24 Feb Green human resource management
Green human resource management (GHRM) practices contribute to the sustainability requirements of social equity, health, wellness and well-being of organisation and its employees in addition to the achievement of economic stability and environmental balance. Previous studies have explored the effects of GHRM on employee behaviour (Pham et al., 2019), environmental 6 performances (Kim et al., 2019), and financial performance (O’Donohue & Torugsa, 2016) of organisations. However, the state-of-the-art of GHRM shows lack of studies relating to social sustainability dimension of organisations. This study, therefore, tries to explain the conceptual relationship between GHRM practices and social sustainability of organisations. Additionally, the work attempts to bridge GHRM and Sustainability literature by proposing the mediating role of employee green behaviour at work place using Ability, Motivation, Opportunity (AMO) theory and Social Identity theory.
Growing awareness of sustainability and corporate social responsibility has led to the mounting importance of human resources in most of the organisations, along with the financial, legal and other aspects of cleaner production in business. While finance is widely accepted as ‘the lifeblood of business’ (Renwick et al., 2008), human resource is gaining position as ‘the soul of business’, especially in the environmental context (Jabbour & Santos, 2008a). A place of business can be reconstructed from the ruins with exactly similar structure as before and may still continue to perform well, while the loss of essential human capital may lead to a decline in the pace of business (Lange, 2009). Human resources, thus, forms the knowledge base (Iqbal, 2018) of a firm, motivating more companies to invest further into its future prospects.
- Pham, N. T., Thanh, T. V., Tučková, Z., & Thuy, V. T. N. (2019a). The role of green human resource management in driving hotel’s environmental performance: Interaction and mediation analysis. International Journal of Hospitality Management, 102392, https://doi.org/10.1016/j.ijhm.2019.102392.
- O’Donohue, W., & Torugsa, N. (2016). The moderating effect of ‘Green’ HRM on the association between proactive environmental management and financial performance in small firms. The International Journal of Human Resource Management, 27 (2), 239-261, https://doi.org/10.1080/09585192.2015.1063078.
- Renwick, D.W., Redman, T., & Maguire, S. (2008). Green HRM: A review, process model, and research agenda. University of Sheffield Management School Discussion Paper, 1, 1-46. https://www.sheffield.ac.uk/polopoly_fs/1.120337!/file/Green-HRM.pdf
- Jabbour, C. J. C., & Santos, F. C. A. (2008a). Relationships between human resource dimensions and environmental management in companies: Proposal of a model. Journal of Cleaner Production, 16 (1), 51-58, https://doi.org/10.1016/j.jclepro.2006.07.025
- Lange, B. (2009). The Triangle Shirtwaist Factory Fire. Infobase Publishing, New York
- Iqbal, Q. (2018). The era of environmental sustainability: Ensuring that sustainability stands on human resource management. Global Business Review,19 (3), 1-15, https://doi.org/10.1177/0972150918778967