Global Perspectives on Green HRM: Highlighting Practices Across the World 3031357949, 9783031357947

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Edited by Olatunji David Adekoya · Chima Mordi · Hakeem Adeniyi Ajonbadi

Global Perspectives on Green HRM Highlighting Practices Across the World

Global Perspectives on Green HRM

Olatunji David Adekoya · Chima Mordi · Hakeem Adeniyi Ajonbadi Editors

Global Perspectives on Green HRM Highlighting Practices Across the World

Editors Olatunji David Adekoya College of Business, Technology and Engineering Sheffield Hallam University Sheffield, UK

Chima Mordi College of Business, Arts, and Social Sciences Brunel University London Uxbridge, UK

Hakeem Adeniyi Ajonbadi Department of Management, Birmingham City Business School Birmingham City University Birmingham, UK

ISBN 978-3-031-35794-7 ISBN 978-3-031-35795-4 https://doi.org/10.1007/978-3-031-35795-4

(eBook)

© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors, and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland

This book is dedicated to Prof. and Dr. (Mrs.) Mordi, Chief Justice K.D. and Mrs. Ungbuku, Tonbara, Nathaniel and Daniel. —Dr. Chima Mordi This book is dedicated to my late parents, family and friends —Dr. Hakeem Adeniyi Ajonbadi This book is dedicated to my parents, mentors, family and friends that have supported me on my academic journey thus far. —Dr. Olatunji David Adekoya

Preface

Environmental sustainability has become increasingly important as a result of irreversible climate change, widespread environmental pollution, and dwindling resource availability over time. Organizations have recently come under more pressure due to increasing economic, political, and societal concerns to address environmental issues and improve their environmental performance. Recently, green human resource management (Green HRM), among other sustainable environmental strategies adopted by organizations, has gained popularity; yet, little is known about green HRM practices across the globe. This book aims to develop our understanding and practice of green HRM across the globe. The book features several chapters that cut across various contexts, highlighting green HRM practices across different countries on different continents. The chapters are underpinned by a critical approach to understanding the role of HRM in promoting environmental sustainability, which goes beyond focusing on the business cases but considers the sensitivity of the national context. Green HRM: A Global Perspective is an eye-opener to various green HRM practices across the globe, including the challenges and how best

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to manage human resources in a way that promotes environmental sustainability. The authors draw on various types of research (conceptual, theoretical, and empirical) and incorporate contextual issues such as technology, politics, culture, and economics to supplement the readers’ insights into the current state of green HRM practices across the globe. By highlighting theoretical underpinnings and emphasizing the practical relevance of green HRM practices, this book offers an insightful guide for students, scholars, and professionals interested in HR and management across the globe. Sheffield, UK Uxbridge, UK Birmingham, UK

Olatunji David Adekoya Chima Mordi Hakeem Adeniyi Ajonbadi

Acknowledgements

The research studies on which this book is based have been shaped by the critical reading and reviews of several academics. We will like to thank all managers, employees, trade unionists, and academics for their contributions. Thanks also to the staff of Palgrave Macmillan for their help throughout this project.

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Contents

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Green Human Resource Management: An Introduction Olatunji David Adekoya, Chima Mordi, and Hakeem Adeniyi Ajonbadi Introduction: A Historical Context of Green HRM Conceptualising Green HRM Dimensions of Green HRM Green Job Design and Analysis Green Human Resource Planning Green Recruitment and Selection Green Training and Development Green Employee Relations Green Performance Management Green Rewards and Compensation Management Conclusion References

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Approaches to Studying Green Human Resource Management: Do All the Roads Lead to Rome? Cem Tanova and Steven W. Bayighomog Introduction Theoretical Foundations of GHRM Studies The Current State of GHRM Theoretical Frameworks The Need for a Programmatic Theory in the GHRM Literature Methods Employed in GHRM Studies Measurement of GHRM Level of Analysis Discussion Contextual Domain Strategic Domain Conclusion References Greening China, Malaysia, and Pakistan Through Deploying Green HR Practices to Spur Environmental Sustainability: A Systematic Literature Review Shumaila Naz and Syed Arslan Haider Introduction Literature Review Sustainability Sustainable Development Goals and GHRM Supporting Theories in GHRM Environmental Knowledge, Green Innovation, Green Mindfulness Research Methodology Research Findings Discussion on GHRM and Suggestions Implications for Human Resource Management Conclusion References

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Impact of Green HRM Practices on Employees’ Pro-Environmental Behaviour in the United Kingdom Olatunji David Adekoya, Hakeem Adeniyi Ajonbadi, and Chima Mordi Introduction Literature Review Overview of Green HRM Practices Green HRM and Pro-Environmental Behaviour Methods Sample and Data Collection Procedures Data Analysis and Measurement Scales Results Diagnosis Test Normality and Homoscedasticity Test Reliability and Multicollinearity Test Test of Hypotheses Discussion and Conclusion References Green Human Resource Management: A Preliminary Qualitative Study of Green HRM Awareness, Practices, and Outcomes in the Malaysian Manufacturing Context Jing Yi Yong and Mohd Yusoff Yusliza Introduction Literature Review Resource-Based Theory (RBT) The Level of Understanding of Green HRM The Adoption of Green HRM The Outcome of Adopting Green HRM for Organizations Research Method Research Findings Profile of the Companies and Interviewees The Level of Understanding of Green HRM

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The Adoption of Green HRM Practices Among Large Manufacturing Firms The Outcome of the Adoption of Green HRM Practices Green HRM and Economic Performance Green HRM and Environmental Performance Green HRM and Social Performance Discussion of Findings Conclusion References 6

The Moderating Role of Gender and Employee Championing Behaviour in the Relationship Between Green Human Resource Management Practices and Sustainable Organisational Performance: Evidence from Bangladesh Md Asadul Islam, Md Shahadat Hossain, Mohammad Enamul Hoque, Tanzin Khan, and Md Mahamudul Hassan Introduction Literature Review Sustainable Organisational Performance Green HRM Practices and Economic Sustainability Green HRM Practices and Social Sustainability (SS) Green HRM Practices and Environmental Sustainability (EnS) Moderating Impact of Gender Moderating Impact of Employee Championing Behaviour Methodology Results and Analysis Discussions Implications of the Study Limitations and Future Directions References

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The Effect of Green Organizational Culture on Environmental Citizenship in the Egyptian Tourism and Hospitality Sector: The Mediating Role of Green Human Resource Management Bassam Samir Al-Romeedy Introduction Literature Review and Hypothesis Development Green Human Resource Management (GHRM) Green Organizational Culture (GOC) Environmental Citizenship (EC) The Relationship Between GOC and GHRM The Relationship Between GOC and EC The Relationship Between GHRM and EC The Mediating Role of GHRM in the Relationship Between GOC and EC Methodology Participants and Procedures Measures Control Variables Common Method Biases Data Analysis Analysis and Results Reliability and Validity Correlation Analysis Discussion Implications Theoretical Implications Managerial Implications Limitations and Future Research References Green HRM: A Zimbabwean Perspective Tabani Ndlovu and Sihle Ndlovu Introduction What Is Green HRM? Typical Green HRM Practices and Strategies

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Methodology Overview of the Zimbabwean Economic Landscape Zimbabwean Economic Prospects Electricity Load Shedding Limited Telephony Bandwidth Green HRM Strategies in Zimbabwe Challenges of Green Human Resources Policies Recommendations for Green HRM in Zimbabwe Conclusion References 9

Greening the Nonprofit Sector: Evidence from Palestinian NPOs Mohammed Aboramadan and Emmanuel Twumasi Ampofo Introduction Literature Review Green Human Resource Management Green Management Innovation Climate for Green Initiative Hypothesis Development: A Conservation of Resources Perspective Methods Instrumentation Statistical Analysis Confirmatory Factor Analysis Common Method Bias (CMB) Structural Model Discussion and Implications Limitations and Future Research References

193 196 197 198 199 200 204 205 206 208 213 213 216 216 217 217 218 221 222 222 223 223 226 227 229 230

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10 The Role of Green Human Resource Management in Promoting Occupational Health and Environmental Sustainability in Nigeria Olatunji David Adekoya, Hakeem Adeniyi Ajonbadi, and Chima Mordi Introduction Theoretical Development Work-Life Stress: A Challenge for Occupational Health Green HRM: Implications for Environmental Sustainability and Occupational Health Study Context Method Findings Factors that Promote the Impact of Green HRM on Occupational Health and Environmental Sustainability Factors that Hinder the Impact of Green HRM on Occupational Health and Environmental Sustainability Discussion and Conclusions Theoretical and Practical Implications References 11

Green Human Resource Management in Latin America: A Systematic Literature Review and Agenda for Future Research Adriano Alves Teixeira, Talita Borges Teixeira, Tiago Estrela da Cunha Moraes, and Eduardo Lopes Pereira Introduction Human Resource Management: Brief Contextualization Green Human Resource Management GHRM in Latin America Systematization of the Research Country of the Authors and the Execution Country of the Research Research Method Sector

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Focus and Main Results of the Research State-of-the-Art Discussions and Research Suggestions Final Considerations References Index

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Notes on Contributors

Dr. Mohammed Aboramadan is an Assistant Professor in the School of Economics, Administration, and Public Policy in Doha institute for graduate studies. Dr. Mohammed has received his Ph.D. in management from university of Pavia, Italy. His research is focused on management and leadership practices in service-based sectors in the Middle East. His research has appeared in international peer-reviewed journals such as personnel review, employee relations, evidence-based HRM, leadership in health services, international journal of educational management, Voluntas, nonprofit management and leadership, and AOM proceedings. Olatunji David Adekoya is a Senior Lecturer of Organizational Behavior and Human Resource Management (OBHRM) at Sheffield Hallam University, UK. He has also lectured at the University of East London and the University of West London. His key research examines HRM in local and international contexts, with a strong focus on worklife balance, organizational flexibility, employee wellbeing, employment relations, and economic growth and development. He has published in high-impact journals, including the British Journal of Management, Information Technology and People, Gender, Work, and Organization, Personal

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Review, and Employee Relations. He is a fellow of several professional bodies, both locally and internationally. Hakeem Adeniyi Ajonbadi is the Course Director of the M.Sc. Management and lectures in International Human Resource Management and Organisational Development at Birmingham City University, UK. His research addresses the challenges of labour market segmentation, organisation flexibility, work-life balance, and social relations of production. He has taught in several countries, including the UK, the UAE, Belgium and Nigeria. He has published widely in books and journals. Bassam Samir Al-Romeedy is an associate professor at the faculty of tourism and hotels, University of Sadat City—Egypt, and an Accredited external auditor at the National Authority for Quality Assurance of Education and Accreditation—Egypt. His research interests are human resources management in tourism, knowledge management, ecotourism, tourism management, sustainable tourism, tourism marketing, competitiveness in travel agencies, leadership in tourism, and organizational behavior in tourism. I have published 73 scientific papers in international and local journals and Attended 228 different training courses, 238 workshops and seminars, and 34 international conferences. Dr. Emmanuel Twumasi Ampofo is a lecturer in the Department of Human Resource and Organizational Development at Kwame Nkrumah University of Science and Technology. He obtained his Ph.D. degree in business administration from Edith Cowan University in AUSTRALIA. His research interests are in the areas of organizational behavior, service management, job embeddedness, and leadership. He has authored or coauthored in various articles including Journal of Hospitality and Tourism Management, and International Journal of Contemporary Hospitality Management. Dr. Ampofo is seen as one of the emerging prolific researchers in the field of hospitality and tourism management from the African context.

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Steven W. Bayighomog is an Assistant Professor affiliated with the Department of Business Administration, Cyprus International University. He earned his Ph.D. in Business Administration with a concentration in Management and Organizations. He holds an M.B.A. and a bachelor’s in Psychology. His research areas span industrial and organizational psychology, management, and strategic management. His publications appear in the field of occupational safety and wellbeing, leadership, brand management, and strategic human resources management. Tiago Estrela da Cunha Moraes is a researcher in the Production Engineering Program at the São Paulo State University—UNESP—Bauru/ SP, Brazil. Research interests are in the areas of: Green Supply Chain Management, Circular Economy, and Lean Manufacturing. Syed Arslan Haider is a Ph.D. scholar in the Department of Management at Sunway University Business School, Malaysia. He received his B.S. in Computer Science and Master in Project Management from the Capital University of Science and Technology, Pakistan. He is active in research in the areas of Knowledge management, emotional intelligence, Innovation, Leadership, Organizational Culture, and Project Complexity. His research appeared in good journals such as Journal of Knowledge Management, European Journal of Innovation Management, Psychology Research and Behavior Management, and many others ABDC , ABS, and Scopus indexed Q1 and Q2 category journals. Md Mahamudul Hassan is a Research Scholar at BSMRAAU. His areas of study are aviation and management. He received his Bachelor of Science in Aeronautics, M.B.A. in HRM, M.Sc. in Military Studies, and PSC from the DSCSC, Bangladesh. He was bestowed with a Certificate of Merit by the United Nations and a Certificate of Award from the US Government for his outstanding contributions and services. He has numerous publications in refereed journals. He also has rich experiences serving in the United Nations, Taylor’s University, and Bangladesh Air Force in the field of management. Dr. Mohmmad Enamul Hoque is an Assistant Professor at the BRAC Business School, BRAC University, Dhaka. His research focuses on financial economics and financial behavior. His recent works published

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in Bosra Istanbul Review, Economic Research, Energies, International Journal of Finance and Economics, International Journal of Emerging Markets, Mathematics, Service Industries Journal , and Prague Economic papers, etc. Md Shahadat Hossain is an active researcher in Business Economics. His area of research includes development economics, green economy, green HRM, family business, and entrepreneurship. He has attended conferences in Malaysia and Indonesia. His research papers have been published in many renowned journals of Indersciecne, WILEY, SAGE, and others. Dr. Md Asadul Islam is an Assistant Professor at BRAC University, Bangladesh. He was an Adjunct Teaching and Research Fellow at Swinburne University of Technology. His research papers have been published in different Scopus and Web of Science indexed journals by renowned publishers, including WILEY, SAGE, Springer, Emerald, Indersicence, IGI Global, and so on. He has also attended many international conferences held in Japan, Singapore, Canada, Malaysia, and Indonesia. His research interests include green energy, business management, green HRM, work-family conflict, stress management, women’s empowerment, entrepreneurship, sustainability, and industry 4.0. Tanzin Khan is a senior lecturer at Brac Business School. Her research area is Organizational Behavior and Green Marketing. Ms. Khan is dedicated and passionate about teaching. She served the university by overseeing the management courses as an Area Director. Tanzin Khan has a keen interest in collaborating closely with industries to address pressing issues such as employee productivity and wellbeing. She is committed to leveraging her expertise in organizational behavior and green marketing to make a positive impact in the corporate world, and to help organizations create healthier and more productive work environments. Chima Mordi is an Associate Professor and Director for Doctoral programs at the College of Business, Arts and Social Sciences at Brunel University, UK. His key research examines Human Resource Management and Employment Relations in emerging economies. Chima has

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authored/co-authored over 100 articles in highly rated academic international journals, including Technological Forecasting and Social Change, Journal of Managerial Psychology, International Journal of Human Resource Management, European Management Review, Gender, Work, and Organization. Chima is a recipient of several awards, including the Emerald award for Research Excellence. He is an Academic member of the UK Chartered Institute of Personnel and Development. Dr. Shumaila Naz obtained her doctoral degree from Jiangsu University, China. She is an Associate Professor at The University of Lahore in Pakistan. She has more than 16 years of teaching experience in multiple universities including Iqra University, Superior University, Hajvery, and NUML. She is an enthusiastic, innovative, and keen learner with extensive instructional, teaching, training, and research experience. Her areas of expertise include Psychology, Emotional intelligence, and Education. She possesses excellent interpersonal skills to maintain poise in collaborating with people across the world to perform research on variant phenomena and provide creative ideas and solutions. She has, to her credit, over 35 publications in a wide spectrum of top-tier SSCI, ABS, and ESCI indexed peer-reviewed journals. Dr. Tabani Ndlovu is the Academic Program Chair (APC) for the Marketing department within the Faculty of Business at the Higher Colleges of Technology. Tabani’s remit covers the department’s marketing academic content and how this translates into useful competencies that can enhance HCT marketing graduate’s employability. Tabani has extensive sustainable marketing background in the corporate world, working with global businesses such as E.ON UK, where he headed the sustainability division. Dr. Sihle Ndlovu is a linguist and sustainability enthusiast currently teaching the General Studies Sustainability course at HCT’s Western Region campuses. Sihle is interested in how language helps the framing of sustainability and how this is manifested in people’s day-to-day lives. Sihle has worked with various higher and further education institutions in the UK including Nottingham Business school, University of Leicester, Sheffield University, Nottingham College among others.

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Eduardo Lopes Pereira is a researcher in the Production Engineering Program at the São Paulo State University—UNESP—Bauru/ SP, Brazil, with an M.B.A. in Industrial Automation Management at the International University Center—UNINTER and a degree in Production Engineering at the University Center Sudoeste Paulista—UniFSP. Research interests are in the areas of: Circular Economy, Green Supply Chain, Lean Manufacturing, and Industrial Automation and Stakeholder Theory. Cem Tanova is currently a Professor of Management at Eastern Mediterranean University. After completing his Bachelor’s in Management and Master’s in Public Administration degrees in Northern Michigan University in Michigan USA, he received his Doctorate in Management and Organizations from Cukurova University in Adana Turkey. Tanova has served as the Vice-Rector for International Affairs, Dean of the Faculty of Business and Economics, the Department Head of Business Administration, and the Chair of the Continuing Education Center at Eastern Mediterranean University. His research interests include human resource management, recruitment methods, voluntary turnover, organizational justice, and mindfulness. Adriano Alves Teixeira is a professor at the Federal University of Mato Grosso do Sul, Brazil and Permanent Professor in the Postgraduate Program in Production Engineering at São Paulo State University, Brazil. He has research interests in the areas of: Green Human Resource Management, Green Supply Chain Management, Sustainable Supply Chain Management, Circular Economy, Environmental Management, Sustainable Development Goals (UN), Circular Supply Chain, and Lean Manufacturing. Talita Borges Teixeira is a researcher in the Production Engineering Program at the São Paulo State University—UNESP—Bauru/SP, Brazil. She holds a degree in Business Administration and a degree in Pedagogy. Research interests are in the area of: Training and Environmental Training, Circular Economy, Sustainable Development Goals (SDGs), Green Human Resource Management, Lean manufacturing, and Green Supply Chain management.

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Jing Yi Yong is a Senior Lecturer of the School of Management and Marketing at Taylor’s University. She has received her Doctorate degree from Universiti Sains Malaysia. She teaches mainly courses in Strategic Human Resource Management, Strategic Management, and International Business. She has published in various scholarly journals such as Journal of Cleaner Production, Business Strategy and the Environment, Corporate Social Responsibility and Environmental Management, and Benchmarking: An International Journal . In addition, she serves as a reviewer of international journals and international conferences. Her research interest includes green human resource management, intellectual capital, sustainability, small business, and family business. Mohd Yusoff Yusliza received her Ph.D. degree in administrative science from Universiti Teknologi MARA. Currently she is a Professor in Human Resource Management at the Faculty of Business, Economics, and Social Development in Universiti Malaysia Terengganu. She has presented papers at various international and national conferences and published more than 100 articles in peer-reviewed international journals, with the H-index (Scopus) = 17 and H-Index (Web of Science) = 13. Her research interests are organizational and behavioral studies, green human resource management (HRM), international HRM (international students’ adjustment), electronic HRM, line managers involvement in HRM, empowerment, human resource roles, and competencies.

List of Figures

Fig. 1.1 Fig. 2.1 Fig. 3.1 Fig. 3.2 Fig. 3.3 Fig. 3.4 Fig. 4.1 Fig. 4.2 Fig. 4.3 Fig. 7.1 Fig. 7.2

Dimensions of Green HRM (Source Author’s compilation) Global distribution of Green HRM publications Number of documents published in terms of country (Source Authors’ computation) Trending Keywords used from 2000 to 2022 (Source Authors’ computation) Authors’ Production over Time (Source Authors’ computation) Number of publications based on journals (Source Authors’ computation) Dataset normality test of green HRM practices and employees’ pro-environmental behaviour Dataset histogram of green HRM practices and employees’ pro-environmental behaviour Dataset homoscedasticity of green HRM practices and employee pro-environmental behaviour Conceptual framework (Source Author’s computation) Direct path results

6 24 54 54 55 57 81 81 82 162 171

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Fig. 8.1 Fig. 9.1

Fig. 10.1

Fig. Fig. Fig. Fig.

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List of Figures

Typology of Green HRM Practices Pyramid (Source Authors’ computation) Direct and mediating effects (Structural equation model fit indices [χ2 = 280.573; df = 109; χ2 /df = 2.574; CFI = 0.931; TLI = 0.913; PNFI = 0.715; RMSEA = 0.081; SRMR = 0.047]. Organizational budget → Green management innovation [ß = 0.322**, t = 2.963]. GHRM → Climate for green initiative → green management innovation [ß = 0.352***, SE = 0.093, LLCI = 0.172, ULCI = 0.538]. Notes Indirect effects assessed via bootstrapping 95% confidence interval, gender and education are controlled. β: standardized coefficients for direct effects and indirect effects. SE = Standardized error, LLCI: Lower-level confidence interval, ULCI: Upper-level confidence interval. *** Significant at 0.001 level; ** Significant at 0.01 level; * Significant at 0.05 level) Model linking green HRM to occupational health and environmental sustainability (Source Authors’ computation) Country of the research execution Research method Sector in which the research was carried out Dimensions and literature gaps in GHRM in Latin America (Source Compiled by authors)

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List of Tables

Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table Table

3.1 3.2 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 5.1 5.2 5.3 5.4 5.5 5.6 5.7 6.1

Main information about data Top 8 author publications and total citations Reliability correlation matrix and VIF Model summary ANOVA results table Regression coefficient Model summary ANOVA results table Regression coefficient Model summary ANOVA results table Regression coefficient Definitions of green HRM by previous researchers Characteristics of the study companies The understanding of green HRM Findings for adoption of green HRM Findings for economic performance Findings for environmental performance Findings for social performance Constructs reliability and validity

53 55 83 84 84 85 86 86 87 87 88 88 103 107 108 111 114 115 116 138

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Table Table Table Table Table Table Table Table Table Table Table Table Table Table

List of Tables

6.2 6.3 7.1 7.2 7.3 7.4 7.5 7.6 7.7 9.1 9.2 10.1 11.1 11.2

Table 11.3

Descriptive Statistics and Correlation Matrix Empirical Results of Hierarchical Regression Respondents’ profiles Composite reliability, Cronbach’s Alpha, AVE, and VIF Squared roots of AVE Model fit indices Mean, Standard Deviation, and Correlation of Variables Test of hypotheses The indirect effect Confirmatory factor analysis, AVE and CR Correlations Demographic profile of the participants Evolution of HRM definitions The benefits of human resource management dimensions for environmental management Authors, types of organizations researched/country of origin and research focus

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1 Green Human Resource Management: An Introduction Olatunji David Adekoya, Chima Mordi, and Hakeem Adeniyi Ajonbadi

Introduction: A Historical Context of Green HRM The rising global environmental concern has forced numerous management practices to evaluate environmental issues and implement business sustainability strategies (Haddock-Millar et al., 2016). This is predominant in economies where numerous organisations receive distinctive administrative ideas for practices with little consideration for their effects on the environment (Chen & Chang, 2013). Human resource management (HRM) is a key organisational unit, given its role as the hub of O. D. Adekoya (B) College of Business, Technology and Engineering, Sheffield Hallam University, Sheffield, UK e-mail: [email protected] C. Mordi College of Business, Arts, and Social Sciences, Brunel University London, Uxbridge, UK e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_1

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people management (Haddock-Millar et al., 2016). Hence, contemporary HRM argues that it is not enough to practice traditional HRM but rather ensure that the organisation evolves with the changing nature of its environment by ensuring that its commercial operations do not endanger the environment (Ahmad & Nisar, 2015; Cohen et al., 2012). The significance of this condition in its regular and unique structure is what Ullah (2017) referred to as ‘Green’. On this note, becoming environmentally viable does not mean that a domain must be painted green. However, it implies the measures where an organisation’s operations are guided by environmental awareness, in this case, being environmentally friendly. Along these lines, the focal point of coordinating environmental administration into HRM practices is what researchers such as (AboMurad & Abdullah, 2019; Haddock-Millar et al., 2016; Renwick et al., 2013) alluded to as ‘green HRM’ today. The global norms for environmental security and protection that call for organisations worldwide to react positively to environmentally friendly procedures are becoming more noticeable in industrialised economies (Castells, 2014; Ullah, 2017). A global increase in business challenges and manageability has forced many organisations to take part in studies that are most appropriate for determining the best path to environmental prosperity (Haddock-Millar et al., 2016). Among these methodologies is green HRM, which empowers HRM to take strategic decisions in its entire people management process towards promoting environmental sustainability (Cohen et al., 2012). According to Aggarwal and Sharma (2015), most firms fizzled in a serious situation when their business surroundings were taken with levity and less environmentally conscious. Similarly, existing studies contend that organisations may benefit more than they anticipate from participating in green HRM (Ariffin & Che Ha, 2014; Renwick et al., 2013). Consequently, research into these environmental considerations in HRM practices has sparked H. A. Ajonbadi Department of Management, Birmingham City Business School, Birmingham City University, Birmingham, UK e-mail: [email protected]

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the development of ‘green HRM’ (Chowdhury et al., 2017). These include the inclination and conduct of hiring procedures, pay scales, and employee interactions in a company emphasising environmental sustainability (Mathapati, 2013). Today, multiple studies on green HRM have been conducted by researchers using exceptional methods to achieve a sustainable business environment and competitive advantage. Arulrajah et al. (2015) affirmed that a definitive point of green HRM practices is to improve the organisation’s sustainable environmental performance. Hence, it is germane for HRM experts and organisations at large to embrace the concept of green HRM.

Conceptualising Green HRM Green HRM as a concept is gaining popularity globally. It has attracted diverse meanings to different individuals with no generally accepted definition. The concept of green HRM is surrounded by the need to create a green behaviour that incorporates the ‘greening’ of employees and the organisation itself (Muster & Schrader, 2011). Therefore, green HRM is construed to involve the participation and involvement of individual employees in relation to the environment (Elloy & Smith, 2003; Shen et al., 2018). According to Renwick et al. (2013), green HRM relates to using HRM policies to foster the sustainable use of organisational resources while also promoting the cause of environmentalism, which translates further into increased employee morale and satisfaction. Green HRM, therefore, advocates for using HRM policies, practices, and philosophies to stimulate business resource sustainability and mitigate environmental concerns arising from business activities (Zoogah, 2011). Green HRM is defined as the application of HRM practices that ensure eco-friendly and environmentally approachable organisation management activities (Mishra, 2017). Except for a few minor differences, most definitions of green HRM offered are relatively similar. The focal point of the green HRM concept is the impression of ‘green’ as an environmental framework for conceptualising the activities and functions of HRM (Haddock-Millar et al., 2016; Renwick

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et al., 2013). Abo-Murad and Abdullah (2019) define green HRM as the approaches, strategies, and frameworks that make employees environmentally friendly to support social, individual, environmental, and business sustainability. According to Mandip (2012), green HRM comprises two key elements: ‘environmentally friendly HR practices’ and ‘knowledge capital preservation’. Green HRM further assumes the responsibility of organising a green workforce based on the understanding, appreciation, and practices of green initiatives, which are maintained throughout the process of recruitment, selection, hiring, training, development, compensation, and boosting the organisation’s human capital resources (Mathapati, 2013). Furthermore, green HRM consists of lifestyle and workplace benefits, ranging from reducing carbon footprints to engaging staff in the green agenda (Tatoglu et al., 2014). In the same vein, Ahmad and Nisar (2015) describe green HRM as environmentally friendly HRM practices that lead to more effective, efficient, and less costly employee engagement levels, resulting in organisations’ reduced employee carbon footprints through telecommuting, energy-efficient office spaces, electronic filing, teleconferencing, job-sharing, recycling, virtual interviews, and online training. Essentially, the bottom line of green HRM is green employee management behaviour (Ariffin & Che Ha, 2014; Griffiths & Petrick, 2019). Additionally, Chowdhury et al. (2017) demonstrate that green HRM supports combining environmental management approaches with HRM policies and practices. The concept of green HRM is mostly used to refer to the contribution of HRM practices and policies towards the increased sustainable environmental management programme or goals of the organisation. It refers to organisational efforts in supporting sustainable organisation HRM practices towards increasing employee awareness, interest, and commitment to environmental sustainability issues (Schroeder, 2012). Green HRM initiatives assist organisations in recognising alternative means to cost-cutting while retaining their top talent and competent hands in environmentally friendly ways; hence, it is a strategic initiative that stimulates sustainable organisation/ business practices (Renwick et al., 2013). Moreover, studies (e.g. Paillé

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et al., 2014; Renwick et al., 2013) have revealed a positive relationship between environmental management and HRM, and how proactive environmental management through HRM practices showcases responsible management. Moreover, O’Donohue and Torugsa (2016) aver that through green HRM, HR practices align with the environmental sustainability goals embedded in organisations’ environmental management to promote employees’ ability, motivation, and commitment to meet their environmental goals. Fundamentally, green HRM can be comprehended as a proclamation that helps create and advance green employees (Beard & Rees, 2018; Islam et al., 2020). Beard and Rees (2018) have recognised four teams associated with turning employees into green employees. They are preservationists, protectionists, nonpolluters, and creators. These teams are expected to operate so that environmental concerns are prioritised when making business decisions. In a similar manner, the reason for green HRM is to make, improve, and imbibe green experiences within every employee, with the goal that employees can exhibit proenvironmental behaviours (Islam et al., 2020). Green HRM prerequisites incorporate green attitude, green competencies, green behaviours, and green outcomes expected to accomplish corporate environmental goals (Beard & Rees, 2018). Ultimately, green HRM is the point at which the field of HRM centres on extending its roles to help the organisation in the quest for sustainability (Schroeder, 2012). Therefore, human resource policies are utilised to animate and bolster the sustainable utilisation of assets and protect the environment. Green HRM focuses on the turn of events, usage and upkeep of all activities planned for making individuals strong and focused on sustainable objectives (Guerci et al., 2016). Sustainable business practices shift towards green HRM as a vital role in piloting change in the organisation and harnessing both HR and corporate social responsibility (CSR) activities in creating synergies between organisations’ strategic mission in becoming a sustainable organisation and equipping its employees and other stakeholders for effective implementation of green practice in everyday business activities (Guerci et al., 2016; Islam et al., 2020; Jabbour & Jabbour, 2016).

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Dimensions of Green HRM Green HRM, as organisational practices, policies, and systems, makes employees of such organisations contribute significantly to environmental sustainability. Green HRM designs HRM dimensions, such as recruitment and selection, training and development, performance appraisal, and compensation to create a workforce that promotes green behaviour in the organisation. The key dimensions of green HRM are discussed in Fig. 1.1.

Green job design & analysis Green human resource planning

Green empowerment & involvement

Green employee relations

Green rewards & compensation

Green HRM

Green performance management

Green recruitment & selection

Green training & development

Fig. 1.1 Dimensions of Green HRM (Source Author’s compilation)

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Green Job Design and Analysis Generally, within the context of green HRM, job descriptions are utilised to indicate various environmental protection-related activities, obligations, and duties (Bangwal & Tiwari, 2015). In some organisations, each job description incorporates, in any event, one obligation identified with environmental protection and explicitly includes environmental duties at whatever point and any place appropriate (Bangwal & Tiwari, 2015). Moreover, in the endeavour to attract environmentally friendly individuals, the job descriptions of some organisations express certain environmental qualities associated with the role and their values that support a sustainable environment (Kehoe & Wright, 2013). Job descriptions may incorporate the organisation’s social, environmental, individual, and specialised prerequisites. For instance, environmental protection obligations should be incorporated into job descriptions, alongside assigning environmental-related roles and expectations to enhance employee well-being and eco-friendliness (Álvarez Gil et al., 2016). Additionally, a few organisations use cooperation and crossutilitarian groups as job design strategies to effectively deal with the environmental issues of the organisation (Biondi et al., 2014). Recently, there has been an increase in organisations (e.g. IKEA, Unilever, Patagonia, Nike, IBM) that have designed job roles to cover environmental concerns (Virgin, 2016). In addition, these organisations and a few others have designed their current jobs to be more environmentally friendly by consolidating environmental-focused obligations and duties.

Green Human Resource Planning Presently, a few companies anticipate the number and type of employees to be recruited (Chaudhary, 2020). HR managers are expected to consider talent that can execute corporate environmental administration activities and programmes (Islam et al., 2020). These are appropriate practices that some environmentally conscious businesses have used to address their environmental problems. The corporate environmental administration requests new positions and an explicit arrangement of

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abilities (Gilal et al., 2019; Renwick et al., 2013). Green human resource planning is required in this unique circumstance. Companies participate in developing systems to fulfil identified environmental programme needs, such as appointing advisors or specialists to conduct vitality or environmental reviews. As a result, it is necessary to redistribute these activities in the human resource plan for implementation in overall HRM practices (Chen & Chang, 2013).

Green Recruitment and Selection Organisations operating environmentally friendly businesses have an environmental arrangement structure that guides them towards ensuring environmental sustainability (Chaudhary, 2020). In the build-up of these processes using environmental policies, organisations situate their workforce within their environmental structures, policies, and practices, which are communicated from the recruitment stage and maintained throughout business activities (Gilal et al., 2019). Organisations have two options for achieving an environmentally conscious workforce: first, focus on green recruitment, and second, provide necessary environmental protection-related mindfulness, instructions, preparation, and improvement to the current workforce (Islam et al., 2020). The former is more proactive and financially savvy than the subsequent choice. Consequently, looking through the best green recruitment practices is imperative to organisations (DuBois & Debois, 2012). During recruitment, organisations practising green HRM incorporate corporate environmental arrangements and procedures within their recruitment strategy (Dumont et al., 2017). For instance, research by the British Carbon Trust shows that a large majority of potential employees (more than 75%) think it important that an organisation has a working environmental strategy to reduce carbon emissions (Gerhart et al., 2014). Furthermore, potential talent seeks to work with organisations lauded for their practice of green HRM (Gilal et al., 2019; Kehoe & Wright, 2013). For instance, environmental concerns impact organisations’ recruitment efforts in the UK. In Britain, the Rover Group carmaker

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made conditions related to the obligations of an employee to facilitate environmental sustainability a major aspect of each job undertaken (Opatha & Arulrajah, 2014). Studies show that graduates with strong academic credentials use an organisation’s environmental preparation and nobility as a guide for decision-making when applying for positions in such organisations (Berry, 2018; Biondi et al., 2014; Guerci et al., 2016). Progressively, firms are starting to perceive that increasing the nobility of being a green manager is a compelling method of attracting new talent (Govindarajulu & Daily, 2016). Environmentally, capable businesses can attract talents that they expect to actualise corporate environmental administration activities, which may translate to accomplishing the organisation’s environmental objectives (Dumont et al., 2017; Paillé et al., 2014). Abo-Murad and Abdullah (2019) aver that a well-designed recruitment procedure can help organisations create robust execution towards employing environmentally inclined talents and willingness to uphold the organisation’s values towards environmental sustainability.

Green Training and Development A significant capacity of green HRM is to facilitate environmental awareness training within the hierarchical organisational structure to create required abilities and information (Paillé et al., 2014). This will be useful to actualise the environmental goals of the organisation. Additionally, essential to enhancing environmental performance is raising workforce environmental knowledge through staff training and workshops (Gilal et al., 2019). For environmental sustainability, it is conceivable to provide information about environmentally friendly goals that will alter the mindset and behaviour of managers and nonmanagers (Fayyazia et al., 2015). Furthermore, extant research recognises a few companies that promote the environmental training needs of employees to facilitate employee engagement in environmentally friendly practices (Paillé et al., 2014; Ren et al., 2018). These are acceptable practices that are expected to execute corporate environmental management activities. In view of

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environmental training needs analysis of the workforce, these companies lead genuine and efficient instruction, training, and development programmes for the empowerment of their employees towards exhibiting pro-environmental behaviours (Saeed et al., 2019). For instance, in Fuji Xerox Singapore, every staff member is required to go through ecoawareness training, just as business suppliers receive instruction on the green parts of their items and supplies by implementing green supply chains (Fuji Xerox, 2017). In addition, a few organisations coordinate yearly events to celebrate environmentally friendly practices across the organisation (Fayyazia et al., 2015). This is additionally a decent practice to encourage certain vital eco-values among the workforce that can be transferred beyond the work premises to society at large. Brammer and Pavelin (2006) recommend specific green training and development practices. Examples include training staff to create a green analysis of the workspace, an arrangement of explicit training on environmental administration parts of well-being, vitality proficiency, development of individual green abilities, and retraining of staff losing jobs in important pollutant enterprises. Environmental-related instructions, training and development, are key zones of green HRM in an organisation. Green training and development influence the development of mentalities, practices, information, and abilities in employees that foster green-related perspectives, aptitudes, and information (Wood, 2010). Green training and development are suggested to improve employees’ awareness and information on environmental issues, manufacture an uplifting demeanour, adopt a proactive strategy towards environmental concerns, and create skills to save vitality and reduce resource wastages (Berry, 2018; Griffiths & Petrick, 2019). Employee training and development projects ought to incorporate social and environmental issues at all levels (Saeed et al., 2019). Green direction programmes for recently recruited employees should be an indispensable piece of the training and development process, allowing recruits to become acquainted with the organisation’s environmentally friendly policies and values (Biondi et al., 2014). For example, in Germany, all employees at Siemens receive some environmental training, emphasising those engaged with the treatment of perilous waste/hazardous substances (Combette & Gimbert, 2018).

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Such training is a component of the in-house training program aimed at diminishing wastage, legitimate use of resources, and preservation of the environment.

Green Employee Relations Employee relations is one of the vital aspects of HRM, given its role as the people management unit of the organisation (Saeed et al., 2019). Hence, like every other function of HRM where the ‘green’ agenda has been infused, to sustain such an agenda within the organisation, employees and employers need to relate with one another while focusing on the green areas of business activities (Aragon-Correa et al., 2013). Green employee relations decide and control the practices of top management or line managers towards employees’ commitment, which is regarded as a method of urging them to create potential answers for natural issues (Guerci et al., 2016). The possibility of widespread green management would increase if employees were committed to participating in environmentally friendly activities because green management frameworks and practices would be adjusted to align with employees’ goals, aspirations, and judgements (Berry, 2018; Biondi et al., 2014). For example, in a few organisations, employees are made to comprehend the significance of green practices in their organisations, where some individuals avoid potential risks to control their apathetic propensity against their condition (Berry, 2018). The development of green HRM has infiltrated into employee relations and the organisation at large. In green HRM, employee relations and organisational support (in a unionised workforce setting) are fundamental in actualising corporate environmental management (Brio et al., 2007). Some businesses have policies in place to encourage staff participation in corporate environmental management activities, which is a good strategy for improving an organisation’s environmental performance (Cohen et al., 2012). Extant research also suggests the facilitation of employee contribution and investment in green proposal plans and critical thinking circles, staff freedom to frame and analyse green thoughts, coordinating employee

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association and interest in upkeep (cleaning), employee helpline for direction in green issues, fitting green employee inclusion plans to industry/organisation guidelines, and expanding line/administrative help practices in environmental management. Likewise, some organisations encourage employees to utilise green types of transport, set up lowcarbon emission units to build environmental administration activity, and present green whistleblowing and helplines (Álvarez Gil et al., 2016; Bangwal & Tiwari, 2015). Additionally, current research has shown some insights into how person-organisation fit can be used to develop green employee relations. For instance, Chou (2014) argues that employees and an organisation’s principles, values, and culture must be compatible. Therefore, a shared approach between employees and employers in promoting shared environmental values will positively affect environmental behaviour. Additionally, Ruepert et al. (2017) show the importance of shared CSR approaches to encourage employees with a less eco-friendly commitment to engage in CSR activities that promote environmental management goals. Moreover, Kim et al. (2017) stress how the emotional aspects of CSR through internal CSR and particular employee experiences facilitate affective commitment to the organisation and its corporate environmental values. In addition, Rubel et al. (2021) contend that green knowledge sharing—sharing knowledge of green practices and initiatives—can affect how employees and employers relate to fostering green employee relations, leading to proactive environmental management. Therefore, knowledge sharing enables interaction and consultation between employers and employees, allowing for the creation, sharing, and application of information across individuals and teams, which is advantageous to the organisation’s environmental sustainability goals (Rubel et al., 2021).

Green Performance Management Estimating an employee’s green performance on the job is one of the key functions of green HRM (Renwick et al., 2013). One of the primary

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objectives of performance management is to assess employees’ performance vis-à-vis the organisation’s goals to decide on providing training for employees to enhance future performance (Shen et al., 2018). Thus, green performance management also allows the organisation to assess its employees’ performance towards promoting a sustainable environment (Kapil, 2015). Mandip (2012) suggests that the assessment of the green performance of employees must be done independently or, if nothing else, as a piece of the performance assessment arrangement. The organisation’s environmental performance requirements must be purposefully aligned with the estimated metrics of employee environmental performance (Mandip, 2012). Additionally, to support outstanding environmental performance, organisations must set up Environmental Management Information Systems (EMIS) and environmental reviews (Moore, 2002). Many organisations that have set up EMIS and environmental reviews have been able to monitor the effects of their business activities on the environment (Kapil, 2015). Berry (2018) states that an EMIS aims to viably screen the enormous amount of contamination, resource use, and environmental pollution caused by production activities. Biondi et al. (2014) express that the creation of an EMIS is coordinated with the performance appraisals of managers, just as employees. As one of the key human resource practices for advancing sustainable development, greening performance management procedures is considered imperative for organisations to align their objectives with the objectives of their employees. Berry (2018) advocates that a holistic assessment of employees’ job performance should consider the green-related policies and practices of the organisation drawn up against employees’ adherence to the organisation’s environmental sustainability practices. Additionally, green performance appraisal might be significant because when an assessment is estimated to pass judgement on an individual, such endeavours should focus on improving the capacity of the employee to promote the organisation’s sustainable environment agenda (Beard & Rees, 2018; Mandip, 2012). Kapil (2015) avers that organisations must introduce corporate-wide environmental performance guidelines to quantify environmental performance principles and create green data frameworks and performance

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reviews. However, introducing corporate-wide environmental performance guidelines or setting up green performance markers into the performance management framework is insufficient (Beard & Rees, 2018; Ren et al., 2018). The correspondence of green plans, performance markers, and principles to all levels of staff through performance assessment framework and building up firm-wide exchange on green issues are additionally expected to appear focused on environmental performance (Álvarez Gil et al., 2016; Bangwal & Tiwari, 2015). It is expedient that managers set green targets, objectives, and obligations regarding their segments or divisions or offices by evaluating the number of green occurrences and fruitful correspondence of environmental approaches (Griffiths & Petrick, 2019; Islam et al., 2020). For instance, a few companies have environmental objectives for every employee or group (team) or office or division to accomplish in a given timeframe (Mandip, 2012). Those companies officially assess the degree to which every such individual or group establishment has accomplished its environmental objectives (Mandip, 2012).

Green Rewards and Compensation Management According to Jabbour and Jabbour (2016), through HRM practices, organisations are saddled with the responsibility of promoting environmental management through their employees. Hence, rewarding employees for showing pro-environmental behaviours is a primary source of motivation. In addition, Merriman and Sen (2012) suggest that organisations should add rewards to their environmental performance (EP) criteria and promote environmental strategies using green compensation as a catalyst for staff commitment to environmental sustainability goals. Rewarding employees for their efforts and contributions to eco-friendly activities can boost their morale and motivate them to sustain such behaviours (Renwick et al., 2013). Therefore, compensation and reward systems should focus on encouraging pro-environmental behaviours and reflect the organisation’s commitment to environmental performance (Jabbour & Jabbour, 2016). Employees who perceive the management’s commitment to environmental performance may be motivated

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to increase their commitment to being eco-friendly and participate in the organisation’s EP activities (Renwick et al., 2013). Furthermore, to ensure the rewards system’s effectiveness in boosting employees’ eco-friendly behaviours, there should be a link between rewards and the outcomes of green programmes within organisations and making such rewards available across the varying levels in the organisation (Arulrajah et al., 2015). Rewards can be financial (e.g. vouchers, cash) and nonfinancial (e.g. recognition, awards, positive feedback) or both as long as they communicate the organisation’s efforts to acknowledge employees’ pro-environmental behaviours (Kapril, 2015; Renwick et al., 2013). Marcus and Fremeth (2009) suggest that green compensation and rewards can be linked to green initiatives (e.g. recycling and waste management) that provide mutual benefits to the organisation (e.g. green branding) and the employees (e.g. promotion and other benefits). Hence, motivated employees may be encouraged to display pro-environmental behaviours and promote green creativity and innovation (Paillé et al., 2014). In addition, the strategic HRM approach to green compensation and rewards emphasises its importance to talent attraction, retention, employee engagement, employee motivation, and a contribution to environmental sustainability goals (Schroeder, 2012). Although some employees may feel more motivated by nonmonetary green compensation, others are likely to prefer financial rewards. Most researchers suggest that a combination of both (monetary and nonmonetary) compensation would be more effective (Renwick et al., 2013; Saeed et al., 2019). Whichever way, green rewards and compensation are incentives for promoting employees’ pro-environmental behaviours.

