CHAPTERONE

1.0 Introduction

1.1 Backgroundofthestudy

Today'sworldingeneral,andbusinessfieldinparticular,iswitnessinganincreasinginterestinenvironme

ntalissues,andarapidshifttowardsagreenenvironment,especiallyinlightofThegrowingawarenessoft

hedangersofthenegativerepercussionscausedbyindustrialpollution,wasteandepidemicsissues,inadd

itiontotheemergenceoflargemovementsledbygovernmentsandnon-

governmentalorganizationsaroundtheworld.Warnsofthedangersfacinghumanityonmorethanonelev

el,andmarketsthegreenenvironment.

Inordertoimproveenvironmentalperformanceandeffective(green)environmentallyconscious

work,environmentalawarenessmustbetakenintoaccountineveryHRpracticerangingfrom

recruitmenttoemployeetraining,performanceappraisaltoreward,etc.Withgreenhuman

resourcemanagement,organizationscancreateaprofitablestrategybysatisfyingtheir

employeesandimprovingtheirenvironmentalperformance.

Withinthiscontext,organizationstodaytrytoplaytheirvitalrolerelatedtomeetingtheneedsof

thehumancommunityintermsofgoodsandservicesthroughrationalexploitationofvarious

naturalresourcesandthusharmonizingtheeconomicandenvironmentaldimensionsatthesame

time.Inordertoachievethis,theseorganizationsarewitnessingashifttowardsamodelthat
integratesthevariousfunctionsoftheorganizationwithintheenvironmentalmanagement

system,andcarriesanincreasedcommitmenttoenvironmentalstandardsinordertoachieveits

economicobjectives,foremostofwhichisthesustainablecompetitiveadvantage,andtoavoid

environmentalpressuresforgovernmentsandorganizationsbybearingtheirsocialresponsibility

insupportingenvironmentalsustainability,aswellasenhancingtheirreputationwithItgetsit

fromcertificates,acknowledgments,anddomain(14000ISO).Greenhumanresource

managementisamodernsystemwithinthefieldofmanagerialthought,inwhichresearchersare

stilltryingtoelaborateitsconceptsandeffectivepractices,andworktointegrateorganizational

environmentalperformanceissuesintobusinessstrategyandincreasetheorganization’s

opportunitytoenhanceitscompetitiveness.

Inrecentyears,theglobalemphasisonsustainabilityhaspromptedorganizations,includingeducationali

nstitutions,toadoptpracticesthatnotonlycontributetoenvironmentalconservationbutalsofosteroveral

lorganizationalperformance.Tertiaryinstitutions,asvitalcontributorstoknowledgedisseminationand

societaldevelopment,playacrucialroleinshapingsustainablepractices.Onesignificantavenuethrough

whichinstitutionscanalignwithsustainabilitygoalsisbyintegratingGreenHumanResources(HR)prac

tices.GreenHRinvolvesadoptingenvironmentallyresponsiblepoliciesandpracticeswithinthehumanr

esourcemanagementframework.
1.2 StatementoftheProblem:

AquiteremarkableacademicrevolutionhasbeenintheprocessinthedomainofHighereducationasthere

hasbeenamarkedchangeinitsscopeandopportunity.Thereisaparadigmshiftinbringingaboutachangei

nthisdynamicsector.Thereisaneedtobringintherightkindofpeopleinthissectortomakeitmorechalleng

ing.Varioushindrancesinrecruitmentandselectionofhumanresources,suchastherecruitmentandselec

tionofacandidatearedoneusingthetraditionalmethodoffillingupdirectapplicationsandfurther,thecall

foraninterviewisalsosentthroughthepost.Theinterviewprocessoftenconductedinofflinemodedoesin

volvearesourcethatisagainstsustainability.Thetraininggivenforfacultiesincareeradvancementisapr

ocessthatincludesvastresourcessuchasenergy,paper,andvaluabletime.

