Impact of AI on Green HRM Practices

Contents
Impact of AI on Green HRM Practices............................................................................................1

Chapter 1..........................................................................................................................................3

1.1. Introduction:......................................................................................................................3

1.1. Problem statement.............................................................................................................4

1.2. Research Objectives..........................................................................................................5

1.3. Research Questions...........................................................................................................5

1.4. Purpose of the Study......................................................................................................5

1.5. Scope of the study.............................................................................................................6

1.6. Significance of the study...................................................................................................7

1.7. Definition of variables......................................................................................................8

1.8. Moderating Variable..........................................................................................................8

Chapter 2..........................................................................................................................................9

Literature Review............................................................................................................................9

2. Introduction...........................................................................................................................9

2.1. Theoretical Underpinnings of Green HRM....................................................................10

2.2. Applications of AI in HR Functions................................................................................11

2.3. Potential Impact of AI on Green HRM Practices............................................................12

1. Automation and Efficiency:........................................................................................12

2. Data-Driven Insights:..................................................................................................12

3. Personalization and Tailoring:.....................................................................................13

4. Employee Engagement and Behavior Change:...........................................................13

2.4. Moderating Role of Organizational Support for Sustainability......................................14

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 2.5. Empirical Evidence and Gaps in the Literature..............................................................15

2.6. Theoretical Framework Guiding the Study.....................................................................16

Chapter 3........................................................................................................................................19

Methodology..................................................................................................................................19

Theoretical Framework Guiding the Study:..........................................................................19

3.1 Methodology:...................................................................................................................20

3.2 Research Design:.............................................................................................................20

3.3 Data Collection Methods:................................................................................................21

3.4 Data Analysis Techniques:...............................................................................................22

References......................................................................................................................................24

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Chapter 1
1.1. Introduction:
Over the last few decades, there has been a dramatic shift in the way HRM procedures include
Artificial Intelligence (AI), which in turn has altered the way corporations oversee their staff.
Artificial intelligence (AI) in human resource management has expanded from its humble
beginnings in automating payroll and data administration to include more sophisticated
applications, dramatically altering the HR game (Agarwal et al., 2023).

With its many facets, artificial intelligence (AI) in human resource management encompasses a
wide range of technologies, such as machine learning, data analytics, and Natural Language
Processing (NLP). The capacity of a system to analyze data and enhance its performance over
time is enhanced by data analytics and machine learning, whereas natural language processing
(NLP) includes computers' interpretation and understanding of human language.

On the other hand, stakeholders are starting to see sustainability as a major threat. Green
practices are highly prized by organizations throughout the world as people become more
conscious of the need to protect our planet. This has prompted the development of GHRM
initiatives, which aim to integrate human capital planning with environmental sustainability
goals.

Internal company conversations have shifted to AI's capacity to bolster HR sustainability

initiatives. Many businesses are looking for methods to reduce their environmental impact via
HR process optimization using artificial intelligence. New possibilities and threats arise as a
result of the convergence of sustainable HRM practices and technology innovation.

Having a firm grasp of the background, present, and future of AI in HRM practices is vital for
making informed decisions in this dynamic landscape. With the goal of adding to this body of
knowledge, this research investigates how AI has changed GHRM practices, with a particular
emphasis on how companies might take use of new technologies to be more efficient without
sacrificing their commitment to environmental sustainability (Moin et al., 2021).

In addition to the aforementioned fundamental elements, it is critical to investigate the intricate

history that has brought to the present confluence of AI and GHRM principles.

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Emergence of AI and associated technologies has brought about a sea change in HRM practices,
opening up new opportunities. The field of human resource management is being transformed by
this progression from basic task automation to a sophisticated decision-support system. At the
same time, eco-conscious cultures and responsible business practices are seen as cornerstones of
contemporary corporate ethos, and environmental sustainability has become more important to
organizational objectives.

Strategically integrating AI into HRM to improve operational efficiency and meet sustainability
goals is a perfect time to do it. Nevertheless, there are obstacles to overcome at this juncture,
such as worries over algorithmic biases, the ethical application of AI, and the correlation between
technological advancement and larger societal and environmental objectives. Here, at the
crossroads of technological progress and ecological awareness, lies a shifting landscape, and our
study aims to decipher its complexities. By going beyond theoretical frameworks, this study
hopes to provide light on the real-world uses of AI in GHRM operations. By investigating
context, current trends, and future possibilities, this study hopes to shed light on the murky
waters of AI-driven sustainability in HRM practices, a landscape that many businesses are still
trying to comprehend. Through shedding light on the intricacies of the AI-GHRM paradigm, this
research aims to assist companies in striking a balance between technology advancement and
environmental responsibility (Ahmad et al., 2022).

