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Ecological environment issues put forward higher requirements for enterprises to assume environmental responsibilities, and stimulating employee green behavior (EGB) to practice the concept of green development is of great significance. EGB has become the focus of academic attention. EGB is divided into voluntary green behavior (VGB) and task-related green behavior (TGB). However, existing studies have not distinguished the impact mechanism of green human resource management (GHRM) on employee VGB and TGB. Based on self-determination theory and social identity theory, this study discusses how GHRM affects VGB and TGB. This study used a questionnaire survey and collected valid data of 228 employees from manufacturing enterprises in China for empirical analysis. Results show that GHRM positively affects VGB and TGB, environmental belief (EB) mediates the positive relationship between GHRM and VGB, and green organizational identity (GOI) mediates the positive relationship between GHRM and TGB. Theoretical contributions, practical implications, and future research are also discussed. [ABSTRACT FROM AUTHOR]

Prior scholarships have documented that green human resource management practices have performance enabling effects on a firm's green performance. However, there is a dearth of studies that empirically model the extent to which green innovation culture moderates the relationship between green human resource practices and the firm's green performance. To address this gap, this paper established two-fold objectives. First, to examine the effects of green human resource practices and green innovation culture on firm green performance. Second, to model the extent to which green innovation culture moderates the relationship between green human resource management and manufacturing firms' green performance in China. This was done using data obtained from an extensive scale survey of 300 employees in Chinese manufacturing firms located in the Jiangsu Province. The study suggests that green human resource management practices which include recruitment and selection, training and development, performance management and appraisal, reward and payment, and employee involvement and leadership have a significant effect on green or environmental performance. The study also suggests that green innovation which includes green product innovation culture and green process innovation culture enhances firm green performance. Our paper further suggests that firms that integrate green human resource management practices and green innovation culture are associated with higher green performance than firms that practice green human resource management only. [ABSTRACT FROM AUTHOR]

The paper attempts to explain how green training, an important human resource function, influences green creativity in the handicraft organisations. The mediating role of green dynamic capabilities and the moderating role of resource commitment are also examined. A survey of 211 handicraft managers is conducted to test the proposed hypotheses, followed by a qualitative approach in which cases of two handicraft organisations are examined. The findings of the study indicate that green training influences the organisations green creativity both directly and indirectly and that green dynamic capabilities further influence the green creativity indirectly via the moderating role of resource commitment to producing superior creative outcomes. The study is the first to assess green creativity as an outcome of green training. The mixed-methods approach used in the study helps in a better understanding of the proposed relationships, thereby developing the existing theory on green training, green dynamic capability and green creativity. • Green training as an important human resource function to influences the green creativity of workers. • Green dynamic capabilities as mediator. • Moderating role of resource commitment is also determined. • A mixed-method approach is used in the study. [ABSTRACT FROM AUTHOR]

There is a growing awareness of green human resource management (GHRM) in the environmental sustainability research in hospitality and tourism literature. The extant literature also delineates review studies about GHRM. Despite the existence of these studies, there is still a paucity of research about a parsimonious model that includes the underlying mechanisms linking GHRM to multiple pro-environmental behaviors. In view of such a gap, using the ability-motivation-opportunity framework, social exchange theory, social information processing and reformulation of attitude theories, and the happy-productive thesis as the theoretical underpinnings, our study proposes a conceptual model of GHRM. Specifically, our study links GHRM to organizationally valued pro-environmental behaviors such as task-related pro-environmental behaviors, proactive pro-environmental behaviors, green recovery performance, and green voice behavior through the mediating roles of work engagement and job satisfaction. In addition, our search of the relevant literature highlights eight indicators of GHRM such as green selective staffing, green training, green empowerment, green rewards, green career opportunities, green teamwork, green work-life balance, and green participation in decision making. Theoretical contributions and avenues for future research are discussed in the paper. [ABSTRACT FROM AUTHOR]

The topic of green human resource management has attracted considerable attention during this last decade. Despite this interest little research has been conducted with the aim to explore the effect of practices in achieving workplace goals in environmental sustainability. Using conditional process analysis (n = 221), this study tested a moderated-mediation model in which employee environmental satisfaction was expected to increase the indirect effect of green human resource management practices on individual environmental performance through perceived organizational support for the environment. The results reveal that (1) training is the best green human resource management practice in predicting individual environmental performance and (2) perceived organizational support for the environment only increases the effect of individual environmental performance when employees are highly environmentally satisfied with organizational environmental engagement. Through findings this study contributes to the emerging literature on green human resource management and has practical implications for organizations seeking to achieve environmental performance. • Organizational support transmits practices' effect on individual performance. • Not all green practices have equal influence on individual environmental performance. • Training is the most influent practice to foster individual performance. • High environmental satisfaction strengthens green human resource management effects. [ABSTRACT FROM AUTHOR]