Moreover,thetime-

consumingtrainingisconductedmostlyinofflinemodewhichhasothervariousobstaclessuchasthephys

icaltravelmadebytheresourcepersonfromlongdistanceswithcostlyconveyance.Thenewchangingera

ofthemodernagehasmadeitnecessarytobringchangesintheprocessandprocedurewhichinvolvesstrea

mliningbyupgradingthepitfallsinthetraditionalpracticesbyadoptingthegreenHumanResourcefuncti

ons,throughwhichwecancontrollotsofactivitiesthatcauseamajorfallintraditionalmethods.GreenHu

manResourcePracticeswillminimizetheworkloadbyincreasingefficiency.Transparencyandquickne

ssinadministeringthefunctionswitheffectivenesscanbeattainedinhighereducationalinstitutions.ICT

canalsobeusedeffectivelyandefficientlyintheTeaching-

learningprocessalongwiththeresearchprocess.

GreenHumanResourceManagementPracticesandgreenbehaviorhasnotbeenfullyembracedbymany

organizationsinNigeria.Asaresult,exploitationandwastageofbraindraininacademicenvironmentisst

illacommonpractice.Thiscouldbeduetolackofawarenessandinsufficientskillsamongthemanagemen
tandemployees,onhowtodesignandimplementpoliciesthatsupportgreenbehavioratwork.Nowondert

hehungerforgreenerpasture(JapaSyndrome)iscommonamongthestaffofUniversityofLagos,Akoka,

Lagosstate.

Itisadevelopingconceptthatdespitethebenefitsandindepthinformationaboutit,feworganizationskeyi

ntoitwhilemanyarestillfoot-

draggingtowardsembracingit.Thereforethereisneedtocreateawarenessandsensitizeorganizationson

theimportanceofadoptingGreenHumanResourceManagementPracticesandGreenBehaviourinOrga

nizations.Hencetheneedforthisresearchstudies.

Whiletheadoptionofsustainablepracticesinvarioussectorshasgainedtractionglobally,thespecificimp

actofGreenHRpracticesontheperformanceoftertiaryinstitutionsinLagosStateremainsarelativelyund

erexploredarea.Addressingthisgapiscrucial,asithasthepotentialtouncoverinnovativewaysinwhichin

stitutionscansimultaneouslycontributetoenvironmentalsustainabilityandenhancetheiroperationalef

ficiency.HencethisstudywillfocusontheeffectofGreenHumanResourcesonOptimumperformancein

TertiaryInstitutioninLagosstate.

1.3 ObjectivesoftheStudy
ThemainobjectiveofthestudyistoexaminetheeffectofGreenHumanResourcesonOptimumperforma

nceinTertiaryInstitutioninLagosstate.AstudyofselectedfederaltertiaryinstitutioninLagosstate.Thes

pecificobjectivesare:

1. ToassessthecurrentstatusofGreenHRpracticesintertiaryinstitutionsinLagosState.

2. ToexaminetheperceivedimpactofGreenHRonfacultyandstaffengagement.

3. ToinvestigatethecorrelationbetweenGreenHRpracticesandoverallinstitutionalperformance

4. ToidentifychallengesandopportunitiesintheimplementationofGreenHRintertiaryinstitution

s.

1.4 ResearchQuestions

Basedontheobjectiveofthestudy,thefollowingresearchresearchquestionsareraised:

1. WhatisthecurrentlevelofadoptionofGreenHRpracticesintertiaryinstitutionsinLagosState?

2. HowdofacultyandstaffperceivetheimpactofGreenHRpracticesontheirengagementandwell-

being?

3. IsthereasignificantcorrelationbetweentheimplementationofGreenHRpracticesandoverallin

stitutionalperformance?

4. WhatchallengesandopportunitiesexistinintegratingGreenHRpracticesintertiaryinstitutionsi

nLagosState?

1.5 ResearchHypothesis

Basedontheobjectivesofthestudy,thefollowingresearchhypotheseswereformulated:
H01:ThereisnosignificantcorrelationbetweenGreenHRpracticesandfacultyandstaffengagementint

ertiaryinstitutions.

H02:TheadoptionofGreenHRpracticesdoesnotsignificantlycontributetoimprovedoverallinstitution

alperformance.

