GHRM in Sustainability Reporting: An Exploratory Analysis Across Six Countries Using the AMO Framework

Obereder, Lisa; Müller‐Camen, Michael; Renwick, Douglas

doi:10.1007/978-3-031-06558-3_7

Cited by 6 publications

(11 citation statements)

References 57 publications

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“…The theory specifies that once the organization provides abilities, motivation, and opportunities in the best possible manner, the employees' commitment to their work is enhanced [86]. Studies (for instance, [87,88]) used AMO theory to examine the impact of GHRM on organizational performance. According to the theory, various HRM practices could enhance a firm's human capital [89].…”

Section: Methodsmentioning

confidence: 99%

Green Human Resource Management—A Synthesis

Faisal

2023

Sustainability

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Green HRM involves a variety of organizational policies, practices, and processes that encourage the use of environmentally friendly methods that could be advantageous to the individual, business, and the environment. Based on the systematic review of empirical articles collected from Scopus, the study identified and analyzed 31 empirical studies published since 2010. The current study was undertaken to identify various factors and measuring tools of GHRM. Based on the Ability–Motivation–Opportunity (AMO) theory and the review methodology, the study identified various factors and measuring tools of GHRM. A few identified factors include Green Recruitment and selection, Green Training and Development, Green compensation management, Green performance management, Green Employee empowerment and participation, and Green Employee relations. The present research has thus opened fresh avenues for future studies. In addition, the study presents different perspectives and suggestions for future research that could facilitate the inclusion of sustainability initiatives in the organizational agenda.

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Section: Methodsmentioning

confidence: 99%

Green Human Resource Management—A Synthesis

Faisal

2023

Sustainability

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“…Capability-enhancing HRM practices comprise recruitment, staffing, and training focused on increasing the employees' skills, knowledge, and ability to enhance their competency in executing job tasks (Kundu & Gahlawat, 2018). For example, employees gaining new green capabilities may shape their employability and future career prospects (Jackson, 2022;Joshi, 2022) and enhance green competence-building practices (Obereder et al, 2022). Incentiveenhancing HRM practices comprise performance appraisal that elicits higher levels of employee work motivation by providing necessary inducements to direct employee efforts toward accomplishing organizational goals (Huselid, 1995;Y.…”

Section: Amo-enhancing Hrm Practicesmentioning

confidence: 99%

“…Jiang et al, 2022). Examples of such green incentives include organizations connecting executives' total pay to firm-level environmental performance, staff financial benefits from commuting to work, and company awards to stimulate employee pro-ecological workplace behaviors (Obereder et al, 2022;. Openingenhancing HRM practices aim to enhance firm performance by providing a resourceful work environment, such as a supportive climate, empowerment, and involvement that enable employees to utilize their abilities and motivate them to work enthusiastically (K. Jiang et al, 2012).…”

Section: Amo-enhancing Hrm Practicesmentioning

confidence: 99%

“…Openingenhancing HRM practices aim to enhance firm performance by providing a resourceful work environment, such as a supportive climate, empowerment, and involvement that enable employees to utilize their abilities and motivate them to work enthusiastically (K. Jiang et al, 2012). Examples of such green openings are staff inclusion in environmental problem-solving and decision-making, employee green suggestion schemes, staff sharing ecological information, and firms building green teams (Obereder et al, 2022;Renwick et al, 2013).…”

Section: Amo-enhancing Hrm Practicesmentioning

confidence: 99%

“…To classify green HRM practices for each of the dominant green cultures within a green CVF, our study utilized the ability-motivation-opportunity (AMO) model (Appelbaum et al, 2000;Bos-Nehles et al, 2023), which is a frequently employed model in green HRM research (Obereder et al, 2022;Renwick et al, 2013;Rizvi & Garg, 2021;Yu et al, 2020), and one we have used to investigate the green HRM and green culture link. Specifically, using the AMO framework, we argue that HRM practices influence the firm's particular culture through enhancing employees' ability, motivation, and opportunity.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions

Maheshwari,

Kaur,

Renwick

2024

Organization & Environment

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This study aims to analyze the association between green human resource management practices and green culture and proposes a green competing values framework that entails four green cultures: green clan, green adhocracy, green market, and green hierarchy culture, adopted from Cameron & Quinn’s (2011) competing values framework. We elucidate that each green culture is shaped through ability-motivation-opportunity enhancing green human resource management practices in alignment with desired green beliefs, values, and symbols to achieve organizational sustainability goals. Thus, our model acts as a diagnostic toolkit for identifying the organization’s dominant green culture and how a specific green culture can be generated that assimilates with the organization’s green objectives. Our theoretical contributions include extending sustainable Human Resource Management (HRM) studies by employing a green competing values framework to enhance organizational and staff green behaviors, and critically appraising such outcomes to negate the adoption of standardized practices as descriptive, prescriptive solutions in green HRM studies. We provide implications for practice and elucidate future research directions in organizational sustainability and green HRM.

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How green human resource management can promote green competitive advantage: The role of green innovation

Zhang,

Chen,

Tang

2024

Bus Strat Env

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With growing public concerns about ecological issues, it has been increasingly critical for corporations to enhance their green competitive advantages. Utilizing a natural‐resource‐based view of firm and human resource management (HRM) perspective, we propose that green HRM (GHRM) promotes firms' green competitive advantages by facilitating two kinds of green innovation (i.e., green product/process innovation). Via a two‐wave survey study of chief human resources officers (CHOs) and chief financial officers (CFOs) from 69 companies in China, we find support that GHRM positively links to green product and process innovations, each of which will, in turn, have a positive correlation with a green competitive advantage. Moreover, an indirectly positive linkage between GHRM and green competitive advantage via two types of green innovation is also proved. Our study expands current research by demonstrating a positive effect of GHRM in building green competitive advantage and by revealing two parallel mechanisms of such effect.

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GHRM in Sustainability Reporting: An Exploratory Analysis Across Six Countries Using the AMO Framework

Cited by 6 publications

References 57 publications

Green Human Resource Management—A Synthesis

Green Human Resource Management—A Synthesis

Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions

How green human resource management can promote green competitive advantage: The role of green innovation

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