Empirical evidence on green human resource management and organizational performance in the Bahraini retail sector

This study examines the role of green human resource management (GHRM) practices, such as green recruitment and selection, green training, green performance management, green involvement and green rewards, and pays attention on the turnover intention of the millennial employees working in the hotels (3-, 4- and 5-star). Moreover, the study examines the moderating role of work environment on the relationship between those GHRM practices and turnover intention. Researchers collected 162 useful survey questionnaires from 200 distributed questionnaire among the millennial employees, who work in hotels. Analysis of the data through partial least squares structural equation modelling reveals that the green involvement and green pay and reward only impact on reducing turnover intention of millennials while other GHRM practices do not have direct impact on turnover intention of millennials. Interestingly, this study does not find any moderating effect of work environment on the relationship between GHRM practices and turnover intention of millennials working in hotels in Malaysia. This study extends the literature relating to GHRM and work environment and turnover intention of millennials. Furthermore, this is the first empirical research ever done so far relating to GHRM practices and turnover intention of millennials in hotel industry literature. Implications of the findings, as well as research limitations and directions for future scholars, have been discussed.

The purpose of the paper is to examine the relationship between green human resource management (GHRM) practices such as green recruitment, green training, green performance management, green reward, green involvement and millennial employee retention in the hotel industry in Bangladesh. The study examined the moderating effect of psychological empowerment on the relationship between GHRM practices and millennials' retention. This study used a survey questionnaire of 394 employees in Bangladeshi 3‐star to 5‐star hotels to test hypotheses using SmartPLS. The study found that green reward and green training have significant relationships with millennials' retention in hotels. The results showed psychological empowerment as a significant moderator on the relationship between three GHRM practices, green training, green performance management, green and reward and millennials' retention. With significant environmental degradation in South‐Asia, this study establishes GHRM can reconcile environmental regeneration and business strategy in the hotel industry, whose environmental footprint is increasingly under scrutiny.

Purpose This paper aimed to examine the status of implementation of green human resource management (GHRM) practices in Indian automobile Industry. Specifically, the level of implementation of five GHRM practices: green recruitment and selection, green training and development, green performance management, green compensation and rewards and green employee involvement was assessed. In addition, an attempt was made to understand how various GHRM practices influence the task-related and voluntary green performance behaviors of employees. Design/methodology/approach Data were collected from employees working in automobile industries in India. In all, 91 employees working at various hierarchical levels in the organizations responded to the survey. SPSS 24 was used for the purpose of data analysis. Findings The results indicate very low level of implementation of various GHRM practices in the sampled automobile organizations. Among the five GHRM practices, the average score for only green training and development and green employee involvement could reach 3. The lowest scores were found for green performance management and green compensation and rewards. Further, all five GHRM practices were found to significantly predict the task-related and voluntary employee green behaviors. Practical implications The findings by providing empirical evidence on the positive association of GHRM practices with employee green behaviors carry significant implications for practicing managers in automobile industry in terms of providing incentives for integrating HRM practices with the environment management systems in the organization. Originality/value This paper is one of the pioneer attempts to assess and report the extent of implementation of GHRM practices in Indian automobile industry. This paper also contributes to the limited theoretical literature available on GHRM by empirically investigating its linkage with green performance behaviors of employees.

Purpose: The study aims to analyze the perception of employees working in commercial banks regarding green human resource management (GHRM) practices and environmental sustainability in Nepalese commercial banks. The research specifically focuses on five components of GHRM: green recruitment and selection, green training and development, green reward and compensation, green performance management, and green employee involvement. Methods: A structured questionnaire was used to collect primary data from 397 respondents through an opinion survey conducted in the Kathmandu Valley. Convenience sampling was employed to select participants from commercial banks. The study adopted a descriptive and explanatory research design. Statistical tools such as mean, correlation, and regression analysis were used to analyze the collected data. Results: The analysis revealed that all five components of green human resource management practices, green recruitment and selection, green training and development, green reward and compensation, green performance management, and green employee involvement, have a significant impact on the perceived environmental sustainability of Nepalese commercial banks. Furthermore, employees demonstrated awareness of GHRM practices and recognized their importance in achieving environmental sustainability. Conclusion: The study highlights the vital role of GHRM practices in enhancing environmental sustainability within commercial banks in Nepal. The findings can assist Nepalese commercial banks in formulating effective policies and programs that incorporate green HRM as a strategic tool for promoting organizational sustainability.

