Automobile industry managers' views on their roles in environmental sustainability: a qualitative study

Abstract

PurposeThis paper focusses on the roles and experiences of the human resource managers and safety, health and environment managers in promoting environmental sustainability in automobile industry.Design/methodology/approachThe exploration uses the data generated from ten in-depth interviews with human resource managers as well as safety, health and environment (SHE) managers from three automobile companies.FindingsThree main themes were derived from the inductive analysis in support of environmental sustainability. They comprised environment-oriented perspectives, green human resource management (HRM) practices and supportive mechanisms. These findings served as insights for the HR managers who played a supportive role in environment sustainability. This study also found that Green HRM practices within the automobile industry were confined to green training and development, green rewards, green employee involvement and green orientation.Research limitations/implicationsThe outcome of this study carries implications for managers and businesses in designing a more sophisticated framework for Green HRM practices for their companies so as to achieve a more progressive sustainable goal. For instance, HR managers who are environment-oriented can play a more active role in environmental sustainability. They can participate directly in developing policies by co-partnering with their SHE colleagues. They can encourage and motivate their employees to apply green practices both at work and in their homes. This integration would eventually create a cascading effect that could reduce the industry's negative impact on environment, thereby developing a more environmentally-friendly society.Practical implicationsThis study provided practical implications for both the HR and SHE managers in taking up responsibilities in environmental sustainability. This study also indicated the practical implications for the top management in the automobile industry, especially in the designing of the environmental sustainability framework.Originality/valueThis study contributes to the Green HRM area by understanding and comparing the roles of the HR managers and their counterpart, the SHE managers, in support of environmental sustainability. The comparison would provide a clearer picture on how the implementation of Green HRM can be implemented within the automobile industry.

Determinant analysis of employee attitudes toward pro-environmental behavior in textile firms of Pakistan: a serial mediation approach

“…There is a growing concern from society over the present challenges of global warming and declining natural resources which is changing business expectations, causing stakeholders to abandon harmful practices that can adversely impact the natural environment and resources (Rasheed et al , 2021; Sathasivam et al , 2021; Yuriev et al , 2018, 2020a). Therefore, organizations are making efforts toward corporate environmental sustainability to improve their environmental performance and enhance their corporate image.…”

“…Over the last few decades, human activities are changing the climate on a global scale. Rapid industrialization and urbanization have depleted the natural resources and polluted the natural ecosystem at hazardous level (Rasheed et al , 2021; Sathasivam et al , 2021). Environmental changes include global warming, ozone destruction and biological diversity reduction (Stern, 1992).…”

“…Further, employees are less concerned about the pervasive problem of climate change in the country because of their poor understanding and passive behavior toward the environment. On the other hand, it is backed by research that green training and green orientation enhance the knowledge and skills of the employees in support of environmental sustainability (Sathasivam et al , 2021).…”

The curious case of green human resource management practices in the Ghanaian manufacturing industry; a reality or a mirage?

“…The thematic analysis started with manual transcription and coding of the data received through interviews. The codes generated were further categorised into major themes and sub-themes (Sathasivam et al. , 2021).…”

“…The thematic analysis started with manual transcription and coding of the data received through interviews. The codes generated were further categorised into major themes and sub-themes (Sathasivam et al, 2021). Themes like recruitment and selection, training, performance management, pay and reward systems, involvement and electronic initiatives in performing traditional HRM functions were identified based on the literature reviewed (Sakhawalkar and Thadani, 2015;Sarode and Patil, 2016).…”