Based on the theoretical basis of green human resource management combined with qualitative methods, the author has identified 6 factors of GHRM that can impact the sustainability of bus
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LITERATURE REVIEW QQQ 2002000001 nh nh HH TH ke tk 11 2.1 Overview and summary of previous findingsS ch HH Hà 11
Descriptions of consfrUCfS 0000000121111 vn TH TH TH TH nà 27 1 Sustainable performance 2 Green analysis and job descripfiOnS cQQnnnnn nh TH HH HH key 29 3 Green recruitment and seleCfion cán HT nH* TH TH TH TH HH tệp 29 4 Green training 0 “dd aDD
Green analysis and job description Jing Yi Yong, Mohd-Yusoff Yusliza, Thurasamy Ramayah, Charbel Jose Chiappetta Jab!
Green recruitment and selection Dr Mohammed F Alharbi (2020)
Tauseef Jamal, Muhammad Zahid , José Moleiro Martins , Mario Nuno Mata, Haseeb Ur Rahman and Pedro Neves Mata (2021)
Green performance assessment Jing Yi Yong, Mohd-Yusoff Yusliza, Thurasamy Ramayah, Charbel Jose Chiappetta Jab!
Sagib Yaqoob Malik , Yukun Cao , Yasir Hayat Mughal , Ghulam Muhammad Kundi , Muc
Sagib Yaqoob Malik , Yukun Cao , Yasir Hayat Mughal , Ghulam Muhammad Kundi , Muc Hayat Mughal and T Ramayah (2020)
Sustainable Performance |Sagib Yaqoob Malik , Yukun Cao , Yasir Hayat Mughal , Ghulam Muhammad Kundi , Muc
2.3.2 Green analysis and job descriptions
Changes in the workforce and in the nature of employment themselves have increased the significance of job analysis Every level of the organizational structure will be aware of how it contributes to and adds value to the development of the product or service if the tasks and responsibilities of a particular position are clearly defined through job analysis Job analysis also makes sure that incumbents fulfill their responsibilities with the least amount of duplication and resource waste Numerous businesses have reported that job analysis boosts productivity, lowers expenses, enhances the organization's work environment, and increases administrative efficiency Therefore, in order to hire the best people, job analysis and job descriptions are crucial components
GRS is the process of attracting candidates who are committed or have a high potential to contribute to environmental issues linked with the organization GHRM practices consider green recruitment and selection an important component that helps identify green employees who exhibit green inclinations and helps develop a green culture Based on the studies carried out previously Finding talent is an extremely challenging and intricate process HR professionals face difficulties in attracting, hiring, and retaining a highly-skilled, knowledgeable, and creative team Being a green employer has gained relevance in recent times, and businesses utilize it as a tactic and tool to draw in top personnel Conversely, green selection refers to those who are devoted to and actively committed to supporting an organization's environmental management
Green training is a collection of planned exercises that motivate and excite staff members to learn about environmental protection and to take into account environmental challenges that are crucial to accomplishing environmental goals Employee awareness, expertise, and understanding in relation to environmental actions are enhanced through training According to researchers, it is imperative to guarantee that all employees of the company receive green training and educational programs It is also suggested that these training and educational programs should not be limited to the environmental departments inside the organization Employee training to ensure energy efficiency, waste and recycling management, green workspace analysis, and personal capacity building on green concepts and tactics As a result, it matters in strategies for organizational training and growth Businesses should incorporate courses, workshops, and conferences that might help workers grow and learn green skills They can also provide their staff with the opportunity to participate in environmental problem-solving initiatives Job rotation ideas must be used as a key element of training and career development methods in order to achieve these goals Considering the environmentally friendly elements of the training process 2.3.5 Green performance assessment
Green performance assessments have multiple purposes, including determining salaries, identifying strengths and weaknesses, and providing feedback to enhance operational competence and promote corporate growth They are essential for maintaining discipline and facilitating employee improvement Green performance assessment specifically focuses on evaluating employees’ environmental performance and providing feedback to encourage desirable behavior, Some companies even incorporate environmental goals and contributions into their performance assessment programs, particularly those with ISO 14001 certification Effective performance assessments offer valuable feedback and support continuous improvement in environmental achievements, especially when companies have pollution prevention goals and promote environmental innovations (Jabbour et al., 2010; Jackson et al., 2011) 2.3.6 Green human capital
The significance and importance of green human capital are also explained in the resource-based view (RBV) and how it helped firms attain sustainability and competitive advantage Considering the value of green human capital, explained that green human capital means assets of employees such as knowledge, skills, commitments, and creativity toward environmental protection Later on, confirmed that focusing on GHC helped to gain better output and a capable workforce Human capital is the most significant intangible asset as it enhances job satisfaction, the employees and the organization argued that training exercises could help develop green abilities Employees will have their GHC removed upon their resignation with this knowledge since it is embedded in them The company ought to make an effort to hold onto such funds
Green structural capital refers to non-human or intangible assets of an organization that demonstrate environmental concern and green innovation, such as organizational culture, capabilities, rewards systems, infor mation and knowledge management systems, and trademarks Previous studies have emphasized the importance of focusing on green innovation, organizational culture, information technology, supply chain, and green objectives for sustainable performance Additionally, research has shown that green information systems, ecological innovation, and intellectual capital contribute positively to green initiatives and sustainable performance.
