GHRM Reviewpaper Phametal.2020
GHRM Reviewpaper Phametal.2020
GHRM Reviewpaper Phametal.2020
net/publication/335856521
CITATIONS READS
6 8,872
3 authors:
SEE PROFILE
Some of the authors of this publication are also working on these related projects:
All content following this page was uploaded by Nhat Tan Pham on 26 October 2019.
Green human
Green human resource resource
management: a comprehensive management
Abstract
Purpose – Green human resource management (GHRM), seen as a current research trend, plays an important
role in organizations’ sustainable development strategies. However, there is still a research gap in the
systematization and integration of the available GHRM-related knowledge to suggest detailed future directions.
Thus, the purpose of this paper is to conduct a systematic literature review on GHRM aimed at proposing
detailed research gaps and agendas for future study.
Design/methodology/approach – First, this work reviews 74 articles, including 61 research/empirical
articles and 13 review articles, linked with the GHRM field from the Scopus and Web of Science databases.
These publications are then coded and classified into ten categories before the main findings linked with
GHRM knowledge are identified. Last, the study addresses existing research gaps and proposes detailed
recommendations and a research framework for further studies.
Findings – Analysis of the relevant literature is presented in the following main sections: an overview that
illustrates the existing findings related to GHRM coded and classified; a description that stresses research
gaps and proposes in detail 16 recommendations; and a research framework that focuses on GHRM for a
future research agenda.
Originality/value – This review is important for researchers orient the research in GHRM by identifying
research gaps and providing detailed recommendations. It is the first work that proposes a full research
framework for future studies, especially suggestions of development related to green behavior outside of
organizations, the circular economy, and technology based perspectives/Industry 4.0.
Keywords Human resource management, Sustainable development, Systematic literature review,
Green human resource management, Future research agenda
Paper type Literature review
1. Introduction
Concern for environmental protection and the implementation of environmental and cleaner
production policies is increasing ( Jabbour, 2013). Environmental pressures have stimulated
organizations’ awareness of meeting increased demands from consumers and the market, as
well as the law (Pham, Tučková and Jabbour, 2019). Therefore, organizations are now more
responsible for sustainable outcomes in general and specifically for the environmental
effects caused by their activities (Koberg and Longoni, 2019), especially the role of human International Journal of Manpower
resource management (HRM). HRM elements are critical to enhancing sustainability in © Emerald Publishing Limited
0143-7720
organizations, and in this aspect such elements are understood as “green human resource DOI 10.1108/IJM-07-2019-0350
IJM management” (GHRM) (Renwick et al., 2013), which has recently emerged as a new research
trend ( Jabbour and De Sousa Jabbour, 2016).
Discussion of the concept of GHRM was begun by a small number of previous scholars
( Jabbour and Santos, 2008). It has been noted that the term has attracted more and more
scholars in recent years. The effects of GHRM practices on corporate environmental
performance have been explored in prior studies (Masri and Jaaron, 2017; Kim et al., 2019).
There have been a number of studies investigating the links between GHRM practices and
green supply chain management (GSCM) ( Jabbour et al., 2017; Nejati et al., 2017), as well as
green behavior (Pinzone et al., 2016; Pham, Tučková and Jabbour, 2019). In addition to
quantitative studies, there have been several literature reviews on GHRM conducted by
prior scholars (e.g. Renwick et al., 2013; Ren et al., 2018).
Regarding published literature reviews, although a number of recent reviews have
attempted to understand the effects of GHRM practices and their antecedents and
consequences on the sustainability of an organization, there remains a lack of a literature
review providing a complete overview capable of proposing a research framework for future
investigations. In terms of recent literature reviews, Renwick et al.’s (2013) study provides a
clear concept of GHRM practices based on the three components of developing green ability,
motivating green employees and providing green opportunity. This paper was one of the first
publications on GHRM, and its contribution to a future research framework only makes the
suggestion that further papers need to concentrate on the roles of GHRM processes and
internal aspects of organizations (e.g. firm performance and environmental performance).
More recently, on the theoretical basis of the function-based perspective, Ren et al. (2018) have
addressed the necessity for measurement and conceptualization of GHRM, as well as offering a
research framework for GHRM-related antecedents, contingencies and results. Ren et al.’s
publication has provided many research opportunities for researchers. However, their
suggestions for future investigations have concentrated on the influences of external pressures
(e.g. external stakeholder expectations, law and regulations) and antecedents and
consequences of GHRM which are related to internal perspectives (e.g. green behavior,
commitment and performance). Yong, Yusliza and Fawehinmi (2019), Yong, Yusliza, Ramayah
and Fawehinmi (2019) have proposed critical suggestions for further studies on the green
management strategy. Their review has given essential contributions through addressing the
recommendations based on analysis of a general area of GHRM literature (e.g. review and
implementation of GHRM, the outcome of GHRM at individual and organizational levels),
methodologies and theories applied, and national context. Despite its importance, this review
has undeveloped the role of the external environment, technology based perspectives, the
circular economy as well as the important outcomes of GHRM application (e.g. green attitude/
behavior outside the organization, green human capital, corporate social responsibility (CSR)
and reviewing outcomes of GHRM application needs a more detailed analysis.
GSCM-also seen as an important aspect of the roadmap toward the circular economy
and Industry 4.0 (De Sousa Jabbour et al., 2018) has attracted researchers. Jabbour and
De Sousa Jabbour’s (2016) review provide a research agenda for integrating GHRM and
GSCM. Although this work provides interesting implications on the integration of GHRM
and GSCM for scholars and practitioners to enhance sustainability, GSCM is only one of
many antecedents and consequences of GHRM, and the GHRM perspective therefore needs
to be further investigated. In general, the existing literature reviews have not yet included: a
complete and detailed review of what has been explored by published papers to date and
what scholars need to devote further attention to (e.g. future researchers may be encouraged
to focus on examining job descriptions and analysis and green organizational learning,
instead of only green training and rewards, or conducting empirical research in Africa
instead of only in Asia, Europe and America); and a review that concentrates on new
perspectives, such as green behavior outside of organizations, the circular economy, and
technology based perspectives/Industry 4.0 (e.g. big data, Internet of Things), which are Green human
currently considered to be emerging research trends (De Sousa Jabbour et al., 2018). resource
On these grounds, it is necessary to conduct a study aimed at systematizing and management
integrating the available GHRM-related knowledge in order to propose research gaps and
agendas for future study. The originality of this review is to address two abovementioned
limitations of previous papers by: analyzing entirely in detail continents, industries/economic
sectors, GHRM practices applied, and the consequences of GHRM application toward both
individual and organizational levels, especially new perspectives such as green attitude and
behavior outside of the organization, the circular economy, and technology based perspective/
Industry 4.0; and identifying research gaps and proposing detailed future directions in the
GHRM perspective. Consequently, this research addresses the following research questions:
RQ1. What have published studies explored to date?
