactory items to ensure the development of a reliable and valid official scale. Main Quantitative Phase: The main data collection phase involved 1,058 participants, including HR professionals, managers, and employees, working at 24 sustainable enterprises in Vietnam, which were recognized by the Vietnam Chamber of Commerce and Industry (VCCI) for their sustainability practices from 2018 to 2020. 1750 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate Data analysis began with scale validation to ensure reliability through Cronbach’s Alpha and EFA. Items that did not meet reliability standards were removed, and the scales were fine-tuned. Key scales included HR professionalism, employee voice, HR attribution, organizational commitment, and work engagement. The analysis showed that the scales were well-suited for factor analysis, with satisfactory results for the KMO (Kaiser-Meyer-Olkin) and Bartlett’s Test of Sphericity, which confirmed the adequacy of the data for factor analysis. Structural Equation Modeling (SEM): A total of 20 factors were extracted, explaining 64.29% of the total variance, which is within acceptable limits for this type of research. To further validate the research model, Structural Equation Modeling (SEM) was employed. SEM allowed for the examination of both direct and indirect effects between variables, enabling a comprehensive test of the study’s hypotheses. Results Discussion: The final phase of the study involved a detailed discussion of the results and their implications for HR practices in sustainability-oriented enterprises. This section highlights how HR professionalism and employee voice contribute to organizational commitment and work engagement, providing valuable insights for HR practitioners in sustainability-focused organizations. Figure 1. Research process. 4. Hypothesis and Research Model Drawing from the theoretical framework and existing literature, the following hypotheses are proposed. The hypotheses based on theoretical frameworks and existing literature, examining the relationships among HR professionalism, employee voice, HR attribution, and employee outcomes, such as organisational commitment and work engagement. HR Professionalism and Employee Voice: HR professionalism, characterised by competence, trustworthiness, and fairness, is a critical determinant of HR effectiveness and significantly impacts employee attitudes and behaviours. Research indicates that HR practices driven by professionalism 1751 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate enhance employee perceptions and engagement [16]. Simultaneously, employee voice, which enables individuals to express opinions and contribute to decision-making, fosters greater organisational commitment and engagement, particularly in sustainability-oriented organisations. Based on this foundation, Hypothesis 1 (H1) posits that HR professionalism positively influences employee voice. HR Professionalism and HR Attribution: Employees' interpretations of HR practices, known as HR attributions, play a vital role in shaping their workplace perceptions. When employees attribute HR practices to the organisation’s concern for their well-being, they are more likely to exhibit higher levels of commitment and engagement. Conversely, attributions focused on performance may create undue pressure, potentially reducing positive employee outcomes [6]. Given the central role of HR professionalism in shaping such attributions, Hypothesis 2a (H2a) suggests that HR professionalism positively influences well-being HR attribution, while Hypothesis 2b (H2b) posits that HR professionalism negatively influences performance HR attribution. Employee Voice and HR Attribution: The degree to which employees perceive their contributions as valued and acted upon by HR significantly shapes their attributions of HR practices. Employee voice enhances perceptions of fairness and trust, which are key to forming positive attributions [20]. Accordingly, Hypothesis 3a (H3a) proposes that employee voice positively influences well-being HR attribution, and Hypothesis 3b (H3b) posits that employee voice positively influences performance HR attribution. Employee Voice and Employee Outcomes: Evidence suggests that employees who feel their voices are heard tend to exhibit higher organisational commitment and work engagement [27]. This relationship is particularly pronounced in organisations prioritising sustainability, where employee involvement is essential. Consequently, Hypothesis 4a (H4a) states that employee voice positively impacts organisational commitment, while Hypothesis 4b (H4b) proposes that employee voice positively influences work engagement. HR Attribution and Employee Outcomes: Employees' perceptions of HR practices directly influence their organisational commitment and engagement. Attributions of HR practices to employee well-being are expected to positively affect these outcomes, while attributions to performance orientation may undermine them [6]. Thus, Hypothesis 5a (H5a) posits that well-being HR attribution positively influences organisational commitment, and Hypothesis 5b (H5b) suggests that well-being HR attribution positively influences work engagement. Conversely, Hypothesis 6a (H6a) proposes that performance-oriented HR attribution negatively impacts organisational commitment, while Hypothesis 6b (H6b) suggests it negatively influences work engagement. Research model is presented in Figure 2. Figure 2. Research model. 