Table 1 Key common-good HRM practices...

Table 1

Key common-good HRM practices (main category)

Subcategories	Codes
Developing HR potential	Providing continuous learning opportunities, reskilling, and upskilling (13/11) Providing training programs on unconscious bias and cultural competence (8/6) Offering training programs for the maintenance of mental and physical health (7/6) Partnering with educational institutions (5/3) Offering training for local community, business partners, and customers (9/8)
Enabling employees' activism	Promote bottom-up communication (14/10) Pay greater attention to the will of the employees (12/10) Use different forms of employee participation (4/3) Empower employees (3/3) Encouraging employees' engagement in volunteer work (8/7) Facilitating employee resource groups (4/4)
Work assignment	Integrating sustainability goals/common good into the organization's mission, vision, and values (5/4) Offering a meaningful job purpose (3/3) Assigning meaningful tasks/duties to employees (7/4) Implementing performance measures that reflect employee engagement in solving societal and environmental problems (8/7)
Promoting diversity and inclusion	Implementing diversity hiring initiatives (8/7) Implementing equitable pay practices (15/11) Creating inclusive workplace cultures that support underrepresented groups (11/11)
Fostering employee well-being	Offering health and wellness programs, such as mental health support and fitness initiatives (14/11) Encouraging work–life balance through flexible working hours (11/11) Introducing remote work (9/7) Using ergonomic practices (7/4) Helping employees to manage their role as parents (5/4)
Offering decent work	Ensuring fair wages based on market data (15/11) Ensuring job security (8/7) Promoting a culture of ethics (4/3) Showing interest in employees (7/6) Demonstrating trust to employees (8/7)

Subcategories	Codes
Developing HR potential	Providing continuous learning opportunities, reskilling, and upskilling (13/11)Providing training programs on unconscious bias and cultural competence (8/6)Offering training programs for the maintenance of mental and physical health (7/6)Partnering with educational institutions (5/3)Offering training for local community, business partners, and customers (9/8)
Enabling employees' activism	Promote bottom-up communication (14/10)Pay greater attention to the will of the employees (12/10)Use different forms of employee participation (4/3)Empower employees (3/3)Encouraging employees' engagement in volunteer work (8/7)Facilitating employee resource groups (4/4)
Work assignment	Integrating sustainability goals/common good into the organization's mission, vision, and values (5/4)Offering a meaningful job purpose (3/3)Assigning meaningful tasks/duties to employees (7/4)Implementing performance measures that reflect employee engagement in solving societal and environmental problems (8/7)
Promoting diversity and inclusion	Implementing diversity hiring initiatives (8/7)Implementing equitable pay practices (15/11)Creating inclusive workplace cultures that support underrepresented groups (11/11)
Fostering employee well-being	Offering health and wellness programs, such as mental health support and fitness initiatives (14/11)Encouraging work–life balance through flexible working hours (11/11)Introducing remote work (9/7)Using ergonomic practices (7/4)Helping employees to manage their role as parents (5/4)
Offering decent work	Ensuring fair wages based on market data (15/11)Ensuring job security (8/7)Promoting a culture of ethics (4/3)Showing interest in employees (7/6)Demonstrating trust to employees (8/7)

Note(s): The numbers in parentheses next to each code represent their frequency. The number before the slash shows the total occurrences of the code across all data, whereas the number after the slash indicates how many interviews mentioned that code

Source(s): Author's own work

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