A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?

Paulet, Renee; Holland, Peter; Morgan, Damian

doi:10.1111/1744-7941.12285

Cited by 109 publications

(91 citation statements)

References 29 publications

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“…The pandemic has highlighted these tensions even further, with organisations needing to cut costs in order to survive in the short term and to operate more efficiently, but at the same time maintain their reputation and the capabilities necessary to operate in the future. Adaptation to these increasing tensions requires innovation in terms of product and service provision and the boundaries of work (Paulet, Holland and Morgan 2021). In addition, it has provided an opportunity to develop a stronger interest in Sustainable HRM, including environmental (Cooke, Xiao and Chan 2021) and social outcomes.…”

Section: Contradictory Outcomesmentioning

confidence: 99%

Sustainable human resource management: six defining characteristics

Kramar

2022

Asia Pac J Human Res

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Sustainable human resource management (HRM) has been evolving for more than 15 years. It builds on strategic HRM (SHRM). Sustainable HRM is built around broad organisational goals in a number of areas, not just 'business' goals. Central to this approach is the link between HRM and sustainability. Sustainable HRM seeks to achieve positive economic, social, human and environmental outcomes simultaneously, in the short term and the long term. The 2030 Agenda for Sustainable Development established Sustainable Development Goals. These provide strategies, goals, activities and management practices which human resource practitioners can apply to further sustainability outcomes. This link with sustainability has contributed to studies in areas very different to SHRM and required consideration of additional theories for insights into Sustainable HRM. This article identifies six characteristics of Sustainable HRM which explain the divergence with SHRM. These characteristics are contradictory outcomes, concern with capability development, the need to recognise potential and actual positive and negative outcomes, attention to the development and implementation of HRM activities, the explicit statement of values informing Sustainable HRM and the design of metrics to promote sustainability.

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Section: Contradictory Outcomesmentioning

confidence: 99%

Sustainable human resource management: six defining characteristics

Kramar

2022

Asia Pac J Human Res

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“…The second limitation pertains to the specific GHRM practices (ie, green compensation and green training) that our study concerns. By the multidimensional nature of GHRM, 11,68 GHRM practices include green recruitment and selection, green training, green performance management, green compensation, green job analysis, green discipline management, and so on. Due to Chinese organizations' preference of green compensation and green training, we explore the interaction of them on employee proenvironmental behavior as well as the underlying mechanism.…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

Cognitive Dissonance of Self-Standards: A Negative Interaction of Green Compensation and Green Training on Employee Pro-Environmental Behavior in China

Zhang¹,

Sun²

2021

PRBM

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Purpose: Studies of GHRM practices number in thousands; however, they have failed to provide Chinese contextual evidence for their interactive effects on employee proenvironmental behavior (EPEB). To bridge this research gap as well as to address organizational practitioners' concern in GHRM practices, our study explores the possible interactive effect of green compensation (GC) and green training (GT), which are two core practices of GHRM and are widely employed by Chinese organizations simultaneously, on EPEB drawing on selfdetermination theory, and unravels the underlying mechanism by introducing employee green self-accountability (EGSA) as a mediator based on the cognitive dissonance theory of selfstandards. Methods: Using on-line survey and five-point Likert rating method, employees (N=847) working in Chinese organizations were requested to self-rate GC, GT, and EGSA; their direct supervisors were invited to evaluate EPEB. The mediated moderation testing procedures with SPSS and the bootstrapping approach with MPLUS were adopted to test the mediated moderation. Results: When being used separately, GC and GT are positively related to EPEB (β=0.426, p < 0.001; β=0.368, p < 0.001). When being adopted simultaneously, a negative relationship (the simple slope=−0.454, t=3.671, p=0.000) exists between GC and EPEB at higher-level GT. EGSA partially mediates the negative interaction with 95% bias-corrected confidence intervals [−0.054, −0.018]. Conclusion:In the Chinese context, when being used simultaneously with high-high combination, GC and GT negatively interact with each other to engender the squeezed effect of intrinsic motivation by extrinsic motivation, which directly impairs EPEB, and cause employee cognitive dissonance of self-standards, which indirectly weakens EPEB through reducing EGSA. This paper is an attempt to show novelty in identifying negative interactions between GC and GT in EPEB in China and a mediating role of EGSA. Additionally, it addresses organizational practitioners' concern well and provides important implications for decision-making in GHRM practices and EPEB enhancement.

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“…Engaging with these research questions and more will extend the current body of research on green HRM as a relatively young and active field and expand its foci (cf. Paulet, Holland and Morgan 2021;Tang et al 2018).…”

Section: Climate Change and Energy Transitionmentioning

confidence: 99%

Celebrating the 60^th anniversary of the Asia Pacific Journal of Human Resources: what has been achieved and what more can be done

Bartram

Cooke

2021

Asia Pac J Human Res

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The Asia Pacific Journal of Human Resources (APJHR) celebrates its 60 th anniversary in 2022. In this 60 th anniversary issue, we provide a brief overview of the APJHR and its recent developments. We outline a few thematic areas, with indicative research questions that would facilitate researchers to extend the field of HRM research with policy relevance and societal impact in the Asia Pacific, drawing on several megatrends as the context. These include demographic changes, climate change and energy transition, digital technology and the growing interest in HR analytics, and the global pandemic. We then present a collection of review articles included in this anniversary issue that provide a critical appraisal, from a historical lens, of selected research topics including those published in the APJHR; we reflect on how they have evolved and what further research efforts can be exerted to advance the field.

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A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?

Cited by 109 publications

References 29 publications

Sustainable human resource management: six defining characteristics

Sustainable human resource management: six defining characteristics

Cognitive Dissonance of Self-Standards: A Negative Interaction of Green Compensation and Green Training on Employee Pro-Environmental Behavior in China

Celebrating the 60^th anniversary of the Asia Pacific Journal of Human Resources: what has been achieved and what more can be done

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A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?

Cited by 109 publications

References 29 publications

Sustainable human resource management: six defining characteristics

Sustainable human resource management: six defining characteristics

Cognitive Dissonance of Self-Standards: A Negative Interaction of Green Compensation and Green Training on Employee Pro-Environmental Behavior in China

Celebrating the 60th anniversary of the Asia Pacific Journal of Human Resources: what has been achieved and what more can be done

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Celebrating the 60^th anniversary of the Asia Pacific Journal of Human Resources: what has been achieved and what more can be done