Final project major business research methods 4

Human resource Green Intellectual Capital Green analysis and job description Green recruitment and selection Green training Green performance assessment Green human capital Green structu

Supervisor: Cao Quéc Viét, Ph.D

Class: ADC04

Code: 23C1MAN5021310

Group: | Members: Lé Long Cuong - 31221025064

Lê Minh Đức - 31221024204

Hà Thụy Hãng Nga - 31221022211

Vũ Hoàng Thanh Trúc - 31221020941 Ngô Anh Tú - 31221026652

Ho Chi Minh City - 2023

DECLARATION

We hereby declare that the thesis is a research work to our own rescue The data in this topic are collected and used individually in an honest way The research results presented in this thesis are no copy of any thesis and have not been presented or published in any other previous research work

TABLE OF CONTENT

Human resource Green Intellectual Capital Green analysis and job description Green recruitment and selection Green training

Green performance assessment Green human capital Green structural capital Green relational capital Sustainable Performance

LIST OF FIGURES

Figure 2.1 Empirical result summary of prior research

Figure 2.2 Research variables model

Figure 2.3 Measurement item & sources

Figure 2.4 Proposed research model

Figure 2.5 Summary of hypotheses testing

Figure 3.1 Constructs/items used in the research questionnaire

Figure 3.2, Conducted research plan

From a resource-based perspective, human resources are considered firm-specific resources These cannot be easily copied by competitors and can create a unique competitive advantage for your company Against this background, it is thought that collaboration between human resources and environmental issues in companies may have a synergistic effect To differentiate themselves from competitors, companies often invest in practices such as unique differentiation practices and the internalization

of values and attributes associated with management This means everything from recruiting environmentally conscious employees, to investing in selection processes that assess candidates’ commitment and consistency with people and the environment,

to training that makes clear a company's environmental and social commitments and desired attitudes This is reflected in a series of measures ranging from the provision

of and performance reviews and rewards that add value to the company's sustainable goals Furthermore, this workforce must be able to demonstrate a "green culture" and provide society with products and services that are focused on the sustainability of the planet In other words, green human resource management (HRM) is a trend

Green HRM 1s still in the early stages of development, with some companies following green practices and others using green HRM as a human resources strategy that supports pro-environmental corporate management Conversely, firms without a comprehensive program of green HRM have potential limitations, resulting in ineffective environmental management

Environmental human resource (HR) practices help enhance processes by improving efficiency, eliminating environmental waste, and fostering green behavior, resulting in greater efficiency and cost reduction Whether a company's desire to become sustainable is supported and/or influenced by green HRM practices such as green analysis and job descriptions, green recruitment and selection, green performance assessment, green human capital, and green structural capital, green relational capital It's still unknown

Besides, a robust relationship between GIC and business sustainability, and the results highlighted a significant relationship in emerging economies This study

suggests that business sustainability depends on GIC Green intellectual capital encourages organizational transformation, continuity, and achievement in consistently growing industries, and it is a significant measure of a company’s competitiveness for

a knowledge-based economy These strengths build upon the firm’s human capital and other modes where knowledge is mutually ingrained in the organization holistically Therefore, indicated by the improvement in unique innovations, intellectual capital embodies a crucial foundation of profound innovation

Sustainability performance is considered a new age trend This also motivated the research team to choose the topic “ GHRM and GIC affect sustainable performance: Analyzing factors and specific evidence of influence that comes from organizations in Viet Nam" The research team aims to bring a practical perspective

on the role of green human resource management and green intellectual capital in organizational sustainability

1.2 Research objective

1.2.1 Overall objective

Analyzing, evaluating, and testing the green human resource management (GHRM) practices and green intellectual capital (GIC) in enhancing sustainability in manufacturing organizations

e The third objective is to analyze, evaluate, and test the impact of the Green training on the sustainability performance of companies in VietNam

e The fourth objective is to analyze, evaluate, and test the impact of Green performance assessment on the sustainability performance of companies in VietNam

e The fifth objective is to analyze, evaluate, and test the impact of Green Human Capital on the sustainability performance of companies in VietNam

e The sixth objective is to analyze, evaluate, and test the impact of Green Structural Capital on the sustainability performance of companies in VietNam

e The final objective is to analyze, evaluate, and test the impact of Green Relational Capital on the sustainability performance of companies in VietNam

1.3 Research problems

The substantial focus on achieving corporate sustainability has necessitated the implementation of green human resource management (GHRM) practices Green human resource management (GHRM) practices can help organizations align their business strategies with the environment The purpose of this paper is to reveal the industries’ perspective of the impact of GHRM practices (1.e green analysis and job descriptions, green recruitment and selection, green training, green performance assessment) and GIC (green human capital, green structural capital, and green relational capital)