RQ2. What are the research gaps to guide the framework for studies on HRM in the future?
This work contributes to the existing literature on GHRM as follows:
• Although there have been some previous reviews of GHRM literature, our paper
focuses on an overview of relevant publications in GHRM and other aspects related to
available knowledge in the GHRM field. Thus, this review is important in identifying
research gaps and making detailed recommendations that may be meaningful for
scholars in this field.
• This work is, to our knowledge, the first review that proposes a full research framework
for future works aimed at filling the detailed research gaps and develops the body of
knowledge in HRM in general and GHRM in particular. Importantly, whereas existing
literature typically explores the consequences of GHRM which are linked with internal
perspectives (e.g. green behavior and corporate green performance), our paper suggests
new recommendations related to green behavior outside of organizations, the circular
economy, technology based perspectives/Industry 4.0.
The systematic literature review process aims to indicate the theoretical perspectives and
the main characteristics of published papers, as well as to portray emerging issues and
identify challenges in order to propose a future framework (Amui et al., 2017). Similarly, a
literature review helps scholars to classify and summarize prior studies (Tseng et al., 2019)
and identify gaps and limitations in the existing literature. Therefore, the literature review
method is suitable to be applied in this study to answer the research questions.
In order to conduct this study, a number of steps are involved, following the suggestions
of Junior and Godinho Filho (2010), Jabbour (2013) and Amui et al. (2017):
• Step 1: we conducted a survey based on reputable databases to collect published
papers related to GHRM.
• Step 2: we developed a classification system using structured coding and applied this
system in order to clarify and present GHRM-related existing knowledge.
• Step 3: from the papers identified and analyzed in Step 2, we identified the main findings.
• Step 4: the research gaps were analyzed in order to propose the research framework Green human
for future study. resource
The first step was implemented between January 2018 and August 2019. To identify the relevant management
data, we selected publications (research and review articles) through the ISI Web of Science and
Scopus databases, which are the two most reputable scientific databases globally. These
databases have been used for data collection in prior systematic review studies (e.g. Amui et al.,
2017). To achieve an effective search for GHRM, it was necessary to plan a set of search
keywords. We conducted this work by searching for the appearance of keywords in papers’
titles, abstracts, and text. The keywords selected were related to the scope of this paper and
included the themes of GHRM. The words used to search in this study were as follows:
• “Green human resource management,” “GHRM,” “green HRM,” “greening HRM,”
“green human resource”.
• “Environmental human resource management,” “environmental HRM”.
• “Environmental management & human resource management,” “environmental
management & HRM,” “sustainability & human resource management,”
“sustainability & HRM.”
Although keywords, including “Environmental management & human resource
management,” “environmental management & HRM,” “sustainability & human resource
management,” “sustainability & HRM,” were not directly linked GHRM, they helped authors
search some publications related to the GRHM literature. Therefore, we decided to use such
keywords for searching published papers on this field.
A total of 325 publications in English were found through this search.
The next step is to screen the initial data. This study only chose journal papers, as
articles published in journals are common resources used to obtain information and new
findings (Ngai et al., 2008). Jabbour et al. (2018) also support this method, because journal
articles are available in full for in-depth analysis. Thus, documents, such as conference
papers and editorial material, were discarded. As a result, 228 articles remained after this
initial refinement. We also continued the search by reviewing citations from published
papers or reputable authors in the GHRM field (e.g. Jabbour C.J.C.; Renwick D.W.S). This
was intended to avoid omissions in the previous searching process and ensure a better
search result. At the end of this stage, five additional relevant articles were found.
A process of determination is necessary to sort those papers suitable for systematic
review. The titles and abstracts of the 233 publications identified were first read in order to
choose papers which were relevant to GHRM. Each of these papers was then carefully
analyzed through the in-depth reading stage. In this way, we excluded 159 papers, leaving
74 potential publications, including 13 review papers and 61 research papers, called as
empirical papers, to be considered for further analysis. To investigate the insights of these
articles in order to explore research gaps and make proposals for future studies, we chose to
focus on empirical papers; thus, 61 publications were ultimately analyzed in-depth.
5. Findings
5.1 Descriptive statistics
This work analyzes 74 publications. The authors also examine publication trends based on an
analysis of the number of publications per year (Figure 1), the distribution of publications by
journal (Figure 2) and the quantity of publications by country (Figure 3). Using the ISI Web of
Science and Scopus databases, we collected papers published in Journals between 2008 and
2019 ( from January to August). Figure 1 illustrates the distribution of published articles
per year. It seems that increasing scholarly interest in the GHRM field can be recognized by
the fact that 42 papers (56.76 percent) were published from January 2018 to August 2019. With
19 articles (25.68 percent) found in 2018, and this upward trend takes a peak (23 articles –
31.01 percent) and continues to be observed in the first eight months of 2019.
Classifications Codes
Green human
resource
1. National contexts management
Developed countries 1.A
Developing countries 1.B
Multi-countries 1.C
2. Continents
America 2.A
Europe 2.B
Asia 2.C
Oceania 2.D
Africa 2.E
3. Research methods
Quantitative 3.A
Qualitative 3.B
Mixed-methods 3.C
Empirical 3.D
Theoretical 3.E
Survey 3.F
Case study/interview 3.G
4. Industries/economic sectors
Manufacturing 4.A
Service 4.B
Multi-industries 4.C
Not applicable 4.D
5. GHRM practices
Recruitment/selection 5.A
Training/development 5.B
Job description/analysis 5.C
Performance management/appraisals 5.D
Pay and reward system 5.E
Employee involvement and empowerment, teamwork 5.F
Organizational culture 5.G
Role of unions in environmental management 5.H
Organizational learning 5.I
Work-life balance 5.J
Green health and safety 5.K
General GHRM 5.L
6. The role of GHRM for employees
Green human capital (e.g. skill, knowledge, ability) 6.A
Green passion/attitude/behavior (e.g. commitment, organizational citizenship behavior for the 6.B
environment (OCBE))
Green employee performance 6.C
Employee satisfaction/job performance/turnover 6.D
Green attitude/behavior/activities outside the organization 6.E
7. The roles of GHRM for organizations
Environmental performance 7.A
Organizational performance/financial performance 7.B
Sustainable performance and development 7.C
Green reputation/organizational reputation and attractiveness 7.D
Service quality/customer satisfaction 7.E
Collective green attitude/behavior 7.F
Table II.
Classifications
(continued ) and codes
IJM Classifications Codes
2019 (January-August) 23
2018 19
2016 11
2017 6
2013 4
2015 3
2008 2
2011 2
2012 2
2010 1
Figure 1. 2014 1
Distribution of
publication per year Note: n = 74 papers including 61 research/empirical articles and 13
review articles
Regardless of the number of articles published by journal as summarized in Figure 2, the most
popular journals are the Journal of Cleaner Production (17 publications – 22.97 percent) and
the International Journal of Human Resource Management (nine publications – 12.16 percent).