1.1. Problem statement

Research on the effects of AI on Green Human Resource Management (GHRM) strategies is
noticeably lacking, despite the growing integration of AI into organizational processes. The
general effects of AI on HRM have been well-documented, but the intricate web of relationships
between AI and HRM initiatives, particularly those aiming to ensure long-term viability, has
received less attention.

The complexities of strategically using AI technology to enhance environmentally friendly HR

practices are often neglected in the current literature. A lack of knowledge about this specific
aspect is preventing companies from integrating AI in ways that help them achieve their
sustainability objectives.

In order to rectify this, this research will go head-to-head with the following problem: there is
currently no information available on how to effectively use AI applications to bolster and
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enhance GHRM procedures. Businesses may make greater use of AI in their HRM activities with
an eye on encouraging environmental awareness, and this research aims to assist address that
knowledge gap.

1.2. Research Objectives

The following goals are intended to be accomplished by this research:

 Ro1: Determine how many companies use sustainable HR practices and look at the
current state of AI integration in HRM.
 Ro2: Examine how artificial intelligence (AI) has altered Green HRM practices, such as
hiring, onboarding, performance evaluation, and company culture.
 Ro3: To maximize the effect of AI on GHRM while simultaneously encouraging
sustainability and environmental awareness, find the finest practices in this area and
suggest them to enterprises.

1.3. Research Questions

The following research questions will guide this study:

1. How does the current integration of AI in HRM practices align with Green Human
Resource Management principles within organizations?
2. What specific impacts does AI have on green recruitment, training, and performance
management practices within the HRM domain?
3. To what extent do organizational cultures contribute to the successful integration of AI in
fostering environmentally sustainable HRM practices?
4. What are the key challenges and opportunities associated with leveraging AI to enhance
Green Human Resource Management initiatives?

These questions seek to elucidate the complexities of the AI-GHRM nexus, offering a thorough
comprehension of the mechanisms at play.

1.4. Purpose of the Study

This research aims to carefully examine how Green HRM practices are affected by Artificial
Intelligence. To help firms achieve their sustainability objectives in HRM, this study seeks to fill
a research vacuum and provide detailed insights on strategically incorporating AI. Organizational

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decision-makers, HR professionals, and academics should expect the results to shed light on the
possible advantages, disadvantages, and best practices of using AI in a way that supports eco-
friendly HR policies (Tanova & Bayighomog, 2022). The study's overarching goal is to
illuminate the relationship between technology and sustainability in organizations.

1.5. Scope of the study

This research is characterized by its exclusive emphasis on how AI has affected Green Human
Resource Management (GHRM) strategies in modern businesses. With an eye toward
ecologically responsible methods, this study will investigate how artificial intelligence (AI) may
be incorporated into many areas of human resource management (HRM), such as hiring, training,
performance evaluation, and company culture.

The research recognizes certain limitations, but it does its best to provide a thorough
examination. Specifically, the geographical focus is limited to groups within a given area,
allowing for a more deliberate analysis. Furthermore, not all industries may be included in the
research, and different sectors may have foreign AI adoption and sustainability policies that will
be considered. We may conduct an in-depth analysis of the stated study questions and goals
within these well-defined parameters (O'Donohue & Torugsa, 2016).

To integrate the definitions of sub-variables within GHRM practices into the first chapter, you
can include this information in the section where you discuss the scope of the study or when
introducing the concept of Green Human Resource Management. Here's a suggested placement:

"Green Human Resource Management" (GHRM) encompasses a wide range of methods that try
to incorporate eco-friendliness into HR strategy, according to this research. In order to decipher
the effect of AI on long-term HRM, it is essential to comprehend these GHRM practices in their
entirety. Below are definitions of the sub-variables within GHRM practices that are relevant to
our investigation:

1. Green Recruitment:
In "Green Recruitment," efforts to hire are made in a way that doesn't harm the environment. Part
of this process is looking at how effectively applicants understand and can implement
sustainability ideas, and how they might help the company's green efforts (Aranganathan, 2018).

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 2. Green Training:
Green Training is an initiative that aims to teach workers how to make their workplace eco-
friendlier. Projects aimed at reducing waste, improving operational efficiencies, and achieving
long-term sustainability objectives may fall under this category (Teixeira et al., 2016).
Supporting the organization's green aims, the purpose is to improve workers' knowledge and
abilities.

