A multilevel conceptual framework on green practices: Transforming policies into actionable leadership and employee behavior

As organizations have recognized their cause/solution relationship with the environment, increasing attention is being given to the role of employees make in achieving green organizational objectives. Even though, business sustainability initiatives are often led by leaders; employee green behavior (EGB) plays a vital role in success of such initiatives. The current paper focuses on relatively less researched topic of EGB. It uses a narrative review approach to develop a multi-level conceptual framework that draws upon the connectivity of leadership influence at firm and team levels, and how this influences individual level EGB. The paper offers a holistic approach to influencing effective green strategies in organizational contexts. By doing so, it contributes to the larger debate on different dimensions, mechanisms, and levels of environmentally responsible behavior in organizational settings and opens up new avenues for multi-level and cross-layer empirical research.

Impact of green HRM practices on sustainable performance: mediating role of green innovation, green culture, and green employees' behavior

The concept of sustainability in the context of human resource management (HRM), or more precisely, green HRM, has significantly transformed in recent years. Human resources are an important and valuable asset of a firm. In this research, green HRM is concentrated on the areas where HRM is held accountable for the company's sustainability initiatives. The research examines the effects of green HRM on organizational performance in China while considering the mediating roles of green innovation (GI), green employee behavior (GEB), and organizational culture. The data was gathered from 316 HR specialists working in various Chinese manufacturing businesses to meet the study's goals. A self-administered questionnaire utilizing the preexisting scale is used to obtain the data (detail is provided in Table 1). The smart PLS 4 structural equation modeling approach is applied for the data analysis. The study results indicate that green HRM practices influence green innovation (GI), green culture (GC), and green employee behavior (GEB). Furthermore, results also suggest that GI, GC, and GEB influence the organization's sustainable performance (SP). The research has several theoretical, methodological, and practical ramifications for many stakeholders, including the Chinese security exchange commissions, firms' senior management, academics, and HR specialists.

Does environmental responsible effect human resources management practice on firm effectiveness and green technology innovation?

The research uses human resources management ability and practice, opportunity and motivation (AMO) concept and CSR, environmental responsibility and corporate social. How (ER-HRM) environmental responsible human resources management practices affect energy intensive manufacturing. Organizational effectiveness and green technology innovation and firms have several objectives, including competitiveness, long-term survival, and high profit. To test the hypotheses in this research model, a self-completed questionnaire was collected from 220 managers of energy-intensive manufacturing for analysis. The ability ER-HRM practice has the highest influence on green technology innovation and organizational effectiveness. It is worth noting firm effectiveness relationship between ER-HRM practice and green technology innovation. The finding indicates a strong straight positive impact of the motivation, environmental ability, and opportunity ER-HRM practice on green technology innovation and organizational effectiveness. Research also proves that green technology innovation plays a partial mediation link (ER-HRM) with organizational effectiveness. Our research supports the further development of ER-HRM for understanding the drivers of green technology innovation and organizational effectiveness. This research is expected to identify the influence of ER-HRM in energy-intensive manufacturing to achieve innovation and performance through reducing emissions. We recommend to the manager to give due attention.

How to facilitate employees’ green behavior? The joint role of green human resource management practice and green transformational leadership

Given the severity of today’s environmental issues, companies are increasingly making green concepts a key component of their operational strategies. As an essential complement to corporate environmental strategy, employees’ green behavior has received attention from all sectors of society. Based on resource conservation theory, this study explores the formation mechanism of employees’ green behaviors in enterprises starting from two green management tools: green human resource management (HRM) practices and green transformational leadership. Through two-stage questionnaire research, 296 sample data points were obtained, and the research hypotheses were tested by using linear regression analysis. The results showed that green HRM practices in enterprises enhance employees’ green mindfulness and thus stimulate their green behaviors and that green transformational leadership and green self-efficacy play a positive moderating role in the above relationship. These results support the applicability of resource conservation theory in green management and suggest that green HRM practices and green transformational leadership can be used together in the process of green management.

