Exploratory cases on the interplay between green human resource management and advanced green manufacturing in light of the Ability-Motivation-Opportunity theory

2019 ◽  
Vol 39 (1) ◽  
pp. 31-49 ◽  
Author(s):  
Jing Yi Yong ◽  
M.-Y. Yusliza ◽  
Charbel Jose Chiappetta Jabbour ◽  
Noor Hazlina Ahmad
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Intellectual Capital ◽  
Three Dimensions ◽  
Relative Advantage ◽  
Manufacturing Companies ◽  
Content Type ◽  
Green Human Resource Management

Purpose Green human resource management (HRM) has been considered to be a vitally important mechanism for companies to move towards a sustainable organization. By adopting the Ability-Motivation-Opportunity as the underpinning theory, the purpose of this paper is to identify the factors that facilitate the adoption of Green HRM in Malaysia. Design/methodology/approach A qualitative exploratory approach research was adopted in this study. The required data for this study were collected using semi-structured face-to-face interviews with human resources directors and managers from four large manufacturing companies in Malaysia. The data collected was then reorganized into four themes. Findings Based on the interview, four key factors that influence the adoption of Green HRM include stakeholder pressures, relative advantage, which means the perceived benefits from implementing Green HRM, top management commitment and green intellectual capital, which means the intellectual capital incorporating green innovation or environmental management. Surprisingly, among the three dimensions of green intellectual capital, only green human capital and green structural capital were greatly discussed by the human resources directors and managers, while the role of green relational capital on the adoption of Green HRM was hardly observed. Originality/value Research studies on Green HRM in Malaysia are scarce. The originality of this paper lies in its exploration of Green HRM in an environmental sensitive sector and the insight it provides to academics and practitioners involved in the manufacturing sector. Although research findings cannot be generalized, they can be used as insights for both academics and end-users in emerging economies.

Green intellectual capital, green HRM and green social identity toward sustainable environment: a new integrated framework for Islamic banks

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Ali ◽  
Chin-Hong Puah ◽  
Anum Ali ◽  
Syed Ali Raza ◽  
Norazirah Ayob
Keyword(s):  
Resource Management ◽  
Social Identity ◽  
Human Resource Management ◽  
Human Resource ◽  
Intellectual Capital ◽  
Environmental Performance ◽  
Employee Commitment ◽  
Content Type ◽  
Islamic Bank ◽  
Green Human Resource Management

PurposeThe role of green human resource management in Islamic banking remains relatively unexplored. This study focuses on how green human resource management plays a part using intellectual capital and how green human resource improves employee commitment, eco-friendly behavior and environmental performance in Islamic banks.Design/methodology/approachThis paper integrated two well-established theoretical frameworks, namely, intellectual capital-based view theory and social identity theory. A survey-based research instrument was employed to collect sample data of 231 respondents. To test hypotheses, we considered partial least square structural equation modeling (PLS-SEM)-based approach using SmartPLS.FindingsThe results indicate that green human capital, green structural capital and green relational capital significantly influenced green human resource management. Similarly, green human resource management showed a significant positive impact on employee commitment, eco-friendly behavior and environmental performance. Moreover, this study found significant positive results on the interrelationship between employee commitment, eco-friendly behavior and environmental performance. The outcomes recommend that Islamic bank HR managers and top management should strengthen green human resource management policies. Additionally, the Islamic bank HR department should consider bank intellectual capital and employee social identity while making environment-friendly policies.Originality/valueThis study provides novel contributions by offering some useful guidelines to Islamic bank managers and practitioners. In addition, our research aids general green human resource literature and adds value to promoting a sustainable organization.

scholarly journals Does Environment Management Practice Play a Mediating Role between Green Intellectual Capital and Green Human Resource Management?

