The moderating effect of big data analytics on green human resource management and organizational performance

Purpose This study marks an empirical endeavor utilizing innovation capabilities (IC) and green human resource management (GHRM) practices that enhance organizational performance (OP). This study also explored the magnificent role of digital transformation (DT) between GHRM practices and innovation capabilities in organizational performance. Design/methodology/approach The data were collected from 418 respondents from manufacturing firms and applied the partial least squares structural equations model (PLS-SEM). Findings The findings show that innovation capabilities and GHRM practices have built a significant relationship with performance. The results also revealed the moderating role of green transformational leadership (GTL) in the relationships between innovation capabilities, GHRM practices and digital transformation (DT) as well as the mediating role of digital transformation in the relationships between innovation capabilities, GHRM practices and organizational performance. Practical implications This research further proposed practical and theoretical directives for managers and researchers that strategically plan the adoption of digital technologies with green practices in the firms for a green environment. Originality/value This study guides managers and policymakers on how GHRM practices, innovation capabilities, digital transformation and green transformational leadership enable firms to achieve organizational performance.

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.

This literature review aims to examine the relationship between Green Human Resource Management (G-HRM) practices and various outcomes, including employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. We reviewed existing literature on G-HRM practices and their impact on the selected outcomes. The review process involved the identification of articles through a systematic search in Scopus and Web of Science databases from January 2013 to December 2023. The search retrieved 2142 citations; of them, a total of 17 articles were deemed eligible for this review. The reviewed literature provides good evidence supporting a positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, there is a notable gap in studies exploring the influence of G-HRM practices on employee and client satisfaction. Overall, G-HRM practices emerge as a crucial tool for fostering environmentally conscious attitudes and behaviors among employees, ultimately contributing to enhanced employee satisfaction and improved organizational ecological performance. Future research should pay attention to the mechanisms underlying these relationships and explore potential moderating factors to enrich our understanding of the interrelated dynamics between G-HRM practices and sustainable outcomes.

PurposeThis paper analyses the role of green human resources management (GHRM) practices on the application of logistics social responsibility (LSR) practices and examines the moderating effect of big data analytics (BDA) utilisation levels within these relationships.Design/methodology/approachBased on quantitative research methodology using survey data from 404 managers in the logistics service providers (LSPs) industry in the Philippines, PLS-SEM technique was used to test hypotheses formulated in this research.FindingsEmpirical results achieved suggest that GHRM practices have a significant positive impact on LSR. Among all individual GHRM practices, green training and development did not have any influence on LSR. While the results also revealed that BDA assimilation acts as a moderator of the relationship between GHRM and LSR, no support was found for the moderation effect of BDA acceptance or adoption on this relationship.Originality/valueThe study fills a gap in the logistics literature by introducing dynamic capabilities theory to the nexus between GHRM and SLR for the first time, which reveals previously unknown answers on effects of GHRM practices on LSR. The study also introduces BDA assimilation as an important moderator that can strengthen positive impact of GHRM on LSR.

Purpose This study examines the relationship between green human resource management (GHRM) practices, internal environmental management practices (IEM) and sustainable performance of Tunisian manufacturing firms. Moreover, it considers ethical leadership style (ELS) as a moderator of the relationship between GHRM practices and sustainable performance. Design/methodology/approach The authors used a survey questionnaire to collect data from 180 Tunisian manufacturing companies; partial least square structural equation modeling (PLS-SEM) was used to analyze the collected data. Findings This study shows that GHRM practices positively influence both IEM practices and environmental performance. In addition, IEM practices positively affect the social and environmental performance of Tunisian companies. IEM practices partially mediate the relationship between GHRM practices and environmental performance and fully mediate the relationship between GHRM practices and social performance. Finally, ELS has a significant moderating effect on the relationship between GHRM practices and environmental performance. Research limitations/implications The results of this study are specific to manufacturing companies in Tunisia and may not be generalizable to other sectors (e.g. services) or countries. Nevertheless, the findings provide valuable insights for manufacturing managers in Tunisia. Originality/value Given the scarcity of research integrating GHRM and IEM practices within manufacturing firms in developing countries, this study offers empirical evidence on the relationship between the above concepts in Tunisian manufacturing firms as well as their combined effect on sustainability, under the lens of resource-based view (RBV) theory.

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.