Green Human Resource Management: A Bibliometric Analysis

Despite the growing attention which green human resource management (GHRM) has been gaining, the field is still remarkably young, and conceptual clarity is yet to be attained. A bibliometric review of GHRM from 2010 to 2020 was conducted on the Web of Science and analyzed using the VOSviewer software package, version 1.6.16 developed by Van Eck and Waltman (Leiden, The Netherlands). The results show the exponential growth of this topic, although there seems to be no consensus regarding its definition, conceptualization and measurement. Concerning its conceptual development, GHRM seems to currently fit the second stage of development (evaluation and augmentation) of Reichers and Schneider’s three-stage model of the evolution of constructs. Future research seems to point in the direction of establishing the barriers separating GHRM from other human resource management topics, defining green practices and determining the antecedents and consequences of GHRM.

Relationship Among Green Human Resource Management, Green Knowledge Sharing, Green Commitment, and Green Behavior: A Moderated Mediation Model

This study aims to examine the underlying mechanism of the relationship between perceived green human resource management (GHRM) and perceived employee green behavior (EGB). By drawing on attitude and social exchange theories, we examined green commitment (GC) as a mediator and green knowledge sharing (GKS) as a moderator of the GHRM-EGB relationship. The study employs partial least square structural equation modeling (PLS-SEM) to analyze 329 responses. Data were collected in two time lags. The empirical results confirmed that GC mediates the relationship between GHRM and EGB. However, the study results found that GKS moderated the indirect influence of GHRM on green behavior via GC. This research signifies the effect of GHRM, GKS, GC, and green behavior on organizations' sustainability and environmental management. Despite the emerging literature on the significance of green practices in organizations for environmental management, no study has examined the moderating role of GKS on the indirect effect of GHRM on green behavior via mediating role of GC. This study offers valuable insight into environmental management in organizations through green practices and green behavior.

The Impact of Green Human Resource Management on Organizational Citizenship Behaviors: The Mediating Role of Organizational Identification and Job Satisfaction

The main aim of this study is to analyze the impact of green human resource management on organizational citizenship behavior through the mediating role of organizational identification and job satisfaction in Portuguese companies certified by ISO 14001. A survey was applied to a sample of 120 collaborators who work in ISO 14001 certified Portuguese industrial companies. Results indicate that there is a mediation model, which uses the effect of job satisfaction in the relationship between green human resource management and its impact on organizational citizenship behavior. This study proves to be important when understanding the individual effects caused by a green human resource management system.

Work Environment as a Moderator Linking Green Human Resources Management Strategies with Turnover Intention of Millennials: A Study of Malaysian Hotel Industry

The purpose of this study is to investigate the impact of green human resource management (GHRM) practices (e.g., green pay attention and rewards, green performance management, green involvement, green recruitment and selection, and green training role) on millennial employees’ turnover intention (METI) in Malaysian three-star, four-star, and five-star hotels with a moderator (work environment) using social exchange theory (SET). The survey used structured questionnaires to collect data from 210 millennial employees using the convenience sampling technique. The research hypotheses were tested using partial least squares structural equation modelling (PLS-SEM). The findings of this study indicate that only green rewards and green involvement have a significant impact on METI. Furthermore, the results indicate that the work environment has no moderating impact on the relationships between green HRM practices and millennial employees’ turnover intention. Finally, the implications, limitations, and future directions for research are also addressed to potential researchers.

How Perceived Organizational Support, Identification with Organization and Work Engagement Influence Job Satisfaction: A Gender-Based Perspective

The main objective of this study is to analyze the effects of work engagement, identification with an organization and perceived organizational support on job satisfaction and how these issues vary with gender. Data were collected in a public higher education institution with a questionnaire applied to professors and support staff. The data collected from the 171 employees allowed the development of a structural equation model. The results suggest that work engagement constructs have a greater effect on job satisfaction for female employees, whereas the impact of perceived organizational support on job satisfaction is stronger for male workers. The analysis also revealed that identification with the organization does not influence job satisfaction differently in terms of gender. The findings of this study contribute to the body of empirical knowledge on how the influence of factors on job satisfaction, such as engagement at work, perceived organizational support and identification with the organization, varies by gender.