Additionally, journals which accepted GHRM-related articles include Corporate Social
Responsibility and Environmental Management ( four papers – 5.41 percent), the Journal of
Business Ethics (three papers – 4.05 percent), Business Strategy and the Environment (three
papers – 4.05 percent), Benchmaking: An International Journal (three papers – 4.05 percent),
German Journal of Human Resource Management (two papers – 2.7 percent), Sustainability
(two papers – 2.7 percent), Asia Pacific Journal of Human Resources (two papers – 2.7 percent)
the Journal of Environmental Management (two papers – 2.7 percent), the International Journal
of Production Economics (two papers – 2.7 percent) and the Journal of Sustainable Tourism
Journal of Cleaner Production 17 Green human
International Journal of Human Resource... 9 resource
Corporate Social Responsibility and... 4 management
Journal of Business Ethics 3
Business Strategy and the Environment 3
Benchmarking: An International Journal 3
German Journal of Human Resource... 2
Sustainability 2
Asia Pacific Journal of Human Resources 2
Journal of Environmental Management 2
International Journal of Production Economics 2 Figure 2.
Journal of Sustainable Tourism 2 Quantity of published
papers by journal
Notes: n = 74 papers. Journals presented have at least two articles
Brazil 8
China 8
Italy 6
India 6
Vietnam 5
Malaysia 5
UK 5
Pakistan 3
Egypt 3
Figure 3.
Germany 3 Distribution
of publication
Notes: n = 61 research/empirical articles. Countries presented by country
have at least three articles
(two papers – 2.7 percent). This suggests that such works have been accepted not only in
disciplinary journals focusing on HRM such as the International Journal of Human Resource
Management, but also in interdisciplinary journals which integrate different research
scopes, including both HRM and EM; for example, the Journal of Cleaner Production. This is
consistent with the current trend, which emphasizes interdisciplinary research activities
and outcomes.
By analyzing 61 empirical publications, Figure 3 depicts the number of publications
conducted by country. As presented, Brazil and China lead the number of published papers
in GHRM field with eight publications (13.11 percent), followed by Italy and India (six
papers per nation – 9.84 percent), Vietnam, Malaysia and the UK ( five papers – 8.20 percent)
and Pakistan, Egypt and Germany (three papers each – 4.92 percent).
42
17
2
Figure 4.
Distribution of 1.C 1.A 1.B
national contexts
Note: n = 61 research/empirical papers
35
14
10
2 3
Figure 5.
Distribution 2.D 2.E 2.A 2.B 2.C
of continents
Note: n = 61 research/empirical papers
61
53 53
12 12
0 4
Figure 6.
Distribution of 3.E 3.C 3.G 3.B 3.F 3.A 3.D
research methods
Note: n = 61 research/empirical papers
utilized qualitative methods and the case study/interview technique, while four works Green human
(6.56 percent) chose mixed-methods for carrying out these studies. resource
Regarding the fourth category, the distribution of industry/economic sectors as management
addressed by Amui et al. (2017), Figure 7 shows the balance among different industries.
Publications based in the manufacturing sector top the list with 22 publications
(36.07 percent), followed by service and multi-industries (17 papers – 27.87 percent).
For the fifth category, we analyze which GHRM practices were applied in organizations.
These green practices were summarized from previous studies (e.g. Renwick et al., 2013;
Gupta, 2018). Based on the results of Figure 8, among the 61 papers selected for this
analysis, green training/development (42 papers – 68.85 percent) is the most prevalent
practice in the GHRM literature. Increasing green practices such as green pay and reward
system (30–49.18 percent), green employee relations (involvement, empowerment,
teamwork) (28), green performance management/appraisals (28–45.90 percent) and green
recruitment/selection (27–44.26 percent) were also observed in the existing literature.
In total, 17 publications (27.87 percent) investigated the role of GHRM through a general
construct; for example, Kim et al. (2019) measure GHRM by applying a general factor instead
of independent green practices (e.g. training, pay and reward). Figure 11 also shows a
limited number of prior articles that apply job description/analysis (11–18.03 percent)
and green organizational culture (10–16.39 percent). Meanwhile, the three remaining
practices – organizational leaning (2–3.28 percent), both green health and safety and the role
of union in EM (1–1.64 percent), and work-life balance (0–0 percent) – continue a big gap for
further studies.
HRM practices are important to increasing individuals’ outcomes (Edgar et al., 2018; Nam
and Lee, 2018), there are publications extending it in green context. With the sixth category,
we examine the role of GHRM application for employees (e.g. green attitude and
behavior, green human capital), as illustrated in several published papers (Ren et al., 2018;
22
17 17
5
Figure 7.
4.D 4.C 4.B 4.A Distribution of
industries sectors
Note: n = 61 research/empirical papers
42
30
27 28 28
17
10 11
1 1 2
0
5.J 5.H 5.K 5.I 5.G 5.C 5.L 5.A 5.F 5.D 5.E 5.B Figure 8.
GHRM practices
Note: n = 61 research/empirical papers
IJM Kim et al., 2019). As analyzed in Figure 9, with 21 articles (33.42 percent), the relationship
between GHRM practices and green attitude/behavior (e.g. OCBE, commitment) is the most
interesting topic for scholars. However, there are very few articles that study the role of
GHRM in enhancing employee satisfaction/job performance/turnover (3–4.92 percent), green
employee performance (2–3.28 percent), both green attitude/behavior/activities outside the
organization and green human capital (1–1.64 percent).
Concerning the seventh category, the role of GHRM application in organizations (e.g.
environmental performance, firm performance, reputation, CSR), Figure 10 indicates that
corporate environmental performance is seen as the most popular subject, appearing in
17 published studies (27.87 percent), followed by a few publications which consider
implementation, practical contribution, challenges and drivers of GHRM and EM systems
(7–11.46 percent), organizational performance/financial performance (6–9.85 percent), and
sustainable performance and development (4–6.56 percent). Only very few scholars who
have explored the roles of GHRM in organizations include the factors of attracting
candidates and job intention (3–4.92 percent), levels of green management maturity
(2–3.28 percent), CSR strategy (2–3.28 percent), green reputation/organizational reputation
and attractiveness (1–1.64 percent), green innovation/innovation (1–1.64 percent), green
intellectual capital (1–1.64 percent), service quality/customer satisfaction (0–0 percent), and
collective green attitude/behavior (0–0 percent).
Regarding the eighth category, relating to the influence of the external environment (e.g.
external stakeholder expectations, laws and regulations, environmental activists and NGOs,
national cultural values), Figure 11 depicts that there are very few publications in this
category. Indeed, there is only two papers (3.28 percent), conducted by Guerci, Longoni and
Luzzini (2016) and Yu et al. (2020), which illustrate the linkages between GHRM and two
factors of the external environment: external stakeholder expectations and laws and
regulations; and the environmental cooperation with customers and suppliers, respectively.
