Strategic HR Sustainability in Quick Commerce: An Applied Green Q-HR Model Approach

S. Keerthi; D. P. Ashwini; S. Shivakumar

doi:10.57159/jcmm.5.3.25399

Authors

S. Keerthi GM Business School, GM University, Davanagere, Karnataka, India https://orcid.org/0009-0002-1239-5364
D. P. Ashwini GM Business School, GM University, Davanagere, Karnataka, India https://orcid.org/0009-0007-9326-4804
S. Shivakumar GM Business School, GM University, Davanagere, Karnataka, India https://orcid.org/0000-0003-1922-2765

DOI:

https://doi.org/10.57159/jcmm.5.3.25399

Keywords:

Green HRM, Quick Commerce, Gig Workforce, ESG, HR Sustainability, Digital HR Analytics

Abstract

Quick commerce (Q-commerce) has expanded rapidly in India through platform-based logistics systems supported by gig workforces and digital infrastructure. While this model improves operational efficiency and service speed, concerns remain regarding workforce sustainability, environmental impact, and the role of Human Resource (HR) practices in supporting Environmental, Social, and Governance (ESG)-aligned outcomes. Existing Green HRM frameworks do not adequately address gig-based, algorithm-driven work environments. This study applies the Green Q-HR Model as a diagnostic and associational framework to examine the alignment between HR sustainability practices and Sustainability Reporting, which is treated as the observable organizational ESG outcome. Data were collected from 100 respondents across Blinkit and Zepto operations using a structured questionnaire. Correlation and multiple regression analyses were conducted using SPSS. The results indicate weak and statistically non-significant relationships between HR sustainability practices and sustainability reporting (p > 0.05). The regression model shows low explanatory power (R2 = 0.041; F = 0.665, p = 0.678), indicating that HR sustainability dimensions do not significantly explain variation in sustainability reporting. These findings suggest that HR sustainability practices are not integrated into a coherent ESG framework, but are implemented in a fragmented and operational manner. The study does not provide evidence of predictive or validated relationships. Instead, it identifies alignment gaps between HR practices and ESG outcomes in q-commerce platforms. The Green Q-HR Model is therefore positioned as a diagnostic tool for assessing HR–ESG alignment rather than as a predictive model.

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