Green Empowerment and Involvement Green empowerment is a crucial part of the EM practices within organisations that encourage employees to exhibit pro-environmental behaviours and inculcate environmentally friendly ideas through employees’ green participation and involvement (Ansari et al., 2021;

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Renwick et al., 2013). To empower employees towards becoming ecofriendly, HRM practices must consider a participative work environment that allows employees to be involved in EM and decisions that are connected with the organisation’s environmental sustainability goals. Note that employees consider their autonomy to make decisions as a means of empowerment and the latitude to contribute their quota to organisational EP and overall business sustainability (Govindarajulu & Daily, 2016). Therefore, when implementing EP initiatives, management must consider the input of their employees. Paillé et al. (2014) contend that employee empowerment through employee involvement in the organisation’s eco-friendly activities can promote intrapreneurship traits among employees to devise green ideas and programmes. Therefore, employees should be encouraged to create environmental strategies and promote green products and services. Such green involvement significantly contributes to attaining the organisation’s environmental sustainability goals. For instance, in Rothenberg’s (2003) study, it was observed that employees possess the technical and contextual knowledge lacking in some of their managers. Hence, when employees are allowed to suggest solutions to environmental management issues in a timely manner, it boosts their perceived trust in the management’s effort to recognise them as a valuable part of the organisation (Govindarajulu & Daily, 2016). Empowered employees are influenced by their involvement in EP practices and give their best to attaining the organisations’ EP goals (Vallaster, 2017). However, Daily et al. (2007) argue that group-oriented rather than individual-oriented employee participation proves to be more effective in implementing environmental management (EM). Therefore, providing employees with opportunities to participate in EM motivates them to be involved in environmental protection and pollution prevention activities (Ansari et al., 2021). Additionally, according to Renwick et al. (2013), there are five aspects for measuring green involvement. First, management must create a clear green vision that reflects the values and symbols that guide employees to promote EM, as well as develop pro-environmental behaviours to solve environmental issues. Second, employees should be provided with a green learning climate that stimulates their efforts to support their

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colleagues and create synergies in promoting environmental awareness. Third, there is a need to develop various communication channels through which organisations can transmit information to their employees and disseminate information among colleagues that promotes awareness of environmental issues. Fourth, offering green practices (e.g. developing green teams and green programmes) through an organisation’s green culture is a crucial green empowerment strategy (Vallaster, 2017). Finally, encouraging green involvement serves as a motivation to employees towards the organisation’s willingness to provide the necessary opportunities for solving environmental issues.

Conclusion This introductory chapter reviews the literature and provides evidence that showcases green HRM’s ability to make organisational and employee operations environmentally friendly. From green job design and analysis function to green human resource planning, green recruitment, green training and development, green reward and compensation management, green employee relations, green performance management, and green empowerment and involvement, greening HRM processes is deemed to be progressive within contemporary HRM. However, the main challenge confronting HR experts is understanding the depth and scope of green HRM required to transform their organisations into green entities. Green HRM, in its depth, provides the fundamental reasoning behind being an environmentally friendly organisation that benefits the employer, employees, the community, and other stakeholders. Hence, to build, implement, and maintain environmentally related innovative employee behaviours, combined with the right greening attitude, green HRM policies and practices are germane. Deducing from the green HRM literature reviewed, employee behaviours and intentions towards a sustainable environment are crucial to the success and attainment of organisations’ green management and sustainability agendas.

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Rothenberg, S. (2003). Knowledge content and worker participation in environmental management at NUMMI. Journal of Management Studies, 40, 1783–1802. Rubel, M. R. B., Kee, D. M. H., & Rimi, N. N. (2021). The influence of green HRM practices on green service behaviors: The mediating effect of green knowledge sharing. Employee Relations, 43(5), 996–1015. Ruepert, A. M., Keizer, K., & Steg, L. (2017). The relationship between corporate environmental responsibility, employees’ biospheric values and pro-environmental behaviour at work. Journal of Environmental Psychology, 54, 65–78. Saeed, B. B., Afsar, B., Hafeez, S., Khan, I., Tahir, M., & Afridi, M. A. (2019). Promoting employee’s proenvironmental behavior through green human resource management practices. Corporate Social Responsibility and Environmental Management, 26 (2), 424–438. Schroeder, H. (2012). The importance of human resource management in strategic sustainability: An art and science perspective. Journal of Environmental Sustainability, 2(4). https://doi.org/10.14448/jes.02.0004 Shen, J., Dumont, J., & Deng, X. (2018). Employees’ perceptions of green HRM and nongreen employee work outcomes: The social identity and stakeholder perspectives. Group & Organisation Management, 43(4), 594– 622. Tatoglu, E., Bayraktar, E., Sahadev, S., Demirbag, M., & Glaister, K. W. (2014). Determinants of voluntary environmental management practices by MNE subsidiaries. Journal of World Business, 49, 536–548. Ullah, M. (2017). Integrating environmental sustainability into human resource management: A comprehensive review on green human resource management. Maghreb Review of Economics and Management, 4 (1), 6–22. Vallaster, C. (2017). Managing a company crisis through strategic corporate social responsibility: A practice-based analysis. Corporate Social Responsibility and Environmental Management, 24 (6), 509–523. Virgin. (2016). 10 global companies that are environmentally friendly. https:/ /www.virgin.com/virgin-unite/latest/10-global-companies-that-are-enviro nmentally-friendly Wood, D. J. (2010). Measuring corporate social performance: A review. International Journal of Management Reviews, 12, 50–84. Zoogah, D. (2011). The dynamics of green HRM behaviors: A cognitive social information processing approach. Zeitschrift Fur Personalforschung, 25, 17– 139.

2 Approaches to Studying Green Human Resource Management: Do All the Roads Lead to Rome? Cem Tanova

and Steven W. Bayighomog

Introduction With a sharp rise in published articles, Green Human Resource Management (GHRM) has emerged as one of management research’s most appealing fields. The Scopus database shows that the number of articles with “Green HRM” or “Green Human Resource Management” in their title or abstract published in 2022 was 195, while the number issued in 2015 was only 7. Figure 2.1 shows the global distribution of GHRM publications. C. Tanova (B) Department of Business Administration, Faculty of Business and Economics, Eastern Mediterranean University, Famagusta, Turkey e-mail: [email protected] S. W. Bayighomog Department of Business Administration, Faculty of Economics and Administrative Sciences, Cyprus International University, Nicosia, Turkey e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_2

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Fig. 2.1 Global distribution of Green HRM publications

The rapid growth of GHRM studies has been fuelled by journal editors’ desire to demonstrate their publication’s support for the United Nations Sustainable Development Goals and researchers’ perception of GHRM as a rich and expanding field. However, this rapid proliferation may have allowed less emphasis on robust methods. The numbers on the map correspond to the number of publications from a country in Fig. 2.1; however, this may not necessarily reflect the degree to which GHRM has been widely implemented in the country and may indicate the increasing number of early career academics in need of publications. This chapter provides light on the subject by emphasizing the various methodologies used in empirical GHRM literature and recommending orientations that would assist future GHRM empirical efforts in producing more sound contributions to the body of knowledge while avoiding possible academic greenwashing. In international HRM research, the focus may be comparative, where the goal is to understand how a specific cultural or institutional context may impact how HRM functions may differ in a given context. On the other hand, the focus may be on a company that operates across cultures or countries and how it balances its global standardization with its desire to be locally responsive (Farndale et al., 2017). Similar to comparative HRM, much of the GHRM research has been conducted within specific countries, while few studies have compared the differences between countries. However, studies on companies operating across borders, such

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as multinational or global businesses, and the challenges they face in using GHRM are relatively rare (Haddock-Millar et al., 2016).

Theoretical Foundations of GHRM Studies The Current State of GHRM Theoretical Frameworks To explain the link between GHRM and its network of antecedents, mediators, moderators, and consequences, several theories have been adopted as a framework. Ren et al. (2018) identified the behavioural perspective as the major theoretical lens adopted by empirical GHRM research. The predominant theoretical perspective adopted was the ability-motivation-opportunity (AMO) model . According to this approach, ownership of critical skills—Ability, adequate incentive—Motivation, and the chance to be involved in crucial decisionmaking efforts—Opportunity are required for employee success. Perhaps conforming to the seminal work of Renwick et al. (2008), Tanova and Bayighomog (2022) revealed that approximately 20% of their reviewed articles employed this model to explain, in essence, organizational orientation for green and its trickle-down effect on top management and employee adoption and competencies, implementation of GHRM practices, and individual/organizational green performance. The second most adopted framework in empirical studies (Tanova & Bayighomog, 2022; Yong et al., 2019) is social identity theory (SIT). According to SIT, individuals form positive self-perceptions through group membership, affiliation, and alignment. When workers identify with the company in a professional context, their perceived status is associated with the prestige of the company. When companies have an image of caring about social and environmental issues and acting in a socially and environmentally responsible manner, their employees will share this identity and act in ways that are congruent with their organization. If the HRM functions in an organization instil a culture and climate that places a high value on environmental issues, employees are likely to align their behaviour with the organization. If employees perceive the organization in a positive light because it engages in socially responsible activities,

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they will become more engaged. The SIT was used to explain the value congruence and alignment between employees and organizations, which induced knowledge sharing and facilitated the role of GHRM in task and contextual green service behaviours (Rubel et al., 2021). Several studies in GHRM have also used SIT to explain how employee engagement supports the role of GHRM in green recreation performance (Luu, 2018) and hotel environmental performance (Kim et al., 2019). Yong et al. (2019) identified social exchange theory as one of the theories used by empirical studies in their review, while it came third (10%) in Tanova and Bayighomog’s (2022) review. Consistent with SET, organizations that adopt clear green goals, green training and development, effective green performance appraisal, and green reward systems are perceived to be committed to environmental management practices, and their employees reciprocate their organizations’ environmental commitment and efforts through green behaviours (Aboramadan, 2020). The principle of reciprocity has provided the framework to link GHRM to green and nongreen employee behaviours in GHRM studies. For example, SET has been used to establish a link between GHRM and employee turnover intention (Islam et al., 2020). They argue that employees perceive GHRM practices as valuable for the environment and that employees in turn feel obligated to reciprocate through their commitment and loyalty to the organization. With the implementation of GHRM practices, employees are more likely to see their relationship with the organization as mutually beneficial, thus enhancing their satisfaction (Ahmad & Umrani, 2019), and they strive to preserve this relationship through role/extrarole and innovative green behaviours (Aboramadan, 2020; Darvishmotevali & Altinay, 2022). In addition to the behavioural perspective, GHRM studies were also keen on adopting a strategic (Ren et al., 2018; Tanova & Bayighomog, 2022) or organizational (Yong et al., 2019) level and resorted to the resource-based view (RBV) and the later theories emerging from it. The RBV has been used in HRM research to support the idea that people are resources that fit the VIRO framework. According to the VRIO framework, resources that are valuable—V, rare—R, not easy to imitate—I, and for which the firm has the organization to utilize—O can allow a firm to develop a sustained competitive advantage. Employees are

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resources that can provide this type of advantage. For this, firms need to have HR policies and practices in place to recruit, develop, engage, and motivate their employees. The natural environment has been incorporated into the RBV (Hart, 1995) to develop a natural resource-based view of the firm (NRBV). As stakeholders today are committed to proenvironmental activities, the NRBV states that critical sources of competitive advantage for firms have become the organizational capabilities of preventing pollution and showing product stewardship—to consider the life cycle costs and sustainable development. Consequently, these capabilities require relevant HR systems for organizations. To explore the significance of these capabilities in enhancing firms’ green competencies and firms’ maturity level in proactive environmental management to maintain environmental performance, some researchers have used the natural resource-based view as an extension of the RBV (Cabral & Jabbour, 2020; Ojo et al., 2020).

The Need for a Programmatic Theory in the GHRM Literature The convergence of most reviews of GHRM research (e.g. Ren et al., 2018; Tanova & Bayighomog, 2022; Yong et al., 2019) in observing a theoretical fragmentation in the GHRM literature, partly due to its relative infancy, set the stage for further theoretical development and challenges for an integrative framework. An integrative framework would benefit the GHRM literature, albeit in its infancy, and it is perhaps the right time to do so. We build our argument on recent management review studies (e.g. Aguinis & Cronin, 2022; Aguinis et al., 2022; Cronin et al., 2021) to propose a programmatic theory in the GHRM literature. A programmatic theory aggregates and organizes the explanation of unit theories—the causal association between specific constructs—into a broader sense-giving structure specifying, on the one hand, the coherent relatedness between each of these unit theories and, on the other hand, the focal phenomenon these unit theories individually explain (Aguinis & Cronin, 2022; Aguinis et al., 2022). Making a case for a programmatic theory, Cronin et al. (2021) indicated that a coherent

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and impactful integration of a unit theory with other unit theories would make “the landscape of theoretical knowledge more navigable” (p. 675). Applying this effort to the GHRM literature would likely address the lack of parsimony—too much and too many theories—issue (Aguinis & Cronin, 2022) underlined by past reviews of two decades of GHRM research. Although still in its infancy, the GHRM literature contains few mainstream unit theories (e.g. RBV, AMO) and a mushrooming plethora of disparate unit theories. Moreover, although they may inform us of focused and standalone phenomena, they undoubtedly fail to provide a coherent understanding of the general phenomenon. Therefore, a programmatic theory would benefit the GHRM literature by providing a more comprehensive and superior explanation than individual unit theories alone. Given the multidimensional nature of GHRM and its contextual heterogeneity, such an integrative framework would undoubtedly propel the theoretical advancement and understanding of the literature.

Methods Employed in GHRM Studies Measurement of GHRM The relative infancy of GHRM, the associated lack of theoretical parsimony, and standardized conceptualization have contributed to multiple measures of GHRM. One of the early measures integrating a wider variety of characteristics, including the typical HRM activities of selection, recruitment, training, performance management, and incentive systems, was proposed by Jabbour et al. (2010). This scale also assesses the company culture and management’s stance on environmental issues, including worker participation, group activities, and an evaluation of the growth of environmental management inside a business. As a result, organizational-level problems would be considerably more understood in depth. Tanova and Bayighomog’s review, for instance, indicated the total or partial adoption of the scale by four studies (Ojo et al., 2020; Yusliza et al., 2017, 2019; Yusoff et al., 2020).

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Dumont et al.’s (2017) 6-item unidimensional scale was preferred and used by eleven studies in Tanova and Bayighomog’s review. Green goal setting, green training to build green values and abilities, employee green performance, rewards for green behaviour, and promotions taking green behaviour into consideration are all assessed by the scale items. It differs from previous scales in that it does not include any recruiting or selection activity but does include goal setting. For many organizations, some items, such as providing environmental training, might be one of the initial GHRM practices. In contrast, rewards for green behaviours would only be possible for a company to be implemented if the company already has a performance-based rewards system as part of its HRM systems and would only be relevant for companies that may be in a more advanced stage of GHRM implementation. The terminology used to describe “green behaviours”, “green objectives”, and “green performance” on this scale is another issue that needs to be considered. What these terms mean may differ for each respondent. For example, a companyimposed rule to turn off unnecessary lights may be interpreted by some to mean that their company is indeed using green behaviours in their performance management system, whereas for others, the meaning of using green behaviours in performance management may mean that the employees are expected to set much more advanced targets related to the environmental impact of the company. Another scale, similar to Dumont et al.’s (2017), is Kim et al.’s (2019) 6-item single-dimension measure of GHRM. The topics covered include training for green values, performance management that takes into account environmentally friendly behaviours, eco-friendly behaviours associated with rewards, recruitment, and selection that takes into account how well an applicant’s values align with the organization’s green values, employee understanding of green policies, and employee involvement through suggestions for environmental improvement. Some components may be entirely absent or fully present depending on the level of sophistication of the environmental management concept within a business. For instance, training may be conducted by the company merely to adhere to external standards. On the other hand, the issue of shared green values between employees and the organization may not be present at all for such a company. Thus, items may describe

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practices that are present or lacking instead of practices that can be assessed based on their magnitude. As a result, the scale could make more sense as an index with an additive approach (formative construct) rather than assuming that the elements should be connected with one another (reflexive construct). Finally, Tang et al. (2018) developed another popular scale with 18 items clustered in five dimensions. The factors that make up this measure include green involvement, green performance management, green incentives, and green recruiting and selection. There are five dimensions investigating the potential implementation of each HRM function inside the company. For instance, there are four items that assess the presence of green performance appraisals in the system, including the presence of measurable green performance indicators, setting green targets, green targets for managerial staff, and disincentives if green targets are not met, rather than measuring green performance with a single item such as “my organization considers green behaviour in performance appraisals”. Compared to others, the scale is more comprehensive and focuses on ecologically relevant HRM practices (Ren et al., 2018), and its external validity beyond China has been empirically tested only in Jordan and Malaysia (see Tanova & Bayighomog, 2022). The abovementioned scales are not exhaustive and do not represent the population of GHRM scales used in all empirical studies. They emerge from studies rigorously selected for review by Ren et al. (2018) and Tanova and Bayighomog (2022), which are the only GHRM reviews that discussed and contributed to the GHRM operationalization debate. This is somewhat surprising when most of the studies reviewed by Tanova and Bayighomog (2022) employed unidimensional scales, which are potentially limited, may not adequately cover the full range of a well (if at all) implemented GHRM, or may have been appropriately modelled (reflexive vs. formative). While we do not question the studies’ essential contribution per se, we cannot remain insensitive to the following questions: (1) Were the unidimensional scales selected by the convenience of size? (2) Were they adequately screened to ensure consistency with the mainstream conceptualizations of the construct? (3) Do those scales reflect the contextual reality of the geographical research scope? (4) Are the scale items sufficiently understandable to the respondents if

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they are foreign to or unfamiliar with the notion of “green”? An adequate discussion of the adaptation or adoption of either unidimensional scale is usually missing in these empirical studies except when justifying the conformity of use with previous literature. Another concern Tanova and Bayighomog (2022) raise is the limited transparency on the scales employed, which includes the lack of proper referencing to the actual items used and/or indication of sample items. They indicated the emergence of reporting only item codes when showing item loadings of their constructs. This practice of prioritizing metrics over items’ actual content creates difficulties in understanding what the items measure and their relationship with the overall construct that is being measured. If unidimensional scales, in our opinion, may be too narrow and limited in operationalizing a relatively comprehensive construct such as GHRM compared to multidimensional scales, we do not vouch for their absolute disregard. Instead, the choice of a scale should be driven by conceptual and theoretical congruence and contextual and practical relevance to the study domain. For instance, it would be appropriate to employ a more comprehensive multidimensional scale in the context of developed and developing economies, where ecological orientations have ascended to a macro-level, are consistent between and across meso and micro levels and scrutiny of ecologically compliant measures is firmly monitored. The case would undoubtedly differ in emerging economies or other contexts with loose external pressure for ecological compliance. For example, the validity of a multidimensional GHRM scale may be questionable in a regional economic context where industrial or service optimization is yet to be achieved, and the main goal is attaining higher productivity. A unidimensional scale may be relevant when there are few and inadequate yet present and relatively insignificant ecological HR practice implementations. The bottom line is that unidimensional scales may not cover the breadth of multidimensional scales; however, their respective use should be clearly and adequately justified in light of the theory and the research context. While we have authors of future GHRM empirical studies in mind when addressing this issue, its implementation is unequivocally contingent on journals’ editors and reviewers to ensure the relevance of the operationalization tools, above and beyond their reported psychometric properties.

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Level of Analysis Tanova and Bayighomog (2022), in their review of empirical studies on GHRM, found that more than half (59%) of the studies they examined relied on employee or individual perceptions of GHRM rather than examining how organizations implement GHRM at the organizational or strategic level. Ren et al. (2018) also pointed to a burgeoning stream of general GHRM research that focuses on the individual level of GHRM analysis. These studies examined individual perceptions of various GHRM functions by employees (e.g. Ahmad et al., 2021), finalyear MBA students (Guerci et al., 2016), or college staff (e.g. Aboramadan, 2020). Despite the prevalence of individual-level studies, few have taken an organizational-level perspective. These studies have relied mainly on HR managers/leaders (e.g. Yusliza et al., 2017, 2019; Yusoff et al., 2020), sustainability managers, or managers/leaders/administrators to capture the organizational aspect or perspective of GHRM. A minimal number of papers (11%) integrated both the individual and organizational levels of GHRM assessment, while only one study (Markey et al., 2015) focused on the industry level. In addition to the reliance on individual-level studies, most studies were quantitative, and the authors relied on questionnaires for data collection. Many authors prefer to use partial least square structural equation modelling (PLS-SEM) as the data analysis method (43.75%), confirming the growing popularity of this estimation technique. Multilevel designs are still rare in GHRM studies. Tanova and Bayighomog (2022) report that only 8.33% of the studies were multilevel and used multilevel regressions. Al-Hawari et al. (2021) and Luu (2018) are exceptions. The context must be considered when studying and practising HRM, an applied subject. This is especially important if we want to analyse global GHRM from an international standpoint. At a global level, we must consider various contextual factors that shape HRM practices. These factors are grouped by Malik et al. (2022) into three categories: macro, meso, and micro level impacts. The form and scope of HRM practices are collectively shaped by various factors, including the

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regionalization of economies, national business systems, industry, global multinational enterprises (MNEs), and individual-level predispositions (Malik et al., 2022). HRM systems impact the whole organization, and all the members of the organization are exposed to the same system. Thus, the HRM system is an organizational-level construct that influences outcomes at the enterprise, unit, and individual levels of analysis. Due to its multilevel nature, there is a need for theoretical and empirical models that consider the different levels to effectively understand the relationships between HRM systems and various outcomes (Shen et al., 2018). According to Aguinis and Molina-Azorín (2015), understanding the impact of HRM policies and practices requires an examination of bottom-up (i.e. individual influences on the firm) as well as top-down (i.e. firm influences on the individual) effects. Thus, empirical research faces unique challenges because processes occur at different levels of analysis, and these multilevel processes must be considered simultaneously. Although it is necessary to understand how HRM systems simultaneously impact organizations and individuals, most empirical studies of HRM have been conducted at a single level of analysis. One of the reasons for this is the lack of theorization of the hierarchical nature of HRM practices (Shen et al., 2018). When researching how the global context influences GHRM, we must recognize that employees are nested in higher-level collectives such as their teams, companies, and communities. We must account that individuals within the same organization are not independent of one another, as is assumed by many analysis techniques such as regression. However, they share similarities in how their organization implements GHRM training, performance management systems that consider green behaviour or results, or incentive systems. Similarly, organizations within an industry or operating within a country will be influenced by industrylevel or country-level factors such as industry standards, cultural values, or national laws. Even countries that are part of economic blocks will be exposed to similar systems. Collecting data from individual employees without considering that our sample may include employees from several organizations would not allow us to consider how the organizational policies influence their responses. If we conduct research on the HRM

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policies of organizations but ignore the country, we would be taking a very objective or mechanistic approach that ignores cultural factors that may influence the outcomes of a policy. Qualitative designs are underrepresented in the literature. Qualitative studies generally rely on interview content analysis (e.g. Harvey et al., 2013). However, the use of mixed methods is praised for methodological pluralism, as it taps into a diversity of results that would be impossible to achieve with monomethod designs (Molina-Azorin, 2012). Only Pham et al. (2019) used a mixed-method design by supplementing field studies with semistructured and in-depth interviews with managers and employees.

Discussion Contextual Domain How transferrable HRM policies are from one setting to another is a crucial subject in HRM research. The best-fit approach contends that there must be a connection between the organization strategy and the decisions it makes regarding HRM practices, contrary to the best practice approach, which assumes that some HRM practices, such as careful recruitment and selection for staffing, extensive training, rewards contingent on performance, information sharing, and participation, are applicable in any context (Huselid, 1995). HRM may also need to be conducted differently depending on the cultural setting. As a result, we can conceptualize GHRM in a similar way. It may not be appropriate to prescribe a set of GHRM practices, such as “considering green talent when recruiting personnel” or “performance assessment taking the ecofriendly behaviours into consideration” without taking the setting in which an organization operates into consideration. Thus, the issue of how well GHRM procedures fit within the organization’s setting may need to be considered. Various public views about sustainability and environmental challenges may be explored via research conducted in various contexts,

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cultures, and economic, social, and geographic factors. This is a significant comparative HRM and comparative GHRM strength. The environment should not only serve as a backdrop for the research but also be used to analyse the particular circumstances under which GHRM is being applied. The context is important. While incorporating models that extend past models by including new mediators, moderators, and outcomes may appear to add to the overall GHRM literature, we feel that studies that provide a better knowledge of the local circumstances for effective GHRM implementation are also needed. Many businesses and locations will have varying levels of GHRM awareness and implementation. As a result, studies should include information about the prevalence of GHRM adoption in the businesses, industries, and geographies where they are performed.

Strategic Domain According to the strategic HRM literature, there must be a relationship between HRM practices and the firm’s overall strategy (Schuler & Jackson, 1987). For example, if a company aims to acquire a competitive advantage by focusing on low cost, HRM must support this by adopting suitable HR practices related to HR activities. If, on the other hand, a company’s objective is differentiation, which would be to provide unique services or acquire a competitive edge through greater quality, it must employ a matching set of HR practices to this strategy. It is not only necessary to link strategy and HR practices through a vertical fit but also important that HR functions complement each other through a horizontal fit. To contribute to environmental sustainability, HRM must be viewed as a cohesive system connecting the HR functions of recruitment, selection, training, performance management, and pay systems. Simultaneously, HR must retain a strong relationship to company strategies. Rather than implementing multiple existing GHRM practices for HR activities without a coherent plan, firms must set their environmental sustainability objectives and devise strategies to accomplish these objectives.

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Using the resource-based view perspective, HR must assist top management in determining the optimal strategic option based on the unique resources available. The resources that will allow sustained competitive advantage will be valuable, difficult to imitate, and rare. Furthermore, the company should be able to organize to take advantage of these resources. Additionally, HR must implement consistent processes that complement the company goal. Furthermore, the distance between what an organization aims to achieve with its GHRM policies and the actual practices executed by units, as well as how employees perceive them, may be rather large (Piening et al., 2014). Employees will make attributions to the policies and practices that the company implements related to GHRM. When a corporation mandates that no paper be wasted, employees may credit this to genuine care for the environment, or they may regard it as a cost-cutting strategy disguised as a green policy. GHRM researchers should adopt a more critical approach. In reality, many businesses may pretend to be engaged in environmental management to build their brand. Greenwashing occurs when businesses appear to be environmentally responsible in order to deceive the public and their stakeholders. There was no mention of the issue of greenwashing by organizations in the papers we analysed. As researchers, we must go deeper than the surface level of particular statements or programmes that companies claim to have in place. Studies should be conducted to determine how workers perceive the legitimacy of their businesses’ environmental management claims and how this may impact employee attitudes.

Conclusion The importance and urgency of environmental issues have led policymakers, practitioners, and scholars to focus on environmental issues. Integrating these concerns into organizational strategies has propelled GHRM as a tool for practitioners and an area of study for scholars. However, some of the lessons we have learned related to HRM, in general, should also guide us in comprehensive GHRM research. The

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GHRM literature, albeit nascent, already indicates shortcomings, such as a lack of parsimony, coherence, or consistency. Some emerging concerns include research by convenience, the pull from some journal editors to indicate their outlet’s ecological-friendly orientation, or the push from scholars to follow a bandwagon that maximizes the chances of publications. These issues, which we refer to as “academic greenwashing ”, reduce the resulting academic efforts to mere cosmetic ones rather than fundamental ones and will miss the opportunity to comprehensively provide an ontological and epistemological contribution to the GHRM body of knowledge. Looking at the general HRM literature, the application and implementation of different GHRM choices are contingent on (1) national culture and context, including norms, institutions, and industry structure; (2) interorganizational contingent factors such as structure, ownership, and life cycle; and (3) intraorganizational strategies such as cost leadership versus differentiation or whether the organization is acting as a defender versus prospector of ecological agenda (Budhwar & Debrah, 2005). Another debate germane in the general HRM literature that can emerge in the GHRM research is the universalist versus the contextspecific approach, as some may advocate for a universalist perspective considering the macrocosmic dimension of the environment as our commonplace, and others support the relevance of regionalization and specific attributes. The development of a programmatic theory would “prune the theoretical landscape” (Aguinis et al., 2022, p. 1671) of GHRM by providing a parsimonious and coherently explanatory framework of all unit theories employed in the GHRM literature that tap into various sets of disciplines, philosophical foundations, and research streams to deepen our understanding (Ren et al., 2018). A programmatic theory will also constitute the foundation of rigorous methodological canons incorporating multimethod and multilevel studies, theoretically driven measurements, and generating trustworthy empirical findings. This echoes the call for a multimethod approach in the study of GHRM (e.g. Paulet et al., 2021; Pham et al., 2019; Ren et al., 2018; Tanova & Bayighomog, 2022; Yong et al., 2019). Tanova and Bayighomog (2022) underscored that less scholarly attention is placed on the business case for GHRM.

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They urged the academic community to rethink the practical relevance of GHRM research in a way that reflects the reality of the context and the environmental challenges where the studies are carried out. We corroborate with them that such efforts are necessary to reduce the practiceresearch gap in GHRM called for by Renwick et al. (2013). However, these scholarly efforts will have significant practical relevance unless the necessary theoretical, philosophical, and methodological toolkits are improved. The field may be nascent, but it is old enough to address these issues. The academic community, practitioners, and policymakers need it, and the planet deserves it.

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roadblock or a revitalisation? Asia Pacific Journal of Human Resources 59 (2), 159–183. https://doi.org/10.1111/1744-7941.12285 Pham, N. T., Tuckova, Z., & Jabbour, C. J. C. (2019). Greening the hospitality industry: How do green human resource management practices influence organizational citizenship behavior in hotels? A mixed-methods study. Tourism Management, 72, 386–399. https://doi.org/10.1016/j.tou rman.2018.12.008 Piening, E. P., Baluch, A. M., & Ridder, H.-G. (2014). Mind the intendedimplemented gap: Understanding employees’ perceptions of HRM. Human Resource Management, 53(4), 545–567. https://doi.org/10.1002/hrm.21605 Ren, S., Tang, G., & Jackson, S. E. (2018). Green human resource management research in emergence: A review and future directions. Asia Pacific Journal of Management, 35 (3), 769–803. https://doi.org/10.1007/s10490017-9532-1 Renwick, D., Redman, T., & Maguire, S. (2008). Green HRM: A review, process model, and research agenda. University of Sheffield Management School Discussion Paper, 1(1), 1–46. Renwick, D. W. S., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15 (1), 1–14. https://doi.org/10.1111/j.1468-2370.2011.003 28.x Rubel, M. R. B., Kee, D. M. H., & Rimi, N. N. (2021). The influence of green HRM practices on green service behaviors: The mediating effect of green knowledge sharing. Employee Relations. https://doi.org/10.1108/ER04-2020-0163 Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. Academy of Management Perspectives, 1(3), 207–219. Shen, J., Messersmith, J. G., & Jiang, K. (2018). Advancing human resource management scholarship through multilevel modelling. The International Journal of Human Resource Management, 29 (2), 227–238. https://doi.org/ 10.1080/09585192.2017.1331622 Tang, G., Chen, Y., Jiang, Y., Paille, P., & Jia, J. (2018). Green human resource management practices: Scale development and validity. Asia Pacific Journal of Human Resources. https://doi.org/10.1111/1744-7941.12147 Tanova, C., & Bayighomog, S. W. (2022). Green human resource management in service industries: The construct, antecedents, consequences, and outlook. The Service Industries Journal, 42(5–6), 412–452. https://doi.org/10.1080/ 02642069.2022.2045279

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Yong, J. Y., Yusliza, M.-Y., & Fawehinmi, O. O. (2019). Green human resource management: A systematic literature review from 2007 to 2019. Benchmarking: An International Journal , 27 (7), 2005–2027. https://doi.org/10. 1108/BIJ-12-2018-0438 Yusliza, M.-Y., Norazmi, N. A., Jabbour, C. J. C., Fernando, Y., Fawehinmi, O., & Seles, B. M. R. P. (2019). Top management commitment, corporate social responsibility and green human resource management: A Malaysian study. Benchmarking: An International Journal , 26 (6), 2051–2078. https:// doi.org/10.1108/BIJ-09-2018-0283 Yusliza, M.-Y., Othman, N. Z., & Jabbour, C. J. C. (2017). Deciphering the implementation of green human resource management in an emerging economy. Journal of Management Development, 36 (10), 1230–1246. https:/ /doi.org/10.1108/JMD-01-2017-0027 Yusoff, Y. M., Nejati, M., Kee, D. M. H., & Amran, A. (2020). Linking green human resource management practices to environmental performance in hotel industry. Global Business Review, 21(3), 663–680. https://doi.org/10. 1177/0972150918779294

3 Greening China, Malaysia, and Pakistan Through Deploying Green HR Practices to Spur Environmental Sustainability: A Systematic Literature Review Shumaila Naz and Syed Arslan Haider

Introduction Several scholars are inclined toward environmental protection by investigating emerging constructs, such as green mindfulness (Xie et al., 2019; Ho et al., 2022), green innovation (Arici & Uysal, 2022; Munawar et al., 2022), environmental knowledge and awareness (Bombiak, 2020), environmental sustainability (Sathasivam et al., 2021), and green HRM practices (Yong et al., 2020b). According to the investigation by Paulet et al. (2021), GHRM occurs both as a stand-alone field of focus and a subset of the sustainable HRM field. It is the strategy of a company that has the ability to reduce its environmental footprint and focus on S. Naz (B) Lahore Business School, University of Lahore, Lahore, Pakistan e-mail: [email protected] S. A. Haider Department of Management, Sunway University Business School, Subang Jaya, Malaysia © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_3

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sustainability development (Yong et al., 2020a). Yong et al., (2020a) further added that green HRM has been a central focus of attention since 2007, and a substantial point in the subject started in 2016 and is still in progress. To date, a significant number of studies have been conducted on GHRM in both developing and developed countries at several levels. Prior literature suggests that businesses have shifted to eco-friendly environmental practices at all levels of operations to attain excellence in organizational performance and environmental sustainability (Dubey et al., 2017). Top management focuses on conserving the possessions of natural ecosystems as an important priority of the business field. At present, organizations are involved in escalating rivalry, and management demands to keep discovering creative ways to optimize the central resources of the organization. It is one of the components of fostering performance sustainability and the execution of policies in HR (Sheehan, 2014). However, HR is regarded as a keen advantage for the success of the company, and a substantial role is served by HR in the performance of any firm, which leads to efficient utilization of resources along with sustainability in performance (El-Kassar & Singh, 2019). Eco-friendly actions that can improve operations of business, social, environmental, and financial aspects are vital to balance resource consumption and economic growth (Zahoor et al., 2022). Studies on green practices (GP) are increasing due to the rapid depletion of natural resources because of the increasing growth and pollution of industries. Such processes are assumed to lead to operational development, increased environmental performance, competitive advantage, and economic gain (El-Kassar & Singh, 2019). Recently, researchers have argued that managers and policymakers are shielding the natural world and its resources for later generations as an urgent need (Pinzone et al., 2016). Green HRM is defined as HRM undertakings that foster positive consequences for the environment (Dumont et al., 2017; Kramar, 2014). Studies on GHRM workplace practices (Renwick et al., 2013) and voluntary workplace green behaviors (Kim et al., 2017) aim to aim organizations to reduce emissions and increase the recycling process so that organizations reduce the impact of climate change by reducing work-obsessed pollution and energy optimization (Rafiq et al., 2022). In Malaysia, solid waste (80%)

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is disposed of in landfills (Yong et al., 2016). The major contribution to both economic and environmental challenges is due to the mismanagement of food waste (Sharma et al., 2021; Yong et al., 2016). GHRM is contributing to handling this mismanagement to increase the sustainability of the environment. In the Pakistani context, the manufacturing industry disclosed the influence of ethical leadership on GHRM practices that improve sustainability. One of the surveys related to the society of HRM (2011) exposed that two-thirds of firms are involved in the creativities of environmental sustainability, and over 85% of firms reported environmental sustainability efforts (Wiernik et al., 2016). Thus, GHRM practices can aid the progress of organizational green performance (Dumont et al., 2017). According to Amrutha and Geetha (2020), highly populated Asian countries such as India, Malaysia, and China have significant scholarly research in green HRM, which explores better ways of avoiding pollution and health-related problems to ensure sustainability. In the Malaysian context, Khan et al. (2020) found a significant direct positive relationship between green HRM and sustainable performance in 248 ISO 14001-certified Malaysian manufacturing firms. The direct relationship between green HRM and sustainability has been extensively researched, and interestingly, the majority of studies have been conducted in emerging economies such as Malaysia (Khan et al., 2020). Furthermore, some scholars have explored corporate social responsibility (CSR), where environmental components appear to be the most examined (Sohail et al., 2020), while others have highlighted GHRM as an evolving trend that has received insufficient attention (Dumont et al., 2017). Since human activities in businesses are a major cause of environmental degradation, recent studies have found that employee behavior has a significant contribution to organizational environmental performance (Norton et al., 2017). Others have argued that pro-environmental behavior in the workplace has significant implications for environmental fortification (Inoue & Alfaro-Barrantes, 2015). GHRM activities in businesses aid in cutting down on resource use, which saves money and boosts the company’s public profile (Dumont et al., 2017; Wehrmeyer, 1996). Because of this, those who care about the environment finally realized that taking care of the environment makes financial sense

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(Norton et al., 2017). The motivation behind this kind of study is to respond to the request for research that uncovered global challenges, such as climate change, issued by the 20th editorial team of the Academy of Management Journal (George et al., 2016). The United Nations has set climate change as a sustainable development goals (SDGs). Asian countries are taking deliberate measures to be on board to achieve these set goals; therefore, we choose Asian countries, namely, China, Malaysia, and Pakistan. The purpose of the research is not to produce a theory but to glitter existing theories and practices in the field of GHRM. By doing so, the chapter reviews the literature across three Asian countries, including China, Malaysia, and Pakistan, to explore their GHRM practices and how they contribute to environmental sustainability. We selected these countries for our study because very few studies are available that discuss green HRM practices in all three countries, and it is suggested that they be studied in detail due to their wider popularity (Dumont et al., 2017). The publication of Walter Wehrmeyer (1996) entitled “Greening people: Human Resources and Environmental Management” is an absolute opening of research on the amalgamation of environmental matters into HRM practices. In recent years, interest in the domain of GHRM has significantly grown. It is an exotic area of study in the field of research supported by many literatures. Nevertheless, it is worth noting that the recent era of growth brightened by Amrutha and Geetha (2020) was only probable through the study by Renwick et al. (2013) and the research printed in the 2010s by a large group of researchers. Recent years have seen a proliferation of literature evaluations on GHRM, all of which emphasize the need for further study in this area (Tuan, 2022). Some use a more methodical approach (Amrutha & Geetha, 2020), while others take a more narrative approach (Ahmad, 2015; Bratton & Bratton, 2015; Ciocirlan, 2018; Ren et al., 2018). Other research has focused on certain methods. Specifically, employee recruitment and selection (Pham & Paillé, 2020), environment training (Jabbour et al., 2013), and employee empowerment (Tariq et al., 2016). Three collaborative books have been devoted to the subject (Bányai, 2019; Jackson et al., 2012; Renwick, 2018). While some researchers are approaching conceptual maturity, the

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full empirical potential of other researchers’ novel constructs has yet to be realized. The structure of the chapter is sequenced as follows. The next section discusses a comprehensive description of previous research and theories in the field of green HRM. The literature section is followed by the methodology, results, and analysis. Furthermore, the discussion section entails implications, and at the end, the conclusion is written.

Literature Review Sustainability In recent years, there has been an increase in research that attempts to draw connections between human resource management, sustainability, and environmental management. Scholars have analyzed the sustainability reports of the 250 largest companies in the world (Kramar, 2014; Pfeffer, 2010) according to Forbes, and their findings disprove two common myths about these businesses: (1) that they report less on decent work and labor than on environmental indicators and (2) that they focus more on environmental issues than human ones in their sustainability efforts (Ehnert et al., 2016). Sustainability is something that businesses must do in their environments to have long-term access to skilled human resources (Müller-Christ & Remer, 1999). Sustainability refers to the development, renewal, and regeneration of resources that impacts environmental sustainability directly. Green HRM can add value to environmental sustainability and social responsibility through the triple bottom line of economic, social, and environmental layers (LopezCabrales & Valle-Cabrera, 2020). The European HR Barometer study’s qualitative data showed that, in contrast to the aforementioned literature on GHRM, top managers tend to disregard environmental obligations as a facet of sustainable HRM (Jarlstrom et al., 2016). Only the change champion and service positioner jobs were found to have a substantial relationship to GHRM practices in a separate poll of Malaysian HR practitioners (Yong & Mohd-Yusoff, 2016).

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Sustainable Development Goals and GHRM Paulet et al. (2021) claims that global climate alteration operates in firm settings such as those that are supposed to be accountable for causing environmental damage. Organizations can take measures to make the future more feasible both environmentally and socially (Stahl et al., 2020). One option is to attain the SDGs defined by the United Nations. GHRM is a way to reach goals. One goal of GHRM is to deliver organizations to diminish their environmental influence with the resources needed to mature their environmental competencies of employees and allow their employees to handle the challenges of climate change (Liu et al., 2022). Key components are mentioned, such as employee education and training on environmental problems (Yafi et al., 2021). Since they are considered to be important tools in the battle against climate change, it is essential to acquire technical competence, cultivate environmental skills, and make use of tacit knowledge (Idrees et al., 2023). If that is the case, then GHRM is in line with the SDGs straightforwardly. One further thing GHRM does is provide workers with the tools they need to incorporate environmental concerns into their everyday work, no matter how basic or complicated those concerns may be (Aust et al., 2020). By helping businesses fix the environmental harm caused by their operations, GHRM is an effective tool in the battle against climate change (Ghauri & Cooke, 2022).

Supporting Theories in GHRM Some scholars suggest that the analytical and theoretical framework for GHRM has yet to emerge. System theory, institutional theory, process theory, resource-based theory, and AMO theory are only some of the theoretical lenses that may be used for GHRM topics (Arulrajah & Opatha, 2016). Much more attention is being paid to the theoretical effects of organizational citizenship behavior (OCB) on the environment (Pinzone et al., 2016). Environmental sustainability has its roots in resource-based theory and business networks in interactions grounded in social network theory, as detailed in several recent studies of managers,

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CEOs, and MDs in UK and New Zealand businesses (Akhtar et al., 2018). Considering that an environmentally specific style of servant leadership affects the green outcome (Robertson & Barling, 2017) and in studies of behavioral and attitudinal employees’ reactions to perceived GHRM to comprehend the reactions of the employee to perceived CSR, servant leadership theory has been emphasized for predicting sustainability actions (Dumont et al., 2017; Sohail et al., 2020). There are three primary theories in environmental psychology that encourage environmentally friendly conduct at work: the theory of planned behavior, the theory of reasoned action, and the value belief norm theory (Inoue & Alfaro-Barrantes, 2015). However, theories such as expectation value theory, stress theory, eco-feminist theory, the social dilemma framework, transformational leadership theory, and cognitive action theory are employed far less often (Inoue & Alfaro-Barrantes, 2015). Natural resource-based theory (Alt & Spitzeck, 2016), open system theory, and the notion of line of sight are more theories that relate to environmental sustainability (Buller & McEvoy, 2016).

Environmental Knowledge, Green Innovation, Green Mindfulness Environmental knowledge emphasizes the familiarity of a person with the issues of environmental influence and collective responsibility and appreciation (Fatoki, 2019). It is argued that a lack of knowledge is considered a barrier to GHRM (Tuan, 2022). In this context, Bombiak (2020) suggested that it is important to have knowledge of the circumstance that Polish managers continue to be insecure about the advantages of environmental practices in HR functions, which might be the creation of insufficient environmental knowledge (EK). The level of (EK) organizational leadership regulates environmental sustainability. Hence, a lack of or limited EK is inclined to ignore the execution of green creativities such as GHRM practices. Green innovation refers to innovation that decreases the impacts on the environment by achieving organizational goals and attaining benefits for the environment (Arici & Uysal, 2022). Past studies have found

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that HRM can increase the knowledge, skills, and abilities of employees, which results in the promotion of corporate products and innovation (Munawar et al., 2022). A high level of sensitivity and environmental ability of employees can result in more creative and novel ideas for environmental management that result in green innovation for the company. Therefore, organizations should hire people who can participate in the practice of the environment to withstand green innovation (Renwick et al., 2013). Chowhan (2016) argued that organizational involvement practices and training could give workers chances to gain skills and knowledge to raise the creativity of innovation. When organizations emphasize green involvement and training, their employees acquire environmental skills and knowledge (Munawar et al., 2022). It can also boost ideas of green process innovation and green production (Xie et al., 2019). Employees can understand environmental issues by applying green training, and they are more involved in green innovation activities. Additionally, a green environment not only increases the green behaviors of employees but also enhances their green knowledge and skills (DuBois & Dubois, 2012), hence enhancing green innovation. Another benefit of green knowledge is that green performance and practices related to compensation align the behaviors of employees with the goals of the environment and organization (Pinzone et al., 2016). Despite this, green innovation is an aspect that is directly linked to environmental challenges. Management of green performance is an active strategy to enhance employee environmental commitment (Renwick et al., 2013); hence, employees willfully engage in eco-friendly innovation. Moreover, an organizational climate for innovation can be created by incentivizing environmental efforts and novelty for green products (Curran & Walsworth, 2014). Last, the literature regarding HRM suggests that systems related to HRM have a significant influence on product innovation (Chowhan, 2016), which refers to the corresponding use of HR practices that can affect innovation compared to individual practices. Hence, there are three dimensions of GHRM practices in research that contribute to green innovation. Logically, GHRM practices can endorse skills, abilities, motivations, and opportunities in employees that enhance knowledge regarding green products or process innovation.