CHAPTER 2: LITERATURE REVIEW

2.1 Overview and summary of previous findings

Organizations believed their operations had very little effect on the environment The depletion of resources and pollution were the outcomes of this insignificant viewpoint and behavior Businesses then adopted environmental obligations and adhered to conserving nature as a result of an increase in environmental challenges Previous studies have established a connection between corporate sustainability and higher profits as well as lower costs for materials, energy, water, and waste These research also linked lower recruiting and attrition costs, higher worker productivity, and a decrease in both operational and strategic risks for corporations Besides that, organizations and the business community have come to the realization that people are the core of all activity This has transformed the business landscape and given rise to corporate sustainability, which, by implementing

a "green" strategy, generates long-term value for a variety of stakeholders, including customers and staff This strategy prioritizes the environment by taking into account all aspects of corporate operations and their effects on the social, cultural, economic, and environmental spheres It also takes into account green hiring and selection practices, green training, compensation and benefits, and employee involvement

In recent years, an increasing number of businesses are implementing sustainable practices, which are heavily impacted by people Humans who have a positive attitude toward the environment and a sense of responsibility for their actions that may have an impact on the environment are the only ones that carry out green- oriented management practices Green human resource management (GHRM) practices range from the hiring of employees with environmental awareness to investing in selective processes that evaluate a candidate's commitment and coherence with respect to people and the environment (Saeed et al., 2018), offering training that clarifies the company’s environmental and social commitments and desired postures, and performance evaluations and rewards that give value to the company’s sustainable goals (Gholami, Rezaei, Saman, Sharif, & Zakuan, 2016; Yong, Yusliza, Ramayah, & Fawehinmi, 2019) are important In short, GHRM, or green human resource management, is popular Furthermore, GHRM plays a critical role in the establishment

of environmentally friendly policies and standards within enterprises The authors contend that in order to achieve corporate sustainability, some components must be provided by GHRM practices Because of this, current research highlights the value and potential of GHRM in attaining business sustainability However, especially in this new area of study, there is scant evidence in the scholarly literature that confirms the link between GHRM practices and business sustainability

Green HRM is still in the early stages of development, with some companies following green practices (Jain & D'lima, 2018) and others using green HRM as a

human resources strategy that supports pro-environmental corporate management (Bombiak & Marciniuk-Kluska, 2018) Further, Jackson and Seo (2010) state that firms that are proactive in terms of “greening” may be more productive, resulting in competitive advantage Conversely, firms without a comprehensive program of green HRM have potential limitations, resulting in ineffective environmental management (Renwick, Jabbour, Muller-Camen, Redman, & Wilkinson, 2015) By increasing productivity, reducing environmental waste, and encouraging environmentally friendly behavior, environmental human resource (HR) strategies contribute to process enhancement and cost savings The question of whether green HRM practices, such as green analysis and job descriptions, green recruitment, green selection, green training, green performance evaluation, and green rewards, support and/or impact a company’s goal to become sustainable remains unsettled

In addition, Examining the relationship between sustainability and green intellectual capital (GIC) is crucial given the growing worldwide awareness of environmental issues The GIC creates environmental-friendly, pro-environment, and corporate culture-friendly programs GIC has demonstrated its dedication to protecting the environment and promoting environmental care by embracing § sustainable development and the green culture (GC) (Paill et al., 2014; Roscoe et al., 2019) GIC

is a novel idea for organizations and has a big influence on how companies create value

The social, economic, and environmental performance are the three facets of the sustainability triple bottom principle The ability to maintain the aforementioned three aspects of a human system over time is referred to as sustainability, and these three pillars are mutually supporting Most of the material that is currently available focuses on the economic and environmental aspects of sustainability; however, there

is scant evidence in the literature about the social side of sustainability In addition, it was said that there is a two-way or circular relationship between the social dimension

of society and the social attribute or dimension of a corporation A human system's ability to maintain social sustainability is said to be founded on a number of moral precepts, including justice, equity, fairness, and participation The social sustainability characteristic of society and business is linked to GHRM and GIC

Asserted further that a particular growth standard that equally favors social, environmental, and economic factors is desperately needed The concepts and real- world applications of sustainable development, which aid organizations in achieving sustainability, are not well documented in the literature or other available data Later

on, discussed the value of a company’s proactive environmental strategy and environmental reputation from the perspective of the natural resource-based view theory (NRBY) It

improves environmental performance, eco-innovation, reputation, and business performance The implementation of human resources management practices was crucial in achieving organizational sustainability They added that in order to be sustainable, modern human resource management practices needed to have a long- term focus Additionally, they said that these practices needed to satisfy the needs of all parties involved in the business, including stakeholders Modern green HRM and GIC practices help to ensure performance that is socially, economically, and environmentally sustainable in order to achieve this goal The company's environmental performance relates to the creation of environmentally frendly products, while its social performance relates to how well it manages and controls its human resources

