Abstract
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 multi-case 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.
Highlights
The degree to which human resource management (HRM) practices, systems, policies and activities align with environmental management is a growing area of research
This paper has identified a number of similarities and differences in the way in which a global foodservice multinational companies (MNCs) approaches Green HRM in an international context across three European subsidiaries
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
Summary
The degree to which human resource management (HRM) practices, systems, policies and activities align with environmental management is a growing area of research. 147– 148), Green HRM is concerned with the ‘systemic, planned alignment of typical human resource management practices with the organizations environmental goals’. This requires the alignment between HR and other functional areas of the organization. Recent studies have suggested that, due to the emerging business case for green environmental management (Ambec & Lanoie, 2008), the positioning of the ‘greening’ function plays a key role in improving the environmental performance of organizations. The setting out of strategic priorities and objectives develops the ‘content’, the shift needs to be made from
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