The role of green human resource management in the translation of greening pressures into environmental protection practices

Abstract

Corporate environmental sustainability requires two complementary types of green practices—environmental protection hardware (EPH) and environmental protection software (EPS). Stakeholder greening pressures drive implementation; however, corporate responses vary, often lacking the balance and intensity of EPS and EPH needed. This paper explores the role of green human resource management (GHRM) in explaining variations in the implementation of EPH and EPS in response to stakeholders' pro‐environmental pressures. Drawing on stakeholder theory and the ability, motivation, and opportunity (AMO) framework, a mediating role is hypothesized. Empirical findings from Brazil using structural equation modeling reveal that increased green pressure from stakeholders drives the adoption of both types of green practices through a partial mediating role of GHRM that is stronger for EPH than for EPS. The value of this study lies in the consideration of EPH and EPS practices in the same model and expanding stakeholder theory on how stakeholders can improve environmental protection through GHRM. Implications are that organizations can level the field for the balanced application of EPS and EPH with a system of green human resource management practices—training, assessment, rewards, and teamwork—to channel the translation of stakeholder pressures into workplace green outcomes. Limitations, future research ideas, and policy and practice implications are detailed.

Examining the influence of employee engagement in supporting the implementation of green supply chain management practices: A green human resource management perspective

“…In doing so, we also respond to the many calls for studies to develop an understanding of the factors that support successful implementation of GSCM practices (Bianchi et al, 2021;De Burgos-Jiminez et al, 2014;Graham & McAdam, 2016;Longoni & Cagliano, 2015). Our results provide support for the vast majority of the mediated pathways between GSCM 2020) demonstrated partial rather than full mediation for the hypotheses under study (see also Vázquez-Brust et al, 2022). The authors argued that GHRM has an important background role to play in the aforementioned relationships and underline the importance of partial mediation, in comparison with studies that fail to establish such as relationship.…”

“…This finding supports Agyabeng‐Mensah et al (2020), who investigated the influence of internal GSCM practices and the mediating role of GHRM on supply chain cooperation and financial performance. More specifically, the relationships in the mediation analysis in Agyabeng‐Mensah et al (2020) demonstrated partial rather than full mediation for the hypotheses under study (see also Vázquez‐Brust et al, 2022). The authors argued that GHRM has an important background role to play in the aforementioned relationships and underline the importance of partial mediation, in comparison with studies that fail to establish such as relationship.…”

In the search for greener buildings: The role of green human resource management

“…Second, our study is a valuable addition to the literature on GHRM by integrating the two theories—signaling theory and AMO theory—within the green building context. Our study responds to Vázquez‐Brust et al's (2022) call to include the “opportunity” dimension of AMO theory in the GHRM literature. This was done by integrating signaling theory, where our study provided the significance of communicating an organizational commitment to employees through GHRM initiatives.…”

Green human resource management and sustainable development performance: organizational ambidexterity and the role of responsible leadership

“…In terms of training, organizations focus on cultivating employees' sense of responsibility and enhance their communication skills with external stakeholders through various projects and opportunities, thus enhancing social recognition of the organization (Vázquez‐Brust et al. 2022). The social performance of employees is incorporated into the performance pay appraisal system to stimulate the motivation of employees to participate in social public welfare activities, enhance the adhesion between the organization and external stakeholders, promote mutual understanding between the organization and external stakeholders and thus enhance the legitimacy of the organization (Shepherd and Zacharakis 2003).…”