Green Human Resource Management and Green Human Capital: A Systematic Literature Review

Abstract

Purpose – green human resource management (GHRM) and green human capital (GHC) are relatively over- looked aspects in the existing literature of human resource management. Keeping in view, this systematic literature review attempts to highlight and explore its related avenues in the fresh domains of GHRM-GHC and provide a future research agenda for the development of knowledge. Research methodology – this study employs a systematic literature review methodology. The review analyses 25 studies especially focused on secondary data of peer-reviewed articles published in academic journals from 2008 to 2020. Findings – this study demonstrated that green HRM is imperative for the implementation of environmental sustain- ability. More importantly, green human capital is considered an important strategic tool for HR managers and policy makers for devising human resource policies. Research limitations – this study only focus on articles reported in high-quality research journals. However, other scholarly materials, such as books and conference articles have not been included in the review analyses. Practical implications – this study provides guidelines to policymakers and managers to pay attention towards environ- mental sustainability and future research agenda to carry out analytical and empirical research. Originality/Value – this study enhances the body of knowledge on GHRM field. This study provides a pathway for scholars to explore the emerging areas of human resource management such as green intellectual capital and green human capital to achieve sustainable development and competitive advantage.

Optimization of Human Resource Management System Based on Data Mining Technology and Random Forest Algorithm

“…(3) The third-generation human resource management system is called "Information Human Resource (Electronic•Human•Resource, E-HR)." It comprehensively uses computer technology and network technology and fully considers actual needs of human resource managers [4] But for now, most of the human resource management systems used by enterprises are still at the basic level of data collection, storage, and query, and the few data analysis functions can only obtain some superficial static information, making it difficult to dig deep into a series of dynamic information of the enterprise [5], such as its own changing development ability and the changing quality level of enterprise employees. Without effectively exerting the core data value of human resource management system, it is difficult to provide scientific assistance for the long-term development of enterprises [6].…”

Connecting green HRM practices to pro‐environmental behavior through green human capital in the hospitality sector

“…The organization's tangible and intangible assets will be reflected by GHC. Previous studies have highlighted the impact of green HRM practices on GHC (Shoaib, Abbas, et al, 2021; Shoaib, Zámečník, et al, 2021). According to Yong et al (2019), GHC may be influenced by multiple dimensions of green HRM practices.…”

“…Previous studies have emphasized the significance of GHC in management practices (Abbas et al, 2020; Munawar et al, 2022; Shoaib, Abbas, et al, 2021). However, research on GHC needs more focus to transform hospitality industry resources into human capital (Shoaib, Zámečník, et al, 2021). This transformation will help in achieving their goals and targets (Haldorai et al, 2022; Munawar et al, 2022).…”

“…This transformation will help in achieving their goals and targets (Haldorai et al, 2022; Munawar et al, 2022). It is suggested that GHC, a new concept (Shoaib, Zámečník, et al, 2021), should be formalized with PEB (El Baroudi et al, 2023) and green HRM (Munawar et al, 2022). The study presents a unique framework, as shown in Figure 1, by examining current issues and synthesizing the above discussions.…”

The influence of training, membership and employee age on turnover intention in co-operative financial institutions

“…Moreover, the importance placed on training is among the cooperative principles (Principle 5) and applies not only to employees, but also members of the co-operative (International Cooperative Alliance, 2015). Despite the emphasis placed on training in CFIs, this topic has been mostly ignored so far in the literature (Piasecki, 2021; see also Voigt & von der Oelsnitz, 2023). Among the few exceptions is the work of Jones et al (2012), who analysed the influence of training on wages and organisational performance in Finnish co-operative banks.…”