green human resource management models: review and proposal

21Volume 9, No. 2

Green Human Resource Management Models: Review and Proposal

Mamin Ullah*

Abstract

The objective of this study is to review the existingresearch models of green human resourcemanagement (Green HRM) and then conclude thepaper with a comprehensive research model forfuture study. This methodological aspect of thisstudy is qualitative and accordingly the study iscarried out based on the archival method. Thekey components of the existing research modelswere identified and discussed. The study issupposed to contribute to the existing field ofresearch as this is the first kind of research inthis field. Research gaps and policy implicationsare identified.

Keywords: Green human resource management,GHRM, research models, green management.

Introduction

Businesses are often coerced by industrial orfederal regulations to employ clean technologiesor environmentally-friendly production processesto create ‘green’ products (Özen & Küskü 2009).To become a green business an organization shouldcarry out and produce not only green processesand products, but also green human resources (HR)practices. However, while there are an increasingnumber of green technology adoptions green HRinitiatives are rare (Millard 2011).

Business organizations are under increasingpressure to implement green initiatives, which arean important aspect of corporate socialresponsibility (Jabbour & Santos, 2008). Therefore,effective engagement in green initiatives has

become an organizational obligation and animportant source of organizational competitiveadvantage (Porter & Kramer, 2011).

Effectively managing a firm’s human resources(HR) plays an important role in the successfulimplementation of organizational strategies throughdeveloping positive employee workplace attitudesand behaviors (Guest, 2011). It has been suggestedin the literature that organizations should adopteffective green human resource management (greenHRM) to promote and elicit employee greenbehavior with the aim of achieving organizationalgreen goals (Jackson and Seo, 2010).

In the past two decades, a worldwide consensushas emerged around the need for proactiveenvironmental management (González-Benito andGonzález-Benito, 2006). Building upon this greenconcept numerous literatures on Green marketing(Peattie, 1992), Green accounting (Bebbington,2001; Owen, 1992), Green retailing (Kee-hung etal., 2010), and Green management in general(McDonagh & Prothero, 1997) have impregnatedthe field of management. Moreover, the activeparticipation of corporate sector in adoption ofenvironment management strategies (Boiral, 2002;González-Benito & González-Benito, 2006), madeway for green management prospective.

Though a substantial extent of existing literaturedeals with the topic of Green HRM, there is stillambiguity associated with the effectiveimplementation of green HR management policiesin organizations round the globe to attain absolutegreen corporate culture (Ahmad, 2015). Again,although there are a number of research models

* Assistant Professor, Department of Management Studies, University of Barisal, [email protected]

Optimization: Journal of Research in Management22

of green HRM available, the extensive and concreteresearch model is still absent in this field. Thisstudy aims at reviewing the existing researchmodels and literature of green HRM and thenproposes a comprehensive research model forfuture study. Thus the study is carried out infive steps. First, relevant models and literaturewere collected. Second, the collected models andliterature were scrutinized based on the objectivesof the study. Third, the securitized models werereviewed. Fourth, we proposed a comprehensivea research model based on the analysis of existingresearch models and literature. Finally, researchgaps were identified.

Objectives

The main objective of this study is to review theexisting research models of green human resourcemanagement and then propose a comprehensiveresearch model for future study. However, thestudy also analyzes the existing literature of greenhuman resource management and sets the fieldsfor future research by identifying the research gaps.

Rationale of the Study

There is a growing and strong debate among theHR practitioners regarding the term ‘Green HRM’.Organizations are now placing importance on theintegration of environmental sustainability intotheir HR strategies.

Accordingly a growing number of studies are beingconducted to justify the viability as well as theapplicability of Green HRM. This study attemptsto analyze the existing models of Green HRM. Thusthis study is supposed to contribute to the fieldof Green HRM literature. First, the study will helpthe HR professionals in adopting and implementingGreen HR strategies. Second, it will help the unionsand employees to adopt Green HRM policies andpractices that help safeguard and enhance workerhealth and well-being. Third, the study is supposedto open the doors of future research as acomprehensive research model is presented in thepaper. Fourth, it will help the academics byrevealing additional data to the existing literature.Finally, this study will help the HR professionalsin adopting and implementing a suitable GreenHRM model.