1752 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate 5. Research Results 5.1. Sample Descriptive Statistics The study's data was collected from 1,058 respondents across 24 sustainability-oriented enterprises, predominantly from the Kinh ethnic group (99.3%), with a nearly equal gender distribution (52.8% female, 47.2% male). Most participants are aged between 25 and 40 (65.2%), married (71.9%), and well-educated, with 64.4% holding a degree or postgraduate qualification, indicating a knowledgeable sample capable of providing informed insights on sustainability in Vietnam. Additionally, 66% of respondents have over 10 years of work experience, with 61.5% employed in sustainability-focused enterprises for over 6 years. This experienced sample offers valuable insights into the long-term impacts of sustainability practices and HR initiatives in Vietnam. The sample consists of employees from various functional roles: 8% HR staff, 8.7% management, 65.4% office staff, and 16.8% technical staff, ensuring diverse perspectives across different organizational levels. This distribution enhances the data's reliability and validity, capturing insights from various functional areas. The input from non-HR staff is particularly valuable, as it provides an objective assessment of HR practices’ impact, offering a comprehensive view of sustainability initiatives’ influence on the workforce. A summary of the sample's demographic and professional characteristics is provided in Table 1. 1753 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate Table 1. Descriptive statistics of research samples No Content Frequency Percent (%) Gender 1 Female 559 52.8 2 Male 499 47.2 Total 1058 100.0 Age 1 25-30 years old 254 24.0 2 31-35 years old 203 19.2 3 36-40 years old 233 22.0 4 41-45 years old 135 12.8 5 46-50 years old 170 16.1 6 Over 50 years old 63 6.0 Total 1058 100.0 Ethnic 1 Kinh ethnic group 1051 99.3 2 Others 7 0.7 Total 1058 100.0 Married status 1 Single 288 27.2 2 Married 761 71.9 3 Divorced 9 0.9 Total 1058 100.0 Qualification 1 Vocational, Intermediate 42 4.0 2 College 333 31.5 3 Degree 626 59.2 4 Postgraduate 55 5.2 5 Others 2 0.2 Total 1058 100.0 Position 1 Technician, production, R&D 178 16.8 2 Office staff 692 65.4 3 HR staff 85 8.0 4 Team leaders, vice team leaders 49 4.6 5 Functional directors, vice functional directors, managers, vice managers. 42 4.0 6 Chief executive officers, vice chief executive officers, executive directors, vice executive directors. 1 0.1 7 Other 11 1.0 Total 1058 100.0 Years of working experience 1 Under 5 years 66 6.2 2 6-10 years 293 27.7 3 11-15 years 247 23.3 4 16-20 years 161 15.2 5 Over 20 years 291 27.5 Total 1058 100.0 Years of working experience in sustainable organizations 1 1-3 years 200 18.9 2 3-6 years 207 19.6 3 6-9 years 204 19.3 4 9-12 years 160 15.1 5 12-15 years 123 11.6 6 Over 15 years 164 15.5 Total 1058 100.0 1754 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate 5.2. Scale Validity Assessment 5.2.1. Cronbach’s Alpha The study tested scale reliability and removed items where Cronbach's Alpha if deleted exceeded the total Cronbach's Alpha. Specifically, 5 from HR professionalism, 4 from employee voice, and 2 from HR attribution were removed. As shown in Table 2, all remaining scales meet reliability criteria with Cronbach's Alpha > 0.6 and Corrected Item-Total Correlation > 0.3, ensuring the scales' overall validity. Table 2. The result of scale reliability analysis Cronbach's alpha Codes Mean if deleted Varianc e if deleted Corrected item-total correlation Cronbach's alpha if item deleted Notes HR Professionalism 0.916 Strategic positioner (SP) SP01 19.947 11.420 0.800 0.898 SP02 19.901 11.550 0.742 0.904 SP03 20.166 10.723 0.774 0.900 SP04 19.939 11.551 0.751 0.904 SP05 20.080 10.046 0.793 0.899 SP06 20.208 10.621 0.762 0.902 0.920 Credible activist (CA) CA01 15.692 7.765 0.767 0.908 CA02 15.620 7.908 0.752 0.910 CA03 15.678 7.681 0.795 0.902 CA04 15.689 7.605 0.831 0.895 CA05 15.662 7.634 0.825 0.896 0.928 Capability builder (CB) CB01 16.731 5.735 0.821 0.909 CB02, CB03, CB05 are deleted due to the Cronbach's Alpha if Item Deleted higher than the total Cronbach's Alpha. CB04 16.735 5.920 0.793 0.914 CB06 16.748 5.988 0.807 0.912 CB07 16.701 5.992 0.782 0.917 CB08 16.730 5.736 0.848 0.904 0.922 Change champion (CM) CM01 23.404 14.835 0.795 0.906 CM02 23.430 14.681 0.852 0.900 CM03 23.395 15.115 0.774 0.909 CM04 23.597 15.741 0.653 0.921 CM05 23.241 16.229 0.760 0.911 CM06 23.233 16.228 0.737 0.913 CM07 23.526 15.228 0.754 0.911 0.937 Human resource innovator (HI) HI01 35.118 36.441 0.637 0.935 HI02 35.213 35.229 0.823 0.926 HI03 35.204 34.749 0.764 0.929 HI04 35.033 37.531 0.678 0.933 HI05 35.143 35.125 0.750 0.930 HI06 35.011 37.463 0.709 0.932 HI07 35.224 35.394 0.805 0.927 HI08 35.273 35.495 0.730 0.931 HI09 35.242 34.766 0.790 0.928 HI10 35.194 35.061 0.791 0.928 0.916 Technology proponent (TP) TP01 16.070 8.401 0.827 0.892 TP02, TP04 are deleted due to the Cronbach's Alpha if Item Deleted higher than the total Cronbach's Alpha. TP03 15.880 10.292 0.759 0.905 TP05 15.900 10.266 0.788 0.900 TP06 16.060 8.115 0.835 0.892 1755 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate Cronbach's alpha Codes Mean if deleted Varianc e if deleted Corrected item-total correlation Cronbach's alpha if item deleted Notes TP07 15.860 10.111 0.812 0.896 0.918 Interpersonal leader (IL) IL01 20.370 10.710 0.846 0.893 IL02 20.180 12.231 0.766 0.905 IL03 20.140 11.991 0.795 0.901 IL04 20.170 12.127 0.764 0.905 IL05 20.370 11.012 0.801 0.899 IL06 20.120 12.153 0.664 0.918 Employee voice (EV): 0.932 EV01 23.639 18.776 0.792 0.921 EV05, EV06, EV22, EV23 are deleted due to the Cronbach's Alpha if Item Deleted