Green candidate selection for organizational environmental management

Abstract

Purpose The purpose of this paper is to propose a new typological environmentally sustainable human resources management evaluation framework to aid green candidate selection process for environmental management in developing economy local government agencies. Design/methodology/approach Presenting the narrative of developing economies local government context, this paper conducts an extensive review of relevant literature on green human resources management (GHRM) and green recruitment and selection. Findings Drawing on Siyambalapitiya et al. (2018) and the resource-based theory (RBT), the paper proposes and discusses an evaluation framework for guiding organizations’ green candidate selection process. The framework comprises of seven stages which begins with “training recruiters on green candidate assessment” to “making selection decision and inducting selected candidate” on organization’s environmental management policies and practices, and its green values. Research limitations/implications Application of the proposed framework has implications for enhancing organizations’ efficiency, reducing cost, eliminating environment waste, as well as fostering green culture among employees. This paper also extends the strand of RBT by explaining how organizations could assess and select job applicants with significant intangible capability such as environmental management skills, knowledge and values to foster its competitive urge and sustainability. Originality/value This paper makes two main contribution to the GHRM literature. First, the paper proposes a new typological environmentally sustainable human resources management evaluation framework. Secondly, the paper focuses the framework on developing economies and local government organizations context, something that is currently non-existent.

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

“…Pham and Paille’s (2019, 268) Green recruitment and selection (R&S) review concluded that ‘both a pro‐environmental employer and a pro‐environmental job seeker look for the option that matches the other party’s environmental needs’. Reviews were consistent where Green R&S was found to positively impact on job seeker’s attraction to an organisation, job acceptance, job satisfaction and retention (Pham and Paillé, 2019) and conversely employer’s attractiveness to high‐quality candidates (Adjei‐Bamfo et al, 2019). A second key HRM practice within domain 1 identified in reviews was Green Training.…”

“…Six of the 10 Green HRM literature reviews scoped the concept in entirety while the remaining focused on Green HRM subsets. These subsets, representing standard HRM activities and responsibilities, included green recruitment and/or selection (Adjei‐Bamfo et al 2019), green training (Stefanelli et al 2019) or green employee empowerment (Tariq, Jan and Ahmad 2016).…”

“…Amrutha and Geetha’s (2020) conceptual model described employee green behaviour as mediating the link from Green HRM practices to an organisation’s social sustainability. Adjei‐Bamfo et al (2019) developed an empirically derived framework for selection by organisations of environmentally committed employees.…”

“…Reviews by Amrutha and Geetha (2020), Adjei‐Bamfo et al (2019) and Ren et al (2018), representing domain 2, go beyond the current state of play in offering conceptual frameworks that illuminate the relationships within the Green HRM field. Amrutha and Geetha (2020), for example, proposed a model linking green HRM to corporate social responsibility, Adjei‐Bamfo et al (2019) specify a green candidate selection process while Ren et al (2018) provide a comprehensive research framework accounting for an organisation’s internal and external environments. Within domain 3, several reviews systematically identified gaps in the literature, thereby generating future research agendas that are borne from the extant literature.…”

“…While future research agendas proposed in reviews varied, commonalities in proposed research agendas are apparent. Common threads include calls for more empirical research drawing on qualitative, quantitative and mixed‐methods approaches exampled and contextualised across countries (Adjei‐Bamfo et al 2019; Pham et al 2019; Ren et al 2018; Stefanelli et al 2019; Yong et al 2019). Review calls for investigation and development of variables and measurement scales pertinent to Green HRM emerged from four reviews (Amrutha and Geetha 2020; Ren et al 2018; Renwick et al 2016; Stefanelli et al 2019).…”