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Given the controversial nature of the effectiveness of loyalty programs (LPs), this paper examines the effect of a new type of LP, namely green LPs, on consumers' perceived value of LPs. Specifically, the authors identify three types of green LP design and test their impact on perceived value.

An experimental protocol involving 1,016 shoppers was adopted in order to analyze the three types of green LPs identified in the literature.

Supported by social exchange theory (SET), the results show that a green LP can influence the perceived value of LPs. Such programs can drive psychological value in addition to the economic value linked only to monetary incentives. LPs rewarding sustainable behavior appear to be the most significant generators of value.

Since corporate social responsibility (CSR) is now critical to a company's success, this study investigates how firms can integrate it in order to improve the effectiveness of their LP design.

The purpose of this study is to identify the association between environmental leadership (EL) and pro-environmental behaviour among the middle-level employees in iron and steel manufacturing companies. The study further emphasizes on mediation of the relationship by green rewards and green self-efficacy in EL and pro-environmental behaviour relationship, moderated by green training.

To find the reliability and validity of the model, confirmatory factor analysis was used. Pearson correlation was used to explore the relationship between variables. PROCESS macro of Hayes (2013) Model 14 was used to test mediation and moderated mediation.

EL influenced pro-environmental behaviour in middle-level employees. Green rewards and green self-efficacy mediated the relationship. Green training moderated the mediated relationship of green rewards and green self-efficacy between EL and pro-environmental behaviour.

This is a fresh contribution around EL and pro-environmental behaviour in iron and steel companies; however, there are studies available on this relationship, but the unique contribution of the study is studying EL in iron and steel companies and mediated moderated relationship by green rewards, self-efficacy and training. It is necessary for the organizations to develop environmental leaders to promote pro-environmental behaviour in employees across sectors.

Presently, loyalty programs often offer preferential treatment to the firm’s best customers, and recently, service firms started to incorporate corporate social responsibility (CSR) initiatives into the loyalty reward programs (e.g. Starwood’s “Make A Green Choice”). However, academic research advancing the understanding of the effectiveness of CSR-focused loyalty programs is lacking. To bridge that gap, this paper aims to examine the influence of a “green” loyalty program on members’ and bystanders’ service encounter satisfaction in light of preferential treatment. Furthermore, this paper investigates the psychological mechanisms (prosociality perceptions and status perceptions) that underlie these effects.

This study used a 2 (loyalty program: green vs standard) × 2 (customer type: member vs bystander) × 2 (observability of preferential treatment: low vs high) between-subjects experimental design. Respondents were asked to read a hotel check-in scenario and then completed scales that measured their perceptions and evaluations of the service encounter.

Results from this study suggest that a green loyalty program can buffer the negative effect of preferential treatment on bystanders’ service encounter satisfaction. An examination of the underlying mechanism reveals that prosociality perceptions of the firm mediate the impact of loyalty programs on bystanders’ satisfaction. As expected, the results show that a green loyalty program is as effective as a standard program in elevating members’ satisfaction. Furthermore, findings from a moderated mediation analysis indicate that status perceptions mediate the impact of customer type on satisfaction. However, status perceptions have a greater leveraging power in satisfaction when observability of preferential treatment is high.

The results of this study have significant implications for service firms with loyalty programs and customer prioritization practices. By incorporating CSR into their loyalty programs, firms may be able to mitigate the negative bystander effect while maintaining the positive effects of preferential treatment on members’ service encounter satisfaction.

Based on the legitimacy theory, this study sought to explore specific Green Human Resource Management Practices implemented by manufacturing firms in Ghana.

The study purposively sourced data from five manufacturing firms operating in Ghana, specifically, Cocoa Processing Company, Dannex Aryton Starwin PLC, Fan Milk Limited, Guinness Ghana Breweries Limited and Unilever Ghana PLC. The qualitative data from 10 interviewees were thematically analysed.

Pervasively, it was evident that Ghanaian manufacturing firms have integrated environmental concerns into their human resource management functions, hence they place more emphasis on online tools and platforms in attracting, selecting, involving, training, paying and managing the performance of employees. Lastly, manufacturing firms operating in Ghana give priority to online job applications ahead of manual applications.

In an era of sustainability, green human resource management practices provide a basis for the legitimation and sustenance of businesses through enhanced environmental performance and its resultant corporate image.

The study highlights the extent to which green human resource management is practised in a Sub-Saharan African country and the specific practices adopted in promoting the concept.

This paper aimed to examine the status of implementation of green human resource management (GHRM) practices in Indian automobile Industry. Specifically, the level of implementation of five GHRM practices: green recruitment and selection, green training and development, green performance management, green compensation and rewards and green employee involvement was assessed. In addition, an attempt was made to understand how various GHRM practices influence the task-related and voluntary green performance behaviors of employees.