higher than the total Cronbach's Alpha. EV02 23.713 18.447 0.804 0.920 EV03 23.474 20.189 0.743 0.926 EV04 23.665 18.068 0.832 0.917 EV07 23.553 19.598 0.725 0.927 EV08 23.627 18.229 0.783 0.922 EV09 23.642 18.465 0.809 0.919 EV10 20.290 13.136 0.760 0.894 EV11 20.340 13.684 0.706 0.901 EV12 20.430 12.294 0.764 0.893 EV13 20.390 12.582 0.740 0.896 EV14 20.410 11.502 0.798 0.889 EV15 20.310 13.187 0.769 0.893 EV16 11.564 17.052 0.754 0.894 EV17 11.740 15.786 0.761 0.891 EV18 11.624 16.309 0.726 0.896 EV19 11.699 16.246 0.751 0.893 EV20 11.664 15.835 0.791 0.887 EV21 11.632 15.951 0.719 0.898 EV24 7.701 11.627 0.808 0.908 EV25 7.727 11.765 0.778 0.914 EV26 7.762 11.763 0.809 0.908 EV27 7.729 11.731 0.822 0.905 EV28 7.841 12.357 0.814 0.908 HR Attribution 0.915 Well-being HR attribution (HRAwb) Wb01 23.498 20.354 0.679 0.910 Wb04, Wb08 are deleted due to the Cronbach's Alpha if Item Deleted higher than the total Cronbach's Alpha. Wb02 23.651 18.042 0.807 0.896 Wb03 23.665 18.457 0.695 0.908 Wb05 23.495 19.703 0.696 0.908 Wb06 23.634 17.973 0.795 0.897 Wb07 23.617 18.399 0.756 0.901 Wb09 23.631 18.333 0.779 0.899 0.908 Performance HR attribution (HRAwb) Pf01 17.360 33.088 0.690 0.898 Pf02 17.211 34.386 0.643 0.901 Pf03 17.439 32.714 0.692 0.897 Pf04 17.475 33.228 0.668 0.899 Pf05 17.363 32.322 0.735 0.894 Pf06 17.175 33.418 0.681 0.898 Pf07 17.202 33.603 0.655 0.900 Pf08 17.460 33.202 0.675 0.899 Pf09 17.534 32.580 0.733 0.894 Employee outcome 0.940 Organizational commitment (OC) OC01 47.258 64.627 0.772 0.933 1756 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate Cronbach's alpha Codes Mean if deleted Varianc e if deleted Corrected item-total correlation Cronbach's alpha if item deleted Notes OC02 46.941 68.574 0.686 0.936 OC03 46.856 68.948 0.680 0.937 OC04 46.968 67.507 0.688 0.936 OC05 46.967 69.156 0.693 0.936 OC06 47.303 61.267 0.818 0.932 OC07 46.935 68.422 0.711 0.936 OC08 46.975 69.339 0.666 0.937 OC09 47.257 63.442 0.793 0.933 OC10 47.138 67.410 0.686 0.936 OC11 47.276 62.474 0.779 0.934 OC12 47.137 67.905 0.680 0.936 OC13 47.351 64.990 0.734 0.935 0.927 Work engagement (WE) WE01 32.833 31.133 0.672 0.923 WE02 32.923 27.030 0.832 0.913 WE03 32.797 30.989 0.669 0.923 WE04 32.690 30.161 0.754 0.918 WE05 32.683 30.158 0.733 0.919 WE06 32.950 26.231 0.834 0.913 WE07 32.766 30.494 0.717 0.920 WE08 32.921 26.751 0.805 0.915 WE09 32.787 30.928 0.676 0.923 5.2.2. Exploratory Factor Analysis The sampling adequacy for factor analysis was confirmed with a high Kaiser-Meyer-Olkin (KMO). After testing the scale reliability, all quality items from the HR professionalism, employee voice, HR attribution, organizational commitment, and work engagement scales were used for exploratory factor analysis (EFA). The results show that the set of items is suitable for EFA (KMO = 0.979). Bartlett’s Test of Sphericity yielded a chi-square value of 127,472.831 (df = 10,296, p < 0.000), confirming the suitability of the dataset for factor analysis. A total of 20 factors were extracted, each with eigenvalues greater than 1, and no item had factor loadings below 0.5, ensuring the reliability of the results. The total variance explained was 64.298%, meeting the required standard. The HR professionalism scale had 7 factors with 44 items. The employee voice scale included 4 factors with 24 items, and the HR attribution scale consisted of 2 factors with 16 items. Lastly, the organizational commitment scale included 1 factor with 13 items, and the work engagement scale included 1 factor with 9 items. Full details are provided in Tables 3. 1757 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate Table 3. The results of Total Variance Explained. Fac- tor Initial eigenvalues Extraction sums of squared loadings Rotation sums of squared loadingsa Total % of Varia-nce Cumul-ative % Total % of Varia-nce Cumul-ative % Total 1 50.672 35.189 35.189 50.324 34.947 34.947 34.918 2 7.817 5.429 40.618 7.473 5.190 40.137 29.023 3 4.695 3.260 43.878 4.339 3.013 43.150 27.107 4 3.252 2.259 46.137 2.899 2.013 45.163 29.358 5 3.063 2.127 48.264 2.717 1.886 47.050 27.363 6 2.774 1.927 50.191 2.417 1.678 48.728 27.430 7 2.717 1.887 52.077 2.363 1.641 50.369 31.182 8 2.631 1.827 53.904 2.279 1.582 51.951 27.133 9 2.411 1.675 55.579 2.058 1.429 53.380 30.518 10 2.329 1.618 57.197 1.981 1.376 54.756 22.664 11 2.127 1.477 58.673 1.761 1.223 55.979 25.647 12 2.066 1.435 60.108 1.707 1.186 57.165 30.163 13 2.001 1.389 61.497 1.637 1.137 58.302 24.422 14 1.917 1.331 62.828 1.581 1.098 59.399 28.201 15 1.776 1.233 64.062 1.409 0.978 60.378 22.655 16 1.659 1.152 65.214 1.334 0.926 61.304 27.238 17 1.576 1.094 66.308 1.267 0.880 62.184 26.140 18 1.447 1.005 67.313 1.138 0.790 62.974 24.983 19 1.301 0.903 68.216 0.960 0.667 63.641 27.933 20 1.257 0.873 69.090 0.947 0.657 64.298 24.546 .. … …. …. 144 0.088 0.061 100.000 Extraction Method: Principal Axis Factoring. Note: a. When factors are correlated, sums of squared loadings cannot be added to obtain a total variance. 