2021 ◽  
Author(s):  
Mohammad Nurul Alam ◽  
Jamshid Ali Turi ◽  
Sudhaishna Khastoori ◽  
Rosima Bte Alias ◽  
Md Adnan Rahman ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Intellectual Capital ◽  
Management Practice ◽  
Relational Capital ◽  
Environment Management ◽  
Mediating Role ◽  
Structural Capital ◽  
Green Human Resource Management

Abstract The study aimed to examine the mediating role of environment management practices between green intellectual capital and green human resource management. A positivism philosophy, explanatory research design and quantitative research methodology was employed for collecting data from 125 ready-made garment manufacturing firms in Bangladesh. Smart-PLS 3.2.9 was used to observe the proposed relationship. The results indicated that environment management practice has a significant influence in the relationship between green human capital and green human resource management, and green relational capital and green human resource management. Surprisingly, environment management practice does not play any significant mediating role in between green structural capital and green human resource management. In addition, green human capital and green relational capital has a significant direct influence on green human resource management. However, green structural capital does not have any significant direct impact on green human resource management.

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somaieh Alavi ◽  
Hamid Aghakhani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Level ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
The Individual ◽  
Green Human Resource Management

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Green human resource management

2019 ◽  
Vol 27 (7) ◽  
pp. 2005-2027 ◽  
Author(s):  
Jing Yi Yong ◽  
M.-Y. Yusliza ◽  
Olawole Olanre Fawehinmi
Keyword(s):  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Level ◽  
Future Research ◽  
Content Type ◽  
Individual Level ◽  
Online Databases ◽  
Green Human Resource Management

Purpose Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research. Design/methodology/approach The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature. Findings Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.

Marriage versus career: a dilemma for professional women

2017 ◽  
Vol 7 (1) ◽  
pp. 1-18
Author(s):  
Misbah Choudhry ◽  
Hina Uqaili
Keyword(s):  
Resource Management ◽  
Gender Roles ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Market ◽  
Union Leader ◽  
Future Generation ◽  
Manufacturing Companies ◽  
Content Type ◽  
Her Family

Subject area Gender Roles, Human Resource Management. Study level/applicability HRM-related courses at undergraduate and MBA level. Can be used in executive training. Case overview Nida Akhtar, a 29-year-old factory unit supervisor and a labor union leader of one of the biggest private textile manufacturing companies of Pakistan, faces a crucial decision regarding her personal and professional life. She is getting married in a few months and may need to move to another city. She has been working at Shanza Textile Limited (STL) for the past nine years. In spite of several social pressures and sometimes unfavorable circumstances, she has continued working because of her determination and endurance. She has earned appreciation and respect from her organization as well as from her family and friends. She has an option of moving to STL’s female hostel if she wants to continue working. However, she will have to gain her husband’s consent to do this. Alternatively, she can look for another job in the new city, but in this way, she will not be able to enjoy the same rank and position which she currently enjoys. She is exploring possibilities, and she knows that this decision will not only affect her own future life but will also have a significant impact on her married life and on her future generation. Expected learning outcomes Introducing students to an important aspect of labor economics: determinants and demographics of female labor force participation rates, in the context of an emerging market like Pakistan. Enabling students and other participants to engage in a meaningful unbiased discussion regarding gender roles in workplaces of emerging markets. To make students familiar with related characteristics, issues and challenges faced by working women in developing and emerging economies. To devise and present policy suggestions for making work environment more conducive for the female workers. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

Green human resource management

2017 ◽  
Vol 25 (5) ◽  
pp. 762-788 ◽  
Author(s):  
Pavitra Mishra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Second Phase ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Status ◽  
Green Human Resource Management ◽  
Sustainable Organizations

Purpose The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization. Design/methodology/approach Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource activities and their link with sustainable organizational development. In the second phase, data were collected from the manufacturing organizations to analyze the status of the activities identified in the first phase. Findings This study highlights status of green human resource practices such as environmental training, green recruitment, performance appraisal, employee involvement and compensation. The findings suggest that there is further scope to utilize the full potential of GHRM practices for encouraging pro-environmental behavior in the organizations. Analyses of data also reveal that top-management support and mutual learning among departments are crucial to facilitate green behaviors among employees. Research limitations/implications This study provides a comprehensive literature review of green-human resource management practices. It suggests an interdisciplinary framework for building holistic sustainable organizations by integrating learnings from green human resource management, green supply-chain management, competitive advantage strategy and green corporate social responsibility. It highlights gaps in the system and provides insights to managers and policy makers on building holistic sustainable organizations. Originality/value This study fulfills the need to explore green human resource management in emerging economies like India. Studies like these are more important in developing countries, which have alarming environmental concerns and poorly implemented government regulations.