2.4 Hypothesis development and Proposed Research model
Organizations are increasingly concerned with sustainability, and the HR function is positioned to assist in developing and implementing sustainability strategies (Cohen, Taylor, & Muller-Carmen, 2010) De Souza Freitas et al (2012) carried out a case study in a leading Brazilian company, and the results show that organizations seeking to achieve sustainability need the assistance of HR in designing a communication system that bridges the gap between practices and sustainable values Jackson and Seo (2010) also suggest that HRM is the solution for achieving environmental sustainability in an organization In order to give businesses a competitive edge over rivals, resources should be unique, uncommon, non-comparable, and non-substitutable, according to the RBV point of view According to (Allameh, S.M, 2018), human capital is rooted in employees when they switch jobs; this capital is also withdrawn from organizations Argued that training exercises could help develop green abilities Hence, human capital helps organizations to recognize their intangible assets and implement green activities ( Yusliza, M.-Y.; Norazmi, N.A.; Jabbour, C.J.C.; Fernando, Y.; Fawehinmi, O.; Seles,
2019 ) Later on (Jardon, C.M.; Dasilva, 2017), argued that human capital alone is not enough to bring sustainable performance for this purpose; structural capital is essential Moreover, ( Huang, C.L.; Kung, F.H., 2011 ) claimed that competitive advantage and sustainable performance could be achieved by structural capital Given this position, green HRM practices (green analysis and job description, green recruitment, green selection, green training, green performance assessment, and green rewards) and green human capital, green structure capital are proposed as tools for attaining business sustainability
Green analysis and job descriptions, to the best of our knowledge, have received little attention in terms of green HRM practices According to Jabbour's (2011) empirical findings, job descriptions play a crucial role in determining employee engagement in environmental management initiatives Additionally, the current job position structure facilitates the adoption of environmental knowledge within those organizations These results show that, even though job descriptions have an impact on employees’ engagement in environmental activities, it is uncommon for job analyses and descriptions to include environmental considerations Pfeffer (2010) emphasizes that there can be significant direct and indirect effects of HRM systems on the health and lives of employees, ranging from job design to stress brought on by long work hours As a result, in addition to pay and financial stability, organizations also take into account the social effects of their HRM systems as part of their sustainability strategy It has not yet been empirically investigated, though, if green analysis and job descriptions can result in sustainability
H1: Green analysis and job description is positively related to sustainability performance.
Although researchers use these terms interchangeably, green hiring is now known as green recruitment and selection This is the best criterion for drawing applicants Highlighted the beneficial relationship between green hiring and long-term success, especially financial performance, and how green HRM techniques inspired workers and improved businesses' ability to make money Various studies produced varying conclusions For example, ( Yusoff, Y.M.; Nejati, M.; Kee, D.M.H.; Amran, 2018) claimed that there was a positive correlation between sustainability and green hiring and selection However ( Pinzone, M.; Guerci, M.; Lettieri, E.; Redman, 2018 ) found no connection between sustainability and green hiring But ( Zaid, A.A.; Jaaron, A.A.; Bon) claimed that green hiring practices and sustainability are directly related, and that green HRM practices foster a culture of sustainability
H2: Green recruitment and selection have a positive effect on sustainability performance
Green training, also known as environmental training, is a significant investment, and businesses should offer on going training, claims Jabbour (2011) Researchers suggest that the provision of green training must be ensured along with educational programs to all employees of the firm, and these training(s) and educational programs must not be restricted to the organizational departments of the environment ( Calia, R.C.; Guerrini, F.M.; De Castro, M,2009 ) According to Ji, Huang, Liu, Zhu, and Cai (2012) as well as Liu, Li, Zhu, Cai, and Wang (2014), green training plays a significant role in encouraging employees to work toward environmental sustainability objectives in the Chinese context Businesses that invest more heavily in training tend to be more environmentally conscious and, as a result, perform more sustainably The authors advocate and recommend various green training and development practices, such as employees’ training for ensuring green analysis of workspace, energy efficiency, waste and recycling management, as well as the development of personal capacities on green concepts and strategies ( Ren, S.; Tang, G.; Jackson,2017 ; Calia, R.C.; Guerrini, F.M.; De Castro,2009 ; Daily, B.F.; Huang,2001 ; Aykan,2017 ) Hence, it is imperative to incorporate programs, seminars, and sessions that facilitate workforce development and acquisition of green skills into organizational training and development plans
