This paper seeks to provide simplified general reflections in respect of green human resource management (green HRM) that is a novel concept at least in Sri Lankan context and indeed has a great potential to serve the individual, society and business. The paper has its focus on seven aspects such as meaning of green, reasons for greening, meaning of green HRM, importance of green HRM, green human resource requirements, greening of HRM functions and the findings of some green HRM research studies. It is hoped that the paper has some utility for generating an interest within potential researchers and for gaining a conceptual understanding of green HRM.

Abstract

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<p>Employees are generally considered as the most important resource needed for an organization to achieve its main goals. Realization of goals achievement heavily depends on the extent to which these employees are engaged in their jobs and their organization. Employee engagement is a factor that contributes positively to employee productivity and then organizational effectiveness. It reveals that a conceptual confusion exists with regard to the meaning of employee engagement owing to that the concept has been defined by different scholars in different ways and also that there are several associated terms such as job satisfaction, job involvement, work involvement, organizational commitment and organizational citizenship behavior which have been used in the literature, either synonymously or non-synonymously. Further a question arises to decide whether employee engagement is an attitude or a behavior. This paper seeks to provide a comprehensive conceptualization of employee engagement that results in formulating a working definition for research purposes involving the construct, and to explore its dimensions and elements for the purpose of measuring the construct.</p>

This review paper creates strong analytical and theoretical frameworks for green human resource management (GHRM) literature. As green HRM is an emerging field of study it requires strong analytical and theoretical frameworks to underpin the valuable knowledge obtained by the scholars through systematic research works in this field. A review of the literature shows that strong analytical and theoretical frameworks for green HRM have yet to be emerged. Accordingly, the objective of this paper is to fill this knowledge gap considerably. This paper organizes the existing literature on the bases of "Analytical HRM Framework" of Boxall, Purcell, & Wright (2007) and other relevant organisational theories. Ultimately this paper establishes a strong link between existing literature in green HRM and organizational theories.

This study is a systematic and scientific attempt to fill five identified research gaps in the existing literature with regard to employee engagement through the use of empirical evidence from Sri Lankan listed companies. This study focuses on investigating employee engagement, its selected dynamics such as high-performance work practices (HPWPs), religiosity, personal character, leadership, work–life balance, and mediating effects of employee engagement on the relationship between the selected dynamics and employee job performance. The data gathered from 272 executives and managers in the Sri Lankan listed companies were analyzed and a set of hypotheses established and developed based on the theoretical and empirical accounts with regard to the dynamics of employee engagement, the combined effect of the dynamics of employee engagement, employee engagement as an independent variable, and the mediating role of employee engagement. A total of 12 hypotheses were tested with minimum researcher interference, in a noncontrived setting as a cross-sectional study and they were substantiated. Implications of the research findings have been discussed.

This research paper sets out to investigate the research gaps in employee engagement for systematic empirical investigations, in order to substantiate future studies. A desk research has contributed to identify seven gaps in employee engagement. The first gap which is about the conceptual confusion, can be minimized by formulating a working definition of employee engagement. The nonexistence of theoretical arguments and empirical tests on the impact of the religiosity on employee engagement, in both the Sri Lankan and in the international contexts, has been identified as the second gap. The third gap has been identified to be the fact that the rapport between personal character and employee engagement being, neither theoretically argued nor empirically tested, in Sri Lankan and the international contexts. The fourth gap is the unavailability of studies in the Sri Lankan context as to how the high performance work practices (HPWPs) impact on employee engagement. The fifth gap identified is the shortage of empirical evidence regarding the link between employee engagement and organizational financial performance in the Sri Lankan context. Absence of empirical evidence on employee job performance to be an intervening variable for employee engagement and organizational financial performance is brought up as the sixth gap. The same absence is found in empirical evidence about religiosity, HPWPs, personal character, leadership and work life balance that significantly affect employee engagement in a nomological network in the Sri Lankan context as well as in the international context, which is the seventh Gap.

Though there is a growing interest among academicians and practitioners in respect of