H03:ThereisnosignificantcorrelationbetweentheimplementationofGreenHRpracticesandoverallins

titutionalperformance

1.6 SignificanceoftheStudy

ThisstudyseekstounraveltheintricaterelationshipbetweenGreenHRpracticesandoptimumperforma

nceintertiaryinstitutionswithinLagosState.UnderstandinghowsustainableHRMstrategiesinfluencef

aculty,staff,andadministrativefunctionscanleadtothedevelopmentoftailoredapproachesthatfosterec

ologicalresponsibilitywithoutcompromisinginstitutionaleffectiveness.Tertiaryinstitutionsareinflue

ntialinshapingsocietalattitudesandbehaviors.ByadoptinggreenHRpractices,theseinstitutionscande

monstratetheircommitmenttosustainabilityandenvironmentalresponsibility,therebysettinganexam

pleforstudents,faculty,staff,andthebroadercommunity.

UnderstandinghowGHRpracticesimpactperformanceintertiaryinstitutionsiscrucialforenhancingov

erallorganizationaleffectiveness.Greeninitiativescanleadtocostsavings,improvedefficiency,andinc

reasedcompetitiveness,ultimatelycontributingtotheinstitution'ssuccessandlong-

termviability.Inanincreasinglycompetitiveacademiclandscape,attractingandretainingtalentedindiv

idualsisessentialfortertiaryinstitutions.AdoptingGHRpracticescanhelpinstitutionsdifferentiatethe

mselvesasemployersofchoiceamongenvironmentallyconsciousprofessionals,leadingtoamoreskille

dandmotivatedworkforce.
Tertiaryinstitutionsservediversestakeholders,includingstudents,faculty,staff,alumni,donors,andthe

broadercommunity.Manyofthesestakeholdersprioritizeenvironmentalsustainabilityandexpectinstit

utionstodemonstrateresponsiblepractices.ResearchingtheeffectofGHRonperformancehelpsinstitut

ionsalignwithstakeholderexpectationsandmaintaintheirsociallicensetooperate.

StudyingtherelationshipbetweenGHRandperformancegeneratesvaluableinsightsforbothacademiaa

ndpractice.Researchfindingscaninformthedevelopmentofevidence-

basedgreenHRstrategiestailoredtotheuniquecontextoftertiaryinstitutions.Additionally,empiricalev

idencecancontributetotheoreticaladvancementsinthefieldsofHRmanagement,organizationalbehavi

or,andsustainabilitystudies.ThefindingsofresearchonGHRintertiaryinstitutionscaninformpolicyde

velopmentattheinstitutional,regional,andnationallevels.Policymakerscanuseempiricalevidencetod

esignincentives,regulations,andinitiativesthatpromotegreenpracticesinhighereducation,leadingtob

roadersocietalandenvironmentalbenefits.

Overall,investigatingtheeffectofGHRonoptimumperformanceintertiaryinstitutionsisnotonlyacade

micallyrelevantbutalsoholdssignificantpracticalimplicationsfororganizationalsuccess,environmen

talstewardship,talentmanagement,andstakeholderengagement.Byaddressingtheseaspects,researchi

nthisareacancontributetobuildingmoresustainableandsociallyresponsiblehighereducationinstitutio

ns.

1.7 ScopeoftheStudy:

ThisstudywillfocusontheeffectofGreenHumanResourcesonOptimumperformanceinTertiaryInstitu

tioninLagosstate.AstudyofselectedfederaltertiaryinstitutioninLagosstate:includingUniversityofLa

gos,Akoka,Lagos,YabaCollegeofTechnology,Yaba,LagosandFederalCollegeofEducationTechnic
al,Akoka,LagosState.TheresearchwillencompassananalysisofcurrentGreenHRpractices,theirperce

ivedimpactonfacultyandstaff,andtheircorrelationwithinstitutionalperformance. Specifythespecificgr

eenhumanresourcespracticesthatwillbeexamined.Thiscouldincluderecruitmentandselectionprocesses,e

mployeetraininganddevelopment,performancemanagement,andoverallorganizationalculturerelatedtosu

stainability.

