RETRACTED: Employees’ Perceptions of Green HRM and Non-Green Employee Work Outcomes: The Social Identity and Stakeholder Perspectives

Abstract

Green human resource management (green HRM) refers to a set of HRM practices that organizations adopt to improve employee workplace green performance. While the effect of perceived green HRM on employee workplace green performance has received some empirical support, its relationship with employee non-green workplace outcomes remains unexplored and, therefore, unknown. This research tests an integrative moderated-mediation model related to the relationship between perceived green HRM and non-green workplace outcomes including employee task performance, organizational citizenship behavior toward the organization (OCBO) and intention to quit, and the underlying mechanisms. Analyses of the multisourced data reveal that perceived green HRM influences these three non-green employee workplace outcomes through a motivational social and psychological process (i.e., organizational identification). Perceived organizational support (POS) moderates the effect of perceived green HRM on organizational identification and the indirect effect of perceived green HRM on the three employee workplace outcomes, via the mediation of

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

“…The literature suggests that the relationship between GHRM and employee green behaviors is not universal and may fluctuate depending on individual and organizational characteristics. For instance, Shen et al () empirically confirmed that the relationship of GHRM with non‐green employee performance and behavioral intentions was moderated by perceived organizational support. Further, Dumont et al () established employee green values as moderator of GHRM–employee green behaviors relationship.…”

“…However, further research is encouraged to confirm the above findings.This study makes several important contributions to the literature.First, by investigating the effect of GHRM practices on employee taskrelated and voluntary green behaviors, it adds to the scarce literature that links GHRM with employee workplace behaviors. Most of the studies have considered either the effect of general HRM practices on employee green performance behaviors(Paillé, Chen, Boiral, & Jin, 2014) or GHRM practices on employee general performance behaviors(Shen et al, 2018). Second, it establishes organizational identification as the essential socio-psychological process via which GHRM exercises its influence on employee green performance behav-iors.…”

Employee Performance Measurement Development Based on Green HRM Indicators

“…Therefore, company starts to implement the environmental management system for its sustainable existence. In fact, this implementation has not gone as expected, some researchers then proceed to further examine the causes of detrimental factors in implementing the environmentally management system, starting from planning aspect, organizing aspect, until controlling aspect [13,22].…”

“…Green HRM is a new concept related to the employee management involving HRM practices with eco-friendly principle. The implementation of Green HRM is not only required in the business world, but also in the education world, especially at university as a source of knowledge to shape green behavior of its members [4,5,22]. This study is considered pivotal for some reasons.…”

Cost-Sharing Payment Plans and Cost-Saving Green Management Practices: The Case of Seasonal Employees in Turkey’s Small- and Medium-Sized Touristic Hotels

“…These functions highlight the necessity of some green initiatives like green building, paperless office, energy conservation, recycling and waste disposal, etc. [21].All these functions and green initiatives of HRM consequently embody some strategies to motivate or enforce employees to behave green and become involved in environmentallyfriendly activities [22][23] [24]. One potential alternative is to let the benefits of employees be affected by the costs that can be avoided through cost-saving behaviors within organizations.…”