Developing Green Healthcare Activities in the Total Quality Management Framework

This study examines the effectiveness of green healthcare activities in hospitals based on the total quality management (TQM) framework. The proposed research model and associated hypotheses were tested using structural equations modeling based on the data collected from 261 employees at general hospitals in South Korea. The results of the study revealed that the role of top management is essential for the successful implementation of green healthcare activities through motivating employees for their active participation in the program, providing continuous education and training on the importance of environmental sustainability, and diligent monitoring of the progress at the organization level. The study findings provide theoretical and practical implications on strategic approaches to planning and implementing green healthcare activities in hospitals for the greater good.

Fostering Advocacy Behavior of Employees: A Corporate Social Responsibility Perspective From the Hospitality Sector

Considering the stiff competitiveness situation in every sector, promoting the advocacy behavior of employees is of seminal importance for an organization. With this regard, the hospitality sector has no exceptions, however, a review of the prior literature uncovers that most of the prior studies on advocacy behavior were conducted from the standpoint of consumers, and the role of employees’ advocacy behavior, especially in the context of the hospitality sector, remained an understudied area. Research also shows that the corporate social responsibility (CSR) efforts of an organization can significantly influence employees’ behavior but the relationship of CSR to spur employees’ advocacy behavior was not discussed earlier. Against this knowledge gap, the current work aims to investigate the relationship between CSR and employees’ advocacy behavior in the hotel sector of a developing economy with the mediating effect of employees’ engagement. A hypothesized model was developed, which was validated by collecting data from different hotel employees through a self-administered questionnaire. The findings offer different theoretical and practical implications. Theoretically, one important implication was that the CSR perceptions of hotel employees can drive their advocacy behavior. Practically, the study implicates that hotels can improve their reputation significantly by converting their employees into advocates, as the personal information source is preferred over company-generated information sources. Moreover, the CSR commitment of a hotel can lead the employees to a higher level of engagement, which then motivates them to act as advocates.

The Impact of Green HRM on Employees’ Eco-Friendly Behavior: The Mediator Role of Organizational Identification

This study sought to explore the impact of green human resource management on organizational identification and employees’ eco-friendly behavior, as well as the mediating role of organizational identification in the relationship between green human resource management and employees’ eco-friendly behavior. To achieve the study objectives, a cross-sectional quantitative study was developed, for which the data were obtained through a structured questionnaire containing the measures of the study variables. Data were collected from 235 employees from several Portuguese tourism organizations participating in the study. The Harman test and bootstrapping were applied previously to the assessment of the results. The mediation study’s hypothesis was evaluated using Baron and Kenny’s linear regression method, and subsequently complemented using the Sobel test. The findings showed that the implementation of green HRM practices in tourism organizations has a positive impact on employees’ eco-friendly behavior and on organizational identification, with the latter mediating the relationship between green human resource management and employees’ eco-friendly behavior. The study is breaking new ground because it incorporates the impact of green human resource management on organizational identification and employees’ eco-friendly behavior in a single research model, thus expanding knowledge on the subject, namely in the tourism sector in Portugal.

How Do Green Human Resource Management Practices Encourage Employees to Engage in Green Behavior? Perceptions of University Students as Prospective Employees

This study measured the perceptions of prospective employees (university students) towards organizations practicing green human resource management and how these perceptions could influence their future green behavior in the workplace. The sample of the study consisted of students from the largest university in North Cyprus and 400 questionnaires were administered with 342 valid responses being returned. The data was tested by confirmatory factor analysis by using analysis of moment structures (AMOS) software version 24.0 and factor, regression, and correlation analyses were conducted. The data analysis revealed that green human resource management had a direct influence on prospective employees’ perceived green task-related and voluntary behaviors and an indirect influence via the mediation of psychological green climate perception. The importance of incorporating sustainable dimensions within HRM departments, as well as the function of GHRM practices in achieving sustainability, was highlighted in this study. This study further contributes to the literature of behavioral HRM and focuses on the green side of HRM to contribute to the environmental management literature as well as providing insight into prospective employees’ (students) perceptions of GHRM practices, which will create an impact on their future green workplace behaviors.