Data were collected from employees working in automobile industries in India. In all, 91 employees working at various hierarchical levels in the organizations responded to the survey. SPSS 24 was used for the purpose of data analysis.

The results indicate very low level of implementation of various GHRM practices in the sampled automobile organizations. Among the five GHRM practices, the average score for only green training and development and green employee involvement could reach 3. The lowest scores were found for green performance management and green compensation and rewards. Further, all five GHRM practices were found to significantly predict the task-related and voluntary employee green behaviors.

The findings by providing empirical evidence on the positive association of GHRM practices with employee green behaviors carry significant implications for practicing managers in automobile industry in terms of providing incentives for integrating HRM practices with the environment management systems in the organization.

This paper is one of the pioneer attempts to assess and report the extent of implementation of GHRM practices in Indian automobile industry. This paper also contributes to the limited theoretical literature available on GHRM by empirically investigating its linkage with green performance behaviors of employees.

This study explores green human resource management in Pakistan's automobile industry.

The nature of the study is quantitative, with cross-sectional data collected through a survey questionnaire. A convenience sampling strategy is employed to trace employees working in the automobile industry. In total, 400 surveys are distributed, with 190 responses received. The response rate is recorded as 47%.

By employing structural equation modeling (SEM), the study finds positive and significant effects of green employee involvement (GEI), green compensation and reward (GCR), green performance management (GPM), green training and development (GTD), and green recruitment and selection (GRS) on task-related green behaviors (TRGB), voluntary green behaviors (VGB), and green innovation (GI).

The study's findings add greater depth to the knowledge about green human resource management (HRM) practices, with a focus on the developing country context. The proposed framework will provide guidelines to policymakers with recommendations on how to influence and implement task-related green behaviors, voluntary green behaviors, and green innovation within green HRM practices.

The conclusions of the study offer empirical confirmation of green HRM practices, task-related green behaviors, voluntary green behaviors, and green innovation in a developing country setting.

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.

Drawing on the Ability–Motivation–Opportunity (AMO) theory, this study aims to test the effect of green human resource management (G-HRM) on green organizational citizenship behavior (G-OCB) taking into consideration green culture as the mediator and green values as the moderator.

Valid data from 240 entities collected in Taiwan were analyzed to test the five hypotheses. The valid data were analyzed using confirmatory factor model, correlation analysis, structural equation modeling and bootstrapping analysis.

The results for all relationships show significant associations. G-HRM is significantly associated with G-OCB and green culture, while green culture is significantly related to G-OCB. The mediating effect of green culture on the G-HRM-G-OCB relationship is significant. The moderating effect of green values on the green culture–G-OCB relationship is significant.

The originality of this study lies in being one of the first study in an advanced emerging economy utilizing the AMO theory.

The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization.

Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource activities and their link with sustainable organizational development. In the second phase, data were collected from the manufacturing organizations to analyze the status of the activities identified in the first phase.

This study highlights status of green human resource practices such as environmental training, green recruitment, performance appraisal, employee involvement and compensation. The findings suggest that there is further scope to utilize the full potential of GHRM practices for encouraging pro-environmental behavior in the organizations. Analyses of data also reveal that top-management support and mutual learning among departments are crucial to facilitate green behaviors among employees.

This study provides a comprehensive literature review of green-human resource management practices. It suggests an interdisciplinary framework for building holistic sustainable organizations by integrating learnings from green human resource management, green supply-chain management, competitive advantage strategy and green corporate social responsibility. It highlights gaps in the system and provides insights to managers and policy makers on building holistic sustainable organizations.

This study fulfills the need to explore green human resource management in emerging economies like India. Studies like these are more important in developing countries, which have alarming environmental concerns and poorly implemented government regulations.

The purpose of this paper is to analyse the relationship between top management commitment, corporate social responsibility (CSR) and green human resource management (GHRM).

A self-administered questionnaire was adopted to perform a systematic collection of data from manufacturing and service organisations in Malaysia. The partial least squares method was used for the conceptual framework of the study.

The observed findings indicate a significant positive relationship between top management commitment and CSR, as well all dimensions of GHRM. However, counterintuitively, the relationship between CSR and GHRM was found not to be as significant as expected (except for CSR and green analysis/job description), which can be explained through the emerging perspective that CSR and HRM should be linked.

The findings provide insights as to the nature of GHRM and how it is affected by CSR and top management commitment in an emerging economy – in this particular study, Malaysia. Moreover, the observed results highlight the crucial importance of top management commitment in implementing GHRM practices and CSR efficiently in order to create positive environmental performance.

The authors believe that, to date, no study has explored the links between top management commitment, CSR and GHRM using empirical data from Malaysia, as well as that this research is an important emerging topic for researchers, academicians and practitioners.