2.2 Theoretical background

An organization can be thought of as a collection of organizational, human, and physical resources, according to the resource-based view theory (RBV) Examples include brand names, in-house knowledge, skilled manpower, efficient procedures, and machinery and trade contracts These resources are valuable, rare, and cannot be easily imitated by others Possessing such resources provides strategic competitive advantage over competitors in the marketplace (Wemerfelt, 1984) Businesses have a variety of assets, and these assets are very important to them because they allow them

to compete and survive in the marketplace Buildings, machinery, products, and other tangible assets are examples of tangible assets; intangible assets are other types of assets are trademarks and goodwill, but among these resources, intellectual capital and human resources are the most crucial ones Further, in the literature on strategic management, the applications and implications of RBV have led to an increased convergence of strategic HRM and strategic management in general (Wright et al., 2001) Without these resources, no organization obtains competitive advantage The significance of HR practices and sustainability has been emphasized by scholars’ growing focus on sustainable strategy Using the RBV lens, Jabbour and Santos (2008) show how HR practices and organizational sustainability are related In a similar vein, Jackson and Seo (2010) claim that businesses that focus on greening their human resources may see increases in productivity and a gain in market share A key function of HRM is to find sustainable organizations Managers are focused on human attributes that contribute to firms’ sustainability due to various factors such as institutional and societal pressures, evolutionary processes, regeneration, organizational competitiveness, and the desire to optimize natural resources whenever possible (Sehnem, Vazquez-Brust, Pereira, & Campos, 2019) focus managers on human attributes that contribute to firms’ sustainability (Macke & Genari, 2019) Strict policies regarding natural resources are established for HR departments (Renwick et al., 2015) Intellectual Capital-based View (ICBV) theories by Reed et al (2006) were used in this study Generally, ICBV concentrated on intangible or intellectual resource measurement which categorizing them in three classifications namely human capital, structural capital and relational capital

Figure 2.1 Empirical result summary of prior research

Modera - Year | Article title Authors Sou nee Independent title variable ting Dependent variable Types of research Result

variable

2019 | Pathways Jing Y1 Business | Green Sustainabilit | Quantitative] H1: Green analysis a towards Yong, Mohd-| Strategy | analysis and y description => sustai sustainability | Yusoff and the | job (b =-.105, p=.180)

in Yusliza, Environm | description supported manufacturing) Thurasamy | ent Green H2: Green recruitme orgamizations: | Ramayah, recruitment sustainability (b= 2¢ Empirical Charbel Jose Green reward <.01): supported evidence on | Chiappetta Green H3: Green selection the role of Jabbour, performance sustainability (b = - green human | Simone assessment 472): not supported resource Sehnem, (Green H4: Green training = management | Venkatesh performance sustainability (b = 2

Mani evaluation) 0.1): supported

Green HS: Green performai selection assessment => sustai

Green training

(b = 009, p = 484):

supported H6: Green rewards = sustainability (b = 0

= 325): not supporte

ent

Green selection and recruitment, Green training and development, Green

assessment

rewards, Green human resource

= 003): Accepted HIlc: Green assessm‹ rewards => sustainal performance (b = 0(

= 113): Reject

Green H1d: Green Rewards Rewards (b = 0.799, p < 0.01)

Accept

2022 | Green Human| Awwad Saad | Frontiers | GHRM GI Sustainable | Quantitative] H1: GHRMP => SP Resource Awwad AI- [in practices performance, 0.277, p = 0.000): su Management |Shammari, | Environm | (Green hiring, Green H2: GHRMP => GI and Shaher ental Green training innovation 08136, p = 0.000): s1 Sustainable | Alshammrei |Science | and H3: GI => SP (b=0 Performance |, Nishad involvement, = 0.000): supported with the Nawaz, Green H4: GHRMP => GI mediating role| uhammad performance (b = 0.078, p = 0.00

of green Tayyab management supported Innovation: A and

Perspective of| compensation

technological G

era

management

system, and green recruitment)

organizati onal sustainabil

ity,

employee behavior

Sustainability performance

Quantitative

IH1: GHRM => Susta Performance (b = 0.3 0.000): supported H2: Organizational Performance Sustainz

