CORPORATE HUMAN RESOURCE GOVERNANCE AS A BASIS FOR THE SUSTAINABLE DEVELOPMENT OF A TRADE ENTERPRISE

Abstract

Introduction. Under contemporary conditions of operation of trade enterprises, the problem of corporate human resource governance lies in the lack of a systemic and integrated approach to managing human capital within the framework of sustainable development. In practice, the trade sector is characterized by a relatively high level of staff turnover, increased emotional workload for employees, and a strong dependence of performance outcomes on service quality and customer orientation. Insufficient attention to personnel development, corporate culture, and motivational mechanisms leads to reduced labor productivity, loss of customer loyalty, and deterioration of a company’s competitive position. This determines the need for scientific and practical substantiation and the development of an effective model of corporate human resource governance aimed at achieving economic resilience, social stability, and responsible business behavior in the long term. Purpose. The purpose of the article is to generalize the scientific and practical foundations of corporate human resource governance in a trade enterprise and to substantiate its role as a basis for sustainable development. Methods. The study employs such scientific methods as the abstract-logical method, analysis and synthesis, structural-logical analysis, and comparison, as well as graphical analysis, systematization, and generalization of information. Results. The content of corporate human resource governance of a trade enterprise within the sustainable development framework is examined, and the principles of corporate human resource governance are systematized. A corporate human resource governance map based on the sustainable development of a trade enterprise is developed. This map reflects the interconnection between the key components of sustainable development (economic, social, and environmental) and the functional elements of human resource management, including personnel policy, motivation and incentives, training and development, and corporate culture. The obtained results have both theoretical and practical significance and can be used in the process of forming and improving corporate human resource governance systems in trade enterprises. Conclusion. The study concludes that corporate human resource governance of a trade enterprise based on sustainable development principles represents an integrated system of strategic principles, managerial tools, and practices aimed at harmonizing economic, social, and environmental objectives. The author proposes practical recommendations for trade enterprises, including improving the employee motivation system, developing a corporate culture based on responsibility, ethical behavior, and teamwork, and using the corporate human resource governance map as a tool for monitoring and evaluating the effectiveness of implementing a sustainable development strategy in a trade enterprise.