PurposeThis paper examines the impact of green human resource management (GHRM) practices on employees’ pro-environmental behavior in Pakistan’s hospitality industry. It attempts to identify the critical success factors involved in promoting GHRM and pro-environmental behaviors at the workplace using Interpretive Structural Modeling (ISM) and cross-impact matrix multiplication applied to classification (MICMAC) approaches. Later, based on the ability-motivation-opportunity (AMO) model, the study also categorizes the identified critical factors into three categories: ability, motivation and opportunity.Design/methodology/approachThe ISM approach was applied to determine the contextual relationship among the identified critical success factors responsible for promoting GHRM. MICMAC, a structural technique to analyze and validate the ISM-based model, was used to determine the autonomous, dependent, linkage and independent factors based on expert opinions and judgments. The goal was to determine the role of GHRM in transforming the pro-environmental behavior of employees.FindingsThe study’s findings show that the proper integration of effective GHRM practices significantly impacts pro-environmental employee behavior. The hierarchical model introduces innovation in the field of GHRM because ISM-based hierarchical models are flexible enough to include or exclude practices according to the green organizational objectives in the hospitality industry within the context of Pakistan. The results offer a comprehensive illustration of the importance of GHRM practices in facilitating, encouraging and promoting employees to take green initiatives and achieve business sustainability.Research limitations/implicationsThe study utilizes the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) technique to identify key success criteria for GHRM, while the innovative approaches of ISM and MICMAC techniques were used to investigate employee pro-environmental behaviors. This novel method gives GHRM research an analytical direction by providing an organized framework for evaluating the impact of GHRM initiatives on environmental outcomes. Additionally, by focusing on developed economies rather than emerging ones, our study within Pakistan’s hospitality sector fills a knowledge vacuum on the dynamics of GHRM in a developing nation.Practical implicationsThis study highlights the significance of managers in the hospitality sector serving as role models for implementing GHRM practices to encourage pro environmental behavior among employees. Prioritizing green structural capital, establishing standard environmentally friendly criteria for hiring and evaluating prospective employees and initiating green projects to promote a psychologically green environment are some of the key recommendations. Improving environmental performance, employee satisfaction and loyalty in the hotel industry requires constant communication, training and employee participation in sustainability decision-making.Originality/valueThe GHRM practices have been extensively discussed by academics and researchers. However, there is a notable absence of discussion on the key factors that play a role in transforming employees’ attitudes and behaviors.

This study examines how Green Human Resource Management (GHRM) practices affect Organizational Performance (OP) in Bahrain’s retail sector. The retail industry has high emissions; thus, it is under more and more pressure to implement eco-friendly practices. Although global interest in GHRM is growing, evidence from Gulf countries remains limited, leaving practitioners without region-specific guidance on how green HR initiatives influence firm-level outcomes. To explore this issue, four main GHRM practices, including green selection and recruitment, green training and development, green performance, and green rewards and compensation, were evaluated using a structured bilingual questionnaire (English-Arabic) that experts had reviewed. The data were collected from 416 employees and managers across 30 retail firms in Bahrain and analyzed using SPSS-23, including descriptive statistics, correlation, and regression techniques. The analysis revealed that GHRM practices explain 40.8% of the variance in OP (R2 = 0.408, F = 70.839, p < 0.01). Among them, green rewards (β = 0.211, p < 0.01) and green training (β = 0.162, p < 0.01) had the most substantial positive impacts, followed by green recruitment (β = 0.102, p < 0.05). On the other hand, green performance management did not show statistical significance (β = − 0.077, p = 0.077), which means the necessity for additional contextual analysis. Significantly, 59.2% of the performance variation is not accounted for by the model, which suggests the influence of factors outside the current study’s scope. From a practical perspective, the implications for Bahraini retailers are clear: make green hiring a priority, offering training that focuses on sustainability, and incentive-based systems can significantly enhance employee engagement and organizational performance. Consequently, this provides a competitive advantage in a regional market that is becoming more environmentally aware. The study gives HR leaders and policymakers real-world, evidence-based strategies to integrate sustainability into core business functions. Thus, GHRM is not merely an ethical obligation but a strategic approach to enhancing organizational performance. Retailers can secure long-term competitive benefits through targeted investments in human capital aligned with environmental goals while contributing to national sustainability objectives. Overall, this research offers essential insights by contextualizing GHRM within a high-emissions sector.

Green Human Resource Management (GHRM) practices are increasingly considered a crucial business strategy for organizations in environmental management and have impact on environmental performances of organization. Though much attention has been given on GHRM practices, very few studies exist relating to this issue in developing country context. Purpose: The purpose of this study is to assess the effect of different GHRM practices on the Organization's Environmental Performance (OEP) through Green Employee Empowerment (GEE). Methodology: The PLS path modeling technique is used to test the hypotheses of the study based on a questionnaire survey of 340 responses from the manufacturing sector. Findings: The empirical finding shows that the GHRM practices have significant effects on OEP and GEE was found positively mediate the impact of GHRM practices on OEP. Originality/Contribution: This research has theoretically contributed to the green HRM/HRM literature by discovering the relationship between various green practices and their results related to EP in manufacturing organizations. This paper extends the literature by exploring the indirect effects of GHRM on OEP via GEE. The results recommend that GHRM practices may lead employees toward green empowerment to achieve environmental performance.