1.8 Limitationofthestudy

Identifyingandacknowledgingthelimitationsofastudyisacrucialaspectofresearchtransparency.Here

aresomepotentiallimitationsthatmightbeassociatedwithastudyonthe"EffectofGreenHumanResourc

esonOptimumPerformance":

1. Generalizability:Thefindingsofthestudymaybelimitedintermsofgeneralizabilitytootherind

ustries,regions,ororganizationalsizes.Theuniquecharacteristicsofthestudiedorganizationsm

aynotberepresentativeofabroaderpopulation.

2. Cross-SectionalNature:Ifthestudyiscross-

sectional,itprovidesasnapshotataspecificpointintime.Thislimitstheabilitytoestablishcausati

onandmaynotcapturethedynamicnatureoftherelationshipbetweengreenHRpracticesandopti

mumperformanceovertime.

3. Self-ReportingBias:Ifthestudyreliesonself-

reporteddatafromorganizationsoremployees,thereisariskofbias.Participantsmayprovideres

ponsestheyperceiveassociallydesirableorinlinewithexpectedenvironmentalpractices,potent

iallyleadingtooverestimationoftheimpactofgreenHRpractices.
4. ConfoundingVariables:Externalfactors,suchaschangesineconomicconditions,industrytre

nds,orotherorganizationalinitiatives,couldinfluencebothgreenHRpracticesandperformance

outcomes.Controllingforallpotentialconfoundingvariablescanbechallenging.

5. MeasurementChallenges:Definingandmeasuring"optimumperformance"and"greenHRpr

actices"canbesubjective.Differentorganizationsmayinterpretandimplementtheseconceptsin

variousways,leadingtodifficultiesinmakingdirectcomparisons.

6. LimitedCausationInference:EstablishingaclearcausalrelationshipbetweengreenHRpracti

cesandoptimumperformancecanbecomplex.Whilethestudymayidentifycorrelations,provin

gcausationmayrequiremorein-depthexperimentaldesigns.

7. EmployeePerceptionvs.OrganizationalImpact:Thestudymayfocusonemployeeperceptio

nsofgreenHRpracticesratherthanobjectivelymeasuringtheactualimpactonorganizationalper

formance.Employeeperceptionsmaynotalwaysalignwithtangibleoutcomes.

8. Short-TermEffectsvs.Long-TermSustainability:Thestudymayprimarilycaptureshort-

termeffectsofgreenHRpractices,andthelong-

termsustainabilityofthesepracticesandtheirimpactonperformancemightnotbefullyexplored.

9. LimitedScopeofGreenHRPractices:ThestudymaynotcovertheentirespectrumofgreenHR

practices,potentiallyoverlookingspecificpracticesthatcouldhaveasignificantimpactonoptim

umperformance.

10. ResourceConstraints:Limitationsrelatedtotime,budget,oraccesstodatamightconstrainthed

epthandbreadthofthestudy,affectingthecomprehensivenessoftheanalysis.

11. EvolutionofGreenPractices:GreenHRpracticesandtheirimpactonperformanceareevolving

.Thestudymaynotcaptureemergingtrendsorchangesinpracticesthatoccurafterthecompletion

ofdatacollection.
It'sessentialforresearcherstotransparentlydiscusstheselimitationswhenpresentingtheirfindings.Doi

ngsoaddscredibilitytothestudyandhelpsreadersandstakeholdersinterprettheresultswithaclearunders

tandingofthestudy'sconstraints.

1.9 DefinitionofTerms

CorporateSocialResponsibility(CSR):istheethicalandvoluntarycommitmentoforganizationstoco

ntributetosocial,environmental,andeconomicwell-

being.Inthestudy,CSRmayinvolvetheorganization'scommitmenttoenvironmentallyresponsibleHR

practices.

EmployeeEngagement:referstothelevelofemotionalcommitment,motivation,andinvolvementthat

employeeshavetowardstheirworkandtheorganization.Engagedemployeesaremorelikelytocontribut

epositivelytoorganizationalgoals.