scholarly journals Green HRM: Goal Attainment through Environmental Sustainability

2016 ◽  
Vol 9 (1) ◽  
pp. 14-19 ◽  
Author(s):  
Mohammad Main Uddin ◽  
Rabiul Islam
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Research Agenda ◽  
Goal Attainment ◽  
Human Resources Management ◽  
Resources Management ◽  
Green Human Resource Management

The green Human Resources Management has emerged from companies engaging in practices related to protection of environment and maintaining ecological balance. The slogan is earning profit through environmental sustainability. This paper proposes the development of a model of green human resource management by reviewing the literature on human resource aspects of environmental management. The study followed archival method of literature review. The literature has been classified on the basis of entry to exit processes in the HRM on the basis of available literature on green Human Resources. From the perspective of green human resource management, this study argues that Green HRM can play a useful role in business in promoting environment related issues by adopting and following the processes. Finally, the paper proposes some research agenda for the future study.Journal of Nepalese Bussiness Studies Vol. 9, No. 1, 2015 pp. 13-19

Impact of human resource management on performance in competitive priorities

2016 ◽  
Vol 36 (2) ◽  
pp. 114-134 ◽  
Author(s):  
Jorge Andrés Vivares-Vergara ◽  
William Ariel Sarache-Castro ◽  
Julia Clemencia Naranjo-Valencia
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Empirical Evidence ◽  
Human Resource ◽  
Management Practices ◽  
Manufacturing Companies ◽  
Competitive Priorities ◽  
Content Type ◽  
Hrm Practices ◽  
The Impact

Purpose – Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP). However, little empirical evidence exists about the relationship between them. Thus, the purpose of this paper is to investigate the impact of HRM on performance in CP. Design/methodology/approach – The research was conducted by surveying a sample of medium and large manufacturing companies in the Colombian coffee region. Three groups of variables were studied: performance in CP, HRM practices and factors related to employees. A regression analysis was conducted to test the hypotheses. Findings – No significant relationship was found between HRM practices and performance in CP. Regarding the factors related to employees, two findings were relevant: first, when the companies involve features about the individuals in OS decision making (motivations, personal goals, abilities, etc.) better performance can be observed in CP; second, when employees reach a higher level of satisfaction and job performance, the performance in CP improves as well. Practical implications – Considering the importance of HRM practices, appropriate adjustment and application should be sought to improve company performance. Furthermore, factors related to employees (features about the individuals, job satisfaction and employee performance), must be properly aligned with the OS. Originality/value – The paper addresses an issue supported by little empirical evidence. Because few studies have considered the total set of CP identified in the literature review, the authors applied an indicator to establish the global performance of the production system according to the market requirements. Traditionally, HRM has been studied from the perspective of management practices, giving little attention to employees. In this research, the authors consider not only this perspective but also the effects of factors related to employees on performance in CP when they are aligned with the OS.

Strategic human resources, innovation and entrepreneurship fit

2005 ◽  
Vol 26 (6) ◽  
pp. 544-559 ◽  
Author(s):  
Zhongming Wang ◽  
Zhi Zang
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organisational Performance ◽  
Content Type ◽  
Hrm Practices ◽  
Strategic Hrm ◽  
Innovation And Entrepreneurship

PurposeStrategic human resource management (SHRM) is seen as crucial for innovation and entrepreneurship in China. An empirical research was carried out to investigate main dimensions of the model of human resources management (HRM), practices and their effects on organisational performance in relation to innovation and entrepreneurship.Design/methodology/approachThe research has two parts. The first part is a field survey on human resource management practices and its main dimensions. The study was conducted in the Chinese local companies and joint ventures across different partnerships. The second part is an in‐depth case‐set analysis of Chinese entrepreneurship models from a strategic HRM perspective.FindingsThe results showed that both functional and strategic dimensions of HRM could be identified which had differential effects upon organisational performance and that the most successful local entrepreneurial firms were among the collective‐based and globally‐oriented ones.Originality/valueThis study demonstrated that the fit between strategic HRM practices, innovation strategy and entrepreneurship model was significantly contributed to entrepreneurial performance. A regional comparative model of SHRM and entrepreneurship was proposed for sustainable business developments and organisational change.

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