3. Green Performance Appraisal:

Employees' impact on environmental sustainability is one metric used in Green Performance
Appraisal. This report evaluates their work toward the organization's sustainability goals,
including the promotion of eco-friendly practices and the reduction of environmental effect.
Recognizing and rewarding workers for their dedication to green projects is the goal of this sub-
variable (Ardiza et al., 2021).

4. Green Company Culture:

The term "Green Company Culture" describes an organization's efforts to foster a work
atmosphere that prioritizes and supports environmental responsibility. As part of this effort, it is
important to incorporate green practices into the daily lives of workers and encourage them to
feel responsible for the environment (Margaretha & Saragih, 2013). Employees are more likely
to take part in green projects and practices when they work for a firm with a green culture.

1.6. Significance of the study

There are important ramifications for academics and business activities in this research. In the
academic world, it adds to the growing conversation on how GHRM practices and Artificial
Intelligence (AI) interact. The study contributes to theoretical knowledge by bridging a gap in the
literature and offering detailed insights into how AI affects HR efforts prioritizing sustainability.

Applying the results in the real world, decision-makers, HR experts, and sustainability officers
may use AI to promote eco-friendly HRM methods, impacting corporate behaviors. Businesses
looking to maximize the use of AI within an eco-friendly HRM framework may find useful
suggestions and advice in the report (Ababneh, 2021). Strategic decision-making and the wider
adoption of environmentally friendly HR practices are expected to be aided by the study's

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findings as firms negotiate the fine line between technology innovation and sustainability
objectives.

In addition, the findings may help direct researchers' efforts in the future. It sets the stage for
future research that might lead to a better understanding of AI's influence on sustainability in the
long run, cross-industry comparisons, and the creation of tools to measure the ecological
footprint of AI-powered HRM strategies. Ultimately, this study's impact goes beyond its primary
study area and provides useful insights for research, organizations, and academia.

1.7. Definition of variables

In this study:

 Artificial Intelligence (AI): Refers to the use of cutting-edge tech in HRM procedures,
including data analytics and machine learning.
 Green Human Resource Management (GHRM) Practices: Integrates environmental
sustainability into HR strategies across the board, including hiring, training, performance
evaluation, and company culture.

1.8. Moderating Variable

"Organizational Support for Sustainability" acts as the moderating variable. This metric shows
how much help the company is willing to provide in terms of commitment, funding, HR policy
language that reflects sustainability goals, and open dialogue about sustainability efforts (Lamm
et al., 2015).

The relationship between AI and GHRM practices is heavily influenced by the variable in
question. Companies that put a premium on sustainability are more likely to see results than
those that don't. Organizational support moderates the study's findings, illuminating the ways in
which extraneous variables affect AI's effect on GHRM from a sustainability perspective.

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Chapter 2

Literature Review
2. Introduction
Modern business is exploring the relationship between Artificial Intelligence (AI) and Green
Human Resource Management (GHRM). As AI gets more entrenched in organizational
processes, its potential to transform GHRM roles is growing. AI—the study and engineering of
intelligent machines and computer programs—has transformed this field, according to the
literature. AI is transforming management by speeding decision-making and changing job
routines. Technical and social scholars have defined AI as artificial narrow intelligence (ANI),
artificial general intelligence (AGI), and artificial super intelligence (ASI).

Machine learning technologies (MLT) and perceptual technologies enhance AI's importance.
MLT, which mimics human talents, is used in voice, image, and research initiatives. Computer
vision and natural language processing enable seamless human-machine interaction with AI.
Figure 1.1 shows how firms use AI to improve operations and services
(Bowen and Ostroff 2004)
.

AI is used in administrative and HRM roles outside manufacturing and services. Modern
management theories like MBO and MBE use green HRM practices to promote sustainability.
Innovative AI applications motivate companies to reconcile competitiveness and environmental
responsibility. AI technologies are changing HRM tasks, including recruiting, training,
performance review, and talent retention.

In Industry 4.0, AI is crucial to converting creative ideas into reality as firms digitize.
Organizations use AI solutions, including chatbots, digital attendance systems, job intelligence
maestros, automation, distant assistants, and e-pass systems to improve HRM. AI-GHRM
synergy is essential to organizational sustainability in a competitive environment.

The literature study explores AI, GHRM, and organizational support for sustainability to
understand their relationship. This project aims to evaluate the literature on AI's influence on
GHRM, analyze administrative support's moderating effect, and identify gaps and possibilities in
this multidisciplinary subject. This review advances academic understanding and advises

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corporate decision-makers on using AI to achieve HRM sustainability. Understanding this
interaction is critical for balancing innovation and environmental stewardship when firms adopt
new technology.

