Document Type: Original Article
Ph.D., Department of Management, Kerman Beranch, Islamic Azad University, Kerman, Iran
Assistant Professor, Department of Management, Kerman Beranch, Islamic Azad University, Kerman, Iran
Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
Assistant Professor, Department of Accounting, Kerman Beranch, Islamic Azad University, Kerman, Iran
Introduction: Green human resource management (HRM) is responsible for increasing awareness and informing and establishing interaction between an organization’s staff regarding the environment and environmental factors. In addition, with the use of green policies, green HRM leads to social responsibility among the staff, in a way that they are guided toward adhering to their responsibilities to the environment. This study aimed to design and explain a green HRM model with an emphasis to social responsibilities.
Methods: This is an applied research in terms of goal and a mixed method study (qualitative and quantitative) and descriptive-survey in terms of nature and methodology. The statistical population included two groups of experts familiarized with green HRM (with an uncertain number); they scattered across the country and were entered into the study via selective sampling to design and explain the research model as the first group. The second group included 291 headquarters staff of Shiraz University of Medical Sciences selected by simple sampling based on the Cochran’s formula. Data were collected using a structured questionnaire of green HRM based on Jabbour’s scale (2010) and the Carroll social responsibility questionnaire (1991). Moreover, in-person interviews were conducted to design the model. To analyse the data, statistical methods and tests were used in two descriptive and inferential levels such as data homogeneity test, effect size index, variance inflation index, and structural equation modelling test; SPSS and PLS software was used for this study.
Results: In this study, there was a positive, significant relationship between green HRM and social responsibility. In addition, the value of this impact was estimated at 0.230, 0.371, 0.211, and 0.306 based on the regression coefficient in the standard state. Moreover, the evaluation of the fit indices was indicative of the relatively suitable fit for the research data and the conceptual model.
Conclusion: According to the results of the study, environmental questions must be included in the recruitment interviews to assess job applicants’ knowledge level in this area. It is also suggested that the recruitment exams are better to be carried out electronically.
- Douglas WS, Renwick T, Stuart M. Green Human Resource Management, A Review and Research Agenda. International Journal of Management Reviews 2013, 15: 1–14.
- Bombiak E, Marciniuk-Kluska A.
Green Human Resource Management as a Tool for the Sustainable Development of Enterprises: Polish Young Company Experience. Sustainability Journal .2018 .2(4).1-23.
- Renwick D, Redman T. Maguire S. Green human resource management: A review and research agenda. International Journal of Management Review 2013;15(1): 1–14
- Jabbour C. Santos F. The central role of human resource management in the search for sustainable organizations, The International Journal of Human Resource Management 2008; 19(12): 2133-21
- Mishra P. Green human resource management: a framework for sustainable organizational development in an emerging economy", International Journal of Organizational Analysis 2017; 25(5) :762-788
- Marcus A. Fremeth A. Green management matters regardless. Academy of Management Perspectives 2009; 23: 17–26.
- Daily B, Huang S. Achieving sustainability through attention to human resource factors in environmental management. International Journal of Operations & Production Management 2001; 21(12): 1539-1552.
- Douglas W. Renwick T. Stuart M. Green Human Resource Management, a Review and Research Agenda. International Journal of Management Reviews 2013; 15: 1–14.
- Opatha H. Green human resource management: a simplified introduction, hr dialogue, department of hrm, faculty of management studies and commerce, University of Sri Jayewardenepura. 2013: 22-41
- Millar J, Chandana S, Müller C. Green human resource management: a comparative qualitative case study of a United States multinational corporation. The International Journal of Human Resource Management 2016; 27(2): 192–211
- Jackson S. Renwick D, Jabbour C, Muller-camen M. State-of-the-art and future directions for green human resource management. German journal of research in human resource management. 2011; 25(1): 99–116.
- Olson M J, Fielding KS, Iyer A. Diary methods and workplace pro-environmental behaviors, In J. L. Robertson & J. Barling (Eds.), The psychology of green organizations. New York, NY, Oxford University Press; 2014:95-116.
- Jabbour C JC. How green are HRM practices, organizational culture, learning and teamwork? A Brazilian study. Industrial and Commercial Training 2011; 43(2): 98 -105.
- Millar J, Chandana S, Michael Müller C. Green human resource management: a comparative qualitative case study of a United States multinational corporation. The International Journal of Human Resource Management 2016; 27(2): 192–211.
- Ahmad S. Green human resource management: policies and practices. Cogent business & management 2015; 2: 1-13.
- Azar A, Laya O, Khosravani F. Jalali R. Designing a Mathematical Model for Order Planning Based on Balance Score Card Approach (Case Study: Sapco Company). International Journal of Reliability Quality and Operations Management, 2012;2(2):56-70.
- Momeni M, GHasemi A, application of clustering and MADM in organizational studies. World academy of science. 2008:32-34.