Modeling the workplace pro-environmental behavior through green human resource management and organizational culture: Evidence from an emerging economy

Green human resource management (GHRM) practices and big data analytics are becoming critical to enhance organizational performance. However, limited research has been conducted on GHRM practices and organizational performance in the presence of big data analytics. Therefore, this study aims to investigate the moderating effect of big data analytics on the relationship between GHRM practices and organizational performance. This explanatory study adopted a survey instrument to collect cross-sectional data from 189 respondents working in different organizations in Pakistan. The findings reveal a significant and positive effect of all GHRM practices on organizational performance. In addition, a substantial increase in the R2 models for all three dimensions of big data analytics as a moderator was found on the relationship between GHRM practices and organizational performance. This empirical study significantly enhances our understanding of how GHRM practices substantially influence organizational performance along with the use of big data analytics to maximize the benefits of GHRM and improve organizational efficiency. The study highlights the need to further explore green activities and behaviors for enhancing business value and competitive advantage. In addition, adoption of big data analytics supports faster decision-making, saves time and underpins efficient resource utilization to achieve operational and strategic efficiencies.

Corporate social responsibility (CSR), and particularly environmental management, has now become a global social norm. As the largest developing economy in the world, China is currently a major environmental polluter. This book examines how Chinese enterprises, including both indigenous firms and foreign-owned organizations operating in China, utilize human resource management (HRM) to conduct environmental management, i.e. green HRM, also referred to as environmentally friendly HRM. Green HRM integrates HRM with environmental management and is implemented by firms to realize corporate green strategies by providing opportunities and motivating employees to become involved in environmental activities. This book explores how green recruitment and selection, green training, green performance management, and green pay and rewards are managed in Chinese enterprises, and how green HRM affects organizational green and non-green workplace behaviors. It enriches the current literature on green HRM practices and measures. It also advances our understanding of employee organizational behavioral consequences of green HRM, which is an emerging and understudied field of research. As such, this book offers practical implications on how to elicit desirable employee green and non-green workplace behaviors through green HRM policies and practices. This book will appeal to anyone interested in learning more about green HRM practices and the social and psychological processes through which green HRM influences employees, promotes green workplace behaviors and improves a firm's environmental performance.

The objective of this study is to examine the relationship between Green Human Resource Management (GHRM) practices specifically Green Recruitment and Selection, Green Training & Development, and Green Performance Management and Corporate Sustainability within manufacturing firms in Pakistan, namely Nestle, Coke, and Pepsi. Statistical analysis employs PLS Software 3.2 and SPSS, with data gathered through closed-ended questionnaires distributed to 395 workers using a convenience sampling method. The findings indicated a significant positive relationship between Green Human Resource Management (GHRM) practices specifically Green Recruitment and Selection, Green Training & Development, and Green Performance Management and Corporate Sustainability within manufacturing firms in Pakistan. Furthermore, the findings indicated that there is no moderating effect of customer satisfaction between observed variables. This study underscores the pivotal role of Green Human Resource Management practices in enhancing corporate sustainability among major manufacturing firms in Pakistan. It highlights actionable insights for refining sustainability strategies, urging continued exploration to address pertinent gaps and broaden industry-wide implementation. Despite limitations in scope, particularly regarding occupational and individual factors, this study suggests valuable insights for enhancing sustainability practices in Pakistan's manufacturing sector, urging further research to fill existing knowledge gaps and foster broader industry applications.

