Green Human Resource Management practices: An Exploratory Study on Implementation and Stakeholder Influence

Abstract

Human activities have left a profound impact on the environment, leading to resource depletion and pollution, which in turn have aggravated environmental problems. The swift changes in manufacturing industries and the emergence of the fourth industrial revolution, known as industry 4.0, have given rise to numerous environmental issues. Consequently, organisations have grown increasingly concerned about addressing these pressing problems and challenges (Malik et al., 2020). In recognition of the growing importance of sustainability, the United Nations introduces, in its 1987 report titled "Our Common Future" or the Brundtland Report, the concept of sustainable development (SD). SD was defined as "development that meets the present needs without compromising the ability of future generations to meet their own needs" (Malik et al., 2020; Benevene et al., 2020). This implies that the objective is to improve current living conditions while ensuring the preservation of natural resources and ecosystems for the benefit of future generations. With the escalating concerns surrounding climate change, global warming, and mounting pressures from various stakeholders, sustainability has emerged as a focal point for organisations. In particular, top management recognises the significance of fostering sustainability within their respective organisations. Legal rulings, government appeals, UN initiatives, as well as pressures from shareholders and customers, further underscore the importance of sustainability (Paulet et al., 2021). In response to this mounting pressure, companies have begun adopting green practices, among which Green Human Resource Management (GHRM) practices play a pivotal role. GHRM integrates environmental considerations into the management of human resources. In this thesis, our focus centres on the analysis of five key GHRM practices: green analysis and job description, green recruitment and selection, green training and development, green performance management and appraisal, and green rewards and compensations. These practices are instrumental in cultivating a green workforce that not only appreciates and understands green initiatives but also exhibits pro environmental attitudes in both personal and professional domains. Despite the significance of GHRM practices, empirical research in this relatively new field remains limited. Moreover, the connection between stakeholder theory and the implementation of these practices has not been comprehensively examined. Thus, this thesis aims to contribute to the existing understanding of GHRM practices by exploring whether companies presently adopt these practices and whether stakeholders exert an influence on their implementation.