=> Sustainable Perfo: (b = 0.520, p = 0.000 supported H3: GHRM => Organizational Sustai (b = 0.758, p = 0.000 supported H4: Employee Behav Sustainable Performa 0.137, p = 0.000): suy H5: GHRM => Empl Behavior (b = 0.774, 0.000): supported H6: Organizational Sustainability => GH Sustainable Performa supported H7: Employee Behav GHRM => Sustatnab Performance: not sup

2019 JA structural M-Y Journal of green Sustainable Quantitative [H1: GIC => Econom model ofthe Yusliza,, JinglCleaner intellectual performance Performance (b = 0.2 impact of Yi Yong , M |Production capital 0.003): supported green Imran Tanveer| H2: GIC => Envirom intellectual , I Ramayah , Performance (b = 0.2 capital on Juhari Noor 0.001): supported sustainable Faezah, Zikri IH3: GIC => Social performance Muhammad Performance (b = 0.2

2020

INexus between Hafeez Ullah

IT capability & Zhuquan

and green Wang &

intellectual § Shahid Bashir

capital on & Abdul

sustainable Razzaq Khan

businesses: & Madiha

evidence from Riaz &

emerging Nausheen

economies Syed

Intal Science land

structural capital (GSC), and green relationship capital (GRC)

[Business sustainability

=> business sustainat

= 0.210***, p = 0.006 0.01): supported H3: Green structural :

=> business sustainat

= 0.107***, p = 0.006 0.01): supported H4: [T*GHC

=>business sustainability (b :

Ip = 0.000 < 0.01): no supported

Business Maliza capital (GRC))

Sustainability? Delima;

Evidence from Samad,

the Malaysian Sarminah

in Mohammed capital, Green H1c: GHC => SP (b: Manufacturing A Al Doghan, rational Ip < 0.01): supported Industries Bahadur Ali capital) IH2a; GSC => EP (b=

Soomro Ip < 0.01): supported

0.309, p< 0.01): supy H2c; GSC => SP (b=

<0.01): supported

H3a: GRC => EP (b:

Ip < 0.01): supported H3b: GRC => ENP (1 0.202, p< 0.01): supy H3c: GRC => SP (b=

Ip < 0.01): supported H4a: GHC => GC (b

Ip < 0.01): supported H4b: GSC => GC (b

Ip < 0.01): supported H4c: GRC => GC (b

Ip < 0.01): supported H5a: GC => EP (b =

< 0.01): supported H5b: GC => ENP (b

Ip < 0.01): supported H5e: GC => SP (b =!

= 0.462): not support: Hóa: GC => GHC =>

=0.109,p< 0.01): su Hób: GC => GSC =>

=0.113,p< 0.01): su Hóc: GC => GRC => 0.029,b=0.721): nơi supported

Figure 2.2 Research variables model

Green Green t Green Green | Green | Green (

cà cà analysis | recruitmen

description] — selection assessment Pathways towards SaqIb Yaqoob

Sustainability in Malik, Yukun Cao,

Organizations: Yasir Hayat

Empirical Evidence | Mughal, Ghulam

on the Role of Green| Muhammad Kundi,

Human Resource Mudassir Hayat x x x x

Management Mughal and T

Practices and Green | Ramayah

-Intellectual Capital

Do green human Noor Ullah Khan,

resource Mansoor Nazir

management Bhatti, Asfia Obaid,

practices contribute | Abdul Sami, Abrar

to sustainable Ullah x x x

performance in

manufacturing

industry?

Green Human Awwad Saad

Resource Awwad Al-

Management and Shammari, Shaher

Sustainable Alshammrei

Performance with the | , Nishad Nawaz,

mediating role of uhammad Tayyab

green Innovation: A

Perspective of new

technological era

The Mediating Effect | Mohamad A.S

of Organizational Alenzi, Amar

Sustainability and Hisham jaaffar,

Employee Behavior | Mohammad

onthe Relationship | Khudar,

between GHRM and

Sustainable

Performance in Qatar

sustainable Ramayah , Juhari

performance Noor Faezah , Zikri

Muhammad

Multidimensional Hafeez Ullah &

perspective of green | Zhuquan Wang &

financial innovation | Muhammad Mohsin

between green & Wetying Jiang &

intellectual capital on | Hasnain Abbas

sustainable business:

the case of Pakistan

Nexus between IT Hafeez Ullah &

capability and green | Zhuquan Wang &

intellectual capital on | Shahid Bashir &

sustainable Abdul Razzaq Khan

businesses: evidence | & Madiha Riaz &

from emerging Nausheen Syed

economies

Green Intellectual Nadia Abdelhamid

Capital and Abdelmegeed