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The human propensity for responsiveness is imitated by mindfulness (Langer, 2000). Mindfulness plays an effective role in struggling to overcome negative recommendations of bandwagon occurrences and has important positive outcomes (Ho et al., 2022). Researchers have argued that mindfulness is an effective tool to reduce the unclear circumstances of greater ups and downs that have awful implications (Weick & Roberts, 1993). According to Langer (2000), mindfulness is a condition of lively restlessness of new information that is transferred and empowers employees to consider the ongoing establishment, learning, and change. To sustain experience, mindfulness is an important key in emerging circumstances. To work in impulsive conditions, organizations establish systematic processes in emerging mindfulness (Weick & Roberts, 1993). Prior studies have argued that mindfulness has a positive impact on innovative learning and thinking (Langer, 2000). For socially valid transactions, open mindfulness, flexibility, and mindful engagement are considered beneficial (Ho et al., 2022).

Research Methodology This extant research deploys a systematic literature review methodology to investigate the available literature on green HRM to summarize the results and make recommendations. The purpose of this study is to review the current knowledge on green HRM, classify it into various subfields (green innovation, green mindfulness, environmental knowledge, and environmental sustainability), and then suggest prospective new research directions. According to Ellegaard and Wallin (2015), bibliometric analysis “provides quantitative analysis of written publications.” This research benefitted from a variety of analytical software tools, such as SciMAT, BibExcel, and CiteSpace, that simplified the performance of bibliometric investigations (Moral-Muñoz et al., 2019). However, here, we used the R package tool, a collection of programs for correct publishing data processing (Dervi¸s, 2019). The bibliometric package is an open-source tool for conducting a full scientific recording and analysis of literature (Aria & Cuccurullo, 2017), which enables quantitative study in scientometrics and bibliometrics. The examination

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of the papers was supported by using two programs (VOSviewer version 1.6.18 and R studio version 4.2.2 software). The network of author collaborations and the links between GHRM topics were detected using VOSviewer, a tool useful for performing network analysis and graphing the results (Van Eck et al., 2017). The studies were created in R, a programming language for statistical analysis, and then visualized using VOSviewer. This bibliometric study includes four steps: time frame, database selection, article selection, and categorization of articles (Ellegaard & Wallin, 2015). For the review and evaluation process, journal articles, book chapters, and review papers with a publication date between the beginning of 2000 and the beginning of 2022 were evaluated. The total number of documents was 956; furthermore, Table 3.1 shows the key information about the data. To find recent and relevant material on Green HRM, the data were gathered from Scopus and Web of Science (WOS) databases. Among the publishers included in the gathered data were Emerald, Elsevier, Academic Press, Springer, Taylor and Francis, and others. Although every effort was made to incorporate as many relevant papers as possible, the authors of the current study make no claims that the database is comprehensive or all-inclusive. The information was collected on November 28, 2022. To locate relevant results, we combined Boolean operators with given terms (i.e., AND, OR). A narrowed search of this comprehensive list of terms (green human resource management OR green innovation OR green mindfulness OR environmental knowledge OR environmental sustainability) yielded 956 documents.

Research Findings An initial descriptive study is performed to demonstrate the early level of study on the topic. The purpose of this kind of descriptive research is to talk about the documents, their contents, and bibliographies, as well as their authors, affiliations, nations, sources, and sources. A systematic survey of the field as a whole is a stated goal of this initiative. As such, we included all document types that could be extracted. First, there is a paucity of literature in this domain; therefore, a simple keyword search of

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Table 3.1 Main information about data Description

Results

Timespan Sources (Journals Articles, Book Chapter, Review Paper) Documents Annual Growth Rate % Document Average Age Average citations per doc Author’s Keywords (DE) Authors Authors of single-authored docs Single-authored docs Co-Authors per Doc International coauthorships % DOCUMENT TYPES Article Book chapter Review

2000:2022 560 956 25.54 4.72 27.93 2851 3073 148 160 3.6 26.46 742 89 125

document titles may yield numerous significant scientific contributions. According to Table 3.1, between 2000 and 2022, 3073 writers produced 956 papers, the popular of which (742 articles) were published in journals, followed by 89 book chapters and 125 reviews from a variety of publications. The United States of America (USA) was found to have the highest total number of articles related to Green HRM (3620), while China ranked second with 2253. Figure 3.1 also shows the number of publications from India (1180) ranked in 3rd position, Italy (859) ranked in 4th position, Malaysia (747) ranked in 5th position, and Pakistan (371) ranked in 18th position. Based on the data shown by bibliometric analysis in Fig. 3.2, there are several variables that are near GHRM and are marked by large letters. Several studies have examined the effect or connection of these factors with GHRM. According to a bibliometric study, there are five primary subjects related to GHRM: sustainable development (464 frequency), human resource management (280 frequency), environmental protection (218 frequency), environmental sustainability (145 frequency), and climate change (116 frequency). The evolution of publications that have resulted from the authors’ joint work is also discussed. In the present study, the data filtration was

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Fig. 3.1 Number of documents published in terms of country (Source Authors’ computation)

Fig. 3.2 Trending Keywords used from 2000 to 2022 (Source Authors’ computation)

restricted to only those authors who had joint collaborations in at least two studies. This research shows that Jabbour CJC (10 publications, 1074 total citations), Hou D (6 publications, 391 total citations), Li S (6

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publications, 1108 total citations), Li X (6 publications, 193 total citations), and Wang Q (10 publications, 193 total citations) are the most prolific writers (6 publications and 60 total citations) (see Table 3.2). This research also examines the total amount of GHRM-related citations. We can see that Jabbour’s work has been cited 1108 times, making it the most cited of all time. Figure 3.3 also displays the titles of the articles most often mentioned in the context of GHRM. The work by Jabbour and de Sousa Jabbour (2016), titled “Green Human Resource Management and Green Supply Chain Management: Linking Two Emerging Agendas,” has received 672 citations, making it Table 3.2 Top 8 author publications and total citations No

Authors

Articles

Articles fractionalized

Total citations

1 2 3 4 5 6 7 8

Jabbour CJC Hou D Li S Li X Wang Q Li F Li J Li Z

10 6 6 6 6 5 5 5

4.45 1.74 1.31 2.38 1.16 0.9 1.1 0.72

1074 391 1108 193 60 129 339 72

Source Authors’ computation

Fig. 3.3 Authors’ Production over Time (Source Authors’ computation)

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the most-cited article on GHRM. The overarching goal of this research is to provide a consolidated framework for the link between GHRM and environmental knowledge to increase sustainability. The second study, by Dumont et al. (2017), has 615 citations and discusses how GHRM policies influence the green behavior of employees in the workplace. In this research, we take a hard look at the theory behind green HRM and how it might encourage eco-friendly practices in the workplace. The authors of this research start by defining metrics for green HRM, and then they draw from the literature on behavioral HRM, psychological climate, and the supplies-values fit theory. The study’s overarching goal is to analyze a theoretical framework that considers the connection between an individual’s own green ideals and the green environment in which they live. El-Kassar and Singh’s (2019) article ranks third with 528 citations. The need for businesses to gain a competitive edge while reducing both their economic and environmental impact inspired this research. This research builds and evaluates a unified model that defines and analyzes the interplay between green innovations, their antecedents, and the variables that aid in surmounting technical hurdles and influencing the performance and competitive advantage of enterprises. The top 10 journals are shown in Fig. 3.4, with most papers having been printed in the “International Journal of Environmental Research and Public Health,” which contains 46 documents and 505 citations. The Journal of Cleaner Production (37 documents, 2499 citations), Sustainability (37 documents, 601 citations), Science of the Total Environment (32 documents, 1162 citations) and Journal of Environmental Management (29 documents, 736 citations) and Environmental Science and Pollution Research (14 documents, 267 citations) comes in at number two and three, four and five. However, “Journal of Cleaner Production and Science of the Total Environment” are the top two most-cited journals in the arena of Green HRM.

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Fig. 3.4 Number of publications based on journals (Source Authors’ computation)

Discussion on GHRM and Suggestions Companies aim to attain sustainability and HR support by scheming an interactive system that links the gap between sustainable value and practices (de Souza Freitas et al., 2012). HR offers new opportunities for firms in regard to value creation, cost reduction, and attaining sustainability by implementing GHRM practices (Yong et al., 2020b). A systematic literature review was performed by Amrutha and Geetha (2020) that identified the present research gap in GHRM. They predicted the forthcoming green practices and requirements of social sustainability. Interestingly, the association between GHRM and sustainability has been examined, and the majority of research is available on developing economies, Malaysia (Khan et al., 2020; Sathasivam et al., 2021; Yong et al., 2020b) and Pakistan (Amjad et al., 2021). Organizations should adopt Green HRM to upturn their environmental sustainability (Arulrajah et al., 2016). GHRM practices are a new trend in adopting management and achieving sustainable performance of the firm (Al Kerdawy, 2019). Khan et al. (2020) examined the link between sustainable performance and GHRM in the Malaysian setting and discovered a substantial direct and positive association. Green recruiting and green training

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have a beneficial influence on sustainability, according to Yong et al., (2020b) investigation of the influence of GHRM practices on environmental sustainability in large Malaysian manufacturing organizations using resource-based theory. In the literature, (Sathasivam et al., 2021) identified qualitative research that looked at the knowledge and abilities of managers and employees at Malaysian electronic firms that are working toward environmental sustainability via the use of GHRM (recruitment, selection, training, performance appraisals, green rewards, and employee participation). In the Pakistani reference, Amjad et al., (2021) found that employee performance and environmental performance are meditating in relation to GHRM practices, including GHRM on organizational sustainability. Jamal et al. (2021) conducted a study targeting HR specialists employed in various industrial sectors of Pakistan. The study aimed to disclose the industrial aspect of the influence of GHRM practices on sustainability practices. In contrast, Malik et al. (2021) adopted the intellectual capital-based view theory and the resource-based view and found that two dimensions of GHRM (green reward and green recruitment and selection) are associated with the sustainability of 510 manufacturing companies. Although the literature endorses the proposition that GHRM practices are linked with various positive outcomes, its understanding is still rather rare (Carballo-Penela et al., 2022). Another study by Naz et al. (2022) postulated that GHRPs should be deployed in manufacturing firms to develop pro-environmental behaviors by sharing environmental knowledge. (Dumont et al., 2017) revealed the moderating role of individual green values in the relationship between psychological green climate and extra-role green behavior. However, another research stated that the 3-way collective impact on CSR, GHRM practices, and task performance of workers was positively substantial (Ho et al., 2022). On the other hand, an examination among various industry employees in Pakistan found that GHRM practices positively affect workers’ PEB, which is mediated by pro-environmental psychological capital (Saeed et al., 2019). In the Pakistan manufacturing industry, the investigation discloses a significant impact of ethical leadership on GHRM practices, extra-role green behavior, and in-role green behavior. Additionally, GHRM practices mediate the relationship

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between ethical leadership and role and extra-role green behaviors (Islam et al., 2020a, 2020b). From the above studies, it is crystal clear that indirect GHRM theory and practice tackle climatic changes through green initiatives of the organization, which suggests that GHRM might be important for humans, ecology, and our planet. This study portrays the manifestations of GHRM and significantly contributes to its literature by including green knowledge, green innovation, and environmental sustainability. It attempts to shed light on GHRM practices adopted in three countries, namely, Pakistan, China, and Malaysia. Future researchers can add more countries to see global practices adopted in various countries to see changes in HR practices due to cultural variations and facets. It also summarizes the theoretical support used in previous research in the domain of GHRM.

Implications for Human Resource Management • Managers should encourage the formation of green teams and employees’ participation in idea generation on reducing activities that may cause climate change. Employees should discuss and select the best ideas for contributing to environmental sustainability. • Environmentally friendly incentives, including both financial and nonfinancial incentives, must be planned by management. Organizations should deploy a reward system that recognizes green practices and initiatives to encourage more employee participation in the organization to bring green innovation and foster environmental sustainability. • The organization should adopt different measures to lessen the harmful effect of their activities on the environment and, in turn, improve sustainable performance. • Managers should hire those people who are likely to increase creativity without fearing failure in green innovation. • Companies should provide training to both newly hired and existing working employees to work in an eco-friendly environment and form green synergies to work together in groups.

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• Management should strategically plan for the long-term execution and benefits of green behavior practices in organizations. This will not only bring efficiency and effectiveness to the organization but also boost its employee productivity. • Organizations should determine the ways and methods to address economic issues by reducing ecological footprints.

Conclusion The study emphasized the need for involvement in the sustainability of the environment and the contribution of workers in this process. It brightened the role of GHRM practices in the induction of green behaviors among workers. Furthermore, GHRM has long-term benefits through creating environmental knowledge and green innovation. Therefore, strategic managers and business partners should facilitate the execution of GHRM practices across the organization. Top management should facilitate the organization with acceptable resources nonfinancially and financially to encourage employees to adopt green innovation and use their environmental knowledge for performing their job. They should be aware of their positive role toward environmental sustainability.

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4 Impact of Green HRM Practices on Employees’ Pro-Environmental Behaviour in the United Kingdom Olatunji David Adekoya, Hakeem Adeniyi Ajonbadi, and Chima Mordi

Introduction Over the years, irreversible climate changes, widespread environmental contamination, and growing resource scarcity have advanced at an alarming rate, leading to a growing concern for environmental sustainability (Saeed et al., 2019). Recently, organisations have faced increased economic, political, and social pressure to address environmental issues and enhance their environmental performance (Zibarras & Coan, 2015). This is related to the several global and political movements that have continued to emphasise the need to phase out resources, products, and O. D. Adekoya (B) College of Business, Technology and Engineering, Sheffield Hallam University, Sheffield, UK e-mail: [email protected] H. A. Ajonbadi Department of Management, Birmingham City Business School, Birmingham City University, Birmingham, UK e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_4

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practices that are environmentally harmful. One such movement is the recent COP26 international climate conference that took place in late 2021. It called for a review of the implementation of the Convention, the Kyoto Protocol, and the Paris Agreement, which aimed to ensure a global net zero by the middle of the century, agree on timeframes for emissions reduction targets, and establish mechanisms and standards for international carbon markets (Carver, 2022). Furthermore, while sustainable environmental policies are now crucial for determining an organisation’s reputation and competitive advantage (Paillé et al., 2014), many organisations see the value of including staff members in their efforts to improve sustainable performance through programmes that reduce waste and ensure effective use of energy and other resources (Davis et al., 2020; Ojo et al., 2022). Additionally, research contends that a significant problem for firms pursuing the goal of going green is ensuring that all employees are dedicated to this organisational purpose, irrespective of their position, and standing within the organisational hierarchy (Paillé & Valéau, 2021). Therefore, green HRM is one of the many resources businesses are using to proactively address environmental challenges, and it is being increasingly recognised as crucial for the effective implementation of green policies (Haddock-Millar et al., 2016; Renwick et al., 2013). Green HRM facilitates environmental management by coordinating HRM practices, including recruitment and selection, training and development, performance management, employee involvement and participation, and rewards and compensation for achieving the organisation’s environmental goals (Tang et al., 2018). More specifically, organisations and households are starting to bear the brunt of the increases in energy costs, given the rise in energy prices in the UK and several warnings from the government and industry experts of a continuous severe increase in energy prices (Musafer, 2022). C. Mordi College of Business, Arts, and Social Sciences, Brunel University London, Kingston Lane, Uxbridge, Middlesex, UK e-mail: [email protected]

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Regardless, the literature lacks sufficient information on the extent to which UK organisations employ HRM methods to encourage proenvironmental behaviour through workplace green HRM policies and programmes (Zibarras & Coan, 2015). Therefore, in this chapter, we investigate the impact of green HRM practices on employees’ proenvironmental behaviour in the UK. Using the quantitative method, we analyse the impact of (green) HRM practices, such as green recruitment, performance management, training and development, reward management, and empowerment on employees’ pro-environmental behaviours, including green commitment and organisational citizenship behaviour for the environment (OCBE). By investigating these issues, this study offers a significant contribution to the literature. Specifically, it contributes by investigating how green HRM practices, particularly in the UK—a developed country— influence employees’ pro-environmental behaviour. Furthermore, the majority of developed nations are primarily to blame for the catastrophe of global climate change, as research has linked economic growth to an increase in environmental degradation due to greater resource use in developed economies, despite having the resources to invest in cleaner fuel sources and emission-limiting technologies (Pacheco et al., 2018; Wang et al., 2020). This chapter is structured as follows: first, we provide some literature background on green HRM practices and employee pro-environmental behaviour. Thereafter, we provide details of the research methods used, followed by an analysis and presentation of the results. We conclude the chapter with the discussion and conclusions.

Literature Review Overview of Green HRM Practices For decades, pollution and environmental degradation have been ignored worldwide until recently, when the concern has shifted to environmental protection and going green as a strategic move for economies and organisations globally, leading to an increase in the interest in green HRM

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(Renwick et al., 2013). Considering that green HRM is a relatively new concept and still developing, businesses must fashion their processes and develop standards for assessing green behaviour that will promote their overall success. Green HRM is the byproduct of sustainable development and corporate sustainability (Haddock-Millar et al., 2016). It can be described as a combination of people-centred policies, procedures, and systems that encourage employees to adopt sustainable behaviours that will help the organisation become resourceful, socially responsible, and environmentally conscious (Uddin & Islam, 2016). It is the incorporation of environmental protection and management into human resource management to promote the economic and environmental sustainability of the firm. As such, it necessitates the recruitment of individuals who are environmentally conscious and eager to support ecological sustainability (Davis et al., 2020). Some of the components of green HRM include adopting ecologically sustainable initiatives and promoting a sustainability-conscious brand that promotes productivity, reduces costs, and improves employee satisfaction and retention rates (Saeed et al., 2019). With such initiatives, businesses can adopt novel concepts, such as carpooling, teleconferencing, virtual job interviews, waste recycling, telecommuting/ remote employment, and online training to lessen their carbon footprint (Lodovici, 2021). Environmental sustainability strategies have been heavily advocated within businesses as a response to the catastrophes brought on by climate change and how these changes progressively imperil the globe. According to Chaudhary (2019), the corporate sector, both its management and its workforce, play an essential role if the fight against climate change is to be won and advancements in the sustainability path are to be accomplished. Accordingly, every organisational function needs to be examined and modified to reflect sustainability and environmental “green” goals. Extant research has conceptualised the major green HRM practices and integrated them into all HRM functions, from entry to exit (Berber & Aleksi´c, 2016; Dakhan et al., 2020). Furthermore, according to Rani and Mishra (2014) and Jain and Jain (2014), green HRM

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includes both eco-friendly HR practices and the preservation of knowledge capital, recognising training and knowledge transfer as integral parts of the process. These practices are summarised into green recruitment and selection, green training and development, green performance management, green compensation and reward, green employee relations, and green exit. Green recruitment and selection is one of the green HRM practices that requires organisations to imbibe green objectives into their recruitment and selection criteria, process, and decision-making (Tang et al., 2018). Essentially, green hiring strategies reduce costs, save time, and reduce labour requirements. Berber and Aleksi´c (2016) concluded that paperless recruitment had a less negative environmental impact than traditional hiring, which requires job applicants to generate several copies of recruitment documents. Green practices in recruitment are beneficial for promoting a green image as the organisation’s brand, using this image to attract and recruit environmentally conscious talents by incorporating sustainability considerations into roles and job descriptions, and testing recruits on their environmental values and knowledge (Labella-Fernandez & Martinez-del-Rio, 2019). Green training and development initiatives are programmes set up to educate staff members about their responsibility to protect and conserve the environment (Zibarras & Coan, 2015). It improves staff environmental awareness and knowledge and consists of giving employees specialised instruction on subjects, such as recycling procedures, waste management, or process redesign; establishing training courses on sectorspecific environmental concerns to increase awareness of the effect of the organisation’s sustainability activities (Tang et al., 2018); creating training courses to promote preventative measures; and encouraging staff to put the training into practice (Renwick et al., 2013). Green performance management also stands out as a crucial green strategy where organisations work with employees to define environmental goals and objectives and then assess each employee’s performance in relation to the goals (Davis et al., 2020). These targets should be stated in the job description during the recruitment process and regularly updated over time. Organisations often use green compensation

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and rewards as a tool to encourage employees to adopt green practices and recognise the efforts of those employees who accomplish the green targets (Deshwal, 2015). A green compensation system includes monetary and nonmonetary incentives. It encourages employees who meet their sustainability targets and facilitates green employee innovation (Pellegrini et al., 2018). Financial incentives for meeting environmental goals, recognition-based prizes such as merit awards or certificates for environmental actions, and other noncash advantages such as time off and gift cards, and other green benefits are some of the rewards that green organisations integrate into their reward system (Renwick et al., 2016; Tang et al., 2018). In addition, green employee relations promote interactions between employees and employers to sustain improved efficiency (Saeed et al., 2019). Increased employee engagement and participative leadership will improve green behaviour (Renwick et al., 2013). To foster a climate that supports green innovation and feedback from and to employees, management is expected to hold everyone accountable for their environmental behaviour (Mehrajunnisa et al., 2022). In conclusion, the aforementioned green HRM practices have been shown to promote eco-friendly or pro-environmental behaviour among employees in cases where employees are empowered and motivated to take opportunities that allow them to practice green activities (Roscoe et al., 2019).

Green HRM and Pro-Environmental Behaviour Every action taken to protect the environment, whether carried out publicly or privately, is considered pro-environmental behaviour (Hadler & Haller, 2011). It is a collective of people’s activities, habits, and behaviours that show personal awareness and consideration of how the environment is affected by their actions and inactions (Paillé & Valéau, 2021; Saeed et al., 2019). Typical pro-environmental behaviours (PEBs) include recycling domestic waste and adapting to the effects of climate change by promoting green purchases, using less water and energy, and participating in environmental movements. Essentially, Carman and Zint (2020) indicate that adopting pro-environmental

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behaviours can help promote environmental sustainability by enabling people to adapt to climate change. In addition to environmental considerations, several other factors influence individual behaviours (Steg & Vlek, 2009). Notably, Steg and De Groot (2012) conceptualised the different values exhibited by individuals who may inform their pro-environmental behaviour: biospheric values (concern for the preservation of nature and the environment), altruistic values (care for the welfare of others), egoistic values (preservation of one’s own property), and hedonic values (centred on maximising personal pleasure and minimising effort expended). While exhibiting pro-environmental behaviour is typically advantageous for the environment, it usually involves unplanned personal costs, which could be a deterrent for most people (Steg & Vlek, 2009). Thus, establishing positive improvements in the circumstances under which pro-environmental decisions are made may boost individual behaviour and make such options more appealing when they may appear challenging. Labella-Fernandez and Martinez-del-Rio (2019) demonstrated how green HRM might help the world achieve the twelfth Sustainable Development Goal: “Ensuring sustainable consumption and production patterns”. This can be achieved by incorporating a bottom-up approach, i.e. by promoting employee pro-environmental behaviour using green HRM. Similarly, Dakhan et al. (2020) concluded that adopting green HRM practices by a company has a favourable effect on its employees’ pro-environmental behaviour. Their study suggested that female environmental behaviour was highly impactful as a mediator for PEB. Additionally, Tseng et al.’s (2013) study contends that including green activities in employees’ job duties motivates them to form eco-friendly habits and promotes environmentally responsible behaviour; this is in addition to the possibility that incentives and rewards may also encourage these behaviours. Moreover, using the AMO (abilities, motivation, and opportunity) work system theory, Renwick et al. (2013) also concluded that businesses can achieve their sustainability goals by practising green HRM together with continuous employee performance assessment and feedback. These conclusions guide our first hypothesis:

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H 1 : Green HRM is positively related to employees’ pro-environmental behaviours.

Cheng and Wu (2015) investigated the relationship between employee pro-environmental conduct and their awareness of environmental issues. Their findings show that an employee’s pro-environmental behaviour is determined by their degree of environmental awareness. Therefore, it follows that as their knowledge of climate issues grows, employees will take part in green efforts to a greater level. Additionally, Sharma and Agarwal (2021) agree that environmental issues have grown to be of the utmost importance, adding that green HRM adoption can both lessen environmental problems and boost employee satisfaction. They conducted a study to investigate how green HRM affects employee performance, organisational commitment, and job satisfaction in the banking industry, concluding that while adopting different green HRM practices influences organisational commitment, there is no significant correlation between organisational commitment and employee job satisfaction. The conclusions of Cherian and Jacob (2012) show that adopting best practices directly encourages commitment from workers and that stimulating conversations on green training and development can create a culture that promotes employee commitment to the organisation. Their research examines the impact of various green HRM practices (e.g. green reward, green organisation, and green training), establishing the argument that social exchange theory can offer comprehensive knowledge for influencing employees’ commitment to the business. Furthermore, in their study, Bajwa et al. (2019) suggest that corporate executives should use green initiatives to promote sustainable business practices and boost employee commitment. With the implementation of the green concept, HR managers can play a significant part in the successful execution of environmental strategy, creating an organisational framework for green HRM and continuous business improvement. The study concludes that while green HRM is still a new ideal, rising climate need has compelled organisations to adopt this philosophy by creating awareness, training employees, and creating green workplace environments that can help organisations reduce costs and improve profitability.

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Thus, it attracts green employees and increases employees’ pride in the organisation while promoting employee commitment to organisational goals. Thus, the second hypothesis of this study is as follows: H 2 : Green HRM is positively related to employees’ green commitment.

Organisational citizenship behaviour towards the environment (OCBE) among employees may be a key factor in the adoption of green HRM practices in firms (Silvester et al., 2019). Green HRM strategies are projected to be utilised to build organisations that prioritise environmental challenges, concentrate on human resources, hire personnel with in-depth environmental expertise, and provide rewards and compensation. The study concluded that there is a strong correlation between green HRM practices and OCBE among employees, with a focus on green reward and compensation, which has the greatest impact on OCBE. Further findings from Mohammad et al. (2020) suggest that green HRM positively affects green passion and OCBE. Accordingly, the final hypothesis of the study is as follows: H 3 : Green HRM is positively related to employees’ organisational citizenship behaviour for the environment (OCBE).

In summary, green HRM is an environmentally conscious branding exhibited by firms. Organisations that appear to adopt green practices are more attractive to both investors and employees alike, thus creating opportunities for competitive advantage. Therefore, they are likely to attract key talent from the talent pool before their “nongreen” competitors, ensuring their productivity and further promoting their reputation. Profitability is also increased because it is the preferred option for green investors and receives various nonfinancial advantages from the global market. This shows that adopting green HRM practices in the workplace is rapidly becoming an invaluable strategic step for businesses to take. This is in addition to the fact that such actions are beneficial for the environment and ensure that we leave a better world for future generations.

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Methods Sample and Data Collection Procedures The present study is based on data collected from employees across different industries in the UK. We focus on the UK context, given the unique features that are related to developed and industrialised countries, such as the UK. For instance, the UK is reported to have high levels of environmental quality, social engagement, and personal security, as well as a considerable chance for interaction with civic society, where it particularly excelled among industrialised countries (Arnett, 2013). Being a developed country, the UK is well known to have policies and practices aimed at reducing the use of energy, water, and other resources, minimising waste by reducing, reusing, and recycling methods, and complying with all relevant environmental legislation to attain environmental sustainability. These and many other initiatives are all embedded in the government’s 25-year plan to improve the environment (HM Government, 2018). Moreover, the UK is committed to implementing the United Nations Sustainable Development Goals (SDGs) and the 2030 Agenda at home and around the world. Numerous sources emphasise the integrated and indivisible nature of the SDGs despite taking policy prioritisation into account. As a result, the UK wants to equally address all 17 goals (ONS, 2017). Against this backdrop, it is important to investigate how green HRM practices in the UK influence employees’ pro-environmental behaviour. We aimed to collect data from individuals who have knowledge of green HRM practices and initiatives in organisations where these are practised. This led to a sample size of 112 valid responses. Data were collected through Google Forms to create surveys, and the link to the survey and the informed consent was sent to the participants online (via emails and social media). We adopted the snowballing sampling technique by depending on the referrals of our initial contacts who were among our personal network (Saunders et al., 2019). We sampled 68 male and 44 female participants, aged between 19 and 48, across different industries in the UK.

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Data Analysis and Measurement Scales We used an inferential statistic to analyse the survey data in accordance with the quantitative approach used in this study. Inferential statistics enable the use and study of samples to ensure that they are generalisable to the population from which they were collected. As a result, it permits the researcher to draw conclusions about the sample taken from the population (Bryman et al., 2018). Inferential statistics are used to test the statistical hypotheses, even though it is not expected that the sample will be completely error-free or accurately represent the population due to naturally occurring sampling errors (Kumar, 2019). Regression analysis was used primarily as the inferential statistical analysis to examine and comprehend the relationships between two or more variables (Creswell & Creswell, 2018). According to Kumar (2019), regression analysis enables us to forecast a numerical response, allowing us to ascertain how one variable influences the other and the extent to which the variable causes a change in the other variable. For example, this study analysed the impact of (green) HRM practices, such as green recruitment, performance management, training and development, reward management, and empowerment on employees’ proenvironmental behaviours, including green commitment and organisational citizenship behaviour for the environment (OCBE). In this regard, green HRM is identified as the independent variable, while employees’ pro-environmental behaviours, green commitment, and OCBE are the dependent variables. Furthermore, using the five-point Likert scale questionnaire, the following measures will be used for each variable. First, the research adopted Masri and Jaaron’s (2017) twenty-four-item scale and Jabbour’s (2011) six-item scale for measuring green HRM. Second, Boiral and Paillé’s (2012) ten-item scale was used to measure employees’ proenvironmental behaviour and OCBE. Finally, Raineri and Paillé’s (2016) seven-item scale was used to measure green commitment. Moreover, demographic factors (e.g. gender, age, position, etc.) served as the control variables.

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Results Diagnosis Test To ensure that the data used in the analysis of the study meet the statistical requirements for a regression analysis, a preliminary diagnosis test was conducted to verify the homoscedasticity, reliability, normalcy, and lack of multicollinearity assumptions.

Normality and Homoscedasticity Test The residuals from regression analysis are expected to adhere to a normal distribution to draw reliable conclusions. The error terms, or the disparities between the observed value of the dependent variable and the projected value, make up the residuals. The P plot in Fig. 4.1, histogram in Fig. 4.2, and scatter plot in Fig. 4.3 show that no significant variances exist; hence, the dataset is ascertained to be normal. Furthermore, on the X-axis, points are evenly spaced above and below zero, while on the Yaxis, points are equally spaced to the left and right of zero. Hence, there is no tight distribution in the dataset.

Reliability and Multicollinearity Test The internal consistency test is crucial to establish data reliability. This study employed Cronbach’s alpha test using 0.70 as the threshold to establish the reliability of the data. The Cronbach’s alpha result in Table 4.1 revealed that all the variables had a value above 0.70, therefore indicating the reliability of the data used in deriving the findings of the study. Furthermore, a multicollinearity test was conducted. This is to ensure that the predicting variables do not have a strong correlation with one another while also ensuring that results are not confusing and false conclusions are made. To achieve this, a correlation matrix and VIF were used. It is expected that the correlation among all variables should not be more than 0.90, and given the results in Table 4.1, all the variables were significant and within the expected threshold. Additionally, the variance

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Fig. 4.1 Dataset normality test of green HRM practices and employees’ proenvironmental behaviour

Fig. 4.2 Dataset histogram of green HRM practices and employees’ proenvironmental behaviour

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Fig. 4.3 Dataset homoscedasticity of green HRM practices and employee proenvironmental behaviour

inflation factor (VIF) was used to gauge how strongly the independent variables were correlated. A conservative threshold of 5 was used in this study, and the results in Table 4.1 indicate that the VIF value of the green HRM practices was less than 5. Therefore, the result of the regression analysis from this study becomes more highly reliable.

Test of Hypotheses H 1 : Green HRM is positively related to employees’ pro-environmental behaviours.

The result from the model summary in Table 4.2 revealed that the extent to which green HRM has a variation in promoting employees’ pro-environmental behaviours is 32.6% (i.e. R square = 0.3266). The ANOVA in Table 4.3 shows the Fcal as 10.231 at the 0.05 level of significance (p = 0.000). Thus, green HRM is positively related to employees’ pro-environmental behaviours; hence, the stated alternative hypothesis 1 formulated was supported. Furthermore, the regression coefficient in

1 2 3 4 5 6

Pro-environmental behaviour Green recruitment and selection Green performance management and appraisal Green training and development Green reward and compensation Green empowerment and participation

Variables

Table 4.1 Reliability correlation matrix and VIF 0.85 0.73 0.82 0.77 0.83 0.82

α 1

1 0.451** 1

2 0.464** 0.437* 1

3 0.411** 0.690* 0.678* 1

4

0.335** 0.437* 0.586* 0.516** 1

5

0.330** 0.683 0.727** 0.749** 0.587** 1

6

2.247 2.571 2.969 1.675 3.470

VIF

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Table 4.4 shows the individual effect of each of the green HRM practices, where green recruitment and selection had a significant and positive prediction on employees’ pro-environmental behaviour by 30.4% (β = 0.304, p = 0.001); green performance management and appraisal had a significant and positive prediction on employees’ pro-environmental behaviour by 33.5% (β = 0.335, p = 0.001); green training and development had an insignificant and positive effect on employees’ proenvironmental behaviour by 3.4% (β = 0.034, p = 0.724); green reward and compensation had an insignificant and positive effect on employees’ pro-environmental behaviour by 4.4% (β = 0.044, p = 0.468); and green empowerment and participation had a significant but negative effect on employees’ pro-environmental behaviour by 25.7% (β = − 0.257, p = 0.014). H 2 : Green HRM is positively related to employees’ green commitment.

The result from the model summary in Table 4.5 revealed that the extent to which green HRM has a variation in promoting employees’ green commitment is 46.1% (i.e. R square = 0.461). The ANOVA in Table 4.6 shows the Fcal as 18.099 at the 0.05 level of significance (p = 0.000). Table 4.2 Model summary Model

R

R square

Adjusted R square

Std. error of the estimate

1

0.571a

0.326

0.294

0.48174

a Predictors: (Constant), Green HRM Practices: GEP, GRC, GRS, GPMA, b Dependent Variable: Employees’ Pro-environmental Behaviours

GTD)

Source SPSS Output, Field Survey (2022)

Table 4.3 ANOVA results table Model 1

Regression Residual Total

a Predictors:

Sum of squares

df

Mean square

F

Sig.

11.872 24.600 36.472

5 106 111

2.374 0.232

10.231

0.000b

(constant, green HRM practices: GEP, GRC, GRS, GPMA, GTD) Variable: Employees’ Pro-environmental Behaviours Source SPSS Output, Field Survey (2022) b Dependent

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Table 4.4 Regression coefficient Unstandardised coefficients 1

Std. error

B (Constant) Green recruitment and selection (GRC) Green performance management and appraisal (GPMA) Green training and development (GTD) Green reward and compensation (GRC) Green empowerment and participation (GEP)

Standardised coefficients

t

Sig.

Beta

2.189 0.304

0.230 0.086

0.423

9.509 3.537

0.000 0.001

0.335

0.094

0.457

3.577

0.001

0.034

0.097

0.049

0.354

0.724

0.044

0.060

0.075

0.728

0.468

−0.257

0.103

−0.372

−2.503

0.014

Dependent Variable: Employees’ Pro-environmental Behaviours Source SPSS Output, Field Survey (2022)

Thus, green HRM is positively related to employees’ green commitment; hence, the stated alternative hypothesis 2 formulated was supported. Furthermore, the regression coefficient in Table 4.7 shows the individual effect of each of the green HRM practices, where green recruitment and selection had a significant and positive prediction on employees’ green commitment by 37.2% (β = 0.372, 0.000); green performance management and appraisal had a significant and positive prediction on employees’ green commitment by 37.1% (β = 0.371, p = 0.000); green training and development had an insignificant and positive prediction on employees’ green commitment by 7.2% (β = 0.072, p = 0.438); green reward and compensation had an insignificant and positive prediction on employees’ green commitment by 1.5% (β = 0.015, p = 0.795); and green empowerment and participation had a significant but negative prediction on employees’ green commitment by 22.7% (β = −0.227, p = 0.023).

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H 3 : Green HRM is positively related to employees’ organisational citizenship behaviour for the environment (OCBE).

The result from the model summary in Table 4.8 revealed that the extent to which green HRM has a variation in promoting employees’ organisational citizenship behaviour for the environment is 16.4% (i.e. R square = 0.164). The ANOVA in Table 4.9 shows the Fcal as 4.148 at the 0.05 level of significance (p = 0.002). Thus, green HRM is positively related to employees’ organisational citizenship behaviour for the environment; hence, the stated alternative hypothesis 3 formulated was supported. Furthermore, the regression coefficient in Table 4.10 shows the individual effect of each of the green HRM practices, where green recruitment and selection had a significant and positive prediction on employees’ organisational citizenship behaviour for the environment by 23.7% (β = 0.237, 0.023); green performance management and appraisal had a significant and positive prediction on employees’ organisational citizenship behaviour for the environment by 30.0% (β = 0.300, p = 0.009); green training and development had an insignificant and negative prediction on employees’ organisational citizenship behaviour for the environment by 0.4% (β = −0.004, p = 0.975); green Table 4.5 Model summary Model

R

R square

Adjusted R square

Std. error of the estimate

1

0.679a

0.461

0.435

0.46120

a Predictors:

(constant, green HRM practices: GEP, GRC, GRS, GPMA, GTD) Variable: Employees’ Green Commitment Source SPSS Output, Field Survey (2022) b Dependent

Table 4.6 ANOVA results table Model 1

Regression Residual Total

a Predictors:

Sum of squares

df

Mean square

F

Sig.

19.249 22.546 41.795

5 106 111

3.850 0.213

18.099

0.000b

(constant, green HRM practices: GEP, GRC, GRS, GPMA, GTD) Variable: Employees’ Green Commitment Source SPSS Output, Field Survey (2022) b Dependent

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Table 4.7 Regression coefficient Unstandardised coefficients 1

Std. error

B (Constant) Green recruitment and selection (GRC) Green performance management and appraisal (GPMA) Green training and development (GTD) Green reward and compensation (GRC) Green empowerment and participation (GEP)

Standardised coefficients

t

Sig.

Beta

1.728 0.372

0.220 0.082

0.483

7.839 4.513

0.000 0.000

0.371

0.090

0.473

4.132

0.000

0.072

0.093

0.096

0.779

0.438

0.015

0.057

0.024

0.261

0.795

−0.227

0.098

−0.307

−2.311

0.023

Dependent Variable: Employees’ Green Commitment Source SPSS Output, Field Survey (2022)

reward and compensation had an insignificant and positive prediction on employees’ organisational citizenship behaviour for the environment by 1.5% (β = 0.072, p = 0.316); and green empowerment and participation had a significant but negative prediction on employees’ organisational citizenship behaviour for the environment by 28.7% (β = −0.287, p = 0.022). Table 4.8 Model summary Model

R

R square

Adjusted R square

Std. error of the estimate

1

0.405a

0.164

0.124

0.57703

a Predictors:

(constant, green HRM practices: GEP, GRC, GRS, GPMA, GTD) Variable: Organisational Citizenship Behaviour for the Environment

b Dependent

(OCBE) Source SPSS Output, Field Survey (2022)

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Table 4.9 ANOVA results table Model 1

Regression Residual Total

a Predictors:

Sum of squares

df

Mean square

F

Sig.

6.906 35.294 42.200

5 106 111

1.381 0.333

4.148

0.002b

(constant, green HRM practices: GEP, GRC, GRS, GPMA, GTD) Variable: Organisational Citizenship Behaviour for the Environment

b Dependent

(OCBE) Source SPSS Output, Field Survey (2022)

Table 4.10

Regression coefficient Unstandardised coefficients

1

Std. error

B (Constant) Green recruitment and selection (GRC) Green performance management and appraisal (GPMA) Green training and development (GTD) Green reward and compensation (GRC) Green empowerment and participation (GEP)

Standardised coefficients

t

Sig.

Beta

2.650 0.237

0.276 0.103

0.306

9.612 2.300

0.000 0.023

0.300

0.112

0.380

2.670

0.009

−0.004

0.116

−0.005

−0.032

0.975

0.072

0.072

0.116

1.007

0.316

−0.287

0.123

−0.386

−2.332

0.022

Dependent Variable: Organisational Citizenship Behaviour for the Environment (OCBE) Source SPSS Output, Field Survey (2022)

Discussion and Conclusion Using green recruitment, performance management, training and development, reward management, and empowerment as practices of green HRM, the findings of this study established that green HRM practices

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significantly affect employees’ pro-environmental behaviours, including green commitment and organisational citizenship behaviour for the environment. This finding corroborates the position of existing research. For instance, in line with the significant positive connection between green HRM and employees’ pro-environmental behaviour, Dakhan et al. (2020) concluded that employees’ pro-environmental behaviour will be positively impacted when an organisation adopts green HRM practices. Additionally, with the positive connection between green HRM and employees’ OCBE, the findings from the study of Mohammad et al. (2020) also support this assertion that green HRM has a good impact on OCBE. The significant positive connection between green HRM and employees’ commitment also buttresses the contribution of Bajwa et al. (2019), who added that there is a need for corporate leaders to leverage green initiatives to encourage sustainable company practices and increase employees’ commitment. From a strategic management lens, environmental sustainability is often viewed as an expense that could hamper profitability, which is surely one of the reasons why businesses have been slow to improve their environmental performance (Ren et al., 2018). As a result, green HRM practices may be more common in businesses whose executives are aware of how external factors might benefit those who pursue environmentally friendly policies at the forefront of their industry while also pursuing internal factors (e.g. green culture) that may motivate employees to demonstrate pro-environmental behaviours (Azhar & Yang, 2022). Additionally, employees will be more engaged and proud to be associated with a company that promotes ethical business practices through green HRM. Furthermore, several of the green HRM studies have pointed to the role of different leadership styles in promoting pro-environmental behaviour. For example, Farrukh et al.’s (2022) study considered the role of green transformational study in promoting employees’ proenvironmental behaviour. Their research explored how environmentspecific transformational leadership might encourage people to act in an eco-friendly manner where leaders are more proactive in pursuing environmental sustainability. In another study, Ahmad et al. (2022) investigated the moderating role of ethical leadership in promoting proenvironmental behaviours and green creativity among employees. Their

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findings reveal that while green HRM positively impacts employees’ pro-environmental behaviour, supervisors who demonstrate ethical leadership tend to strengthen the impact of green HRM on employees’ proenvironmental behaviours. Similarly, Patwary et al.’s (2022) and Thabet et al.’s (2022) studies also reveal the importance of green-inclusive leadership in encouraging participation, involvement, transparency, trust, openness, and motivation towards exhibiting pro-environmental behaviours. Overall, organisational leaders are expected to be at the forefront of the green agenda if environmental sustainability is to be taken seriously. More specifically, there are implications for HRM, given that HR practitioners also have a crucial role in promoting employees’ proenvironmental behaviours, as revealed in our study. Organisations should organise various learning and awareness workshops for staff to work on green agendas. Comparably, evaluating candidates’ green behaviours and traits during the recruiting and selection process is critical to hiring people with the proper green mindset (Ahmad et al., 2022). Additionally, employees need to know about and obtain rewards based on their achievements in promoting greener attitudes and behaviours. Therefore, HR practitioners must create and communicate a green reward framework that helps employees understand the organisation’s position in the green agenda, how they are expected to contribute, and the rewards for proactive contributions to the green agenda (Rubel et al., 2021). Additionally, HR practitioners might be able to work with management to play a strategic role in achieving environmental goals. This also means that organisations may consider hiring managers who respect the environment (Zibarras & Coan, 2015). Additionally, employee participation and involvement in green suggestion programmes can impact pro-environmental behaviours. This can be achieved by setting up consultation platforms where staff members can both present and work towards implementing solutions for resolving environmental challenges and problems (Ansari et al., 2021).

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5 Green Human Resource Management: A Preliminary Qualitative Study of Green HRM Awareness, Practices, and Outcomes in the Malaysian Manufacturing Context Jing Yi Yong

and Mohd Yusoff Yusliza

Introduction Natural resources provide essential inputs to production and are an important source of income and employment in many countries. They also support global consumption and production which drive the global economy. The use of natural materials in production and consumption J. Y. Yong (B) School of Management and Marketing, Faculty of Business and Law, Taylor’s University, Subang Jaya, Malaysia e-mail: [email protected] Digital Economy and Business Transformation Impact Lab, Taylor’s University, Subang Jaya, Malaysia M. Y. Yusliza Faculty of Business, Economics and Social Development, Universiti Malaysia Terengganu, Kuala Terengganu, Malaysia e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_5

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always results in many economic, environmental, and social consequences that extend beyond geographical boundaries and affect future generations. It inevitably generates emissions and other adverse environmental impacts throughout each product’s life cycle (Piasecka et al., 2019). In addition, increasingly scarce resources and volatile raw material prices are causing severe economic disruption (Dou et al., 2020) and social unrest (Schilling et al., 2020). Given the environmental concerns arising from global consumption and production, urgent action is required to address environmental impacts and sustainably manage natural resources. On this matter, 17 Sustainable Development Goals (SDGs) were proposed by the United Nations in the 2030 Agenda for Sustainable Development, aiming to balance the three dimensions of sustainable development of economy, environment, and society. Of the 17 SDGs, the importance of business in achieving sustainable development is well defined in SDG 12— ensuring sustainable consumption and production patterns. This goal aims to increase resource efficiency, decouple economic growth from environmental degradation, and stimulate sustainable lifestyles (United Nations, 2015). In pursuit of this sustainability agenda, an increasing number of companies are committed to finding sustainable solutions to global environmental issues and are taking responsibility for protecting the environment by adopting ISO 14001 (Abid et al., 2022) and implementing various green initiatives in their daily operations, such as green information systems, green supply chain management, and green human resource management (Fiorini et al., 2022). According to Mishra et al. (2014), green HRM is of great importance in a business among all green initiatives, as it is devoted to other functional areas such as green marketing, green operations, green management, and green supply chain management. In addition to achieving economic stability and environmental balance, green HRM practices promote the sustainability requirements of health, social equity, and well-being of employees and organizations (Amrutha & Geetha, 2020). Undoubtedly, finance is the lifeblood of any business in production, but HRM has become very important for many organizations that call this department the heart and soul of the business.

