This research investigates the incorporation of Human Resource Management (HRM) concepts into engineering disciplines to promote sustainable and ethical practices. By using a methodical approach to reviewing literature, this study combines information from influential and current academic sources to provide a thorough theoretical framework. The approach entails scrutinizing publications sourced from sources such as JSTOR, ScienceDirect, and Google Scholar, with a specific emphasis on terms associated with HRM, sustainability, engineering, and ethics. Results indicate a strong association between the implementation of effective Human Resource Management (HRM) techniques and the achievement of enhanced sustainability results in engineering practices. Key drivers of sustainability within engineering businesses include specific practices such as green recruiting, sustainability-focused training, and performance management systems that combine environmental and ethical indicators. The study also emphasizes a deficiency in existing research about the enduring consequences of various HRM practices on corporate culture and employee behavior. Finally, the combination of HRM techniques with engineering practices presents a hopeful route to attaining sustainability and ethical objectives in the engineering industry. This study highlights the need of doing further empirical research to investigate the processes by which HRM methods impact sustainability results in various engineering environments, both in the short and long term. This study adds to the increasing amount of literature that supports a comprehensive strategy to incorporating sustainability and ethics into corporate practices via strategic HRM efforts.