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.

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.

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.

scholarly journals Green Human Resource Management Practices and Environmental Performance in Ghana: The Role of Green Innovation

2021 ◽  
Vol 4 (4) ◽  
pp. 100-119
Author(s):  
Isaac Ahakwa ◽  
Jingzhao Yang ◽  
Evelyn Agba Tackie ◽  
Mercy Asamany
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Performance ◽  
Management Practices ◽  
Equation Modeling ◽  
Green Innovation ◽  
Manufacturing Enterprises ◽  
Human Resource Management Practices ◽  
Green Human Resource Management

Purpose- Protecting the natural environment and its wealth for future generations has become an essential topic for policymakers and executives. This study seeks to examine the impact of green Human Resource Management practices through green innovation on the environmental performance of small and medium-sized manufacturing enterprises in Ghana. Design/Methodology- Through simple random probability sampling, data were obtained from three hundred (300) business owners and employees from ten (10) small and medium-sized manufacturing enterprises in the Greater Accra Region of Ghana. However, two hundred and ninety-four (294) accurate responses were used in the analysis due to incomplete and missing figures. Data were analyzed using partial least squared based on Structural Equation Modeling (SEM). Findings- The studied data met internal consistency reliability, convergent, and discriminant validity from the results, and also, there was no multicollinearity issue in the study model. The findings revealed that green Human Resource Management practices directly and significantly influence environmental performance. Furthermore, green innovation partially mediated the influence of green Human Resource Management practices on environmental performance. Green compensation through green innovation has the most incredible impact on environmental performance and was statistically significant at p< 0.01. Practical Implications- This finding provides valuable suggestions for policymakers, emerging and existing organizations, particularly manufacturing firms, to encourage environmentally-friendly activities and produce goods and processes through a successful incentive scheme, thus increasing customer loyalty.

Examining the influence of internal green supply chain practices, green human resource management and supply chain environmental cooperation on firm performance

2020 ◽  
Vol 25 (5) ◽  
pp. 585-599 ◽  
Author(s):  
Yaw Agyabeng-Mensah ◽  
Esther Ahenkorah ◽  
Ebenezer Afum ◽  
Adu Nana Agyemang ◽  
Carin Agnikpe ◽  
...  
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Green Supply Chain ◽  
Equation Modeling ◽  
Environmental Cooperation ◽  
Content Type ◽  
Green Human Resource Management

Purpose This study aims to examine the direct impact of internal green supply chain practices (IGSCP) on green human resource management (GHRM), supply chain environmental cooperation (SCEC) and firm performance (FP). The mediating influences of GHRM and SCEC on the influence of IGSCP on FP are also examined. The study further examines the mediating influence of SCEC on the link between GHRM and FP. Design/methodology/approach The study uses a quantitative method where data is gathered from human resource and supply chain managers of 139 manufacturing firms (food, beverage and alcohol, textiles, agrochemical and plastics), using customized questionnaires. The data is analyzed using the partial least square structural equation modeling software (SmartPLS 3.2.8). Findings The results suggest that the adoption of only IGSCP may negatively affect the market and financial performances of firms. However, the implementation of GHRM and SCEC may catalyze IGSCP to improve FP. Originality/value The study develops a comprehensive empirical model that tests the joint influence of internal green supply chain, GHRM and SCEC on FP. The findings indicate that IGSCP, GHRM and SCEC help firms to advance FP.

Studying the influence of strategic human resource competencies on the adoption of green human resource management practices

2016 ◽  
Vol 48 (8) ◽  
pp. 416-422 ◽  
Author(s):  
Jing Yi Yong ◽  
Yusliza Mohd-Yusoff
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Research Approach ◽  
Content Type ◽  
Hrm Practices ◽  
Green Human Resource Management ◽  
Hr Competencies ◽  
Job Position

Purpose The purpose of this paper is to examine the influence of strategic human resource (HR) competencies of HR professionals on the adoption of green human resource management (HRM) practices. Design/methodology/approach A quantitative research approach using survey was employed to get insights from 87 HR professionals from Malaysian manufacturing and service companies. Findings The findings revealed that only strategic positioner and change champion are significantly related to green HRM practices. Specifically, strategic positioner associates positively with all green HRM practices including green analysis and description of job position, green recruitment, green selection, green training, green performance assessment, and green rewards. Additionally, change champion is positively related to green analysis and description of job position, and green rewards. Originality/value The extant literature suggests HR professionals’ competencies can play a key role in adopting green HRM. However, examining the relationship between strategic HR competencies and each of the green HRM practices has been limited. As such, this study is timely to address the existing gap in the literature and provide fresh insights and implications in this regard.

Factors influencing green organizational citizenship behavior

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Ling Xiang ◽  
Yi-Chun Yang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Management Practices ◽  
Citizenship Behavior ◽  
Human Resource Management Practices ◽  
Green Human Resource Management

We examined the relationships between green human resource management practices, organizational identification, and green citizenship behaviors in the hotel industry. Our framework comprised 5 dimensions of green human resource management practices: green recruitment, green training, green performance management, green reward, and green involvement. We predicted that each dimension would positively influence frontline employees' organizational identification, and, in turn, their green organizational citizenship behaviors of eco-initiatives, eco-civic engagement, and eco-helping. Participants were 426 frontline employees working in Taiwanese hotels. Consistent with our predictions, each of the 5 green human resource management practices had a positive influence on organizational identification, which then positively affected green organizational citizenship behavior. Moreover, green human resource management practices enhanced employees' green organizational citizenship behavior, and organizational identification was an effective mediator of the relationship between green human resource management practices and green organizational citizenship behavior. Practical and theoretical implications of the findings are discussed.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

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