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.

This study highlights the importance of green human resource management (HRM) practices, which investigates the connection between environmental sustainability and green competitive advantage. Using the CGM model and the generalized method of moments (GMM), this research investigates how green HRM may foster environmental sustainability by creating a competitive advantage for businesses. Research shows that green HRM may achieve green competitive advantage practices, crucial for environmental sustainability. By "green HRM practices," we mean incorporating environmental concerns into traditional HRM processes, including hiring, training, evaluating, and compensating employees. However, the importance of green HRM practices cannot be overstated due to their efficiency in creating a competitive advantage and advancing environmental sustainability. Specifically, the research shows that businesses that have adopted "green HRM practices" outperform their competitors in terms of environmental sustainability. The last section emphasizes the importance of green HRM as a key facilitator of environmental sustainability. Implications for businesses that want to improve their environmental performance are also provided.

This study investigates the impact of green human resource management (GHRM) practices on sustainable performance (SP) in Qatari private companies. A questionnaire survey was conducted among 216 private companies, including top management, human resource managers, quality managers, and employees. Reliability and validity tests were performed on the survey forms, followed by a partial least squares structural equation modelling (PLS-SEM) technique to evaluate the hypothesis. The study found evidence that GHRM practices have a positive impact on SP outcomes in Qatar's private companies. This empirical link between GHRM practices and SP contributes to the literature on GHRM. The results further showed that GHRM practices can lead to green empowerment among employees, thereby improving long-term sustainability. The research demonstrates the importance of GHRM practices for private companies to achieve sustainable development goals. The paper highlights the need to incorporate GHRM practices in the private sector to encourage employees to take an active role in promoting environmental sustainability, leading to long-term business success. The study offers practical implications for private companies in Qatar, suggesting that GHRM practices should be implemented to improve SP.

PurposeThe existing literature indicates that the ultimate purpose of green human resource management (GHRM) practices is to enhance sustainable corporate performance by shaping employees’ green behaviors. In this vein, we argue that green organizational culture and employee existing pro-environmental behaviors are the important factors or channels through which GHRM practices shape green employee behaviors for sustainable corporate performance. Consequently, we draw on the ability, motivation, and opportunity (AMO) framework to examine how firms’ GHRM practices indirectly shape employee green behavior for sustainable corporate performance by cultivating and reinforcing green organizational culture under the boundary condition of high employee pro-environmental behavior.Design/methodology/approachThis study uses multi-source, dyadic, and time-lagged data collected from green HR managers and employees in 242 ISO-14001-certified green firms in the Kingdom of Saudi Arabia. The study applies structural equation modeling through LISREL 12 software for testing of hypotheses.FindingsThe findings support the postulation that GHRM practices, directly and indirectly, shape employee green behaviors for sustainable performance. GHRM practices indirectly enhance employee green behaviors for sustainable performance by cultivating and fostering the green organizational culture in the presence of high pro-environmental behavior.Practical implicationsThis study outlines theoretical and practical implications on how HRM managers require an established green organizational culture and employee pro-environmental behaviors to effectively direct GHRM for enhanced sustainable corporate performance. HRM managers should make use of appropriate interventions, including but not limited to GHRM practices, to foster a green organizational culture and employee pro-environmental behaviors.Originality/valueThis is an original study that outlines the importance of alignment between Green HRM practices and employee pro-environmental behaviors towards shaping green organizational culture and employee behaviors for corporate sustainability. The study demonstrates how GHRM practices enhance sustainable corporate performance through sequential mediations of green organizational culture and employee green behaviors, and under the boundary condition of pro-environmental behavior.

The impact of green human resource management and green supply chain management practices on sustainable performance: An empirical study

This systematic literature review examines the relationship between green human resource management (GHRM) practices and organizational performance outcomes. The review synthesizes empirical evidence from 82 studies published between 2019 and 2024, addressing multiple dimensions of performance including environmental, financial, social, and sustainable performance. Following PRISMA 2020 guidelines, a systematic search was conducted across Scopus, Web of Science, and Google Scholar databases. Studies were analyzed using the Ability-Motivation-Opportunity (AMO) theoretical framework to categorize GHRM practices and their performance implications. The evidence strongly supports positive relationships between GHRM practices and organizational performance. Environmental performance shows the most consistent positive effects, followed by sustainable performance and green innovation. The GHRM-financial performance relationship is predominantly indirect, mediated by environmental performance and employee green behavior. Green training and development emerges as the most frequently examined and impactful practice. Employee green behavior serves as a critical mediating mechanism across all performance dimensions. This review provides an integrated framework connecting GHRM practices to multi-dimensional organizational performance through the AMO lens. It identifies critical mediating mechanisms and moderating factors, offering actionable insights for practitioners seeking to leverage human resources for environmental sustainability while maintaining competitive performance.