The greening of strategic HRM scholarship

Jackson, Susan E.; Seo, Joonho

doi:10.1057/omj.2010.37

Cited by 334 publications

(321 citation statements)

References 39 publications

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“…Therefore, the relationship of HR with the environmental functions varies among a partnership, a supportive and an educational role. Here, the crucial role of HR in environmental sustainability as suggested by Jackson and Seo (2010) and Jabbour (2011) in their research is likely to affect environmental performance.…”

Section: Discussionmentioning

confidence: 90%

“…This enabled the comparison of Green HRM practices and behaviours, identifying similarities and differences, shedding light on some of the reasons that might explain the varying approaches. The authors identified two similarities: First, was the overall commitment to environmental sustainability (Jackson & Seo, 2010) within the performance management system, which may hinder the ability of the organization to engage the workforce (Paile et al, 2014) in making connections between practice and impact. The influencing factors include, on the one hand, the organization's global environmental vision and, on the other, the challenges associated with defining operational targets and embedding these in environment practices in a global foodservice organization.…”

Section: Discussionmentioning

confidence: 99%

“…The setting out of strategic priorities and objectives develops the 'content', the shift then needs to be made from content to 'process' which identifies the ways in which alignment between the overarching strategy and Green HRM strategic priorities can be achieved (Jackson & Seo, 2010). In addition, where firms are committed to greening their operations and embedding these clearly in their mission statements and strategies, the organizationally committed employee would be more inclined to work in a congruent and environmentally sound manner (Harvey, Williams, & Probert, 2013).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

226

154

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This article explores the ways in which a multinational company approaches green human resource management (HRM) in its British, German and Swedish subsidiaries. The authors analyse the similarities and differences in Green HRM approaches in these three European subsidiaries of a US restaurant chain. This enables the comparison of Green HRM practices and behaviours, and considers the factors that influence the subsidiaries in this particular domain. Therefore, this research addresses the current lack of international comparative research in the field of Green HRM. The methodological approach is a multicase study with 50 participants, using semi-structured interviews and focus groups. The results present evidence of proactive environmental management, reflected through a range of operational and people-centred initiatives across the three European countries. Although there is an overarching commitment to environmental sustainability, the positioning and alignment of the environment and HR function differ amongst the subsidiaries, as does the way in which the subsidiaries choose to engage the workforce in environmental sustainability. The study identified a number of factors that explain the differences in approaches including, amongst others, strategic and performance drivers and cultural dimensions, such as relationships with key stakeholders.

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Section: Discussionmentioning

confidence: 90%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

226

154

View full text Add to dashboard Cite

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“…Yet, considerable uncertainty remains regarding the role of green HRM in answering to policy makers and consumer pressures (Jackson, Renwick, Jabbour, & Muller-Camen, 2011) and to achieve environmental sustainability (Jackson and Seo, 2010;Renwick et al, 2014). In this regard, this paper aims to overcome two specific knowledge gaps, namely: (i) the stakeholder pressures on environmental issues that lead firms to implement green HRM practices; and (ii) the distinct mediating roles that specific green HRM practices play in the pressureperformance relation.…”

Section: Introductionmentioning

confidence: 99%

“…This assumption is in line with the limited set of recent theoretical (e.g., Paawue and Boselie, 2008;Delbridge, Hauptmeier, & Sengupta, 2011;Jackson, Schuler, & Jiang, 2014) and empirical contributions (e.g., Boon, Paauwe, Boselie, & Hartog, 2009;Guerci and Shani, 2013) which have broadened the scope of HRM research, moving beyond organizational boundaries to explore external pressures that shape the HRM system of the firm. In the specific field of green HRM, Jackson and Seo (2010) called for empirical HRM studies to understand the relationship between stakeholder pressures and HRM practices. In this study, we answer to such call employing the stakeholder theory to investigate the impact of two main sources of external stakeholder pressures on the implementation of green HRM practices: customer pressure, which leads a firm to pursue environmental improvement for market reasons; and regulatory stakeholder pressure, which leads a firm to pursue environmental improvement for institutional reasons (Garriga and Melè, 2004).…”

Section: Introductionmentioning

confidence: 99%

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

363

327

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This paper contributes to extant research on green Human Resource Management (HRM) relying on the instrumental value of stakeholder theory, which implies that stakeholders impact on company decisions and their development of organizational resources and performance. Following that theory, the study conceives green HRM practices as a set of management processes that companies implement for responding to stakeholder pressures on environmental issues. Accordingly with those premises, we empirically test the distinct role that different green HRM practices (i.e., green hiring, green training and involvement, and green performance management and compensation) play in mediating the relation between pressures on environmental issues from two specific external stakeholders (i.e., customers and regulatory stakeholders) and environmental performance. Our findings, based on a multirespondent survey in which the respondents were Human Resource Managers and Supply Chain Managers operating in Italy, confirm the hypothesized mediation model. Our results (as well as their implications) are discussed in light of the recent calls to broaden the scope of HRM research, considering the embeddedness of the company in a socio-political context and exploring the role that actors and factors outside the company play in shaping its green HRM practices.

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Embracing organisational environmental sustainability: Experiences in green human resource management

2020

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This qualitative study explores the experiences of the managers and employees of electrical and electronics companies in moving towards environmental sustainability with the support of Green Human Resource Management. Based on 12 in-depth interviews, the data were thematically analysed by using NVivo 12 plus software, with three main themes emerging as embarking on environmental sustainability, building environmental sustainability, and embracing environmental sustainability.This study uses the resource-based theory as the theoretical lens, and results indicate that the company practises Green Human Resource Management, particularly green employee involvement and participation, green training, green rewards, and green orientation for achieving its environmental sustainability efforts. Most importantly, the results highlight that NGOs, organisational culture, and effective communication are vital in supporting Green Human Resource Management implementation in attaining environmental sustainability goals. The findings of this study have implications for other developing countries, which are striving to achieve their environmental and sustainability goals.

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The greening of strategic HRM scholarship

Cited by 334 publications

References 39 publications

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Embracing organisational environmental sustainability: Experiences in green human resource management

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