Extant literature has generated limited understanding of whether and how sustainable human resource management will lead to better and more sustainable outcomes, such as enhanced employee resilience and improved work engagement. Moving toward common good values and drawing on the job demands-resources model, this study theorizes and tests the relationships among sustainable human resource practices, employee resilience and work engagement. The findings demonstrate that sustainable human resource practices positively impacts on employee resilience and lead to work engagement among employees. This study, with it’s the theoretical and practical implications, reveals a mediation mechanism through which sustainable human resource practices contribute to both work engagement.