5.3. Measurement Model Validity Assessment 5.3.1. HR Professionalism HR professionalism is a higher-order reflective-formative construct comprising seven latent variables (SP, CA, CB, CM, HI, TP, IL). Validity is assessed in two stages: reflective lower-order and formative higher-order constructs. First, indicator loadings show that all are above 0.708, except for HI01 (0.703), which is acceptable per Hair, et al. [29]. This ensures more than 50% of variance is explained, confirming item reliability. Composite reliability (CR) values for all variables range from 0.937 to 0.947, meeting Jöreskog’s standard, indicating high reliability. The average variance extracted (AVE) values for all constructs exceed 0.5, ensuring convergent validity. Discriminant validity, assessed via heterotrait-monotrait ratio (HTMT), shows all values are below 0.85. Bootstrapping results confirm HTMT values significantly differ from 1.00, ensuring discriminant validity. For the formative higher-order construct, variance inflation factor (VIF) values are all below 3, indicating no collinearity among indicators. Outer weights show all formative indicators are significant, confirming their relevance. In conclusion, the seven latent variables in the HR professionalism construct meet all criteria for internal consistency, convergent validity, discriminant validity, and statistical significance with no collinearity issues. 5.3.2. Employee Voice The Cronbach’s Alpha for Employee Voice (EV) is 0.932, indicating excellent internal consistency for the overall construct. After examining the Cronbach’s Alpha if Item Deleted for each item, four items (EV05, EV06, EV22, EV23) were deleted, as their removal resulted in a higher Cronbach ’s Alpha than the total construct. Specifically, these items were found to lower the internal consistency 1758 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate of the Employee Voice scale, and thus, they were removed to improve the overall reliability of the measure. The remaining items in the Employee Voice (EV) construct exhibit strong corrected item-total correlations, all above 0.70, which further supports the reliability and validity of the scale. In summary, Employee Voice (EV), after the deletion of the aforementioned items, maintains high internal consistency (Cronbach's Alpha = 0.932) and reliable measurement across the remaining indicators, confirming its suitability as a composite measure of employee voice in this study. 5.3.3. HR Attribution, Organizational Commitment and Work Engagement Scales HR attribution, organizational commitment (OC), and work engagement (WE) scales are reflective lower-order constructs. HR attribution consists of two latent variables: positive (HRAwb) and negative (HRApf). OC comprises 13 items, and WE consist of 9 items. Validity assessment includes examining indicator loadings, internal consistency reliability, convergent validity, and discriminant validity. First, indicator loadings show that most values exceed 0.708, indicating acceptable item reliability. Composite reliability (CR) results show HRAwb at 0.933, HRApf at 0.925, OC at 0.949, and WE at 0.942, all meeting Jöreskog's standard. The average variance extracted (AVE) values for HRAwb (0.667), HRApf (0.577), OC (0.590), and WE (0.643) all surpass the 0.5 threshold, confirming convergent validity. Discriminant validity is assessed using the heterotrait-monotrait ratio (HTMT), with all values below 0.85. Bootstrapping results confirm that the HTMT values are significantly different from 1.00, further proving discriminant validity. In conclusion, the HRAwb, HRApf, OC, and WE scales meet the criteria for internal consistency, convergent validity, and discriminant validity. 5.4. Structural Model Collinearity among predictor variables was assessed using Variance Inflation Factor (VIF) values, all of which were below 3, indicating no collinearity issues. The explanatory power of the structural model was evaluated using the determination coefficient (R²), with values of 0.75, 0.50, and 0.25 representing substantial, moderate, and weak levels, respectively. Table 4 shows that HR professionalism (0.376/0.375), Employee voice (0.444/0.443), Performance attribution (0.448/0.446), and Well-being attribution (0.457/0.456) fall within the moderate range, while Organisational commitment (0.602/0.600) and Work engagement (0.564/0.561) exhibit substantial explanatory power. Employee voice, encompassing both positive and negative dimensions, moderately impacts key organisational outcomes, as reflected in its R² values. All R² values were statistically significant, confirming the model's robustness. Table 4. Determination Coefficients of R² and Adjusted R² Variables R² P values Adjusted R² P values HR Professionalism (HRP) 0.376 0 0.375 0 Employee Voice (EV) 0.444 0 0.443 0 Performance Attribution (HRApf) 0.448 0 0.446 0 Well-being Attribution (HRAwb) 0.457 0 0.456 0 Organizational Commitment (OC) 0.602 0 0.6 0 Work Engagement (WE) 0.564 0 0.561 0 The f² effect size evaluates the impact of removing a predictor variable on the R² value of an endogenous construct, with thresholds of 0.02, 0.15, and 0.35 indicating small, medium, and large effects, respectively. In this study, employee voice (EV) demonstrates a small effect on performance attribution (f² = 0.103), organisational commitment (f² = 0.014), and work engagement (f² = 0.029). 