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Human Resource Management Marketing Management, Consumer Behavior.

This case is suitable to be used in advanced undergraduate and MBA/MSc level.

This case illustrates the application of green human resource management (HRM) practices that are inevitable for Malaysian manufacturing firms to mitigate the imbalance between economic and environmental performance. Over the past 12 years, the environmental performance has significantly declined based on data reported by environmental performance index (EPI). This dramatic decline has caused imbalance between economic and environmental performance impacting sustainability of Malaysian manufacturing firms. Among the challenges faced by many manufacturing firms are lacking environmental control, inability to understand and apply green HRM practices, aligning green HRM strategy to firm’s strategy and environmental objectives, educating its existing employees on green HRM, measuring the outcomes of green HRM practices, and changing the existing traditional HRM practices to green HRM practices. This case sheds light on the implication of ISO14001 certification among Malaysian manufacturing firms registered with Federation of Manufacturing Malaysia (FMM) 2015 in addressing this issue.

This case illustrates the following:

• The application of green HRM practices and how it can improve sustainable performance among ISO14001-certified Malaysian manufacturing firms.

• The need for adopting ISO14001 certification as the integral part in addressing sustainability issues and in improving firm’s performance.

• The integration of both green HRM practices and ISO14001 certification helps manufacturing firms to minimize the imbalance between economic and environmental performance and to improve overall sustainable performance.

The application of green HRM practices and how it can improve sustainable performance among ISO14001-certified Malaysian manufacturing firms.

The need for adopting ISO14001 certification as the integral part in addressing sustainability issues and in improving firm’s performance.

The integration of both green HRM practices and ISO14001 certification helps manufacturing firms to minimize the imbalance between economic and environmental performance and to improve overall sustainable performance.

The study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.

A quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.

All the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.

This study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.

Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research.

The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature.

Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers.

This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study.

The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.

Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices.

A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study.

The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices.

As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.

This paper focusses on the roles and experiences of the human resource managers and safety, health and environment managers in promoting environmental sustainability in automobile industry.

The exploration uses the data generated from ten in-depth interviews with human resource managers as well as safety, health and environment (SHE) managers from three automobile companies.

Three main themes were derived from the inductive analysis in support of environmental sustainability. They comprised environment-oriented perspectives, green human resource management (HRM) practices and supportive mechanisms. These findings served as insights for the HR managers who played a supportive role in environment sustainability. This study also found that Green HRM practices within the automobile industry were confined to green training and development, green rewards, green employee involvement and green orientation.

The outcome of this study carries implications for managers and businesses in designing a more sophisticated framework for Green HRM practices for their companies so as to achieve a more progressive sustainable goal. For instance, HR managers who are environment-oriented can play a more active role in environmental sustainability. They can participate directly in developing policies by co-partnering with their SHE colleagues. They can encourage and motivate their employees to apply green practices both at work and in their homes. This integration would eventually create a cascading effect that could reduce the industry's negative impact on environment, thereby developing a more environmentally-friendly society.

This study provided practical implications for both the HR and SHE managers in taking up responsibilities in environmental sustainability. This study also indicated the practical implications for the top management in the automobile industry, especially in the designing of the environmental sustainability framework.

This study contributes to the Green HRM area by understanding and comparing the roles of the HR managers and their counterpart, the SHE managers, in support of environmental sustainability. The comparison would provide a clearer picture on how the implementation of Green HRM can be implemented within the automobile industry.

Human misbehaviors are responsible for climate change as they waste resources and pollute water and air that dilapidate the environment. Considering the fact and contributing to the United Nations sustainable development goals of 2019, organizations started focusing their green HRM practices to develop employees' green attitudes and behaviors. This study is an attempt in this direction. It examines the impact of ethical leadership on individuals' green in-role and extra-role behaviors with the mediating role of green HRM practices and the moderating role of individual green values.

The study collected data from 645 MBA executive students working in various manufacturing industries with at least one year of experience. The data were collected using a questionnaire-based survey in two-time lags.

Hypothesized relationships are tested through structural equation modeling. Findings reflected a significant impact of ethical leadership on green HRM practices, in-role, and extra-role green behaviors. Besides, green HRM practices mediated the relationship between ethical leadership and both types of green behaviors. Furthermore, it was observed that the individual green values strengthened the association between green HRM practices and both types of green behaviors.

A cross-sectional design with time lags was used to avoid common method bias. The findings of the study contribute to supply-value-fit theory and validate the scale of individual green value.

