The Internalization of Sustainable Work Culture as a Strategy to Strengthen Employee Organizational Commitment

Abstract

Changing work environments and increasing sustainability demands demand that organizations integrate economic, social, and environmental values into human resource management practices. This research aims to analyze the process of internalizing sustainable work culture and its contribution in strengthening employee organizational commitment. The research uses a qualitative approach with a case study design. Data were collected through in-depth interviews, observations, and documentation analysis of 18 purposively selected informants, consisting of leaders, human resource managers, and employees. The data was analyzed using thematic analysis through the stages of reduction, coding, categorization, and interpretation, accompanied by triangulation of sources to ensure the credibility of the findings. The results of the study show that the internalization of a sustainable work culture takes place through leadership examples, integration of sustainability values in HR policies, participatory communication, habituation of work behavior, and a consistent reward system. The process reinforces the employee's emotional attachment, sense of responsibility, and desire to maintain organizational membership. This research confirms that a sustainable work culture is a strategic instrument in building long-term organizational commitment.