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To attain sustainability goals, human resources play a critical role in initiating environmental activities and changing existing processes (Mishra et al., 2014). Therefore, it is imperative to reinforce the human element of corporate environmental management (EM), which includes decisionmaking, teams, cultures, and training (Amui et al., 2017; Jabbour et al., 2015). Generally, the implementation of green HRM is considered to bring benefits to both the individual employee and the company. At the individual level, green HRM helps to attract and retain employees (Chaudhary, 2018), enhance employees’ green commitment and proenvironmental behaviors (Ansari et al., 2021), increase employees’ green creativity (Ahmad et al., 2022), improve employees’ well-being (Al Kerdawy, 2019), and many more. At the organizational level, green HRM creates a green competitive advantage (Muisyo et al., 2022), improves resource utilization efficiency, boosts environmental performance (Pham et al., 2020), and achieves sustainable business performance (He et al., 2021). A large body of literature supports the view that green HRM has huge potential benefits, but these benefits cannot be realized unless green HRM is adopted. Building upon resource-based theory, this chapter provides useful insights into the awareness level, adoption rate, and potential outcomes of adopting green HRM in emerging markets, especially Malaysia. Over the past few decades, Malaysia has experienced remarkable growth with massive industrial development. Despite various efforts in recent years on sustainable consumption and production and policies to address climate change, technical and financial support is still needed for implementation (Economic Planning Unit, 2021). In view of this, Azizan et al. (2021) argue that human capital development plays a key role in driving and sustaining socioeconomic growth in Malaysia. A qualitative study among four large manufacturing companies was conducted to gain a preliminary understanding of green HRM in the Malaysian context. The manufacturing industry was chosen because it is a major contributor to environmental issues, such as waste, natural resource depletion, pollution, and climate change (Kraus et al., 2020). The impact of human activities on the environment has been recognized,

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and the implementation of green HRM in the manufacturing industry is believed to reduce adverse environmental effects. Given the importance of pursuing sustainability agendas, this study focuses on the potential outcomes of sustainable performance, including three dimensions (i.e., economic, environmental, and social). Therefore, this study aims to highlight (1) how well the studied companies understand the concept of green HRM, (2) how well green HRM practices are adopted, and (3) the positive influence of adopting green HRM on sustainable performance. The chapter is structured as follows: The next section discusses the underlying theory (i.e., resource-based theory) and the literature related to green HRM. Following the Methods section, we present and discuss our findings. We also summarize the implications as well as limitations of this study and recommendations for future study.

Literature Review Resource-Based Theory (RBT) Resource-based theory (RBT) is one of the most promising theories for understanding how an organization achieves and maintains sustainable competitive advantage because of the resources it possesses or holds under its supervision. Organizational resources include all assets, information, knowledge, capabilities, firm attributes, organizational processes, etc., controlled by a firm that enables the firm to formulate and implement strategies that improve its effectiveness and efficiency. Resources can be classified into tangible (i.e., assets and equipment) and intangible (i.e., knowledge and intellectual property) dimensions, and they must be valuable, rare, inimitable, and nonsubstitutable (VRIN) to endow a competitive advantage (Barney, 1991). Human resources meet the conditions for VRIN to be a source of competitive advantage, as they enable organizations to achieve superior firm performance, thereby helping to build sustainable competitive advantage (Andersén, 2021). Using the lens of RBT, scholars have studied green HRM in various sectors (i.e., Abbas et al., 2022; Haldorai

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et al., 2022; Mansoor et al., 2022; Ojo et al., 2022). For instance, Abbas et al. (2022) studied the role of green HRM and top management green commitment to sustainability in the context of higher education. Haldorai et al. (2022) examined the influences of green HRM, green intellectual capital, and top management green commitment on hotel environmental performance. Mansoor et al. (2022) revealed that the combined effects of green HRM, green strategies, and green servant leadership promote green performance in the manufacturing industry. Ojo et al. (2022) discovered that green HRM is essential to stimulate pro-environmental behavior in the information technology sector. An HRM system that is intensely rooted in the organization is hard to imitate because it is hard to identify the specific mechanisms by which HR practices interact and create value (Becker & Gerhart, 1996). Based on the findings of the above literature, RBT is widely used to understand the contribution of green HRM to organizational performance and sustainability. Therefore, the present study uses RBT as an anchor to explain the level of understanding of green HRM, the adoption of green HRM, and the contributions of green HRM in achieving sustainable performance in the manufacturing context.

The Level of Understanding of Green HRM In recent years, green HRM has become a prerequisite due to the excessive consumption of natural resources by industry, leading to many environmental challenges, including pollution, global warming, and ecological imbalance. Industries use natural materials to produce goods, causing industrial waste and pollution of the surrounding environment. The result of industrialization confers responsibilities on the HR department to ensure hiring the right people for the right job, training them, retaining them, and developing them per industry requirements. Wehrmeyer (1996) was one of the first to explore the important role of HRM in EM. The author highlighted the importance of HR with regard to EM from three aspects: (1) integrating the environmental element into organizational values, promoting organizational changes,

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developing competencies related to EM, and ethically addressing environmental issues; (2) incorporating the environmental element into HR practices (i.e., recruitment and selection, training and development, performance assessment, and remuneration); and (3) supporting EM through training, communication, and motivation. Despite much research conducted on the HRM field in previous years, green HRM is a newer concept, and it has been defined in many ways over the past few years (see Table 5.1). The variety of definitions has suggested that one standard definition has not yet emerged clearly, but practically all definitions are similar in terms of the emphasis given to environmental goals, environmental performance, or environmental sustainability. Therefore, this research aims to discover the awareness level of green HRM among manufacturing companies in Malaysia.

The Adoption of Green HRM Growing environmental awareness has driven the HR department to adopt green HRM with a specific focus on going paperless, waste management, and carbon footprint reduction (Ahmad, 2015). The field of HRM research highlights the contributions of human factors to increasing the adoption of environmental practices in companies. A qualitative study carried out by Jabbour et al. (2015) highlighted the contribution of human resource factors (i.e., environmental training, performance assessment, rewards based on environmental criteria, etc.) to the incorporation of low-carbon concepts into companies and the adoption of EM practices for climate change mitigation. Green HRM is recognized as a strategic and continuous change for a firm (Sawang & Kivits, 2014). Given the nature of the manufacturing industry using natural resources to produce products, it often results in industrial waste and environmental pollution. Therefore, manufacturing companies need to be proactive in focusing on environmentally friendly products and services, and green HRM is now an organizational necessity. Previous scholars have argued that a spectrum covering all areas of practice—job analysis and job description, recruitment and selection,

Yusoff et al. (2020)

Pham et al., (2020)

Longoni et al. (2016) Masri and Jaaron (2017) Ren et al. (2018)

Using Human Resources Management (HRM) practices to reinforce environmental sustainable practices and increase employee’s commitment on the issues of environmental sustainability A set of approaches, policies, methods, and strategies that motivate a company’s employees to perform green behavior and create an environmentally compatible work environment that is resource-efficient and socially responsible Focuses on training employees in green practices and enhancing employees’ environmental awareness, environmental efficiency, environmental involvement, and environmental performance The use of policies, philosophies, and practices of HR (recruitment and selection, training and development, performance management and appraisal, and compensation) that promote the use of sustainable business

A process which focuses on greening of organizations (an old concept) with identification of new ways and techniques involving “people” to have greater greener impact Consistent and coherent HRM practices aimed at improving environmental performance

The systematic, planned alignment of typical human resource management practices with the organization’s environmental goals HRM aspects of EM

Jabbour (2013)

Renwick et al. (2013) Mishra et al. (2014)

Definition

Author(s) and Year

Table 5.1 Definitions of green HRM by previous researchers

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training and development, performance and evaluation, and reward— is often studied in terms of how HRM can be greened (Jabbour, 2011; Jabbour et al., 2010; Renwick et al., 2013). Generic HRM practices were included with green aspects; therefore, the term “green” is introduced in every HRM practice (Renwick et al., 2013) to avoid confusion. As defined by Jabbour et al. (2010), green job analysis and job descriptions include environmental concerns in all job descriptions and translate commitments to the environment into obligations for employees outside of their day-to-day activities at work. Green recruitment and selection refer to the process of recruiting and selecting the right pro-environmental candidates who can contribute to the achievement of environmental performance (Pham & Paillé, 2020). In addition, green training aims to develop employees’ awareness of environmental influences, furnish them with environmental skills, and provide opportunities to engage employees in solving environmental problems (Renwick et al., 2013). Green performance assessment involves establishing organizational goals and objectives related to environmental concerns and focusing on the use of environmental responsibility (Ahmad, 2015). Finally, green reward is a financial or nonfinancial reward system that can be used to support environmental activities in an organization and promote environmental performance (Malik et al., 2020). Given the large number of environmental issues encountered by the manufacturing industry, it is necessary to mitigate environmental challenges and execute sustainable business practices, such as the implementation adoption of green HRM, to create a win–win outcome for the organization and its stakeholders. However, Khan et al. (2019) argued that companies in Malaysia face problems implementing green HRM practices due to poor environmental laws and compliance. Considering that Malaysia is an emerging country, it uses more natural resources and energy, which leads to environmental degradation. Hence, it is imperative to promote the adoption of green HRM in Malaysia, particularly in the manufacturing industry.

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The Outcome of Adopting Green HRM for Organizations The application of environmental concepts in organizations is likely to have positive impacts on companies. Several studies suggest that applying green HRM has a positive impact on environmental performance, organizations, and employee/society. Specifically, adopting green HRM motivates employees to create an environmentally friendly workplace, thereby optimizing environmental performance (Naz et al., 2022). Similarly, Obeidat et al. (2020) indicated that the implementation of green HRM practices inspires employees to engage in green behaviors to enhance environmental performance. In addition to environmental benefits, green HRM can help preserve invaluable resources for future generations and attain economic sustainability by creating cost reduction strategies (Raut et al., 2020). This finding is in line with Agyabeng-Mensah et al. (2020), who showed that adopting green HRM can reduce costs. The implementation of green HRM ensures the environmental safety of organizations, thereby reducing environmental accidents and saving their spending on medical expenses and recruitment-related costs. Furthermore, green HRM practices can also improve employees’ welfare (Renwick et al., 2013). For instance, Zaid et al. (2018) found that companies that implemented green HRM improved their green image, enhanced employee education, and improved societal and employee health and safety. Raut et al. (2020) further argued that green HRM can eliminate social inequalities and disparities by creating a friendly atmosphere and improving the quality of life of employees. In the present study, resource-based theory (RBT) is used as the underlying theory. RBT examines the resources and capabilities of an organization that will enable it to generate higher returns and create a sustainable competitive advantage (Barney, 1991). Yong, Yusliza, Ramayah et al., (2019) supported the use of this theory, and their findings suggest that green HRM may provide environmentally responsible employees and spread environmental values across companies, which, in turn, contribute to the sustainable performance of organizations.

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Research Method A study with four large manufacturing companies in Malaysia was conducted in an exploratory manner to examine the level of understanding and adoption of green HRM and to identify the potential outcomes of adopting green HRM. Although only four companies are included in this study, it is considered acceptable compared with other similar studies on green HRM research, such as Silva et al. (2019), Aragão and Jabbour (2017), and Neto et al. (2014), who investigated the issue of green training in three Brazilian companies. A purposive sampling technique was used to select companies and interview samples. Considering that green HRM is a relatively emerging concept in Malaysia, large manufacturing companies were selected because of their sensitivity to environmental issues, and it is assumed that large organizations are most likely to introduce formal HR practices subject to government rules, thus providing a good basis for exploring different approaches to green HRM. Data were collected through semistructured interviews with the HR directors/HR managers who are actively involved in HR practices, and companies must employ more than 200 employees to qualify for the large firm category. Prior to the interview, a brief description of the purpose of the interview and questions was emailed to the interviewees to allow for thoughtful and detailed answers. Four HR directors/managers consented to take part and were interviewed. Each interview takes approximately 60–90 minutes and is digitally recorded and transcribed verbatim. Thematic analysis was performed on these data, which involved familiarization, the identification of emergent themes, the organization of data into those themes, and a review.

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Table 5.2 Characteristics of the study companies Variable

Company A

Company B

Company C

Company D

Industry Origin

Metal Brazil

Semiconductor United States

Semiconductor Malaysia

Year established Number of employees Sustainable Vision Sustainable Mission Interview

2015

Electronics United States 1991

1972

1995

350

9,000

8,600

1,300

√

√

–

–

√

√

–

–

HR Manager 24

HR Senior Manager 24

HR Manager

HR experience (years)

HR Director 27

16

Research Findings Profile of the Companies and Interviewees Table 5.2 recapitulates the characteristics of the four study companies. Only two companies (A and B) integrated the concept of sustainable development into their organizational mission and vision. The data were analyzed, and several key concepts were restructured into three main themes, namely, the level of understanding of green HRM, the adoption of green HRM, and the potential outcomes of adopting green HRM.

The Level of Understanding of Green HRM A number of definitions from previous studies were reviewed, and it is clear that these definitions are mainly related to environmental goals, environmental performance, or environmental sustainability. In this study, to explore the level of awareness of green HRM among manufacturing companies in Malaysia, the interviewees were asked to explain the concept of green HRM. All interviewees were uncertain about the

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Table 5.3 The understanding of green HRM Company

Excerpts of the data

A

• I’m not sure what green HR it is, but based on internet searches, I know it’s somewhat similar to the E-HR. However, the focus is not only on the technical side but also on the environmental side • We don’t call it green HR, but we have some green practices like putting plants in the office, participating in green projects, using HR systems to reduce paper usage • Green HRM is how we develop a generation to manage the future generation. Because we are managing people who are our assets, employees have their private lives and their work lives. Therefore, we are going to have policies for people in a holistic way to make sure we give back to the environment and make sure it’s better for generations • In terms of HR contribution in green, we are now going green, paperless, automated, we have online systems or electronic application systems, when benchmarking with others

B

C

D

concept of green HRM, but they conceptualized it as an HRM system related to an environmental perspective, including paperless, automated, and electronic application. Interestingly, Company C commented that green HRM is about developing one generation to manage the next and establishing policies for people in a holistic manner to ensure that we give back to the environment for the benefit of generations. A summary of the findings is presented in Table 5.3.

The Adoption of Green HRM Practices Among Large Manufacturing Firms Jabbour (2011) proposed six green HRM practices (i.e., green job analysis and job description, green recruitment, green selection, green training, green performance assessment, and green rewards); however, based on interviews with four companies, it is discovered that the companies did not practice all six green HRM practices, but they are actively involved in some areas of green initiatives in one way or another. A summary of the findings is given in Table 5.4.

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Regarding green job analysis and job description, three of the four companies did not include environmental requirements in their job descriptions, and only one company (i.e., Company D) described the requirements of environmental, health, and safety in their job descriptions. In terms of green recruitment, most companies have incorporated green elements into their systems, using social media and job portals as recruiting tools or conducting online interviews during the recruiting process (i.e., Companies A, B, and C). Although the companies did not show a preference for employees with environmental knowledge, the interviewee from Company C admitted that candidates were informed of the company’s green initiatives during the hiring process, especially those applying for higher positions. Green selection is not widely adopted by companies. Most of them acknowledged that selection criteria were not primarily based on candidates’ potential contributions to the company’s environmental stewardship; however, candidates with environmental knowledge would be a value-added element. This is evident in Companies A and B. Overall, green training is prevalent in these four companies and can be observed in their daily operations. As reported, they often conduct webbased training programs to reduce paper usage and educate employees on environmental issues. In addition, the company provides various trainings and environmental activities aimed at improving the knowledge and skills of employees and raising their environmental awareness. Even though the prevalence of green training was emphasized among the companies, it is only for certain departments of Company B, such as employees in the Environmental, Health, and Safety (EHS) department, as they are dealing with waste management. As reported, green performance assessment is only used to a limited extent among companies, and they only indirectly assess green performance in certain departments (see Company A and Company D). Furthermore, green performance assessment is not widely adopted at Company B, in part because not all employees have equal opportunities to participate in environmental activities. Goal setting is important in performance assessment to help employees channel their efforts toward achieving organizational objectives. Indeed, companies should establish

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green goals among employees to support their environmental achievement. Surprisingly, however, only Company C set green goals for the company. Employee reward and recognition programs are one method to increase employee motivation and satisfaction. However, different methods of rewarding employees were highlighted by the companies, including a bonus, recognition, or a token of appreciation. In general, the recognition program was intended to build a green organizational culture. In contrast, Company B did not provide any reward even if the employees participated in environmental activities, but they claimed that they were offering a learning opportunity to the employees. Other than green HRM practices, all companies are actively involved in green practices such as paperless practices, energy conservation projects, and automation to eliminate unnecessary energy use. Most activities in the companies are paperless except for audit purposes that require the company to print hardcopy documents (Table 5.4). In sum, the findings demonstrated the applicability of green HRM but to a moderate extent among these four companies, in which the environmental aspects had not been completely implanted in traditional HRM practices. Interestingly, the findings showed that the companies have placed great emphasis on green training compared to other green HRM practices. In other words, green training is among the first green HRM practices being used in companies. Additionally, the findings indicated that the companies have made an enduring commitment to other green practices to reduce their environmental impacts.

The Outcome of the Adoption of Green HRM Practices Employees are the people who observe and perform eco-policies as well as build green culture in a company; hence, HRM practices such as recruiting and selecting the right people and providing environmental training that are supported by performance assessment and reward

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Table 5.4 Findings for adoption of green HRM Company

Excerpts of the data

A

• In terms of recruitment, our interviews are not only face-to-face interviews but also include web interviews for certain positions.—Green recruitment • Environmental knowledge is not a necessary criterion for selecting employees, but it will be one of the value-added criteria.—Green selection • We provide training that emphasizes environmental and safety aspects, and is mainly web-based training that does not require hardcopy training materials.—Green training • Employees are required to attend training, and while this does not directly affect their performance evaluation, we take this into account before considering promotions. Employees with environmental awareness are more appreciated by the company.—Green performance assessment • We began to appreciate employees with high awareness of the company’s values, including environment, safety, and health. The company also offers incentives and bonuses, this is to encourage our employees to practice and embrace it and make it a company culture.—Green rewards • We are working to reduce the use of paper, except for certain documents required for audit purposes. In addition, we practice an online system for employees, which includes e-payroll, e-leave, etc.—Other green practices (continued)

systems can enhance the engagement of employees in the development of the green culture, which eventually contributes to sustainable performance.

Green HRM and Economic Performance To stay in business, companies often search for additional ways to save costs. In the interviews, the companies studied perceived that the adoption of green HRM practices would lead to cost savings. Interestingly, the interviewee from Company B categorized cost savings into two main areas: (1) soft savings, savings derived from salary, which is achieved through automation, and (2) hard savings, which is achieved through the reduction of paper and cartridge usage and energy consumption. Moreover, the interviewees from Companies C and D also agreed that the

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Table 5.4 (continued) Company

Excerpts of the data

B

• Green perspective is a requirement that we put forwards in the recruitment system. We are not only based on traditional recruiting types, but we also use job portals like JobStreet.—Green recruitment • In terms of selection, we do not emphasize candidates’ environmental awareness. Although we prefer that the candidate is an experienced candidate from an ISO 14001 certified organization, this is just an added advantage, not a requirement.—Green selection • We will provide environmental training as part of CSR training, but this training is only mandatory for employees in the EHS department as they are dealing with waste management.—Green training • We actively participate in CSR activities, but we do not incorporate CSR into individual KPI because not every employee has the opportunity or ability to participate in such activities.—Green performance assessment • There are no specific incentives for employees to participate in CSR activities, we only provide free food, give them a chance to meet new people, and learn from others.—Green rewards • We practice various green practices such as going paperless, using HR systems, turning off the air conditioner after 6 pm to reduce energy consumption, using timing taps in the restrooms, and more.—Other green practices • We use social media as our recruiting tools, e.g., Facebook, Twitter, blogs, we also go to student campuses to recruit.—Green recruitment • We introduce candidates to green concepts and green initiatives, such as telecommuting, especially for senior management. However, for fresh graduates, we pay more attention to their skills, abilities, and potential.—Green selection • Generally, all of us who work in this company are trained to turn off the lights as soon as we leave the meeting room.—Green training • We always set green goals such as the amount of recycling that needs to be achieved for each department and the entire company.—Green performance assessment • Every year, we offer bonuses to employees based on their achievement in corporate metrics such as recycling, and recognize their participation in the environmental programs, and make it part of the culture.—Green rewards • We have other green practices, including virtual meetings, paperless practices, producing eco-friendly products and using eco-friendly chemicals, carpooling, energy saving, and more.—Other green practices

C

(continued)

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Table 5.4 (continued) Company

Excerpts of the data

D

• In the job description, we mention that each employee must comply with the Environmental, Health, and Safety Policy. It reflects everyone’s commitment to the environment and all of that.—Green job analysis and job description • Our recruitment process is online, we post job advertisements in our recruitment portal and require online CV submission.—Green recruitment • We have face-to-face interview, but interviewers enter the feedback or ratings into the system.—Green selection • Our training is in the system and employees will be notified when training is available. We have many different modules focusing on different types of skills development and environmental-related quizzes to increase employee awareness.—Green training • Green performance is a KPI for facilities employees as they carry out green activities. Other employees will focus on safety, which is seen as a green element. It contributes approximately 5% of the total performance evaluation.—Green performance assessment • Although green contributions are not measured in performance assessment, we will give employees certain recognition and rewards.—Green rewards • We put a lot of effort into practicing paperless and automation, probably the biggest effort compared to everyone else when we benchmarked.—Other green practices

adoption of green HRM practices would reduce costs by reducing paper usage and energy consumption, expediting processes, and reducing cycle time. A summary of the findings is presented in Table 5.5. In sum, most companies do not measure economic performance due to their adoption of green HRM, but the findings revealed that green HRM practices offer various cost-saving benefits because of reduced material (i.e., paper, ink cartridges) usage and energy consumption.

Green HRM and Environmental Performance As shown in the previous statement, green HRM practices help to improve the environmental performance of companies by reducing energy consumption; however, no reliable and appropriate metric has

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Table 5.5 Findings for economic performance Companies

Excerpts of data

A

• Overall, I would expect a lot of cost savings by reducing the use of paper, ink cartridges, and energy consumption, but I don’t know the exact amount of cost reduction as these are monitored by the finance department • We don’t truly calculate it, but we try to achieve hard savings by reducing the usage of paper and ink cartridges. In addition, the shift from a manual process to automation reduces labor time, resulting in soft savings • In my opinion, green HRM brings benefits in terms of cost saving. Many of the practices we do have cost savings, such as the reduction of paper usage, doing most transactions online, and so on • We expect cost savings through green HRM practices because of going paperless and more efficient. By practicing green HRM, our processes have become more systematic and structured, resulting in faster processes and reduced cycle times

B

C

D

been developed to measure the environmental performance of companies. As indicated by the interviewee from Company B, “Environmentally, saving a tree is good, but again we don’t truly measure the performance.” In addition, these companies have adopted various green practices, such as going paperless, waste management, using buggies, and timing taps in the restrooms. The implementation of such practices is either due to compliance with ISO14001 or is a voluntary practice. Refer to Table 5.6 for a summary of the findings from the participating companies. In sum, the findings show that green HRM contributes to environmental performance, as evident in employee engagement and commitment to reducing energy consumption, material use, and proper waste disposal across the four companies.

Green HRM and Social Performance The adoption of green HRM practices could improve the social performance of the company. Importantly, environmental activities enable companies to increase engagement, improve health and safety, and

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Table 5.6 Findings for environmental performance Companies

Excerpts of data

A

• We rely on systems and employee portals, we also monitor employee printing, so employees are very self-conscious and only print the documents they need for auditing. Recently, we started using buggies instead of cars in the company compound because the gas used in buggies is more environmentally friendly. Apart from that, we also have proper waste management for food waste and water, but this is handled by the Sustainability Department. Last, this company takes great care to comply with all regulations, including waste, safety, and the environment • We are ISO14001 certified. Therefore, we practice various green practices such as going paperless, using HR systems, turning off the air conditioner after 6 pm to reduce energy consumption, using timing taps in the restrooms, and more. We will only print documents for filing purpose • Our company has some green policies and implements many green practices, including recycling and energy savings. We provide free drinks for everybody, but we use mugs instead of plastic cups; we use paper bags instead of polystyrene. We are ISO14000 certified; hence, recycling and reuse are very important to our company. There are tons of material that are reused, and all the processes and chemicals we use are environmentally friendly. In addition, we pay an additional fee to ensure that certain chemicals are properly disposed of • In terms of HR contribution in green, we are now going green, paperless, automated, we have online systems or electronic application systems, when benchmarking with others. We will only print documents for legal compliance. We also have carpooling programs and waste segregation practices, and we have facilities for our employees to bring bottles, cans, and papers to segregate those waste

B

C

D

strengthen the bonding of employees, which results in higher employee retention rates. Green HRM practices, such as employee feedback, provide guidelines to assist companies in improving the health and safety of employees. In addition, all employees are encouraged to undergo an annual medical check-up to ensure they stay healthy and detect potential problems early (see Companies C and D). In addition, automation is not just about cost savings, but it also helps to reduce time consumption. The interviewee from Company B described that the system could reduce employees’ working time, which

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consequently will improve the welfare and well-being of employees. A summary of the findings is shown in Table 5.7. In sum, the findings show that the adoption of green HRM practices improved social performance. Aligning HR practices with the company’s Table 5.7 Findings for social performance Companies

Excerpts of data

A

• I can see that green practices will lead to sustainability. For instance, CSR activities are not only for the employees but also for external parties. Other than that, we take care of all the safety aspects and employees’ engagement. All these programs make the company more cheerful. In addition, we are trying to convey the concept that the company does not only focus on work but also on well-being, considering that the employees spend more of their time in the company more than they spend at home. Hence, the activities that we are conducting are very important for bonding and enhancing the tendency to stay in this company • Automation helps us save processing time because everything is performed through the system. By doing this, people can reduce their working hours by approximately 30%, which helps their welfare and well-being. We have a dedicated team responsible for day-to-day HR activities, transportation, dormitory, and canteen services to safeguard the welfare of our employees. We also carry out CSR activities, but employees participate voluntarily • We have an environmental health and safety program, and we offer gyms, game centers, badminton clubs, tennis clubs, and more to make it easier for people to exercise. We encourage employees to have an annual medical check-up by giving them rebates and providing a health center with a nurse in each building. We also encourage employees to spend time doing green service in the community. Many of our green practices help save costs and improve employee engagement. Employees value the way we work with the environment, and they are more engaged • Through employee feedback, we have more control over our safety, and we are making improvements to the existing system almost every year, so it is sustainable. In addition, we have an in-house clinic, gym, breastfeeding room, and parking spaces for pregnant women as employee benefits. We have been involved in a lot of community service and CSR activities; these are volunteer activities that do not give the person extra perks, but these activities bring the whole community together and allow information sharing

B

C

D

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environmental goals would increase employee awareness and commitment toward environmental protection, which would improve the health and safety of employees and social well-being.

Discussion of Findings This study reveals several interesting findings regarding the level of understanding of green HRM, the adoption of green HRM practices by large manufacturing companies in Malaysia, and the potential outcome in terms of sustainable performance. The results of this preliminary study indicated that the four responding companies were uncertain about the concept of green HRM, but they conceptualized it as an HRM system with an environmental element. This conceptualization is similar to Renwick et al.’s (2013) definition of green HRM as the HRM aspect of EM. Companies have partially adopted green HRM practices as well as some other green practices. Specifically, the following points were derived from the interviews: (1) green criteria are stated in the job description; (2) recruitment takes place through online recruiting tools such as job portals, social media, and web interviews; (3) although green selection based on employees’ environmental knowledge is not widely adopted, it is a value-added advantage; (4) green training is the most widely adopted practice to raise environmental awareness; this is congruent with the findings of Teixeira et al. (2012), who described that green training is one of the most important tools for developing human resources and facilitating the transition to a more sustainable society; (5) green practices linked to employee performance evaluations are uncommon, with companies adopting them primarily in the Environmental, Health, and Safety Department; (6) rewards are offered in the form of bonuses, recognition, or tokens of appreciation are provided for employees who practice “green” in the organization; and (7) serious initiatives are undertaken to reduce paper usage and energy consumption in addition to green HRM practices.

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Finally, the interviews established a connection between green HRM practices and sustainable performance. The interviewees stated that by practicing green HRM practices, (1) from an economic aspect, they have achieved cost savings, but most of them do not calculate the exact amount; (2) from an environmental aspect, they have reduced energy consumption and the use of other materials (such as paper and ink cartridges), but there are no appropriate indicators to measure environmental performance; and (3) from a social aspect, they have improved the health and safety of employees and employee welfare. The responding companies are embracing the idea of adopting green HRM practices that provide the structure and basis for achieving sustainability. This is supported by Mousa and Othman (2020), who found that green HRM plays an important role in improving employee behavior for sustainable performance.

Conclusion This study used qualitative research to collect evidence from four large manufacturing companies in Malaysia to determine the level of understanding of green HRM, the adoption of green HRM, and the potential outcomes of adopting green HRM. The findings have some practical implications for driving the adoption of green HRM in the Malaysian manufacturing industry. Although the purpose of most qualitative research is not to generalize, the findings of this study provide useful insights and guidance for end users, especially managers. The study concludes that while the interviewees were uncertain on the theoretical concept of green HRM, they conceptualized it as an HRM system related to an environmental perspective. They adopted various green HRM practices and other green practices, which shows the importance of these practices to the entire organization. Of the six green HRM practices, green training is the most widely adopted practice among the four companies, mainly due to ISO14000 compliance and the nature of the business that requires companies to provide environmental-related training. According to Yong, Yusliza and Ramayah (2019), green training

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is essential for environmental stewardship in organizations to mitigate climate change and assist in implementing cleaner production. In addition, the findings reveal that the adoption of Green HRM contributes to sustainable performance. Economically, companies enjoy cost savings due to reduced material purchases, energy consumption, and expenses related to environmental incidents. On the environmental front, these companies implement many green practices that help reduce material and energy consumption and improve environmental compliance. From the social perspective, green initiatives taken by companies not only save costs but also improve the safety and well-being of employees and the community. Despite its limitations due to the small sample size, this study adds value to the field of HRM by verifying the adoption of green HRM in large manufacturing in Malaysia and the significant contribution of these practices to sustainable performance. Future research should obtain empirical evidence of its generalizability, including larger samples and quantitative methods. Acknowledgements This work was supported by the Exploratory Research Grant Scheme (ERGS) from the Ministry of Higher Education, Malaysia (203/ PPAMC/6730125).

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6 The Moderating Role of Gender and Employee Championing Behaviour in the Relationship Between Green Human Resource Management Practices and Sustainable Organisational Performance: Evidence from Bangladesh Md Asadul Islam, Md Shahadat Hossain, Mohammad Enamul Hoque, Tanzin Khan, and Md Mahamudul Hassan

Introduction Sustainability is one of the key factors for a better future for all living beings on Earth. To survive, all creatures depend on natural resources for their daily activities. Hence, it is important to ensure the greater usage of natural resources where sustainability, with its three core pillars, economic development, social development, and environmental protection, can play a vital role. Ignoring sustainability can cause natural M. A. Islam (B) · M. E. Hoque · T. Khan BRAC Business School, BRAC University, Dhaka, Bangladesh e-mail: [email protected] M. E. Hoque e-mail: [email protected] T. Khan e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_6

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depletion that could hurt both human beings and their business activities. Hence, business organisations around the world are taking various initiatives and deploying them to ensure sustainable business performance. In this regard, green human resource management (GHRM) practices have been taken as the most significant initiative by industry specialists in many countries to ensure sustainability. In this regard, GHRM practices have the potential to be significant for the ready-made garments (RMG) industry, which is responsible for significant carbon emissions due to energy consumption in cloth manufacturing factories (Rahman et al., 2019). The RMG industry has grown dramatically in developing countries such as Bangladesh, where cheap labour has fueled the expansion of RMG factories. The RMG sector is connected with many other industries, such as transportation, textiles, food, and raw materials. Hence, it has been one of the key industries in Bangladesh, where more than 4.2 million people are employed (Mahmudul, 2021). Most importantly, more than 80% of workers in this industry are women who are directly or indirectly related to cloth production (Mahmudul, 2021). According to BGMEA (2022), the RMG industry in the country has been adding more than USD31 billion with an ongoing growth prospect. Thus, the sustainable organisational performance of the organisations in this industry is very important; otherwise, the local and global environment will be harmed. Therefore, RMG organisations are under pressure to establish environmentally friendly technologies and activities so that the M. S. Hossain Universiti Putra Malaysia, Serdang, Malaysia e-mail: [email protected] M. M. Hassan Bangabandhu Sheikh Mujibur Rahman Aviation and Aerospace University, Dhaka, Bangladesh e-mail: [email protected] M. A. Islam Sunway Business School, Sunway University, Kuala Lumpur, Malaysia

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environment is not harmed (Roney, 2020). In this regard, the workforce of the RMG can play a significant role in safeguarding the environment from the activities undertaken by these organisations (TBS, 2020). Hence, the management of RMG organisations needs to configure strategic human resource practices to develop sustainable organisational performance. In some contemporary studies, GHRM practices are effective measures to develop the sustainable performance of organisations (Bon et al., 2018; Malik et al., 2020). Moreover, Dumont et al. (2016) and Mehta and Chugan (2015) argued that GHRM practices ensure technological efficiency and reduce costs, which in turn contribute to decreased carbon emissions. Despite the growing body of research on green HRM and sustainability, research on sustainable organisational performance (SOP) is still in its infancy, particularly in the context of the RMG industry and developing countries, which have been severely impacted by rapid and disastrous climate change. Therefore, researchers and academicians call for further research to enrich the current literature relating to GHRM on sustainability-related outcomes (Islam et al., 2020; Renwick et al., 2013). Therefore, this research would be a significant avenue given the updated information relating to the relationship between GHRM practices and sustainable organisational performance. Nevertheless, there is little evidence in the academic literature to confirm the relationship between GHRM practices and sustainable organisational performance, especially from the perspective of developing countries (Jamal et al., 2021; Kim et al., 2019; Yong et al., 2020). Moreover, the current literature also shows us some recent invitations to inquire about sustainable organisational performance and GHRM in the industrial contexts of both developing and emerging nations (Islam et al., 2020; Jamal et al., 2021; Kim et al., 2019; Yong et al., 2020). Therefore, to fill the gap and enrich current understanding, this study uses the crux of stakeholder theory in the RMG industry, as it contributes to the economy of the sample country. Holistically speaking, the country also focuses on developing human capital and sustainable organisations in the RMG industry.

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However, since there is a dearth of studies relating to the relationship between GHRM practices and sustainable organisational performance, this study proposed and applied two moderators, i.e., gender and employee championing behaviour, with the hope that these can influence the relationship between GHRM practices and sustainable organisational performance in the RMG industry of Bangladesh. This is supported by the arguments of Jaworski (1998), who argued that the adequacy of different control mechanisms could be independent of internal and external contingency variables. Baron and Kenny (1986) argue that when there is an unclear relationship between the predictor variable and the criterion, one or more moderating variables can be investigated. The remainder of the study is organised as follows: The next section provides a review of the literature where literature has been critically explored and evaluated, followed by hypothesis development. In the following section, we interpret the research methodology and outline the research settings. Thereafter, we present the findings of the study, followed by a discussion of the findings. Then, we conclude by highlighting the implications, research limitations, and future directions.

Literature Review Sustainable Organisational Performance Initially, industry planners and scientists lacked ideas regarding the tremendous negative impact of organisational activities on the world’s climate. Therefore, sustainability was not a serious issue to be considered by the organisations. Since the inception of the sustainability concept in 1987 by Brundtland, it has been gaining huge attention and being used by researchers, academics, and practitioners around the world. Energy waste-based manufacturing industries and the introduction of Industry 4.0 practices have been responsible for the environmental chaos; therefore, organisations currently have to take initiatives to ensure that their activities do not harm the environment or the community (Higgins & Coffey, 2016). Brundtland (1987) articulated some significant insights in the World Commission on Environment and Development (WCED)

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(1987), where the author argued that sustainability is that development that meets the requirements of the present without affecting the needs of future generations. Elkington (1994) also argued regarding the triple bottom line principles, which include three dimensions: the planet, i.e., environmental sustainability (EnS); people, i.e., social sustainability (SS); and profit, i.e., economic sustainability (ES). In this regard, the economic performance includes financial performance, while environmental performance includes reducing resource exploitation to lower harm to the environment. However, the welfare of employees, stakeholders, customers, and societies is included in social performance (Yusliza et al., 2020). Some studies in the context of Bangladesh, Pakistan, India, and other developing or emerging countries reported that organisations in various industries followed limited ethical and legal standards. This is considered harmful to the environment and societies (Fatima et al., 2021; Islam et al., 2020; Nulkar, 2014). Hence, there is an impending need to develop awareness regarding environmental activities, for instance, GHRM practices. This is because the organisations would be able to increase awareness among the employees and develop employee skills, attitudes, and knowledge using these practices. As a result, their activities would have a less negative impact on the environment (Islam et al., 2020), which would ultimately improve sustainable organisational performance. Furthermore, organisations using these practices could hire and train employees to ensure that sustainable organisational performance is up to standard to keep the environment unharmed (Buchert & Stark, 2019; Taylor & Vachon, 2018; Yusliza et al., 2020). Yusliza et al. (2020) argued that if employees could be trained on the firm’s green objectives, they could help companies gain a competitive advantage over sustainable performance, leading to greater sustainability. Due to global warming, climate change, and pressure from societies and environmental groups, sustainability has received huge attention in organisations; therefore, many companies are seeking to understand how it can be practised in the functional process (Chouinard & Ellison, 2011; Islam et al., 2020). Moreover, another significant benefit of sustainable

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organisational performance is that it attracts more customers, who are increasingly conscious of saving the environment from harm (Ponzi et al., 2011). The number of small, large, and other organisations has been increasing rapidly, which will certainly hurt the environment. Hence, it is imperative to improve sustainable organisational performance to save the environment. Therefore, examining the impact of the prerequisite of sustainable organisational performance is a significant line of research.

Green HRM Practices and Economic Sustainability Green activities are always identified as paths towards organisational economic sustainability to ensure long-term economic growth with less impact on the environment, society, culture, and communities (UNDP, 2017). In this regard, green HRM practices are also a significant measurement to ensure that organisational functions do not harm the environment and maintain economic growth (Yong et al., 2020). Green HRM practices of employees are identified as catalysts in the reduction of paper consumption, improved recycling attitudes, and proper disposal of trash, reducing costs and conserving energy (Masri & Jaaron, 2017; Sharma & Gupta, 2015). According to the study conducted by Chaudhary (2019), green HRM practices have a significant impact on voluntary employee green behaviours that certainly lead to organisational economic, social, and environmental sustainability (Das & Singh, 2016; Jyoti, 2019). According to Islam et al. (2019) and Likhitkar and Verma (2017), green HRM practices reduce employee turnover, which ensures that the economic activities of companies run smoothly. This implies that green HRM practices can ensure the stable economic performance of organisations that positively contribute to ensuring economic sustainability. Moreover, the study conducted by Jaaron and Backhouse (2019) found a positive relationship between green HRM practices and the economic and environmental sustainability of businesses. According to studies by Yusoff et al. (2018), Zaid et al. (2018), and Longoni et al. (2016), green HRM (green training and development) has a favourable

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relationship with each of the three dimensions of sustainability. The current literature suggests that green HRM methods are essential to building a sustainable organisation (Khatoon et al., 2022; Yong et al., 2019). Sustainability is positively and significantly impacted by green HRM practices (Yong et al., 2020). Hence, this study proposes the following hypothesis: H1: Green HRM practices have an impact on economic sustainability (ES).

Green HRM Practices and Social Sustainability (SS) Social sustainability is the process of identifying and managing business activities and their impacts (positive and negative) on stakeholders (Amrutha & Geetha, 2020). Organisational activities, i.e., employee activities, have an impact on society. Organisations across industries are urged to be socially responsible so that their functional impacts do not harm social forces, especially human beings. In this regard, Ardito and Dangelico (2018) argued that organisations are faced with the need to improve environmental, social sustainabile and environmental performance. This is further corroborated by the findings of the study conducted by Renwick et al. (2013), who argued that green HRM utilises human resources to inspire innovation to attain environmental performance, reduce waste, develop social responsibility, and gain a competitive advantage. The authors also suggested that sustainable environmental strategies and goals should align with the vision, mission, and strategies of the organisations (as mentioned in Saeed et al., 2019). According to Amrutha and Geetha’s (2020) conceptual model, green HRM practices contribute to developing the organisation’s social sustainability. Green HRM practices create a workplace that is resourceefficient, socially responsible, and compatible with the environment (Ren et al., 2018). Therefore, this study proposes the following hypothesis:

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H2: Green HRM practices impact social sustainability (SS).

Green HRM Practices and Environmental Sustainability (EnS) The “green HRM” concept created a revolution by combining ecofriendly practices with the organisation’s HRM practices to attain longterm sustainability and growth (Baliyan, 2021; Renwick et al., 2013; Ren et al., 2018). Green HRM is crucial to achieving broader goals, including cutting costs, enhancing CSR practices, improving environmental sustainability, increasing company attractiveness, and bridging the performance gap between employees and the organisation’s strategic goals (Jamal et al., 2021; Paulet et al., 2021). According to Gilal et al. (2019), Ahmad (2015), and Likhitkar and Verma (2017), recycling, ridesharing, flexible workplaces, teleconferencing, and virtual interviews are just a few of the green ideas that can be implemented for sustainable growth and maintaining a clean and green environment. These GHRM initiatives increase productivity, reduce expenses, and create happy and engaged workers. They also make efficient use of energy, which promotes environmental sustainability for both internal and external organisational activities. Amjad et al. (2021) and Davis et al. (2020) stated that “green HR” refers to the application of HRM techniques to improve the practical usage of resources within business organisations and, more broadly, to advance the cause of environmental sustainability. According to Amjad et al. (2021), green HRM entails the application of human resource policies to encourage the sustainable use of environmental resources within business enterprises (recycling, reducing one’s carbon footprint while using and trying to produce green products) to ensure environmental sustainability (Malik et al., 2020). As per Saeed et al., (2019; Yusliza et al., 2017, p. 1), the three sustainability pillars

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of the environment, social equity, and economic balance are all involved in greening HRM. Green HRM is a major predictor of environmental sustainability, and studies also indicate that it mediates the relationship between organisational environmental performance and sustainability (Al Doghan et al., 2022; Awan et al., 2022). Gim et al. (2021) further argued that green HRM provided a specific focus to ensure organisational environmental sustainability while enhancing organisational performance. Again, as per Liu et al. (2014), green training, a key green HRM practice, has a significant role in inspiring the workforce to achieve economic and environmental sustainability goals. Businesses with higher levels of training also exhibit more proactive environmental attitudes, which results in higher sustainability performance (Kong et al., 2021). Based on the scholarly review, the study proposed the following hypotheses on green HRM and environmental sustainability in this specific research: H3: Green HRM practices have an impact on environmental sustainability (EnS).

Moderating Impact of Gender Researchers contend that both men and women are essential components of human resources (Mathis et al., 2015; McDonald & Thornton, 2007). The impacts of role stress on employee behaviour are tempered by gender variations (Boles et al., 2003; Karatepe et al., 2006). According to Kim et al. (2009), males exhibit task-oriented agentic conduct, whereas females exhibit communal behaviour focused on socialising. The personality qualities and values influenced by a significant gender component, along with GHRM, increase green workplace behaviour (Greening & Turban, 2000). Women are more likely than men to engage in environmentally beneficial behaviour, and they view promoting sustainability as a social and moral obligation (Wong & Wan, 2011). In supporting that argument, Fernandez-Feijoo et al. (2014) argued that female employees demonstrate a higher level of CSR (part of GHRM) participation,

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including environmental efforts and work for society; therefore, there could be an interaction between green HRM practices and gender to promote sustainable organisational performance, including economic sustainability (ES), social responsibility (SS), and environmental sustainability (EnS). This has been affirmed in the study of Chang and Wu (2015), where they found gender to be a significant moderator between green HRM practices and environmental sustainability. Therefore, this study hypothesised the following: H4: Gender has a moderating impact on the relationship between green HRM practices and economic sustainability (ES). H5: Gender moderates the relationship between green HRM practices and social responsibility (SS). H6: Gender has a moderating impact on the relationship between green HRM practices and environmental sustainability (EnS).

Moderating Impact of Employee Championing Behaviour According to Herscovitch and Meyer (2002), employee championing behaviour is referred to as the extreme enthusiasm for change by going above and beyond what is formally required to confirm both the success of change and promote change to others. It is also further argued by contemporary researchers, i.e., Faupel and Süß (2019) and Islam et al. (2020), who proclaim that championing the behaviour of employees is defined as one of the most effective change-supportive behaviours to manage organisational change. The relationship between green HRM practices and sustainable organisational performance is related to the efforts of companies around the world that have been practising green HRM practices to promote sustainability. In this regard, employee behaviour, i.e., championing behaviour, has also been identified as a promoter of sustainability and,

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therefore, can lead organisations towards developing sustainable performance (Renwich et al., 2013; Zibarras & Ballinger, 2011). However, when these predictors interact, they could have incremental or detrimental effects on sustainable organisational performance. Therefore, we believe that with the presence of employee championing behaviour, the extent of the relationship between green HRM practices and sustainable organisational performance will further strengthen. Hence, this study proposes the following hypotheses: H7: Employee championing behaviour (ECB) moderates the relationship between green HRM practices and economic sustainability (ES). H8: Employee championing behaviour (ECB) moderates the relationship between green HRM practices and social sustainability (SS). H9: Employee championing behaviour (ECB) moderates the relationship between green HRM practices and environmental sustainability (EnS).