Employee green behavior is a novel concept in implementing green human resource management practices for environmental management. This paper explores the role of employee green behavior in implementing green human resource management practices for environmental management. The increasing awareness of and guidelines related to ecological sustainability have raised the concept of green human resource management (GHRM) practices to the scholar for effective environmental management (EM) within the organization. Employee participation and engagement in organizational green practices are vital for environmental management and performance. This paper was conducted to identify theoretical and empirical advancements in green human resource management practices, which is viewed as a new concept. The study reviewed 47 journal articles, both theoretical and empirical papers to integrate theoretical and practical findings. The study used the theory of planned behavior (TPB) to explore the role of employees' green behavior in environmental management, where three factors of employee behavior were discovered. The study revealed that employee knowledge, awareness and ability to address environmental issues contribute positively to environmental management. It revealed that the implementation of green recruitment and selection, green training and development, green reward and compensation, green performance management and employee relations influence employee green behavior. The study suggests that organizations should formulate and implement green human resource policies and strategies to ensure the effective implementation of GHRM practices.

Environmental sustainability has become a strategic priority for organizations, including higher education institutions (HEIs). This study investigates the impact of Green Human Resource Management (GHRM) practices on employee motivation through the mediating role of Green Employee Empowerment (GEE) among faculty members in Pakistani HEIs. Drawing on data collected from 320 faculty members across six public and private universities in Lahore, the study examines key GHRM dimensions, namely green recruitment and selection, green training and development, green performance management, and green reward systems. A quantitative research design was employed, using structured questionnaires and analyzed through SPSS and AMOS. Reliability, correlation, and Structural Equation Modeling (SEM) techniques were applied to test the proposed hypotheses. The findings reveal that all GHRM practices have a significant and positive effect on green employee empowerment, which in turn strongly enhances employee motivation. Moreover, GEE fully mediates the relationship between GHRM practices and motivation. The results highlight the importance of empowerment as a psychological mechanism through which sustainable HR practices translate into motivated faculty behavior. The study contributes to the limited GHRM literature in higher education and offers practical insights for university administrators seeking to integrate sustainability into human resource policies.

Industrial activities produce environmental problems which directly affect the local communities together with the governing authorities and regulatory organizations. Business organizations need active engagement through their human resource practices to deal with current workplace concerns. Research explores how Green Human Resources Management (GHRM) practices drive organizational performance in Pakistani fertilizer companies by using Organizational Citizenship Behavior for Environment (OCBE) as a performance enhancer. This research seeks to determine the relationship between GHRM practices and their influence on OCBE which results in better organizational performance. The research investigates seven GHRM dimensions including green job analysis and design and green recruitment and selection as well as green training and development and performance management and green compensation management with focus on green health and safety and green labor relations and involvement. This research used an analytical survey questionnaire to obtain information from 245 company employees working at fertilizer businesses in Pakistan. The research used convenience sampling methods to determine the participant sample. Researchers used Statistical Package for Social Sciences (SPSS) and SmartPLS software to analyze SEM-PLS together with factor analysis and descriptive statistics and reliability testing and correlation analysis. Research shows green job analysis and design practices produce a moderately strong positive relationship with OCBE which establishes their fundamental nature in building employee environmental responsibility. The six dimensions comprising green recruitment and selection, green training and development, green performance management, green compensation management, green health and safety and green labor relations produced smaller yet meaningful positive relationships with OCBE. Organizations need to use GHRM practices strategically to drive employee environmental initiatives because this type of integration leads to improved organizational performance. The investigation ends by presenting useful recommendations for Pakistani fertilizer entities to utilize OCBE for attaining maximum advantages from green HR practices.

Purpose: Considering the growing concerns about green management practices, this study aims to uncover the various facets of green human resource management (GHRM) practices in Nepalese commercial banks. Research Methodology: This study employs an exploratory qualitative research design. Snowball sampling method was adopted to identify the study participants and the data were collected through semistructured interviews with eight human resource managers of Nepalese commercial banks. Braun and Clarke's six-step process of reflexive thematic analysis was used to analyze the data. Findings: The study identified four key thematic areas of GHRM practices: sustainable recruitment practices, promoting environmental awareness through training, enhancing environmental accountability in performance management, and recognition and reward for environmental contributions. While the need for comprehensive GHRM practices were frequently highlighted, sustainable recruitment practices and green training and development practices were found to be more practiced than green performance management and green reward practices. Implications: The findings of this study provide valuable insights into comprehensive understanding of GHRM practices and indicates the rooms for improvement for the Nepalese banking sector managers. Also, the government and regulators can develop informational, fiscaleconomic, and legal instruments based on the study's findings to secure needed support from Nepalese commercial banks. Originality/Value: This study makes a significant contribution to the literature by exploring GHRM practices from the lens of institutional theory and by discussing how GHRM practices help in responding to institutional pressures, gain legitimacy among stakeholders, and reap strategic benefits. Keywords: green human resource management, GHRM practices, Institutional theory, Commercial banks, Nepal

