When knowledge management matters: interplay between green human resources and eco-efficiency in the financial service industry

Abstract

Purpose Drawing on the ability–motivation–opportunity theory applied to the greening of service industries, this paper aims to analyze the extent to which green human resource management plays a role in the adoption of eco-efficiency principles in the financial sector. Environmental knowledge management represents one of the key green human resource management components. Design/methodology/approach This study conducted a survey with 178 employees working within one of the largest financial banks in Brazil, which has been investing in eco-efficiency for more than ten years. Findings On the basis of structural equation modelling, this study has provided the following findings: Among all factors taken into consideration in this study, only environmental training positively influences eco-efficiency; training may be suffering owing to barriers associated with empowerment and teamwork; the eco-efficiency program of the studied company would get benefits if it provided more autonomy to employees; and finally, the eco-efficiency program of the studied bank could be more effective if connected with green teams. Originality/value To date, this is the first work that relates – with empirical evidence from Brazil – GHRM and eco-efficiency in the financial service industry.

Corporate social responsibility and firm performance in the hotel industry. The mediating role of green human resource management and environmental outcomes

“…By adopting GHRM practices, the organization sends a clear message to its employees: it is committed to the social green cause beyond any financial benefits. According to Renwick et al (2013), three GHRM practice components -subsequently taken on and applied by other scholars-may be used: a) developing green abilities (recruitment, selection, training, and development); b) motivating green employees (performance management/appraisal; pay and reward system); and c) providing green opportunities (employee involvement and supportive climate/culture) (Moraes et al, 2018;Tang et al, 2018). An attempt will be made in this research to disaggregate those three components into the following GHRM practices: recruitment and selection, training, performance management, rewarding, and involvement that aim to build green values as well as knowledge and skills related to green activities (Pless, Maak, & Stahl, 2012;Renwick, Redman, & Maguire, 2013;Tang, Chen, Jiang, Paillé, & Jia, 2018).…”

Knowledge management in the context of sustainability: Literature review and opportunities for future research

“…In this context, it worth highlighting that concepts such as cleaner production, social responsibility, and eco-innovation contribute to meet sustainability guidelines, in which issues related to environmental awareness and the sustainable consumption of natural resources and human capital enhance the achievement of a more sustainable future (Maruyama et al, 2019;Severo et al, 2018). Moreover, cultural aspects must also be considered, since they play an important role for companies to achieve the transdisciplinary concept of sustainability (Moraes et al, 2018;Roscoe et al, 2019;Singh and Singh, 2018).…”

What’s Next for Green Human Resource Management: Insights and Trends for Sustainable Development

“…This segment highlights the factors that are needed to execute green HRM practices. Findings suggests that various studies were performed to determine the executing factors like Hameed, Khan [29] and Tariq, Jan [38] identified green employee empowerment, Yong, Yusliza [39] highlighted on green intellectual capital, Paillé , Chen [40] emphasized on OCBE, Obeidat, Al Bakri [41] stressed on top management support, Moraes Silvana de, Chiappetta Jabbour Charbel [42] considered knowledge management. Moreover Teixeira, Jabbour [43] identified that collaboration, coordination and integration of top management commitment, environmental supportive organizational culture and teamwork are the pioneer factors of green HRM.…”

“…Moreover, other theory at firm level [48,88] used stakeholder theory. Other theories that were used are [44,85] tested signaling theory, Sawang and Kivits [71] used theory of planned behavior to judge top management attitude towards being environmental responsible, AMO theory by [42,67], Luu [79] used attribution theory and O'Donohue and Torugsa [86] used absorptive capacity theory.…”