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Purpose: The study is focussed on redesigning work and green job structures for organisational sustainability. The contribution of this chapter is two-fold: HR practices can be redesigned to incorporate eco-friendly principles into job roles and explore green human resource management (HRM) as innovative approaches that organisations can adopt to promote environmental responsibility and sustainable practices within their workforce.

Need of study: The study on green HRM and job redesign is crucial for organisations to align operations with environmental sustainability. It addresses the need for practical guidelines and strategies for implementing sustainable practices. With increasing emphasis on corporate social responsibility and stakeholder demand, this study is essential for organisations to enhance their reputation, attract environmentally conscious talent, and positively impact society and the environment.

Methodology: The chapter is conceptually oriented; the data utilised in this study will primarily rely on secondary sources.

Findings: The findings demonstrated that adopting green HRM practices can help businesses improve their environmental performance and employee satisfaction. These procedures also allow the organisation to remain sustainable, guaranteeing its long-term success.

Practical implications: Humans know that redesigned work and job structures in green HRM can allow staff members to learn new sustainability-related skills and knowledge, boosting their professional growth and future employability. Redesigning work structures and implementing green HRM practices can also increase employee pride and loyalty to the company by integrating them into a mission-driven, sustainability-focussed workforce.

This study aims to examine the association between globally responsible leadership (GRL) and pro-environmental behavior (PEB), specifically probing the mediating role of green management initiatives (GMI) in this relationship.

This study used a quantitative research design, using survey data from 390 participants working in manufacturing sector organizations in one of the emerging economies in the Asian region, namely, Pakistan. AMOS was used to test the hypothesized relationships.

The results reveal that GRL has a significant positive link with GMI and PEB. In addition, this study found that GMI mediates the association between GRL and PEB, suggesting that GRL indirectly promotes PEB through the implementation of GMI.

This study has several limitations, including its reliance on self-reported data, its cross-sectional design and its focus on participants from only one nation. Future research may benefit from using mixed-study designs and diverse samples from multiple industries and nations.

The results suggest that businesses can promote PEB among their staff by adopting GRL and implementing GMI. In doing so, businesses can demonstrate their commitment to sustainability, enhancing their credibility and competitive advantage.

This research contributes several new insights to the existing literature on sustainable leadership. First, it provides empirical evidence to support the hypothesis that GRL, GMI and PEB are interrelated. Second, it highlights the mediating role of GMI in this relationship.

The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting.

Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21.

The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found.

Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals.

This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.

Based on the Social Exchange Theory (SET), the paper attempts to extend the research on the relationship between green self-managed teams and firm performance by exploring the serial mediation of extra-role green behavior and environmental performance. Furthermore, via moderated mediation, the study inspected the differences in relationships among these variables for manufacturing and service organizations.

Data of 407 respondents from 122 manufacturing and service organizations (having green self-managed teams) operating in India were collected using purposive sampling. Various statistical techniques like confirmatory factor analysis (CFA), correlations, multiple regressions and bootstrapping were employed.

The results indicated that extra-role green behavior and environmental performance served as serial mediators. Additionally, the nature of the organizations significantly moderated several indirect relationships, with one pathway found to be insignificant.

The study may be limited by the fact that the data were collected at a single moment in time rather than using a longitudinal design.

The study guides service organizations to attract environmentally conscious employees by promoting green self-managed teams and manufacturing organizations to enrich their operations and service delivery through such teams.

The study uniquely examines how green self-managed teams addressing environmental issues contribute to improved firm performance through mutual exchanges. It also advances existing literature by conducting a comparative analysis across manufacturing and service organizations in an emerging Indian market.

The paper has intended to advance the research on the relationship between COVID-adjusted HR practices (CAHRP) and employees' stress (ES) by exploring the mediating role of employees' satisfaction from remote working (ESRW). Further, a consolidative moderated mediation model with HR pandemic readiness (HRPR) as moderator on the above-stated relationship has also been proposed.

A data set of 2266 respondents from 84 countries across six continents of the world was analysed using techniques like factor analyses, correlations and bootstrapping through PROCESS Macro in SPSS 23.

The results highlighted that ESRW significantly mediated the relationship of CAHRP and ES. Further, HRPR moderated significantly the indirect relationship between CAHRP and ES via employees' satisfaction. This relationship was found stronger at highest level as against lower level of HRPR.

This study has augmented empirical evidences to the existing literature of COVID-19 by presenting HRPR as a new dimension of HR and its role in handling the challenging situations of pandemics.

This study aims to fill a gap in the literature by investigating the relationship between sustainable HRM, organizational resilience, and social, economic, and environmental sustainability.

This study utilized a quantitative approach to examine the relationship between sustainable HRM, organizational resilience, and sustainability within the hotel industry. The research was conducted through a simple random survey of 153 hotels and restaurants, using online and face-to-face data collection methods. The data is analyzed through AMOS.