Methodology The target population of the study was employees working in various positions in ready-made garment (RMG) factories located in the Dhaka division of Bangladesh. Bangladesh is one of the key garment producers and top exporters in the world. Demographic information, for example, gender, age, education level, and marital status, was collected via the survey. The questionnaires with a 5-point Likert scale were distributed among the employees of the RMG factories. The survey questionnaire includes measures such as green HRM practices, employee championing behaviour (ECB), economic sustainability (ES), social sustainability (SS), and environmental sustainability (EnS). However, we conducted a pilot study among the 50 employees of the industry to ensure that the questionnaire items were meaningful. Some minor changes in the items were made based on the pilot study results.

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We distributed approximately 600 questionnaires, but we returned only 426 of them, and 37 of the returned questionnaires were incomplete. Henceforth, we proceed with 389 responses to test the research hypotheses. Since all the construct measurement items were adopted from prior studies, the data were initially analysed using AMOS 22 (see Anderson & Gerbing, 1988; Hair et al., 2013). To investigate the validity of the measurement model and the relationships between the study’s latent variables, a confirmatory factor analysis (CFA) was carried out. A check for adequate sampling was performed before the CFA was carried out. Utilising exploratory factor analysis (EFA), which was performed on 26 different measurement items, the underlying factors were identified. The p value for Bartlett’s test of sphericity was significant at 0.001, and the KMO estimate of 0.76 was higher than the acceptable minimum value of 0.60 for sample adequacy (see Tabachnick & Fidell, 2007). The Varimax rotation combined with the principal axis factoring technique yielded five factors, each of which had eigenvalues higher than 1.00, which explained 81.10% of the variance. Every measurement item had a factor loading over 0.70, which was more than 0.6 of the cut-off value. A hierarchical regression analysis was performed to determine how the variables were related to each other and the moderating effects. Table 6.1 Constructs reliability and validity

ECB EP EnP GHRM SP ECB EP EnP GHRM SP

Cronbach’s Alpha

Composite Reliability

Average Variance Extracted (AVE)

Range of Factor loading

0.925 0.853 0.859 0.874 0.858

0.947 0.897 0.893 0.908 0.883

0.817 0.688 0.627 0.664 0.602

0.856–0.936 0.715–0.910 0.727–0.857 0.724–0.890 0.718–0.854

Gender 1.44 0.50 Marital Status

1.00 0.01 0.03 0.04 −0.06 −0.07

Education

1.00 −0.26*** 0.05 0.01 −0.01 0.17** 0.18**

Marital Status

1.67 0.52

Education

1.00 0.21*** 0.16** 0.12* 0.14**

GHRM

4.34 0.41

GHRM

1.00 0.49*** 0.17** 0.14**

ECB

4.34 0.44

ECB

1.00 0.13** 0.18**

EP

4.47 0.43

EP

1.00 0.25***

ENP

4.66 0.44

ENP

1.00

SP

4.50 0.46

SP

Note n = 389. * p < 0.10 (one-tailed). ** p < 0.05 (one-tailed). *** p < 0.01 (one-tailed). Gender coded (male = 1, female = 0)

Panel A: Descriptive Statistics Mean 2.02 1.43 Std. Dev 0.70 0.50 Panel B: Correlation Matrix Age Gender Age 1.00 Gender 0.12** 1.00 Education 0.02 0.07 Marital Status − −0.07 0.19** GHRM 0.13** 0.08 ECB 0.04 0.01 EP 0.04 0.00 ENP −0.03 0.00 SP 0.08 0.01

Age

Table 6.2 Descriptive Statistics and Correlation Matrix

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Results and Analysis The current study adopted stabilised measurement scales from the literature. Hence, we directly utilised confirmatory factor analysis (CFA) to examine the constructs’ reliability and validity. In the CFA model, all latent factors were combined, and based on the assessment, we dropped two measurement items. The revised CFA mode with 24 measurement items has χ2 = 2011.063; df = 367; RMR = 0.63; GFI = 86.2; AGFI = 0.866; NFI = 0.910; CFI = 0.891; TLI = 0.884; and RMSEA = 0.068. Cronbach’s alpha, composite reliability, average variance extracted (AVE), and range of factor loading are reported in Table 6.1. Furthermore, Table 6.2 displays the mean values, standard deviations, and relationships between research variables (including control variables). The correlation matrix revealed that ECB, EP, ENP, and SP had a positive relationship with GHRM, which supports our original idea. The strongest connection between the ECB and EP (r = 0.49) is worth noting. We also discovered that sustainable organisational performance factors, including EP, ENP, and SP, had positive relationships with ECB and GHRM, implying that increasing these factors would improve sustainable organisational performance. Given that both ECB and GHRM have a positive relationship with sustainable organisational performance, it will be fascinating to explore how their interaction affects long-term sustainable organisational performance. We cannot extrapolate the interaction effects using correlation analysis, and we validated the interaction effects of ECB and GHRM and gender and GHRM on sustainable organisational performance using hierarchical regression, as shown in Table 6.3. The regression models in Table 6.3 are stable with significant F-Statistic values. Since we had different factors affecting sustainable organisational performance, we estimated three models of stepwise hierarchical regression. In the first step, we looked at whether the control variable has impacts on sustainable organisational performance, where we find that employee education level has a positive impact on social responsibility (coefficients with a range of 0.17 to 0.20 and significant at the 5% level) and environmental sustainability (coefficients with a range of 0.10 to 0.19 and significant at the 5% level), inferring that organisations that

*

3.87**

0.160

4.71***

0.252 0.082

2.11 1.66 (4.45)*** (4.64)*** −0.20 −0.19 (−0.96) (−0.97) 0.45 0.28 (24.4)*** (24.2)*** 0.34 (2.37)*** 0.05 (1.40)

5.32***

1.62 (4.23)*** −0.22 (−0.96) 0.27 (24.4)*** 0.34 (2.40)*** 0.06 (1.46) 0.33 (2.95)** 0.09 (0.87) 0.297 0.045

4.22***

0.183

1.89 (3.45)*** 0.20 (1.96)** 0.19 (16.23)***

Model 4

4.994***

0.239 0.054

1.73 (4.01)*** 0.17 (2.01)** 0.17 17.55)*** 0.11 (1.88)* 0.13 (1.14)

Model 5

5.182***

1.73 (4.05)*** 0.19 (1.99)** 0.14 (18.01)*** 0.15 (1.97)** 0.08 (1.01) 0.21 (1.99)** 0.03 (0.44) 0.267 0.028

Model 6

p < 0.10. ** p < 0.05. *** p < 0.01. Gender coded (male = 1, female = 0)

GHRM* ECB GHRM* Gender R-Square Changes in R-Square F-Statistics

Gender

ECB

GHRM

Edu

Constant

SP Model 3

Model 1

Model 2

EP

Dependent Variables

Table 6.3 Empirical Results of Hierarchical Regression

3.303**

0.1654

1.65 (2.88)** 0.10 (1.99)** 0.16 (3.40)***

Model 7

EnP

4.424***

0.2432 0.07

1.53 (3.25)** 0.19 (1.99)** 0.13 (2.76)** 0.16 (2.02)** 0.05 (0.24)

Model 8

5.362**

1.49 (3.51)*** 0.19 (1.99)** 0.13 (2.83)** 0.19 (2.26)** 0.09 (0.82) 0.1 (2.00)** 0.12 (1.69)* 27.21 0.029

Model 8

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hire employees with higher education tend to have more socially and environmentally sustainable organisational performance. We find that GHRM has a positive impact on economically (b = 0.45, p < 0.01, Model 1; b = 0.28, p < 0.01, Model 2; and b = 0.27, p < 0.01, Model 3, respectively), socially (b = 0.19, p < 0.01, Model 4; b = 0.17, p < 0.01, Model 5; and b = 0.14, p < 0.01, Model 6, respectively), and environmentally (b = 0.16, p < 0.01, Model 7; b = 0.13, p < 0.01, Model 8; and b = 0.13, p < 0.01, Model 9, respectively) sustainable organisational performance. Hence, these findings lend strong support to our hypotheses H1, H2, and H3. Furthermore, we noted that we find that gender positively insignificant effects impact economic (b = 0.05, p > 0.1, Model 2; and b = 0.06, p > 0.1, Model 3, respectively), social (b = 0.13, p > 0.1, Model 5; and b = 0.08, p > 0.1, Model 6, respectively), and environmental (b = 0.05, p > 0.1, Model 7; and b = 0.09, p > 0.1, Model 8, respectively) sustainable organisational performance. Regarding the impacts of the ECB, we found that it has positive impacts economically (b = 0.34, p < 0.01, Model 2; and b = 0.34, p < 0.01, Model 3, respectively), socially (b = 0.18, p < 0.1, Model 5; and b = 0.15, p < 0.05, Model 6, respectively), and environmentally (b = 0.19, p < 0.05, Model 8; and b = 0.16, p < 0.05, Model 9, respectively). Focusing on the moderation effect of gender on the relationship between GHRM and sustainable organisational performance, we noted that GHRM*Gender has insignificant effects economically (b = 0.09, p > 0.1, Model 3), socially (b = 0.03, p > 0.1, Model 6), and environmentally (b = 0.12, p < 0.1, Model 8. Thus, hypotheses H4, H5, and H6 should be rejected. Focusing on the moderation effect of ECB on the relationship between GHRM and sustainable organisational performance, we noted that GHRM* ECB has positive and significant effects economically (b = 0.33, p < 0.05, Model 3), socially (b = 0.21, p < 0.05, Model 6), and environmentally (b = 0.13, p > 0.05, Model 8). Thus, hypotheses H7, H8, and H9 are supported by the empirical findings.

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Discussions The findings reveal that green HRM practices have a considerable impact on sustainable organisational performance. First, we can see that green HRM has a significant impact on the economic sustainability (ES) of the ready-made garment companies in Bangladesh. This finding is supported by previous studies conducted by various scholars, i.e., Yong et al. (2020); Sharma and Gupta (2015); Masri and Jaaron (2017). Sharma and Gupta (2015) argued that the green human resource management practices of employees reduce the consumption of energy and improve recycling, which ensures the economic sustainability (ES) of organisations. The findings are also consistent with the study of Jaaron and Backhouse (2019), who found a positive relationship between green HRM practices and the economic and environmental sustainability of businesses. Furthermore, our study also shows that green HRM practices have a positive impact on the social sustainability (SS) of ready-made garment companies in Bangladesh, which is also consistent with previous studies where researchers denoted the relationship between green human resource practices and social sustainability (Ardito & Dangelico, 2018). Furthermore, this finding is also corroborated by the findings of Amrutha and Geetha (2020), who established a conceptual model demonstrating the relationship between green HRM practices and organisational social sustainability. Moreover, this study also found a positive relationship between green HRM practices and environmental sustainability. Green HRM practices among employees certainly contribute to saving the environment from harm (Renwick et al., 2013; Ren et al., 2018). This is because it allows employees to gain broader goals, such as aligning corporate social responsibilities and developing company attractiveness (Jamal et al., 2021; Paulet et al., 2021). Employees become more recycling-oriented, interested in ridesharing, enthusiastic about flexible work processes, and more open to teleconferencing and virtual interviews as a result of green HRM practices (Ahmad, 2015; Gilal et al., 2019; Likhitkar & Verma, 2017). However, this study has not found any moderating impact of gender on the economic, social, and environmental sustainability of ready-made

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garment factories in Bangladesh. However, this goes against the assumption that women would be more sensitive to creating a more sustainable world (Boles et al., 2003; Karatepe et al., 2006). On the other hand, the study also confirms that employee championing behaviour is an important intervening variable in the relationship between green HRM practices and the economic, social, and environmental sustainability of ready-made garment factories in Bangladesh. An employee who is enthusiastic and creative and takes the initiative is normally environmentally concerned personnel (Renwich et al., 2013; Zibarras & Ballinger, 2011). Thus, the findings of this study are reasonable in the context of Bangladesh.

Implications of the Study This study has some significant implications for the literature and practice by advancing our current understanding regarding green HRM practices, sustainable organisations, employee behaviour, and gender. First, this study extends the current green HRM literature as well as the sustainable organisational performance literature. The study further enriches the arguments on green HRM that it can contribute to the development of sustainability in organisations. From the managerial perspective, it can be argued that green HRM practices are significant predictors of sustainable organisational performance in the industry. Managers, policymakers, and even government policymakers should give importance to the application of green HRM practices widely in organisations. As a result, the sustainability of the RMG industry’s organisations would be effective. This would reduce the carbon emission pressure in the industry because less energy will be used if the employees efficiently and effectively utilise green HRM practices. Moreover, the moderating role of employee championing behaviour on the relationship between green HRM and SOP implies that the management of organisations should improve employee championing behaviour so that they can contribute more to sustainability. Furthermore, the study also reveals that gender cannot be considered a moderator, as it always is, especially in the case of green practices

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and sustainable achievements. As a result, the managers of RMG factories or even other organisations can obtain an idea of gender issues in terms of green behaviour. Therefore, developing policies that can improve employee championing behaviour can lead to significant developments in sustainable organisational performance. However, to make it a reality, HR managers or other managerial practitioners must ensure that employee championing behaviour is given importance so that employees can be more proactive in environmental practices. Moreover, this study has implications for achieving the UN Sustainable Development Goals. Various stakeholders such as managers, owners, community planners and policymakers would also get a better idea of how gender and employee championing behaviour can be effective in attaining sustainable organisational performance. Moreover, they will also have an idea of the significance of green human management practices in gaining sustainable organisational performance.

Limitations and Future Directions This study has some significant limitations that require attention before using the findings of the study. First, the research was only conducted in the Dhaka Division; hence, the outcome of the study should be generalised to other contexts in Bangladesh. On the other hand, the collected data were from only the RMG industry; hence, the findings of the study should not be applied to other business perspectives. Furthermore, the cross-sectional nature of the study limits its capability in the case of causal inferences; therefore, an unexpected bias could have occurred since both endogenous and exogenous variables have been investigated simultaneously. Hence, it is important to provide suggestions to future researchers so that they can conduct similar studies with a larger sample and a few industrial contexts. Furthermore, in the future, comparative studies can also be performed to obtain more accurate data from the research. Moreover, future researchers can also conduct longitudinal studies that can contribute to cross-validating the present

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findings. Moreover, in the future, researchers can also include more variables to determine what can impact sustainable organisational performance. Furthermore, future studies can also include mediating variables to examine the model.

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7 The Effect of Green Organizational Culture on Environmental Citizenship in the Egyptian Tourism and Hospitality Sector: The Mediating Role of Green Human Resource Management Bassam Samir Al-Romeedy

Introduction The tourism sector’s contribution to economic growth is increasing worldwide (Al-Romeedy & Mohamed, 2022). However, the industry is also facing multiple challenges due to the increasing negative repercussions of its commercial activities, leading to environmental degradation (Farooq et al., 2022; Patwary et al., 2022). Tourism and hospitality organizations have realized that concern for preserving the environment and activating environmentally friendly behaviors for employees are among the important indicators for the company’s investment in environmental sustainability. There is a growing interest in green management and environmental sustainability in the tourism and hospitality industry (Karatepe et al., 2022). B. S. Al-Romeedy (B) Faculty of Tourism and Hotels, Tourism Studies Department, University of Sadat City, Sadat City, Egypt e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_7

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Organizations have become more aware of the growing importance of integrating green management and human resource management in recent years. The growing concern for the environment is forcing organizations to move toward sustainable operations and formulate green strategies. Green human resource management (GHRM) has become a major business strategy for organizations, with human resource departments playing a vital role in the green transition (Farghaly et al., 2021). GHRM includes hiring and maintaining green employees, providing environmental training, and reconsidering environmental contributions in employee performance evaluations (Kim et al., 2019). Tulsi and Ji (2020) also highlighted that there is a strong relationship between GHRM and the environmental responsibility of tourism and hospitality organizations. GHRM provides organizations with environmentally conscious, committed, and qualified employees who can help reduce their carbon footprint through effective and efficient use of existing resources, including telecommuting tools, reduced paper printing, job sharing, and video conferencing. GHRM is essential for effectively greening organizations (Nejati et al., 2017). Furthermore, a green organizational culture (GOC) occurs when employees engage in activities beyond the pursuit of profits to preserve the environment. Therefore, GOC is defined as employees’ beliefs, values, and behaviors that are oriented toward protecting the environment. The GHRM function is an essential driver of GOC because it plays a role in determining the workforce’s beliefs, values, and behaviors through recruitment, training, performance management, and motivation (Amini et al., 2018; Muisyo et al., 2021). GHRM may be crucial for spreading environmental values and principles and providing environmentally competent and committed employees who spread environmental principles in organizations (Abdeen & Ahmed, 2019). Employees at all levels of the organization require clearly defined GHRM practices to improve the organization’s environmental performance. GHRM practices can be used to encourage the responsible behavior of employees to preserve the environment (Tulsi & Ji, 2020). Additionally, GHRM creates environmentally

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friendly behavior and culture, aiming to create, improve, and maintain environmentally friendly behaviors (Suharti & Sugiarto, 2020). The success of environmental management also depends on the environmentally friendly behavior of employees because their behavior improves the environmental performance of organizations. For the organization to achieve environmental sustainability, it is critical to understand how GHRM affects employee green behavior, which in turn affects the organization’s environmental performance (Kim et al., 2019). Elshaer et al. (2021) argued that GHRM enhances proactive environmental-related behaviors in travel agencies in Egypt and their environmental performance. GHRM also enhances organizational citizenship behaviors and performance in hotels (Aboramadan & Karatepe, 2021). Kim et al. (2019) concluded that GHRM contributes to increasing the environmental commitment of employees, supporting environmentally friendly behaviors, and environmental performance in hotels. In Egypt, companies are focusing on their role in preserving the environment based on Egypt’s Vision 2030 by adopting green operations, clean energy, protecting the environment, expanding green products, and minimizing the negative effects of their operations and activities on the environment. In its environmental dimension, Egypt’s Vision 2030 aims to raise awareness of the importance of preserving the environment, reducing the negative effects of climate change, saving energy and water, achieving sustainable consumption, and managing waste (Elkhouly et al., 2020). In the tourism and hospitality industry, hotels seek to control the effects of their activities on the environment, reduce pollution, and preserve the environment significantly by applying some green practices (Mohamed et al., 2022). These hotels also sought to obtain the Green Star Certificate within the framework of the Green Certificate program adopted by the Egyptian Ministry of Tourism and Antiquities. This program aims to enhance the sustainability of these hotels, preserve the environment, enhance their environmental performance, reduce waste, rationally utilize their resources, and implement international sustainability standards (Khalil, 2020).

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Although many studies have discussed the relationship between green organizational culture, green human resource management, and environmental citizenship, few of these studies have been applied in the tourism and hospitality industry, which constitutes a large gap in the literature on the greening of the tourism and hospitality industry. Based on this gap, the main contribution of this study is to increase the understanding of how environmental citizenship is affected by both green organizational culture and green human resource management in tourism and hospitality organizations in Egypt. The purpose of the study is to investigate the interrelationship between the green organizational culture of tourism and hospitality organizations and environmental citizenship through green human resource management. In this vein, the study seeks to investigate four objectives: (1) evaluating the relationship between green organizational culture and green human resource management, (2) assessing the relationship between green human resource management and environmental citizenship, (3) measuring the relationship between green organizational culture and environmental citizenship, and (4) examining the impact of green human resource management on the relationship between green organizational culture and environmental citizenship. This chapter includes several parts. After the introduction, a literature review on green human resource management, green organizational culture, and environmental citizenship is presented, and hypotheses are developed regarding the relationships between green human resource management, green organizational culture, and environmental citizenship. The next part presents the methodology in terms of participants, procedures, measures, and data analysis. Thereafter, the chapter presents the data analysis and hypothesis testing. The theoretical and managerial implications are presented in the penultimate section. Finally, limitations and future research are presented.

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Literature Review and Hypothesis Development Green Human Resource Management (GHRM) Tourism and hospitality organizations have begun to adopt green practices (Farooq et al., 2022). GHRM practices become essential to innovation, which influences customer satisfaction and trust and gains competitive advantage and the best environmental performance (Munawar et al., 2022). GHRM is the human resource managementrelated aspect of environmental management and focuses on the role of HRM in preventing pollution through an organization’s operational processes (Pham et al., 2019). GHRM can also be defined as a part of sustainable HRM that addresses requirements related to environmental sustainability. GHRM practices constitute the best approach that helps organizations implement environmental performance programs by creating environmental employees who can appreciate and identify environmental issues in their jobs (Yusoff et al., 2020) through green job description, green workforce planning, green recruitment, green choice, green mentoring, green training, green performance appraisal, green rewards, and other practices (Al-Romeedy, 2019; Gaafar et al., 2021). GHRM represents various aspects of HRM that are aimed at developing an environmentally friendly employee, i.e., an employee with an awareness of the importance of activities related to environmental protection (Pham et al., 2019). GHRM practices are also vital in making necessary sustainability changes (Muisyo et al., 2021). Additionally, GHRM plays a key role in motivating employees to demonstrate their environmental beliefs and values, engage in environmentally responsible actions (Luu, 2019), increase their awareness of environmentally harmful practices and environmental problems (Farooq et al., 2022), and adopt green behaviors and practices (Ogbeibu et al., 2020). In the tourism and hospitality industry, Ari et al. (2020) reported that GHRM practices positively influence green participation in decision-making, as well as green work-life balance. As indicated by the study of Sobaih et al. (2020), GHRM practices positively promote green innovation and the environmental performance of accommodation organizations in Egypt.

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Green Organizational Culture (GOC) There is increasing pressure to formulate organizational policies that promote green behavior, so organizations have increased interest in introducing the concepts of environmental protection and sustainability in all their activities and operations, which has contributed to supporting the green behavior of employees and promoting green culture (Cheema et al., 2020). An organization’s culture can be considered a green culture when employees can minimize negative impacts and maximize positive impacts on the environment by going beyond profit-seeking objectives (Muisyo et al., 2021). GOC can be defined as the values, beliefs, and behavior of organization members in relation to the natural environment (Chang, 2015; Hadjri et al., 2019). GOC is the set of organizational values, codes, and assumptions that reflect organizations’ commitment and willingness to protect the environment and not to carry out activities and operations harmful to the environment (Pham et al., 2018; Tahir et al., 2019). A green culture in organizations is a culture in which members show great concern for the natural environment through their values, beliefs, and behaviors. These beliefs reflect the organization members’ perception of what is right or wrong and what is acceptable and unacceptable in relation to the environment (Roscoe et al., 2019). With the aim of promoting a green culture within organizations, employees are engaged and given enough opportunities to adopt certain environmental practices and initiatives. These practices promote a green culture in the organization and increase its environmental role (Muisyo et al., 2021). Aggarwal and Agarwala (2022) also indicated that the involvement of employees in facing environmental problems and challenges leads to support for organizational green culture. The GOC that is maintained and implemented by employees in the organization adheres to waste management, environmental management, raw material management, use of technology to reduce waste, efficient use of natural resources, and a commitment of all employees to comply with environmental concerns (Danirmala & Prajogo, 2022). An organizational culture with a sustainable foundation can be seen as a determinant of the success or failure of an environmental management program in organizations (Danirmala & Prajogo, 2022). Moreover, GOC leads

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to promoting positive employee behaviors in the internal and external work environments, reducing costs, increasing efficiency, and positive employee participation (Margaretha & Saragih, 2013). In addition, it contributes to improving service and product quality, creating environmentally friendly products and services, increasing productivity, and optimizing the use of resources (Chang, 2015). Over time, a GOC will develop as employees support each other in their environmental efforts and promote a green culture in the workplace (Hooi et al., 2021).

Environmental Citizenship (EC) Environmental citizenship has gained more attention in organizations (Kim et al., 2019). Employees must engage in green behavior, especially environmental citizenship behavior, to support the environmental performance of organizations, as this behavior contributes to the sustainability of organizations and the treatment of environmental problems (Pham et al., 2019). EC demonstrates an individual’s willingness to engage with the organization in implementing behaviors that go beyond job descriptions that contribute to the protection of the natural environment (Silvester et al., 2019). EC can be understood as individual social and appreciative behaviors that are not explicitly recognized through a formal reward system and that contribute to more effective environmental management by organizations (Muisyo et al., 2021). Any voluntary behavior that has a positive environmental impact aimed at minimizing harm from organizational activities and processes is called environmental citizenship (Al-Swidi et al., 2021). EC is a subjective behavior that can contribute to the greening of organizations. Similarly, EC refers to the actions employees take when they care about the environment and support an organization’s environmental management strategy, such as actively promoting and recruiting others to protect the environment. An employee’s environmental citizenship behavior is spontaneous environmentally and socially beneficial behavior in the workplace outside of the organization’s formal work requirements. EC will be influenced by organizational strategies and practices (Yin et al., 2021).

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Fig. 7.1 Conceptual framework (Source Author’s computation)

EC consists of three main dimensions: environmental initiatives, environmental assistance, and environmental-civic participation. Environmental initiatives refer to those environmentally friendly practices implemented by employees such as energy saving, water saving, recycling, and other voluntary practices aimed at preserving the environment. Environmental assistance refers to the cooperation between employees in the organization to address environmental issues and problems. Environmental-civic participation refers to the participation of employees in workshops, seminars, and other activities aimed at preserving the environment, which is organized by other organizations (Boiral & Paillé, 2012). EC behaviors involve sustainability practices and activities inside and outside the organization, which may help the organization achieve its green goals (Hameed et al., 2020) and improve its environmental performance, as well as its financial performance (Khan et al., 2019). EC can also produce direct economic value for the organization through value creation (Hameed et al., 2020), commitment to reducing expenses, reducing responsibilities, and improving the organization’s reputation (Silvester et al., 2019). Figure 7.1 indicates the conceptual framework.

The Relationship Between GOC and GHRM Changes in the external work environment affect the culture and environment of the organization, making culture one of the main

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antecedents for GHRM (Shafaei et al., 2020). Additionally, organizational culture, leadership, structure, and strategy are among the important indicators of GHRM (Muster & Schrader, 2011; Shafaei et al., 2020). The existence of a GOC promotes the integration of HRM practices with environmental and green practices (Hooi et al., 2021; Roscoe et al., 2019). Building an environment in which green activities are highly valued encourages green training, green rewards, green evaluation, and green recruitment, which are dimensions of GHRM (Amini et al., 2018). Tulsi and Ji (2020) highlighted an integration between green GOC and GHRM practices of green recruitment, green empowerment, green performance appraisal, green training, and green rewards. In addition, Ren et al. (2020) clarified that the existence of organizational procedures and practices such as GOC contribute to encouraging the organization and employees to practice some activities that support the environment, such as GHRM. Several studies (e.g., Aggarwal & Agarwala, 2022; Ahmed et al., 2021; Hadjri et al., 2019; Muisyo et al., 2021; Rizvi & Garg, 2020; Shah et al., 2021) have indicated a significant and positive relationship between environmental organizational culture and GOC. Shafaei et al. (2020) added that if the organization values environmental activities and works to adopt methods of work that reduce the impact of its activities and operations on the environment; this creates a culture supportive of GHRM. Furthermore, the studies of Al Doghan et al. (2022) and Hooi et al. (2021) confirmed that GHRM is positively affected by GOC. GOC also influences some green HRM practices, such as green training, as mentioned by Danirmala and Prajogo (2022). Therefore, the following hypothesis is formulated: H1: GOC positively affects GHRM.

The Relationship Between GOC and EC Lasrado and Arora (2018) emphasized that organizations need to adopt an organizational culture that supports the environment and green behaviors to be more committed to environmental issues and encourage employees to adopt environmental citizenship behaviors. Organizations

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that adopt an organizational culture that urges employees to participate in preserving the environment provide opportunities for employees to adopt green initiatives at work and to benefit from their experience and knowledge in implementing environmental activities and practices (Úbeda-García et al., 2021). GOC also encourages employees to adopt environmentally friendly behaviors outside of work (Pan et al., 2022). Since a GOC provides a suitable environment for green activities and processes, it should be considered a catalyst for employees to adopt innovative environmental behaviors in hospitality organizations (Gürlek & Tuna, 2018). Aggarwal and Agarwala (2022) also showed that a GOC drives employees to commit to environmentally friendly practices such as recycling, reducing energy, reducing printing, and reducing water consumption. Studies by Muisyo et al. (2021) and Pham et al. (2018) pointed out that GOC positively influences environmental organizational citizenship behaviors. Al-Swidi et al. (2021) demonstrated that GOC is positively associated with the green behaviors of employees and their environmental performance. Therefore, the following hypothesis is proposed: H2: GOC positively affects EC.

The Relationship Between GHRM and EC GRHM refers to practices designed to build pro-environmental values and behaviors in the workforce and to promote green performance (Muisyo & Qin, 2021). GHRM focuses on increasing the ability of organizations to achieve their green goals by encouraging employees to adopt environmental behaviors in their jobs, participate in solving environmental problems, and engage in green behaviors in the organization (Munawar et al., 2022; Suharti & Sugiarto, 2020). As indicated by Farghaly et al. (2021), GHRM integrates environmental practices and activities into all the organization’s jobs and tasks and enhances their environmental behaviors and responsibilities. GHRM practices also aim to develop the environmental skills and capabilities of employees, which increase their environmental effectiveness, motivate them to engage in

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green practices, and support green organizational performance (Farrukh et al., 2022). Furthermore, previous studies (e.g., Farrukh et al., 2022; Freire & Pieta, 2022; Luu, 2019; Malik et al., 2021; Muisyo et al., 2021; Rubel et al., 2021; Silvester et al., 2019; Sudin, 2011) highlighted the existence of a significant and positive correlation between GHRM and EC. In addition, GHRM also positively affects EC (Ahmed et al., 2021; Al Doghan et al., 2022; Anwar et al., 2020; Hameed et al., 2020; Kakar & Khan, 2022; Liu et al., 2020; Mohammad et al.., 2020; Saputro & Nawangsari, 2021; Zhu et al., 2021). Green training as a GHRM practice affects environmental citizenship behaviors (Pham et al., 2018). In tourism and hospitality organizations, Aboramadan and Karatepe (2021) highlighted that GHRM promotes EC. GHRM also contributes to promoting green creativity in implementing environmental practices and initiatives, environmental knowledge, and environmental concerns of management (Munawar et al., 2022). GHRM also supports green intellectual capital and employee behaviors that support the environment (Nisar et al., 2021). As depicted by Kim et al. (2019) and Islam et al. (2020), GHRM contributes to increasing the environmental commitment of employees, supporting environmental citizenship and environmental performance. Moreover, Pham et al. (2019) showed that GHRM practices (such as green training, green performance management, and green employee engagement) contribute to supporting the voluntary green behavior of employees. GHRM also promotes work engagement and pro-environmental behaviors (Karatepe et al., 2022; Patwary et al., 2022). Thus, the following hypothesis is suggested: H3: GHRM has a positive impact on EC.

The Mediating Role of GHRM in the Relationship Between GOC and EC GOC focuses on environmental values and practices that contribute to the transformation of traditional human resource management practices into greening and the promotion of voluntary green behaviors (Pham

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et al., 2019). The organizational culture that supports the preservation of the environment contributes to the success of applying GHRM practices, as well as providing employees with green skills, knowledge, and values to deal with environmental issues in an innovative way, which is reflected in their environmental behaviors and practices (Hooi et al., 2021). GOC is positively associated with GHRM, and GHRM is positively associated with an organization’s environmental performance (Shafaei et al., 2020). Furthermore, Islam et al. (2020) found that the presence of a GOC supports the contribution of GHRM in helping employees to practice environmentally sustainable business. Esen and Caliskan (2019) also indicated that GOC makes organizations more engaged in green responsibilities by adopting GHRM practices. Similarly, Danirmala and Prajogo (2022) illustrated that GOC positively influences green training, which positively influences the development of environmental citizenship behaviors. Therefore, the following hypothesis is assumed: H4: GHRM mediates the relationship between GOC and EC.

Methodology Participants and Procedures To verify the study hypotheses, data were acquired from Egyptian travel agencies. These agencies are licensed to provide a variety of tourism services, including inbound and outbound vacation packages (Al-Romeedy, 2019). A total of 812 surveys were distributed to a random sample of managers and supervisors from August 2022 to October 2022. From the 684 surveys given out, 632 were returned. Only, 59 surveys were eliminated due to incomplete information and Z-shaped responses (Ali Gaafar & Al-Romeedy, 2022; Mohamed et al., 2022). Finally, 573 surveys were valid for statistical analysis, with a response rate of 70.57%. The survey was distributed in two ways: in person (by calling the travel agencies’ manager and clarifying the survey’s aims and content) and

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online (via social media platforms, LinkedIn, or e-mails), ensuring the confidentiality of the provided data and information. All responders volunteered and were not paid in any manner.

Measures The study examined three variables: green organizational culture (GOC), green human resource management (GHRM), and environmental citizenship (EC). All latent variables are assessed using set questions on a 5-point Likert scale. The study included items from all variables based on prior studies to ensure content validity. For GOC, 5 items were extracted from Masri and Jaaron (2017). For GHRM, the 6 items were developed from Dumont et al. (2017). Finally, EC was assessed by 7 items adopted from Hameed et al. (2020) and Pham et al. (2019).

Control Variables The respondents’ profiles are displayed in Table 7.1. There were 385 male respondents (67.2%) and 188 female respondents (32.8%) in the sample. Regarding age, 45% were 35 to less than 45 years, 33.9% were 45 to less than 55 years, 14.5% were 55 years and above, and 6.6% were less than 35 years. Regarding education level, 79.4% possessed a bachelor’s degree, 11% had received a medium education level, 5.6% possessed a diploma degree, 3% possessed a master’s degree, and 1% possessed a PhD degree. In terms of work experience, 29.8% had worked (from 15 to less than 20 years), 27.1% had worked (from 10 to less than 15 years), 20.4% had worked (20 years and above), and 1.6% had worked (less than 5 years).

Common Method Biases Before progressing with further statistical analysis, the common method variance (CMV) was determined. CMV identifies misleading correlations, which are prevalent when cross-sectional data collection methods

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Table 7.1 Respondents’ profiles Characteristics Gender Age

Education level

Work experience

Male Female Less than 35 years From 35 to less than 45 years From 45 to less than 55 years 55 years and above Medium level Bachelor Diploma Master PhD Less than 5 years From 5 to less than 10 years From 10 to less than 15 years From 15 to less than 20 years 20 years and above

Frequencies

%

385 188 38 258 194 83 63 455 32 17 6 9 121 155 171 117

67.2 32.8 6.6 45 33.9 14.5 11 79.4 5.6 3 1 1.6 21.1 27.1 29.8 20.4

(such as simultaneous surveys) are used to quantify variables (Malhotra et al., 2017). In this study, CMV was investigated using the Harman single-factor test and the principal component analysis (PCA) method (Chai et al., 2020). The CMV test findings show that no one dominant factor in the three variables explains more than 50% of the overall variation. As a consequence, CMV is not a significant issue in this study.

Data Analysis To investigate the convergent, discriminant, and composite reliability (CR), confirmatory factor analysis (CFA) was utilized (Salem et al., 2022; Shau, 2017). To assess model fit, CMIN/DF, GFI, AGFI, IFI, NFI, CFI, TLI, RMSEA, and SRMR were calculated (Hair et al., 2021). Furthermore, SEM was employed to investigate the relationship. The indirect effect was examined using a bootstrapping technique with 5,000 samples produced at a 95% confidence interval (Koopman et al., 2015).

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Analysis and Results Reliability and Validity Using composite reliability (CR), Cronbach’s alpha and the average variance extracted (AVE), the variables’ internal reliability and convergent validity were evaluated. CR, Cronbach’s alpha, and AVE are all greater than the reliability and validity cut-offs (Alazemi & Ahmad, 2020). Additionally, the VIF values are less than five, indicating that there is no multicollinearity or common methods bias (Alin, 2010) (see Table 7.2). The square roots of AVE are used to assess the discriminant validity of the survey. As shown in Table 7.3, the square roots of AVE should be greater than the greatest squared correlation with any other construct (Hair et al., 2021). Table 7.4 also depicts the values of the model fit indicators (CMIN/ DF = 2.108, GFI = 0.944, AGFI = 0.932, IFI = 0.941, NFI = 0.928, CFI = 0.931, TLI = 0.919, RMSEA = 0.038, and SRMR = 0.036). All of these scores were within acceptable limits (Hair et al., 2010). Table 7.2 Composite reliability, Cronbach’s Alpha, AVE, and VIF Constructs

Composite reliability

Cronbach’s Alpha

AVE

VIF

GOC GHRM EC

0.895 0.845 0.856

0.822 0.795 0.801

0.628 0.603 0.611

1.396 1.567 1.934

Table 7.3 Squared roots of AVE GOC GHRM EC

GOC

GHRM

EC

(0.792) 0.596 0.613

(0.777) 0.658

(0.782)

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Table 7.4 Model fit indices CMIN/ Indices DF GFI AGFI Value

2.108

0.944

0.932

IFI

NFI

CFI

TLI

RMSEA

SRMR

0.941

0.928

0.931

0.919

0.038

0.036

Correlation Analysis Table 7.5 presents the mean and standard deviation of the three variables, as well as the links between these variables. The results indicated that GOC was strongly and positively linked with GHRM (r = 0.701, p < 0.01) and EC (r = 0.671, p < 0.01). GHRM was also significantly and positively linked with EC (r = 0.721, p < 0.01).

Tests of Hypothesis According to the hypothesis results in Table 7.6, the path coefficient from GOC to GHRM is significant and positive (β = 0.552, p < 0.01). As a result, H1 is supported, which states that green organizational culture (GOC) has a positive impact on green human resource management (GHRM). Furthermore, the findings support H2 since green organizational culture (GOC) has a significant and positive effect on environmental citizenship (EC) (β = 0.422, p < 0.01). Finally, the suggested hypothesis that green human resource management (GHRM) positively affects environmental citizenship (EC) is supported (β = 0.583, p < 0.01). Figure 7.2 shows that GOC explains 41% of GHRM. GOC and GHRM explain 55% of EC. The bootstrapping method was used to evaluate the intervening function of GHRM in the connection between GOC and EC. Mediation is classified into two categories according to Baron and Kenny (1986). The Table 7.5 Mean, Standard Deviation, and Correlation of Variables Variable

M

SD

GOC

GHRM

EC

GOC GHRM EC

3.52 2.88 3.32

0.832 0.793 0.901

1 0.701** 0.671**

1 0.721**

1

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Table 7.6 Test of hypotheses Hypothesis testing

Standard estimation

Standard error

Critical ratio

p value

Result

H1: GOC – GHRM H2: GOC – EC H3: GHRM – EC

0.552

0.103

5.359

0.000

Supported

0.422

0.111

3.802

0.000

Supported

0.583

0.127

4.591

0.000

Supported

Fig. 7.2 Direct path results

first category is the full mediator, which occurs when the relationship between the independent and dependent variables is no longer significant when the mediator is added. The second category is the partial mediator that occurs if the relationship between the independent and dependent variables remains significant after the mediator is introduced. Table 7.7 demonstrates that the findings of GHRM’s mediating effect confirmed hypothesis (4). All of the indirect effect estimates were positive and significant (p < 0.01), indicating that GHRM plays a partial mediating role in the link between GOC and EC.

Discussion Research findings explicitly support all hypotheses. By investigating the influence of one predictor of green human resource management (green organizational culture), this study presented a conceptual framework for revealing green human resource management in tourism and

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Table 7.7 The indirect effect Hypothesis/path

GOC → GHRRM → EC

Bootstrapping 5,000 Estimates times

0.263

Biascorrected

0.000

95% CI

p value

Lower 0.000

Lower Upper

0.06

0.06

p value

0.19

p value

Result

0.000

Partial mediation

hospitality organizations. In addition, we examined the impact of green organizational culture and green human resource management on environmental citizenship. Additionally, it investigated the extent to which green human resource management mediates the relationship between green organizational culture and environmental citizenship. First, green organizational culture was discovered to significantly impact green human resource management. A one-point increase in green organizational culture leads to a 55.2% increase in green human resource management. This result indicated that organizational culture is among the critical predictors of green HRM (Muster & Schrader, 2011; Shafaei et al., 2020). This finding is similar to the findings of previous studies. Hadjri et al. (2019), Muisyo et al. (2021), Ahmed et al. (2021), Aggarwal and Agarwala (2022), Rizvi and Garg (2020), and Shah et al. (2021) highlighted that green organizational culture correlates significantly and positively with green human resource management. The studies of Al Doghan et al. (2022) and Hooi et al. (2021) supported the positive impact of green organizational culture on green human resource management. Additionally, if the organization adopts an environmental culture that encourages employees to implement environmental activities and practices, this supports green human resource management (Shafaei et al., 2020). A green organizational culture encourages organizations to adopt measures and practices that support the environment, such as green human resource management (Ren et al., 2020). Second, environmental citizenship was significantly influenced by green organizational culture. A one-point increase in green organizational

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culture results in a 42.2% positive effect on environmental citizenship. This result revealed that green organizational culture encourages the adoption of environmental citizenship behaviors to reduce damage to the environment resulting from the activities and operations of the organization and to preserve the environment (Pan et al., 2022). This result is in line with some of the previous studies, such as Al-Swidi et al. (2021), who demonstrated that there is a significant and positive link between green organizational culture and environmental citizenship. Additionally, Pham et al. (2018) and Muisyo et al. (2021) reported that environmental citizenship is predicted by green organizational culture. In addition, organizations need to adopt a green organizational culture to be more committed to environmental issues and encourage employees to adopt environmental citizenship behaviors (Lasrado & Arora, 2018). Aggarwal and Agarwala (2022) also showed that a green organizational culture drives employees to commit to environmentally friendly practices such as recycling, reducing energy, reducing printing, and reducing water consumption. Third, green human resource management significantly influenced environmental citizenship. A one-point increase in green human resource management resulted in an increase of 58.3% in environmental citizenship. This result implied that green human resource management focuses on encouraging employees to adopt environmental behaviors in their jobs, participate in solving environmental problems, and engage in green behaviors in the organization to achieve the organization’s green goals (Munawar et al., 2022; Suharti & Sugiarto, 2020). This finding is congruent with the findings of Muisyo et al. (2021), Rubel et al. (2021), and Farrukh et al. (2022), who claimed that green human resource management is significantly and positively linked with environmental citizenship. Moreover, Munawar et al. (2022), Aboramadan and Karatepe (2021), Kim et al. (2019), Karatepe et al. (2022), and Pham et al. (2019) confirmed the significant and positive impact of green human resource management on environmental citizenship in tourism and hospitality organizations. In addition, green human resource management focuses on increasing the ability of organizations to achieve their green goals by encouraging employees to adopt environmental

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behaviors in their jobs, solve environmental problems, and engage in green behaviors in the organization (Suharti & Sugiarto, 2020). Finally, the results concluded that green human resource management not only influenced environmental citizenship but also acted as a mediator variable in modifying the relationship between green organizational culture and environmental citizenship, marking the first attempt to examine green human resource management’s mediating effect. This indicated that green human resource management serves as a mediator between green organizational culture and environmental citizenship.

Implications Theoretical Implications The study’s results might have several theoretical and practical implications. Regarding the theoretical implications, this study contributes to the tourism and hospitality literature by testing a structural conceptual model including three variables, green organizational culture, green human resource management, and environmental citizenship, in the context of the Egyptian tourism and hospitality sector. This study explored the effect of green organizational culture on green human resource management in travel agencies, which was early empirical research to identify green organizational culture as a primary predictor of green human resource management in travel agencies. In addition, this study adds to the few earlier studies that have looked at the influence of green organizational culture and green human resource management on environmental citizenship in the tourism and hospitality sector. Additionally, this study adds to existing knowledge in the tourism and hospitality sectors for the first time by evaluating the effect of green human resource management as a mediator in the relationship between green organizational culture and environmental citizenship. In this vein, to the best of our knowledge, no previous research has examined the impact of green human resource management on the link between green organizational culture and environmental citizenship in the tourism and

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hospitality sector. This study proposes a new and comprehensive conceptual framework for identifying the determinants and consequences of green human resource management in Egyptian travel agencies, which can serve as a basis for future research in addition to the findings of this study.