The Boundary Conditions of High-Performance Work Systems–Organizational Citizenship Behavior Relationship: A Multiple-Perspective Exploration in the Chinese Context

This research synthesizes social exchange, organizational culture, and social identity theories to explore the boundary conditions of the relationship between high-performance work systems and employee organizational citizenship behavior. In particular, it draws on the China-specific management context. In this country, in spite of the wide use of a long-term-oriented and loose-control-focused Western-styled strategic human resource management (HRM) model, a short-term-focused and tight-control-oriented error aversion culture is still popular. The study uses multi-source individual-level survey data in a large state-owned enterprise to test the hypotheses. It is found that employee-experienced, Western-styled high-performance work systems positively impact a China-specific employee’s organizational citizenship behavior (OCB), and the—joint—moderation effects of employee-perceived error aversion culture and organizational identification are significant. The research findings deepen the understanding of the HRM-OCB relationship by demonstrating that culture and identity can jointly adjust the effects of HRM on OCB. The findings also challenge an established argument in the HRM-OCB literature that compatibility between employees’ personalities and organizational values – organizational identification – can enhance OCB.

Effect of green human resource management practices on organizational sustainability: the mediating role of environmental and employee performance

The main purpose of research was to investigate the underlying strategies for enhancing "organizational sustainability" (OS). The study categorizes the existing literature, based on strategic choice theory and the attribution model, which reveals that green human resource management (GHRM) practices play a crucial role in environmental management and organizational sustainability. This study investigates the impact of GHRM practices including training and development, performance appraisal, and reward and compensation on organizational sustainability through the mediating role of environmental performance and employee performance. A survey questionnaire methodology was used for data collection; data were collected from 165 managerial personnel in the textile industrial sector of Pakistan. The findings of the study showed significant effects of GHRM practices, i.e. (training and development, performance appraisal, and reward and compensation), on Organizational Sustainability, Similarly, this study empirically investigates the distinct mediating role of environmental performance and employee's performance between GHRM practices and organizational sustainability. The study findings support the hypothesized model of mediation. The GHRM is an innovative idea in developing countries, and additional studies are needed to identify sustainability issues and evaluate the impacts of GHRM practices in the textile and manufacturing industries in Pakistan.

Effect of Employees' Perceived Green HRM on Their Workplace Green Behaviors in Oil and Mining Industries: Based on Cognitive-Affective System Theory

Drawing on cognitive-affective system theory, this study proposes that employees’ perceived green human resource management (HRM) influences their’ workplace green behaviors through two psychological processes: the cognitive and the affective route. By analysing 358 questionnaires collected from Chinese firms in the oil and mining industry, we obtain evidence in support of our predictions, finding that employees’ perceived green HRM positively impacts their voluntary workplace green behaviors and green creativity. Additionally, green psychological climate and harmonious environmental passion are found to partially mediate the relationship between employees’ perceived green HRM and voluntary workplace green behavior while harmonious environmental passion is found to fully mediate the relationship between employees’ perceived green HRM and green creativity. These findings shed light on the importance of green HRM in shaping employees’ proactive workplace green behaviors and uncover how green HRM transforms employees’ cognitive, affective, and motivational (CAM) factors into green actions.

Promoting green behavior through ethical leadership: a model of green human resource management and environmental knowledge

Purpose

This paper aims to investigate the influence of supervisor's ethical leadership style on subordinates' green or pro-environmental work behavior in the presence of green human resource management (GHRM) as a mediator and environmental knowledge as a moderator.

Design/methodology/approach

A questionnaire-based was distributed to 427 supervisor–subordinate dyads working in various Pakistani organizations. Structural equation modeling was used to determine the mechanisms and boundary conditions in the relationship between supervisor's ethical leadership style and subordinates' green behavior.

Findings

Structural equation modeling supported a partial mediating role of GHRM in the influence of ethical leadership on green work behavior. Further, the findings revealed that employee's environmental knowledge can magnify the indirect impact of ethical leadership, via GHRM, on green behavior.

