Do green human resource management practices contribute to sustainable performance in manufacturing industry

Khan, Noor Ullah; Bhatti, Mansoor Nazir; Obaid, Asfia; Sami, Abdul; Ullah, Abrar

doi:10.1504/ijesd.2020.110647

Cited by 29 publications

(30 citation statements)

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“…Also, among GHRM practices, Khan et al (2020) found that green assessment and rewards are not effective individually for explaining sustainable performance in the case of the Malaysian manufacturing industry. To test their findings, the following is argued: H2: Green human resource management significantly impacts corporate sustainable performance.…”

Section: Green Human Resource Managementmentioning

confidence: 97%

Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector

Khaskhely

Qazi²,

Khan³

et al. 2022

Front. Psychol.

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Pakistan ranks as the eighth most vulnerable country on the 2021 global climate change vulnerability index. Partially, this perilous position is attributed to unsustainable practices in the large-scale manufacturing sector since its contribution to carbon emission is among the highest in the economy. These serious environmental challenges impede the attainment of sustainable development goals that concern responsible consumption and production. In manufacturing organizations, there are an ongoing debate regarding sustainable human resource management (HRM) determinants, which can promote sustainable performance. In this regard, green human resource management (GHRM) practices and dynamic sustainable capabilities are significant components as they have a unique role in transforming corporations into sustainable organizations. However, there is a dearth of evidence regarding the impact of individual GHRM practices, such as green recruitment and selection, green pay and reward, and sustainable capabilities like monitoring and re-configuration, in improving the corporate environmental and social performance. Hence, an empirical investigation regarding the association among these macro-level components with the corporate environmental and social performance through partial least squares structural equation modeling (PLS-SEM) is conducted. The findings inferred from 396 employees affiliated with six large-scale industries substantiate the main hypotheses of this study. It is empirically confirmed that GHRM and dynamic sustainable capabilities significantly and positively impact corporate sustainable performance. This research contributes to the literature by employing dynamic capabilities approach and a dynamic resource-based view (RBV) to explicate how corporations can benefit from the interplay of sustainable capabilities and GHRM functions. Hence, in the absence of a significant predictive model, this research is the first of its kind to isolate macro-level antecedents of sustainable HRM to find their impact on corporate sustainable performance in a developing country context. The study recommends that the management should prioritize the acquisition of monitoring capabilities and hiring environmentally conscious employees to achieve social equity and ecological conservation goals.

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Section: Green Human Resource Managementmentioning

confidence: 97%

Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector

Khaskhely

Qazi²,

Khan³

et al. 2022

Front. Psychol.

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“…Technology collaboration notwithstanding, human resource is acknowledged as the fundamental basis in describing firm DC and sustainable advantage (Khan et al, 2020). Its importance in substantiating strategic innovation (Chen and Huang, 2009) and organisational innovation has been extensively assessed, whereas minimum efforts on systematic research and empirical study are noted on green human resource management (Jackson et al, 2011), especially in Asian countries (Renwick et al, 2013).…”

Section: Green Human Resourcementioning

confidence: 99%

A holistic model of dynamic capabilities and environment management system towards eco-product innovation and sustainability in automobile firms

Al–shami

Rashid

2021

JBIM

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Purpose Environmental pollution has emerged as a major concern in the 21st century following the introduction of sustainable development (SD) by the year 2030, whereby one of the predominant goals is related to the manufacturing industry. In Malaysia, the automotive industry is acknowledged as the backbone driving for economic growth and recognised as a source of environmental deterioration. Therefore, eco-innovation is, thus, introduced as one of the efforts for minimised environmental effects, reduced social impact and firm value sustenance. In particular, eco-product innovation is one of the renowned environmental innovation dimensions and displays high adoption and diffusion rates in developed countries due to green awareness and government financial assistance. However, developing countries such as Malaysia show relatively low adoption of such practices amongst companies, whereby most of the efforts are driven by the governments, supplier and customer demands. Therefore, this paper aims to delineate the factors of voluntary initiatives undertaken by the Malaysian automotive and auto parts industry towards eco-product innovation. Design/methodology/approach The research drew from the micro-level perspective, thus using dynamic capabilities (DC) constructs and environmental management system (EMS) strategy variables. The constructs included technology collaboration, green human resources and eco-culture, while the variables denoted formal EMS and top management support. Survey data were obtained from 242 entities within the Malaysian automotive and auto parts industry, which were subjected to analysis via confirmatory factor analysis and structural equation modelling. Findings The findings revealed the moderating role played by eco-product innovation for the association linking EMS strategy and sustainability development, while no moderator effects were observed between DC and sustainability development. Thus, future research can be performed in the meso and macro-level areas by using qualitative research across different sectors. Originality/value This paper explicates novel literature content, particularly for the field of eco-product innovation; it positions an empirical analysis from the micro-level perspective regarding the antecedence of DC and environmental strategy towards eco-product innovation and SD, mainly in the automotive industry.

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“…A substantial research gap exists in this topic, because there is not enough qualitative research on sustainable HRM and it can shape or guide business sustainability strategy. The literature has reported only a few comparative research studies on green HRM [54] because it is a relatively new area, and primarily theoretical and conceptual studies have been published [27,28,32]. Research on green HRM using qualitative methods has been carried out [30,32,[51][52][53]94,95].…”

Section: Rationale For Choosing a Qualitative Designmentioning

confidence: 99%

“…Research on green HRM using qualitative methods has been carried out [30,32,[51][52][53]94,95]. Quantitative analyses include the following: [16,27,47,50,55,96,97]. However, very few studies that use mixed method approaches in green HRM have been performed [28,34,98,99].…”

Section: Rationale For Choosing a Qualitative Designmentioning

confidence: 99%

Exploring Themes of Sustainable Practices in Manufacturing Industry: Using Thematic Networks Approach

et al. 2021

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Sustainability is a vital strategy for manufacturing industries to address major environmental issues. Stakeholders’ growing ecological awareness is forcing manufacturers to adopt green human resource management practices (green HRM practices) and environmental management systems (EMS) to improve sustainable performance (SP). This research explores the key themes of green HRM practices, EMS, and OCBE, and how these themes affect the environment and explain SP among ISO14001-certified manufacturing firms. This research used a qualitative methodology following an interpretivist approach. It employed the thematic networks technique, using qualitative data to achieve the objectives. The qualitative data were collected using semi-structured interviews conducted with HR managers and then analyzed using NVivo 12. Thematic network analysis explores basic and organizing themes within qualitative data. Four central (parent) themes, i.e., green HRM practices, OCBE, EMS, and SP, emerged. First, green HRM was sub-divided into three sub-themes: (i) green recruitment and selection, (ii) green training and development, and (iii) green assessment and rewards. Consequently, OCBE was then sub-divided into three themes: (i) eco-helping behavior, (ii) eco-initiatives behavior, and (iii) eco-civic engagement behavior emerged. Likewise, EMS was sub-divided into three themes: (i) ISO14001, (ii) EMS key benefits, and (iii) EMS key motives. Lastly, SP was further divided into three sub-themes: (i) economic, (ii) social, and (iii) environmental. This research also discusses important implications for managers and organizations.

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Do green human resource management practices contribute to sustainable performance in manufacturing industry

Cited by 29 publications

References 0 publications

Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector

Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector

A holistic model of dynamic capabilities and environment management system towards eco-product innovation and sustainability in automobile firms

Exploring Themes of Sustainable Practices in Manufacturing Industry: Using Thematic Networks Approach

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