Role of Green Human Resource Management (GHRM) to Achieve Sustainable Construction Industry

Abstract

The construction industry significantly impacts on environmental degradation, although it plays a crucial role in economic growth. Thus, construction companies are under increasing pressure from stakeholders such as government, public entities, and competitors. During the last two decades, sustainable construction has been successful to some extent in maintaining a harmonious partnership between the natural and built environments. However, previous studies have highlighted many challenges to sustainable construction in developing countries, which are categorised as employee-centric issues, government-related issues, and cost and time-based issues. The majority of these issues were related to employee competencies, knowledge, awareness, and could lead to many operational disturbances over the course of construction projects. In order to overcome employee-related sustainable construction challenges, this study developed a conceptual model based on the novel Green Human Resource Management (GHRM) concept. The model consisted of four key perspectives: psychological, sociological, strategic, and green, to address the employee work-life balance, diversity management, competitive advantage, and green image, respectively. The GHRM model was developed based on a critical review of literature, and the methodology of the study consisted of two phases: model review and model validation. In phase one, an online survey was conducted with construction professionals in Sri Lanka, and interviews were conducted in phase two with senior leadership major construction companies. The survey responses were quantitatively analysed using Pearson correlation coefficient to identify the strength of relationships among perspectives and associated attributes and elements, and interview responses were qualitatively analysed using thematic analysis to validate the model. The study concluded by proposing a modified GHRM model for the construction industry. The model provided a basis for developing employees’ pro-environmental behaviour and commitment with adequate attention to strengthen stakeholder relationships under the leadership of the human resource department. As such, the psychological perspective was developed to support and encourage employees to take individual and team responsibilities for sustainable construction. The sociological perspective could fulfil the diversified, sustainable needs of the society. The strategic perspective was found to enhance the efficiency and cost leadership of employees’ with the focus on sustainability. More importantly, the green perspective was recognised as a better strategy to attract and retain employees to fulfil the gaps in sustainable competencies. The proposed GHRM model brings together construction professionals and HR representatives under a comprehensive platform to overcome sustainability challenges. Thus, the study results are expected to strengthen relationships between senior managers and HR department and enhance HR involvement in sustainable construction.