Research limitations/implications

Cross-sectional survey data are typically associated with common method bias. To counter this bias, we collected data from dual sources, namely, supervisors and their subordinates. The research findings have implications in deepening the understanding of the impact of ethical leadership in improving environmental performance of the organization.

Originality/value

This is the first study that utilizes multi-sourced data to examine the mediating role of GHRM and the moderating role of environmental knowledge in the relationship between ethical leadership and green behavior at work.

Human resources development as an element of sustainable HRM - with the focus on production engineers

The concept of sustainability has been gaining importance and influencing the development of an approach towards employees referred to as sustainable HRM (SHRM). HR development is one of the principles of SHRM that should be implemented consistently along with other SHRM principles, which means, e.g., that the development of employees should be carried out having a long-term perspective in mind. It is crucial to acquire the so-called competencies of the future as the basis for implementing the idea of Industry 4.0. The purpose of the article is to present the development of human potential in an organization against the background of other detailed sustainable HRM principles, to be followed by confronting the theory and the research results on the development of future competencies referring to industrial engineers in Poland as the professional group responsible for implementing the idea of cleaner production and Industry 4.0. The Author analyzed the results of three research projects based on the survey method and representative data from Eurostat and Statistics Poland. The conducted research shows that industrial companies in Poland have more of a short-sighted perspective when it comes to developing the potential of their engineers. The HR development practices focusing only on current needs are not in line with the SHRM principles of a long-term perspective and flexibility. There is also a visible lack of employee participation in the process of making training-related decisions, which is another principle of sustainable HRM. In addition, environmental sustainability remains a neglected area of knowledge in terms of training, and the cooperation with external educational institutions is low. It results in certain implications for HR managers and educational institutions. The article also presents directions for further research.

Green human resource management, green organization identity and organizational citizenship behavior for the environment: the moderating effect of environmental values

Purpose

Green human resource management (GHRM) is a new management philosophy and pattern that applies the concept of “green” to human resource management, which plays an important role in realizing environmental goals and obtaining competitive advantage. Based on 201 effective samples from 3 manufacturing enterprises, this study investigates the relationship between GRHM, green organization identity (GOI), environmental values and organizational citizenship behaviors for the environment (OCBEs). The results show that GRHM has a significant positive impact on OCBEs, and GOI plays an intermediary role in the relationship between GRHM and OCBEs, and environmental values moderate the impact of GRHM on GOI and OCBEs. The findings have important theoretical implications for enterprises to achieve green development strategy.

Design/methodology/approach

This study selects three manufacturing enterprises certified by the environmental management system ISO14001, which meet the environmental protection requirements of the Chinese Government, local communities and customers. Through interviews and referring to enterprise documents, the researchers find that the enterprises have set environmental protection standards such as energy consumption, solid waste emissions, water consumption and waste recycling. The enterprises surveyed have adopted the GRHM practice, such as green training for employees, encouraging employees to participate in green activities and so on. This study collects data in two ways: on-the-spot and entrustment questionnaire distribution. In the first stage, the data of GRHM and environmental values were collected. A total of 277 questionnaires were distributed and 264 were sent back, among them 252 were valid.

Findings

GRHM has a positive impact on OCBEs. GOI mediates the influence of GRHM on the OCBEs, and environmental values moderate the effect of GRHM on organizational identity and OCBEs.

Originality/value

This paper investigates the effect and mechanism of GRHM in China and provides theoretical guidance for enterprises to implement green management effectively.

A Conceptual Model for Green Human Resource Management: Indicators, Differential Pathways, and Multiple Pro-Environmental Outcomes

There is a growing awareness of green human resource management (GHRM) in the environmental sustainability research in hospitality and tourism literature. The extant literature also delineates review studies about GHRM. Despite the existence of these studies, there is still a paucity of research about a parsimonious model that includes the underlying mechanisms linking GHRM to multiple pro-environmental behaviors. In view of such a gap, using the ability-motivation-opportunity framework, social exchange theory, social information processing and reformulation of attitude theories, and the happy-productive thesis as the theoretical underpinnings, our study proposes a conceptual model of GHRM. Specifically, our study links GHRM to organizationally valued pro-environmental behaviors such as task-related pro-environmental behaviors, proactive pro-environmental behaviors, green recovery performance, and green voice behavior through the mediating roles of work engagement and job satisfaction. In addition, our search of the relevant literature highlights eight indicators of GHRM such as green selective staffing, green training, green empowerment, green rewards, green career opportunities, green teamwork, green work-life balance, and green participation in decision making. Theoretical contributions and avenues for future research are discussed in the paper.

