The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study

Paillé, Pascal; Chen, Yang; Boiral, Olivier; Jin, Jian

doi:10.1007/s10551-013-1732-0

Cited by 678 publications

(656 citation statements)

References 80 publications

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“…It offers insight into the rationale and stakeholder perceptions of the positioning and alignment of the environment and HR function across these three European subsidiaries. By comparison, recent research focuses on organizations in the same national context (Chen & Chang, 2013;Hofer, Cantor, & Dai, 2012;Jabbour, Santos, & Nagano, 2010, 2012Jabbour, 2013b;Paillé, Chen, Boiral, & Jin, 2014;Tatoglu, Bayraktar, Sahadev, Demirbag, & Glaister, 2014;Teixeira, Jabbour, & Jabbour, 2012), but do not explicitly examine international differences, whereas this study specifically highlights international management practices with a particular focus on Green HRM.…”

Section: Introductionmentioning

confidence: 94%

“…They have identified the evolutionary stages of green management: reactive, preventative and proactive based on the different levels at which companies incorporate environmental issues into management practice. However, companies that are able to align practices and HR dimensions with the objectives of environmental management and performance can be successful in the organizational journey towards environmental sustainability (Paillé et al, 2014). More recently, Jabbour et al (2015) have found that dimensions such as organizational size, certification and stakeholder interests and pressures all influence green product development and, ultimately, company performance.…”

Section: Positioning and Alignment Of The Environmental And Hr Functionmentioning

confidence: 99%

“…Boiral (2009) introduces the concept of Environmental Organizational Citizenship Behaviour, which can play a key role in the efficacy and efficiency of the greening process. An empirical employee level study in China indicates that organizational citizenship behaviour for the environment fully mediates the relationship between strategic human resource management and environmental performance (Paillé et al, 2014).…”

Section: Green Employee Engagementmentioning

confidence: 99%

“…This involves identification and exploration of the practices involved in engaging the workforce in environmental sustainability. Thus far, research is primarily conceptual, with the development of concepts and theoretical propositions or, empirical utilizing quantitative methods of data collection and analysis (Chen & Chang, 2013;Jabbour, Jugend, Jabbour, Gunasekaran, & Latan, 2015;Jabbour et al, 2012;Jabbour, 2013b;Paillé et al, 2014, Tatoglu et al, 2014.…”

Section: Introductionmentioning

confidence: 99%

See 3 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

228

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.

show abstract

Section: Introductionmentioning

confidence: 94%

Section: Positioning and Alignment Of The Environmental And Hr Functionmentioning

confidence: 99%

Section: Green Employee Engagementmentioning

confidence: 99%

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

228

154

View full text Add to dashboard Cite

show abstract

“…This will incorporate the following steps. According to Paille, Chen, Borial, and Jin (2013), the HRM must build the business case by identifying the reasons necessitating the restructuring. This should be backed by a business or organizational statement clearly stating why restricting and necessary for the particular organization and the goals that will be achieved (Opatha & Arulrajah, 2014).…”

Section: Restructuring the Existing Workforce Based On Requirementsmentioning

confidence: 99%

A Study on Implications of Implementing Green HRM in the Corporate Bodies with Special Reference to Developing Nations

Ramasamy¹,

Inore²,

Sauna³

2017

IJBM

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Green Human Resource Management (GHRM) is very critical in helping different organizations achieve environmental sustainability. This is a novel concept in relatively many organizations and especially those in the developing countries. Although more effort is required to help organizations in the implementation of the green policy, some of these organizations have already embraced the concept and have been utilizing it in some or all their Human Resource Management (HRM) practices. The main HRM practices generally include recruitment and selection, training and development, performance management and appraisal, compensation and reward, empowerment and participation, and the management of the organizational culture. This shows that HRM has a major role to play in helping turn their particular organizations green. This sets the basis of this paper, which utilizes the desk research but proposes further research in the area considering that it is still a green concept in the field of HRM. For the purpose of this paper, the terms businesses, companies, organizations, and firms will be used interchangeably.

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The effect of organizational ambidexterity on sustainable performance: A structural equation analysis applied to the Spanish wine industry

Martínez‐Falcó,

Marco‐Lajara,

Zaragoza‐Sáez

et al. 2023

Agribusiness

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This research analyzes how organizational ambidexterity (OA) affects sustainable performance in the Spanish wine industry, as well as the catalytic role of corporate social responsibility (CSR) practices and knowledge management infrastructure (KMI) on these variables. For this purpose, a theoretical model is elaborated based on the literature review carried out, which is contrasted following a quantitative approach by means of structural equation modeling (PLS‐SEM) with primary data collected from 202 Spanish wineries between September 2021 and January 2022. The research results show that there is a positive and significant relationship between OA and sustainable performance. Likewise, OA partially mediates the CSR‐sustainable performance and KMI‐sustainable performance relationship. Thus, the present research contributes to the literature in several ways. First, to the best of our knowledge, there are no previous studies that have analyzed the effect of OA on sustainable performance in the wine context, which represents an opportunity to advance scientific knowledge. Second, to our knowledge, there is no previous scientific production that has analyzed what may be the triggers of OA. Third, the proposed theoretical model has not been addressed previously, so that, through the research, a new way of understanding the improvement in the economic, social and environmental performance of wineries is formulated [EconLit Citations: L66, 03, M1].

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The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study

Cited by 678 publications

References 80 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

A Study on Implications of Implementing Green HRM in the Corporate Bodies with Special Reference to Developing Nations

The effect of organizational ambidexterity on sustainable performance: A structural equation analysis applied to the Spanish wine industry

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