Green human resource management practices: scale development and validity

Tang, Guiyao; Chen, Yang; Jiang, Yuan; Paillé, Pascal; Jin, Jia

doi:10.1111/1744-7941.12147

Cited by 482 publications

(538 citation statements)

References 66 publications

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“…GHRM was assessed using twenty one items taken from Tang, Chen, Jiang, Paille, and Jia () and Dumont et al (). The sample scale items were “My company recruits employee who have green awareness (green recruitment and selection),” “My company develops training programs in environment management to increase environmental awareness, skills and expertise of employee (green training and development),” “My company considers employee workplace green behaviors in promotion (green performance management),” “Our firm makes green benefits (transport/travel) available rather than giving out prepaid cards to purchase green products (green compensation and reward),” and “There are a number of formal or informal communication channels to spread green culture in our company (green involvement).” The executives were asked to rate their perceptions of implementation of GHRM practices on a Likert scale ranging from 1 = strongly disagree to 5 = strongly agree .…”

Section: Methodsmentioning

confidence: 99%

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Chaudhary

2019

Corp Soc Responsibility Env

290

195

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This study was conducted with an objective to understand the role of green human resource management (GHRM) in fostering environmental performance of employee. Specifically, it examines the impact of GHRM practices on employee green performance behaviors (task related and voluntary) with organizational identification as a mediator and employee personal environmental values and gender as moderators. Three hundred one employee from automobile sector in India participated in the study. Using cross‐sectional research design, the proposed research model was tested with the help of hierarchical regression analysis. GHRM was found to significantly predict both task‐related and voluntary employee green behaviors. Organizational identification significantly mediated the effect, whereas gender and environmental values failed to moderate the relationship between GHRM and employee green behaviors. The study signifies the role of HRM in achieving environmental sustainability and emphasizes on the urgent need to embed sustainability dimension into HR systems to achieve sustainable development goals.

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Section: Methodsmentioning

confidence: 99%

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Chaudhary

2019

Corp Soc Responsibility Env

290

195

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“…According to Tang, Chen, Jiang, Paillé, and Jia (2018), green HRM refers to HRM practices with the intention to promote environment friendly use of resources, which will reinforce the cause of environmental performance in general and will increase employee awareness and commitments on the issues of environmental management in particular.…”

Section: Green Hrmmentioning

confidence: 99%

Promoting employee's proenvironmental behavior through green human resource management practices

Saeed

Afsar

Hafeez

et al. 2018

Corp Soc Responsibility Env

466

545

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Success of organizational initiatives for environmental sustainability hinges upon employees' proenvironmental behaviors. One of the contemporary important challenges faced by HR professionals is to ensure proper integration of environmental sustainability into human resource policies. The green human resource management (green HRM) has emerged from organizations engaging in practices related to protection of environment and maintaining ecological balance. The aim of this study is to examine the effects of green HRM practices (green recruitment and selection, green training and development, green performance management and appraisal, green reward and compensation, and green empowerment) on employee's proenvironmental behavior. Moreover, this study is going to test the mediating effect of proenvironmental psychological capital and the moderating effect of environmental knowledge on green HRM practices-proenvironmental behavior. Data from 347 employees working in coal generating, power industry, food, chemical, and pharmaceutical industries were collected. Results revealed that green HRM practices positively affected employee's proenvironmental behavior, and proenvironmental psychological capital mediated this link. Employee's environmental knowledge moderated the effect of green HRM practices on proenvironmental behavior. KEYWORDS green empowerment, green HRM, green performance management and appraisal, green recruitment and selection, green reward and compensation, green training and development, proenvironmental behavior, psychological capital

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“…Chima et al, (2015) believe that lack of proper familiarity with the benefits of GHRM is a major gap in Pakistan. On the other hand, Tang et al, (2018) In addition, the major need for paying more attention to the issues of leadership, rewarding, training and development, development of green culture, and increased managers' attention to GHRM are stated in the studies conducted by Tang et al, (2018); Hassanpoor et al, (2017); Mishra (2017); Masri and Jaroon (2017); Paro Ragas et al, (2017), Zhao and Zhou (2015), Ahmad (2015), and Renwick et al, (2012). In addition the following studies have pointed out to the lacking of comparative studies between sustainable and non-sustainable organziations in long term: Renwick et al, (2016);O'Donohuea et al, (2016); Jones and Wong (2016), and Ehnert (2009).…”

Section: Discussionmentioning

confidence: 99%

“…A summary of the several definitions proposed for green human resource management is given in Figure 1. Tang et al, (2018) He considers GHRM as a scale for credibility and development which results in employees' green behavior and awareness through adoption of a green perspective and making use of green communication channels. Seyed Javadin et al,…”

Section: Introductionmentioning

confidence: 99%

Green Human Resource Management in the East and West

Shahriari¹,

Hassanpoor²

2019

G&T

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The need for paying attention to sustainable development, green issues, and environmental changes is felt more day by day while in green human resource management (GHRM) and greening organizations' human resources are issues paid attention to by different countries seeking to achieve sustainable development and to help preserve the environment. The main purpose of the present study is to perform a systematic review on previously conducted GHRM studies in the east and west during the past ten years. For researchers and managers, this in fact is roughly the best way to share the advantageous information contained by the studies of interest while it also tries to review the findings of various researches in order to signify the similarities and differences that exist in their results, and to underscore the existing gaps. The present research has showed that paying attention to GHRM has significantly increased in east since 2014 while prior to this date, most of the related studies were conducted in the west. For eastern researchers the most interesting functions were respectively education and development (72%), performance management (60%), and rewarding and compensation (56%) as well as other more attention requiring functions including socialization (12%), job analysis (8%), employee retention (8%), and discipline management (4%). On the other hand, the most interesting functions for western researchers were respectively selection and recruiting (61.54%), education and development (53.85%), performance management (53.85%), compensation (53.85%) in addition to other more attention requiring functions including discipline management (0%), socialization (7.69%), employee retention (7.69%), and job analysis (15.38%). The most referred to gaps between the western and eastern studies have turned out to be lack of comprehensive studies in east in addition to the lack of a cross-cultural model which can be utilized for execution of GHRM proportional to the cultures of various different countries. As other gaps in the east it can be referred to cumbersome rules, excessive bureaucracy and hierarchies, lack of managers' support for green plans, and the lack of GHRM training courses, whereas the gaps in the west include lack of comparisons between sustainable and non-sustainable organizations, insufficiency of GHRM related studies, existing of excessive hierarchies in some countries including Brazil, inadequate consideration for the details of GHRM including the manners of absorption of green employees, especially those interested in working with lower wages, and inadequacy of case studies. In the present studies the countries located in Asia are referred to as the east and the countries located in Europe and America continents are referred to as the west.

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Green human resource management practices: scale development and validity

Cited by 482 publications

References 66 publications

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Promoting employee's proenvironmental behavior through green human resource management practices

Green Human Resource Management in the East and West

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