دانلود رایگان مقاله ارزیابی اقدامات مدیریت سبز منابع انسانی در بافت تولیدی فلسطین

abstract

Green Human Resources Management (GHRM) refers to using Human Resources Management (HRM) practices to reinforce environmental sustainable practices and increase employee's commitment on the issues of environmental sustainability. It embraces considering concerns and values of Environmental Management (EM) in applying Human Resources (HR) initiatives generating greater efficiencies and better Environmental Performance (EP) necessary for reducing employees' carbon footprints. This paper presents an empirical assessment and measurement of impact of GHRM practices in manufacturing organizations on EP in Palestinian context. The research approach, using both qualitative and quantitative aspects, extracted six main GHRM practices used in manufacturing organizations from literature review and field data through conducting 17 semi-structured interviews with HR managers. The identified practices were green recruitment and selection, green training and development, green performance management and appraisal, green reward and compensation, green employee empowerment and participation, and green management of organizational culture. A survey instrument was then designed based on GHRM practices identified through qualitative methods, and used for data collection from 110 organizations operating in three manufacturing sectors (i.e. food, chemical, and pharmaceutical sectors) that have implemented GHRM practices at varying levels. Using a five-point Likert-type scale, these extracted practices were evaluated to find out GHRM practices with positive impact on EP. The statistical analysis revealed that the overall mean of the implementation of GHRM practices is 2.72 on a scale of 5, which is considered as a moderate level. Furthermore, the analysis confirmed that there is a statistically positive and significant relationship at a significant level (a
0.05) between the six GHRM practices and EP. A model was also developed by connecting critical practices of GHRM that can be incorporated in workplace for maximized EP. The value of this paper is the identification, prioritization, and validation of GHRM practices, which influence EP in manufacturing organizations. The presented model offers useful insights on how manufacturing organizations should strategically link their HR functions to support their EP necessary for competitive advantage.

8. Limitations and future research work Although this study is based on data collected from manufacturing organizations operating in three different manufacturing industries in Palestinian context, replicating this study in other developing countries’ context will be necessary to determine the extent to which the findings can be generalized to other developing countries as well, and will allow testing this conceptual GHRM modelling attempt in different environments so as to understand how GHRM behaves in different settings. Because of the scarcity of empirical researches that address HR factors in the environmental management literature (Daily et al., 2007), it is recommended that in-depth case studies be conducted in manufacturing organizations in developing countries to gain more insight about using GHRM practices for enhanced EP. While this study provided a detailed investigation on the extent of usage of GHRM practices in manufacturing organization, other researches would be required to assess this usage of GHRM practices on the overall performance of the organization in terms of financial benefits. It would also be valuable to conduct longitudinal studies to track the evolution of EP in those manufacturing organizations gradually implementing GHRM practices to understand cleaner production trends; this would be essential for possible identification of best combinations of HR practices that affect organizational sustainability.