Pathway toward environmental sustainability: mediating role of corporate social responsibility in green human resource management practices in small and medium enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jun Wen ◽  
Hadi Hussain ◽  
Junaid Waheed ◽  
Waheed Ali ◽  
Ihsan Jamil
Keyword(s):  
Corporate Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Small And Medium Enterprises ◽  
Content Type ◽  
Hrm Practices ◽  
Green Human Resource Management ◽  
Medium Enterprises ◽  
Corporate Social

PurposeRecent research validates an increasing knowledge of environmental concerns in manufacturing small and medium enterprises (SMEs). However, only a few studies maintain that green human resource management (HRM) practices and corporate social responsibility (CSR) play an important role, especially in the case of developing economies. Thus, this study aims to examine the direct and indirect relationship between green HRM practices and environmental sustainability (ES) through the mediation of CSR in SMEs in Pakistan.Design/methodology/approachThe cross-sectional design of this study considers the mechanism by which green HRM practices affect ES through CSR in the context of Pakistani SMEs. The authors collected data from 320 manufacturing SMEs and used the partial least squares structural equation modelling (PLS-SEM) technique to examine the relationship between variables.FindingsThe empirical findings of this study suggest green HRM practices have a positive and significant impact on ES. Further, the second hypothesis is not supported. In addition to the direct impact, the indirect effect of green HRM practices on CSR is positive and significant. Finally, the authors determine that green HRM practices affect ES through the partial mediation of CSR.Originality/valueTo date, this study is the first to use CSR as a mediator between green HRM practices and ES in the context of Pakistani SMEs. The study has important implications for HRM and government policy makers, suggesting they should improve strategies in favour of the green economy. Furthermore, developing countries could design similar studies with different future sustainability factors.

Top management commitment, corporate social responsibility and green human resource management

2019 ◽  
Vol 26 (6) ◽  
pp. 2051-2078 ◽  
Author(s):  
M.-Y. Yusliza ◽  
Nurul Aimi Norazmi ◽  
Charbel José Chiappetta Jabbour ◽  
Yudi Fernando ◽  
Olawole Fawehinmi ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
Top Management ◽  
Content Type ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Green Human Resource Management ◽  
Corporate Social ◽  
The Relationship

Purpose The purpose of this paper is to analyse the relationship between top management commitment, corporate social responsibility (CSR) and green human resource management (GHRM). Design/methodology/approach A self-administered questionnaire was adopted to perform a systematic collection of data from manufacturing and service organisations in Malaysia. The partial least squares method was used for the conceptual framework of the study. Findings The observed findings indicate a significant positive relationship between top management commitment and CSR, as well all dimensions of GHRM. However, counterintuitively, the relationship between CSR and GHRM was found not to be as significant as expected (except for CSR and green analysis/job description), which can be explained through the emerging perspective that CSR and HRM should be linked. Research limitations/implications The findings provide insights as to the nature of GHRM and how it is affected by CSR and top management commitment in an emerging economy – in this particular study, Malaysia. Moreover, the observed results highlight the crucial importance of top management commitment in implementing GHRM practices and CSR efficiently in order to create positive environmental performance. Originality/value The authors believe that, to date, no study has explored the links between top management commitment, CSR and GHRM using empirical data from Malaysia, as well as that this research is an important emerging topic for researchers, academicians and practitioners.

scholarly journals Influencing Mechanism of Green Human Resource Management and Corporate Social Responsibility on Organizational Sustainable Performance

2021 ◽  
Vol 13 (16) ◽  
pp. 8875
Author(s):  
Fuqiang Zhao ◽  
Manita Kusi ◽  
Yun Chen ◽  
Wei Hu ◽  
Fawad Ahmed ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Resource Management ◽  
Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Sustainable Performance ◽  
Green Human Resource Management ◽  
Corporate Social

Sustainable organizational achievement of firms is the dominant approach in today’s world, with an inclination on improving profitability, social condition, and a healthy environment. Based on ability, motivation, opportunity (AMO), and stakeholder theories, this study explored the green human resource management (GHRM) and corporate social responsibility (CSR) mechanism towards sustainable performance achievement. A structured questionnaire survey from 305 samples was appropriate for the quantitative study on this research. Moreover, widely used structural equation modeling and analysis of moment structures (AMOS) was used to analyze the proposed structural model of the study. Findings from the study added significance to all posited hypotheses and validated the study model. The current study added literature to the body of knowledge on green human resource management practices and corporate social responsibility in the pursuit of improved performance towards society, the environment, and sustainability of construction firms. For future studies, the inclusion of industries such as transportation-based industries and manufacturing companies that contribute to development should be considered for broad learning.

A sequential relationship between entrepreneurial orientation, human resource management practices, collective organisational engagement and innovation performance of small and medium enterprises

2021 ◽  
pp. 026624262110564
Author(s):  
Khuram Shahzad ◽  
Marco De Sisto ◽  
Muhammad Athar Rasheed ◽  
Sami U Bajwa ◽  
Wei Liu ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Entrepreneurial Orientation ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Hrm Practices ◽  
Medium Enterprises ◽  
The Relationship

Despite the increasing relevance of entrepreneurial orientation (EO) for innovation performance in the context of small and medium enterprises (SMEs), few studies examine the complexity of the underlying mechanism that explains the relationship between EO and innovation performance. Drawing on the resource-based view (RBV) and signalling theory, we examine an organisation-level model to explain how SME EO predicts innovation performance through human resource management (HRM) practices and collective organisational engagement (COE). We used data collected from 186 human resource managers and 526 employees in SMEs. The results indicate that HRM practices and COE sequentially mediate the relationship between EO and innovation performance. To complement studies that identify an organisation’s micro processes (i.e. employee behaviours as mediators between EO and innovation), this study highlights the need to examine macro processes occurring at the organisation level to account for the EO–innovation performance relationship.

Internal environmental management and green human resource management: significant catalysts for improved corporate reputation and performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ebenezer Afum ◽  
Yaw Agyabeng-Mensah ◽  
Abigail Opoku Mensah ◽  
Enoch Mensah-Williams ◽  
Charles Baah ◽  
...  
Keyword(s):  
Environmental Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Corporate Reputation ◽  
Joint Implementation ◽  
Equation Modeling ◽  
Content Type ◽  
Green Human Resource Management

PurposeThis paper investigates the combined effect of internal environmental management (IEM) and green human resource management (GHRM) on corporate reputation (CR), environmental performance (EP) and financial performance (FP). The paper further explores the indirect effects of CR and EP between the direct paths.Design/methodology/approachData are garnered from 164 firms from three industries in Ghana. Partial least square structural equation modeling (PLS-SEM) is the methodological technique used to test the hypothesized relationships.FindingsThe result demonstrates that unlike IEM which has a significant effect on FP when implemented in isolation, GHRM does not have a significant effect on FP. However, the joint implementation of IEM and GHRM can provide better results in terms of improved CR, enhanced EP and significant FP improvement. CR and EP were further found to mediate the relationship between the direct paths.Practical implicationsThe results suggest that the joint implementation of IEM and GHRM is critical for firms that seek to enjoy superior reputation, enhance their environmental sustainability and achieve financial gains. Consequently, managers are strongly encouraged to create a sustainable and vibrant company via significant and rational investment in green initiatives like IEM and GHRM.Originality/valueThis study happens to be one of the first to develop a research model that investigates the joint effect of IEM and GHRM within the context of CR, environmental sustainability and FP.

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