1759 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate HR professionalism (HRP) exhibits a medium effect on EV (f² = 0.311) and small effects on performance attribution (f² = 0.034), well-being attribution (f² = 0.076), and organisational commitment (f² = 0.031), though it does not significantly influence work engagement. Predictive accuracy was assessed using Q² values, where thresholds above 0, 0.25, and 0.5 represent small, medium, and large predictive relevance. All seven dependent variables yielded Q² values above 0, confirming the model's predictive accuracy. Hypothesis testing, summarised in Table 5, found all hypotheses statistically significant, supporting the proposed relationships. Table 5. Results of Hypothesis Testing Relationship Original Sample (O) T statistics (|O/STDEV|) P values Hypothesis Results HR Professionalism → Employee Voice (EV) 0.510 14.683 0.000 H1a Not rejected HR Professionalism → Well-being HR Attribution (HRAwb) 0.297 7.070 0.000 H2a Not rejected HR Professionalism → Performance HR Attribution (HRApf) -0.199 5.276 0.000 H2b Not rejected Employee Voice (EV) → Well-being HR Attribution (HRAwb) 0.260 6.089 0.000 H3a Not rejected Employee Voice (EV) → Performance HR Attribution (HRApf) 0.319 8.739 0.000 H3b Not rejected Employee Voice (EV) → Organizational Commitment (OC) 0.126 3.589 0.000 H4a Not rejected Employee Voice (EV) → Work Engagement (WE) 0.115 3.244 0.001 H4b Not rejected Well-being HR Attribution → Organizational Commitment (OC) 0.217 6.310 0.000 H5a Not rejected Well-being HR Attribution → Work Engagement (WE) 0.211 6.487 0.000 H5b Not rejected Performance HR Attribution → Organizational Commitment (OC) -0.133 4.422 0.000 H6a Not rejected Performance HR Attribution → Work Engagement (WE) -0.123 4.082 0.000 H6b Not rejected 6. Result Discussion 6.1. The Relationship Between HR Professionalism and Employee Voice HR professionalism significantly influences Employee Voice (EV), as evidenced by a substantial effect size (0.510) and a high T-statistic (14.683). When HR professionals are perceived as skilled, ethical, and competent, they foster a culture of trust and respect, encouraging employees to actively participate in organisational processes through supportive and constructive feedback. This dynamic is essential for promoting transparency and collaboration, particularly in sustainability-focused organisations where open communication is crucial for long-term success. In Vietnam’s evolving corporate landscape, HR professionalism plays a pivotal role in bridging cultural power dynamics and enhancing employee participation in decision-making. The positive relationship between HR professionalism and EV aligns with previous research by N. and Podgorodnichenko [30] and Kinnie, et al. [31] which underscore the critical role of professional HR frameworks in empowering employees to express themselves constructively. Similarly, Ganta and Manukonda [26] highlight that ethical and competent HR practices enhance employee motivation, confidence, and engagement in positive communication cultures. However, inconsistency in HR professionalism may deter employees from voicing their opinions, underscoring the need for consistent ethical and professional standards across all organisational levels. 1760 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate For organisations prioritising sustainability, HR-driven EV supports the development of open and supportive work environments, fostering employee satisfaction and aligning individual contributions with organisational goals. This integration of professionalism and employee engagement enhances the organisation’s capacity to implement sustainable practices, contributing to both employee well-being and long-term success. 6.2. The Relationship Between HR Professionalism and HR Attribution 6.2.1. HR Professionalism Has a Positive Effect on Well-Being HR Attribution The results show that HR professionalism positively influences well-being HR attribution (H2a), with a significant effect size (0.297) and strong T-statistic (7.070). When HR professionals are perceived as competent, ethical, and dedicated, employees are more likely to attribute HR practices to well-being intentions, rather than focusing solely on performance or cost-efficiency. This underscores the role of HR professionalism in shaping employees’ perceptions of HR’s genuine concern for their health, safety, and overall well-being. In sustainable organisations, where employee well-being is often a central part of sustainability goals, this finding becomes especially relevant. A professional HR approach reinforces these efforts by fostering trust and making employees feel valued and cared for. This, in turn, boosts morale, increases engagement, and enhances overall organisational commitment. The positive attributions employees make about HR practices through a well-being lens lead to greater job satisfaction, higher levels of engagement, and stronger loyalty to the organisation. Moreover, these well-being-focused attributions contribute to building a supportive and collaborative work environment. When employees perceive HR as genuinely invested in their well- being, they are more likely to engage openly with HR initiatives. This creates a foundation of trust, leading to better communication, constructive employee contributions, and a resilient organisational climate. These findings align with research by Van De Voorde and Beijer [9] which indicate that well-being-oriented HR practices enhance organisational commitment and reduce stress. 6.2.2. HR Professionalism has a Negative Effect on Performance HR Attribution The findings reveal that HR professionalism negatively impacts performance HR attribution (H2b), with a significant negative effect size (-0.199) and a high T-statistic (5.276). As employees perceive HR professionals to be highly competent, ethical, and genuinely supportive, they are less likely to view HR practices as primarily focused on performance metrics or cost-efficiency goals. Instead, they tend to attribute HR’s actions to well-being motives, reducing the emphasis on productivity-driven intentions. This helps foster a more balanced and positive perception of HR’s role, making employees feel valued beyond their immediate performance outcomes. In sustainability-focused organizations, this is particularly relevant, as a people-centered HR approach aligns well with long-term sustainable goals. A