21
3
2
1 1
Figure 9.
The role of GHRM 6.E 6.A 6.C 6.D 6.B
for employees
Note: n = 61 research/empirical papers
17
6 6
3 4
2 2 2
Figure 10. 0 0 1 1
The role of GHRM 7.E 7.F 7.H 7.I 7.K 7.L 7.D 7.M 7.C 7.J 7.B 7.A
for organizations
Note: n = 61 research/empirical papers
Similarly, in the ninth category, visualized in Figure 12, although the roles of the Green human
technological perspective and Industry 4.0 (e.g. IT systems, big data, Internet of Things, resource
cloud manufacturing, cyber-physical systems, additive manufacturing) in organization’s management
HRM activities have been emphasized recently (Dao et al., 2011; Liboni et al., 2019) we found
only one paper (1.64 percent), by Singh and El-Kassar (2019), which investigates the
interaction between GHRM application and Big data, influencing sustainable performance.
For the last category, relating to the role of the circular economy, following previous
works (e.g. De Sousa Jabbour et al., 2018), we emphasize both sustainable/GSCM and
sustainable/green consumption as two important processes of the circular economy.
Figure 13 indicates that only eight publications (13.11 percent) linked with sustainable/
GSCM and GHRM practices have been found. By contrast, the existing literature contains no
articles investigating the linkage between GHRM practices and sustainable/green
consumption as well as the circular economy.
0 0 Figure 11.
8.C 8.D 8.B 8.A The role of the
external environment
Note: n = 61 research/empirical papers
0 Figure 12.
9.B 9.A Technology based
perspective/Industry 4.0
Note: n = 61 research/empirical papers
0 0
10.B 10.C 10.A Figure 13.
The circular economy
Note: n = 61 research/empirical papers
IJM Figure 14 depicts emerging research issues and recommendations for further studies.
The results of the first category point out a research opportunity for scholars to
investigate the application of GHRM and its role in multi-country studies. Comparative
analysis between developing and developed countries is necessary to deeply explore the
new insights of GHRM practices. This is in line with Baughn et al.’s (2007) conclusion
which stresses the important role of a nation’s economic development in supporting CSR
policies, especially in environmental and social aspects. In developed countries, firms’
environment-related policies and activities are strictly supervised by authorities and
governments as well as consumers. Therefore, companies always follow environmental
laws and regulations as necessary conditions or as a sustainable development strategy.
Meanwhile, although developing nations have been trying to manage environmental
issues, barriers such as weak infrastructure, illogical policies and unsuccessful
environmental regulation, as well as financial and human challenges, have caused
difficulty for organizations in implementing EM systems; for example, ISO 14001
(Massoud et al., 2010). Thus, research exploring differences and similarities
between developed and developing countries in applying GHRM should be
investigated. On this basis:
Recommendation 1: further studies are needed to compare GHRM application and its roles in
different national contexts.
Analysis of the second category indicates that scholars have paid more attention to GHRM
works in Asia, Europe and America than in Oceania and Africa. This limitation provides
research opportunities for researchers in investigating GHRM practices in Oceania and
Africa. For example, in the case of Africa, Hardoy et al. (2013) emphasize the serious
environmental degradation and environment-linked humanitarian disasters in developing
countries, especially in Africa, which are key concerns of their governments and
communities. The solutions to reduced environmental protection should be a focus of
governments, organizations and scholars in Africa. In addition, following institutional
Research methods/techniques
Quantitative 3.A
Continents Qualitative 3.B
America 2.A Mixed-methods 3.C
National contexts Industries/economic sectors
Europe 2.B Empirical 3.D
Developed countries 1.A Manufacturing 4.A
Asia 2.C Theoretical 3.E
Developing countries 1.B Oceania 2.D Survey 3.F Service 4.B
Multi-countries 1.C Africa 2.E Case study/interview 3.G Multi-industries 4.C
7. Conclusion
This review aims to identify research gaps, suggest recommendations and propose a
research framework for future studies to further develop the GHRM field. This work
reviews 74 GHRM-related publications found in the Scopus and Web of Science databases,
which have been classified and coded based on the ten categories of national contexts,
continents, research methods, industries/economic sectors, GHRM practices applied, the
role of GHRM for employees, the roles of GHRM for organizations, the role of the external
environment, technology-based perspectives/Industry 4.0 and the circular economy. The
analyzed results reveal 16 important recommendations and a research framework for
future investigations.
On the basis of the features of above roadmap, several theoretical and practical
implications are proposed. The paper theoretically contributes to the existing literature on
GHRM through discussing sustainability in the HRM field and extending it to new aspects;
for example, intellectual capital, the circular economy, big data and Industry 4.0. This Green human
contribution is expressed by highlighting ten categories linked to the application of GHRM resource
and identifying the lack of current publications available for scholars in investigating these management
research gaps, which have not identified by previous publications. This work also suggests
detailed recommendations and proposes a research framework for further development on
sustainability in HRM activities, aimed at bridging gaps in the existing GHRM literature.
The brief recommendations advocate a focus on:
• investigation of the integration of GHRM, technology-based perspectives/Industry
4.0 and the circular economy in developing organizations’ sustainability;
• GHRM application in Oceania and Africa and comparing results among different
countries;
• application of qualitative and mixed-methods approaches as well as case study/interview
techniques in exploring GHRM practices applied in organizations;
• research investigating the differences and similarities of GHRM application between
manufacturing and service sectors;
• work exploring GHRM practices which have not been focused on; for example, green
organizational leaning, green health and safety, work-life balance, and the role of
unions in EM;
• investigation of the relationships between GHRM practices and employee-related
factors, such as green employee performance, green activities outside of the
organization and green human capital;
• the relationships between GHRM practices and organization-related factors, such as
levels of green management maturity, organizational reputation, green innovation,
service quality/customer satisfaction, green intellectual capital; and
• further work studying the contributions of external environmental factors (e.g. laws
and regulations, national cultural values) toward GHRM application.
In terms of practical implications, based on empirical studies, this review reveals GHRM
practices, such as training and development, pay and reward system, performance
management, and recruitment and selection, as essential factors to generate
environmentally sustainable development of the organization. Therefore, such green
practices may be potential for green-oriented companies in order to apply them effectively.
Additionally, given that every organization, especially big companies, has faced external
environmental pressure: for instance, customer expectation, law and legislation, and
national cultural values. Thus, the framework proposed in this study suggests the
important role of the external environment, seeing as a critical direction to develop the
organization’s competitive advantage. Finally, it is advised that integrating new aspects
(e.g. the circular economy, technology based perspective and Industry 4.0) and GHRM
policy is necessary to enhance the effectiveness of the organization’s sustainable
development strategy. For example, Singh and El-Kassar (2019) state that the integration
among three components of GHRM policy, Big Data and GSCM (understood as an aspect
of the circular economy) may boost organization’ sustainable capabilities, leading to
greater sustainable performance.