EnvironmentalPractices:refertoactionsandinitiativestakenbyorganizationstoreducetheirecologic

alfootprint,conserveresources,andminimizenegativeimpactsontheenvironment.Inthestudy,thisincl

udesspecificHRpracticesaimedatpromotingenvironmentalsustainability.

GreenHumanResources(GreenHR):referstotheintegrationofenvironmentallysustainablepractice

sandprinciplesintohumanresourcemanagementstrategiesandprocesses.Itinvolvesfosteringanenviro

nmentallyconsciousorganizationalculture,implementingeco-

friendlypolicies,andconsideringenvironmentalimpactinHRpractices.
HumanResourceManagement(HRM):isthestrategicapproachtomanaginganorganization'sworkf

orce.Itinvolvesrecruitment,training,development,performancemanagement,andotherprocessesaim

edatoptimizingemployeeperformanceandcontributingtoorganizationalsuccess.

LongitudinalStudy:isaresearchdesignthatinvolvescollectingdatafromthesamesubjectsoveranexte

ndedperiodtoobservechangesortrendsovertime.Thismayberelevantifthestudyaimstoexploretheimp

actofgreenHRpracticesoveranextendedtimeframe.

OrganizationalCulture:encompassesthesharedvalues,beliefs,andbehaviorsthatshapethewaypeop

lewithinanorganizationinteractandworktogether.Agreenorganizationalculturepromotessustainabili

tyandenvironmentallyconsciouspractices.

OptimumPerformance:inthecontextofthisstudy,referstothehighestlevelofefficiency,effectivenes

s,andproductivityachievedbyanorganization.Itencompassesfactorssuchasfinancialperformance,em

ployeeproductivity,innovation,andoverallorganizationalsuccess.

PerformanceMetrics:arequantitativemeasuresusedtoassessandevaluatevariousaspectsoforganizat

ionalperformance.Inthestudy,thesemetricsmayincludefinancialindicators,productivitymeasures,an

dotherkeyperformanceindicatorsrelevanttotheresearchobjectives.

Sustainability:involvesmeetingtheneedsofthepresentwithoutcompromisingtheabilityoffuturegene

rationstomeettheirownneeds.Inthecontextofthestudy,itrelatestoenvironmentalsustainabilityandres

ponsibleresourcemanagement.
Providingcleardefinitionsforthesetermswillhelpensurethatthereisasharedunderstandingoftheconce

ptsandvariablesinvestigatedinthestudyontheEffectofGreenHumanResourcesonOptimumPerforma

nce.

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CHAPTERTWO

LITERATUREREVIEW

2.1 Introduction
AsystematicliteraturereviewonGreenHumanResourceManagementandGreenHumanCapitalbySho

aibietal.,

(2021)revealedthatgreenHRMisimperativefortheimplementationofenvironmentalsustainability.M

oreimportantly,greenhumancapitalisconsideredanimportantstrategictoolforHRmanagersandpolicy

makersfordevisinghumanresourcepolicies.Policymakersandmanagerstopayattentiontowardsenvir

onmentalsustainabilityandfutureresearchagendatocarryoutanalyticalandempiricalresearch.Scholar

sshouldexploretheemergingareasofhumanresourcemanagementsuchasgreenintellectualcapitaland

greenhumancapitaltoachievesustainabledevelopmentandcompetitiveadvantage.Thischapterwillm

ajorlyfocusontheconceptualframework,theoreticalframework,empiricalreviewandreviewrelatedlit

erature.

