Pathways towards Sustainability in Organizations: Empirical Evidence on the Role of Green Human Resource Management Practices and Green Intellectual Capital

Abstract

According to the resource-based view (RBV), an organization can be viewed as a collection of human, physical and organizational resources. These resources are valuable and inimitable, and are the main source of sustainable competitive advantage and sustained higher performance. Green human resource management (GHRM) practices help organizations to obtaina competitive advantage and align business strategies with the environment. In the same way, increases in environmental awareness and strict implementation of international environmental regulations havea greater impact on business sustainability. Environmentalism and sustainability are becoming more of a concern for organizations. For this reason, green human resource managementpractices and green intellectual capital are the main elements of business sustainability. Based on the resource-based view and intellectual capital-based view theory, this study investigated the impact of GHRM practices and green intellectual capital on sustainability, using cross-sectional data. The results show that the two dimensions of GHRM practices (green recruitment and selection, and green rewards) and green intellectual capital (green human capital, green structural capital and green relational capital) have a positive effect on a firm’s sustainability. GHRM practices and green intellectual capital have a positive role in this model. Practitioners, scholars and academics all may take benefits from the findings of this study.Limited variables andemerging and developingeconomies were the scope of this study. Future studies could investigate and explore the impact of green HRM practices and the role of management and stakeholder pressureonnew areas of sustainability.

Assessing the Impact of Green Hiring on Sustainable Performance: Mediating Role of Green Performance Management and Compensation

“…Research conducted in the underdeveloped country investigates the impact of GHRM practices on the organization’s growth and shows a positive relationship between the implementation of GHRM practices and the organization’s prosperity. This past research has been conducted in the manufacturing industries; it supports the idea that the more is the GHRM practices introduced in different sectors, the more positive impact they will bring to the economy [ 84 ]. This conclusion is similar to the current research; the greater the implementation of GHRM practice—i.e., green hiring in the organization—the more the greening activities will be done, consequently achieving greater economic, social, and environmental sustainability.…”

Barierrs to Implementing the Concept of Green Human Resource Management: The Case of Poland

“…The function was pursued in 34.8% of the studied entities. The popularity of green motivation was also confirmed by the studies conducted in Denmark (Forman and Joergensen, 2001) and in Pakistan (Malik et al, 2020), which showed that green motivation programs increased employee participation in pro-environmental initiatives. The lowest level of implementation was reported in the area of green recruitment.…”

“…One exception is recruitment for the post of the environmental management system specialist. One should note that research carried out by different authors showed significant impact of green employee acquisition on corporate environmental effectiveness and sustainable development (Masri and Jaaron, 2017;Yong et al, 2019;Malik et al, 2020). Considering the fact the average rate of the level of implementation of GHRM in the studied entities, set as an arithmetic mean of the assessment of levels in individual areas, was 2, it is reasonable to inquire about the reason of such little interest in environmental practices in HR policy of the studied organizations.…”

Impact of Green Training on Environmental Performance through Mediating Role of Competencies and Motivation

“…Various studies have revealed that the different elements of GHRM, such as green awareness (GAW), green skills (GS), green behaviors (GB), green attitude (GAT), green knowledge (GK) and green abilities (GAB), are essential in promoting the need for environmentalism [34]. Studies by Osborne et al [35] and Malik et al [36] confirmed that green training enhances the GAW, GS, GB, GAT, GK and GAB of employees towards improving their performances in an organization. Additionally, the resource-based theory explained that the resources of an organization that are recognized as specialized and non-replicable, are a source of numerous opportunities for heterogeneity that helps in enhancing the competitiveness of an organization [36][37][38].…”