2.1. Theoretical Underpinnings of Green HRM

Understanding Green Human Resource Management (GHRM) theory requires placing it in the
context of organizational sustainability. The GHRM strategy aligns HR practices with
environmental sustainability objectives, stressing the necessity for firms to incorporate
ecological considerations within their HR operations. GHRM recognizes workers' vital role in
corporate sustainability, departing from standard HRM strategies.

GHRM's strategic role in environmental awareness, engagement, and behaviour change among
workers helps organizations achieve sustainability. GHRM promotes ecological awareness in the
workplace. This comprises raising knowledge of environmental challenges, including personnel
in sustainability efforts and changing behaviour. GHRM may help firms satisfy regulatory
regulations and inspire employee sustainability by integrating environmental factors into the
culture (Zhao, Guthrie, and Liao 2009).

The primary practice of the GHRM theoretical framework promotes organizational sustainability.
The employment process might include environmentally friendly criteria for green recruitment.
The organization's sustainability ideals and practises may be considered while evaluating
candidates. Training staff to contribute to sustainable practices is essential. GHRM performance
management includes environmental responsibility as a KPI. Green employee engagement
techniques promote accountability and ownership of sustainability objectives.

GHRM theory emphasizes that these activities are essential to organizational sustainability.
Green recruiting ensures that prospective workers share the company's values, creating a
sustainable work culture. Employees get the knowledge and skills to contribute to
environmentally mindful activities via training. GHRM performance management examines job
duties and an employee's commitment to and influences sustainability goals.

In conclusion, GHRM theory is based on integrating environmental sustainability concepts into

human resource management. GHRM promotes corporate sustainability by proactively engaging
people and incorporating green practices into recruiting, training, and performance management.

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This theoretical framework helps firms build a workforce that values sustainability and actively
promotes green initiatives in the workplace.

2.2. Applications of AI in HR Functions

AI technology has transformed Human Resources (HR) activities, improving efficiency,
decision-making, and strategic alignment with business objectives. This section discusses AI's
many uses in HR, with an emphasis on GHRM-related AI tools and technology.

AI technology, the science of developing intelligent robots, transforms HR procedures and

allows firms to use data-driven insights for strategic decision-making. AI helps GHRM reshape
HR operations to meet sustainability objectives.

AI-powered recruiting portals for eco-conscious applicants are one example. These platforms
assess sustainability values by analyzing applicant profiles, resumes, and online activity using
machine learning algorithms. AI speeds up recruiting and guarantees that environmentally
responsible applicants are evaluated by automating the screening process. This software
simplifies recruiting and fosters a sustainable staff (Knight-Turvey 2005).

AI-driven training and coaching systems are another GHRM innovation. These programmes
educate workers about sustainability and build skills. AI optimizes engagement by adapting
training material to individual learning styles and preferences using adaptive learning algorithms.
Environmental best practices, regulatory compliance and employee roles in company
sustainability are shared via these platforms. These courses' tailored nature improves learning
and equips people to participate in green efforts.

GHRM-based performance management systems with sustainability targets and feedback loops
demonstrate how AI improves HR tasks. AI algorithms may examine performance indicators to
find sustainable employee behaviour and places for development. Sustainability objectives in
performance reviews make environmental responsibility part of employee efforts. AI-enabled
feedback loops enable real-time changes and promote sustainability-aligned continual
development.

AI-powered gamification and personalized staff engagement programmes are unique ways to
boost sustainability. AI may customize engagement programmes based on employee choices,
habits, and performance data. Gamification uses AI algorithms to develop interactive and

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competitive platforms that encourage green activities among workers. These programmes make
environmental responsibility a dynamic and engaging part of the business culture, fostering
sustainability.

AI-powered data analytics dashboards are essential for GHRM-compliant enterprises. The
dashboards monitor environmental impact data to provide enterprises with a complete
sustainability picture. AI algorithms can detect trends, patterns, and improvement opportunities
in massive datasets. These analytics dashboards guide focused GHRM solutions, helping firms
improve sustainability strategy and efforts (Bae and Lawler 2000).

Finally, AI in HR has improved efficiency and strategic alignment, notably in GHRM practises.
AI can automate recruiting, customize training, improve performance management, and boost
employee engagement, helping to build a sustainable company culture. AI plays a crucial role in
integrating sustainability into HR processes as firms realize the need to do so.

2.3. Potential Impact of AI on Green HRM Practices

Green Human Resource Management (GHRM) practises stand to gain a great deal from the
introduction of Artificial Intelligence (AI), which has the opportunity to transform the way
companies handle sustainability in their HR departments.

