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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.

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.

The paper examines the influence of green attitude of HR managers on the other key HRM variables in an organizational context. Specifically, the objective of the paper was to determine if HR managers’ green attitude influences the green behavior of employees in an organization, while accounting for the mediating and moderating effect of contingent variables.

Data were gathered from 175 human resources managers of Indian hotels using a structured instrument and subjected to partial least squares-structural equation modeling (PLS-SEM) analysis, using SmartPLS 3.0 software.

While the green attitude of human resource managers was found to positively influence the green behavior of employees, it was observed that the extent of green rewards played a mediating role in the relationship. Top management support was found to moderate the relationship between green attitude of human resource managers and green human resource management practices.

The study identifies how green behavior of employees can be improved by focusing primarily on the green attitude of HR managers. Thus, recruiting HR managers with high green orientation, contingent on the exogenous factors mentioned in the study being considered, will result in greater pro-environment employee behavior.

Our unique contribution was viewing greening practices in the organization through the HR managers’ lens, who are critical in implementing green practices in an organization, thus providing novel insights compared to earlier studies in the field.

The recent decade has described the role of HR practitioners as more strategic to advance in environmental management (EM), technology and change management competencies. The study aims to identify the HR professionals' changing strategies and challenges and barriers in sustainability performance (SP) through green HRM, which have become an emerging topic.

Data collection was conducted through six semi-structured face-to-face interviews with senior HR representatives through purposive sampling. The grounded theory (GT) method was applied, followed by an iterative process for codes and themes.

The results indicated the highly significant challenges and barriers (C&B) proposing a 5 × 4 framework in adopting GHRM practices. Examples of the challenges included (1) lack of knowledge, orientation and awareness; (2) corporate social responsibility as an integral part of the organization strategy; (3) environmental concerns internally required from top-bottom and bottom-top approach; (4) budget and cost that remain an issue for the top management, and; (5) HR department's responsibility to build competencies for their entire team.

The findings help the top management and policymakers maintain a balance between economic, environmental and social sustainability performance agendas. Furthermore, the environmental goals and values of the hotel are key ingredients in seeking the solution to environmental sustainability, which requires continuous training programs to enhance awareness at all levels.

The results are presented as future directions to enrich the literature and make significant contributions to the existing body of knowledge. Moreover, the research benefits the managers from the results intended in accomplishing sustainable development approaches.

Climate change poses effect on banking sector’s risks and profitability through adaptation of green technology. This study aims to incorporates green technology adaptation in three sectors: green banking, green entrepreneurial innovation (EI) and green human resource (HR), in a model of bank’s performance. And determines the impact of climate change on bank risk and profitability.

An assessment of profitability and risk profile of commercial banks is done for 27 European countries for 2013–2022, employing a two-step difference system-generalized method of moments estimation technique with a moderate effect of climate change by including interaction between climate change and green technology adaptation.

The results indicate that green banking increases profitability, reduces credit risk and increases liquidity risk. The results also show that green human resource increases profitability and becomes a source of credit and liquidity risks for the banks. Green EI increases credit risk and liquidity risk, while the effects of green EI on profitability vary with the use of two proxies: Green patents increase profitability and environment, social and corporate governance (ESG) scores decrease profitability.

Supportive government initiatives, including subsidies and tax rebates to green borrowers, may take the burden of green transition off the banking sector.

This paper observes the impact of green technology adaptation in three sectors: banks, EI and HR, moderated by climate change, adding substantially to the existing literature in conceptual framework and methodology.

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.

Environment concerns and climate changes have led organizations to reorient their processes with a focus toward sustainability. Organizations recognize that incorporating greening in HR practices has the potential to address environmental concerns. The present study aims to focus on investigating the relationship between green human resource management (GHRM) practices and environmental performance (EP). It is premised that the adoption of green human resource practices facilitates the development of a green organizational culture (GOC) that helps the organization to gain strategic business advantage with respect to the competitors. The literature suggests that the adoption of green human resource practices among organizations is at a nascent stage. The present study focusses on understanding the mediating role of three dimensions of GOC, that is, degree, diffusion and depth in the relationship between green human resource practices and EP that has not been addressed in the empirical literature.

The present study developed a model consisting of GHRM practices as an independent variable, the three dimensions of culture (degree, diffusion and depth) as mediators, and EP as the dependent variable. The study followed a quantitative exploratory research approach. The sample consisted of 278 employees from private and public sector organizations located in India. The hypothesized model was analyzed using structural equation modeling (SEM).

The study found the green human resource practices to be significantly related with EP of the organization. Results of parallel mediation confirmed that the “degree” dimension of GOC played a significant mediating role in the relationship between green human resource practices and EP of the organization. The other two dimensions of GOC, diffusion and depth, did not have a significant mediating role in this relationship. The findings of the study have been explained in the context of social identity theory, resource based view and ability–motivation–opportunity theory.

The study provides practical insights for researchers and managers who seek to adopt sustainability objectives in the organization. The findings have the potential to encourage human resource managers to adopt green human resource management practices toward promoting a culture of greening in the organization. The importance of developing and measuring EP targets for industry leadership is also emphasized.

The originality of the study lies in classifying and understanding GOC in terms of three dimensions, that is, degree, diffusion and depth, following the model proposed by Harris and Crane (2002). The three dimensions help in assessing the current level of GOC. This assessment promotes the judicious application of resources by the organization and adopts green practices to foster the organizational EP.

This study aims to construct a valid hierarchical sustainable human resource management (SHRM) model with interrelationships among its attributes in terms of qualitative information.

This study applies the fuzzy Delphi method to validate SHRM attributes and visualize the causal interrelationships among these attributes using a fuzzy decision-making trial and evaluation laboratory method.

This study finds that green performance management and compensation lead to human resource benefits and economic sustainability in the HRM model.

Open environmental communication, green human resource planning, green training and development, employee eco-friendly behavior and organizational culture are the top five criteria supporting practical improvement in the healthcare industry.

The emergence of new, unprepared, and inexperienced health care entities with inadequate human resource management (HRM) potentially causing social problems within the industry, SHRM is necessary to balance the social, environment, and economic performance and must be studied by both academicians and practitioners. However, the HRM application field is still in its infancy, which limits the understanding of its potential.

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.

Green human resource management (GHRM) is critical to enhancing the ability of the companies' green innovation, but this link is rarely explored or empirically tested in the literature. Drawing upon human capital theory, the study examines a conceptual model that incorporates the effects of green human capital and management environment concern.

Data were collected from 143 firms in China, and the regression analysis and bootstrapping test were used to assess the hypothesis.

Our findings indicate that GHRM can positively influence green innovation, and green human capital mediated the link between GHRM and green innovation. In addition, management environment concern moderates the effect of GHRM on green human capital. The results further explore that the indirect effect of GHRM on green innovation through green human capital is significant for the firms with a high management environment concern, but not for this relationship with a low management environment concern.

The findings further extend the scope of GHRM research, and theoretical and practical implications of GHRM are presented to enhance environment sustainability.