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

Growing Greener: Cultivating Organisational Sustainability Through Leadership Development

Organisations significantly contribute to climate change, making them essential targets for climate mitigation strategies. There is an opportunity to curb organisations' environmental impact by increasing the amount of pro-environmental behaviour (PEB) among employees. Many social and psychological factors impact an employee's likelihood of performing PEBs. Among social-psychological factors influencing employee PEB, leadership is unique as it is a social-psychological factor that can control or influence other factors. Leadership makes performing PEBs at work and home different. Due to its unique position, leadership has garnered attention from practitioners and researchers for how it can affect organisational environmental sustainability. There is limited research focusing on how leadership development can promote employee PEB, thereby increasing organisational environmental sustainability. Researchers conducted a narrative review that provided an overview of how leadership uniquely affects employee PEB, bringing together findings from various fields. Through this review, the authors propose the ICERR model for leadership development, which outlines five key capability areas and three desired outcomes for leadership development related to environmental sustainability. This model consists of 14 proposals that provide a framework for future research and identify critical areas for leadership development programmes looking to impact environmental sustainability.

Intermodal travel planning and decision support integrated with transportation and energy systems

The fast urbanization in China makes it all the more important to find sustainable solutions that are both comprehensive and energy-efficient. Because of its important role in lowering logistical expenses and pollutant emissions, intermodal transport is generally seen as an effective method of coordinating transportation operations, helping to address the growing economic and environmental issues. Considering the characteristics of a growing city, this article lays out a multi-criteria method for selecting which new initiatives for China's public transportation system should be prioritized. "Electric municipality bus," "light rail system," and "modernization to the current fleet and optimization" are the three enhancement initiatives that are outlined. Using transportation-related economic, social, and environmental sub-criteria, this research applies TOPSIS, an analytic hierarchy method and fuzzy approach for order preference by resemblance to ideal circumstance application, to prioritize transportation projects. The study aims to improve city life in Chongqing, China, by identifying the most environmentally friendly development projects. Applying the analytical hierarchy method (AHP), the relative importance of several sustainability criteria was established for use in making strategic decisions. The alternative projects for the given city have been ranked using the fuzzy TOPSIS approach. However, the investigated results show the supportive response of hybrid to environmental sustainability and vice versa for non-hybrid vehicles. However, the energy consumption in public transport remains a leading hurdle in sustainability across the three modes of transport: taxis, rail transit and buses. Finally, computer trains in public transport also surprisingly deal with environmental sustainability to keep the current & forthcoming generation from ecological harm. However, theoretical and empirical policy suggestions have been proposed to become clean & green shortly.

The hidden linkage of corporate efficiency and green innovation with human resource management practices: a newly perspective from China

It is disappointing that despite having access to human resources at very little cost, rising countries' administrations are so ineffective. It is often believed that an organization's unheralded employees hold the keys to its success or failure. A person's mood and demeanor may be influenced by a variety of factors. Human resource management (HRM) methods have been created and used by scientists all over the globe in an effort to maximize the potential of their most important asset. Eco-friendly inventions are crucial to the survival of humanity and the prosperity of enterprises throughout the world. Therefore, the purpose of this research is to look at how green innovation affects both the environment and businesses. Green process metrics and green product metrics, for example, may have an impact on green innovation, which is why these metrics are important to track. The second primary goal of this research is to learn how the commitment and HR practices of top management shape the link between green innovation and economic and environmental success. A self-reported poll was taken by 370 employees in China's manufacturing industry. A partial least square structural equation modelling was used to examine the data collected between April 2021 and February 2022. This research employed confirmatory component analysis, a standard technique of structural equation modelling (SEM) for examining both overt and covert variables and indicators, to assess the reflecting indicators measurement model. The findings suggest that HRM has an effect on green innovation that is both positive and statistically significant. The environment and the economy benefit greatly from green innovations. Relationships between HRM and green innovation have no unfavorable implications on business results or the environment. However, human resource management has the potential to boost organizations' prosocial impact. In a three-way interaction (moderated moderation) model, organizational success is found to have a significant role, whereas environmental and organizational success play just a little one. To improve economic and environmental outcomes across all sectors, this study adds to the existing body of knowledge and argues for the wider implementation of green innovation practices. Human resource managers play a crucial role in developing a company's culture and values. The findings suggest that with leadership's blessing, green technologies may spread across a company.

Investigation of industry 4.0 technologies mediating effect on the supply chain performance and supply chain management practices

The aim of the present article purposefully explores how industry 4.0 may alter conventional methods of administration by performance of supply chain. Nowadays, the business activities/processes have been raised and all are directly associated with industrial revolution. Industry 4.0 acts as a go-between for improved supply chain efficiency and more traditional forms of logistics management. Discovering the transformative effects of industry 4.0 on supply chain management by reading on, however, SCM practices, this study considers the questioner-based data from September 2021 to March 2022 for China economy. Interestingly, the findings of structural equation model (SEM) describe the supportive response of revolution (the fourth industrial revolution) to supply chain management in the previously described field. The consequences of this research argue that the supportive role of technological progress in industrial revolution brings efficient supply chain management. Moreover, the performance indicators under the supply chain work well due to significant progress in industry 4.0. In concluding remarks, such types of advanced technologies serve as an intermediate between the management and practices of supply chain. However, the results provide light on the basic principles behind the success. In addition, these technologies make it possible to significantly improve the performance by allowing process unification, mechanization, and automation and introducing innovative analytic capabilities and supply chain operations including procurement, production, and inventory management, and marketing may work together more efficiently. Some of these processes include marketing, inventory management, and procurement. These improvements are attainable through the implementation of innovative scientific capabilities.