1. Automation and Efficiency:

The automation of mundane operations is a significant perk of GHRM techniques that use AI.
This frees up HR personnel from tedious and labour-intensive manual activities. Tools driven by
AI may manage mundane administrative duties like scheduling, basic queries, and resume
screening. Not only does this automation make HR operations more efficient, but it also frees up
specialists to focus on more strategic projects. Human resources experts will have more time to
create a more sustainable company culture by focusing on green HR methods rather than menial
jobs.

2. Data-Driven Insights:

HR departments may get important data-driven insights from AI's ability to examine massive
datasets. Organizations may improve their GHRM policies by analyzing trends and patterns in

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employee behaviour and performance. This allows them to make educated choices and apply
focused interventions. Data on energy use, trash production, and staff commute habits are just a
few examples of how AI can find ways to improve. Companies may better tailor their green
activities to meet individual requirements and overcome unique obstacles with the help of these
insights, which enable evidence-based decision-making (Kehoe 2021).

3. Personalization and Tailoring:

Artificial intelligence (AI) adds a human touch to GHRM by adjusting programmes to each
participant's unique requirements. In order to personalize training programmes, recognition
campaigns, and career development plans, AI may analyze employee profiles, learning styles,
and preferences using machine learning algorithms. Both the efficacy of GHRM procedures and
employee engagement are boosted by this level of customization. Employees are more likely to
take pride in their work and make a difference toward environmental objectives when
sustainability activities are tailored to their specific needs.

4. Employee Engagement and Behavior Change:

Artificial intelligence (AI) might have a significant effect on GHRM-related employee

engagement and behaviour modification. Artificial intelligence (AI) has the potential to
encourage and help staff embrace and maintain eco-friendly habits via gamification, tailored
messaging, and immediate feedback. One example is the use of gamification tactics, which may
make sustainable practices more fun and rewarding by transforming them into interactive
challenges. AI-powered real-time feedback systems let workers monitor their development and
see how their activities affect the bigger picture, which in turn encourages accountability and
promotes a growth mindset.

AI can revolutionize human resource management techniques in more ways than one. It might
lead to a more sustainable and employee-focused strategy, going beyond simple automation.
Organizations that want to incorporate environmental responsibility into their HR activities may
use AI to automate mundane processes, derive valuable insights from data, personalize GHRM
programmes, and encourage employee involvement (Poba-Nzaou et al. 2020) . Artificial
intelligence (AI) is a game-changer for firms trying to strike a balance between technological

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innovation and sustainability. It can simplify procedures and increase the strategic effect of green
HR practices, making for a more environmentally friendly workplace.

2.4. Moderating Role of Organizational Support for Sustainability

Organizational Support for Sustainability moderates Green Human Resource Management
(GHRM) activities and affects their efficacy. Support for sustainability is an organization's
commitment and actions to incorporate environmental stewardship into its fundamental beliefs
and operations. This involves more than words and actual assistance.

Top management leadership in sustainability projects shows organizational support. Leadership

support for sustainability objectives shows a top-down commitment that penetrates the company.
Green practises are integrated into HRM as a result of this commitment, emphasizing
sustainability at all levels.

Another sign of company commitment is funding GHRM programmes and technologies.

Organizations show their commitment to sustainability through GHRM financing activities. This
allocation supports AI-driven technology and training modules and highlights GHRM's strategic
role in organizational sustainability (Jose et al. 2020).

Integration of sustainability objectives into HR policies and initiatives is critical to organizational

support. Sustainability becomes part of the organization's DNA when HR policies, procedures,
and industries include it. This integration guarantees that GHRM techniques are deeply ingrained
in HR processes, including recruiting, training, performance management, and employee
engagement.

Organizational support requires sustainable communication and openness. Transparent

communication about sustainability objectives, accomplishments, and problems promotes
transparency and accountability. Understanding the organization's commitment and seeing honest
communication about their combined work on sustainability goals increases employee
engagement in GHRM practises.

Organizational support concludes with employee sustainability recognition and rewards.

Organizations promote sustainability by rewarding workers for their efforts. Formal prizes and
informal acknowledgements create a positive feedback loop that supports green activities.

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In conclusion, Organizational Support for Sustainability moderates GHRM practises and helps
companies succeed with sustainability. Organizational support—from top management
commitment to budget allocation, integration into HR rules, honest communication, and
employee recognition—is essential to creating a culture where sustainability is not just an
endeavour but an attitude. As firms realize the relevance of GHRM in attaining sustainability
objectives, corporate support is crucial to the smooth integration and success of green HR
programs.

