Green human resource management: how to implement environmental issues into HR practices

Tsymbaliuk, Svitlana; Vasylyk, Alla; Stoliaruk, K. S.

doi:10.1051/e3sconf/202125501037

Cited by 11 publications

(8 citation statements)

References 11 publications

(10 reference statements)

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“…SD offers a new way of thinking about and managing human impacts, creating longerlasting positive outcomes for more significant benefits to human societies (economic, human, social, and ecological), ensuring long-term resource availability and quality. Along these lines, Unsworth et al (2021) posit that employees' green behavior contributes to environmental sustainability (Malik et al, 2021), which agrees with Tsymbaliuk et al (2021) when they argue that green human resource management practices should be implemented across all human resource management functions: organizational design and workforce planning, job analysis and design, recruitment, onboarding and matching, human resource accounting, performance appraisal and management, training and professional development, corporate culture, compensation and benefits, and employee relations.…”

Section: Internal Social Responsibilitymentioning

confidence: 73%

Modelo de gestión humana desde la responsabilidad social interna en medianas y grandes empresas de Ibagué

2023

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La gestión de talento humano está articulada a la responsabilidad social empresarial, dado que constituye una forma de generar bienestar colectivo y oportunidad de desarrollo a los trabajadores desde una perspectiva interna (Pardo, 2013; Peláez y García, 2014). Dentro de este contexto, el objetivo del artículo es presentar un modelo de gestión humana desde la perspectiva de la responsabilidad social para las medianas y grandes empresas de Ibagué, Tolima-Colombia, efecto para el cual se realizó una investigación cuantitativa con enfoque correlacional y explicativo, a través de las técnicas de Análisis Factorial (AF) y Modelo de Ecuaciones Estructurales (SEM), a una muestra de 70 empresas, 15 de manufactura y 55 de servicios, de una población de 85. La información se recolectó por medio de un cuestionario estructurado con escala Likert, considerando las dimensiones pertinentes con los aspectos relacionados con el talento humano y la responsabilidad social. Los hallazgos sugieren que el modelo de gestión humana desde la responsabilidad social interna debe considerar las variables: calidad de vida en el trabajo, promoción de la educación formal universitaria, inversiones en formación, desarrollo y bienestar del talento humano, promoción profesional de los empleados, la importancia que la empresa da a la misión y visión con respecto a la RSE y el conocimiento que la organización tiene sobre la RSE. Este modelo de Responsabilidad Social Interna (RSI) busca la satisfacción laboral y el cumplimiento de acciones socialmente responsables que repercuten en los stakeholders trabajadores.

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Section: Internal Social Responsibilitymentioning

confidence: 73%

Modelo de gestión humana desde la responsabilidad social interna en medianas y grandes empresas de Ibagué

2023

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“…Moreover, In Egypt, Farid [60] found that HR managers in hotels were aware enough and familiar with the GHRM concept. While Tsymbaliuk et al [66] found that GHRM practices have not become widespread in Ukraine.…”

Section: Importantmentioning

confidence: 99%

Green Human Resource Management: An Exploratory Study from Moroccan ISO 14001 Certified Companies

Hossari¹,

Elfahli²

2023

Business, Management and Economics

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Green human resource management (GHRM) is one of the most critical topics that aim at driving green change and improving environmental performance of companies. However, implementing GHRM functions may pose a major challenge in Morocco since the term is still new, especially for developing countries. Thus, the present study was carried out to assess the awareness of HR managers and directors of GHRM, explore the connection between environmental concerns and HR strategies, investigate the perceived importance of GHRM, its requirements, the feasibility of its practices, and the challenges related to its implementation. For this purpose, the data required for this study were collected through in-depth semistructured interviews with HR managers and directors of four ISO 14001 certified companies, a qualitative analysis was conducted through a thematic analysis using NVIVO12 software. The results revealed that GHRM is still in its beginning stages in Morocco, faces many challenges as well as the unfeasibility of several GHRM practices. Thus, the significance of the present study stems from the fact that very few studies have explored GHRM in Morocco, which provides additional insights and perspectives into GHRM from an unexplored nation.

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“…The study findings indicate that green HRM affects both employee in-role and extra-role workplace green behaviour; however, this occurs through different social and psychological processes. Tsymbaliuk et al, (2021) develop a theoretical foundation for implementing environmental issues into HRM practices, including compensation and benefits, employee relations, corporate culture, communication etc. Rayner and Morgan (2018) assessed the environmental knowledge of employees and self-perceptions of ability, motivation and opportunity (AMO) to practise green behaviours by operationalizing the AMO framework towards a pro-environmental agenda.…”

Section: Literature Reviewmentioning

confidence: 99%

Staff Motivation for Green Behaviour and Environmental Initiatives

TSYMBALIUK¹,

VASYLYK²,

Khrystyna³

2022

EPESS

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The main purpose of the study is to assess the use of motivational tools to green behaviour of employees and environmental initiatives in Ukrainian organizations. The results of the survey confirmed the working hypotheses: the practice of motivating staff to green behaviour and environmental initiatives in Ukraine has not become widespread. The research showed that a half of the organizations encourage environmental initiatives. At the same time, owners and managers of organizations prefer intangible rewards of encouraging employees to green behaviour and ecological initiatives. Although intangible rewards are more common in encouraging employees to participate in environmental activities than tangible ones, the practice of using them is still mediocre. The paper focuses on the necessity of paying more attention to both tangible and intangible incentives of encouraging employees to environmental activities by owners and managers. The study provides the important recommendations for encouraging employees to engage in green activities and environmental initiatives: increasing wages, paying bonuses, providing social benefits as tangible rewards; the publication of staff contributions to sustainable development, public recognition and awards for environmental efforts, green activities, encouraging the receipt of certificates and awards as intangible rewards; promotion of employees who have competencies in green management, involving employees in goal setting and the development of indicators of the environmental activities results, green corporate culture and green leadership as efficient corporate factors.

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Green human resource management: how to implement environmental issues into HR practices

Cited by 11 publications

References 11 publications

Modelo de gestión humana desde la responsabilidad social interna en medianas y grandes empresas de Ibagué

Modelo de gestión humana desde la responsabilidad social interna en medianas y grandes empresas de Ibagué

Green Human Resource Management: An Exploratory Study from Moroccan ISO 14001 Certified Companies

Staff Motivation for Green Behaviour and Environmental Initiatives

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