This study guides management that employees only perceive their organizational practices as green when they find their leaders are ethical. Further, considering individual green values in the recruitment process can help organizations accomplishing their green goals.

This study is novel in examining the mediating role of green HRM practices between ethical leadership and green behaviors. Further, the analysis not only validates the scale of individual green values but also noted its moderating role between green HRM and green behaviors.

The purpose of this paper is to examine the influence of strategic human resource (HR) competencies of HR professionals on the adoption of green human resource management (HRM) practices.

A quantitative research approach using survey was employed to get insights from 87 HR professionals from Malaysian manufacturing and service companies.

The findings revealed that only strategic positioner and change champion are significantly related to green HRM practices. Specifically, strategic positioner associates positively with all green HRM practices including green analysis and description of job position, green recruitment, green selection, green training, green performance assessment, and green rewards. Additionally, change champion is positively related to green analysis and description of job position, and green rewards.

The extant literature suggests HR professionals’ competencies can play a key role in adopting green HRM. However, examining the relationship between strategic HR competencies and each of the green HRM practices has been limited. As such, this study is timely to address the existing gap in the literature and provide fresh insights and implications in this regard.

Studies have highlighted concerns about the role of knowledge creation between human resource management practices and employee behaviour. The purpose of this paper is to examine the impact of green human resource management (green HRM) on employee green behaviour (EGB) through the mediation of environmental knowledge of lecturers in public research universities in Malaysia.

This cross-sectional study examines the mechanism in which green HRM affects the EGB of lecturers through environmental knowledge in Malaysian public research universities. Smart PLS was used to analyse the relationships from 425 valid responses.

The findings of the study show that green HRM affects EGB through the full mediation of environmental knowledge. This finding gives a theoretical implication in terms of ability, motivation and opportunity theory.

The scope of this study is limited to public research universities in Malaysia. Future studies may explore other variables that could expedite the relationship between green HRM and EGB. Implications include policy making that emphasises on enhancing environmental knowledge of lecturers.

To the best of the authors’ knowledge, no study has been conducted using environmental knowledge as a mediator between green HRM and EGB.

Green human resource management (HRM) has been considered to be a vitally important mechanism for companies to move towards a sustainable organization. By adopting the Ability-Motivation-Opportunity as the underpinning theory, the purpose of this paper is to identify the factors that facilitate the adoption of Green HRM in Malaysia.

A qualitative exploratory approach research was adopted in this study. The required data for this study were collected using semi-structured face-to-face interviews with human resources directors and managers from four large manufacturing companies in Malaysia. The data collected was then reorganized into four themes.

Based on the interview, four key factors that influence the adoption of Green HRM include stakeholder pressures, relative advantage, which means the perceived benefits from implementing Green HRM, top management commitment and green intellectual capital, which means the intellectual capital incorporating green innovation or environmental management. Surprisingly, among the three dimensions of green intellectual capital, only green human capital and green structural capital were greatly discussed by the human resources directors and managers, while the role of green relational capital on the adoption of Green HRM was hardly observed.

Research studies on Green HRM in Malaysia are scarce. The originality of this paper lies in its exploration of Green HRM in an environmental sensitive sector and the insight it provides to academics and practitioners involved in the manufacturing sector. Although research findings cannot be generalized, they can be used as insights for both academics and end-users in emerging economies.

Combining two distinct streams of research studies in leadership and organizational management i.e. ethical leadership and Green human resource management (Green HRM) practices, the purpose of this paper is to investigate the impact of ethical leadership style (ELS) on employees’ job satisfaction (JS) with a mediating role of Green HRM and psychological safety in health sector organizations.

A quantitative methodology was adopted to achieve the aims of this study. Data were collected through pencil/paper questionnaires from the respondents (n=177) working in a public sector healthcare organization of Pakistan. Reliability and validity of measures were tested via AMOS (18) software. Results of proposed hypotheses were tested via Preacher and Hayes (2008) macro of mediation.

Contrary to the first hypothesis, no evidence of the direct impact of ELS on employees’ JS was found. However, the mediating roles of Green HRM and psychological safety were supported by the results.

Through this study, the authors have addressed three key gaps in the extant literature of ELS and corporate social responsibility, i.e. exploring the underlying mechanism through which ELS leads to important outcomes with two novel mediators, i.e. Green HRM and psychological safety, the role of ELS in promoting Green HRM in organizations and evidence from a public sector health organization in a developing country, Pakistan. Implications of the study are discussed.