Methodology

This study aims at reviewing the existing modelsof Green HRM. Thus this is a qualitative research

based on the extensive analysis of existing modelsand literature of Green HRM. Literature reviewis adopted as it enables to structure research andto build a reliable knowledge base in this field(Tranfield et al., 2003). In order to achieve thestated review objective, a systematic review ofliterature was conducted by using an archivalmethod. This paper employs a methodology toreview the articles cited in the databases like Sage,Taylor and Francis Online, Springerlink,ScienceDirect, JSTOR, Wiley Online Library, andEmerald. The other sources of data include books,journals, e-papers and websites. Contemporaryresearch papers were given priority in analyzingthe existing literatures. Research papers andmodels were delimited from the review if they didnot have a focus on environmental managementas it pertains to management, employees, workorganisations, and the wider social arena. Asystematic review of collected literature was donein detail.

Literature Review

The Green HRM literature is largely a westernone and, given the importance of Asian economicdevelopment for environmental management, thisis an important gap for future studies to reduce(Renwick, Redman, & Maguire, 2013, p. 3).Fayyazia et al. (2015) said that there is arequirement for the amalgamation ofenvironmental management in Human ResourceManagement (HRM) because it is essentially orvery important rather than just desirable.Successful environmental management in anorganization needs special efforts of humanresource management (Rothenberg, 2003).

Similarly Jabbour and Santos (2008) also stated thateffective environmental performance results needhuman resource practices that support the wholeexecution and preservation of environmentalmanagement systems in the organisations. The extantliterature in the HR field on the topic of sustainabilitysuggests that more and more HR executives are keento modulate their corporation as such to becomeexclusive environmental champions.

Opatha & Arulrajah, (2014) idewnified some studiesthat focus on the linkage between HRM functionsand environmental management. See table 1.

A great extent of empirical research highlights theimpact of environment management practices onperformance of the organization using differentparameters (Iraldo, Testa, & Frey, 2009; Yang etal., 2010). Literature has given importance to

23Volume 9, No. 2

adoption of environmental practices to identify thehuman resource management practices (Cherian& Jacob, 2012).

Serafin) Bäbler (2010) highlighted the someenvironmental management models along with thereferences of supporting studies. See Table 2.

Table 1: Research Linking Specific HRM Functions and Environmental Management

Author Specific HRM function Finding

Wehrmeyer (1996) Recruitment Recruitment practices can support effective environment managementby ensuring that new recruits understand an organization’s environmentalculture and share its environmental values.

Stringer (2009) Recruitment Graduates and other job applicants pay attention to the environmentalmanagement practices and performance of companies and use suchinformation when deciding where to apply.

Phillips (2007) Recruitment Increasingly, firms are beginning to recognize that gaining a reputationas a Green employer is an effective way to attract new talent.

Ramus (2002) Training Environmental training and establishing a culture in which employeesfeel they are accountable for environmental outcomes were the mostsalient HRM practices for achieving environmental goals.

Milliman and Incentives management Tying incentive pay to the attainment of environmental goals helps focusClair (1996) managers’ attention and invigorate efforts aimed at achieving them.

Ramus (2002) Incentives management Recognitions and financial incentives can be effective in motivatingemployees to generate eco-initiatives.

Source: (Opatha & Arulrajah, 2014)

Table 2: Overview of Environmental Management Models

Publication, Model Context Method According Type According TypeRisk Mitigation Entrepreneurial

Petulla (1987) Approaches to EM Empirical Crisis /Cost oriented Enlightened EM

Hofstra et al. (1990) Stages of completion Empirical Inspection, [...] […], total integrationof EM

UNCTAD (1993) Management approaches Empirical Compliance oriented Sustainable(reactive), [..] development

Elkington (1994) Stages of response to Empirical Ignorance, awakening Integrationenvironmental problems denial, guilt Reduction, […]

Crosbie & Knight (1995) Strategic option for Conceptual Do nothing, de fensive Sustainable businessmanagement posture, […]

Hart (1997) Environmental Strategies Conceptual Pollution prevention, […] Clean Technology

Ehrenfeld (1998) Environmental Strategies Conceptual Business as usual, Sustainabilitycompliance, […]

Winn & Angel (2000) Corporate greening Empirical Reactive greening Proactive greening

Rosen (2001) Environmental strategy Conceptual Compliance driven Strategic environmentmanagement

Van Marrewijk Framework for corporate Conceptual Compliance driven Entrepreneurial drivenet al. (2004) sustainability and

responsibility

Dunphy, Griffiths and Environmental strategies Conceptual Compliance corporation Sustainable corporationBenn (2007)

Pedersen (2010) Corporate environmental Empirical Reactive – compliance Proactive – make aand social strategies Driven and risk avoidance difference

Source: Bäbler, S. (2010)


Source: Zoogah, B. D. (2011).

