Influencing Mechanism of Green Human Resource Management and Corporate Social Responsibility on Organizational Sustainable Performance

Zhao, Fang; Kusi, Manita; Chen, Yun; Hu, Wei; Ahmed, Fawad; Sukamani, Dinesh

doi:10.3390/su13168875

Cited by 41 publications

(32 citation statements)

References 77 publications

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“…The results of second hypothesis test showed that new technologies directly predict 0.562 of the changes related to the implementation of green human resource management practices. The review shows that the obtained results were consistent with the research results of Zhao et al (2021) and Ojo et al (2022). This result supports the idea that automobile companies in Iran can move towards the effective implementation of green human resource management practices by benefiting from new technologies such as artificial intelligence, learning management systems (LMS), and cloud computing.…”

Section: Analysis Of Hypothesis Test Resultssupporting

confidence: 81%

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2023

Foresight and STI Governance

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It publishes original research articles, offering new theoretical insights and practice-oriented knowledge in important areas of strategic planning and the creation of science, technology, and innovation (STI) policy, and it examines possible and alternative futures in all human endeavors in order to make such insights available to the right person at the right time to ensure the right decision.The journal acts as a scientific forum, contributing to the interaction between researchers, policy makers, and other actors involved in innovation processes. It encompasses all facets of STI policy and the creation of technological, managerial, product, and social innovations. Foresight and STI Governance welcomes works from scholars based in all parts of the world.Topics covered include:• Foresight methodologies and best practices;• Long-term socioeconomic priorities for strategic planning and policy making;• Innovative strategies at the national, regional, sectoral, and corporate levels;• The development of National Innovation Systems;• The exploration of the innovation lifecycle from idea to market;• Technological trends, breakthroughs, and grand challenges;• Technological change and its implications for economy, policy-making, and society;• Corporate innovation management;• Human capital in STI; and many others.The target audience of the journal comprises research scholars, university professors, postgraduates, policy-makers, business people, the expert community, and others who are interested in S&T and innovation analyses, foresight studies, and policy issues. The journal is included into the 1st quartile (Q1) of the Scopus

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Section: Analysis Of Hypothesis Test Resultssupporting

confidence: 81%

“…Sustainability and sustainable performance is the main issue of organizations in the 21st century (Zhao et al, 2021). On the other hand, the use of new technologies in various fields, including technology and digitalization in their nature, has caused a very dynamic environment with many changes to lead organizations to Тable 6.…”

Section: Discussionmentioning

confidence: 99%

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2023

Foresight and STI Governance

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“…Some of the recent studies emphasizing Green human resource management include W.-K. Chen, Nalluri, Hung, Chang, and Lin (2021), which focuses on CE and environmentally friendly practices, Pham et al (2022) evaluated the implementation of GHRM and its advantages in hotels with a star rating of 4 or 5 in developing countries, Jia, Liu, Chin, and Hu (2018) Workers' pro-environmental behavior (PEB) and environmental transformational leadership (ETL) in Kazakhstan were examined to see whether there was any moderating effect of green human resource management (GHRM), Goel, Mehta, Kumar, and Castaño (2022) highlighted eleven obstacles in implementing the GHRM "strategy," ten in the area of "policies," nine in the area of "process." Eight in the area of "guideline formulation," Zhao et al (2021) investigated the mechanisms that contribute to the influence of green human resource management and corporate social responsibility on the sustainable performance of organizations.…”

Section: Green Human Resource Managementmentioning

confidence: 99%

Resolution of barriers to Green Human Resources Management through its drivers in the textile sector of an emerging economy