2.5. Empirical Evidence and Gaps in the Literature

Thoroughly reviewing previous research on the topic of AI's effect on GHRM practises has
yielded valuable insights. Still, it has also highlighted critical knowledge gaps, especially when it
comes to the moderating influence of sustainability promotion inside organizations.

An increasing amount of attention is being paid to the moderating effect of organizational

support for sustainability in the existing research studies that have investigated the intersection of
AI and GHRM practices. These studies have demonstrated encouraging advances in
comprehending the interaction between these two domains. There are a lot of moving parts here,
and a number of studies have shown some exciting connections between AI adoption, GHRM
practises, and organizational support (Sindermann et al. 2021).

The research's main conclusions stress the need for organizational sustainability support in
improving the efficacy of AI-influenced GHRM practises. Research shows that HR departments
may benefit from AI-driven tools and technology more easily when there is a positive company
culture to encourage their implementation. Organizational backing dramatically enhances the
sound effects of AI adoption, and this is especially true in green recruiting, training, and
performance management.

There are still significant gaps in the current literature about the synergies between artificial
intelligence, GHRM, and organizational support, even though we have made great strides in
comprehending them. The absence of studies explicitly examining how administrative support
for sustainability influences AI-driven GHRM practises is a significant knowledge gap. There is
a shortage of empirical research confirming the moderating effect of administrative support
despite the relevance suggested by the theoretical framework. For a more sophisticated

15
understanding of these interactions, it is vital to go further into how different levels of
organizational support affect the results of AI adoption in GHRM practices.

In addition, research on the precise ways in which AI and organizational support interact to
impact GHRM practises is scarce. The complex mechanisms by which corporate backing either
amplifies or diminishes AI's effect on HR sustainability promotion are critical to understand.
Organizations seeking to integrate AI into their GHRM projects in a way that supports
sustainability objectives might use this information to develop personalized solutions.

There is also a lack of studies examining how AI will affect GHRM and the longevity of
organizations in the long run. There is a lack of knowledge on the long-term effects of AI on
GHRM practises and its influence on organizational sustainability, even if existing research
provides light on short-term advantages and results. This knowledge vacuum might be filled in
large part by longitudinal studies that monitor the development of AI-driven GHRM practises
and the long-term impacts on sustainability results.

Finally, additional empirical investigation is clearly required to fill the gaps in our understanding
of the relationship between artificial intelligence (AI), GHRM practises, and organizational
support for sustainability. We can learn a lot more about this dynamic junction if we fill up the
gaps with solid empirical research that examines the long-term consequences of AI adoption,
clarifies the processes involved, and assesses the moderating influence of organizational support.

2.6. Theoretical Framework Guiding the Study

Green Human Resource Management (GHRM) practises and organizational sustainability
performance are impacted by strategic resource management, including artificial intelligence
(AI) and administrative support for sustainability. The proposed research will be guided by the
Resource-Based View (RBV) theoretical framework, which offers a robust lens for studying this
relationship.

A distinctive, valuable, and non-substitutable resource may help a business acquire a sustainable
competitive edge, according to the RBV. In this research, artificial intelligence (AI) technology
and organizational sustainability support are seen as essential resources that may help with
GHRM practice development and implementation, which in turn affects the overall sustainability
performance of the business (Cotrufo et al. 2020).

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Because of how well it fits with the study's aims and queries, the RBV framework was chosen.
Artificial intelligence (AI) is a unique resource for organizations, and the RBV is an excellent
tool to study its interactions with GHRM practices and the moderating effect of sustainability
support on these interactions. The RBV permits a detailed analysis of how resources contribute
to corporate sustainability objectives by focusing on resource management strategy.

A comprehensive literature research and empirical analysis will be carried out within the RBV
framework to use the selected framework in the study. An examination of previous research that
has used the RBV in comparable settings will form the basis of the literature review, laying the
groundwork for comprehending the relationship between artificial intelligence (AI), global
health risk management (GHRM), organizational sustainability support, and organizational
sustainability performance. An empirical study will look at the effects of various AI applications
and administrative support on GHRM practice creation and implementation, which in turn affects
sustainability performance.

The RBV framework will operate as a theoretical fulcrum, allowing for an exhaustive analysis of
the strategic assets required for GHRM practises to include AI. It paves the way for figuring out
what particular organizational assets a company has, how those assets affect GHRM policies, and
how sustainability-minded coworkers affect that correlation. The research questions and
objectives are well-grounded in this theoretical framework, which offers a systematic and
illuminating approach to investigating the intricate interplay between artificial intelligence (AI),
global health risk management (GHRM), organizational sustainability support, and
organizational sustainability performance (Glauner et al. 2017).