Various contemporary scholars have augmentedthe understanding and studies on Green HRM inrecent years (Berrone & Gomez-Mejia, 2009;Jabbour, Santos, & Nagano, 2010; Massoud, Daily,& Bishop, 2008; Renwick et al., 2008; Stringer,2009). Green HRM depends on the unique andidentifiable patterns of green decisions andbehaviors of HR managers (Jackson et al., 2011).The incorporation of environmental objectives andstrategies into the overall strategic developmentgoals of a company helps in arriving at an effectiveEMS (Haden et al., 2009). There are variousresearchers who support the HRM practices to beeffective for promotion of human capital andresults in providing to contributors oforganizational performance and competitiveadvantage (Boselie, Paauwe, & Jansen, 2001).

Contemporary Research Models of GreenHRM

A proposed research model of a research paper isalways a subject-matter of interest and further

research. This generally articulates the macro-scenario of the subject. Since green HRM isrelatively a new phenomenon in the research field,it is quite logical and interesting to review theexisting proposed research models. Although thisis a challenging task, we provide an extensiveendeavor to conduct this study. In the followingsections, we analyze the fifteen selected proposedresearch models of green HRM with their specialfeatures and propositions in short.

Model 1

This is the most comprehensive and elaborativeresearch model of Green HRM so far. In this model,Zoogah (2011) stated that green decisions of HRpractices are the outcomes of environmentalsituations and green behavior. These decisions leadto the adoption of suitable business strategies thatresult in organizational effectiveness. Zoogah (2011)also identified the active anf inhibitory relationsamong the variables.

Model 2

In the following model, Sharma & Gupta (2015)showed the relations of HRM functions and

employee’s green behavior. The essence of thismodel is that every function of green HRM hasan effect on employee’s green behavior.

Interactions among Cognitive, affective,motivational and self-regulatory process elements

1.

2.

3.

4.

Exp

V

G

Aff

Exp

Aff

GreenDecisionUse of HRPractices

S

C

R

B

Green Information

Green

Behavior

Role

Behavior

Enactment

EnvironmentalManagement

Solid Lines = positive activationDotted lines = inhibitory relations

Exp: Expectancy, V: Value, G: Goals,Aff: Affects, C: Competencies,S: Strategies, R: Resources, B: BehavioralScripts C

on

seq

ue

nce

Organizational Effectiveness

Development PerformanceInnovation QualityCost-reduction competitive

Strategy

EnvironmentalSituations

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Model 3

This is another comprehensive model of GreenHRM developed by Sudin in 2011. In this model,Sudin (2011) highlighted that environmentalmanagement service has an effect on green

intellectual capital. Both the green HR functionsand environmental management services lead tocorporate environmental citizenship. Thisenvironmental citizenship can be classified intothree types: regulative, normative and cognitive.

Source: Sharma & Gupta (2015)

Model 4

In this model, Uddin & Islam (2016) stated thatenvironmental inputs make an employee as a green

employee that helps him/her to carry out the HRfunctions effectively. This helps a firm attainmentthe desired goals.

Source: (Sharma & Gupta, 2015)

TalentDevelopment

ofOrganization

GreenRecruitment

and Retention

Managementof Green

Parameters andPerformance

Desired GreenBehavior from

employee

Designingof Green

Jobs

Top managerfollowing green

modeling

Informationsharing

technique andempowerment

Management Review

Checking and Corrective Action

Implementation and operation

Planning

Policy

Top Management Services

Assessment based Recruitment and

Performance based Appraisal System

Training and Development

Employee Relations

Reward Systems

Green Relationship Capital

Green Social Capital

Green HR Capital


Service

AssessmentBased HR

Interventions

GreenIntellectual

Capital

CorporateEnvironmental

Citizenship

Regulative

Normative

Cognitive


Model 7

In this model, Sawang and Kivits (2014) highlightedthat a green HR initiative adoption policy isaffected by three factors. These factors are

environmental-related attitude, stakeholders’pressure and green resource readiness. So the HRmanager should consider these factors in adoptinggreen HR policy.

Source: Rimi, N. N. (2016)

Model 6

In the following model, Rimi (2016) stated thatGreen HR functions lead to the green employeeperformance that ultimately results in service

invocation. Here she wanted to show that thereis a relationship between green HRM andorganizational outcome.

Source: (Mandip, 2012)

Model 5

This model was developed by Mandip in 2012.Here, Mandip (2012) stated that green HR is the

collective result of people engagement as well associety engagement. People’s shared service andsustainability are also critical here. All these actorsaffect each other.