The paper aims to explore the mediating effect of green culture (GC) on the relationship between Green Human Resource Management (GHRM) and Green Sustainable Performance (GSP) in small and medium logistics companies in Jordan. With increasing attention to environmental issues and sustainability becoming crucial for the future of the logistics sector, GHRM practices are gaining importance in enhancing sustainable performance. This study focuses on how promoting GC within organizations can strengthen the effectiveness of GHRM initiatives to achieve better sustainable outcomes. A quantitative research method was used to gather data from SME logistics companies in Jordan through structured questionnaires. Data analysis was conducted using SPSS-29 and Smart PLS4. The results show that GHRM practices have a significant positive impact on GSP in Jordanian SME logistics companies. Key components of GHRM, such as green recruitment and selection, green training and development, and green reward and compensation, were found to be strong predictors of GSP. Furthermore, GC was identified as a mediator between GHRM practices and GSP, showing that GHRM practices contribute to the development of a GC in these organizations. The findings also reveal that a strong GC fully mediates the relationship between GHRM practices and sustainable performance, emphasizing the importance of cultivating a robust GC to enhance the positive effects of GHRM on organizational sustainability. These results provide insights for addressing gaps in sustainable practices within the logistics sector and offer recommendations for managers looking to implement green initiatives in their companies.

Assessing green human resources management practices in Palestinian manufacturing context: An empirical study

Organizations have been more environmentally conscious in recent years, particularly since the sustainable development target was established worldwide. Consequently, scholars' attention has been drawn to the connection between green human resource management (GHRM) and organizational performance. This study aims to investigate the relationship between organizational performance and green human resource management at Nekemte Comprehensive Specialized Hospital (NCSH), a public hospital located in Nekemte City, east Wallagga zone, Oromia regional state, Ethiopia. Data was gathered using a closed-ended, five-point Likert questionnaire survey in order to meet the study's goals. All 223 questionnaire were received and analyzed using the structural equation modeling (SEM) method. Convergent and discriminant validity tests, as well as construct and composite reliability, were performed on the specified SEM model. The outcome of these tests showed that the SEM model's validity and reliability had been attained. Further, the SEM was checked for model fit indices and it was assured that the model is fit in all aspects. The SEM results revealed positive and significant effects of green reward and compensation (GRC) with a path coefficient of 0.41 (P<0.05) whereas green performance management and appraisal (GPMA) with a path coefficient of 0.48 (P<0.05) on organizational performance (OP) of Nekemte comprehensive specialized hospital. The structural model further revealed that green training and development (GTD) and green reward and compensation (GRC) have a significant effect on green performance management and appraisal (GPMA) with an estimated path coefficient of 0.49 (P<0.05) and 0.52 (P<0.05, respectively. The effect size analysis results indicated that GRC has the largest effect on organizational performance with an estimated path coefficient of 0.55 while GPMA has appeared with an estimated coefficient of 0.45 revealing a medium effect on OP. The result from the mediation analysis has indicated that GPMA has fully mediated between GTD and OP while it partially mediated between GRC and OP. From the econometric results, it is concluded that GHRM practices are positively contributing to the performance of the organization. The overall conclusion of the study is that there are limited GRHM practices that positively contribute to the performance of the hospital. The policy implication is that better organizational performance of the hospital demands the continuous effort of putting GRHM practices at the center of the organizational goal. Further, the dual contribution of GRC and the dual advantage of GPMA need to be well exploited.