دانلود مقاله تاثیر شیوه های مدیریت منابع انسانی سبز
چکیده
مقدمه
روش ها
نتایج
بحث
نتیجه گیری
مشارکت های نویسنده
تامین مالی
بیانیه هیئت بررسی نهادی
بیانیه رضایت آگاهانه
بیانیه در دسترس بودن داده ها
تضاد منافع
مراجع
Abstract
Introduction
Methods
Results
Discussion
Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
چکیده
هدف این مرور مطالعات پیشین بررسی رابطه بین شیوه‌های مدیریت منابع انسانی سبز (G-HRM) و پیامدهای مختلف، از جمله نگرش‌های سبز کارکنان، رضایت سبز کارکنان، رضایت سبز مشتری، رفتار سبز کارکنان، و عملکرد سبز سازمانی است. ما مطالعات موجود در مورد شیوه های G-HRM و تأثیر آنها بر نتایج انتخاب شده را بررسی کردیم. فرآیند بررسی شامل شناسایی مقالات از طریق جستجوی سیستماتیک در پایگاه‌های اطلاعاتی Scopus و Web of Science از ژانویه 2013 تا دسامبر 2023 بود. جستجو 2142 استناد را بازیابی کرد. از میان آنها، در مجموع 17 مقاله واجد شرایط این بررسی تلقی شدند. ادبیات مرور شده شواهد خوبی را ارائه می‌کند که از یک رابطه پیش‌بینی‌کننده مثبت بین شیوه‌های G-HRM و نگرش‌های سبز کارکنان، رضایت سبز کارکنان، رضایت سبز مشتری، رفتار سبز کارکنان، و عملکرد سبز سازمانی حمایت می‌کند. با این حال، شکاف قابل‌توجهی در مطالعات بررسی تأثیر شیوه‌های G-HRM بر رضایت کارکنان و مشتریان وجود دارد. به طور کلی، شیوه های G-HRM به عنوان یک ابزار حیاتی برای پرورش نگرش ها و رفتارهای آگاهانه محیطی در میان کارکنان ظاهر می شود که در نهایت به افزایش رضایت کارکنان و بهبود عملکرد بوم شناختی سازمانی کمک می کند. تحقیقات آینده باید به مکانیسم‌های زیربنایی این روابط توجه کند و عوامل تعدیل‌کننده بالقوه را برای غنی‌سازی درک ما از پویایی‌های مرتبط بین شیوه‌های G-HRM و نتایج پایدار بررسی کند.
Abstract
This literature review aims to examine the relationship between Green Human Resource Management (G-HRM) practices and various outcomes, including employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. We reviewed existing literature on G-HRM practices and their impact on the selected outcomes. The review process involved the identification of articles through a systematic search in Scopus and Web of Science databases from January 2013 to December 2023. The search retrieved 2142 citations; of them, a total of 17 articles were deemed eligible for this review. The reviewed literature provides good evidence supporting a positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, there is a notable gap in studies exploring the influence of G-HRM practices on employee and client satisfaction. Overall, G-HRM practices emerge as a crucial tool for fostering environmentally conscious attitudes and behaviors among employees, ultimately contributing to enhanced employee satisfaction and improved organizational ecological performance. Future research should pay attention to the mechanisms underlying these relationships and explore potential moderating factors to enrich our understanding of the interrelated dynamics between G-HRM practices and sustainable outcomes.
Introduction
The growing concern for environmental sustainability and corporate social responsibility has prompted organizations to adopt alternative avenues to meet these responsibilities (Martin et al. 2014). As emphasized by the United Nations General 17 Sustainable Development Goals (SDGs), organizations need to operationalize and integrate sustainability in their strategy, plans, and actions. Therefore, they can address the current and forthcoming stakeholder needs and ensure a better and sustainable future for all, balancing economic, social, and environmental development (Fonseca et al. 2020). Moreover, academic research (Leal Filho et al. 2023) highlights the need for stronger action to avoid major challenges such as climate catastrophe. One way to foster sustainable practices can be the application of Green Human Resource Management (G-HRM) (Pham et al. 2020). G-HRM, as a general term, refers to the integration of environmentally friendly practices into HRM strategies and policies (Ren and Hussain 2022). It is increasingly recognized as a means to enhance an organization’s environmental performance and overall effectiveness (Munawar et al. 2022).
The adoption of G-HRM policies represents a proactive approach by agencies to enhance their environmental and overall performance. By integrating G-HRM practices into HRM strategies, organizations aim to foster positive attitudes, behaviors, and overall performance (Farrukh et al. 2022). Previous studies of the impact of G-HRM policies on employee and organizational performance in terms of green attitudes, satisfaction, behaviors, environmental performance, and client satisfaction provided promising results. The body of literature examining the impact of G-HRM practices on organizational and employee performance underscores the pivotal role that environmentally conscious human resource practices play in shaping both individual and organizational outcomes (Faisal 2023). Scholars such as Ren et al. (2018) assert that G-HRM practices significantly influence employee attitudes and behaviors toward environmental sustainability, fostering a sense of ecological responsibility among employees (Ren et al. 2018). Additionally, research by Albloush et al. (2022) suggests a significant relationship exists between G-HRM and organizational performance, as well as between G-HRM and human capital development, demonstrating that integrating sustainability into human resource strategies can enhance an organization’s environmental standing (Albloush et al. 2022). These findings align with insights from other works, such as those by (Baykal et al. 2023) and (Shafaei et al. 2020), which highlight the positive impact of G-HRM on employee job satisfaction and commitment to green initiatives. However, the literature also reveals nuanced outcomes, as observed in the research by (Aggarwal and Agarwala 2023), which identifies the mediating role of organizational culture in the effectiveness of G-HRM practices.
Conclusions
In conclusion, the reviewed literature provides good evidence supporting the positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, limited studies have examined the influence of G-HRM practices on employee and client satisfaction, and there is a need to include these outcomes in future studies. As organizations prioritize sustainability, G-HRM practices emerge as a critical tool for fostering environmentally conscious attitudes and behaviors, thereby contributing to both employee satisfaction and organizational ecological performance. Future research should focus more on the mechanisms underlying these relationships and explore potential moderating factors to further enhance our understanding of the dynamics between G-HRM practices and sustainable outcomes.