Source: (Uddin & Islam, 2016)

Inputs from theEnvironment

• Employees

Recruitment Training &Development

PerformanceManagement & Appraisal

Goal Attainment

• EnvironmentalSustainability

Pay & RewardEmployee Relations

HR Functions

PeopleEngagement

SocietyEngagement

Green HR orPeople and

Society

People SharedService

Sustainability

Green HRM

• Recruitment & Selection

• Training & Development

• Performance Appraisal, and

• Compensation

HR Outcome(Employee Performance inGreen Banking)

Organizational Outcome(Service Innovation in Greenbanking)

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Model 8

Verma (2015) proposed this research model in2015. According to this model, Green HRM Systems

produce certain positive outcomes like increasedsavings, special focus on CSR, and improved socialchange. Verma (2015) also provided some examplesof green HRM practices in this model.

Source: Sawang, S., & Kivits, R.A. (2014)

Model 9

In the following model, Schrader and Muster (2011)stated that employees learn different kinds ofbehavior not exclusively at the workplace, but alsoin private life. According to this model, there are

reciprocal interactions between working life andprivate life occurs what they termed as a “greenwork-life balance concept”. The concept offerschances not only for the environment, but alsofor the company and its employees by increasing,for example, work motivation and job retention.

Source: Verma, R. (2015)

Source: Schrader, U. & Muster, V. (2011)

Environmental-related attitude

Stakeholders Presssure

Green resource readiness

Green HR initiative adoption

Green HRM Systems

Increased Savings

Green Focus on Corporate SocialResponsibility

Improved Social Change

Green Printing, Green payroll& Green manufacturing

Video Conferencing& Video Recording

Car Pooling, Public Transport,Company Transport,

Flexi Work

Recycling, Efiling, Energy

Efficient offices

Work-to-Life:Promoting environmentally

Friendly consumer behaviour

Life-to-Work:Encouraging employees to bring in

green ideas and experiences

Environmental attitudes andbehavior of employees

Work LifePrivate Life


Source: Shen et al. (2016)

Sources: Haynes, P & Fryer, G. (2000).

Model 12

Haynes and Fryer proposed the following modelin 2000. This model suggests that green HRMpolicies and other factors like physical property

determine the employee commitment and employeecompetence. Employee commitment and employeecompetence lead to customer satisfaction whichultimately results in increased financialperformance.

Model 11

In the following model, Shen et al. (2016) showedan inter-relationship between perceivedorganizational support and perceived green HRM.

Both these organizational support and perceivedgreen HRM constitutes the organizationalidentification that ultimately contributes to the taskperformance and organizational citizenshipbehavior.

Source: Yusoff et al. (2015)

Model 10

Yusoff et al. (2015) worked on the relationshipbetween e-HRM and green HRM. According tothis model, there are some assessments of e-HRM.

These assessments along with the HR roles makeup the employee attitude towards green HRMwhich is critical for the successful implementationof green HRM policies.

Assessment of E-HRM

Perceived Ease of Use

Perceived Usefulness

E-HRM Trust

HR Roles• Administrative Expert• Employee Champion• Change Agent• Strategic partner

AttitudeSuccessfulness of

Green HRM

Task Performance OrganizationalCitizenship Behavior towards the

Organization Intention to QuitOrganizationalIdentification

Perceived GreenHRM

PerceivedOrganizational Support

Green HRM policies andPracticesRecuitmentPerformance management& performance appraisalTraining & development

Other FactorsPhysical property and amenities

CustomerSatisfaction &customer delight

Employeecommitment &Employeecompetencies

FinancialPerformance(Revenue &

operating Profit)

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Model 13

In the following model, De Prins (2011) showedthat sustainable HRM framework is composed offour perspectives. These perspectives arepsychological perspective, sociological perspective,strategic perspective, and green perspective. De

Prins (2011) argues Sustainable HRM focuses onoptimally utilizing and respecting humanworkforces within the organization, in which anexplicit relationship is built between anorganization’s strategic policies and itsenvironment.

Model 14

Wong et al. (2013) proposed the following modelby highlighting the relationship among humanresource management, organizational performance,environmental performance, and innovationperformance. According to Wong et al. (2013),

innovation performance leads to environmentalperformance which results in the effectiveness ofgreen HRM functions.

Here, OP = Organizational Performance, EP =Environmental Performance, IP = InnovationPerformance

Source: De Prins (2011).