Finally, it is necessary to indicate some limitations of this study. First, searching for
articles based on keywords does not ensure entirely comprehensive results. Although we
have tried to overcome this obstacle by seeking further GHRM-related publications through
reputable authors and articles, we do not claim that our work represents the best possible
way to search for published articles. Second, in relation to the search method, it is clear that
IJM choosing only papers published in journals indexed in the Scopus and Web of Science
databases guarantees the quality of the work included. However, other important sources,
such as doctoral dissertations, reports published on reputable websites and non-English
papers were not explored. This is in line with Koberg and Longoni’s (2019) work. Thus,
future studies should investigate these sources. The final limitation is related to our
approach to the GHRM literature. This paper generally investigates categories to address
research gaps, but it lacks a deep investigation aimed at pointing out relationships between
GHRM practices and existing factors which need to be considered. For instance, the
influences of GHRM practices on organizations’ green reputation, or the roles of interactions
among GHRM practices in organizational performance.
References
(The * mentioned papers that compose the data set for the review).
Ajzen, I. (1991), “The theory of planned behavior”, Organizational Behavior and Human Decision
Processes, Vol. 50 No. 2, pp. 179-211.
*Al Kerdawy, M.M.A. (2018), “The role of corporate support for employee volunteering in
strengthening the impact of green human resource management practices on corporate social
responsibility in the Egyptian firms”, European Management Review, available at: https://doi.
org/10.1111/emre.12310
*Alnajdawi, S., Emeagwali, O.L. and Elrehail, H. (2017), “The interplay among green human resource
practices, organization citizenship behavior for environment and sustainable corporate
performance: evidence from Jordan”, Journal of Environmental Accounting and Management,
Vol. 5 No. 3, pp. 171-184.
*Al-Romeedy, B.S. (2019), “Green human resource management in Egyptian travel agencies:
constraints of implementation and requirements for success”, Journal of Human Resources in
Hospitality & Tourism, Vol. 18 No. 4, pp. 529-548.
Amui, L.B.L., Jabbour, C.J.C., De Sousa Jabbour, A.B.L. and Kannan, D. (2017), “Sustainability as a
dynamic organizational capability: a systematic review and a future agenda toward a
sustainable transition”, Journal of Cleaner Production, Vol. 142, pp. 308-322.
Baughn, C.C., Bodie, N.L. and McIntosh, J.C. (2007), “Corporate social and environmental responsibility
in Asian countries and other geographical regions”, Corporate Social Responsibility and
Environmental Management, Vol. 14 No. 4, pp. 189-205.
*Bombiak, E. (2019), “Green human resource management – the latest trend or strategic necessity?”,
Entrepreneurship and Sustainability Issues, Vol. 6 No. 4, pp. 1647-1662.
*Bombiak, E. and Marciniuk-Kluska, A. (2018), “Green human resource management as a tool for the
sustainable development of enterprises: Polish young company experience”, Sustainability,
Vol. 10 No. 6, p. 1739, available at: https://doi.org/10.3390/su10061739
*Cabral, C. and Dhar, R.L. (2019), “Green competencies: construct development and measurement
validation”, Journal of Cleaner Production, Vol. 253, pp. 887-900.
*Chaudhary, R. (2018), “Can green human resource management attract young talent? An empirical
analysis”, Evidence-Based HRM, Vol. 6 No. 3, pp. 305-319.
*Chaudhary, R. (2019a), “Green human resource management and job pursuit intention: examining the
underlying processes”, Corporate Social Responsibility and Environmental Management, Vol. 26
No. 4, pp. 929-937.
*Chaudhary, R. (2019b), “Green human resource management and employee green behavior: an
empirical analysis”, Corporate Social Responsibility and Environmental Management, available
at: https://doi.org/10.1002/csr.1827
*Chaudhary, R. (2019c), “Green human resource management in Indian automobile industry”, Journal
of Global Responsibility, Vol. 10 No. 2, pp. 161-175.
Chen, Y.S. (2008), “The driver of green innovation and green image – green core competence”, Journal Green human
of Business Ethics, Vol. 81 No. 3, pp. 531-543. resource
*Daily, B.F., Bishop, J.W. and Massoud, J.A. (2012), “The role of training and empowerment in management
environmental performance: a study of the Mexican maquiladora industry”, International
Journal of Operations and Production Management, Vol. 32 No. 5, pp. 631-647.
*Dangelico, R.M. (2015), “Improving firm environmental performance and reputation: the role of
employee green teams”, Business Strategy and the Environment, Vol. 24 No. 8, pp. 735-749.
Dao, V., Langella, I. and Carbo, J. (2011), “From green to sustainability: information technology and an
integrated sustainability framework”, Journal of Strategic Information Systems, Vol. 20 No. 1, pp. 63-79.
De Sousa Jabbour, A.B.L., Jabbour, C.J.C., Foropon, C. and Filho, M.G. (2018), “When titans meet – can
industry 4.0 revolutionise the environmentally-sustainable manufacturing wave? The role of
critical success factors”, Technological Forecasting and Social Change, Vol. 132, pp. 18-25.
*Dumont, J., Shen, J. and Deng, X. (2017), “Effects of green HRM practices on employee workplace
green behavior: the role of psychological green climate and employee green values”, Human
Resource Management, Vol. 56 No. 4, pp. 613-627.
Edgar, F., Geare, A. and Zhang, Z.A. (2018), “Accentuating the positive: the mediating role of positive
emotions in the HRM–contextual performance relationship”, International Journal of Manpower,
Vol. 39 No. 7, pp. 954-970.
Elia, V., Gnoni, M.G. and Tornese, F. (2017), “Measuring circular economy strategies through index
methods: a critical analysis”, Journal of Cleaner Production, Vol. 142, pp. 2741-2751.
Freeman, R.E. (1994), “The politics of stakeholder theory: some future directions”, Business Ethics
Quarterly, Vol. 4 No. 4, pp. 409-421.
*Gholami, H., Rezaei, G., Saman, M.Z.M., Sharif, S. and Zakuan, N. (2016), “State-of-the-art green HRM
system: sustainability in the sports center in Malaysia using a multi-methods approach and
opportunities for future research”, Journal of Cleaner Production, Vol. 124, pp. 142-163.
Gilal, F.G., Ashraf, Z., Gilal, N.G., Gilal, R.G. and Chaana, N.A. (2019), “Promoting environmental
performance through green human resource management practices in higher education
institutions: a moderated mediation model”, Corporate Social Responsibility and Environmental
Management, available at: https://doi.org/10.1002/csr.1835
Govindarajulu, N. and Daily, B.F. (2004), “Motivating employees for environmental improvement”,
Industrial management & data systems, Vol. 104 No. 4, pp. 364-372.