Miao

Zaman

Khan

et al. 2023

Preprint

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Green HRM is vital in organizations' sustainability policies, seen as a recent research trend. This paper aims to identify the five most important drivers and critical barriers to Green HRM implementation in Pakistan's textile industry. Data were collected from a group of Pakistan's textile industry experts, and the Fuzzy Delphi and Fuzzy AHP methods were used to examine the results. The findings reveal that the most critical five drivers of Green HRM implementation are improvement in company image, maximum use of resources, reduced waste, stimulation of growth and innovation, top management support, and work-life balance. The results further explore the five critical barriers: difficulty and complexity in green technology adoption, lack of organizational support, employee resistance, and lack of culture and knowledge of individuals. This analysis is valuable to researchers by highlighting research gaps and making specific suggestions on Green HRM research. This study proposes a detailed research structure for future studies, particularly implementation recommendations for Green HRM practices. Organizations should adequately evaluate the green culture and work-life balance of employees. They can also support and engage employees in a green environment and manage organizational sustainability performance. Using different methods, this research may also be carried out in the future, especially comparing the various drivers and barriers of Green HRM of small and large companies in Pakistan. In this research, new barriers and drivers are used in this context. The paper takes a detailed look at analyzing drivers and barriers of Green HRM implementation in an organization through DELPHI and MCDM techniques. This research paper acknowledges that Green HRM implementation's most crucial aspects are the organization's barriers and drivers. An organization applies the DELPHI technique to validate known barriers and drivers of Green HRM execution. This research aims to develop the source of information within the literature on drivers and barriers of Green human resource management execution in an organization and the collection of organizational sustainability performance.

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“…The idea argues that an organization has multiple stakeholders, each of whom is impacted by the organization's success. Since stakeholders' objectives are inherently self-centred, they may have different or competing interests (Zhao et al ., 2021). The stakeholder approach indicates that stakeholders are a group or set of policies that directly or indirectly impact the operations and decisions of the company.…”

Section: Literature Reviewmentioning

confidence: 99%

Elevating organizational effectiveness: synthesizing human resource management with sustainable performance alignment

Jiang,

Jamil,

Zaman

et al. 2023

JOEPP

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PurposeThis paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach that links HRM and sustainability. These studies focused on integrating HR with sustainable developments, such as economic and social aspects, in favour of focusing on the environmental aspect. Organizational change is an ongoing process that has to be managed effectively to keep the change in place for a long time.Design/methodology/approachA framework was offered to estimate the cause-and-effect relation of the SHRM and OP factors. Data is gathered from professionals from various pharmaceutical industries. This study applied two methods, Fuzzy AHP and DEMATEL Type II. These techniques are used to understand the cause-and-effect factors and their interactions.FindingsIt was observed from the findings that the factor of SHRM, such as Social Justice (F2), Green Job Design (F5), Green Training (F6) and Implementation of Green Policy (F8), was the most critical for the pharmaceutical sector that effects Financial performance (F13), Customer Satisfaction (F15) and Market performance (F14). Pharmaceutical firms ought to coordinate public health advocacy efforts, engage in healthcare initiatives and provide financial support for environmentally friendly efforts that improve social and economic conditions.Practical implicationsFor this sustainability, managers concentrate on creating an environment that is healthy and acceptable, and they work hard to mitigate the impact of natural factors and repair damage done to the environment; it is essential to move towards sustainable development to resolve environmental problems. Improving HR efficiency is among essential HRM responsibilities, as they expand the knowledge base of the workforce, enhance human capital, and eventually create valuable intangible assets and promote and encourage sustainable pharmaceutical products for some years.Originality/valueThis research paper has presented exclusive worth to the SHRM and organizational performance literature as it employs fuzzy FAHP and DEMATEL type 2. There is less research on SHRM in the pharmaceutical sector with these factors. In addition, FAHP and TYPE 2 DEMATEL are used in very few researches on SHRM approaches.

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Influencing Mechanism of Green Human Resource Management and Corporate Social Responsibility on Organizational Sustainable Performance

Cited by 41 publications

References 77 publications

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Untitled

Resolution of barriers to Green Human Resources Management through its drivers in the textile sector of an emerging economy

Elevating organizational effectiveness: synthesizing human resource management with sustainable performance alignment

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