The implementation of green human resource management bundles across firms in pursuit of environmental sustainability goals

Abstract

This paper aims to examine the green human resource management (GHRM) bundles successfully implemented by firms across industries in response to the national institutional and cultural contexts toward the pursuit of environmental sustainability goals. Based on a cross‐case analysis of five firms across industries in Thailand, the empirical evidence draws on semistructured interviews with various stakeholders, field visits, and a review of archival documents and web‐based reports and resources. This paper proposes that GHRM bundles successfully implemented by firms in response to the institutional and cultural contexts include the following: green recruitment and selection in terms of green employer branding; green training in terms of awareness enhancement, on‐the‐job training, job shadowing, coaching, mentoring, and workplace climate building; green pay and rewards in terms of financial and nonfinancial rewards; and green employee relations in terms of a paternalistic leadership style and workplace climate. Specifically, firms develop green employer branding and implement the practices of awareness enhancement, on‐the‐job training, job shadowing, coaching, mentoring, and workplace climate building in response to deficiencies in the national education and skill formation system in terms of skill shortages. Additionally, firms offer both financial and nonfinancial rewards and create a paternalistic leadership style and workplace climate in response to a cultural context that favors in‐group collectivism, conflict avoidance, and passivity among workers within the workplace.

Application of Elements of Human Resource Management Strategic: Does it Affect the Work Performance of Koperasi Kencana Makmur Lamongan Employees?

“…Each environment consists of several components that have a broad scope and are not easily applied to managing the organization, the external environment can be said to be environmental components or variables that are outside the organization/company, meaning that the company cannot intervene on these components. these components [33] . However, these components are more likely to be treated as something given, continued [33] or something that inevitably must be accepted, it's just a matter of how the organization compromises or deals with these components, while the internal environment consists of components that are within the company's organization.…”

“…The strategic HRM approach involves all potential employees in strategic planning and decision making as well as coordinating all HR for the company's business interests. One of the considerations in this approach is dynamic environmental factors so that effective strategic planning is needed which is of course integrated with strategic HRM [32] .Basically, environmental factors can be divided into two main elements, namely: (1) The external environment includes the general environment that is not controlled by the company's management and the operating environment; (2) The company's internal environment [33] . Each environment consists of several components that have a broad scope and are not easily applied to managing the organization, the external environment can be said to be environmental components or variables that are outside the organization/company, meaning that the company cannot intervene on these components.…”

How does the perceived green human resource management impact employee’s green innovative behavior? —From the perspective of theory of planned behavior

“…Given that the employees’ innovative behavior is self-initiated and not prescribed by organization, enterprise need to identify the contextual and individual antecedents to arouse the employee’s motivation to act environmental ( Davis et al, 2020 ; Rongbin et al, 2022 ; Tu et al, 2022 ). Green human resources management (GHRM) is one of the most critical measures that can motivates employee to conduct green innovative behavior ( Tang et al, 2018 ; Napathorn, 2022 ). GHRM was developed by Wehrmeyer and Vickerstaff (1996) and become a hot research topic in recent years ( Tang et al, 2018 ; Napathorn, 2022 ).…”

“…Green human resources management (GHRM) is one of the most critical measures that can motivates employee to conduct green innovative behavior ( Tang et al, 2018 ; Napathorn, 2022 ). GHRM was developed by Wehrmeyer and Vickerstaff (1996) and become a hot research topic in recent years ( Tang et al, 2018 ; Napathorn, 2022 ).…”

“…However, these studies adopt the macro perspective at the organizational level to elucidate the impact of formulated GHHM on employees’ innovative behavior, ignores the gap between the formulated GHRM and the perceived GHRM ( Bowen and Ostroff, 2004 ; Luu, 2021 ). There is a gap between implementing and perceived HRM ( Napathorn, 2022 ). Employee’s green innovative behavior is an individual level concept, while formulated GHRM is an organizational level concept.…”