• The 'human side' of more sustainable hospitality management is approached. • Direct relationship between green training and environmental performance is explored. • Mediating effect of green competencies between green training and performance. • Mediating effect of environmental management maturity between green training and performance. • Moderating effect of environmental commitment between environmental maturity and performance. Green training is considered as crucial factor in green human resource management, stimulating environmental performance in an organisation. However, the effects of environmental training on the performance of organisations in the hospitality industry have so far been under-studied. At the same time, hospitality industry in India has attracted significant attention, and therefore deserves to be studied further. This study explores the mediating effects of green competencies and proactive environmental management maturity as well as the moderating effect of environmental commitment. In order to conduct empirical analysis, a survey instrument is developed for data collection. The results indicate the following relationships: (a) a positive and significant relationship between green training and environmental performance; (b) a mediating effect of green competencies; (c) a mediating effect of proactive environmental management maturity; and (d) a moderating effect of environmental commitment. This work provides insights towards the 'human side' of transitioning towards sustainable hospitality management. [ABSTRACT FROM AUTHOR]

• The indirect and interactive effects of GHRM practices on environmental performance. • Interaction of training and employee involvement affects environmental performance. • OCBE mediates effects of training and performance management on environmental performance. • This study is the first to examine these effects in the hotel industry. Previous studies have paid little attention to the links between green human resource management (GHRM) and environmental performance, especially examining an interaction and mediation analysis in the hospitality management. Therefore, the study bridges this research gap by extending the Ability-Motivation-Opportunity theory to explore the direct, indirect, and interactive roles of GHRM practices. A survey of 220 respondents at hotels suggests that: (1) training and employee involvement are critical tools in directly stimulating employee commitment and organisational citizenship behaviour towards the environment (OCBE), and hotels' environmental performance; (2) OCBE plays an essential role in mediating the effects of training and performance management on environmental performance; and (3) the vital interaction of training and employee involvement significantly strengthens environmental performance. However, unexpected results are found: (1) performance management is an unimportant consideration in analysis of direct and interactive influences and (2) employee environmental commitment does not mediate the GHRM-environmental performance relationship. [ABSTRACT FROM AUTHOR]

The slow and inefficient environmental performance of universities is drawing the attention of scholars towards behavioural change in employees rather than just relying on technological upgrades. Drawing upon the Ability-Motivation-Opportunity (AMO) theory, the purpose of this study is first to examine the influence of Green Human Resource Management (HRM) practices (green competence building practices, green motivation enhancing practices, and green employee involvement practices) on the organisational citizenship behaviour towards the environment (OCBE) of academic staff and, in turn, its impact on the environmental performance. Second, the mediating impact of OCBE between each of Green HRM practices and environmental performance is assessed. The data were collected from September until November 2017 on two campuses of a renowned public research university in Malaysia. Using quantitative research design, a structured questionnaire was used among the academic staff of the university. Convenience sampling was used to select the respondents from both campuses, and the Partial Least Squares (PLS) modelling technique was used to analyse the data, which comprised 122 respondents. Overall findings showed that three sets of Green HRM practices based on the Ability-Motivation-Opportunity framework had a significant impact on OCBE. Furthermore, OCBE had a significant relationship with environmental performance. For the mediation analysis, the results showed that OCBE exhibited by academic staff acted as a means through which the Green HRM practices of a university can positively influence the environmental performance of a university campus. The originality of this study rests in shedding light on Green HRM practices in the higher education sector and highlighting the critical role of academic staff's environmentally friendly behaviour for improving the environmental performance of a university. Image 1 • An empirical investigation of the relationship between Green HRM practices, OCBE and environmental performance was explored. • The Ability-Motivation-Opportunity Theory was used as a theoretical foundation. • Green HRM practices was found to have a positive relationship with OCBE and in turn, influenced environmental performance. • OCBE mediates the relationship between Green HRM and environmental performance. [ABSTRACT FROM AUTHOR]

According to the resource-based view (RBV), an organization can be viewed as a collection of human, physical and organizational resources. These resources are valuable and inimitable, and are the main source of sustainable competitive advantage and sustained higher performance. Green human resource management (GHRM) practices help organizations to obtaina competitive advantage and align business strategies with the environment. In the same way, increases in environmental awareness and strict implementation of international environmental regulations havea greater impact on business sustainability. Environmentalism and sustainability are becoming more of a concern for organizations. For this reason, green human resource managementpractices and green intellectual capital are the main elements of business sustainability. Based on the resource-based view and intellectual capital-based view theory, this study investigated the impact of GHRM practices and green intellectual capital on sustainability, using cross-sectional data. The results show that the two dimensions of GHRM practices (green recruitment and selection, and green rewards) and green intellectual capital (green human capital, green structural capital and green relational capital) have a positive effect on a firm's sustainability. GHRM practices and green intellectual capital have a positive role in this model. Practitioners, scholars and academics all may take benefits from the findings of this study.Limited variables andemerging and developingeconomies were the scope of this study. Future studies could investigate and explore the impact of green HRM practices and the role of management and stakeholder pressureonnew areas of sustainability. [ABSTRACT FROM AUTHOR]

Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments. [ABSTRACT FROM AUTHOR]

Drawing on the upper echelons theory and targeted at Chinese coal enterprises, this research examines the interactions of commitment to human resource management on green creativity, and discusses the mediating mechanism of green human resource management (GHRM) between them. The results show that commitment to human resource management indirectly affects the enterprise of green creativity, while GHRM intermediates the process. Environmental regulation positively regulates the relationship between commitment to human resource management (COHRM) and GHRM, as well as the intermediary role of GHRM in the relationship between COHRM and green creativity. This study provides an important reference value for the research of GHRM in China and offers practical enlightenment for the manufacturing and coal industry enterprises to carry out environmental management and achieve sustainable development. [ABSTRACT FROM AUTHOR]

Based on natural resource-based theory, we examined how firms' environmental strategies and environmental reputation depended on their green human resource management and discretionary slack. From the perspective of human resource management, we hypothesized that proactive environmental strategy predicted firms' environmental reputation through the mediation of green human resource management. We further proposed that slack resources, which can be used discretely by managers for environmental management, enhanced the hypothesized relationships. Using data from firms in environmentally sensitive industries in eastern China, we provided empirical support for our hypotheses. The findings highlight the vital roles played by managers and green human resource management in implementing firms' environmental strategies and promoting firms' environmental reputation. [ABSTRACT FROM AUTHOR]

Over the past few years, organisations have faced pressure from stakeholders to adopt environmentally friendly business practices, where it is becoming critical to identify green practices that boost sustainability. Despite green human resource management receiving significant interest from scholars, studies related to green practices remain limited, and are still emerging in a developing countries context. This paper aims to assess the level of implementation of green human resource management practices in Palestinian healthcare organisations, and their impact on sustainable performance in this important service sector. A mixed research approach was adopted by conducting 14 semi-structured interviews with human resource managers, operational managers, and chief executive officers within a range of areas in the healthcare sector in the West Bank. A survey was used as a quantitative tool for data collection from 69 respondents who have been using green human resource management practices at different managerial levels. Partial least squares structural equation modelling was used for data analyses. The findings revealed that green human resource management practices were implemented at a moderate level, where the overall mean of implementation was 2.42 on a scale of 5. Moreover, sustainable performance was achieved at a high level, 3.42 on a scale of 5. Identification and prioritisation of green practices were applied, where the most influential practices were 'green hiring', and 'green training and involvement'; the least influential green practice was 'green performance management and compensation'. In addition, the path coefficients test revealed that green human resource management practices had a positive influence on sustainable performance, where environmental sustainability had the highest path coefficient of β = 0.478; the lowest impact from social performance measured β = 0.372. This study provides scholars with a better understanding of green human resource management practices in a developing countries context, with empirical evidence of the role of green human resource management practices, in a bid to enhance employee behaviour towards sustainable performance. A framework was developed to provide policy makers with set guidelines on how to influence and implement green human resource management practices for maximised sustainable performance. Image 1032576 • A lack of studies on green human resource practices in the healthcare sector. • Investigating the effect of green practices of employees on sustainable performance. • Level of implementation of the GHRM bundle practices was assessed. • A positive correlation between green human resources practices and sustainability. • Developing a conceptual framework for implementing the green practices of employees. [ABSTRACT FROM AUTHOR]

• Green transformational leadership influences green human resource management (GHRM) practices. • Green innovation predicts environmental performance. • Green innovation mediates the influence of GHRM practices on environmental performance. Drawing upon the resource-based view and the ability-motivation-opportunity theory, we examined how green human resource management interplays on to the linkages amongst green transformational leadership, green innovation and environmental performance. Using a survey questionnaire, we collected triadic data from 309 manufacturing sector small and medium-sized enterprises (SMEs). We used covariance-based structural equation modeling (SEM) to examine hypotheses in this study. Results of the study suggest that green HRM practices mediates the influence of green transformational leadership on green innovation. We also found that green HRM indirectly through green innovation influences firm's environmental performance. Overall, the findings of our study support all hypotheses of direct and indirect effects and have several theoretical and practical implications. Finally, our study significantly advances theory and suggests that HRM-performance relationship neither depends upon the additive effect of green transformational leadership and green innovation as antecedent and mediator, respectively, nor on their interactive effect but a mix of both combinational forms (ie., additive and interactive) to affect firm environmental performance. Overall, our study contributes and advances the previous studies wherein in leadership plays critical role to influence the HRM practices and that in turn to predict green innovation in the organization. [ABSTRACT FROM AUTHOR]

