Best Environmental HRM Practices in the US

Milliman, John D.; Clair, Judith A.

doi:10.9774/gleaf.978-1-909493-00-1_4

Cited by 76 publications

(56 citation statements)

References 0 publications

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“…Since the mid-nineties (e.g., Wehrmeyer, 1996;Milliman and Clair, 1996), HRM has been considered as a key factor in improving environmental performance. A recent review carried out by Renwick et al (2013) confirmed that various HRM practices are positively related to firm environmental performance.…”

Section: Green Hrm Practices and Environmental Performancementioning

confidence: 99%

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

363

327

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This paper contributes to extant research on green Human Resource Management (HRM) relying on the instrumental value of stakeholder theory, which implies that stakeholders impact on company decisions and their development of organizational resources and performance. Following that theory, the study conceives green HRM practices as a set of management processes that companies implement for responding to stakeholder pressures on environmental issues. Accordingly with those premises, we empirically test the distinct role that different green HRM practices (i.e., green hiring, green training and involvement, and green performance management and compensation) play in mediating the relation between pressures on environmental issues from two specific external stakeholders (i.e., customers and regulatory stakeholders) and environmental performance. Our findings, based on a multirespondent survey in which the respondents were Human Resource Managers and Supply Chain Managers operating in Italy, confirm the hypothesized mediation model. Our results (as well as their implications) are discussed in light of the recent calls to broaden the scope of HRM research, considering the embeddedness of the company in a socio-political context and exploring the role that actors and factors outside the company play in shaping its green HRM practices.

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Section: Green Hrm Practices and Environmental Performancementioning

confidence: 99%

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

363

327

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“…In order to transform environmental issues into enterprise values and culture (Milliman and Clair, 1995), companies should develop a training strategy designed to motivate and improve employees environmental knowledge and awareness (Shrivastava, 1995;Getzner, 1999). Under increasing pressure from the trend of green innovation, enterprises can only remain competitive through the use of environmental knowledge management to enhance their profit and ensure their international competitiveness in the field of sustainable development.…”

Section: Environmental Knowledge Circulation Process (Ekcp)mentioning

confidence: 99%

Effective environmental management through environmental knowledge management

Huang

Shih

2008

Int. J. Environ. Sci. Technol.

138

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“…Monetary -based environmental reward systems have been developed an important proportion of monthly managerial bonuses are dependent upon performance outcomes in environmental management (Milliman & Clair, 1996). In the U.S., companies such as Du Pont base their executive compensation and bonus system for middle maagers and senior officers in part on environmental etewardship practices, where bonuses can be over 10 percent if they develop an environmentally benign pesticide for agriculture or a non-polluting product (May & Flannery, 1995;Snyder, 1992).…”

Section: Pay and Rewardmentioning

confidence: 99%

“…At Adam Opel AG in Germany, environmental issues are integrated within the training programs given with all new projects and processes (North and Daig, 1996). Training by U.S. organizations in environmental management often involves regulatory requirements, employee awareness, and training on environmental quality management (Milliman andClair, 1996, Weise, 1992).…”

Section: Training and Developmentmentioning

confidence: 99%

Green HRM: Goal Attainment through Environmental Sustainability

Uddin¹,

Islam²

2016

Journal of Nepalese Business Studies

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The green Human Resources Management has emerged from companies engaging in practices related to protection of environment and maintaining ecological balance. The slogan is earning profit through environmental sustainability. This paper proposes the development of a model of green human resource management by reviewing the literature on human resource aspects of environmental management. The study followed archival method of literature review. The literature has been classified on the basis of entry to exit processes in the HRM on the basis of available literature on green Human Resources. From the perspective of green human resource management, this study argues that Green HRM can play a useful role in business in promoting environment related issues by adopting and following the processes. Finally, the paper proposes some research agenda for the future study.

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Best Environmental HRM Practices in the US

Cited by 76 publications

References 0 publications

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Effective environmental management through environmental knowledge management

Green HRM: Goal Attainment through Environmental Sustainability

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