Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective

Yu, Wantao; Chávez, Roberto; Feng, Mengying; Wong, Chee Yew; Fynes, Brian

doi:10.1016/j.ijpe.2019.06.013

Cited by 232 publications

(184 citation statements)

References 90 publications

(259 reference statements)

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“…According to several studies [14][15][16], the implementation of lean manufacturing (LM) can overcome these barriers because LM is based on the elimination of "waste" (useless consumption of resources); it relies on the engagement of operators and it is made up of tools and techniques such as pull production, 5S workplace organization method or total productive maintenance (TPM). All these elements promote green practices and contribute to a better environmental performance [17].…”

Section: Introductionmentioning

confidence: 99%

“…Otherwise, lean practices such as pull production [15,29] with limited physical inventory would be impossible to achieve. Consequently, lean companies try to engage employees and change work habits by means of employee-empowerment and teamwork techniques [49] (which match the requirements of green human-resource management practices [2], aligned with environmental goals [16,50]). Due to people's commitment, after the implantation of LM, the ability to identify and eliminate sources of waste is extended to environmental issues without the need for other specific methodologies [51].…”

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confidence: 99%

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Lean Manufacturing and Environmental Sustainability: The Effects of Employee Involvement, Stakeholder Pressure and ISO 14001

et al. 2020

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This paper explores the relationships between lean manufacturing (LM), the promotion of green practices, employee involvement, pressure to take actions against environmental issues, the adoption of an ISO 14001-based environmental management system (EMS) and environmental performance in order to understand how LM can help improve environmental performance through environmental practices and the development of a lean culture. The effects of pressure to “go green”, employee involvement and the adoption of an EMS based on the International Organization for Standardization’s standard ISO 14001 are discussed. Data were collected from 220 Chinese manufacturing firms and analyzed using partial least squares (PLS) regression. The results suggest that the implementation of LM has a positive effect on the promotion of green practices and consequent achievement of high environmental performance; employee involvement is a moderator that affects the relationship between green practices and environmental performance; pressure to “go green” is a mediator in the relationship between LM and green practices; however, the adoption of ISO 14001 does not act as a moderator on the relationship between LM and green practices, but synergies emerge if ISO 14001 is integrated with LM. The study shows the importance of human attitudes and fosters managers to develop the necessary mechanisms to ensure and enhance employee involvement and lean culture. Although these determinants of environmental sustainability have been studied separately until now, this paper analyzes them simultaneously, investigating the relationship between different strategies and shedding some light on successful actions that promote sustainable manufacturing, and on the role of LM in sustainability. The findings can help manufacturers to take the initiative to improve environmental performance and assist governments in implementing industrial policies.

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Section: Introductionmentioning

confidence: 99%

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confidence: 99%

Lean Manufacturing and Environmental Sustainability: The Effects of Employee Involvement, Stakeholder Pressure and ISO 14001

et al. 2020

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“…The contribution of this paper lies in broadening the opportunity and depth of green HRM in making sustainable environmental performance of organizations really. Yu et al (2020) examine how significantly GHRM assists environmental cooperation with customers and suppliers, and it also refers to the moderating roles of internal green supply chain management (GSCM). The results show that GHRM strongly and positively assists environmental cooperation with customers and suppliers and that the relationships are significantly moderated by internal GSCM.…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Green Human Resources Managerial Practices on Environmental Sustainability: Evidence from Garments Industry of Bangladesh

Aziz

Yasmin

Sultana

2020

Asian Journal of Empirical Research

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“…Some examples of these effects include enhancing employee performance, increasing employee engagement, improving employee creativity, engendering employee motivation, and enriching employee proactivity. 1,14,15,18 –21 One of the most significant HR systems studied by researchers is AMO-HR practices, which refer to ability, motivation, and opportunity-enhancing HR practices. 18,19,22 –25 An AMO model was selected for the purpose of the current study due to its comprehensiveness in terms of HR practices that contribute to employee abilities, motivation and opportunities.…”

Section: Introductionmentioning

confidence: 99%

The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

Al-Tit

2020

International Journal of Engineering Business Management

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The aim of this study is to examine the impact of AMO-HR Systems (i.e., ability-enhancing HR practices, motivation-enhancing HR practices and opportunity-enhancing HR practices) on proactive employee behavior through the effect of leader-member and team-member exchange. A questionnaire was developed based on prior related works to collect the required data from a sample of 230 employees from 13 small companies in the service industry in the Jordanian capital, Amman. The results showed that nine HR practices are significant predictors of employee proactivity behavior. The impact was significantly mediated by leader-member and team-member exchange. On the ground of the results, the study concluded that proactivity is a function of three categories of HR practices. First, an employee should be supported to enhance his or her ability. Second, an employee should be motivated and granted the opportunity to share knowledge. Third, employees should be encouraged to participate in problem solving, in the presence of leader-member coordination, to improve relationship quality and team-member recognition, support, and effective communications. Accordingly, recommendations, social and managerial implications were reported.

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Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective

Abstract: This is a repository copy of Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective.

Cited by 232 publications

References 90 publications

Lean Manufacturing and Environmental Sustainability: The Effects of Employee Involvement, Stakeholder Pressure and ISO 14001

Lean Manufacturing and Environmental Sustainability: The Effects of Employee Involvement, Stakeholder Pressure and ISO 14001

The Impact of Green Human Resources Managerial Practices on Environmental Sustainability: Evidence from Garments Industry of Bangladesh

The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

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