The global need to preserve ecology has propelled the green movement across the globe. An emerging managerial challenge for all organizations is to protect natural resources by reducing their negative impact on the environment and increase sustainable performance. Greening is the need of the age to conserve natural resources. This study investigates the impact of green human resource management practice-i.e., green hiring-on the sustainable performance of public and private healthcare organizations. A quantitative research approach was used for data collection. Scale survey of 160 responses was gathered from public and private healthcare organizations. Partial least square-structural equation modeling was used for data analysis. The study results suggest that green recruitment has a positive and significant impact on environmental performance, economic performance, and social performance. Path coefficients test also revealed that green performance management and compensation significantly mediate the relationship between green hiring and sustainable performance of public and private healthcare organizations. This study is helpful for organizations in adapting GHRM practices that will benefit the organizations in all ways. This study also provides a better understanding to policymakers on how to promote GHRM practices and increase sustainability in organizations.

Green human resource management (GHRM) in the environmental management of organizations has gradually become a key issue in academic circles, and its impact on employees' green behavior has received increasing attention. However, few studies have explored its impact from the perspective of information delivery. Based on an analysis of the literature, this research discusses the influence route of five types of GHRM practices (employee life cycle, rewards, education and training, employee empowerment, and manager involvement) on employee green behavior in the workplace and the mediating effects of information needs based on the technology acceptance model. Using cross-sectional survey data from enterprises in the People's Republic of China, the proposed theoretical model was tested and the results showed that employee life cycle, education and training, employee empowerment, and manager involvement all significantly affect the in-role and extra-role green behavior of employees positively, while rewards only significantly predict extra-role behaviors. Information need plays a mediating role on the influence route of the employee life cycle, education and training, and manager involvement on the green behavior of the employees in the workplace. [ABSTRACT FROM AUTHOR]

The increasing interest in sustainability has led to the emergence of a new research focus in the field of human resource management (HRM). HRM scholars have recently begun to explore how HRM might contribute to sustainable outcomes and coined the term 'sustainable human resource management'(S-HRM). In this bibliometric review, science mapping tools were used to examine 475 Scopus-indexed documents on S-HRM. The objectives of the review were to analyze the size, evolution, and regional distribution of this knowledge base, identify key journals, documents, as well as authors, examine the intellectual structure of this literature, and highlight topical trends. The review revealed a knowledge base that is still in the emergent phase, with a global scope but a concentration in Western developed societies. Four Schools of Thought emerged within this field. This review hopes to guide a new generation of S-HRM scholars by providing an overview of the current status of the knowledge base. [ABSTRACT FROM AUTHOR]

Responding to environmental challenges is a new manifestation of innovation for organizations, which enables firms to gain competitive advantages by conducting innovative activities for not only themselves, but also for the whole society. In this context, much attention has been paid to "green creativity." However, few studies have explored the impact of green creativity from the perspective of interactions between individuals and organizational contexts. Therefore, we aimed to explain the variance in employees' green creativity by examining three factors outside the organizational context: transformational leadership, green human resource management (GHRM), and individual factors including employees' green passion. Drawing from the ability–motivation–opportunity theory, we found that transformational leaders can inspire employees' green passion through influencing GHRM, and ultimately positively affect employees' green creativity. Data collected from two sources (employees and human resources managers) in medical firms in northeast China at two time points demonstrated the important effects of transformational leadership, GHRM, and employees' green passion on green creativity, thus offering new theoretical insights and practical suggestions. [ABSTRACT FROM AUTHOR]

The growing role of sustainable development and, above all, its ecological aspect, in the development of modern company competitive edge leads to the popularization of the question of incorporating environmental practices into the area of human resource policy, referred to as Green HRM. The objective of the research was to identify pro-environmental HR practices embraced by young Polish enterprises and to prioritize them in accordance with their effect on company sustainable development. To attain these goals, a survey was conducted among a random, representative population of 150 young enterprises. The study revealed that the Green HRM concept in the Polish reality is relatively. However, there is a strong positive correlation between the evaluation of the impact of individual activities within Green HRM on sustainable company development and their practical implementation. Research demonstrated that the higher the evaluation of the impact of a given activity, the more frequent its implementation in the studied companies. This allowed the formulation of the following conclusion: in order to increase the scope of the implementation of the Green HRM concept in Polish young enterprises, it is necessary to raise awareness and disseminate knowledge concerning the impact Green HRM can have on sustainable development in organizations. [ABSTRACT FROM AUTHOR]