Managerial Implications In tourism and hospitality management, human resources and environmental concerns are developed independently; however, combining human resources and enhancing environmental performance is a critical component for companies to become green. Therefore, addressing this issue will assist travel agencies by allowing them to better understand the need to develop a green organizational culture that supports green human resource management and environmental citizenship. Furthermore, the evidence for GHRM in travel agencies is less well recognized; thus, knowing the context of Egypt might provide new evidence for policymakers in the tourism and hospitality sector. The findings of a study demonstrated the influence of green organizational culture on green human resource management and environmental citizenship. Tourism and hotel organizations should increase their dependence on green human resource management as a business strategy by adopting green recruitment and selection, green training, and green performance evaluation to achieve environmental preservation and motivate employees to adopt environmentally friendly behaviors and practices. Additionally, these organizations should increase human investment in the field of sustainability and green activities by training employees and providing them with green skills and knowledge that enable them to implement green initiatives. Moreover, tourism and hospitality organizations should educate employees through workshops and seminars about the importance of environmental practices to preserve the environment and how to implement and participate in them. In addition, adopting green rewards and running competitions for the best environmental initiatives and

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environmental creativity will encourage all employees to adopt environmental behaviors and preserve the environment. In addition, they should be encouraged to adopt some environmental behaviors outside the workplace to preserve the environment and society, such as using environmentally friendly cars or mass transportation and reducing water and energy consumption. To ensure that employees are committed to implementing environmental initiatives and the adoption of environmental behaviors, they should be involved in setting environmental goals and making environmental decisions. These organizations should also strive for continuous greening by setting some environmental goals within their objectives, providing adequate support to achieve them, and encouraging workers to participate in achieving them. Furthermore, positive environmental values and attitudes should be spread among all employees by encouraging them to be environmentally friendly and adopt environmental behaviors. Similarly, these organizations should adopt leadership styles that support green organizational culture and green human resources management and encourage the adoption of environmental behaviors such as sustainable leadership and green transformational leadership. They must also realize that building a green organizational culture and green human resources management is part of their social responsibility and the longterm sustainability of their business. Additionally, these organizations should be interested in developing and constantly enhancing their green organizational culture, such as their interest in developing and improving their administrative and production processes. Finally, they should create functions within organizational structures for environmental management and greening. In accordance with SGD 5 (gender equality and women’s empowerment), managers should adopt and promote an organizational culture that encourages gender diversity at work and provides opportunities for women to take on leadership roles in their agencies. The development of performance by women in some leadership roles in agencies is reflected in their knowledge, skills, and capacities. When women hold leadership positions, their soft talents and capacity to foster harmony may

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be utilized. Furthermore, establishing a safe and secure work environment for women, as well as ensuring their safety and security at work by eradicating all forms of violence against all women. Equally important, managers could adopt some strategies to promote women’s empowerment and leadership roles. Work-life balance promotion, balanced and equitable monitoring, flexible work arrangements, and adopting leadership styles that enhance gender diversity in the workplace are among these strategies. Furthermore, these strategies include flexible working hours, flexible work rules, equal possibilities for promotion for both sexes, encouraging women to use technology at work, personal development plans, and assisting women who have taken a career sabbatical, as recommended by Zaki et al. (2022).

Limitations and Future Research While this study offers policymakers useful results, it does have some limitations. First, the study sample was drawn from Egyptian travel agency managers and supervisors. As a result, it is suggested that future research broaden the area of research and the study population (e.g., hotels, airlines). Second, this study examined the impact of green organizational culture on green human resource management in travel agencies. Other factors’ effects are proposed to examine in future research (e.g., green perceived organizational support, organizational health, sustainable leadership, etc.) on green human resource management. To supplement this study, we examined the impact of green corporate culture and green human resource management on environmental citizenship in travel agencies. Future research can look at the impact of green organizational culture and green human resource management on additional factors (e.g., organizational sustainability, organizational reputation, well-being, green voice). Future studies may also look at the impact of other factors on environmental citizenship (e.g., green empowerment, green perceived organizational support, strategic planning and quality of work life). Third, green human resource management was introduced as a mediator variable between green organizational culture and environmental

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citizenship in the current study model. More study is needed to investigate the role of additional factors as mediators in the relationship between green organizational culture and environmental citizenship (e.g., job satisfaction, work engagement, organizational justice, organizational effectiveness, sustainable agility). It is also suggested that more research be conducted on the mediating role of green human resource management practices in the relationship between green organizational culture and environmental citizenship (e.g., green recruitment, green training, green rewards, and green performance management).

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8 Green HRM: A Zimbabwean Perspective Tabani Ndlovu and Sihle Ndlovu

Introduction Mankind faces an existential threat from global warming (Rees, 2021). Consequent to the climate change threat, humanity faces possible social dislocations that can result from shortages of resources, land and droughts or famines (Quinlan, 2020; Taskinsoy, 2020). Unless humanity comes together and tackles climate change by 2030, the world as we know it today might come crashing down by 2100 (Nordhaus, 2018; Rogelj et al., 2018). This is due to rising global temperatures, which lead to melting ice caps. Melting ice caps and disturbed global ecosystems will in turn lead to rising sea levels (Lindsey, 2020). The rising sea T. Ndlovu (B) Faculty of Business, Higher Colleges of Technology, Abu Dhabi, UAE e-mail: [email protected] S. Ndlovu GARD Division, Higher Colleges of Technology, Abu Dhabi, UAE e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_8

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levels will likely wipe out low-lying habitats, causing untold calamities to flora and fauna in those areas and triggering climate change migration (Hauer et al., 2020). Food sources are projected to be affected by famines, droughts, tropical storms and unusable farming lands poisoned by the overuse of agricultural chemicals (Alengebawy et al., 2021). With shortages of resources, tensions may fuel conflicts, and possible wars may ensue over resources (Pemunta et al., 2021). There have already been increased incidents of saber-rattling rhetoric between global nuclear superpowers over resources and territories (Bayramov, 2018). With increased tensions between global superpowers, it will take only two superpowers to flex their nuclear muscles, and the whole world could be brought to a pile of rubble (Conca, 2018). The urge to address climate change is, therefore, urgent and real. Business is a key organ that can be used to coalesce groups of diverse stakeholders to work together in mitigating the effects of climate change (Schaltegger et al., 2020). The drive for sustainable business practices requires organizations to explore corporate-wide endeavours to mitigate the effects of climate change and develop sustainable social practices that address employee well-being while delivering worthwhile returns to investors (Ganguly et al., 2018). Most organizations can easily find examples of how they reduce their carbon footprint and how they deliver the financial bottom line to investors while also benefitting wider stakeholders. On the other hand, the idea of green human resource management remains largely untapped and presents further opportunities for organizations to widen their efforts to offer a holistic, sustainable business strategy (Shah, 2019). This is envisaged to address all facets of the organization, from production to supply chain management, marketing, financial management, and human resources management, among other areas. This chapter focuses on using sustainable human resources management policies and strategies as a lever for ushering in further sustainable strategies. Green HRM strategies are envisaged to contribute towards a greener organization and, ultimately, a greener world through collective effort, starting from a grass-roots level all the way towards a global effort. The chapter acknowledges that even though green human resource management strategies have been discussed in the literature for over a decade, the practice is still nascent in some areas, and it does not come without

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challenges (Shah, 2019). This is even more so for developing countries that face other challenges that may hamper an organization’s attempts to curb climate change through greener HRM practices. As Wang (2016) notes, in emerging economies, owners of small- and medium-sized enterprises (SMEs) are an integral part of economic development. This makes SMEs key cogs in the implementation of green HRM strategies in these economies because they govern the operational activities of their businesses and therefore determine the strategies that are implemented therein. In Zimbabwe, approximately 94% of businesses are SMEs (Majoni et al., 2016). These SMEs create just over 60% of employment opportunities (Tinarwo, 2016). Due to sustained economic instability in the country, the owners of SMEs in Zimbabwe have to grapple with an economically challenging and complex business environment. This adds an additional layer of complexity to the application of green HRM strategies; hence, in this chapter, the authors aim to explore the application of green HRM strategies within a developing economy context and focus on Zimbabwe in particular. The chapter pays particular attention to SMEs since these hold a significant part of the Zimbabwean economy (Majoni et al., 2016). The next section looks at unpacking the green HRM concept.

What Is Green HRM? Green human resource management (GHRM) refers to organizational policies and practices aimed at encouraging employees to adopt behaviours that reduce the effects of climate change while also promoting healthy balances between work and other aspects of employee lives (Kaur et al., 2019). For such initiatives to work, they must be beneficial to the employees, the organization and wider communities or society (Peerzadah et al., 2018). Human resources managers, therefore, have to craft policies that engender the whole employee life cycle, looking at how they design job role profiles, the attributes that they should look for in an ideal employee, the recruitment and selection process,

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employee onboarding and goal setting, employee training and development, employee motivation and compensation, performance appraisals and work-life balance, among other things (Zubair & Khan, 2019). GHRM policies must align with an organization’s overall sustainability vision, often referred to in various ways, such as corporate social responsibility (CSR), corporate responsibility (CR), sustainability or its narrower version of environmental management. Mandip (2012) posits that GHRM largely comprises two elements: preserving human capital and environmentally friendly people-management strategies. The two elements are intertwined and use an organization’s human resources as a lever for delivering environmentally friendly products and services using processes and practices that reduce negative effects on the environment. While they may be seen as two elements, they are not disconnected, and one needs the other for its full potential to be realized. It is, therefore, no surprise that implementing green human resources policies and practices attracts high-calibre employees (Aranganathan, 2018). Such employees are environmentally conscious and have better potential to adopt strategies that reduce waste, cut costs, improve organizational processes and deliver competitiveness, all the while mitigating the effects of climate change and making a positive contribution to society, as the effects of climate change indiscriminately affect everyone (Lee et al., 2018). Therefore, a symbiotic relationship exists between green HRM practices and sustainability (Ababneh, 2021). The section below discusses typical green human resources strategies practised by organizations.

Typical Green HRM Practices and Strategies GHRM policies are intended to encourage employees to adopt behaviours that promote sustainability and mitigate the effects of climate change while enhancing employee well-being (Kaur et al., 2019). For many organizations, being “green” is translated into very simple environmental terms—reducing pollution through practices such as recycling, reusing or reducing the usage of environmentally polluting products (Yong et al., 2020). To that end, some organizations operating at the very

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basic environmental level may hold training sessions on different types of waste and how to sort the waste into different disposal bins to facilitate recycling (Young, 2018). Employees may be conscientized on reducing the usage of certain categories of products that exacerbate the throw-away problem and thus contribute waste to landfills (Sharma et al., 2021). Many organizations used to provide disposable plastic drinking cups, plates and plastic cutlery in their workplace kitchens (Schnurr et al., 2018). With the adoption of GHRM practices, employees are encouraged to use reusable utensils and reduce the usage of disposable utensils, thus significantly reducing waste to landfills (Borg et al., 2022). Other organizations may encourage employees to look at more sustainable ways of travelling to work, often forming car-sharing teams (travel buddies) to reduce travel-related car pollution emissions, especially those coming from single-person vehicles (Jung & Koo, 2018). The practice of car-sharing has immediate direct benefits to participants and is therefore considered a low-hanging fruit that many employee groups use. Where public transport options are available, employees may be incentivized to use them. Some organizations may negotiate discounted rates with public transport operators, e.g. weekly or monthly bus cards, and avail these to employees, sometimes at no cost to employees (Bartle & Chatterjee, 2019; Hamre, 2018). Where situations permit, some organizations may offer incentives for employees to purchase bikes and other sporting accessories, offering suitable facilities such as bike sheds and showers for employees to conveniently cycle in or walk to work, using company facilities to shower, change or store their equipment safely and conveniently (Biernat et al., 2020; Schäfer et al., 2020). In some rare cases, some organizations provide staff buses that ferry employees to and from work, thus reducing travel-related costs while encouraging more sustainable commuting practices (Bartle & Chatterjee, 2019). This, however, requires commitment and resources from the organization, and for smaller organizations, it may not be sustainable. Where employees come from dispersed locations, the staff bus may collect and/ or drop off at designated central points for easier access by all employees (Vanoutrive, 2019).

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With improvements in telecommunications and technology, flexible ˇ working arrangements are increasingly adopted (Ciarnien˙ e et al., 2018). Such flexibilities may come in different guises, e.g. allowing employees to work from home on some days, working flexible shifts or even job sharing. Such practices allow employees to design their work schedules to fit around their family lifestyles while delivering on their job-related commitments. The benefits to employees include happier, relaxed and fulfilled employees who are able to spend more time with their families and are able to commit quality time to their employers (Biernat et al., 2020; Kelliher et al., 2019). For employer organizations, the benefits include lower costs of housing employees in the office, e.g. reduced costs of heating, lighting, electricity, Internet usage, etc. Added benefits for some companies may include a reduced need for car parking spaces, which some companies pay for and service. At a broader sustainability level, the carbon footprint reductions associated with reduced employee travel are huge and when calculated across the entire workforce over elongated periods of time, amount to significant efforts in reducing a company’s overall carbon footprint (Bartle & Chatterjee, 2019; Hamre, 2018). A correlation can be established between an organization’s size vs level of commitment towards sustainability and the types of sustainability activities employed in the organization. As part of a wider study on various aspects of sustainability in Zimbabwe, a survey was conducted to gauge the level and type of sustainability-related commitments and activities among Zimbabwean companies. The survey results were used to produce a pyramid-type typology showing cascading levels of green HRM strategies employed by different types and sizes of organizations (see Fig. 8.1). The section below briefly outlines the methodology of the study. The study referred to above emanates from the authors’ ongoing work focusing on a wide-ranging study on sustainability in Southern Africa, the conceptualization and framing of sustainability in an African context, the perceptions of Africa’s obligations towards climate change reduction targets vs Africa’s perceived contribution towards fuelling climate change and the equity of the proposals on Africa’s contributions, among other

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Fig. 8.1 Typology of Green HRM Practices Pyramid (Source Authors’ computation)

strands of the study. One aspect of the study has been published as a book chapter (see Ogunyemi et al., 2022).

Methodology A total of 78 company contacts were surveyed via email in a purposive sampling approach with initial contact details obtained from the membership list sourced from a leadership professional body in Zimbabwe. The 78 initial contacts were requested to recommend others who may be interested in and suitable for the survey based on their responsibilities in driving sustainability-related strategies in their organizations. A further 25 names were suggested, and of these, 22 were surveyed as well, bringing the total surveyed to 100. The other 3 names bounced back and were discounted from the study. Of the surveyed respondents, 64 responded, giving an impressive response rate of 64%. This followed various email follow-ups to remind

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respondents, at times using the membership body to remind respondents during regular events. The survey was closed after 6 weeks, paving the way for the analysis. The survey sought to investigate the level of sustainability awareness among managers, staff and stakeholders of the surveyed companies; whether the companies had any policies related to sustainability; whether the companies provided any sustainability-related training to employees and or stakeholders; whether the companies had any specific company-driven sustainability initiatives; whether employees had any self-driven sustainability initiatives; and challenges faced in relation to sustainability as well as benefits of any sustainability-related initiatives. The questionnaire utilized a variety of questioning approaches ranging from a Likert scale to open and closed question types. Bridging questions were used to delve deeper into those aspects selected by respondents, while those who professed ignorance received minimal questions. At the end of the questionnaire, respondents could volunteer their personal details and opt to be contacted for further study-related issues. The results of the study were used to produce the typology in Fig. 8.1 and will be discussed in the following sections. The results from the survey conducted on Zimbabwean companies indicated that the scale of committing towards sustainability-related HRM strategies varied depending on the size of the firm due to the resources available. Figure 8.1 gives a typology of green HRM activities arranged in a pyramid with basic environmentally oriented activities at the bottom. As one goes up the pyramid, the activities require more commitment, resources and management support, and consequently, fewer organizations tend to operate at the higher levels of the pyramid. Figure 8.1 shows different initiatives that surveyed organizations undertook. Based on study findings, the organization acts as an information dissemination point capable of incentivizing or discouraging certain employee behaviours (Cantele et al., 2020; Rodrigues & Franco, 2019). The capacity of the organization to foster sustainable behaviours among employees, however, hinges on the organization’s vision, values and resources (Singh et al., 2020; Wijethilake & Lama, 2019). In the Zimbabwean context, evidence suggested that more organizations were undertaking very basic green HRM and other sustainability activities (depicted as Level 1 of the pyramid). As one goes up the pyramid,

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the types of activities required more resources and were typically more intertwined with organization policies; consequently, there were fewer organizations operating at the higher levels. Based on the study findings in Zimbabwe, the study posits that many organizations, particularly those with limited resources, tend to operate at the base of the pyramid, undertaking “easy environmental and sustainability-related pickings.” Typical activities tended to be driven more by employees, with organizations playing a supporting role. As one goes up the ladder, more commitment is needed, more sacrifices are demanded and slightly more thought needs to go into the planning, mobilizing and motivation of staff and requisite resources. Human resources managers must be critical when selecting which activities the organization will implement. Consequently, many organizations may, at best, make ad hoc attempts to undertake activities towards the top of the pyramid. This is because there is much effort required to integrate the green vision into the organization’s own vision. The depiction in Fig. 8.1, therefore, supposes that as one goes up the pyramid, organizational commitment increases. This also shows a trend of green HRM practices increasing in sophistication and moving away from typical environmental management practices towards more people-oriented practices. Organization leaders, therefore, have to make a conscious commitment to not only integrate sustainability values into the organization’s DNA but also commit some resources towards realizing this vision. Where organizations are hard-pressed for resources, sustainability-oriented initiatives become “nice-to-have” but not necessarily critical for survival. To encourage firms to create space for and take sustainability seriously, governments (both national and local) can offer various incentives, such as tax breaks, cheaper access to premises and reduced tariffs, e.g. for car parking spaces (Mangla et al., 2018). Alternatively, governments can issue outright moratoriums to mandate firms to integrate sustainable business practices and motivate employees to be agents of sustainability change (Ding et al., 2019). The latter option is not attractive, as it would result in tokenistic behaviours. Green behaviours yield better results when undertaken voluntarily by people who connect to the end goals of sustainable behaviours (ibid.). When that happens, the employees who

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buy into the sustainability agenda become agents of change, recruiting their families and close friends and thus slowly building a movement that can be a catalyst for change (Santos, 2018). It is from the above backdrop that this chapter investigates the adoption of green HRM practices in Zimbabwean companies to gauge whether such practices are ingrained into organizational strategies and, if so, to what extent the organization formally encourages/incentivizes them. The chapter considers the antecedent effects of the broader socio-economic environment and how this impinges on the efforts by companies to practise green HRM strategies. It appraises the broader political and socio-economic landscape to appraise the practice of green HRM strategies.

Overview of the Zimbabwean Economic Landscape Data from the April 2022, Zimbabwean population census pegged the country’s population at 15,178,979 people (UNFPA, 2022). This represented an annual population growth rate of 1.5% when compared to the previous population census conducted in 2012. Siwela and Njaya (2021) posited that at the end of 2020, the Zimbabwean informal sector accounted for approximately 60% of the country’s economic activity, with only 40% left to the formal sector. According to ZIMSTAT (2022), the formal sector, as of July 2022, employed approximately 81% of the country’s working population. This is, however, contested and is in contrast to the 80% unemployment cited by other stakeholders (see, for example, Worldhelp, 2022). Notwithstanding the above contradictions, according to the Zimbabwean official statistics agency (ZIMSTAT, 2022), in July 2022, 19% of Zimbabweans within the working age group were considered unemployed. The unemployment figure is masked by the fact that the majority of Zimbabwe’s population ekes out living in the informal sector, and there are no accurate statistics of the goings on in this sector, as it is not directly regulated (Magidi, 2022). It is, therefore, difficult to capture a concise picture of the economic landscape in Zimbabwe to frame the

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development and deployment of green HRM strategies in the country. This chapter focuses on the few formal sector organizations consulted as part of this study. Both the formal and informal sector enterprises in Zimbabwe are under the heavy impacts of severe economic challenges affecting the country and, by extension, impacting the practice of green HRM strategies (Helliker & Murisa, 2020). Some of the challenges are documented below.

Zimbabwean Economic Prospects Zimbabwe has been experiencing an economic decline, with 4,610 firms shutting their doors between 2011 and 2014 (Siwela & Njaya, 2021). Of the remaining firms, daily operations are hampered by unsustainable inflationary pressures that have seen the local currency almost replaced by the US$. Unfortunately, the discrepancy between official vs black market rates for the ZW$ to the US$ means that the US$ is not easily available via the official banking system. This is because most people would rather trade in the informal parallel market where their US$ can be traded for more Zimbabwe dollars compared to the official system (Jefferis, 2020; Maune et al., 2020). The shortage of cash in the official system has caused many people to struggle to obtain their salaries from banks at the end of the month (Chinjova & Zinhumwe, 2019). This has forced people to spend countless hours and days waiting in queues for whatever little cash the banks can give out (Gudhlanga & Madongonda, 2019). While people have an alternative to using mobile money and online banking services, the transaction charges associated with such use render these options unattractive (Simatele, 2021). Companies have had no choice but to be flexible in allowing employees space and time to address money-related problems alongside their work commitments (Gudhlanga & Madongonda, 2019). Considering the different options of green HRM strategies, it would appear that people-oriented strategies better resonate with the Zimbabwean population at this time considering that the priority under these circumstances is to feed their families and survive. The pursuit of green

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credentials under such harsh circumstances tends to be pushed to the back of the queue.

Electricity Load Shedding On 12 December 2022, the BBC reported severe blackouts in Zimbabwe owing to deteriorating power generation infrastructure, mainly at Kariba Dam. The power shortages were not a new phenomenon and had been the order of the day for many years, except this time around, electricity would be switched off for longer periods of time each day and day after day (Reuters, 2022). The ageing electricity generation infrastructure has not been able to cope with increasing demand. Coupled with that, water levels at the main hydroelectric generation station (Kariba) have gone drastically low, requiring electricity generation to be paused until water levels improve (CGEP, 2022). The shortfall in Zimbabwe’s energy supply has ushered in load shedding, restricting the availability of electricity to a few hours each day. This restricted supply of electricity, sometimes without notice, means that businesses regularly have to shutdown, as some of them cannot function without electricity to operate machinery, computers, etc. In mitigation, some businesses have invested in backup diesel generators, which allow minimal activities to continue despite the nonavailability of electricity (Chitiyo et al., 2019). This, however, adds a cost to operating business expenses and may affect profitability and, ultimately, survival. Given the dire energy situation, organizations in Zimbabwe have had to devise innovative strategies on how to best utilize their workforces. Such strategies vary from giving employees time off to effectively reducing workers’ contracted working days each week. The freed-up time allows employees to make arrangements for their families in terms of sourcing alternative energy sources for heating and lighting, considering that blackouts indiscriminately affect both businesses and private citizens.

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Limited Telephony Bandwidth Alongside electricity and cash problems, the country’s communications network is not spared by the energy crisis. Internet bandwidth is very unreliable and succumbs to electricity blackouts (Marchant & Stremlau, 2020). Unreliable Internet connectivity affects opportunities for remote working and means that there would be little to do from home for most workers. This poses challenges for organizations that have to make a decision on whether to keep idle workforces on the payroll or lay them off. The problem is compounded by the fact that communication and electricity blackouts are haphazard and not particularly preannounced to enable appropriate planning. Notwithstanding these challenges, many Zimbabwean companies contacted as part of this study indicated that they have revised their working schedules, often calling in staff as and when circumstances permitted. The working week and working hours in each shift have been customized to respond to the prevailing situation. Many companies allow workers time off during blackouts, as it would not be feasible to pay idle workers. Many firms have had no option but to close their doors, as they cannot cope with escalating costs, shortages of electricity and an illiquid economy, among other problems (Helliker & Murisa, 2020). The above situation suggests that those firms that still manage to keep their operations going are largely focused on survival in a harsh economic landscape, and the adoption of green HRM strategies should align with firm objectives and help in the firm’s survival; otherwise, they risk being abandoned. The practice of green HRM strategies, therefore, takes a different dimension in an economy where the priority is survival. There is a limit to which companies can continue cushioning the effect of the harsh economic environment on employees. This is particularly so when the companies are not making money. With the best intentions, compassionate green HRM strategies get parked with the hope that they will be deployed when the situation improves. A sample of Zimbabwean companies was contacted via an electronic survey to determine what green HRM policies they had and what practices were undertaken, together with challenges affecting the implementation of green HRM strategies. The results indicated innovative

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approaches drawn out under very harsh conditions and with one overriding intention—survival and protection of employees from the harsh effects of the struggling economy.

Green HRM Strategies in Zimbabwe As seen from the above discussion, it is difficult to obtain exact figures for the employment situation and active labour force in Zimbabwe. This is due to the large number of people employed in the informal sector and not officially captured in official employment statistics. For such people, sustainability issues may not be a top priority, as they struggle to make ends meet on the fringes of regulated business environments (Kabonga et al., 2021). The green HRM strategies discussed in the ensuing sections, therefore, only relate to formally registered middle to large businesses in Zimbabwe. The study surveyed a total of 100 organizations but received responses from only 64 organizations, representing a 64% response rate. Twenty-five of the responding organizations had links with or were part of international bodies. The surveyed organizations came from different sectors, such as mining, NGOs, financial services, the food and beverages sector and hospitality, among other sectors. It was observed that organizations with international links seemed to have more formalized captions of green HRM policies and strategies and had more streamlined arrangements around the framing and implementation of green HRM strategies. From the evidence collected, most companies in Zimbabwe employ various forms of green HRM practices. Some practices are not necessarily enshrined into formal organizational policies, but companies have adopted them out of compassion to cushion the staff from the challenges they face due to an ailing economy in Zimbabwe. Some practices are initiatives of staff themselves as they innovate to cope with escalating challenges in the country. The practices range from flexible working arrangements, varied shift patterns, home working, alternate days at home vs in the office, and pooled staff travel, among others. These are discussed in more detail below.

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Green HRM Policies Surveyed respondents indicated that it was difficult for Zimbabwean companies to mandate any form of sustainability behaviours among employees considering the harsh economic realities that both companies and employees face. Notwithstanding, companies had the leeway to encourage employees to adopt responsible behaviours. Only 25 of the 64 surveyed organizations had specific policies around Green HRM. Even for organizations with policies, the translation of the policies was rather loose, and the company representatives could not furnish any specific examples of what the companies had done to further Green HRM policy pursuits.

GHRM Training Out of the 64 surveyed organizations contacted, 30 indicated that they organize some form of training and professional development sessions around sustainability initiatives. Some of these initiatives centred on green human resources management strategies. It was observed that the scope of coverage for sustainability initiatives was limited to environment-related activities such as recycling and employee volunteering in community clean-up activities, among other activities. In some organizations, team-building activities were regularly organized around themes to collect/donate money, clothes or food parcels towards disadvantaged community members. Teams would set challenges, hold raffles and raise money for charity. In the larger organizations, formal dinners and activities would be organized, and proceeds would be donated to nominated charities. The training or professional development sessions did not seem mandatory and were not formally linked or reflected in employees’ annual appraisals. Consequently, the take-up of the training initiatives (where it was offered) was patchy.

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Reduce, Reuse, Recycle A number of organizations surveyed indicated that they encourage the reduction of waste in landfills, an initiative mainly related to paper used in the organization. Staff are encouraged to print double-sided and in greyscale colour. Eleven organizations indicated that instead of regularly issuing notepads, they encouraged staff to use scrap/disused printed paper for note-taking. Disused printed paper (which did not contain any sensitive information) was therefore not shredded but utilized for note-taking. This is said to have significantly reduced the purchase of new notepads and new printing paper, as staff only print as a last resort, and any printed old paper is used for note-taking to minimize requests for new stationery. When probed about the rationale for this initiative, respondents indicated that this came more out of necessity than from a sustainability initiative. Faced with escalating costs of stationery and shortages of certain types of paper, staff had no choice but to find ways of minimizing stationery-related expenditure as well as alternative ways of coping with shortages. Any savings from such initiatives were channelled towards staff welfare or staff entertainment funds to encourage more concerted efforts. In the office, most staff are said to use reusable utensils as opposed to disposable cups, plates or cutlery. This serves to reduce waste in landfills and lowers costs associated with providing staff with disposable utensils. Where water coolers are provided, staff must bring their water bottles or cups.

Flexible Working Arrangements Flexible working arrangements seem to top the list of initiatives considering the number of employees involved and the amount of time involved. Contacted organizations indicated parcelling out time so employees could reduce the need to come to the office. This served both employee needs considering the lack of water availability, electricity blackouts and cash shortages. Unfortunately, some companies had to pay employees pro rata, meaning that they were not paid for the time

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that they were away. This was, however, considered to be a better option compared to laying staff off. Employees could work alternate days; work one week and be off the next in an alternate fashion or be on standby and work long shifts when electricity was available, taking time off when there was no electricity.

Responsible Travel Options A significant number of companies indicated that their employees were involved in transport-sharing syndicates, not necessarily organized by their employers. It would seem that employees are carpooled to minimize commuting costs by sharing cars and contributing to fuel costs. The challenge was said to emanate from the fact that employees lived in dispersed parts of the city, limiting the extent to which people could carpool. Notwithstanding the fact that this may not be driven by the organization, 11 organizations indicated that once they realized what employees were doing, they rallied around the initiative and offered incentives such as fuel coupons to the carpooling syndicates. Three organizations eventually offered staff buses in response to the carpooling initiatives. As seen from the above discussion, companies in Zimbabwe are involved in green HRM strategies in various ways, but most of the initiatives are driven by employees in a bid to survive a harsh economic climate. The drive for sustainability in its broader sense does not seem to feature too much. The silver lining is that in their bid to mitigate the effects of a harsh economic climate, employees are adopting behaviours consistent with the dictates of green HRM. Consequently, employers have an opportunity to harness these efforts, leverage them and provide their corporate stimulus to propel these efforts. The section below briefly discusses challenges bedevilling green HRM practices in Zimbabwe.

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Challenges of Green Human Resources Policies Designing and deploying Green Human Resources policies and strategies is difficult and takes longer before benefits can be realized. This requires coordination with various elements of a business, underpinned by sustained training and development of employees and their managers, as well as major shifts in working cultures. The traditional mindset of many is that employees need to be in the office where they can be supervised to work. For some jobs, coming to the office is mandatory, as their daily tasks may not be carried out away from the workplace. Green HRM strategies, therefore, require managers to be attuned to different ways in which their subordinates can contribute to the company while addressing other social and environmental concerns. They require managers to develop a compassionate culture that promotes the well-being and development/growth of employees who are empowered to make positive changes not only in the company but also in their communities. For organizations to facilitate flexible working practices such as remote working, there needs to be infrastructure to support such arrangements (Lee et al., 2019). This means that the Internet and broadband facilities accessible to employees must be of such quality that employee vs organization communication arrangements are not hindered. This means that employee home environments must afford them the space and facilities for them to continue to perform their duties uninterrupted. In some organizations in the UK, for example, employees who obtain their organizations’ consent to work from home are encouraged to conduct display screen equipment (DSE) assessments to ensure that their work environment at home does not pose health dangers that may eventually have negative effects on employee health (McGill, 2020). Such assessments require training, and the lines are blurred as to who should take responsibility for ensuring that home working spaces are fit for purpose. A further complication of home working arrangements relates to the contested legal reach that employers have on workers’ private home spaces. Employers have limited legal capacity to regulate an employee’s home environment, which often limits the extent to which employers can foster certain standards and practices.

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In Zimbabwe, while some of the above challenges are remotely relevant, the overriding immediate concerns are around the welfare and survival of employees as they face the debilitating effects of a failing economy. This is manifested through shortages of electricity, shortages of water, poor Internet connectivity and lack of access to liquid cash in a high inflationary environment. The scope of green HRM, therefore, takes a different twist in Zimbabwe, as companies are themselves fighting for their survival. Immediate concerns are around how to keep the companies operational and what staff levels to keep considering regular shutdowns that disrupt company operations. Surveyed companies indicated a willingness to explore green HRM practices but acknowledged that the overriding aims were about survival as opposed to broader sustainability concerns. The high unemployment levels in Zimbabwe have pushed many people into the informal sector where no accurate data are available to show what the conditions are and how activities of this sector could be related to green HRM strategies. There could well be a wealth of data showing even more participation by this sector considering that the majority of the country’s workforce falls under this sector.

Recommendations for Green HRM in Zimbabwe Zimbabwean companies face insurmountable challenges emanating from an underperforming economy, failing energy infrastructure and lack of availability of money and skills drain. These challenges mean that for companies to embrace and adopt green HRM practices, they may need some help from governments, e.g. through tax breaks, access to lowerpriced premises and reduction in tariffs when importing raw materials, spares or machinery, among others. Furthermore, despite the cited existential challenges, Zimbabwean companies can continue to invest in employee training on broader sustainability issues, empowering their employees to take local personal actions as a way to innovate out of the current challenges.

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Where employees are empowered and knowledgeable, they can come up with innovative ideas that may help their organizations and communities. The current practices of green HRM in Zimbabwe seem to be at the very basic level of the pyramid (Fig. 8.1). These are mainly focused on environmental issues, driven largely by employees and show low levels of organizational engagement and drive. Companies are encouraged to move up to levels 2 and 3 of the pyramid, with the companies taking a strategic lead and using their corporate clout to mobilize workers in a more coordinated way. This requires the integration of green HRM strategies into the company’s own vision and values while taking cognizance of the existential issues around the company. Employees in various companies have already demonstrated creativity in crafting survival strategies in trying to cope with the adverse effects of the economy, and a small push from companies would help boost their morale as they do what they have to do to survive. Some smaller organizations are implementing various strands of green HRM strategies, albeit driven by existential challenges. Skills shortages hamper companies from reviewing and deploying more coordinated strategies to harness the enthusiasm and energy of employees. If organizations provide training, there is scope for sustainability activities to take root in a more coordinated way with the potential to deliver meaningful results for both employees and their employers.

Conclusion Employees from many small and medium companies in Zimbabwe undertake various sustainability initiatives that can be harnessed through proactive green HRM strategies by their employer organizations. Efforts by both employees and employers are, however, dampened existential challenges facing the country, such as electricity blackouts, water shortages, shortages of cash and poor Internet connectivity. High inflationary conditions have also seen the cost of living rising, pushing many people below the poverty datum line. In response to these challenges, the employed workforce in Zimbabwe has developed various strategies

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to cope. Some such strategies easily contribute to the broader sustainability agenda and help mitigate the effects of climate change. However, it would seem that employees are taking more of a leading role as they fight to survive in the harsh Zimbabwean economic climate. This chapter argues that if companies coordinated their efforts through clear green HRM policies and practices, more value could be generated by employees who are already undertaking various activities in a very challenging environment. More education and training could help employees link their personal endeavours with broader sustainability demands to mitigate the threat of global climate change. The broad interpretation of green HRM strategies takes a particularly localized meaning in Zimbabwe, as many companies have had to make adaptations to compassionately allow workers to give their best in the organization while balancing these organizational expectations with existential challenges that they face outside the organization. Consequently, green Human Resource Management strategies in Zimbabwe require a delicate balancing exercise requiring diplomacy, sensitivity and a discerning eye to determine where to be firm and where to be compassionate. There is hope that once the economy takes a turn for the better, green HRM strategies could blossom in Zimbabwe. In the meantime, more concerted leadership could help drive the agenda and provide more active coordination of what employees are doing, delivering benefits to employees, the company and society. As high unemployment continues to haunt the Zimbabwean economy, many people have turned to the informal sector. As yet, there are no accurate records of the economic activity of this sector, and therefore, it is difficult to fully account for what green HRM strategies could be practised in the sector. Future studies could investigate this sector more to shed light on how the majority of Zimbabwe’s workforce actually makes a living and whether there are practices of GHRM therein or not.

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9 Greening the Nonprofit Sector: Evidence from Palestinian NPOs Mohammed Aboramadan and Emmanuel Twumasi Ampofo

Introduction Over the past decades, the devastating consequences of global warming throughout the world have put organizations that are the major contributors to environmental problems under enormous pressure to adopt environmentally friendly practices (Ahmed et al., 2021; Gim et al., 2021). Green human resource management (GHRM) is one of the practices that help organizations create an eco-friendly atmosphere (Aboramadan et al., 2022b; Yusoff et al., 2020). Renwick et al. (2013) defined GHRM M. Aboramadan (B) School of Economics, Administration and Public Policy, Doha Institute for Graduate Studies, Doha, Qatar e-mail: [email protected] E. T. Ampofo Department of Human Resource and Organizational Development, Kwame Nkrumah University of Science and Technology, Kumasi, Ghana © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_9

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as “the HRM aspects of environment management” (p. 1). GHRM practices include rewarding employees for demonstrating pro-environmental behavior, offering green skills training, and employing eco-friendly employees (Gim et al., 2021; Renwick et al., 2013). Research demonstrates that GHRM is an important enabler of an organization’s sustainability (Rubel et al., 2021). GHRM improves an organization’s longterm eco-friendly performance and augments its competitive advantage (Guerci & Carollo, 2016; Tang et al., 2018). GHRM influences several positive work outcomes, such as green creativity (Muisyo et al., 2022), green service behavior (Rubel et al., 2021), and employee environmental commitment (Ren et al., 2022). Other studies have shown that GHRM has a desirable impact on green innovation (e.g., Munawar et al., 2022; Song et al., 2020). However, no studies have empirically linked GHRM to green management innovation. Drawing on the conservation of resources (COR) theory, this chapter fills this research gap by gauging the impact of GHRM on green management innovation. The chapter further examines whether GHRM affects green management innovation via the climate for green initiative. COR theory posits that individuals (and groups) with several resources demonstrate greater willingness to exhibit resource investment behaviors (Hobfoll, 1989). Employees with more GHRM practices would be motivated to increase their resource portfolio by demonstrating resource investment behaviors. From the perspective of Longoni et al. (2018), GHRM practices can motivate and provide employees with opportunities to engage in green activities. Thus, employees with available GRHM practices would feel motivated to participate in green activities such as green management innovation and a climate for green initiative. Employees who find themselves in organizations that encourage them to be proactive toward green work may have adequate green resources that would inspire them to acquire more green resources by demonstrating green outcomes such as green management innovation. Green management innovation is “the introduction or application of new environmental management measures within the firm” (Ma et al., 2018, p. 583). On the other hand, a climate for green initiative denotes a shared perception of formal and informal organizational practices

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and procedures guiding and supporting a proactive, self-starting, and persistent approach toward green work (Baer & Frese, 2003). Our study makes significant contributions to the extant literature in the following ways. First, the paper examines GHRM as a predictor of green management innovation. Furthermore, this chapter assesses the climate for green initiatives as an outcome of GHRM. This is important because empirical research that links GHRM to green management innovation and the climate for green initiatives is scarce. Our study responds to the call of earlier pieces that suggested that GHRM should include other potential GHRM outcomes (e.g., Darvishmotevali & Altinay, 2022). Second, prior research has examined the impact of green inclusive leadership on pro-environmental behavior via the climate for green initiatives (Thabet et al., 2022). Nonetheless, empirical research regarding the effect of climate for green initiatives on green management innovation is absent. Therefore, our study adds to the literature on the link between the climate for green initiatives and its outcomes. Third, several variables, such as enablers of green culture, green perceived organizational support, and anticipated environmental emotions, have been identified as mediators of the GHRM-green outcome relationship (Hameed et al., 2021; Muisyo et al., 2021). However, the climate for green initiative has not been identified as a mediator in the linkage between GHRM and green management innovation. This research is important because it adds to the number of mediators in the GHRM-green outcomes association. Our research is in response to Chaudhary’s (2020) assertion that more variables that may mediate the GHRM-green outcome relationship should be investigated in further research. This insight would improve our understanding of the mechanisms through which GHRM impacts green management innovation. In addition, this research is one of the few studies that investigate the outcomes of GHRM in nonprofit organizations (NPOs); a sector that has received limited attention thus far in the area of pro-environmental management practices. Finally, this study relies on Palestine as the geographical context of this research. In general, Palestinian organizations tend to implement GHRM practices such as green training (Aboramadan, 2022; Aboramadan et al., 2022b; Karatepe et al.,

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2023). This is because the Palestinian environmental quality authority (EQA) has adopted a strategy associated with sustainability management that requires all sectors in Palestine to invest in environmental sustainability. The organization of this chapter is as follows: the next section discusses a literature review and hypothesis development, followed by a discussion of the methods and instrumentations, and ends with a presentation of the results and a discussion of the findings, implications, and future research opportunities.

Literature Review Green Human Resource Management GHRM has increasingly gained significant attention as one of the effective ways through which organizations can implement proenvironmental programs (Aboramadan et al., 2022b; Lu et al., 2022; Renwick et al., 2013). GHRM involves a constellation of HRM policies and practices such as recruitment and selection, training and development, and rewards and motivation that offer employees the inspiration to demonstrate green behavior and create an eco-friendly work milieu (Ren et al., 2022). From the viewpoint of Ren et al. (2018), GHRM is aimed at enhancing employee skills, knowledge, motivations, and awareness to augment the environmental performance of the organization. GHRM ensures and mobilizes employee participation in the state of greater green efficiencies and decreased costs to motivate an organization to preserve resource use whenever probable (Rubel et al., 2021). The merits of GHRM have been established in the relevant literature. For example, an empirical piece by Darvishmotevali and Altinay (2022) revealed that GHRM positively affects pro-environmental performance. It is evident in other empirical studies that GHRM increases in-role and extra-role green behaviors (Aboramadan, 2022) and pro-environmental behavior (Ahmad et al., 2021).

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Green Management Innovation Management innovation, which is a nontechnological innovation, is associated with creating and implementing new ideas, processes, and procedures to enhance the organization’s performance and competitiveness (Aboramadan & Dahleez, 2022; Karatepe et al., 2020). The organization-specific nature of management innovation makes it difficult for others to replicate and imitate, helping organizations obtain a sustainable competitive advantage. Given the increasing attention directed toward environmental sustainability (Dilchert & Ones, 2012), scholars have examined the concept of green management innovation (Karatepe et al., 2023). Green management innovation denotes environmental management practices that are new to the organization, whether they are invented by the organization or adopted by others (Ma et al., 2018). Green management innovation relates to how members of an organization initiate pro-environmental alterations in making decisions, organizing activities, and establishing guidelines (Karatepe et al., 2023). Green management innovation may include energy management, energy conservation, environmental management systems, and quality management (Li et al., 2018; Ma et al., 2018). It has been empirically documented that green management innovation positively influences a firm’s economic performance (Ma et al., 2018).

Climate for Green Initiative Climate for green initiative highlights employees’ shared perceptions in relation to green behaviors (Baer & Frese, 2003). Raub and Liao (2012) claimed that management motivates and encourages employee proactivity and a continuous approach toward green work in organizations characterized by a high climate for green initiative. Climate for green initiative is different from green organizational culture (Gürlek & Tuna, 2018). The latter is a broader concept and reflects a pattern of shared beliefs, values, and assumptions concerning eco-friendly management practices (Gürlek & Tuna, 2018; Thabet et al., 2022).

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Hypothesis Development: A Conservation of Resources Perspective Green Human Resource Management and Green Management Innovation We employ COR theory to explain the linkage between GHRM and green management innovation. According to COR theory (Hobfoll, 1989), individuals strongly protect, preserve, and acquire things that are of important value to them. COR theory suggests that individuals with greater resources are more willing to adopt a resource investment approach since that would help protect against resource forfeiture, recuperate forfeited resources, and obtain other resources (Hobfoll et al., 2018). Research indicates that GHRM practices represent abundant environmental work resources (Luu, 2019). Consistent with COR theory (Hobfoll, 1989), employees who have obtained abundant environmental work resources via GHRM are more likely to adopt investment mechanisms that would enhance their environmental resources portfolio. Green management innovation is one of those activities. Furthermore, employees may require sufficient resources to perform green management innovation. According to COR theory (Hobfoll, 1989), when GHRM practices such as green empowerment and green training are available, employees may have adequate resources that include expertise and skills to create and implement novel green ideas and procedures in the organization. Past studies have shown that GHRM positively affects green innovation (Munawar et al., 2022; Song et al., 2020). However, no study has linked GHRM to green management innovation. A recent piece by Karatepe et al. (2023) showed that green servant leadership is not a predictor of green management innovation in service-based sectors. Based on the preceding reasoning, we formulate the following hypothesis:

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Hypothesis 1: GHRM is related to green management innovation.

GHRM and Climate for Green Initiative The impact of GHRM on the climate for green initiatives can be understood under the umbrella of COR theory. GHRM may intensify the climate for green initiatives because employees with several environmentally friendly resources are likely to have a common perception about how organizational members support their engagement in green initiatives (Dumont et al., 2017; Rubel et al., 2021). Employees who have several eco-friendly work resources through GHRM are likely to participate in work activities such as a climate for green initiatives that would augment their green work resources (Hobfoll, 1989). More specifically, GHRM fosters environmental resource gains, as employees with greater green work-associated resources tend to share their perceptions about sustainability with other organization members (Hobfoll, 1989). Under this condition, the organization would likely appreciate creating an environment that supports employees in taking green initiatives. Earlier research has revealed that GHRM increases perceptions of a green work climate (Rubel et al., 2021). Accordingly, we propose the following: Hypothesis 2: GHRM is related to the climate for green initiatives.

Climate for Green Initiative and Green Management Innovation COR theory is useful for elucidating the association between climate for green initiative and green management innovation. In line with COR theory (Hobfoll, 1989), when employees find themselves in organizations where there is a climate for green initiative, they tend to obtain

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several work resources, including social support from peers and top management, which they might invest in obtaining more eco-friendly work resources. Where an organization supports and encourages green change initiatives, employees may feel confident initiating and implementing novel ideas and procedures toward green work (Michaelis et al., 2010). Empirically, a climate for green initiative increases employees’ pro-environmental behavioral outcomes, such as organizational citizenship for the environment (Thabet et al., 2022). Nevertheless, research linking the climate for green initiatives to green management innovation is limited. Congruent with the preceding argument, we hypothesize the following: Hypothesis 3: Climate for green initiative is related to green management innovation.

Mediating Role of Climate for Green Initiative The mediating role of climate in green initiatives has been established in the relevant literature. For example, in their recent study, Thabet et al. (2022) revealed that the climate for green initiatives mediated the impact of green inclusive leadership on pro-environmental behaviors. However, the climate for green initiative as a mediator in GHRMgreen management innovation has not been determined. We utilize COR theory to explicate the proposed relationship. Congruent with COR theory (Hobfoll, 1989), employees who have acquired abundant proenvironmental resources via GHRM are likely to invest those resources in activities leading to other pro-environmental resource gains. To increase their amount of green work resources, employees who experience GHRM practices may interact with organizational members to seek their support and inspiration for taking green initiatives. In turn, when the organization, through its top managers and colleagues, provides support and encouragement to employees for their engagement in green initiatives, employees tend to have abundant pro-environmental resources that

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they might invest in activities such as green management innovation to obtain future green resources. Based on the above arguments, we propose the following: Hypothesis 4: Climate for green initiative mediates the link between GHRM and green management innovation.