The literature analysis has offered a thorough synopsis of the present status of studies
investigating how AI affects GHRM strategies and practices. The assessment highlights many
essential points, such as the awareness of AI's role as a driver for change in HR activities, the
changing nature of GHRM practises, and the growing significance of sustainability factors in
business operations.

An important takeaway from the research is the significance of sustainability-focused

organizational support in influencing the correlation between AI and GHRM strategies. The
papers that were evaluated all agree that having a supportive company culture is crucial for

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getting the most out of AI in GHRM. To use AI for sustainable HR practices, it is essential to
understand the dynamics of organizational support.

What makes this study significant is that it can shed light on GHRM and organizational
sustainability from a theoretical and practical perspective. Our knowledge of how to incorporate
AI-driven initiatives into HR practises to improve environmental sustainability may be enhanced
by putting light on the moderating function of organizational support. This research tries to do
just that. Organizations that want to use AI in their HR processes in a way that supports their
larger sustainability objectives may find this helpful information.

Nevertheless, it is essential to recognize that the current literature highlights several unanswered
questions and areas that need more investigation. Future research could address the following
gaps: (1) the scant empirical evidence on the moderating role of organizational support; (2) the
lack of investigations into the precise ways in which AI interacts with organizational support;
and (3) the inadequate attention paid to the long-term consequences of AI deployment in GHRM
(Anelkovi and Bajatovi 2020) .

Because of these deficiencies, we must strongly support initiatives to do further research in this
field. To further advance understanding in this sector, more research is needed to evaluate the
moderating influence of organizational support experimentally, explore the complex processes
involved, and study the long-term effects of AI on GHRM and corporate sustainability. The
ultimate goal of this study is to provide researchers and practitioners with the information they
need to incorporate AI into GHRM successfully practises and build long-term organizational
cultures that can thrive in this age of rapid technological change.

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Chapter 3

Methodology
Empirical Evidence and Gaps in the Literature:

● Existing research on the convergence of AI and GHRM practices has revealed important
insights while highlighting considerable knowledge gaps, notably regarding the
moderating influence of sustainability promotion inside businesses.
● Recent research has increasingly focused on the moderating effect of organizational
support for sustainability, demonstrating potential advances in understanding the
interaction between AI adoption, GHRM practices, and organizational support
(Sindermann et al., 2021).
● While there has been progress in understanding these processes, there are still important
gaps in the present research. Specifically, despite its theoretical significance, there is a
dearth of empirical studies exploring how administrative support affects AI-driven
GHRM practices. This creates a significant knowledge gap that requires attention and
investigation.
● The existing literature also needs to include more delving into how AI and organizational
support interact to influence GHRM practices. Understanding the complicated
mechanisms by which corporate support either amplifies or reduces AI's influence on HR
sustainability promotion is critical for businesses looking to integrate AI into their
GHRM programs in a sustainable way.
● Furthermore, research investigating the long-term impacts of AI implementation in
GHRM still needs to be done. While existing research provides light on short-term
advantages, there is a considerable information gap regarding the long-term implications
of AI on GHRM practices and its impact on organizational sustainability.

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Theoretical Framework Guiding the Study:
The research will be based on the Resource-Based View (RBV) theoretical framework, which
provides a strong lens for studying the interaction between AI, GHRM practices, and
organizational support for sustainability.

Unique, valuable, and non-substitutable resources, according to RBV, add to a company's long-
term competitive edge. AI technology and organizational sustainability support are seen as
crucial resources in this study, playing a vital role in the creation and implementation of GHRM
practices, hence impacting overall sustainability performance (Cotrufo et al., 2020).

The RBV framework was chosen because it is compatible with the study's aims and research
questions, and it provides a methodical and informative way to dissect the complex interplay
between AI, GHRM practices, organizational support, and sustainability performance.

3.1 Methodology:
A comprehensive and well-structured approach is required to conduct an empirical examination
into the moderating effect of "Organizational Support for Sustainability" in the link between
Artificial Intelligence (AI) and Green Human Resource Management (GHRM) practices. This
section takes an in-depth look at the study's design, data-gathering techniques, sample strategy,
and data analysis methodology.

3.2 Research Design:

A rigorous examination of methodological options in the research design is critical to providing a
full exploration of the subtle linkages between Artificial Intelligence (AI), organizational
support, and Green Human Resource Management (GHRM) practices. The study employs a
careful mixed-methodologies research strategy, a complex and comprehensive technique that
deliberately incorporates both quantitative and qualitative methods. This methodological fusion
is more than just a procedural option; it is a purposeful attempt to improve the study's robustness
and depth, connecting smoothly with best practices espoused in the world of empirical research.