2.1.1 ConceptualFramework

KarthikaandIswarya(2021)investigatedtherelationshipbetweengreenbehaviorandgreenhumanreso

urcemanagementpracticesinthecityofChennai.Thestudyrevealedthatgreenhumanresourcemanage

mentpracticeshavemoreimpactonpro-

environmentalbehaviorinsidetheorganizationthanoutsidethesociety.Inaddition,mostemployeespref

ertokeeptheirworkingplaceasgreenastheirhomes,theyalsoprefertoworkinplacesofpleasantatmosph

ereandgoodambience.Sakharinaetal.,

(2020)investigatedtheimpactofgreenhumanresourcepracticesonthesustainableenvironmentalperfo

rmance.Theresultsindicatedthatgreentraining

enhancestheworker’scapabilitytoidentifytheproblemsregardingtheenvironment,tohave

avastrangeofknowledgeregardingdifficultproblemsfacedbytheenvironmentandanefficientundersta

ndingonhowtheenvironmentisinfluencedthroughtheirjobpractices.Thecompanieswhoareworking
withthetargettoattaintheoutstandingenvironmentalperformanceareprojectedtoappointworkershavi

nghigherenvironmentalsensitivityandcompetencies.

Roscoeetal.,

(2019)examinedtherelationshipbetweenGreenHumanResourceManagementpractices,theenablers

ofGreenOrganisationalCultureandafirm’sEnvironmentalPerformance.Thefindingssuggestedthatpr

o-

environmentalHumanResourceManagementpracticesincludinghiring,training,appraisalandincenti

vessupportthedevelopmentoftheenablersofgreenorganizationalculture.Thestudysuggestedthatthek

eyenablersofgreenorganizationalcultureincludeleadershipemphasis,messagecredibility,peerinvolv

ement,andemployeeempowerment.Gharibeh(2019)investigatedtheimpactofthegreenhumanresour

cesmanagementpractices(GHRM)ontheJordanianeducationalorganizationcompetitiveadvantage.F

urthermore,thestudyattemptedtoinvestigatetherelationshipbetweentheGHRMandthecompetitivead

vantageoftheorganization;intermsoftheGreenselectionandrecruitment(S&R),traininganddevelopm

ent(T&D)andrewardssystem(RS)intheJordanian

educationalorganization.Thestudyfoundthattheimplementationofthegreenhumanresourcesmanage

mentpracticeshaveapositiverelationshipwiththecompetitiveadvantageoftheeducationalorganizatio

ns.

Mose(2019)investigatedtheeffectofgreenhumanresourcemanagementpracticesonorganizationaleff

ectivenessofUniversitiesinKenya.Thestudyrevealedthatgreenrecruitmentandselection,greenHRper

formancemanagement,greentraining&developmentandgreenpayandrewardrecordedapositiveandsi

gnificantrelationshipwithorganizationaleffectivenessofUniversitiesinKenya.Thestudyalsoconclud

edthatduringrecruitmentandselection,themanagementseekstoemployandrecruitstaffandpersonnelt

hatareconversantandreadytoapplytheirskillsandexpertisetobettertheecologicalsurrounding.Theem
ployeesrecruitedarenotonlyleftontheirowntoworkouttheplan,butarealsocoachedandtrainedontheirs

pecificmattersandissuesthatrelatetotheenvironment.Motivationofthestaffisinstrumental.However,t

herewardsystemwasnotthatadequateandsatisfactorywhichwasevidentbydelayedrewards/

compensationstowardsthemetgreenstandardstotheemployeesandunclearpromotionalframework.

Uniquecontributiontotheory,practiceandpolicy:Thestudytherefore,recommendedthat

theUniversitiesneedtobediverseandtimelyintheirmotivationalstrategiesaswellasmeettheircompens

ationobligationstowardstheemployees.Initiationofgreenstakeholders’involvementinitiativestohelp

inimprovingtheenvironment,employeehealthandsafetyaswellasenlargementofthepoolofknowledg

eableemployeesandsupervisorsisnecessary.