professional HR function that steers away from a solely performance-driven image builds trust and supports social responsibility efforts. This approach helps prevent job strain and encourages well-being attributions, which, according to studies like those by Ahmed, et al. [6] lead to positive employee attitudes, greater engagement, and stronger organizational commitment. The reduction of performance-centered attributions offers multiple benefits. When employees view HR practices through a well-being lens, they are more likely to engage positively with HR initiatives, leading to higher job satisfaction, increased loyalty, and lower turnover intentions. This shift can minimize conflicts associated with perceived overemphasis on productivity, fostering a healthier and more supportive work environment. Professional HR practices, therefore, contribute to a balanced organizational climate that values both employee welfare and sustainable growth, aligning with research by Van De Voorde and Beijer [9]. The reduction of performance-centered attributions offers multiple benefits. When employees perceive HR as less focused on performance targets and more on holistic employee welfare, they are more likely to engage with HR practices positively, 1761 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate leading to greater job satisfaction, loyalty, and lower turnover intentions. This shift can also minimize potential conflicts that arise from perceived overemphasis on productivity, allowing for a healthier, more supportive workplace culture. 6.3. The Relationship Between Employee Voice and HR Attribution The relationship between Employee Voice (EV) and HR Attribution, including both Well-being HR Attribution (HRAwb) and Performance HR Attribution (HRApf), is essential in understanding how employees perceive and interpret HR practices. The findings reveal that Employee Voice positively influences both types of HR Attribution. Firstly, Employee Voice significantly impacts Well-being HR Attribution (HRAwb) (H3a), with a coefficient of 0.260 and a T-statistic of 6.089. When employees engage in open and constructive communication, they are more likely to attribute HR practices to a focus on their well-being. Feeling comfortable expressing thoughts and concerns leads employees to view HR as genuinely supportive of their personal and professional welfare. This demonstrates the importance of fostering an environment where employee voices are heard, which enhances perceptions of HR's role in promoting well-being. Additionally, Employee Voice positively affects Performance HR Attribution (HRApf) (H3b), with a coefficient of 0.319 and a T-statistic of 8.739. Employees who speak up are more likely to see HR practices as aligned with organizational performance outcomes. Constructive voice behaviors contribute to a belief that HR initiatives are designed to enhance both individual and organizational productivity. This dual role of Employee Voice strengthens both the well-being and performance aspects of HR practices, demonstrating its value in shaping HR attributions. The connection between Employee Voice and HR Attribution is crucial for building trust, transparency, and engagement within an organization. When employees feel empowered to express their opinions, they are more likely to view HR practices as fair and supportive, which deepens their connection to the organization. This alignment between Employee Voice and HR Attribution fosters a culture of openness, where employees are motivated to engage in decision-making and contribute actively to achieving organizational goals. By promoting open communication and valuing employee input, organizations can create a positive culture that aligns HR strategies with both employee well- being and performance, leading to improved outcomes and greater sustainability in the long term. 6.4. The Relationship between Employee Voice and Employee Outcome The relationship between Employee Voice (EV) and Employee Outcomes—specifically Organizational Commitment (OC) and Work Engagement (WE)—is a critical area of study, especially for organizations striving to improve employee satisfaction, motivation, and overall performance. The results of this study indicate that Employee Voice (EV) has a positive influence on both Organizational Commitment (OC) and Work Engagement (WE), highlighting the importance of employee participation and active communication in driving positive organizational outcomes. 6.4.1. Employee Voice and Organizational Commitment (OC) The findings show that Employee Voice (EV) positively affects Organizational Commitment (OC) (H4a), with a coefficient of 0.126 and a T-statistic of 3.589. This suggests that when employees feel they have a voice in the organization—whether through providing feedback, offering suggestions, or expressing concerns—they are more likely to feel a stronger emotional attachment to the organization. Organizational Commitment refers to the degree to which employees identify with the organization and are willing to stay with it long-term. This positive relationship implies that employees who actively engage in voice behaviors tend to feel more connected to the organization, as their contributions are recognized and valued. When employees see that their opinions and ideas are considered in decision-making processes, it fosters a sense of belonging and trust in the organization, which strengthens their commitment. This finding is 1762 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate consistent with previous research that highlights the role of employee participation in fostering emotional bonds and enhancing loyalty to the organization. 