*Guerci, M. and Carollo, L. (2016), “A paradox view on green human resource management: insights
from the Italian context”, International Journal of Human Resource Management, Vol. 27 No. 2,
pp. 212-238.
*Guerci, M., Longoni, A. and Luzzini, D. (2016), “Translating stakeholder pressures into environmental
performance – the mediating role of green HRM practices”, International Journal of Human
Resource Management, Vol. 27 No. 2, pp. 262-289.
*Guerci, M., Montanari, F., Scapolan, A. and Epifanio, A. (2016), “Green and nongreen recruitment
practices for attracting job applicants: exploring independent and interactive effects”,
International Journal of Human Resource Management, Vol. 27 No. 2, pp. 129-150.
*Gupta, H. (2018), “Assessing organizations performance on the basis of GHRM practices using BWM
and Fuzzy TOPSIS”, Journal of Environmental Management, Vol. 226, pp. 201-216.
*Haddock-Millar, J., Sanyal, C. and Müller-Camen, M. (2016), “Green human resource management: a
comparative qualitative case study of a United States multinational corporation”, International
Journal of Human Resource Management, Vol. 27 No. 2, pp. 192-211.
Hardoy, J.E., Mitlin, D., Satterthwaite, D., Mitlin, D. and Satterthwaite, D. (2013), Environmental
Problems in an Urbanizing World, Routledge, Abingdon.
Harris, L.C. and Crane, A. (2002), “The greening of organizational culture: management views on the
depth, degree and diffusion of change”, Journal of Organizational Change Management, Vol. 15
No. 3, pp. 214-234.
IJM *Harvey, G., Williams, K. and Probert, J. (2013), “Greening the airline pilot: HRM and the green
performance of airlines in the UK”, International Journal of Human Resource Management,
Vol. 24 No. 1, pp. 152-166.
*Jabbour, C.J.C. (2013), “Environmental training in organisations: from a literature review to a
framework for future research”, Resources, Conservation and Recycling, Vol. 74, pp. 144-155.
*Jabbour, C.J.C. (2015), “Environmental training and environmental management maturity of Brazilian
companies with ISO14001: empirical evidence”, Journal of Cleaner Production, Vol. 96, pp. 331-338.
*Jabbour, C.J.C. and De Sousa Jabbour, A.B.L. (2016), “Green human resource management and green
supply chain management: linking two emerging agendas”, Journal of Cleaner Production,
Vol. 112, pp. 1824-1833.
*Jabbour, C.J.C. and Renwick, D.W.S. (2018), “The soft side of environmentally-sustainable
organizations”, RAUSP Management Journal, Vol. 53 No. 4, pp. 622-627.
*Jabbour, C.J.C. and Santos, F.C.A. (2008), “Relationships between human resource dimensions and
environmental management in companies: proposal of a model”, Journal of Cleaner Production,
Vol. 16 No. 1, pp. 51-58.
Jabbour, C.J.C., De Sousa Jabbour, A.B.L. and Sarkis, J. (2018), “Unlocking effective multi-tier supply
chain management for sustainability through quantitative modelling: lessons learned and
discoveries to be made”, International Journal of Production Economics, available at: https://doi.
org/10.1016/j.ijpe.2018.08.029
*Jabbour, C.J.C., Mauricio, A.L. and De Sousa Jabbour, A.B.L. (2017), “Critical success factors and green
supply chain management proactivity: shedding light on the human aspects of this relationship
based on cases from the Brazilian industry”, Production Planning and Control, Vol. 28 Nos 6-8,
pp. 671-683.
*Jabbour, C.J.C., Santos, F.C.A. and Nagano, M.S. (2008), “Environmental management system and
human resource practices: is there a link between them in four Brazilian companies?”, Journal of
Cleaner Production, Vol. 16 No. 17, pp. 1922-1925.
*Jabbour, C.J.C., Santos, F.C.A. and Nagano, M.S. (2010), “Contributions of HRM throughout the stages
of environmental management: methodological triangulation applied to companies in Brazil”,
International Journal of Human Resource Management, Vol. 21 No. 7, pp. 1049-1089.
Jabbour, C.J.C., Jugend, D., De Sousa Jabbour, A.B.L., Gunasekaran, A. and Latan, H. (2015), “Green
product development and performance of Brazilian firms: measuring the role of human and
technical aspects”, Journal of Cleaner Production, Vol. 87 No. 1, pp. 442-451.
*Jabbour, C.J.C., Sarkis, J., de Sousa Jabbour, A.B.L., Renwick, D.W.S., Singh, S.K., Grebinevych, O.,
Kruglianskas, I. and Filho, M.G. (2019), “Who is in charge? A review and a research agenda on
the ‘human side’ of the circular economy”, Journal of Cleaner Production, Vol. 222, pp. 793-801.
Jackson, S.E. and Seo, J. (2010), “The greening of strategic HRM scholarship”, Organisation
Management Journal, Vol. 7 No. 4, pp. 278-290.
*Jackson, S.E., Renwick, D.W.S., Jabbour, C.J.C. and Muller-Camen, M. (2011), “State-of-the-art and
future directions for green human resource management”, German Journal of Human Resource
Management, Vol. 25 No. 2, pp. 99-116.
*Jia, J., Liu, H., Chin, T. and Hu, D. (2018), “The continuous mediating effects of GHRM on employees’
green passion via transformational leadership and green creativity”, Sustainability, Vol. 10 No. 9
, p. 3237, doi:10.3390/su10093237.
Junior, M.L. and Godinho Filho, M. (2010), “Variations of the kanban system: literature review and
classification”, International Journal of Production Economics, Vol. 125 No. 1, pp. 13-21.
Katou, A.A. and Budhwar, P.S. (2010), “Causal relationship between HRM policies and organisational
performance: evidence from the Greek manufacturing sector”, European Management Journal,
Vol. 28 No. 1, pp. 25-39.
*Kim, Y.J., Kim, W.G., Choi, H.M. and Phetvaroon, K. (2019), “The effect of green human resource
management on hotel employees’ eco-friendly behavior and environmental performance”,
International Journal of Hospitality Management, Vol. 76, pp. 83-93.
Koberg, E. and Longoni, A. (2019), “A systematic review of sustainable supply chain management in Green human
global supply chains”, Journal of Cleaner Production, Vol. 207, pp. 1084-1098. resource
*Leidner, S., Baden, D. and Ashleigh, M.J. (2019), “Green (environmental) HRM: aligning ideals with management
appropriate practices”, Personnel Review, Vol. 48 No. 5, pp. 1169-1185.
Liboni, L.B., Cezarino, L.O., Jabbour, C.J.C., Oliveira, B.G. and Stefanelli, N.O. (2019), “Smart industry
and the pathways to HRM 4.0: implications for SCM”, Supply Chain Management: An
International Journal, Vol. 24 No. 1, pp. 124-146.
