Employee Retention in light of Green HRM practices through the Intervening role of Work Engagement

Al-Hajri, Salim

doi:10.33166/acdmhr.2020.04.002

Cited by 12 publications

(11 citation statements)

References 31 publications

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“…This pro-environment HR practice (GHRM) is a recent research trend attracting organizational scientists enthusiastic about sustainable development through employee involvement (de Souza Freitas et al , 2020; Jerónimo et al , 2020; Yong et al , 2019). Therein, studies have empirically confirmed the polygonal significance of GHRM for employee and organizational outcomes (Islam et al , 2020; Al-Hajri, 2020).…”

Section: Hypotheses Development and Literature Reviewmentioning

confidence: 95%

Developing faithful stewardship for environment through green HRM

Ahmed

Umrani

Yousaf

et al. 2021

IJCHM

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Purpose This paper aims to assess the nexus between green human resource management (GHRM) practices, green culture, environmental responsibility and environmental performance (EP). Design/methodology/approach Using a supervisor-subordinated nested design and multi-time data collection approach through convenience sampling, the authors obtained 330 responses from 15 hotels operating in the metropolitan cities of Pakistan. Findings The study results indicate the prominence of GHRM practices toward enhancing hotels’ EP. The authors also found green culture and environmental responsibility as potential mediators in the direct association between GHRM and EP. In addition, the findings suggest that the GHRM and environmental association can be deeper when individuals exhibit green values and showcase green responsibility about their environment. Taken together, the findings of the present study found support for all direct and indirect hypothesized relationships hence, forwarding notable implications for theory and practice. Research limitations/implications This paper forwards both theoretical and practical implications. Drawing upon ability-motivation-opportunity (AMO) theory, this paper asserts that GHRM practices shall be used to improve EP through green values and environmental responsibility. The authors specifically suggest that pro-environment personnel practices can nourish green culture and a pro-environment sense of responsibility that facilitates in robust pro-environment results. Originality/value The study advances and addresses gaps found in prior studies to help support organizational scholars, practitioners and pro-environment enthusiasts to understand the interplay of GHRM, culture, responsibility and EP.

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Section: Hypotheses Development and Literature Reviewmentioning

confidence: 95%

Developing faithful stewardship for environment through green HRM

Ahmed

Umrani

Yousaf

et al. 2021

IJCHM

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“…The low employee retention rate in the hospitality industry is the result of low satisfaction levels and a poor quality of leadership [78]. The relevant literature suggests that employees' perceptions regarding the working environment in which they work is crucial and holds immense importance due to its impact on their intention to remain, customer retention, profitability, and customer loyalty [79,80]. Scott conducted a study in 2016 regarding employee retention in the hospitality industry.…”

Section: Sustainable and Positive Work Environmentmentioning

confidence: 99%

Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review

et al. 2022

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Despite the issues that the hospitality industry encounters in retaining talented employees, little attention has been paid to the development of retention strategies, resulting in poor organizational performance and sustainable growth. The current study, therefore, aims to review and discuss the employee retention strategies in the hospitality industry in order to keep talented employees for a longer period of time. The study is based on past literature and peer-reviewed articles published between 2010 and 2020. The databases Web Knowledge, Emerald, Google Scholar, and Science Direct were used to find the relevant papers using the key words such as “Hospitality Industry”, “employee retention”, “employee turnover”, and “employees”. The findings of this study suggest that employee retention is contingent on employee satisfaction, which is comprised of four factors: sustainable positive work environment; sustainable growth opportunities; sustainable & effective communication; and sustainable & effective recruitment and selection practices. The paper contributes to a comprehensive review of the literature on employee retention strategies in the hospitality context. The study proposes a model for the hospitality industry to revamp its recruitment and selection practices in order to retain its employees. Furthermore, the study provides a focused directions that will aid in the establishment of employee retention strategies and practices. It was concluded that satisfied employees are less likely to leave their current job, while unsatisfied employees are expected to leave their current job for a better career opportunity. Managerial implications were also discussed.

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“…(Nguyen et al, 2020) specified to look at corporate social responsibility and sustainability in different industries other than the study looked at in their research. (Al Hajri, 2020) encourages to look at the effect of Green HRM practices on employee retention in other industry from the one the study has been made on. In their studies, (Sanchez et al, 2021), (Jam and Jamal, 2020), (Fernando & Sutha, 2019), (Rawashdeh, 2018) emphasized the same.…”

Section: Table 1: Existing Literature On the Various Variable Used In...mentioning

confidence: 99%

“…The Human Resource Management is publicly considered under Sustainability's pillars (Ahmad, 2015) cited in (Al-Hajri, 2020). Having said that, far from the social activities embedded under the social pillar mentioned above to satisfy and retain employees, companies are integrating green practices in the HR functions to increase environmental concerns and initiating positive 51 results on the environment.…”

Section: Environmental Pillar and Employee Retentionmentioning

confidence: 99%

“…Having said that, far from the social activities embedded under the social pillar mentioned above to satisfy and retain employees, companies are integrating green practices in the HR functions to increase environmental concerns and initiating positive 51 results on the environment. Moreover, the concept of GHRM is an emerging new concept in the bases of human resources that is used to motivate employees in their daily life to consider environmentalism while creating a satisfaction and rewarding system that encourage and increases their morals and awareness (Al-Hajri, 2020). Thus, companies are creating a sustainable culture despite the doubt of execution as initiatives to manage inefficiencies of resources, reduce costs, maximize profits and adopting environmental activities as reducing waste aiming to retain employees by proving beneficials to employees (Jam and Jamal, 2020).…”

Section: Environmental Pillar and Employee Retentionmentioning

confidence: 99%

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The Influence of a Company’s Sustainability Initiatives on Its Employee Retention. (c2022)

Salha¹

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Companies focus on creating economic value for their shareholders while they ignore the negative impact of their activities on the environment and society. Hence, sustainability is becoming a crucial subject to the world to meet future generation needs by sustaining the environment and the welfare of the society. However, sustaining the society and the environment through corporate social responsibility practices externally starts by sustaining the social and environmental pillars internally which occurs by looking at the well-being of employees and the environment through sustainable HR and green human resources practices that are embedded under the pillars. Thus, sustainability practices/initiatives could have positive implications for the human resource practices of the companies. Given that, retaining employees has been one of the hardest challenges managements is going through. It is of importance to see how sustainability practices could help this. The purpose of this research is to examine if sustainability initiatives could lead to employee retention. Drawing upon different theories, the conceptual model generated hypotheses to analyze the impact of Sustainability pillars on Employee Retention mediated by Organizational Identification. Moreover, the relationship between the pillars and organizational identification is moderated by Organizational Green Culture. A survey was designed to measure the employee retention of the employees and was sent to the major companies in Lebanon and Sustainability practices of the companies were analyzed based on their annual reports using the GRI standard. The model was tested through the SMARTPLS software. The effect of the environmental pillar on employee retention was confirmed through organizational identification. However, the effect of the social pillar was not confirmed due to the small sample size and current Lebanese situation. Thus, with the presence of a strong green culture in an organization, both models of the pillars would influence retention through organizational identification. The model studied here is novel in the sense that no previous researchers to the best of our knowledge have studied the linkage between the four variables in one holistic model. The managerial implication is to motivate managers to include sustainability practices in their organization to reach the desired outcome.

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Employee Retention in light of Green HRM practices through the Intervening role of Work Engagement

Cited by 12 publications

References 31 publications

Developing faithful stewardship for environment through green HRM

Developing faithful stewardship for environment through green HRM

Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review

The Influence of a Company’s Sustainability Initiatives on Its Employee Retention. (c2022)

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