6.4.2. Employee Voice and Work Engagement (WE) Employee Voice (EV) positively impacts Work Engagement (WE) (H4b), with a coefficient of 0.115 and a T-statistic of 3.244. When employees feel they can freely express their opinions, they are more likely to experience higher motivation and energy in their tasks, leading to greater engagement in their work. This demonstrates that when employees perceive their input as valued, they are more invested in their tasks, enhancing both individual and organizational performance. This aligns with the Job Demands-Resources (JD-R) theory, which highlights that employee voice serves as a critical resource that boosts work engagement in environments that encourage openness. These findings are particularly important for organizations focused on collaboration and high performance. By fostering an environment where Employee Voice is encouraged, organizations can strengthen trust, improve job satisfaction, and align individual efforts with organizational goals, leading to better performance outcomes. In sustainability-focused organizations, this relationship becomes even more crucial, as open communication and active employee participation are vital for integrating sustainability efforts into strategic initiatives. Engaged employees are more likely to support sustainability initiatives and contribute innovative ideas, fostering long-term loyalty and commitment to the organization. The positive impact of Employee Voice on both Work Engagement and Organizational Commitment highlights the value of creating an inclusive and participative culture. By encouraging employee input, organizations not only enhance individual outcomes but also achieve broader strategic goals related to sustainability and long-term growth. 6.5. The Relationship between HR Attribution and Employee Outcome 6.5.1. Well-Being HR Attribution has a Positive Effect on Organizational Commitment The findings demonstrate that Well-being HR Attribution has a positive impact on Organizational Commitment, as employees who perceive HR practices as focused on their well-being are more likely to show increased loyalty to the organization. This perception makes employees feel valued and supported, as they believe HR initiatives are aimed at improving their health, satisfaction, and work-life balance, rather than solely targeting performance metrics. Such well-being-focused attributions foster trust in HR and the organization, strengthening emotional attachment and loyalty. These results align with studies like Van De Voorde and Beijer [9] and Ahmed, et al. [6] which highlight that well-being-oriented HR practices create a supportive environment that encourages employees to engage more deeply with organizational goals. When employees perceive HR as genuinely invested in their well-being, they are more likely to reciprocate with greater loyalty and dedication to the organization’s objectives, fostering long-term commitment and collaboration. 6.5.2. Well-Being HR Attribution has a Positive Effect on Work Engagement The findings demonstrate that Well-being HR Attribution positively influences Work Engagement, showing that employees who perceive HR practices as focused on their well-being experience higher levels of enthusiasm and dedication in their work. When employees feel that HR initiatives genuinely prioritize their health and satisfaction, they are more likely to feel motivated and connected to their roles. This contributes to greater energy, focus, and overall engagement in their tasks. Research by Alfes, et al. [32] and Rees, et al. [18] supports these findings, demonstrating that that well-being-oriented HR practices foster engagement by creating a supportive and caring work environment. Employees who perceive HR as genuinely invested in their well-being are more inclined to invest energy into their work, driving improved performance and long-term organizational success. 1763 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate 6.5.3. Performance HR Attribution has a Negative Effect on Organizational Commitment Performance HR attribution negatively impacts organisational commitment, as employees who perceive HR practices as performance-centric may feel undervalued and less emotionally connected to the organisation. This effect is detrimental in sustainability-driven workplaces, where long-term commitment is critical. Studies by Ahmed, et al. [6] and Van De Voorde and Beijer [9] corroborate these findings, showing that by balancing performance expectations with genuine well-being initiatives, organizations can foster stronger commitment and create a more positive, sustainable work environmentt. 6.5.4. Performance HR Attribution has a Negative Effect on Work Engagement Similarly, performance HR attribution negatively affects work engagement by creating perceptions that productivity is prioritised over employee needs. This diminishes enthusiasm, energy, and involvement, particularly in environments where engagement is essential for achieving long-term objectives. Research by Alfes, et al. [32] confirms that performance-focused HR practices may lead to disengagement and lower morale, suggesting that balancing performance metrics with well-being initiatives is vital for fostering a positive and motivated workforce. Such performance-driven attributions can create a less supportive environment, where employees feel pressured or undervalued, ultimately leading to lower levels of energy, dedication, and absorption in their work. This effect is especially relevant in sustainability-oriented organizations, where high engagement is essential for achieving long-term goals that rely on motivated and committed employees. 