H3: Green training is positively related to sustainability performance
Environmental incidents, the assignment of environmental responsibilities, and the dissemination of environmental concerns and policy are the main focuses of green performance assessment Nevertheless, it can be difficult for businesses to collect meaningful data on the environmental performance of their workforce and to measure environmental performance standards across departments Despite the challenges, performance assessment is still being used as an indicator to determine rewards and variable remuneration for employees (Jabbour, 2011) The use of environmental rewards
33 and recognition can be seen to have a significant impact on employee willingness to generate eco-initiatives (Renwick et al., 2013) On the basis of the empirical research, green performance management and compensation were related positively to all three dimensions of sustainability: economic performance (Longoni et al., 2016; Zaid et al., 2018), environmental performance (Guerci, Longoni, & Luzzini, 2016; Longoni et al., 2016; Masri & Jaaron, 2017; Yusoff et al., 2018; Zaid et al., 2018), and social performance (Zaid et al., 2018)
H4: Green performance assessment is positively related to sustainability performance
Human resources should be non-replaceable from an RBV perspective in order to give organizations a competitive edge As per (Allameh,2012 ) , employees lose their human capital when they change jobs, and organizations also lose this capital Outlined how a stronger emphasis on GHC would lead to larger green organizations because employees with greater environmental knowledge and awareness would be more competitive In order to give businesses a competitive edge over rivals, resources should be unique, uncommon, non-comparable, and non-substitutable, according to the RBV point of view Employees will have their GHC removed upon their resignation with this knowledge since it is ingrained in them The use of human resources has greatly aided sustainability ( Felin, T.; Foss, N.J.; Heimeriks, K.H.; Madsen,2012 ) It was mentioned that improving an organization's triple bottom line performance involves human capital ( Eisenstat,1996 ) Furthermore, it was discovered that employee green behavior and environmental knowledge were positively correlated ( Rayner, J.; Morgan, D 2018 ) Studies from the past have asserted a connection between sustainability and green human capital ( Chen, Y.-S.; Chang, C.-H 2013 )
H5: Green Human Capital has a positive effect on sustainability performance
Jardon, C.M.; Dasilva, A 2017 subsequently maintained that structural capital is necessary to achieve sustainable performance for this reason and that human capital alone is insufficient Furthermore, structural capital was asserted to be a means of achieving sustainable performance and competitive advantage (Huang, C.L.; Kung, F.H 2011) This promotes increased productivity, the development of new markets, and an improved company image Stated that there is a link between sustained performance and structural capital Additionally, it was reported that there was a positive relationship between structural capital and sustainability (Dal Mas, F 2019)
H6: Green Structural Capital has a positive effect on sustainability performance.
35 Figure 2.5 Summary of hypotheses testing
Conflict Green analysis an] Saqib Yaqoob Malik 1, Yukun Cao 1,*, Yasir Hayat Supported: B=0.016,
Job description Mughal 2 , Ghulam Muhammad Kundi 2, Mudassir Hay P=0.007
Mughal 3 and T Ramayah ( 2020) Not Supported: B=- Jing Yi Yong, Mohd-Yusoff Yusliza, Thurasamy 105, P=0.007 Ramayah, Charbel Jose Chiappetta Jabbour, Simone
Green recruitmentJing Yi Yong, Mohd-Yusoff Yusliza, Thurasamy Ramayal Supported: :b=0.109, and selection Charbel Jose Chiappetta Jabbour, Simone Sehnem, p = 0.478
Venkatesh Mani ( 2019) Suppoted=0.199, p 0.005 Tauseef Jamal , Muhammad Zahid , José Moleiro Martin Mario Nuno Mata,
Haseeb Ur Rahman and Pedro Neves Mata (2021) Consistent Green training Jing Yi Yong, Mohd-Yusoff Yusliza, Thurasamy Supported : b= 264 ,
Ramayah, Charbel Jose Chiappetta Jabbour, Simone Sehnem, Venkatesh Mani ( 2019 ) p