*Longoni, A., Luzzini, D. and Guerci, M. (2018), “Deploying environmental management across
functions: the relationship between green human resource management and green supply chain
management”, Journal of Business Ethics, Vol. 151 No. 4, pp. 1081-1095.
*Luu, T.T. (2018), “Employees’ green recovery performance: the roles of green HR practices and
serving culture”, Journal of Sustainable Tourism, Vol. 26 No. 8, pp. 1308-1324.
*Luu, T.T. (2019), “Green human resource practices and organizational citizenship behavior for the
environment: the roles of collective green crafting and environmentally specific servant
leadership”, Journal of Sustainable Tourism, Vol. 27 No. 8, pp. 1167-1196.
*Masri, H.A. and Jaaron, A.A.M. (2017), “Assessing green human resources management practices in
Palestinian manufacturing context: an empirical study”, Journal of Cleaner Production, Vol. 143,
pp. 474-489.
Massoud, M.A., Fayad, R., Kamleh, R. and El-Fadel, M. (2010), “Environmental management system
(ISO 14001) certification in developing countries: challenges and implementation strategies”,
Environmental Science & Technology, Vol. 44 No. 6, pp. 1884-1887.
Meyer, J.W. and Rowan, B. (1977), “Institutionalized organizations: formal structure as myth and
ceremony”, American Journal of Sociology, Vol. 83 No. 2, pp. 340-363.
*Moraes, S.D.S., Jabbour, C.J.C., Battistelle, R.A.G., Rodrigues, J.M., Renwick, D.S.W., Foropon, C. and
Roubaud, D. (2018), “When knowledge management matters: interplay between green human
resources and eco-efficiency in the financial service industry”, Journal of Knowledge
Management, available at: https://doi.org/10.1108/JKM-07-2018-0414
*Muster, V. and Schrader, U. (2011), “Green work-life balance: a new perspective for green HRM”,
German Journal of Human Resource Management, Vol. 25 No. 2, pp. 140-156.
Nam, J. and Lee, H. (2018), “High commitment human resource practices and employee behavior: a
multi-level analysis”, International Journal of Manpower, Vol. 39 No. 5, pp. 674-686.
*Nejati, M., Rabiei, S. and Jabbour, C.J.C. (2017), “Envisioning the invisible: understanding the synergy
between green human resource management and green supply chain management in
manufacturing firms in Iran in light of the moderating effect of employees’ resistance to change”,
Journal of Cleaner Production, Vol. 168, pp. 163-172.
Ngai, E.W.T., Moon, K.K.L., Riggins, F.J. and Yi, C.Y. (2008), “RFID research: an academic literature
review (1995–2005) and future research directions”, International Journal of Production
Economics, Vol. 112 No. 2, pp. 510-520.
*Obeidat, S.M., Al Bakri, A.A. and Elbanna, S. (2018), “Leveraging ‘green’ human resource practices to
enable environmental and organizational performance: evidence from the Qatari Oil and Gas
Industry”, Journal of Business Ethics, available at: https://doi.org/10.1007/s10551-018-4075-z
*O’Donohue, W. and Torugsa, N.A. (2016), “The moderating effect of ‘green’ HRM on the association
between proactive environmental management and financial performance in small firms”,
International Journal of Human Resource Management, Vol. 27 No. 2, pp. 239-261.
*Pham, N.T., Tučková, Z. and Jabbour, C.J.C. (2019), “Greening the hospitality industry: how do green
human resource management practices influence organizational citizenship behavior in hotels?
A mixed-methods study”, Tourism Management, Vol. 72, pp. 386-399.
*Pham, N.T., Tučková, Z. and Phan, Q.P.T. (2019), “Greening human resource management and
employee commitment toward the environment: an interaction model”, Journal of Business
Economics and Management, Vol. 20 No. 3, pp. 446-465.
IJM *Pham, N.T., Phan, Q.P.T., Tučková, Z., Vo, N. and Nguyen, L.H.L. (2018), “Enhancing the
organizational citizenship behavior for the environment: the roles of green training and
organizational culture”, Management & Marketing, Vol. 13 No. 4, pp. 1174-1189.
*Pinzone, M., Guerci, M., Lettieri, E. and Huisingh, D. (2019), “Effects of ‘green’ training on
pro-environmental behaviors and job satisfaction: evidence from the Italian healthcare sector”,
Journal of Cleaner Production, Vol. 226, pp. 221-232.
*Pinzone, M., Guerci, M., Lettieri, E. and Redman, T. (2016), “Progressing in the change journey
towards sustainability in healthcare: the role of ‘green’ HRM”, Journal of Cleaner Production,
Vol. 122, pp. 201-211.
*Ragas, S.F.P., Tantay, F.M.A., Chua, L.J.C. and Sunio, C.M.C. (2017), “Green lifestyle moderates
GHRM’s impact on job performance”, International Journal of Productivity and Performance
Management, Vol. 66 No. 7, pp. 857-872.
*Rayner, J. and Morgan, D. (2018), “An empirical study of ‘green’ workplace behaviours:
ability, motivation and opportunity”, Asia Pacific Journal of Human Resources, Vol. 56 No. 1,
pp. 56-78.
*Ren, S., Tang, G. and Jackson, S.E. (2018), “Green human resource management research in
emergence: a review and future directions”, Asia Pacific Journal of Management, Vol. 35 No. 3,
pp. 769-803.
*Renwick, D.W.S., Redman, T. and Maguire, S. (2013), “Green human resource management: a review
and research agenda*”, International Journal of Management Reviews, Vol. 15 No. 1, pp. 1-14.
*Renwick, D.W.S., Jabbour, C.J.C., Muller-Camen, M., Redman, T. and Wilkinson, A. (2016),
“Contemporary developments in green (environmental) HRM scholarship”, International Journal
of Human Resource Management, Vol. 27 No. 2, pp. 114-128.
*Roscoe, S., Subramanian, N., Jabbour, C.J.C. and Chong, T. (2019), “Green human resource
management and the enablers of green organisational culture: enhancing a firm’s environmental
performance for sustainable development”, Business Strategy and the Environment, Vol. 28
No. 5, pp. 737-749.
*Saeed, B.B., Afsar, B., Hafeez, S., Khan, I., Tahir, M. and Afridi, M.A. (2018), “Promoting employee’s
proenvironmental behavior through green human resource management practices”,
Corporate Social Responsibility and Environmental Management, Vol. 26 No. 2, pp. 424-438.
Saunders, M.N.K., Lewis, P. and Thornhill, A. (2009), Research Methods for Business Students, 5th ed.,
Prentice Hall, New York, NY.
*Shah, M. (2019), “Green human resource management: development of a valid measurement scale”,
Business Strategy and the Environment, Vol. 28 No. 5, pp. 771-785.
Sharma, A. and Foropon, C. (2019), “Green product attributes and green purchase behavior”,
Management Decision, Vol. 57 No. 4, pp. 1018-1042.
