Strategic HRM and Social Capital in Temple Governance: Driving Sacred Sustainability and Community WellBeing

This study investigates how Strategic Human Resource
Management (SHRM) practices in temple governance
shape social capital, foster sacred sustainability, and
enhances community well-being in Kerala. While existing
literature has examined religious institutions primarily
through cultural or ritualistic lenses, limited empirical
research has integrated SHRM perspectives with social
capital and sustainability in the context of temple
governance. This research addresses this gap by exploring
the pathways through which SHRM contributes to
community development outcome.
Design/Methodology/Approach:
The study adopts a quantitative survey design, collecting
responses from 200 stakeholders including devotees,
committee members, executive officers, trustees and
Mathrusamithi members (women-led committees) across
selected temples in Kerala. A structured questionnaire was
developed drawing upon validated scales in SHRM, social
capital, sustainability, and community well-being, adapted
to the temple governance context. Data analysis was
conducted using SPSS AMOS, applying correlation
analysis, multiple regressions, ANOVA and Structural
Equation Modelling (SEM) to test the hypothesised
relationships. Reliability and validity of constructs were
assessed through Cronbach’s alpha, composite reliability,
and confirmatory factor analysis.
Findings:
Preliminary results indicate that SHRM practices such as
participative leadership, volunteer management, training
and capacity building, and performance recognition
positively influence both bonding and bridging forms of
social capital. Social capital, in turn, has a significant
effect on the adoption of sacred sustainability practices
including eco-rituals, waste management, energy
conservation, and preservation of sacred groves. Sacred
sustainability is found to directly enhance community wellbeing, measured in terms of social cohesion, perceived
environmental benefits, and spiritual fulfilment.
Moreover, social capital and sacred sustainability jointlymediate the relationship between SHRM and community
well-being, highlighting the importance of relational and
ecological pathways in governance. ANOVA results
suggest significant differences across stakeholder groups,
with Mathrusamithi members and committee
representatives perceiving stronger SHRM impacts
compared to general devotees.
Originality/Value:
This study is among the first to empirically integrate
SHRM in to the domain of temple governance, extending
management theories into faith-based institutional
contexts. By conceptualising and testing the linkages
between SHRM, social capital, sustainability and wellbeing, the research contributes to both Strategic HRM and
sustainable governance literature. Practically, the findings
provide actionable insights for temple authorities and
Devaswom Boards to strengthen participatory HRM
practices build community trust and embed ecological
stewardship within temple administration.
The paper concludes that temple governance, when guided
by SHRM and reinforced by social capital, can serve as a
powerful platform for advancing sacred sustainability and
enhancing community well-being in Kerala.