Methods In this research, data were obtained from employees working in large NPOs in Palestine. Local NPOs in Palestine have always been considered a significant part of providing services to the Palestinian community (Aboramadan et al., 2021). Due to the lack of a reliable population list, convenience sampling was used to reach the respondents. This approach was used in previous research in the Palestinian context (Albashiti et al., 2021; Thabet et al., 2022). Before distributing the survey, 30 respondents participated in a pilot study to check the readability and clarity of the survey. This stage resulted in no significant amendments. Furthermore, a cover letter was attached to each questionnaire clarifying the main objectives of the research and underlying voluntary participation and the confidentiality of the respondents’ information. Out of 420 questionnaires distributed, 203 fully answered questionnaires were returned. Therefore, the response rate was 48.3%. Most of the respondents were males (51%) with an average age of 33.5 years and 6.8 years of experience. In addition, 87.2% of the respondents reported that their organizations had more than 15 years of operations, while 12.8% reported otherwise. Additionally, 13.8% reported a budget of fewer than 100,000 USD, 31.5% reported a budget of 100,000—less than 150,000 USD, 33.5% reported a budget of 150,000—less than 200,000 USD, 16.7% reported a budget of 200,000—less than 250,000 USD, and the rest reported a budget of higher than 250,000 USD.

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Instrumentation The constructs in this research were examined via a 7-point Likert scale (1 = strong disagreement, 7 = strong agreement). GHRM was assessed using a 5-item scale adopted from Aboramadan and Karatepe (2021) and Aboramadan et al. (2022b). A sample item was “Our NPO rewards employees for their green behavior”. Climate for green initiative was gauged utilizing the 7-item scale adapted from Baer and Frese (2003) and validated by Thabet et al. (2022). A sample item was “Whenever something goes wrong at the environmental level, people in our school search for a solution immediately”. Green management innovation was gauged using 4 items adapted from Vaccaro et al. (2012). The 4 items were modified to assess the green version of management innovation. A sample item was “The policy with regard to compensation has been changed to include green management practices”. All the previous variables had a Cronbach’s alpha that was higher than 0.70. Finally, in this research, we controlled for organizational budget and organizational age to check for their effect on the intervening and dependent variables.

Statistical Analysis In this study, a two-step statistical approach was utilized to analyze the data using structural equation modeling (see Anderson & Gerbing, 1988). This approach included a confirmatory factor analysis and structural equation model through a covariance matrix and the maximum likelihood technique. The former was utilized to examine the validity and reliability of the research constructs (Fornell & Larcker, 1981), and the latter was used to obtain the direct and indirect effects. For the indirect effects, we used a bootstrapping technique of 5000 samples at a 95% confidence interval. In addition, the following fit indices were used: χ2 /df, comparative fit index (CFI), Tucker–Lewis Index (TLI), parsimony normed fit index (PNFI), root mean square error of approximation (RMSEA), and standardized root mean square residual (SRMR). The software used to obtain the aforementioned analyses was AMOS 24.

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Confirmatory Factor Analysis The examined model included three constructs: GHRM, climate for green initiative, and green management innovation. The model fit was χ2 = 259.551; df = 85; χ2 /df = 3.054; CFI = 0.928; TLI = 0.911; PNFI; 0.727; RMSEA = 0.088; and SRMR = 0.050. Item loading was significant at the 0.001 level and ranged between 0.641 and 0.887 (see Table 9.1), whereas one item was deleted from the climate for green initiative due to loading below 0.50. The convergent validity was estimated by calculating the average variance extracted (AVE). AVE values were above the suggested threshold of 0.50 (Fornell & Larcker, 1981). The AVE value was 0.600 for GHRM, 0.698 for climate for green initiative, and 0.687 for green management innovation. Furthermore, reliability was calculated by estimating the composite reliability (CR). The values of the CR were above 0.60 (Bagozzi & Yi, 1988). The CR value was 0.881 for GHRM, 0.933 for climate for green initiative, and 0.897 for green management innovation. On another note, the discriminant validity was estimated√using Fornell and Larcker’s (1981) criterion. To satisfy this criterion, the of the AVE of each variable should be greater than the intercorrelations between √ of the AVEs for the variables. The results in Table 9.2 suggest that GHRM, climate for green initiative, and green management innovation were higher than their intercorrelations. Therefore, the discriminant validity criterion is satisfied.

Common Method Bias (CMB) We used the unmeasured latent method factor (model x) to verify the absence of CMB. Following previous studies (see Aboramadan et al., 2022a; Karatepe et al., 2020), the association between model x and other constructs in the examined model was set to 0. In addition, we included model x with our measurement model in which all variables’ items (n.15) were loaded on their related variables along with model x (Podsakoff et al., 2003). Consequently, we compared the fit indices of the examined model with the fit indices of model x. The results indicate that the

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Table 9.1 Confirmatory factor analysis, AVE and CR St. Loading GHRM Our NPO hires candidates with green values, knowledge, and awareness Our NPO provides green training programs to develop employees’ green skills and behaviors Our NPO evaluates employees’ green behaviors in performance management process Our NPO provides employees with opportunities to participate in green management Our NPO rewards employees for their green behavior Climate for Green Initiative People in our NPO actively attack environmental problems Whenever something goes wrong at the environmental level, people in our NPO search for a solution immediately Whenever there is a chance to get actively involved in environmental related issues, people in our NPO take it People in our NPO take environmental initiative immediately—more often than in other NPOs People in our NPO use opportunities quickly in order to attain environmental goals People in NPO school usually do more for the environment than they are asked to do People in our NPO are particularly good at realizing environmental ideas Green management innovation Rules and procedures within our NPO are regularly renewed to address environmental concerns

t-value

AVE

CR

0.884

10.190

0.600

0.881

0.822

9.699

0.737

8.925

0.766

9.192

0.641

F

0.856

F

0.698

0.933

0.860

19.514

0.882

16.473

0.809

14.238

–

–

0.846

15.314

0.753

12.649

0.845

F

0.687

0.897

(continued)

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Table 9.1 (continued)

Our NPO makes regular changes to our tasks and functions to address environmental concerns Our NPO regularly implements new management systems taking into account green and environmental issues The policy with regard to compensation has been changed to include green management practices

St. Loading

t-value

0.755

12.400

0.887

15.769

0.823

14.089

AVE

CR

Model fit statistics: χ2 = 259.551; df = 85; χ2 /df = 3.054; CFI = 0.928; TLI = 0.911; PNFI; 0.727; RMSEA = 0.088; and SRMR = 0.050 F = fixed AVE = average variance extracted CR = composite reliability – = removed Standardized loadings are significant at 0.001 level Table 9.2 Correlations Variable

Mean SD

1. Organizational age 2. Organizational budget 3. GHRM 4. Climate for green initiative 5. Green management innovation Skewness Kurtosis

1.13

0.335

2.68

1.100 0.145*

5.09 5.13

1.338 0.127 1.312 0.103

0.107 0.200**

5.66

1.241 0.116

0.105

2.242 3.059

0.433 0.126

Correlation is significant at Correlation is significant at Correlation is significant at Values in bracket = Square N = 203

1

2

the 0.001 level *** the 0.01 level ** the 0.05 level * Root of the AVE

3

4

(0.774) 0.754***

0.699***

−1.136 0.768

5

(0.835)

0.733***

−1.234 0.946

(0.829)

−1.827 3.137

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differences between the fit statistics of CFI, RMSEA, and SRMR in the examined model and model x were below 0.05 (Bagozzi & Yi, 1990). Furthermore, the PNFI value in the measurement model (0.727) was higher than the PNFI value in model x (0.721). Based on the aforementioned results, we suggest that our data were not contaminated by CMB.

Structural Model To check for the normality of the data, the skewness and kurtosis values were estimated. As presented in Table 9.2, the sickness (kurtosis) values were lower than 3(8), suggesting that the normality of the data is satisfied as per the recommendations of Kline (2011). Next, our structural model generated a good fit to the data: χ2 = 280.573; df = 109; χ2 / df = 2.574; CFI = 0.931; TLI = 0.913; PNFI = 0.715; RMSEA = 0.081; SRMR = 0.047. The results of the structural model presented in Fig. 9.1 indicate that GHRM exerted a positive effect on green management innovation (ß = 0.322, p < 0.001). This lends support for H1. Similarly, GHRM positively impacted the climate for green initiatives (ß = 0.752, p < 0.001). Hence, H2 is also confirmed. Furthermore, the climate for green initiative positively influenced green management innovation (ß = 0.469, p < 0.001). This provides support for H3. Regarding the mediating results, the climate for green initiative mediated the effect of GHRM on green management innovation (ß = 0.352, SE = 0.093, LLCI = 0.172, ULCI = 0.538). This provides support for H4. In addition, organizational budget was positively related to green management innovation (ß = 0.322**, t = 2.963), suggesting that higher financial resources are associated with higher levels of green management innovation. On another note, the model provided an explanation of 56.9% of the variance in climate for green initiative and 61.1% in green management innovation.

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Fig. 9.1 Direct and mediating effects (Structural equation model fit indices [χ2 = 280.573; df = 109; χ2 /df = 2.574; CFI = 0.931; TLI = 0.913; PNFI = 0.715; RMSEA = 0.081; SRMR = 0.047]. Organizational budget → Green management innovation [ß = 0.322**, t = 2.963]. GHRM → Climate for green initiative → green management innovation [ß = 0.352***, SE = 0.093, LLCI = 0.172, ULCI = 0.538]. Notes Indirect effects assessed via bootstrapping 95% confidence interval, gender and education are controlled. β: standardized coefficients for direct effects and indirect effects. SE = Standardized error, LLCI: Lower-level confidence interval, ULCI: Upper-level confidence interval. *** Significant at 0.001 level; ** Significant at 0.01 level; * Significant at 0.05 level)

Discussion and Implications This chapter aimed to propose and test a model of the effect of GHRM on green management innovation in NPOs via the intervening mechanism of climate for green initiative. Our results suggest that GHRM fosters green management innovation. Furthermore, GHRM positively influences perceptions of the climate for green initiatives. Climate change for green initiatives was shown to encourage green management innovation. Finally, the climate for green initiative partly explained the relationship between GHRM and green management innovation. As discussed before, our results lend support to the theoretical foundations rooted in COR theory. The results imply that employees who are exposed to GHRM practices may communicate with organizational members to receive encouragement and energy for implementing green initiatives. As a result, employees tend to possess a plethora of resources that support the environment, which they may use to promote green management innovation to secure more sustainable resources in the future.

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In terms of contribution, this chapter advances the field of GHRM in several ways. First, this is one of the few studies that examine the outcomes of GHRM in NPOs; a context that has received limited attention. To the best of the authors’ knowledge, the literature reveals only one study in NPOs that examines the effect of GHRM on individual green behaviors via perceived organizational support for the environment (see Aboramadan et al., 2022b). Second, although the GHRM literature provides evidence on the positive association between GHRM and different types of innovation, the link between GHRM and green management innovation has received limited attention. Third, the climate for green initiative is a relatively new mechanism that is used to examine the effect of pro-environmental resources on pro-environmental outcomes (see Thabet et al., 2022). Therefore, this chapter advances the empirical body of knowledge of GHRM by highlighting a new intervening mechanism. On another note, our findings encourage NPO administrators to take certain actions to ensure the successful deployment of pro-environmental HRM practices. First, staffing and recruitment policies for NPOs need to be revised, with a focus on prioritizing candidates with proenvironmental attitudes, awareness, and knowledge. As a result, NPOs will experience significant cost savings in regard to green-oriented coaching and training, and employee participation in the organization’s pro-environmental strategy will grow. Second, NPO administrators must create and carry out training initiatives that are centered on various green matters. This is crucial because such training will inspire workers and improve their readiness on both a psychological and emotional level to support the organization’s pro-environmental initiatives. Third, NPOs need to establish a solid pro-environmental performance measurement system. Such a system will send a message to employees that their green behaviors and attitudes are of the utmost significance. Fourth, the performance measurement system must be complemented by a green rewarding mechanism to increase employees’ fairness perceptions. Furthermore, NPOs need to encourage employees’ participation in green-related matters. This will enable these NPOs to receive useful feedback and take corrective actions when necessary. All the aforementioned practices can be successfully implemented when NPOs create an

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organizational culture that is characterized by green values and aims and incorporate their green efforts into their corporate philosophy. Furthermore, in light of the significance of green management innovation, NPO management must carry out their duties in a unique way to improve both organizational effectiveness and environmental performance. This implies that the tasks that employees perform should be modified by management, and new pro-environmental managerial procedures should be introduced. To achieve this, the present findings suggest that a supportive climate for green initiatives may be a useful tool for promoting green management innovation. In fact, a climate for green initiative can foster managerial initiative and guide and promote constructive management innovation in creating and putting into practice new green concepts.

Limitations and Future Research This research has some limitations. First, drawing causality conclusions is not possible because the data in this study are cross-sectional in nature and collected at one point in time. Therefore, future research may consider a longitudinal research design to detect the changes in the dependent variable (green management innovation) over time. Second, the results of this research need to be interpreted in a careful manner since the sampling method does not allow for generalization. Therefore, future studies may consider replicating the research model using data obtained through a random sampling technique. Third, our model examined only the effect of GHRM on green management innovation via the mediating mechanism of climate for green initiative. Future research in NPOs can look at the effect of GHRM on individual variables, such as recycling behavior and green service recovery performance, via the mediating effect of climate for green initiative. Future research in the field of nonprofits can also look at each function of GHRM and examine its effect on green management innovation. This will allow us to understand the magnitude and the relative power of each function on this type of innovation. Fourth, the research is limited to the context of Palestinian NPOs. Therefore, future research may gather cross-national data from

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different sectors to validate the findings. Finally, this research examines GHRM as an antecedent of a specific type of innovation. Hence, future research may consider investigating the drivers that lead to the successful implementation of GHRM in NPOs.

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10 The Role of Green Human Resource Management in Promoting Occupational Health and Environmental Sustainability in Nigeria Olatunji David Adekoya, Hakeem Adeniyi Ajonbadi, and Chima Mordi

Introduction The speculations surrounding the ongoing concerns regarding the desire and ability of employees to resolve the conflict between work and their personal lives have necessitated extensive research into the concepts of O. D. Adekoya (B) College of Business, Technology and Engineering, Sheffield Hallam University, Sheffield, UK e-mail: [email protected] H. A. Ajonbadi Department of Management, Birmingham City Business School, Birmingham City University, Birmingham, UK e-mail: [email protected] C. Mordi College of Business, Arts, and Social Sciences, Brunel University London, Uxbridge, UK e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_10

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work-life balance, work-life conflict (WLC) and work-life stress (WLS) (Hammer & Perry, 2019; Karkoulian et al., 2016). Occupational health and work-life balance are closely linked, as a healthy work-life balance can help promote better occupational health (Hammer & Perry, 2019). Broadly, WLB refers to an individual’s ability to satisfactorily manage the relationship between the aspects of their work and nonwork lives (Kelliher et al., 2019). Nevertheless, van Breeschoten and Evertsson (2019) contend that the conflict arising between an employee’s work and nonwork domains is associated with the need to strike a balance between an employee’s allocation of the basic limited resources (time and commitment) to both work life and personal life; hence, these resources being scarce provokes the need to choose and effectively allocate them to both life domains, which is a daunting task, often resulting in stress and burnout. More specifically, in a developing country such as Nigeria, where the sociocultural and institutional systems are different from those in the West, most WLB studies in Nigeria have concentrated largely on coping strategies to adapt to stress (Adisa et al., 2021; Akanji et al., 2020; Hoobler et al., 2021) rather than ways to alleviate stress emanating from juggling work and nonwork responsibilities. Recently, research has emphasised the role of green HRM in promoting work-life balance (Muster & Schrader, 2011; Renwick et al., 2013). Shen et al., (2018, p. 595) define green HRM as “a set of HRM practices adopted to achieve organisational green goals that are a part of perceived CSR initiatives”. As a result, it is believed that green HRM should focus more on the idea that employees are important players in achieving successful environmental management systems than merely a requirement to be environmentally conscious (Yong et al., 2020a, 2020b). Thus, green HRM is directly responsible for creating a green workforce that lends itself to activities and behaviours to protect the planet, people and profits (Davis et al., 2020; Dumont et al., 2017; Guerci et al., 2016). Thus, it is important to examine the implications of the environmental elements surrounding employees to achieve WLB or escalate WLC—a stress inducement. Interestingly, the issues relating to WLB and green HRM address some of the United Nations (UN) sustainable development goals (SDGs), particularly good health

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and wellbeing, affordable and clean energy, decent work and economic growth, sustainable cities and communities and responsible consumption and production (UN, 2021). While most WLB and WLS studies in the non-Western context have focused primarily on medical professionals and bankers (Akanji et al., 2020; Dartey-Baah et al., 2020), little is known about the WLB and WLS of academics. According to research, academics are most likely to experience stress related to their heavy workload, time and resource constraints, long workdays, low pay, poor communication, role ambiguity, role overload, lack of recognition, desire for publication, support of students and keeping up with technological advancements (Kinman & Jones, 2008). More precisely, the worrisome rate of employee turnover intentions in Nigeria, particularly in the higher education sector, is associated with increasing WLC (Akanji et al., 2022). Furthermore, environmental greening in Africa, particularly Nigeria, remains an ongoing concern for the nation, particularly with the amount of environmental pollution, environmental policy implementation failure and lack of proper recycling leading to a decline in the life expectancy of an average Nigerian (Oyewale, 2019). Therefore, our study aims to explore the potential of green HRM in promoting occupational health and environmental sustainability among academics, particularly in the Nigerian higher education sector. In doing so, our study contributes primarily to the theorising of green HRM. Accordingly, the current study supports arguments that green HRM has both direct and indirect positive impacts on economic, physical, mental, social and environmental wellbeing. More specifically, we contend that green HRM could be an essential component in occupational stress management, whereby green HRM practices could serve as an intervention for helping employees improve their health and wellbeing and achieve WLB. Additionally, in line with the environmental goals of the United Nations, green HRM could also serve as a crucial intervention for promoting environmental sustainability in African countries such as Nigeria, where environmental protection policies are absent or ineffective. We also offer some practical implications. The remainder of the study is structured as follows: a review of the literature on work-life stress and green HRM. This is followed by

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the research methods and presentation of the findings. The concluding section discusses the findings and contributions.

Theoretical Development Work-Life Stress: A Challenge for Occupational Health In the field of industrial-organisational psychology, the WLS has received comparatively little attention (Brough et al., 2020). Extant research contends that WLS has significant implications for employees’ health, safety and wellbeing, most of which has linked WLS to various outcomes affecting employees, their families and their organisations (Hammer & Perry, 2019). Employees’ stress levels directly impact their ability to reach a healthy level of WLB. Research suggests that people who are successful at juggling their personal and professional lives experience less stress than others who find it difficult to strike this balance (Emre & De Spiegeleare, 2021; Karkoulian et al., 2016). Stress is defined as “a psychological state derived from the person’s appraisal of their ability to cope with the demands which are made of them” (Cox, 1987, p. 5). Thus, it is a psychological and physiological reaction to an unpleasant state or possible risk of being incapable of coping with certain situations (Roos et al., 2019). In this study, context, work-life stress is considered an individual’s response to work and nonwork demands, where the pressure to meet one’s work demands and nonwork demands causes physiological or psychological stress (Hammer & Perry, 2019). Similar to Jex et al.’s (1992) study, WLS can be interpreted to mean the responses to the work and nonwork environment (strains) and characteristics of the actual work and nonwork environment that causes stress or strain (stressors). For instance, individuals who experience long working hours, work overload, a mismatch between working preferences, and a lack of control over their work schedule are likely to experience stress, which spills over into their personal life (Zhou et al., 2017). Regardless of how it is perceived,

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work-life stress can lead to WLC, significantly affecting how individuals manage their work and nonwork lives. Work-life conflict has been evidenced as a critical outcome of WLS that affects occupational health (Foy et al., 2019). According to Edwards and Rothbard (2005), the root of WLC is a mismatch between job demands and an individual’s ability to meet those demands, with the caveat that this mismatch between demands and abilities will only be felt as stressful if it causes a failure to satisfy valued needs (e.g., needs for socialising, family time, affection). Moreover, Brough et al. (2014) assert that a strong positive relationship between WLC and psychological distress implies that increased WLC engenders greater psychological distress. In essence, WLS is synonymous with the absence of WLB owing to several work-related and nonwork-related stressors that lead to WLC (Ogunyomi & Casper, 2021). This is because work-related stressors (e.g., lack of work autonomy and flexibility, long working hours, burnout and work overload), which have a negative effect on occupational health, could lead to WLC, affecting how individuals perform in their nonwork domain (i.e., work-to-life conflict). Likewise, nonwork stressors (e.g., financial difficulties, health issues, family and relationship issues and mental health issues) could also lead to WLC, affecting how individuals perform in their work domain (i.e., life-to-work conflict) (Wilson & Baumann, 2015). In our study context, research reveals that the university environment threatens academics’ physical and psychological health since they are exposed to high levels of stress and burnout that affect their wellbeing (Urbina-Garcia, 2020). Moreover, despite the work flexibility available to many academics, many are workaholics and still experience greater levels of stress and WLC when they combine work-related tasks (e.g., teaching, research, supervising and admin) and nonwork-related tasks (e.g., family, leisure, personal development) (Torp et al., 2018). This is often evidenced as a case of an inadequate amount of job resources to cater to their job demands (Urbina-Garcia, 2020), which creates problems in promoting occupational health. Moreover, many academics are often exposed to these role stressors as they attempt to manage work and nonwork responsibilities (Torp et al., 2018; Urbina-Garcia, 2020).

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Previous research also suggests that many academics are overworked but under-resourced (Gleeson et al., 2017). Ultimately, fostering a healthy work environment, particularly among professional organisations, can reduce WLS and increase occupational health, such that WLB practices can serve as an intervention for aiding work improvement and efficiency, as well as overcoming stressors associated with work- and nonwork-related activities, given that they increase an individual’s sense of flexibility, autonomy and control (Adisa et al., 2021). Nevertheless, our study contends that as part of the organisational and management interventions to alleviate workers’ stress; HR has an important role in implementing green HRM practices that enhance employee occupational health and organisational sustainability (Pham et al., 2020).

Green HRM: Implications for Environmental Sustainability and Occupational Health Green HRM as a concept is gaining popularity globally, attracting diverse meanings to different individuals with no generally accepted definition. According to O’Donohue and Torugsa (2016), green HRM promotes integrating environmental management approaches with HRM policies and practices. The concept of green HRM is mostly used to refer to increasing environmental sustainability through an organisation’s HRM practices and policies pursuant to its sustainable environmental management programme or goals (Ren et al., 2022; Renwick et al., 2013). It refers to organisational efforts to support sustainable HRM practices by increasing employee awareness, interest and commitment to environmental sustainability issues (Roscoe et al., 2019; Yong et al., 2020a). Green HRM initiatives help businesses identify alternative costcutting strategies while retaining their best talent and skilled workers in environmentally friendly ways; hence, it is a strategic initiative that stimulates sustainable business practices (Renwick et al., 2013). Furthermore, research (e.g. Paillé et al., 2014; Ren et al., 2022; Renwick

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et al., 2013) has demonstrated a positive relationship between environmental management/performance and HRM and how proactive environmental management through green HRM practices showcases responsible management. Essentially, as work is often stressful due to the increasing pressure to perform, coupled with the growing demands from their personal commitments, employees require coping mechanisms to help them succeed within and outside the work environment (Jennings et al., 2022). Therefore, we suggest that green HRM could facilitate an organisational climate that promotes environmental sustainability to support employee health and wellbeing. This aligns with prior studies (e.g. Antão et al., 2016; Kaplan & Forst, 2017) that have linked environmental sustainability with health and safety in the workplace. Therefore, green HRM stretches the tentacle of conventional HRM and management practices towards sustainable environmental strategies and healthy workplaces (Hameed et al., 2020). In Fig. 10.1, we depict a model that links green HRM to occupational health and environmental sustainability. HRM practices that promote environmental sustainability are predicated on several green HRM dimensions, such as green recruitment and selection, green training and development, green performance management, green compensation and green employee relations, to create a workforce that promotes green behaviour (Dumont et al., 2017; Yong et al., 2020a, 2020b). Furthermore, green HRM practices include virtual interviews, green education, online training, reduction in paper usage, electronic filing, recycling, office energy savings and other initiatives that Occupational Health Green HRM Environmental Sustainability

Individual health and wellbeing Psychological safety Reduction in environmental degradation Business sustainability

Fig. 10.1 Model linking green HRM to occupational health and environmental sustainability (Source Authors’ computation)

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drive the reduction of activities contributing to environmental degradation. Mishra (2017) states that green HRM primarily advances the green practices, mentalities and capacities of employees, arouses employees to think green and provides opportunities for employees to generate information and attitudes related to environmental sustainability. Thus, green HRM is the point at which the field of HRM centres on extending its roles to help organisations in their quest for environmental sustainability and occupational health (Hameed et al., 2020). Additionally, sustainable business practices such as green HRM play a vital role in piloting change in the organisation and harnessing both HR and corporate social responsibility (CSR) by creating synergies between the organisation’s strategic mission to become a sustainable organisation and equip its employees and other stakeholders for effective implementation of green practice in everyday business activities (Guerci et al., 2016; Jabbour et al., 2010; Roscoe et al., 2019). As a rapidly emerging concept in today’s contemporary business environment, green HRM incorporates mindfulness towards environmental issues and represents social justice concerning the economic prosperity and wellbeing of both the organisation and the employees (Ren et al., 2022; Yong et al., 2020a, 2020b). Green HRM practices may be used to lower costs, increase efficiency, reduce carbon footprints, encourage employees to act sustainably and launch green work-life balance initiatives (Guerci et al., 2016). Fundamentally, green HRM can be understood as a management directive that supports the development of green employees (Beard & Rees, 2018; O’Donohue & Torugsa, 2016). Moreover, in the context of WLB, green HRM promotes green HR initiatives that enhance employee occupational health and organisational sustainability (Pham et al., 2020). Interestingly, part of the aim of WLB is to go green. This takes the form of flexible workplaces (such as working remotely or from home) that not only encourage employees’ autonomy to manage their work and nonwork obligations, increase workers’ psychological safety and happiness, reduce travel costs and alleviate stress from nerve-wracking work commutes and toxic or uncomfortable working environments but also serve as an organisation’s strategy to reduce environmental degradation (e.g., resource footprint) and fulfil the environmental sustainability agenda (Adekoya et al.,

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2022; Ravenswood, 2022). Additionally, green HRM induces occupational health benefits such as providing employees with noise reduction systems, green wellness programmes and a conducive working atmosphere that promotes productive rather than disgruntled and exhausted employees (Ravenswood, 2022).

Study Context Nigeria is Africa’s most populous country (over 200 million inhabitants) and is often referred to as the “Giant of Africa” owing to its potential for economic growth as the largest economy in Africa, its large population and abundance of mineral resources (World Bank, 2021). Several factors make Nigeria a unique context for exploring the understudied phenomenon. For instance, the political and economic systems in an emerging economy such as Nigeria differ from those in Western economies. Broadly, Nigeria remains Africa’s largest economy owing to the fundamental role of its informal sector in its economic growth, as well as high levels of urbanisation and a large labour market (African Development Bank, 2022). Despite its potential, Nigeria still grapples with significant developmental challenges, such as political instability, the need to diversify the economy and lessen its reliance on crude oil, as well as the need to improve weak institutions, investment in good infrastructure, governance issues and public financial management systems (World Bank, 2021), most of which have detrimental effects on the Nigerian higher education sector’s development. Additionally, the failure of Nigerian political leaders to shift their deeply ingrained mindsets from “ego-system awareness to eco-system reality” hampers the country’s growth potential (Dike, 2015). Moreover, according to the National Bureau of Statistics (NBS, 2020), at least 40% (over 80 million people) of the Nigerian population is poor, living below the poverty line of US$ 381.75 annually. Furthermore, job insecurity issues resulting from high unemployment and underemployment rates, especially among youths, have led to “living from hands to mouth” for many (Financial Times, 2021), including Nigerian academics, who are known to be among the poorest academics worldwide despite the several

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industrial strike actions embarked on to fight for increases in pay, job security and general wellbeing (Mansir, 2020). Research on green HRM in Nigeria, as in many other African and developing countries, is minimal due to the inadequacies of organisational structures in supporting environmental sustainability (Edeh & Okwurume, 2019). Oyewale (2019) suggests that the complementarity of corporate environmental management with human resource management results in green HRM and has the prospect of facilitating a sustainable competitive edge in Nigeria. These researchers examined the various approaches to green HRM and considered them a useful resource for promoting employees’ eco-friendly behaviour towards achieving organisational environmental goals; however, Nigerian organisations were deficient in sustaining environmental sustainability. Thus, green HRM is proposed to make, improve and imbibe green awareness among employees, with the goal that employees can exhibit eco-friendly behaviours that are beneficial not only to their organisations but also to themselves and the larger society (Rayner & Morgan, 2018). As part of these benefits, our study seeks to explore the potential of green HRM in promoting WLB and combating work-life stress since a healthy work and nonwork environment is a key determinant of health and wellbeing (CIPD, 2022). This can provide insights into how green HRM practices could foster eco-friendly behaviours that positively impact occupational health.

Method This study adopts a qualitative approach to produce detailed and rich insights into the potential of green HRM in promoting occupational health and environmental sustainability within the Nigerian higher education sector. Using the qualitative approach supports the few previous qualitative studies (e.g. Akanji et al., 2020; Yong et al., 2020a, 2020b) that have called for more qualitative studies and complement studies that have primarily adopted a quantitative approach. Therefore, to be unique and provide support for more empirical and qualitative studies, this study investigates the phenomenon as it relates to the lived

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experiences of Nigerian academics. In addition, we used interpretive philosophy, which allows researchers to focus on the participants’ subjective experiences and make inferences from their shared meanings and perceptions (Bryman et al., 2018) of the impact of green HRM in promoting occupational health and environmental sustainability. Data collection took place by conducting semi-structured interviews. After reaching data saturation, a total of 43 academics (27 males and 16 females) across the higher education sector in Nigeria took part in the study. The demographic information of the participants is presented in Table 10.1. Before the interviews commenced, the authors ensured that all participants voluntarily signed the consent forms, which assured them of the anonymity and confidentiality of the information divulged. We pursued this cause by ascribing pseudonyms to the participants to replace their real names with numbers (e.g., Participant 1, Participant 2, etc.). Participants were recruited using the snowballing sampling technique, building a rapport with the early participants, who then recommended other potential participants (Saunders et al., 2019). Additionally, data collection was performed using video conferencing (e.g., Zoom and Microsoft Teams) to conduct the interviews, which lasted between 20 and 35 minutes. The use of video conferencing enabled the authors to reach a wider range of participants and facilitate easier access to geographically dispersed individuals. In addition, video conferencing supports the green agenda explored by our research. The interviews began with a broad discussion of green HRM and its practices in Nigeria, allowing the participants to narrate their lived experiences and how they identify with the concept and its reality in Nigeria. The interviews then moved into specific areas detailing the participants’ opinions about green HRM’s impact on promoting occupational health (e.g., reducing work-life stress) and environmental sustainability in their organisations. Although a set of predetermined open questions were used to engage the participants, the authors also allowed flexibility in the questioning by asking more questions based on the participants’ responses and delving deeply into the phenomenon. Some of the questions asked include What is your understanding of green HRM? Which green HRM practices do your organisation adopt? To what extent do green HRM practices help you achieve WLB or reduce work-life stress? How do your

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Table 10.1

Demographic profile of the participants

Names (Pseudonym)

Gender

Age

Marital status

Participant 1

M

42

Married

Participant 2

M

53

Married

Participant 3

M

51

Married

Participant 4

F

44

Married

Participant 5 Participant 6

F F

32 40

Single Married

Participant 7

M

52

Married

Participant 8

M

50

Married

Participant 9

M

54

Married

Participant 10 Participant 11 Participant 12 Participant 13 Participant 14 Participant 15 Participant 16 Participant 17 Participant 18 Participant 19 Participant 20

F

46

Married

F

49

Married

M

50

Married

M

43

Married

M

57

Married

M

45

Married

M

45

Married

M

41

Married

M

48

Married

F

37

Married

F

34

Single

Years in service

HEI category

Senior Lecturer Full Professor Senior Lecturer Senior Lecturer Lecturer I Senior Lecturer Full Professor Senior Lecturer Full Professor Senior Lecturer Lecturer I

12

Federal

23

State

13

State

14

Private

8 15

Private Private

25

State

14

State

27

Private

11

Private

6

Federal

Associate Professor Senior Lecturer Full Professor Lecturer II Lecturer I

21

State

13

Private

26

Federal

6

Federal

7

State

Lecturer II Senior Lecturer Lecturer II Lecturer II

5

Federal

12

Federal

8

State

5

State

Rank

(continued)

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Table 10.1

(continued)

Names (Pseudonym) Participant 21 Participant 22 Participant 23 Participant 24 Participant 25 Participant 26 Participant 27 Participant 28 Participant 29 Participant 30 Participant 31 Participant 32 Participant 33 Participant 34 Participant 35 Participant 36 Participant 37 Participant 38 Participant 39 Participant 40

Gender

Age

Marital status

Years in service

HEI category

M

49

Married

Senior Lecturer Lecturer I

17

State

F

34

Married

6

State

M

30

Single

3

State

4

State

Married

Lecturer II Lecturer II Lecturer I

M

40

Married

F

38

9

Private

F

42

Married

Lecturer I

11

State

M

46

Married

13

Federal

F

40

Married

9

State

F

43

Married

Senior Lecturer Lecturer II Lecturer I

12

State

M

49

Married

18

State

M

64

Married

21

Federal

M

45

Married

17

Federal

F

52

Married

26

Federal

M

42

Married

14

Federal

M

53

Married

20

Federal

M

44

Married

19

State

F

54

Married

28

Federal

M

40

Single

Associate Professor Full Professor Associate Professor Associate Professor Senior Lecturer Associate Professor Senior Lecturer Full Professor Lecturer I

12

State

F

44

Married

Lecturer I

16

Federal

M

38

Single

Lecturer II

4

State

Rank

(continued)

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O. D. Adekoya et al.

Table 10.1

(continued)

Names (Pseudonym) Participant 41 Participant 42 Participant 43

Gender

Age

Marital status

F

41

Single

M

62

Married

M

61

Married

Rank

Years in service

Senior 13 Lecturer Associate 20 Professor Full 22 Professor

HEI category Private Federal State

institution’s green HRM practices help improve occupational health and environmental sustainability? Following the conclusion of the interviews, the authors transcribed them and subjected them to thematic data analysis to arrive at the main themes from the interpretation and analytical inferences guided by our research aim. Therefore, consistent with Braun and Clarke’s (2006) thematic procedure, all authors started by familiarising themselves with the transcribed data, involving a thorough reading of the data in an iterative manner. This was followed by coding the data through colour coding to match similar meanings, words, phrases and texts. We facilitated intercoder reliability by jointly coding the data (O’Connor & Joffe, 2020) to ensure consistency in the coding process until all authors reached a consensus. This led to a pattern-based analysis to identify patterns in the data relevant to the research aim and those that were surprising facts (Braun & Clarke, 2006). Thereafter, we searched for themes and reviewed and finalised the themes. Here, the authors concentrated on the already identified patterns and relationships that emerged from the coded data to create provisional themes and subthemes relevant to the research aim. After carefully reviewing and revising the themes by going through the data continuously, the main themes were finalised.

Findings While this study aimed to underscore the potential of green HRM in promoting occupational health and environmental sustainability, we find that green HRM is a relatively new concept to Nigerian academics.

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The participants brought our attention to the irregularities surrounding the reality of green HRM in Nigeria. Many participants did not know much about green HRM, citing the concept as “new” or “a far-fetched reality” for Nigerians. This led us to explain the concept and provide examples of how it is practised. Nevertheless, to determine the extent to which green HRM practices can promote occupational health and environmental sustainability among academics in Nigerian higher education institutions, the findings were divided into two main themes.

Factors that Promote the Impact of Green HRM on Occupational Health and Environmental Sustainability There are two main factors that promote the impact of green HRM on occupational health and environmental sustainability for Nigerian academics, including remote working practices and community development services.

Remote Working Practices Remote working is a widely used practice made available to workers to promote flexible working (Adisa et al., 2021) and the green agenda (Ravenswood, 2022). Moreover, as a flexible working arrangement (FWA), remote working is evidenced to have a direct positive impact on workers’ health and wellbeing and reduced absenteeism (Shifrin & Michel, 2022). However, we found that remote working practices across Nigerian HEIs were predominantly due to environmental determinism resulting from the outbreak of the COVID-19 pandemic. Due to a lack of remote working infrastructure before the pandemic, many Nigerian academics were unable to undertake remote work. Nevertheless, some participants mentioned that working remotely allowed them to concentrate on other obligations outside of work and reduced stress, especially during the pandemic:

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In my institution, teleworking or remote working was only initiated during the pandemic. To my knowledge, most of my colleagues seemed to enjoy working from home because it was less stressful and allowed us time to do other work (e.g., research), and then I could also attend to things outside work, such as family matters…. (Participant 3) For me, there were many benefits of working from home during the pandemic. For instance, I have been diagnosed with high blood pressure for a couple of years and it’s due to the nature of the hustle and bustle in the university environment, but my BP readings were better when I worked from home. We didn’t have to go through an overcrowded classroom of more than 500 students where everyone was constantly inhaling air from one another. (Participant 8)

Academics have also alluded to reducing the carbon footprint to promote environmental sustainability as a result of remote working. The following quotes are typical of the participant’s shared views: Another good side of working from home is that since you have fewer cars on the road, the carbon emission reduces even though it might not be a significant reduction… However, then, I didn’t have to go through the stress of printing lecture materials every time, which contributes to environmental degradation…. (Participant 27) …so because it is believed that our jobs are flexible, HEIs in Nigeria do not take it upon themselves to implement modern WLB practices or policies. Nevertheless, during the pandemic, most of my work was done online… For a fact, I noticed that my blood pressure levels were lower than when I worked on campus because working from home reduces the stress of travelling long hours to work and back home and allows me to do other things apart from work… I believe it [remote work] also reduces the amount of pollution to the environment… (Participant 11)

From the above quotes, on the one hand, organisations that implement flexible working practices (e.g., remote working) directly and indirectly contribute to environmental sustainability. This is because remote working is believed to reduce carbon footprints since most people

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do not have to travel far or leave their homes, contributing to environmental sustainability (Pham et al., 2020). On the other hand, from the occupational health perspective, allowing employees to choose a conducive environment to work by working remotely increases their sense of autonomy and control over their lives and enhances their wellbeing. Many participants (e.g., Participants 2, 4–7, 10, 13, 16, 18–23, 25, 28–34, 39 and 42) cited that despite experiencing longer hours while working remotely, it reduced their stress levels. Moreover, they identified various stressors that led to work-life stress, including work overload, long commuting times due to congested traffic, the fear of insecurity while commuting to work and exorbitant commuting costs. Additionally, because their jobs require them to leave the house very early in the morning and return very late at night, some people reported feeling frustrated and psychologically distressed owing to not having enough time to engage with their spouses and children. Thus, it is obvious that a deliberate effort to encourage remote working as a green HRM practice in Nigerian HEIs, with increased investment in the necessary infrastructure, will promote healthy work and healthy life for Nigerian academics.

Community Development Services Nigerian academics experienced reduced work-life stress when they engaged in social interactions with other people outside the work environment. More than half of the participants identified their university’s commitment to “community development service” or “community service” as organisational social sustainability practices contributing to occupational health and environmental sustainability. In Nigerian HEIs, as part of the promotion criteria, academics are required to engage in community development service, which is a means to bring institutions closer to the community through innovative and creative programmes and projects that promote economic, environmental and sociocultural development. The participants cited that community development services can contribute to environmental sustainability and work-life balance:

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In academia, we have what is known as community service, and it is one of the promotion criteria to demonstrate our contribution as academics to the local community in the form of CSR. Perhaps this is how green HRM is practised because sometimes the service rendered may take the form of educating the public on how to dispose of waste or maintain a clean environment, which is one of the major issues we face in Nigeria. (Participant 23) Community service can be seen as an aspect of humanity that combines caring for the environment and the people who live in it. In as much as we do not have deliberate green HRM policies in my institution, community development services indirectly promote life inside and outside work. I mean that community development service is a workrelated programme but performed outside the work environment with people in the community. Going by that explanation, one could say it helps fulfil our desires to think and do things that are not necessarily work-related as academics (e.g., talking to people about environmental pollution) and build social relationships by interacting with people in our communities. (Participant 9)

The quotes above illustrate the view that community development services could promote occupational health and environmental sustainability, particularly for Nigerian academics and even more so for those practising it to increase environmental awareness. This viewpoint is based on the perspective that some community development services are considered green initiatives that promote human wellbeing and environmentalism. Thus, it is consistent with previous research suggesting that employees who leverage social and environmental resources can achieve WLB by interacting with people in their communities (Amrutha & Geetha, 2020; Ravenswood, 2022). Essentially, we contend that practising community development services could be a crucial element of green HRM that triggers positive occupational health outcomes, such as reduced work-life stress and increased social relations between academics and their communities, as well as promoting environmental sustainability.

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Factors that Hinder the Impact of Green HRM on Occupational Health and Environmental Sustainability Our findings reveal three fundamental factors that hinder the impact of green HRM on occupational health and environmental sustainability for Nigerian academics, including poor economic conditions, organisational negligence and absence of green organisational culture and individual ignorance.

Poor Economic Conditions Most participants decried the poor economic state as a primary challenge affecting their WLB. These academics grapple with various stressors such as poverty, poor internet connectivity (e.g., Wi-Fi), bad roads and transport networks, irregular power supply and lack of adequate facilities to foster social activities, among others: …Additionally, it will appear that you are not serious if you talk about environmental protection while people are starving. Therefore, poverty is a crucial factor in our awareness of the current environmental issues… (Participant 2) If you ask me, we need to pay more attention to our pressing issues than environmental pollution or sustainability. Nigeria has abundant natural resources, but we lack basic infrastructure, the exchange rate is constantly rising, living expenses are high, but there are no pay raises, people are dying from poor health caused by our bad transportation system, and I can hardly feed my family a three-square meal without working other menial jobs although this adds to the stress I already experience in my profession. Simply put, a healthy environment will result in a healthy lifestyle. (Participant 8) …come to think of it, all you hear all over the country is hunger, hunger and more hunger. Poverty is everywhere, and the current government is doing nothing truly to alleviate poverty… How then do you tell a hungry man that environmental protection is the next agenda, knowing

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fully well the saying that “a hungry man is an angry man”? I don’t think it [environmental sustainability] would be a priority for Nigerians and not even in the universities where lecturers also complain of hunger because the salaries are nothing to write home about, and our take-home pay can’t even take you home … (Participant 17)

Although Goals 1 and 2 of the United Nations SDGs (UN, 2021) seek to end all forms of hunger and reduce poverty, they are profoundly ingrained in Nigerian society. The participants reported that poverty and hunger are the main obstacles to achieving occupational health and implementing green HRM and environmental protection practices in Nigeria. Raising concerns about environmental sustainability is considered less important than other pressing issues, such as poverty, hunger and inadequate infrastructure. As a result, in this setting, where academics are confronted with adverse economic situations such as poverty, they frequently overlook and show less interest in environmental sustainability, which is seen as inconsequential. Consequently, our findings suggest that the state of the Nigerian economy significantly affects individual wellbeing and productivity. Moreover, organisations operating under poor economic conditions are likely to face increased pressure associated with enhancing the quality of life of their employees. Because Nigerian workers (academics) depend on infrastructure to carry out their job-related duties and inspire them to participate in social activities with family and friends, the infrastructure deficit is a major barrier to achieving WLB. For instance, Participant 9 remarked, “if social and infrastructural facilities are adequate at home, there is a likelihood that I would want to spend more time at home since the facilities I need to work are available”.

Organisational Negligence and Absence of Green Organisational Culture Most participants acknowledged that their organisations have failed to implement green HRM policies and practices, and the few attempts to facilitate some practices and initiatives in other HEIs are considered inadequate and ineffective. For most participants, the neglect of their

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organisations to implement green HRM policies and practices is a major deterrent to promoting healthy work and healthy life. The following quotes are typical of the participants’ shared views: The environment must be considered conducive to work, which is why green HRM is pertinent and must be promoted more in Nigeria. Awareness must be raised to ensure an environmentally friendly campaign and to live a long and healthy life, which is most important for the work front and family front. You can only work, interact with children, and socialise with friends when you’re in good health. (Participant 32) The problem is ignorance and indifference or lack of concern on the part of the universities. Most Nigerian universities fail to implement and create an awareness of policies or initiatives that are environmentally sustainable and can contribute to green practices. In that case, it will be difficult for employees to imbibe a culture of social and environmental responsibility. (Participant 10)

From the above statements, it is evident that organisations’ negligence of green policies, practices and initiatives that can enhance environmental sustainability and occupational health is detrimental to the quality of life of its members. Moreover, the absence of green culture in Nigerian HEIs was a stressor and contributed to many Nigerian academics’ lack of environmental awareness. For instance, some academics cited the old-fashioned educational system as a stressor affecting WLB. This old-fashioned approach is seen as using traditional teaching methods and instructional materials (e.g., dictating lecture notes over long hours, using chalk and board) instead of digitised learning (e.g., smart screens, projectors and virtual teaching): Some HEIs here in Nigeria still use chalk and blackboards, and many still dictate notes to students, which is why it takes longer to deliver lectures or cover a particular topic… This old teaching method is very stressful and needs to be changed. (Participant 30) …Furthermore, the lack of technological innovation in Nigeria compared to industrialised nations makes it difficult to be an academic here. For

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instance, most of our lecture halls lack overhead projectors, and the standard methods of instruction—dictating notes or providing handouts for students to copy—remain in use. Little things like this add to the stress that we face as academics in Nigeria. (Participant 19)

In most cases, the recruitment process also contributes to stress and exorbitant costs for academics who have to make hard copies of their application documents and travel long distances multiple times during the recruitment process. For instance, there were several reports of job applicants submitting up to thirty copies of application documents for recruitment purposes. The quotation below is typical of the participants’ shared views: I remember that two years ago when I joined my current institution, I was asked to make 35 copies of my credentials and application documents. During my promotion, I was also asked to make 21 copies of the required documents. First, it is a stressful exercise and not environmentally friendly. (Participant 11)

The traditional nature of academic work in Nigeria can be stressful due to work overload, longer working hours and extended lecture periods. Consequently, as many of these academics face these stressors at work, they become exhausted and have less time for other nonwork activities. In addition, the absence of green culture engendered by Nigerian HEIs’ traditional teaching methods also affects their green potential. The paper-based recruitment process, among others, shows the extent to which Nigerian HEIs have remained resistant to change, especially in facilitating a digitised working environment that makes work easier and quicker, saves time and energy for other nonwork-related activities and promotes occupational health and environmental sustainability.