Source: Wong et al. (2013)


Source: Author

Proposed Research Model

Although the field of green HRM is comparativelynew and is at the infant stage, there are a numberof models added to the literature. However, thereis no comprehensive research model on green HRMstill now. Majority of the models deal with thenature of the green HRM. Based on the analysisof the existing research models and literature, wecan propose the following comprehensive researchmodel.

In the proposed research model, we highlight that

the basic HRM functions and environmentalmanagement are affected by each other in theorganizational context. Both the HRM functionsand environmental systems constitute the greenHRM practices. The level of green HRM practicesdefines the environmental citizenship behavior.This environmental citizenship behavior is criticalfor the green HRM outcomes like increased savings,quality of life, customer satisfaction, improvedsocial change, and so on. The final output of thesegreen HRM policies and practices is theenvironmental sustainability.

Source: (Hosain & Rahman, 2016)

Model 15

The following model was proposed by Hosain andRahman in 2016. This model basically highlightsthe functions of green HRM. In this model, Hosain

and Rahman (2016) identified ten specific wingsof green HRM that collectively contribute to thesuccessful adoption and implementation of greenHRM policies.

Green PerformanceManagement &

Evaluation

Green Learning &Development

GreenOrientation

Green Recuitment& Selection

Online Advertisement& invitation of

Application Online

Green Compensation & RewardGreenHRM

Green Leadership Management Green Health and Safety ManagementGreen Employee Discipline

Management

Maintenance of Employee Relation

Basic HRMFunctions

• HR Plan

• Recruitment &Selection

• Training &Development

• P e r f o r m a n c eAppraisal

• Reward System

• Health & Sefety


System/Situations

• Environmental-related attitude

• StakeholdersPressure

• Green resourcereadiness

• SocietyEngagement

Green HRMPractices

• Green Printing,Green Payroll &Greenmanufacturing

• Video Conferencing7 Video Recording

• Car Pooling, PublicTransport,CompanyTransport, FlexiWork

• Recycling, E-filing,Energy Efficientoffices

EnvironmentalCitizenship

Behavior

• Regulative

• normative

• Cognitive

EnvironmentalSustainability

• Better Society

• Better Life

• Better People

Green HRMOutcomes

• Increased Savings

• Green Focus on CSR

• Improved SocialChange

• CustomerSatisfaction

• QualityImprovement

• Quality of Life

• OrganizationalEffectiveness

• CompetitiveAdvantage

• Minimum conflictwith pressure groups

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Conclusion

There is an inherent capacity of HRM functionsin greening employees and organizationaloperations. From job design function to employeerelations, HRM has gigantic potential in greeningorganization and its operations. The key challengein front of HR professionals is to understand thescope and depth of green HRM in transformingtheir organizations as green entities. This effortultimately leads to better environmentalperformance of the organization. Green HRM isnew phenomenon in the field of HRM. It createssome new challenges for HR professionals. Thestudy tried to explore the concepts, processes,requirements and challenges of Green HRMidentified in the existing models and literature.The study found that Green HR can adopt variousgreen processes and practices in different HRfunctions like HR planning, acquisition of humancapital, their induction, training, performancemanagement, reward management and betterindustrial relations which will have a bearing onthe overall achievement of the organization’s goals.

It was found that distinct HR policies, topmanagement commitment, teamwork,empowerment, positive management behavior andtransparent merit systems are associated with thesuccessful implementation of Green HR strategies.HR professionals face a number of challengesregarding Green HRM. However it is clear fromthe study that the HR Professionals must addressthe environmental needs in crafting HR strategiesand implementing the HR policies and practicesin alignment with environment management. Thisstudy is concluded with a comprehensive researchmodel of green human resource management. Thusthis study is supposed to help the researcher toidentify the areas of Green HRM that are yet tobe researched.

Research Gap and Scope for Future Study

This study was conducted based on the extensiveanalysis of existing models and literature of GreenHRM. The authors have tried to organize theconcepts, process, requirements and challenges ofGreen HRM in a constructive manner so that itcan help the interested readers, researchers andacademicians. However Green HRM is anemerging philosophy. Indeed, there are many gapsto be filled in respect of green HRM. Such gapsinclude an informative guide on the emergentliterature, its scope and coverage, and a processmodel and research agenda in this field.

Theoretical and empirical studies are needed toenhance the body of knowledge of Green HRM.The interested contributors/researchers can doextensive quantitative and/or qualitative researchon Green HRM. More importantly, the researchersand academics area highly welcome to do theextensive research and/or validate the researchmodel as proposed in this paper.

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green human resource management models: review and proposal

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