This deliberate combination of quantitative and qualitative methodologies emerges as an

essential component of the study design. This purposeful choice is motivated by the realization
that a single technique may mistakenly ignore the multidimensional character of the AI-GHRM-

20
organizational support nexus. The study approach, which incorporates both quantitative and
qualitative techniques, demonstrates the dedication to a comprehensive analysis that goes beyond
the surface, digging into the depths and subtleties of the connections under examination.

The recognition that quantitative data, although offering numerical precision, may fall short of
capturing the depth and contextual insights inherent in qualitative narratives emphasizes the
value of this mixed-methods approach. On the other hand, while qualitative data provides depth
and context, it may lack the generalizability provided by quantitative studies. As a result,
strategic integration of these techniques is analogous to wielding a strong lens that provides a
panoramic perspective of the multiple features inherent in the interplay of AI, organizational
support, and GHRM practices.

This approach conforms to the notion that a thorough knowledge of complex phenomena
necessitates a methodological repertoire that crosses disciplinary borders. The use of a mixed-
methods strategy is a conscious and purposeful choice that positions the research design as a
dynamic and flexible framework capable of addressing the complexities of the researched
connections. This research design serves as a methodological lighthouse, directing the study
towards a nuanced and thorough understanding of the dynamic linkages between AI,
organizational support, and GHRM practices, drawing inspiration from best practices in
empirical investigations.

3.3 Data Collection Methods:

Surveys:

Quantitative insights will be rigorously gathered by distributing standardized questionnaires to

employees at the participating companies. These surveys will be methodically developed to
include a wide range of questions that will be deliberately geared to assess the level of AI
integration within HRM practices. They will also attempt to determine attitudes of organizational
support for sustainability and give a complete assessment of the entire landscape of green HRM
operations. The surveys will use a variety of techniques, such as Likert scales and multiple-
choice questions, to guarantee a nuanced analysis, allowing the quantification of replies and
contributing to the precision of the acquired data.

Interviews:

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In-depth interviews with important stakeholders, including HR professionals, organizational
executives, and employees, will provide a qualitative component to the data-collecting process.
These interviews, conducted in a semi-structured approach, will allow participants to share their
experiences, articulate perceptions, and provide nuanced viewpoints on the delicate interplay
between AI, organizational support, and green HRM practices. These interviews' qualitative
richness will complement and enrich the whole investigation, collecting insights beyond the
reach of quantitative measurements.

Case Studies:

In-depth case studies of selected organizations will be included in the research design to
strengthen the study's credibility and applicability. These case studies serve as a way of
triangulation, confirming and supplementing the findings of surveys and interviews. The case
studies will provide a more comprehensive contextual knowledge of the real-world deployment
of AI in HRM practices, particularly those focused on sustainability, by diving into the
organizational dynamics of these selected entities. This qualitative depth gained from case
studies is expected to improve the study's comprehensiveness and provide useful real-world
insights.

Sampling Strategy:

This study's sample technique will be both deliberate and intentional, focusing on organizations
that actively integrate AI into their HRM processes while demonstrating varied degrees of
commitment to sustainability. This methodical approach is intended to ensure a varied and
representative sample, allowing for a detailed evaluation of the moderating influence of
organizational support on the link between AI and GHRM.

3.4 Data Analysis Techniques:

Quantitative Analysis:

The study will use a strong quantitative analytical approach, employing specialist tools such as
SPSS to undertake comprehensive statistical analyses. In the moderation research, advanced
methodologies such as hierarchical regression analysis will be used. This will allow for a

22
thorough examination of how organizational support acts as a moderator in the complicated link
between AI and environmentally responsible HRM practices.

Qualitative Analysis:

Thematic analysis, a rigorous qualitative method, will be used to examine data from interviews
and case studies. The data will be processed and sorted methodically to reveal repeating patterns
and themes. The qualitative findings will be linked smoothly with the quantitative data,
providing a thorough picture of how organizational support moderates the influence of AI on
GHRM practices (Singh and Pandey, 2020).

Triangulation:

This research approach will rely heavily on triangulation or the synergistic integration of
numerous data sources. The study strives to improve the reliability and validity of its findings by
carefully integrating the strengths of both quantitative and qualitative methodologies.
Triangulation will allow for a more in-depth examination of the complex linkages that exist
within the AI-GHRM-organizational support nexus, providing useful insights to both academic
and practitioner audiences.

23
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