Individual Ignorance Participants reported that in addition to the HEIs’ neglect or ignorance concerning green practices; individuals are also ignorant of promoting

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practices that directly or indirectly contribute to environmental sustainability: I like to think that promoting environmental sustainability starts with the individual. For instance, the way you handle your home reflects how you handle the environment. Individual culture plays a huge part because even if the organisation trains and orientates staff, personal culture and upbringing are fundamental to sustaining the knowledge passed to you. Therefore, it takes a conscious effort of individuals to ensure a sustainable environment. For instance, I have witnessed people dumping their rubbish on the highways both while commuting to work and at other times. Organisations cannot monitor such behaviour. The organisation plays its part by providing waste bins but cannot force you to use those outside its premises. (Participant 18) In my institution, there is no environmental orientation that intentionally communicates the need to be environmentally friendly… I think the institution expects individuals to have common sense towards being environmentally sensitive. Therefore, the organisation exonerates itself from responsibility if we are unaware of these things. Moreover, the earlier we come to terms with our actions or inactions, the better our lives will be. (Participant 20)

Practices that support environmental sustainability promote a conducive environment for work and healthy life to partake in nonwork-related activities (Ravenswood, 2022). However, where such practices are neglected due to individual ignorance, they exacerbate unhealthy work and health problems for individuals. We found cases of pluralistic ignorance, evidenced as a factor that impedes environmental sustainability. For instance, the general belief that having “common sense” concerning being proactive to environmental concerns, as Participant 20 remarked, is a subjective opinion rather than objective. People frequently act differently from others or have varying levels of expertise or comprehension about certain issues (e.g., environmental sustainability). Essentially, people should be held accountable for being aware of the necessity of promoting wellbeing and environmental sustainability.

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Discussion and Conclusions The current study examined the potential of green HRM in promoting occupational health and environmental sustainability within the Nigerian higher education sector. Although many Nigerian academics are new to the term “green HRM”, the present study found that they recognised the importance of being environmentally sensitive. Therefore, for these academics, nothing can be compared to working in a conducive and healthy environment. Nigerian academics face various stressors that engender work-life stress, such as an unconducive work environment, work overload, poor economic conditions, work-life conflict and environmental pollution. Therefore, the majority desire a work environment that supports occupational health and inspires them to derive the best job outcomes that enhance their chances of living a good and healthy life. They contend that green HRM has the potential to increase longevity and promote occupational health, making it easier and less stressful for people to handle their work and personal obligations. They essentially claimed that green HRM practices could improve their capacity to accomplish WLB, emphasising the proverbial adage that “health is wealth”—meaning that only people in good health have the propensity to create wealth (from work). Therefore, a healthy academic is more likely to work productively and increase their organisation’s productivity than an unwell academic, particularly as demonstrated in a few instances where some academics reported colleagues’ passing away and developing chronic illnesses due to work stress and an unhealthy workplace.

Theoretical and Practical Implications Our study contributes primarily to the theorising of green HRM. Accordingly, the current study supports arguments that green HRM has both direct and indirect positive impacts on economic, physical, mental, social and environmental wellbeing (Hameed et al., 2020; O’Donohue & Torugsa, 2016; Renwick et al., 2013). More specifically, while previous studies have linked environmental sustainability with health and safety in the workplace (Antão et al., 2016; Kaplan & Forst,

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2017), we move forwards with this debate by arguing that green HRM could be an essential component in occupational stress management and environmental management, whereby green HRM practices could serve as an intervention for helping employees to improve their health and wellbeing, achieving WLB and facilitating a green environment. Moreover, Rogers et al. (2012) suggest a cause-and-effect relationship between individual wellbeing and the environment, where individual wellbeing depends on effective operational ecosystems. An operational ecosystem should include an interconnected system between organisms (e.g., humans, animals and plants) and the physical environment and extend to reinforce a sense of meaning and identity, peace of mind and emotional stability (Rogers et al., 2012). Furthermore, we argue that employees’ wellbeing and ability to achieve WLB or reduce work-life stress can be influenced within an environment where the social and environmental structures enable flexible working practices. Given that one of the key pillars of green HRM is to reduce the organisational footprint and advance environmental sustainability, where employees are given a choice to work remotely, it is anticipated that such practices will support employee WLB and occupational health. Additionally, while it is not a focal research construct, our study supports the emerging literature on “green WLB” for broader theorising of “the complex social and workplace relations behind how people balance work and personal life” (Ravenswood, 2022, p. 4). In essence, rather than merely considering the interactions between an individual’s work and nonwork domains, green WLB advocates inculcating green/ environmental values, attitudes and behaviour within these domains, thereby taking into account an individual’s role as both an employee at work and a consumer at home (Muster & Schrader, 2011). Consequently, the current study supports arguments that green HRM is important to facilitate the development of green behaviour among employees both at work and in their private lives (Ravenswood, 2022). Furthermore, we suggest that green WLB driven by green HRM initiatives can enhance employees’ occupational health and organisational sustainability. This is because green HRM practices are designed to provide a conducive workplace for employees to enhance their capabilities and productivity in the workplace, as well as foster green behaviour outside of

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the workplace, thereby presenting a win–win situation or mutual benefits for both the employer and employees (Davis et al., 2020; Muster & Schrader, 2011; Singh & Bhatnagar, 2015). In addition, Singh and Bhatnagar (2015) assert that organisations that promote flexible workplaces by enabling their employees to work remotely contribute to environmental performance and promote the sustainability of societal systems. Thus, greening employees and providing them with the necessary opportunities to demonstrate eco-friendly behaviour within and outside the organisation is crucial to attaining environmental sustainability. From a practical perspective, promoting occupational health in Nigeria, where environmental sustainability issues are yet to be prioritised, may be problematic. First, it calls for the commitment and capability to create or transition to a “green economy” and address the challenges that come with it, such as investment in green infrastructure and resistance to change (Ravenswood, 2022). Second, creating environmental sustainability awareness is imperative for this transition. For instance, organisations can promote green HRM as a strategic approach for increasing employees’ awareness and developing green behaviour at work and in their private life. Moreover, HEIs must implement policies and practices that successfully transition from carbon-intensive to green technologies. These could include implementing a digitised system of operations, encouraging remote or hybrid working and incentivising academics to exhibit or demonstrate eco-friendly behaviours. In this way, HEIs stand to benefit from a healthy workforce and alleviate worklife stress among academics. Thus, Nigerian HEIs must be responsible managers who intentionally encourage a conducive environment for their employees and address the fundamental socioeconomic drivers that impact the welfare of individuals and communities. Ultimately, in an attempt to contribute to the clean and safe environmental agenda of the UN SDGs (especially Goals 6, 7, 12, 13, 14 and 15), individuals, organisations and the government need to take deliberate actions to ensure that human actions in the environment foster healthy work and living. Common to all studies, the contributions of the current study have certain research limitations that should be considered, which may create

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opportunities for future research. This present study investigates a nonWestern context where green HRM, in particular, is currently underexplored, meaning that our results may not be representative of other contexts. Future research can explore other African contexts. Future research investigating these other contexts could be used to compare the findings from the present study to ascertain whether there are similarities or differences and other peculiarities that may be gleaned from the results in other contexts. In addition, future studies may consider and compare whether the experiences differ between academic and nonacademic staff in HEIs. We envisage that given the different working conditions and structures that exist between academic and nonacademic staff in HEIs, there might be differences in their work stressors, as well as how they cope with juggling work and nonwork commitments.

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Shen, J., Dumont, J., & Deng, X. (2018). Employees’ perceptions of green HRM and nongreen employee work outcomes: The social identity and stakeholder perspectives. Group and Organisation Management, 43(4), 594– 622. Shifrin, N. V., & Michel, J. S. (2022). Flexible work arrangements and employee health: A meta-analytic review. Work and Stress, 36 (1), 60–85. Singh, H., & Bhatnagar, J. (2015). Green work-life balance. In S. Chatterjee, N. Singh, D. Goyal, & N. Gupta (Eds.), Managing in recovering markets. Springer. Torp, S., Lysfjord, L., & Midje, H. H. (2018). Workaholism and work–family conflict among university academics. Higher Education, 76 , 1071–1090. United Nations. (2021). The Sustainable Development Goals 2021. https://uns tats.un.org/sdgs/report/2021/ Urbina-Garcia, A. (2020). What do we know about university academics’ mental health? A systematic literature review. Stress and Health, 36 , 563– 585. van Breeschoten, L., & Evertsson, M. (2019). When does part-time work relate to less work-life conflict for parents? Moderating influences of workplace support and gender in the Netherlands, Sweden and the United Kingdom. Community, Work and Family, 22(5), 606–628. Wilson, K. S., & Baumann, H. M. (2015). Capturing a more complete view of employees’ lives outside of work: The introduction and development of new interrole conflict constructs. Personnel Psychology, 68, 235–282. World Bank. (2021). The World Bank in Nigeria. https://www.worldbank.org/ en/country/nigeria/overview Yong, J. Y., Yusliza, M.-Y., Jabbour, C. J. C., & Ahmad, N. H. (2020a). Exploratory cases on the interplay between green human resource management and advanced green manufacturing in light of the ability-motivationopportunity theory. Journal of Management Development, 39 (1), 31–49. Yong, J. Y., Yusliza, M.-Y., Ramayah, T., Jabbour, C. J. C., Sehnem, S., & Venkatesh, M. (2020b). Pathways towards sustainability in manufacturing organisations: Empirical evidence on the role of green human resource management. Business Strategy and the Environment, 29, 212–228. Zhou, L., Wang, M., Chang, C. H., Liu, S., Zhan, Y., & Shi, J. (2017). Commuting stress process and self-regulation at work: Moderating roles of daily task significance, family interference with work, and commuting means efficacy. Personnel Psychology, 70, 891–922.

11 Green Human Resource Management in Latin America: A Systematic Literature Review and Agenda for Future Research Adriano Alves Teixeira, Talita Borges Teixeira, Tiago Estrela da Cunha Moraes, and Eduardo Lopes Pereira

Introduction Several regions in the world, including Latin America, have undergone rapid economic and political changes in recent decades, including those related to various environmental challenges, such as climate change and waste management, causing organizations to change the way they manage their activities. Thus, traditional areas such as supply chain A. A. Teixeira (B) Federal University of Mato Grosso Do Sul, Três Lagoas, Brazil e-mail: [email protected] A. A. Teixeira · T. B. Teixeira · T. E. da C. Moraes · E. L. Pereira São Paulo State University, Bauru, Brazil e-mail: [email protected] T. E. da C. Moraes e-mail: [email protected] E. L. Pereira e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4_11

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management (SCM), product design and development, and human resource management (HRM) are being forced to rethink their practices by inserting and prioritizing environmental issues in their activities. Among these areas, the literature has pointed out that the HRM area, with its traditional practices (recruitment and selection, training, performance evaluation, rewards, teamwork, employee involvement, and empowerment, among others), is considered essential for proactive environmental management, since for an adequate implementation of environmental management, it is necessary to support human factors (Renwick et al., 2013; Teixeira et al., 2012). This new concept is called green human resource management (GHRM) (Renwick et al., 2008). In this context, it is essential that Latin American organizations are aligned with these new trends, which can contribute to putting Latin America on the agenda of global discussion on sustainability. However, research on GHRM in Latin America is still in its infancy considering the two main international databases: Scopus and Web of Science. In this sense, a study that systematizes and integrates the literature on green human resource management in Latin America is of great relevance, as it will map the current state of the art of the theme, bringing to light the main works, their results, and the main research topics. Thus, the main objective of this chapter is to systematize and integrate the Latin American literature on GHRM and to propose an agenda for future research to generate important insights to encourage and assist researchers, professionals, and governments in developing research in this important region of the world.

Human Resource Management: Brief Contextualization There is no consensus on the beginning of studies in the area of human resource management (HRM), but part of the literature states that human resources had an emphasis (in a more scientific way) with the advent of what became known as Scientific Administration and through the scholars of the so-called human relations movement in the early twentieth century (Lin & Shi, 2021). For example, Frederich Taylor in

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his work proposed that one of the main inputs of the production process was labor, sparking several surveys on labor force productivity (Merkle, 2022). In the second half of the twentieth century, the workforce continued to expand its influence within organizations, causing the industrial and labor relations of organizations to turn to personnel management, thus emerging what later became the largest professional association of human resources. The Society for Human Resource Management (SHRM) was founded as the American Society for Personnel Administration (ASPA), although the management of human resources emerged (Obedgiu, 2017). The concept of human resource management does not have a single definition in specialized literature. In this sense, Table 11.1 seeks to demonstrate, over the years, how the definition of human resource management has evolved. Table 11.1

Evolution of HRM definitions

The HRM is a series of activities that allow interaction between workers and organizations in common agreement on objectives and the nature of their working relationship ensuring their fulfillment (Torrington & Hall, 1991) For Ivancevich (1995) the HRM is the area that deals with the effectiveness of the use of people in order to achieve organizational objectives Ulrich (1996) defined human resource (HR) functions as: aligning human resources and business strategies, reengineering organizational processes, listening to, and responding to employees, and managing transformations and change Policies and practices necessary to comply with the aspects relating to people who are managerially competent in recruitment, selection, training, compensation, and evaluation (Dessler, 2000, p. 2) Milkovich and Boudreau (2006, p. 19) show that HR administration involves several integrated decisions forming labor relations, where its quality has an influence on the organization’s ability to achieve its objectives Process by which management builds the workforce and tries to create human practices according to what the organization needs (Boxall & Purcell, 2022, p. 7) A fundamental development-oriented approach. It covers a wide range of models, with varying levels of investment in people (Boxall, 2018) Source Compiled by the authors

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Human resource management (HRM), since its inception, has faced various pressures to prove its contributions to organizations (Bleijenbergh et al., 2021). Thus, several studies have emerged to analyze the impact of HRM on employees and organizations as a strategic tool (Collins, 2021) in high performance (Rubel et al., 2018) and high commitment (Rubel et al., 2021), mainly from the twenty-first century, when new business dynamics, pressures and globalization make organizations in a highly turbulent environment and need to create competitive advantage and work with a focus on sustainability (Curtis et al., 2014). Note the evolution of the HR area from an operational approach to a more strategic approach, supporting and helping to implement good economic, social, and environmental results (Jang & Ardichvili, 2020). Current research suggests that HRM practices can contribute to organizations achieving long-term sustainability by improving the negative effects of work (Sorribes et al., 2021) while delivering breakthroughs in organizational performance (Rubel et al., 2021), which confirms the positive role of the “human side” of companies in sustainability initiatives (Jabbour et al., 2015b; Teixeira et al., 2012). In this sense, to achieve effective environmental management, the role of human resources becomes fundamental (Daily & Huang, 2001). Scholars have since focused on research dedicated to human resource management in the development of organizational sustainability (Chams & Garcia-Blandón, 2019; Jabbour & Santos, 2008). Until 2008, the integration of human resources with environmental management remained unnamed; it was then Renwick et al.’s study (2008) that named this emerging area, incorporating it in a systematic way into the research agenda of HRM, coining the term green human resource management (GHRM).

Green Human Resource Management Green human resource management, like most developing topics, does not yet have a “single” definition in the literature. Several authors have sought to conceptualize GHRM. For example, Zoogah (2011, p. 118) conceptualized GHRM “as the use of HRM policies, philosophies, and

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practices to promote sustainable use of resources and prevent harm arising from environmental concerns within business organizations”. For Jackson et al. (2011), GHRM concerns how human resource management practices (dimensions) (training, performance appraisal, reward systems, and recruitment and selection) can contribute to superior corporate environmental performance. In a global context (using the Scopus database and the search terms “green human resource” in the title, abstract, and keywords—without any kind of restriction), we observed a total of 580 documents that somehow address the subject of GHRM. Of these works, the vast majority (449) were published between 2020 and 2023 (2020 = 95, 2021 = 97, 2022 = 191 and until early April/2023 = 66), evidencing the growing importance that this area of study has acquired among researchers. However, new research in this area, focusing on human resource management practices and how they can influence organizational performance (economic, environmental, and social), can bring both academic and managerial benefits. Yong et al. (2019) point out that with the new concept of “Go Green”; companies that show concern in adopting GHRM practices begin to stand out and obtain greater competitive advantages. According to the authors, making Human Resource Management a greener area is among the biggest challenges brought to companies in this century, and this challenge may present, for example, a great impact on the development and management of low-carbon products (Stefanelli et al., 2021), as well as contributing to the current research agendas about green supply chain management (GSCM) (Teixeira et al., 2016), sustainable supply chain management (SSCM), circular economy (CE) (Jabbour et al., 2019), and Sustainable Development Goals (SDG) of the United Nations (UN) (Teixeira et al., 2020, 2022). For example, for the successful adoption of GSCM practices, it is necessary to develop and use the practices of GHRM jointly. GHRM practices function as a kind of foundation for the implementation and better performance of GSCM practices in an organization, thus contributing to a sustainable supply chain (Jabbour & De Sousa Jabbour, 2016). Freitas et al. (2020) proved in a study in Brazil that GHRM practices are responsible for contributing to the adoption and implementation of

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more sustainable practices, as they enable the involvement and development of employees’ capacities, which facilitates and stimulates sustainable actions voluntarily and spontaneously; however, the use of isolated GHRM practices and strategies results in a smaller effect on the development of sustainable management, reinforcing the importance of the full use of all GHRM practices. Therefore, when properly applied together and in a systemic way (training, bonuses, evaluations, and teamwork, e.g.), they have a positive impact on sustainable management (VázquezBrust et al., 2022). Table 11.2 presents the main GHRM practices and their benefits for environmental management. Among the GHRM practices, researchers affirm that training, performance evaluation, recruitment and selection, and teamwork are the ones that can have the greatest impact on the sustainable results of companies Table 11.2 The benefits of human resource management dimensions for environmental management HRM Benefits for environmental management Dimensions Job description and analysis Recruitment Selection Environmental training Employee involvement Performance evaluation Reward systems Teamwork Organizational culture Organizational Learning

Makes environmental issues a duty to be followed by employees Demonstrates a preference for environmentally aware candidates Choice of committed and environmentally sensitive employees Enables an increase of knowledge, skills, and environmental awareness Provides an increase in environmentally correct ideas as it seeks to involve employees in activities and delegate responsibilities Allows each employee to be evaluated individually, which provides data for continuous improvement Can improve each employee’s environmental behavior through motivation Facilitates learning and decision-making on environmental solutions and improvements Inserts a proactive culture in favor of environmental management at the heart of the organization Facilitates the acquisition, interpretation, and dissemination of environmental information

Source Jabbour et al. (2022, p. 120)

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(Freitas et al., 2020). Yong et al. (2020) justify that green recruitment, especially in large companies and those focused on manufacturing, has been adopted to ensure the commitment of new employees, since from the beginning, employees must already demonstrate interest and engagement in environmental care. Green training, for example, can contribute to the success of environmental management practices (Teixeira et al., 2012) and advanced practices of green supply chain management (Teixeira et al., 2016) since it develops and intensifies the environmental knowledge of employees, in addition to motivating and stimulating green innovation and environmental engagement of its employees so that they seek and apply, autonomously and proactively, green improvement solutions in their routine functions (Yong et al., 2020). It is through the investment in green training of managers and employees that an organizational culture focused on proactive environmental performance is developed (De Souza Moraes et al., 2018). Green performance appraisal is an activity that should consider the commitment and performance of employees in working toward environmental management. It assesses the achievement of planned performance goals for each employee and can include factors such as knowledge of environmental regulations, responsibilities for decisions with environmental potential, and environmental consequences (Jackson et al., 2014). Thus, it makes it possible to measure the environmental performance of employees, managers and, consequently, of the different units/ sectors of the companies. Teamwork allows companies to use the competencies and skills of their employees in the interdepartmental borders (Massoud et al., 2008), that is, to gather the diverse experiences, skills, and attitudes of each employee in work teams in favor of the environment. However, despite the importance that the specialized literature has given to the GHRM subject, it is still observed that in Latin America; research on GHRM is limited (see next section). It is extremely important to know how emerging markets have approached this promising research agenda in favor of sustainability so that there is a better theoretical and practical basis for advancing research in these regions.

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GHRM in Latin America To analyze the literature on GHRM in Latin America, the databases Scopus and Web of Science were chosen. Thus, on January 14, 2023, the terms were typed in both databases, including the title of the article, all types of papers (except conferences), all languages, and type of documents “article”, considering the entire period available “green human resource management” and “Latin America”, “green human resource management” and “South America” and later, “green human resource management” and “the name of each country (individually) that makes up Latin America”. The search results generated a list on the Scopus platform with 18 articles and a list on the Web of Science platform with 28 articles. After crossing the results of the two databases and removing duplicate works, 34 documents remained. Finally, one more work was discarded because it was not available in full, and another 10 studies were discarded because they did not meet the profile of this research, totaling 23 works that were fully read and analyzed in detail.

Systematization of the Research To systematize the studies found, 3 dimensions were used: the country where the research was conducted, the country of origin of the first author of the work, the research method and the sector in which the research was carried out. In addition, each work was analyzed to understand its focus and present its main results and challenges. Thus, the following subsections are devoted to the explanation of the data found in each dimension.

Country of the Authors and the Execution Country of the Research When we analyze the countries of the first authors of the studies, we found that 17 are Brazilian. In the case of the country in which the

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16

5 1 Brazil

Fig. 11.1

Not aplicable

Mexico

1 Colombia

Country of the research execution

research was conducted, it was identified that Brazil was the target of 69.56% of these studies. Colombia and Mexico had only one work developed. It is also worth mentioning that 5 studies are literature reviews, and therefore, do not fit the country classification. The following graph represents the division of articles by country (Fig. 11.1).

Research Method Next, we examined the technical procedures that the authors used in the Latin American context (case studies, surveys, literature reviews, and case studies combined with surveys or other methods—Fig. 11.2). The analysis revealed that of these options, 12 studies employed surveys, 5 studies employed literature reviews, 5 studies employed case studies, and 1 study employed a combination of case studies and surveys. The survey and literature reviews were the most commonly used methodologies, with 52.17% and 21.74%, respectively, and one of the approaches considered most important by the literature, the mixed methodology, was used in only 1 (4.35%) study.

Sector The sectors (public, private, public and private, or not applicable (when the study did not focus on a specific sector, such as, e.g., literature reviews) where the research was carried out were also analyzed in each study. The results revealed that of the 23 studies, 17 were conducted in the private sector and 5 were classified as “not applicable”, as they were

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12

5

5 1

Fig. 11.2

0

Research method

17

6

Private Sector

Fig. 11.3

Not applicable

0

0

Public Sector

Public and Private Sector

Sector in which the research was carried out

literature reviews and 1 article could not identify the sector where the research was carried out (Fig. 11.3).

Focus and Main Results of the Research Trujillo-Gallego et al. (2022) sought to investigate the interfaces between digital technologies, HRM and GSCM practices in the Colombian context. The results suggest the importance of digital and GHRM technologies for the adoption and improvement of GSCM practices and the need for the integration of human and digital capabilities to develop environmental capabilities throughout the supply chain. Madero et al. (2022) carried out a survey with human resources managers in Mexico to identify and analyze how environmental sustainability is present in human resources sub-processes and how companies view human resources from the perspective of sustainability. Among the main results, it is highlighted that HR activities can contribute to the sustainability of the business and its physical environment, that HR can

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create a culture of caring for resources and that training activities are not used optimally. Vázquez-Brust et al. (2022) conducted research with Brazilian organizations aiming to identify the role of GHRM and stakeholder pressures in the adoption of environmental protection hardware (EPH) and environmental protection software (EPS). The results indicate that the greater the pressures exerted by stakeholders, the greater the intensity of the implementation of environmental protection hardware (EPH) and environmental protection software (EPS) and that this relationship is mediated by GHRM practices. Stefanelli et al. (2021) provided an understanding of the relationship between human and behavioral factors and low-carbon management practices in supply chains in Brazil. They found that human factors are the ones that most influence low-carbon product management practices compared to logistics and process practices. Freitas et al. (2021) developed research to analyze the influence of GHRM practices on the social responsibility of organizations (CSR) and customer relationship management (CRM). They identified that GHRM positively influences CSR and CABG, that CSR influences CABG, and that CSR moderates the effect between GHRM and CRM practices. In addition, they point out that both the size and the time of existence of the company (control variables) influenced the proposed model. Freitas et al. (2020) studied the relationship between GHRM and corporate social responsibility in companies in Brazil. The results of the research allow the authors to affirm that the practices of GHRM, particularly green training, performance evaluation, recruitment and selection, and teamwork, are positively related to the adoption of corporate social responsibility practices in the sample studied. Teixeira et al. (2020) mapped, through a systematic literature review, the situation of GSCM in Latin America and suggested an agenda for future research. The authors point out that the research agendas on GHRM, circular economy (CE), and GSCM are complementary fields of study and, as such, more research on their interfaces needs to be carried out, especially in emerging markets, to advance in these areas of research.

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De Souza Moraes et al. (2018) investigated the relationship between GHRM practices (training, teamwork, and empowerment) and the adoption of eco-efficiency principles in a Brazilian financial institution. Their results demonstrate that only green training positively influenced eco-efficiency in the company studied and that the lack of empowerment and encouragement of teamwork of employees may serve as barriers for the organization to achieve better results in eco-efficiency. Shahriari and Hassanpoor (2019) developed a systematic review of GHRM comparing research conducted in Western and Eastern countries. Although the research is not about Latin America, the authors cite Brazil at times. The authors report that Eastern (Asian) countries have studies focused on excessive bureaucracy and hierarchies and in Western countries (Europe and North, South and Latin America) gaps include lack of comparisons between organizations and absence of GHRMrelated studies and existence of excessive hierarchies in some countries, such as Brazil. Zhang et al. (2019) approached a study involving factories of machinery, electronics, and transport equipment in Finland, Sweden, Germany, Taiwan, Israel, Mainland China, Spain, Brazil, Italy, South Korea, and Japan. The authors sought to identify the effects of proactive environmental strategy on environmental performance. Among the main conclusions, the authors point out that managers with a clear and proactive strategy focused on GHRM will be more successful in adopting green operating practices and environmental performance. They also identified that managerial barriers decrease the effectiveness of GHRM. In a survey conducted with Brazilian organizations, Jabbour et al. (2017) conclude that more proactive GSCM practices correlate with critical success factors managed more effectively and with greater GHRM support. They argue, for example, that managers with a clear GHRM strategy and who use green training, green recruitment and selection, performance appraisal, and green rewards generate greater proactivity in green supply chain management. Teixeira et al. (2016) developed a survey with organizations in Brazil to identify the influence of green training on external GSCM practices (green purchasing and cooperation with the client). The results identify

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that green training, in fact, relates positively to external GSCM practices and presents the main characteristics of green training that can consolidate the management of the green supply chain: green training topics must be appropriate and current for the company’s activities, green training content created through a systematic analysis of training gaps and needs and employees receiving green training should have the opportunity to apply the green knowledge acquired in daily activities. Jabbour and de Sousa Jabbour (2016) developed a conceptual theoretical article in which they sought to demonstrate the interfaces between the GHRM and GSCM research agendas. The authors conclude that GHRM practices such as culture, teamwork, and training form the basis of GSCM. Jabbour (2015) researched the influence of green training on the management maturity of 95 companies with ISO 14001 certification in Brazil. The results indicate that the practice of GHRM, green training, is positively related to the maturity of environmental management. In another study, Jabbour et al. (2015a) led a survey with 65 Brazilian companies to test 5 research hypotheses. One of them, “H2”—Human/ organizational aspects positively influence the adoption of green product development (GPD) practices, was not considered statistically significant in the study, so the authors suggest that the link between human aspects and green products should be better analyzed in further research. Saturnino Neto et al. (2014) studied the relationship between green training and eco-innovation in three Brazilian companies. The authors argue that environmental training is relevant to the development of lowcarbon products, which helps in mitigating climate change. Dias-Angelo et al. (2014), in a study conducted with hotels in Brazil, state that GHRM practices are not yet aligned with the activities in favor of the environmental activities of hotels and suggest that hotels want to become “green” and that it is necessary to develop green training. Jabbour (2013) conducted a literature review on green training to identify the state of the art of the topic and propose an agenda for future research. Among its propositions suggests that future research should focus on (i) developing comparative studies between the different national contexts to understand the characteristics of environmental training (ii) developing studies that analyze the relationship

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between environmental training and other human resources practices (iii) applying mixed methods to inquire about environmental training (iv) carrying out research on environmental training in the service sector (v) Perform studies placing environmental training as a dependent variable (vi) thoroughly investigate the contributions of environmental training to achieve a specific organizational goal (vii) investigate the interfaces between environmental training and certain environmental communication practices (viii) offer green training to stakeholders and their results, and (ix) Run studies that seek to improve the process of environmental training. Jabbour et al. (2013b), seeking to understand the characteristics of green training in Brazilian organizations and its influence on environmental performance, led 9 case studies and identified that there is a coevolution between the maturity of the environmental management of organizations and the level of application of green training. In other words, the more and better green training practices were implemented; the more and better environmental management practices were found in the companies studied. The authors also bring several characteristics of green training in the cases studied, for example, the most frequent training, the differentiation of training by hierarchical level, good training practices applied by the company, etc. Jabbour et al. (2013a) carried out a survey to verify the influence of environmental management on operational performance and to determine whether lean manufacturing practices and human resources interfere in this relationship. The results indicate that in the Brazilian automotive sector, human resource management and lean manufacturing practices tend to support environmental management, and environmental management practices favor environmental performance. Jabbour et al. (2012) carried out a survey of 75 companies in the Brazilian automotive sector to identify whether human resource management practices influence environmental management practices. The results suggest that organizations that already have efficient human resource management may have an easier time adopting environmental management practices. Teixeira et al. (2012) sought to understand the relationship between green management and green training in Brazilian companies. Among

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the main results, they found that organizational culture, teamwork, support from top management, and more technical green practices are factors that seem to connect and convert green training into more proactive environmental management. Jabbour et al. (2010) presented one of the first frameworks involving green training, demonstrating its importance for organizations and directing the process of environmental training in organizations. Briefly, based on the research mentioned above and aiming to facilitate the understanding of the development of the theme and to draw a profile of the research carried out in Latin America, we present Table 11.3 with the authors, types of organizations researched/country of origin of the research, and the focus of the research.

State-of-the-Art Discussions and Research Suggestions Based on the results presented in the previous section, it is possible to discuss important research gaps on GHRM in the Latin American context and present some suggestions for future research so that the GHRM literature can develop. First, it was noticed that of the 23 works found, 17 (73.91%) had Brazilian researchers as their first author and organizations located in Brazil as the object of study (69.56%). Mexico and Colombia also appeared, but with only one publication each in Scopus and Web of Science indexed journals. Thus, it is clear the need for Latin American researchers to embark on research involving the GHRM theme in their countries of origin, or even through partnerships with other researchers from other countries in Latin America, for example, carrying out joint research involving data collection in several countries (recommendation 1). Another interesting research gap concerns the research methodology adopted by the studies. We found that 4 (17.39%) works carried out case studies, and only 2 (8.69%) studies used mixed methodology (survey and case studies together). The specialized literature emphasizes the importance of research involving mixed methodology for advancing in different

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Table 11.3 Authors, types of organizations researched/country of origin and research focus Authors

Types of organizations

Research focus

Trujillo-Gallego et al. (2022)

Large and medium-sized manufacturing companies/ Colombia

Madero Gómez et al. (2022)

HR Professionals/Mexico

Vázquez-Brust et al. (2022)

Manufacturing/Brazil

Stefanelli et al.(2021)

Companies in the biodiversity sector/Brazil

Freitas et al. (2021)

Freitas et al. (2020)

Electronics, mechanical metals, packaging, footwear and plastics sector/Brazil Metallurgical, automotive and chemical sector/Brazil

Investigate the relationship between GHRM digital technologies and GSCM practices Understand how environmental sustainability is present in HR sub-processes and how companies view HR from a sustainability perspective Study the role of GHRM and stakeholder pressures in the adoption of environmental protection hardware and software Understand the relationship between human and behavioral factors and low-carbon management practices Analyze the influence of GHRM practices on CSR and CRM

Teixeira et al. (2020)

Not applicable/literature review

Study the relationship between GHRM and CSR Systematic literature review on GSCM and proposed future agenda. They stress the importance of analyzing the interfaces between GHRM, GSCM and circular economy (CE) (continued)

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Table 11.3

283

(continued)

Authors

Types of organizations

Research focus

De Souza Moraes et al. (2018)

Financial institution (bank)/ Brazil

Shahriari and Hassanpoor (2019)

Not applicable

Zhang et al. (2019)

Manufacture of machinery, electronics and transport equipment (11 countries, including Brazil)

Chiappetta Jabbour et al. (2017)

Empresas de manufatura do setor de baterias automotivas/Brasil

Teixeira et al. (2016)

Automotive, chemical, electronics, coal, oil and gas equipment and mixed sectors/Brazil

Jabbour and de Sousa Jabbour (2016) Jabbour (2015)

Not applicable

They researched the relationship between GHRM practices and the adoption of eco-efficiency principles Systematic review of literature on GHRM and comparison of research carried out between western and eastern countries Among others, to identify the effects of the proactive environmental strategy of GHRM on the environmental performance of companies Analyze the role of GHRM and critical success factors in the adoption of GSCM practices Analyze the relationship between green training and external GSCM practices (green purchasing and cooperation with customers) They propose interfaces between GHRM and GSCM Check the influence of green training on the maturity of companies’ environmental management

Several manufacturing companies certified ISO 14001/Brazil

(continued)

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(continued)

Authors

Types of organizations

Research focus

Jabbour et al. (2015a)

Several ISO 9001/Brazil certified manufacturing companies

Saturnino Neto et al. (2014)

Manufacturing companies/ Brazil

Dias-Angelo et al. (2014)

Hotel Sector/Brazil

Jabbour (2013)

Not applicable

Jabbour et al. (2013a)

Financial sector, education, cellulose, wood panel manufacturing, battery manufacturing, capital goods sector for the oil sector, aeronautical sector and manufacturing and commercialization of wire and cable management/ Brazil Automotive sector/Brazil

Propose and test a structure that involves technical and human aspects in the adoption of green product development practices and their effect on companies’ performance Test the relationship between green training and eco-innovation Analyze the support of human resources management in environmental management practices Literature review on green training in organizations and proposal for a future agenda Understand the characteristics of environmental training in Brazilian companies

Jabbour et al. (2013a)

To verify the influence of Environmental Management on Operational Performance and the relationship between lean manufacturing practices and human resources in environmental management (continued)

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285

(continued)

Authors

Types of organizations

Research focus

Jabbour et al. (2012)

Automotive sector/Brazil

Teixeira et al. (2012)

ISO 14001 certified companies/Brazil

José Chiappetta Jabbour et al. (2010)

Not applicable

Relationship between human resources practices and environmental management practices Understand the relationship between green management and environmental training Literature review and proposed green training framework for organizations

Source Compiled by the authors

areas of knowledge. Therefore, our second recommendation is that new research on GHRM use mixed methodologies (survey and case studies) and case studies so that the characteristics of GHRM in Latin America can be understood in more depth. Our third recommendation concerns the sector (private sector, public sector) where the surveys were carried out. We did not find research that has been developed in the public sector; therefore, we suggest that researchers in Latin America carry out research that involves the public sector or even research that involves the public and private sectors jointly, which could bring new and important insights about GHRM. Another important discovery is that of the 23 papers, 6 (26.1%) had green training as their central theme. We did not find any other work dedicated to a single GHRM practice. Thus, we believe that it is extremely important that new research in the Latin American context seek to understand the characteristics, in an individualized way, of other GHRM practices, for example, green performance evaluation, green recruitment and selection, green reward systems, green teams, and management of the green organizational culture, among others (fourth recommendation). In addition, as a fifth recommendation, we suggest research that verifies the characteristics of the practices mentioned above, including green

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training, in more than one country, as we understand that comparative studies involving different national contexts can make important contributions to the GHRM theme. We also suggest that studies on GHRM practices be carried out in micro, small, and medium-sized companies, as they have very peculiar characteristics, for example, few financial resources for investments, lack of knowledge, and planning difficulties (sixth recommendation). Our seventh recommendation is that studies could empirically investigate the complementarity between GHRM practices (their interrelationships/synergies) or even develop studies on the contribution of green training (or other GHRM practices) to advances in other future research agendas, such as green/sustainable supply chain management GSCM/ SSCM, circular economy (CE), Industry 4.0, environmental, social and governance (ESG), and sustainable development goals (SDGs) (eighth recommendation). Finally, our ninth recommendation (but not exhausting the subject) is that research be developed that uses GHRM as a moderating or mediating variable in quantitative studies that seek to verify the relationship between constructs. Figure 11.4 summarizes the dimensions considered in this chapter and the gaps in the literature on GHRM in Latin America.

Final Considerations This chapter aimed to map the state of the art of the GHRM theme in Latin America using the two main international databases: Scopus and Web of Science. In total, we found 23 studies that met our search criteria and allowed us to draw an overview of GHRM research and present future research suggestions. Our intention was not to exhaust the subject but to systematize and integrate information into a single work so that researchers and specialists can make use of this knowledge for new research insights and/or directions on what to research in this important region, which can certainly strengthen and direct research on GHRM in the Latin American context.

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Fig. 11.4 Dimensions and literature gaps in GHRM in Latin America (Source Compiled by authors)

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Index

A

Ability-motivation-opportunity (AMO) 25, 48, 75 Academic greenwashing 37 Affective commitment 12 Africa 237

B

Bangladesh 128 Behavioural HRM 56 Best-fit approach 34 Bibliometric analysis 51 Boolean operators 52 Brundtland 130 Business sustainability 1

C

Carbon emissions 129

Carbon footprint(s) 4, 102, 156, 188, 192, 242 Circular economy (CE) 271 Climate change 48, 71, 102, 131, 157, 188 Cognitive action theory 49 Common method variance (CMV) 167 Community development service 251 Community service 251 Compensation management 14 Competitive advantage 3, 44, 70, 100, 131, 159, 214, 270 Confirmatory factor analysis 222 Conservation of resources (COR) 218 Context-specific approach 37 COP26 70 Corporate responsibility (CR) 190

© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 O. D. Adekoya et al. (eds.), Global Perspectives on Green HRM, https://doi.org/10.1007/978-3-031-35795-4

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Index

Corporate social responsibility (CSR) 5, 45, 58, 134, 190, 242 Corporate sustainability 72 Country-level 33 COVID-19 pandemic 249 Cross-sectional data 167 Customer relationship management (CRM) 277

D

Developing economies 57

E

Eco-feminist theory 49 Eco-friendly 29, 44, 50, 73, 134, 214, 244 Ecological imbalance 101 Ecological orientations 31 Economic sustainability (ES) 131 Eco-policies 110 Ecosystems 44, 187 Employee awareness 240 Employee championing behaviour 130 Employee empowerment 46 Energy conservation 217 Energy management 217 Environmental awareness 2, 73, 102 Environmental citizenship behavior 161 Environmental degradation 45, 71, 155 Environmental determinism 249 Environmental engagement 273 Environmental footprint 43 Environmental goals 74, 107

Environmental greening 237 Environmentalism 3, 252 Environmental knowledge 43 Environmentally friendly 2, 105, 155, 213 Environmental management (EM) 99, 157, 190, 268 Environmental Management Information Systems (EMIS) 13 Environmental management systems 217, 236 Environmental performance 26, 44, 69, 133, 156 Environmental pollution 258 Environmental reviews 13 Environmental sustainability 35, 43, 107, 131, 143, 159 Environmental training 156 Environment training 46 Ethical leadership 45 Expectation value theory 49 Exploratory factor analysis (EFA) 138

F

Financial bottom line 188 Flexible working 192, 249

G

Gender diversity 177 Gender equality 176 GHRM training 201 Global warming 101, 131, 187, 213 Green agenda 4, 249 Green behaviors 3, 44, 60, 72, 105, 159

Index

Green branding 15 Green commitment 71, 99 Green compensation 241 Green creativity 89 Green credentials 198 Green culture 110, 160, 215, 255 Green economy 260 Green employee relations 11, 241 Green empowerment 163, 218 Green empowerment and involvement 15 Green environment 134 Green goals 164, 236 Green human resource planning 7 Green inclusive leadership 90, 215, 220 Green innovation 43, 50, 74, 214, 273 Green intellectual capital 101, 165 Green job analysis 108 Green job design and analysis 7 Green learning climate 16 Green management 98 Green management innovation 214 Green marketing 98 Green mindfulness 43 Green operations 98 Green perceived organizational support 215 Green performance 45, 50, 101, 164 Green performance appraisal 26 Green performance management 12, 241 Green policies 29, 36, 70 Green practices (GP) 44, 157 Green recruiting 57 Green recruitment and selection 8, 241 Green reward 14, 26

295

Green servant leadership 101, 218 Green supply chain management (GSCM) 98, 271 Green supply chains 10 Green teams 59 Green technologies 260 Green training 218 Green training and development 9, 26, 241 Green transition 156 Green vision 16, 195 Greenwashing 36 Green WLB 259 Green workforce 4, 236 Green work-life balance 159 H

Higher education sector 237 Horizontal fit 35 I

Individual wellbeing 254 Industrial and labour relations 269 Industrial-organisational psychology 238 Industry 4.0 130 Industry-level 33 Institutional theory 48 Intellectual capital-based view theory 58 International climate conference 70 International HRM 24 Intrapreneurship 16 ISO 14001 98 K

Knowledge capital 73

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Index

Knowledge transfer 73 L

Longitudinal studies 145 M

Macro level 31 Malaysia 99 Mental health 239 Meso level 31 Micro level 31 Multinational enterprises (MNEs) 33 N

Natural resource-based theory 49 Net zero 70 Nigeria 236 Nonpolluters 5 Non-profit organizations (NPOs) 215

P

Palestine 215 Participative leadership 74 Person-organisation fit 12 Pluralistic ignorance 257 Policymakers 44, 144, 177 Preservationists 5 Process theory 48 Pro-environmental 58, 104, 164, 217 Pro-environmental activities 27 Pro-environmental behaviours 5, 71, 99, 214 Programmatic theory 28 Protectionists 5 Psychological capital 58 Psychological climate 56 Psychological distress 239 Purposive sampling 106, 193 Q

Qualitative study 99 Quality management 217 Quality of life 105, 254

O

Occupational stress management 237 Open system theory 49 Organisational citizenship behaviour for the environment (OCBE) 71 Organizational citizenship behavior (OCB) 48 Organizational citizenship for environment 220 Organizational sustainability 270

R

Recruitment and selection 46 Recycling 15, 44, 74, 132, 190 Reduce, reuse, recycle 202 Regression analysis 138 Remote working 249 Resource-based theory 48 Resource-based view (RBV) 26, 58 Responsible management 5, 241 Role stress 135 Role stressors 239

Index

S

Servant leadership 49 Small- and medium-sized enterprises (SMEs) 189 Snowballing sampling 78 Social dilemma framework 49 Social exchange theory 76 Social identity theory (SIT) 25 Social impact 133 Social justice 242 Socially responsible 133 Social responsibility 277 Social sustainability (SS) 131, 251 Stakeholder theory 129 Strategic HRM 15, 35 Strategic management 89 Stress theory 49 Structural equation model 222 Supplies-values fit theory 56 Supply chain management (SCM) 268 Sustainability 32, 47, 127 Sustainability pillars 134 Sustainable business environment 3 Sustainable business practices 188, 240 Sustainable Development Goals (SDGs) 24, 75, 98, 236, 271 Sustainable environmental management 240 Sustainable environmental performance 3 Sustainable environmental policies 70 Sustainable HRM 43, 159 Sustainable human resources management 188

297

Sustainable organisational performance (SOP) 129 Sustainable performance 118 Sustainable supply chain management (SSCM) 271 Systematic literature review 51 System theory 48

T

Thematic data analysis 248 Theory of planned behaviour 49 Theory of reasoned action 49 Tourism and hospitality 155 Transformational leadership 89 Transformational leadership theory 49 Triple bottom line 47, 131 Turnover intentions 237

U

Universalist approach 37

V

Value belief norm theory 49 VRIN 100 VRIO framework 26

W

Waste management 15, 160 Work-life balance (WLB) 190, 236 Work-life conflict (WLC) 236 Work-life stress (WLS) 236 Work-related stressors 239