Abstract
The aim of this study is to determine the impact of green human resources management (GHRM) practices on organizational excellence in higher education institutions in Duhok governorate, Kurdistan region. Descriptive and analytical methods were used in this study. GHRM practices (green recruitment and selection, green reward management, green performance appraisal, green training and development, and green career management) were considered as the independent variables and organizational excellence was considered as dependent variable for this study. The primary data used in this study were obtained from a structured questionnaire distributed to examine university staff. Seventy-three valid questionnaires have been collected and analyzed. The findings of the research showed that there is a positive correlation between GHRM practices and organizational excellence. Career management has the strongest relationship with organizational excellence and their correlation coefficient is 0.391. Performance appraisal has the lowest value among the independent variables but the correlation is positive (0.302).
Highlights
Innovative work behavior is “the intentional creation, introduction and application of new ideas within a work role, group or organization, in order to encourage role performance, the group, or the organization” (Janssen, 2000)
The main purpose of this study is to find the predictive ability of soft skills and emotional demands–abilities fit on innovative work behavior among (MBA) students who are workers in various types of organizations
One hypothesis was tested and the finding indicated that soft skills and emotional demands-abilities fit significantly predict innovative work behavior among (MBA) students
Summary
Innovative work behavior is “the intentional creation, introduction and application of new ideas within a work role, group or organization, in order to encourage role performance, the group, or the organization” (Janssen, 2000). Various theorists of creativity and innovation (Amabile, 1988; De Jong and Den Hartog, 2010; Janssen, 2000; Kanter, 1988; Scott and Bruce, 1994; West, 2002; West and Farr, 1989) purported that innovation involves four behavioral stages—opportunity exploration, idea generation, idea promotion, and idea realization. Idea generation is a stage that involves the combination of creation and suggestion of useful ideas for products or processes.
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