AstudybyMwita(2019)ontheConceptualReviewofGreenHumanResourceManagementPracticesre

vealedthatGreenHRMoffersmultipleadvantagestoorganisations;fromthoserelatingtocorporatesoci

alresponsibility,businessperformanceaswellasfacilitatingenvironmentalsustainability.Organisatio

nsthatarewillingandabletopracticeGreenHRMarelikelytoattractmorecustomers,shareholdersandco

mplywithlegalandethicalstandards.Hencethestudyrecommendedthatmoretrainingprogrammeshav

etobeorganisedandprovidedtomanagerialandnon-

managerialmembersofvariousorganisationstoraiseawarenessandunderstandingofGreenHRM.Inad

dition,EducationinstitutionshavetoincludeGreenHRMintheircurriculatoensurethatmoregreengrad

uatesareproducedintheseinstitutions.Also,moreresearcheshavetobedoneintheareaofGreenHRMtop

rovidemoreevidencebasedfindingsthatwillexplaintheessenceofGreenHRMincontemporaryorganis

ations.

Jabbar,H.,&Abid,M.

(2015)analyzedtheimpactofGreenHumanResourceManagementpracticesonenvironmentalperform

ance.Thefindingsofthestudyrevealedthatemployeesrecruitedonthebasisoftheirenvironmentalcogni
zanceachievehighergradesofsatisfactionwhentheyaremoreinvolvedindecisionsanddaytodayoperati

ons.

2.1.2 ConceptofGreenHumanResourcepractices

Jabbouretal.(2013)notethatHumanResourceManagementisimportantatmanylevelsofthe

managementsystemoftheenvironment.AhmadfocusesontheHRmanagementfunction,whichinclude

speople’sactionssuchasthereductionofenergy,recycling,andsoon(Ahmad,2015).In2016,Wehrmeye

rwroteinhisbook“GreeningPeople:HumanResourcesandEnvironmentalManagement”,whichfocus

edongreeningfirmsthroughthecollaborationofhumanresourcesandenvironmentalmanagementsyste

ms(Hazen,Boone,Ezell,&Jones-

Farmer,2014).“HedefinedGHRMastheapplicationofHRMPtopromotetheefficientuseofresourcesw

ithinorganisationsand,morebroadly,topromoteenvironmentalsustainabilitycauses”(Marhatta,&Ad

hikari,2013).

(i) GreenHumanResourceManagement

GreenHumanResourceManagementisdefinedas“theprocesswherebycompaniesmanagetheenviron

mentbydevelopingenvironmentalmanagementstrategies”(Lee,2019).Inthesestrategies,“companies

needtostrikeabalancebetweenindustrialgrowthandsafeguardingthenaturalenvironmentsothatfuture

generationsmaythrive”(Massoud,Daily,&Bishop,2018).

SustainabilityandenvironmentalissuesareincreasinglydrivingHRMpractices,yettherearefewresour

cesintheliteratureandacademicworkonthesubject.Forinstance,ifHRpracticesareconnectedtoenviro

nmentalandsustainabilitychallenges,organisationsmayexperienceenvironmentalsustainabilityandp

ositiveperformance(Marhatta,&Adhikari,2013).ThestructureofGHRMiscombinedwithhumanreso

urcepracticesinrecruitment(Grolleau,Mzoughi,&Pekovic,2012),performancerewardsystem(Jabbo
ur,Govindan,Teixeira,&Freitas,2013),greencultureinanenterprise,andtraininganddevelopment(Un

nikrishnan,&Hegde,2017).

(ii) Greenrecruitmentandselection

Recruitment,accordingtoDeCenzo(2018),is“theprocessofseekingpeopletoworkforanorganisationa

ndencouragingthemtoapplyforpositions.”Itistheactivitythatbringsjobseekersandemployerstogethe

r.Thehiringprocessbeginswithmanagersstrategisingandfinisheswiththecollectionofworkemployme

nt.IftherecruitingprocessiscarriedoutbypeoplewhoareinvolvedingreenHRMandhaveaprofessional

background,itwillbemucheasiertosensitise,educate,andinformthemaboutgreenrecruitment.Accordi

ngtoMills,&Smith(2011),alotofcorporationsinGermany,forexample,BayerandMannesmann,aswel

lasSiemens,areattractingprospectiveandveryambitiousindividualsthroughcultivatingagreenappear

ance,andengaginginenvironmentallyresponsibleactivities.