Non-Permanent Employment and Employees’ Health in the Context of Sustainable HRM with a Focus on Poland

This study is focused on the assumption that the analyses focused on sustainable human resource management (HRM) should include the problem of unstable forms of employment. Reference was also made to Poland, the country where the share of unstable forms of employment is the highest in the European Union. The authors based their findings on the literature and the data published, i.e., by Eurostat, OECD and Statistics Poland, accompanied by CSR reports. Insecure forms of employment have negative impact on employees’ health, primarily regarding their mental health. Statistically significant correlations were found between the expectation rate of possible job loss and non-standard employment variables, and the rate of reporting exposure to risk factors that affect mental wellbeing and precarious employment rates. However, conducting statistical analyses at the macro level is associated with limitations resulting from leaving out many important factors characteristic of the given countries and affecting the presented data. Current guidelines, relevant to reporting the use of non-standard forms of employment by enterprises, are inconsistent. Companies voluntarily demonstrate the scope of using non-permanent forms of employment and not referring to the issue of employees’ choice of a given type of employment and employees’ health. Future research projects should be focused on developing a comprehensive, coherent and universal tool allowing for an assessment of the implementation level of sustainable HRM ideas in an organization, including standardized reporting of non-permanent employment and employees’ health, and making comparisons not only between organizations, but also between countries.

Employee-Organization Fit and Voluntary Green Behavior: A Cross-Level Model Examining the Role of Perceived Insider Status and Green Organizational Climate

Employee green behavior has received considerable attention in recent years because of its contribution to an organization’s environmental performance. However, little is known about how personal and organizational factors can simultaneously affect employee voluntary green behavior. The present study draws on person-environment fit theory to investigate how and when employee voluntary green behavior can be facilitated by employee-organization fit. Based on a time-lagged survey study of 413 employees from three different manufactures of chemical products, the present study discovers a positive relationship between employee-organization fit and employee voluntary green behavior, and this relationship is mediated by perceived insider status. Moreover, the relationship between perceived insider status and voluntary green behavior is strengthened when employees perceive a green organizational climate. Insights for theory, practice, and future research are also discussed.

Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?

Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments.

Commitment to Human Resource Management of the Top Management Team for Green Creativity

Drawing on the upper echelons theory and targeted at Chinese coal enterprises, this research examines the interactions of commitment to human resource management on green creativity, and discusses the mediating mechanism of green human resource management (GHRM) between them. The results show that commitment to human resource management indirectly affects the enterprise of green creativity, while GHRM intermediates the process. Environmental regulation positively regulates the relationship between commitment to human resource management (COHRM) and GHRM, as well as the intermediary role of GHRM in the relationship between COHRM and green creativity. This study provides an important reference value for the research of GHRM in China and offers practical enlightenment for the manufacturing and coal industry enterprises to carry out environmental management and achieve sustainable development.

Effects of green human resource management: testing a moderated mediation model

Purpose

The purpose of this paper is to examine organizational attractiveness as a mechanism through which adoption of green human resource management (GHRM) practices affects potential employees’ intent to pursue career in an organization. Specifically, an integrative moderated mediation model with employees’ personal environmental orientation as moderator of the above-stated relationship was proposed.

Design/methodology/approach

The sample comprised 172 final-year engineering students registered in a four-year undergraduate program in one of the top higher education institutes in India. SPSS 24 was used to test the moderated mediation model with the help of hierarchical regression procedures.

Findings

Results provided support for the moderated mediation model in which the indirect effect of GHRM on job pursuit intention through organizational attractiveness was moderated by environmental orientation of prospective applicants.