Barriers to green human resources management (GHRM) implementation in developing countries: evidence from China

Because of the current climate adaptation and long-term viability advancements, campaigners both locally and globally are pressuring businesses to embrace green practices. But there are challenges to putting green policies into action. The goal of this research was to analyze the most significant challenges encountered by Chinese businesses when attempting to implement environmentally responsible HR practices (GHRM). There were seventeen setbacks found, and these were sorted into five main groups. In order to pilot test the survey questions, we spoke with twenty experts in the fields of human resources and environmental management. One hundred and ninety-nine questionnaires were subsequently distributed to a random sample of company CEOs (19), HR managers (30), CFOs (30), and HR directors (40). The PSI approach was used to establish a hierarchy of the most significant obstacles and their subobstacles. Twenty-three percent of GHRM barriers in the research area were attributable to economic factors. The absence of financial resources emerged as the most crucial obstacle overall (with a score of 0.99) and among the subbarriers. The second most common barrier was found to be political and regulatory (20.1%), while the least common was found to be cultural and educational (18.2%). Government and financial institutions can help businesses overcome the most significant obstacles by offering low-interest loans for the development and implementation of sustainable business strategies and initiatives. As such, this study complements the current body of literature on green HR. Examining the challenges faced when trying to put GHRM into practice in a poor country context, this helps policymakers and practitioners in China and other similar economies understand environmental innovation barriers and develop policies to overcome them.

Impact of green human resource management practises on sustainable performance: serial mediation of green intellectual capital and green behaviour

This research aims to examine the factors that determine the sustainable performance of the hospitality sector of Pakistan. Particularly, it measures the effect of three green HRM practises on hotels' social, economic, and environmentally sustainable performance. The research model incorporates a serially mediated role of green intellectual capital and green behaviour to connect green training, green benefits and compensation, and green hiring with sustainable performance. The study uses the Social Cognitive Theory and resource-based view theory and analyses data using simple random sampling, confirmatory factor analysis, and structural equation modelling. Data is collected from the staff of hotels through a dyad approach by employing the self-administered 5-Likert scale questionnaire. The response rate is 99%, and findings show that green intellectual capital and green behaviour serially mediate amongst green performance, green training, sustainable social performance, sustainable economic performance, and environmentally sustainable performance. However, green hiring does not regress directly or partially with the components of sustainable performance. The study's originality develops green HRM practises based on sustainable performance in the hospitality sector in developing nations. The study's findings are important for achieving sustainable development goals, improving the hospitality sector performance, and employees' role in sustainable performance. The study is sector-specific, and future studies may choose the moderated role of factors to determine sustainable performance.

Green HRM and ecofriendly behavior of employees: Relevance of proecological climate and environmental knowledge

Human Resource Management (HRM) helps develop an ecofriendly culture by molding employee behavior. However, numerous elements also play critical roles. The intent of this article was to inspect the influence of green HRM on workers' in-role and extra role ecofriendly behavior using the mediating effect of proecological climate and green empowerment. The regulating effect of environmental knowledge on workers' extra role behavior was also planned to investigate. To inspect the data, this study employed a two-stage approach of structural equation modeling (SEM). Purposive sampling was applied to collect data for the study, which included an empirically verified questionnaire. The discoveries from the study revealed that environmental knowledge doesn't strengthen the affiliation between GHRM and employees' extra role ecofriendly behavior. Besides, proecological climate and green engagement have an important role to shape employees' ecofriendly activities. The results of the study can assist the industry-wide decision-making process. It will also open new ground to study other sectors.

Predicting the Relationship between Green Transformational Leadership, Green Human Resource Management Practices, and Employees’ Green Behavior

Building on theories of Corporate Sustainability, Triple Bottom Line, and Natural Resource-Based View, this study aims to predict the positive relationship between green transformational leadership, green human resource management practices, and employees’ green behavior. It applies a quantitative approach to analyze 252 data collected from the customers who are prospective employees of small and medium enterprises in Budapest. An online questionnaire was sent to 252 samples with the Snowball sampling method for about a month in Hungary. Based on a structural equation modeling analysis, green transformational leadership and green human resource management practices positively influence employees’ green behavior. Green human resource management practices mediate the relationship between green transformational leadership and employees’ green behavior. Small and medium enterprises should consider solving the green behavioral problems of their employees by promoting the green concept in leadership and human resource management practices. Such initiatives contribute to sustainability in small and medium enterprises.

Assessing the Impacts of Individual and Organizational Factors on South Korea Hotels' Green Performance Using the AMO Model

The goal of this study is to investigate the influence relationship between AMO applied green HRM and employees' green OCB. This study also attempted to verify the relationship between employees' green OCB and green performance management. Specifically, we tried to define the effects of green awareness and green psychological climate on green HRM and green OCB. Moreover, we examined the mediating effect of green CSR perception on the relationship between green OCB and green performance management. To do so, we surveyed Rooms and F&B employees from nine global chain hotels in South Korea that actively contribute to a green package. An "actively contributing hotel" is one that has leadership in energy and environmental design certification. Further, employees of such hotels consider them proenvironmental hotels. For data analysis, we carried out SEM and factor analysis using SPSS 18.0 and Amos 20.0 (IBM, Armonk, NY, USA). All hypotheses were adopted as having significantly positive (+) effects. Hypotheses 4, 7, and 11 predicted partial mediating effects. The findings of the study have significant theoretical and practical ramifications for corporate environmental strategic performance management. Specifically, this study identified the relationship between the mediation variables on green OCB and green PM, as demonstrated in previous studies. Additionally, these results provide an effective employee management strategy for the green HRM of green hotels by providing concrete data. First, green hotels need to raise employees' green awareness and green psychological climate to increase their green OCB. Second, employees themselves ultimately have to enhance the green CSR perception to raise green PM.