(iii) Greentraininganddevelopment

AnotherGHRMpracticethatleadstotheprogressofGreenHumanResourceManagementin

organisationsisgreentraininganddevelopment.Environmentaltrainingisoftenviewedasamaininstru

mentforhumanresourcedevelopment(Jabbour2013).Itsgoalistobuildindividuals’mindfulnessandinf

ormationonenvironmentalissues,cultivatepositiveattitudes,supportproactivegreeningactivities,and

fosterabilitiesinwastereductionandenergypreservation(Zoogah,2011).

Togainthemostenvironmentaladvantagesfromthetrainings,theymustbetailoredaccordingtotheempl

oyees’trainingneeds(Cherian,&Jacob,2012).

(iv) Greenrewardsystem

Greenincentivesystemsareimportantformotivatingemployeesandhighlightingtheir

substantialcontributionstotheorganisationoftheenvironment(Teixeiraetal.,2012).
Implementingincentiveshasthegoalofachieving,maintaining,andmotivatingpeopletoperformeffecti

velywhilealsorecognisingtheneedforenvironmentalconservation(Lindstrom,&Vanhala,2011).Agr

eenincentiveprocessindicatealigningtherewardstructuretothecompany’sstrategiesandpracticesforp

rotectingtheenvironment.Muchresearchhasfoundorganisationsattaingoodenvironmentalperforman

cebyrewardingemployeeswithcommendationletters,promotions,professionaladvancement,bounce

s,cash,andpresents,amongotherthings(Opatha,&Arulrajah,2014).

(v) Organisationalperformance

Organisationalperformanceisdeterminedbyitssuccess.Itisthecapabilityofanenterpriseto

adequatelyapplycorporatestrategiestoachieveorganisationalgoalsandobjectives(Randeree,&AlYo

uha,2019).Organisationalperformanceisdefinedbyavarietyoffactors,includingtheeffectivenessofth

ebusinessmodel,efficiency,andoutputs(Boyatzis,&Ratti,2019).Implementationofacompany’sstrat

egyisaskillofanorganisation’smanager,andthishasafundamentalinfluenceonthesuccessoftheorgani

sation.Cho,&Dansereau(2020)definesorganisationalperformanceas“acompany’sperformanceinrel

ationtoitsgoalsandobjectives”.

2.1.3 SpecificGreenHumanResourcesPractices

(i) Greenhiring

Employingecologicallyfriendly,greenmethods,2018).Additionally,businessesmayemploy,2018).G

reenrecruitingemphasizesthe,2015),makingitacrucialcomponentofGHRMstrategies.&necessityfor

establishingaworkforcethatisconcernedaboutenvironmentalissuesandasaresult,canimprovetheiren

vironmentalperformance(advertisingtopromotetheirenvironmentalperformance,environmentalpol
icy,andenvironmentalimage,whichcanhelppersuadepeopletoapplyforopenpositions.Becauseofthis,

thejobdescriptionforaparticularpositionshouldexplaintheenvironmentalresponsibilitiesthatgoalong

withitaswellastheabilitiesandinformationthatcandidatesmustpossesstomightenticepeopletoworkfo

r“greenbusinesses.”Asaresult,establishingareputationasa“greenemployer”isaneffectivewaytorecru

itapplications(

JabbourCamen

RaynerEiadatEyadat8

AlzgoolWillness

HameedNaeem

JabbourJabbourKannanFernándezJunqueraOrdiz3)GraciLabella-FernándezMartínez

LepakBos-NehlesVeenendaal

GrumanMaceyAyubKlimoski0)ShiptonRehmanRaziqRiaz

GuerciGuerciRadaelliSilettiCirellaShaniCiocirlanSen
0StoffersHeijdenBednallRunhaarMoorkampTorkaGroeneveldGroeneveld0Bysted

MeriacRochSchwall
(i)

(ii)

(iii)
(iv)

(v)

(vi)

(vii)

(viii)

(ix)

(x)
(i)

(ii)
1.0
1.1
(iii)

(iv)

(v)

(vi)

1.

2.

3.

4.

5.

6.

7.
3.

4.