Practical implications

Results highlight the potential of GHRM in turning the organizations into talent magnets. This knowledge will motivate practitioners to effectively integrate GHRM with human resource policies, practices and employee initiatives for attracting quality applicants.

Originality/value

This research by presenting the positive outcomes of GHRM for the organizations contributes to scant academic literature on sustainable human resource management which is deficient with regard to knowledge around its consequences.

Corporate Environmental Strategy and Voluntary Environmental Behavior—Mediating Effect of Psychological Green Climate

Given the growing intent to prevent decay in environmental management, the present study seeks to unearth the impact of corporate environmental strategy on employees’ voluntary environmental behavior by regulating or facilitating their perceived psychological green climate. Research problems and research questions are built on the essence of multiple theories—goal-setting theory, social identity theory, and social learning theory for grounding the research model. A total of 294 replies were collected through a self-administered survey from diverse industrial panoramas. We used structural equation modeling (SEM) analytics via AMOS-version 20.0 for measuring the hypothesized results. The study revealed that the corporate environmental strategy is displaying an insignificant direct influence on voluntary environmental behavior. However, the corporate environmental strategy indirectly influences, via the mediation effect, voluntary environmental behavior of employees through their psychological green climate perception. Directions for future research are recommended based on insights from the implications and limitations of the study.

Green human resource management in Indian automobile industry

Purpose

This paper aimed to examine the status of implementation of green human resource management (GHRM) practices in Indian automobile Industry. Specifically, the level of implementation of five GHRM practices: green recruitment and selection, green training and development, green performance management, green compensation and rewards and green employee involvement was assessed. In addition, an attempt was made to understand how various GHRM practices influence the task-related and voluntary green performance behaviors of employees.

Design/methodology/approach

Data were collected from employees working in automobile industries in India. In all, 91 employees working at various hierarchical levels in the organizations responded to the survey. SPSS 24 was used for the purpose of data analysis.

Findings

The results indicate very low level of implementation of various GHRM practices in the sampled automobile organizations. Among the five GHRM practices, the average score for only green training and development and green employee involvement could reach 3. The lowest scores were found for green performance management and green compensation and rewards. Further, all five GHRM practices were found to significantly predict the task-related and voluntary employee green behaviors.

Practical implications

The findings by providing empirical evidence on the positive association of GHRM practices with employee green behaviors carry significant implications for practicing managers in automobile industry in terms of providing incentives for integrating HRM practices with the environment management systems in the organization.

Originality/value

This paper is one of the pioneer attempts to assess and report the extent of implementation of GHRM practices in Indian automobile industry. This paper also contributes to the limited theoretical literature available on GHRM by empirically investigating its linkage with green performance behaviors of employees.

Can green human resource management attract young talent? An empirical analysis

Purpose

The purpose of this paper is to examine the effect of perceived green human resource management (GHRM) on job pursuit intention (JPI) of prospective employees. In addition, an attempt was made to unfurl the underlying psychological mechanisms and illuminate the boundary conditions of the aforementioned relationship by proposing organizational prestige (OP) as mediator and environmental orientation (EO) and gender as moderators.

Design/methodology/approach

In total, 172 undergraduate engineering students of a reputed engineering institute in India constituted the sample for this scenario-based study. Direct, mediation, moderation and moderated mediation hypotheses were tested using hierarchical linear regression analysis and bootstrapping procedures in SPSS.

Findings

GHRM was found to relate significantly with JPI of prospective applicants and OP mediated the above linkage. EO was found to significantly moderate the association of GHRM with JPI. However, gender failed to add to the understanding of the above relationship.

Practical implications

By providing evidence on the psychological processes which the applicants engage in during employer selection, organizations will be able to form appropriate strategies for attracting talent to their organizations.

Originality/value

The study addresses the call for research to integrate the diverse disciplines of environmental management and human resource management and provides additional insights into human aspect of environmental sustainability. It advances the sustainable HRM literature by providing comprehensive understanding of how and when GHRM influences prospective employee outcomes.