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This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

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.

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.

This chapter The Grass Is Greener Where You Water It! delves deeper into explicating Employee Green Behaviour (EGB), which outlines the eco-friendly behaviours practiced by employees. The section provides a more thorough explanation of EGB, including its origins, theoretical foundations, and practical applications in a social and physical environment to create environmentally conscious workplaces. The in-role and extra-role of EGB are discussed to strengthen its execution, and its significance considering the present ecological exigency. This chapter outlines the five-features-hierarchical framework for EGB: Sustainability Initiatives, Non-Harmful Action, Resource Conservation, Peer Influence, and Individual Commitment. The environmental history, ecosystems, and biodiversity and their interaction with humans from the ancient period to the present day are provided. The later unit explores organizational plans to encourage EGB, focussing on the role of HR policies, practices, and systems in nurturing the culture of sustainability within organizations. This chapter reviews current studies on EGB, emphasizing the role of employee engagement, transformational environmental leadership, and corporate culture in promoting green practices. It contributes to the academic literature by analyzing EGB, its relevance, and the effects it can have on organizations and society. It is a great tool for academics, government officials, and business heads to make workplaces environmentally friendly.

This chapter is devoted to sustainable human resource management that leads to sustainable competitiveness. It features the ways human resources can be managed to carry out sustainable goals and the impact of sustainability on employees' attitudes and behaviours. The aim of this study is to explore the complex objectives of sustainability and human resource management and empirically investigate the dynamic relationship between human resources in science and technology and sustainable competitiveness in the case of 35 European countries. Our contribution emphasizes this interrelationship and its causality. For this research, we applied a vector auto-regression (VAR) model, and the Granger causality method to examine the relationship between human resources in science and technology and sustainable competitiveness. A panel data included 314 observations between 2012 and 2021. The panel VAR for analysing the impulse response function was enriched with the 5% and 95%, using Monte Carlo simulations. The research results revealed bidirectional causality in the European countries between human resources in science and technology and sustainable competitiveness. Human resources in science and technology trigger sustainable competitiveness and vice versa. As an element of originality, our study demonstrates that human resources in science and technology contribute to sustainable performance, and, on the other hand, a more competitive and sustainable environment contributes to the development of human resources in science and technology. Thus, the chapter outlines the role of human resources in science and technology with regard to sustainable human resource management (HRM), and how to navigate these objectives so that they can positively influence sustainable competitiveness.