7. Conclusion This study highlights the significant roles of HR professionalism and employee voice in driving organizational commitment and work engagement in sustainability-oriented enterprises. The findings confirm that effective HR practices positively influence employee behaviors, with HR attribution acting as a crucial mediator in shaping employee perceptions and outcomes. Specifically, positive HR attributions enhance organizational commitment and work engagement, while negative perceptions detract from these outcomes. By applying well-established theories, such as the Resource-Based View (RBV) and Attribution Theory, this research underscores the strategic importance of HR professionalism in achieving sustainable organizational performance. It demonstrates that HR practices, when perceived as professional and ethical, not only improve employee well-being but also align with organizational goals, fostering long-term success. These insights provide valuable implications for HR managers globally, suggesting that fostering HR professionalism and employee engagement is critical to aligning with sustainability objectives and improving employee outcomes in diverse organizational contexts. While the findings provide significant contributions to the literature, several limitations must be acknowledged. First, the study’s cross-sectional design limits the ability to draw definitive conclusions about the causal relationships between HR professionalism, employee voice, and employee outcomes. Future research would benefit from longitudinal studies that examine how these relationships evolve over time and how they impact long-term organizational sustainability and employee performance. Second, the study was conducted in Vietnam, and while it offers valuable insights, the generalizability of the findings to other cultural or economic contexts is not guaranteed. Further research should include comparative studies across different regions and industries to better understand the universal applicability of the relationships between HR practices, employee voice, and sustainability. Another important limitation is the focus on employee outcomes such as organizational commitment and work engagement. While these outcomes are critical to organizational success, 1764 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 4: 1745-1766, 2025 DOI: 10.55214/25768484.v9i4.6377 © 2025 by the authors; licensee Learning Gate future studies could expand the scope to include additional dimensions such as job satisfaction, employee well-being, or innovation in sustainability practices. Examining the broader impact of HR practices on these other outcomes could provide a more comprehensive understanding of the role of HR in driving organizational success. Moreover, as organizations increasingly adopt digital tools and platforms for HR management, future research could explore the role of HR technology in shaping employee perceptions and behaviors. Investigating how HR technologies influence employee voice and engagement, particularly in the context of sustainability, would offer valuable insights into the evolving role of technology in HR management. Finally, further studies could explore the intersection of HR practices and corporate social responsibility (CSR), particularly in the context of sustainability-oriented organizations. Research could examine how HR strategies contribute to the achievement of UN Sustainable Development Goals (SDGs), especially in developing economies. Understanding how HR professionalism and employee engagement align with CSR goals could help organizations strengthen their commitment to both social responsibility and business performance. In conclusion, while this study provides a solid foundation for understanding the impact of HR practices on employee outcomes in sustainability-focused organizations, it also paves the way for future research in several important areas. By addressing the limitations and exploring new research directions, scholars can further refine HR strategies that not only improve employee engagement and commitment but also contribute to organizational resilience and long-term sustainability on a global scale. Funding: This research is funded by University of Finance - Marketing, Vietnam. Transparency: The authors confirm that the manuscript is an honest, accurate, and transparent account of the study; that no vital features of the study have been omitted; and that any discrepancies from the study as planned have been explained. This study followed all ethical practices during writing. Acknowledgments: The authors gratefully acknowledge the time and effort of all individuals who participated in the survey. We also thank the editor and anonymous reviewers for their valuable feedback and constructive comments that significantly improved this manuscript. Informed Consent Statement: The data collected in this study are completely anonymous. No personally identifiable information will be collected and the information participant choose to provide in this study cannot be connected back to you. Results from this study may be published or presented at research conferences, and the anonymous data and may be shared with other researchers through an online data repository. Copyright: © 2025 by the authors. This open-access article is distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/). References [1] S. Ren, G. Tang, and S. 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