The study highlights that sustainable HRM practices enhance organizational resilience and contribute to social, economic, and environmental sustainability. This research makes theoretical contributions to the literature on HRM and sustainability while offering practical insights for the hotel industry in implementing sustainable HRM to tackle the grand challenge of sustainability. Our findings indicate a positive influence of sustainable HRM on sustainability through organizational resilience.

Previous research needs to adequately explore how sustainable HRM contributes to all three dimensions of sustainability. This study aims to address this gap and provide implications for academics and managers by presenting evidence that sustainable HRM makes organizations resilient, leading to social, economic, and environmental sustainability.

The word “sustainability” is discussed in several ways since MDGs and SDGs have gained business attention. Sustainability is not just about something’s durability; it also looks at how to advance development projects without endangering the development of others nearby, both now and in the future (Fink, 2000). It is a drive that weaves together the different facets, including the social, economic, and environmental. World Economic Forum’s has emphasised the need for responsive and responsible leadership. It is in this context, the paper focuses on studying the transformational shift in the role and responsibility of leaders in demonstrating responsible leadership and discusses the ‘Locust and Honeybee Leadership styles’.

Literature portrays that responsible leaders are recognized by their qualities, competency and skills. One such model is “Locust and Honeybee Leadership,” where the two leadership styles are contrasted. The paper attempts to discuss the varied contexts of these leadership styles and attempts to draw a matrix on the commonalities of both set in an Indian context. A leader should always have openness of thought and integrity.

Value systems are important for a leader. The major challenge is developing globally responsible leaders and managers who can perform effectively under these conditions of enormous challenge, as they are chronically pushed beyond their capabilities into unexpected roles and unfamiliar domains. Situations compel leaders to make decisions, yet the styles determine the way the decisions are taken. The paper is unique as it discusses the commonalities and contrasting perspectives of the “Locust and Honeybee Leadership.”

The paper is limited to a small number of respondents and is set in Indian context.

To the best of the authors’ knowledge, the paper is an original piece of work and expresses thoughts of the authors on establishing a sustainable leadership model.

The present study seeks to assess the effect of Green Human Resource Management (GHRM) on the Sustainable Performance (SP) of wineries as well as to explore the mediating role of Green Innovation (GI) in this respect. In addition, age, size and Protected Designation of Origin (PDO) membership are incorporated as control variables to increase the precision of the cause-effect relationships examined.

A conceptual model was created in order to fulfill the targeted research goals and then validated through PLS-SEM with primary data obtained from a survey administered to 196 Spanish wineries, taking place between September 2022 and January 2023.

The study findings indicate that GHRM has a positive and significant impact on the SP of wineries. In addition, GI appears to partially mediate this relationship.

This study is justified by various grounds for its originality. First, there is a lack of prior research examining the impact of GHRM practices in the wine industry, making this study a unique opportunity to explore and leverage existing knowledge in the fields of environmental management and human resources in order to generate new insights on the topic. Second, the academic literature analyzing this particular construct is scarce, underscoring the aim of this research to contribute to the accumulation of relevant knowledge in this area. Third, GHRM serves to elucidate the mechanisms through which valuable personnel can be attracted and retained in wineries within the post-COVID context.

This study aims to test whether the perceptions of graduates of accounting-related degrees on the implications of companies’ commitment to sustainable development strategies can be influenced by certain factors associated with their previous training and characteristics.

The study is based on measuring and analyzing the assessment carried out by a sample of students graduating in degrees that include accounting subjects for five consecutive years, from 2016–2017 to 2020–2021, both inclusive. Nonparametric statistical tests are used to determine the type of association between the factors that characterize the graduates and their degree of agreement with the training they received and its relationship with their role in implementing corporate social responsibility (CSR) and sustainability strategies in the company.

The study’s significant findings reveal that the respondents’ perception of the training they received and their opinion of certain benefits provided by sustainable development and CSR strategies in organizations are positively related. This insight is crucial, as it suggests that the training graduates receive plays a pivotal role in shaping their understanding and support for sustainability. The respondents’ opinions do not vary depending on their personal and/or work characteristics, except in the type of contract, as significant differences are observed between the self-employed and temporary or nonworking workers and between those with a permanent contract and those who are linked to the company with a temporary contract.

In a field where most studies focus on employee–employer relationships and human resource management policies, this research stands out. It delves deeper, not just into employees’ perception of sustainability but also into the causes of this perception. It explores what factors may be influencing employees’ opinions on sustainability, and importantly, it extends this analysis to graduates who will be in charge of these issues. This work covers a significant gap in the research, incorporating the study of variables such as personal characteristics and work-related aspects of employees and the training received in accounting matters.