*Shen, J., Dumont, J. and Deng, X. (2018), “Employees’ perceptions of green HRM and non-green
employee work outcomes: the social identity and stakeholder perspectives”, Group &
Organization Management, Vol. 43 No. 4, pp. 594-622.
*Singh, S.K. and El-Kassar, A.N. (2019), “Role of big data analytics in developing sustainable
capabilities”, Journal of Cleaner Production, Vol. 213, pp. 1264-1273.
*Siyambalapitiya, J., Zhang, X. and Liu, X. (2018), “Green human resource management: a proposed
model in the context of Sri Lanka’s tourism industry”, Journal of Cleaner Production, Vol. 201,
pp. 542-555.
*Stefanelli, N.O., Teixeira, A.A., Caldeira De Oliveira, J.H., Antonio Ferreira, M. and Sehnem, S. (2019),
“Environmental training: a systematic review of the state of the art of the theme”,
Benchmarking: An International Journal, available at: https://doi.org/10.1108/BIJ-12-2018-0449
*Tang, G., Chen, Y., Jiang, Y., Paillé, P. and Jia, J. (2018), “Green human resource management
practices: scale development and validity”, Asia Pacific Journal of Human Resources, Vol. 56
No. 1, pp. 31-55.
*Tariq, S., Jan, F.A. and Ahmad, M.S. (2016), “Green employee empowerment: a systematic literature Green human
review on state-of-art in green human resource management”, Quality and Quantity, Vol. 50 resource
No. 1, pp. 237-269.
*Teixeira, A.A., Jabbour, C.J.C. and De Sousa Jabbour, A.B.L. (2012), “Relationship between green
management
management and environmental training in companies located in Brazil: a theoretical
framework and case studies”, International Journal of Production Economics, Vol. 140 No. 1,
pp. 318-329.
*Teixeira, A.A., Jabbour, C.J.C., De Sousa Jabbour, A.B.L., Latan, H. and Oliveira, J.H.C.D. (2016), “Green
training and green supply chain management: evidence from Brazilian firms”, Journal of Cleaner
Production, Vol. 116, pp. 170-176.
Tseng, M.-L., Islam, M.S., Karia, N., Fauzi, F.A. and Afrin, S. (2019), “A literature review on green
supply chain management: trends and future challenges”, Resources, Conservation and
Recycling, Vol. 141, pp. 145-162.
*Tung, A., Baird, K. and Schoch, H. (2014), “The relationship between organisational factors and the
effectiveness of environmental management”, Journal of Environmental Management, Vol. 144,
pp. 186-196.
Voegtlin, C. and Greenwood, M. (2016), “Corporate social responsibility and human resource
management: a systematic review and conceptual analysis”, Human Resource Management
Review, Vol. 26 No. 3, pp. 181-197.
*Wagner, M. (2013), “ ‘Green’ human resource benefits: do they matter as determinants of
environmental management system implementation?”, Journal of Business Ethics, Vol. 114 No. 3,
pp. 443-456.
*Yong, J., Yusliza, M. and Fawehinmi, O. (2019), “Green human resource management: a systematic
literature review from 2007 to 2019”, Benchmarking: An International Journal, available at:
https://doi.org/10.1108/BIJ-12-2018-0438
*Yong, J.Y., Yusliza, M.-Y., Ramayah, T. and Fawehinmi, O. (2019), “Nexus between green intellectual
capital and green human resource management”, Journal of Cleaner Production, Vol. 215,
pp. 364-374.
*Yu, W., Chavez, R., Feng, M., Wong, C.Y. and Fynes, B. (2020), “Green human resource management
and environmental cooperation: an ability-motivation-opportunity and contingency
perspective”, International Journal of Production Economics, Vol. 219, pp. 224-235.
*Yusliza, M.Y., Norazmi, N.A., Jabbour, C.J.C., Fernando, Y., Fawehinmi, O. and Seles, B.M.R.P. (2019), “Top
management commitment, corporate social responsibility and green human resource management:
a Malaysian study”, Benchmarking: An International Journal, Vol. 26 No. 6, pp. 2051-2078.
*Yusoff, Y.M., Nejati, M., Kee, D.M.H. and Amran, A. (2018), “Linking green human resource
management practices to environmental performance in hotel industry”, Global Business Review,
Vol. 21 No. 3, pp. 1-18.
*Zaid, A.A., Jaaron, A.A.M. and Bon, A.T. (2018), “The impact of green human resource management
and green supply chain management practices on sustainable performance: an empirical study”,
Journal of Cleaner Production, Vol. 204, pp. 965-979.
*Zhang, S., Wang, Z. and Zhao, X. (2019), “Effects of proactive environmental strategy on
environmental performance: mediation and moderation analyses”, Journal of Cleaner
Production, Vol. 235, pp. 1438-1449.
*Zibarras, L.D. and Coan, P. (2015), “HRM practices used to promote pro-environmental behavior: a UK
survey”, International Journal of Human Resource Management, Vol. 26 No. 16, pp. 2121-2142.
Further reading
El-Kassar, A.N. and Singh, S.K. (2018), “Green innovation and organizational performance: the
influence of big data and the moderating role of management commitment and HR
practices”, Technological Forecasting and Social Change, available at: https://doi.org/10.1016/j.
techfore.2017.12.016
IJM Appendix 1
Publications 1 2 3 4 5 6 7 8 9 10
1. Yu et al. (2020) – published in 1.B 2.C 3.A, 3.D, 4.A 5.L – – 8.A – 10.A
June 2019 3.F
2. Al-Romeedy (2019) 1.B 2.E 3.A, 3.D, 4.B 5.A, 5.B, 5.C, – 7.J – – –
3.F 5.D, 5.E
3. Chaudhary (2019a) 1.B 2.C 3.A, 3.D, 4.D 5.L – 7.D, – – –
3.F 7.M
4. Luu (2019) 1.B 2.C 3.A, 3.D, 4.B 5.L 6.B – – – –
3.F
5. Bombiak (2019) 1.A 2.B 3.A, 3.D, 4.C 5.A, 5.B, 5.C, – 7.J – – –
3.F 5.D, 5.E, 5.F
6. Cabral and Dhar (2019) 1.B 2.C 3.A, 3.B, 4.B 5.B 6.A, – – – –
3.C, 3.D, 6.B
3.F, 3.G
7. Chaudhary (2019b) 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.D, 6.B – – – –
3.F 5.E, 5.F
8. Pinzone et al. (2019) 1.A 2.B 3.A, 3.D, 4.B 5.B 6.B, – – – –
3.F 6.D
9. Stefanelli et al. (2019) – – 3.B, 3.E – 5.B – – – – –
10. Leidner et al. (2019) 1.A 2.B 3.B, 3.D, 4.C 5.A, 5.B, 5.C, 6.B – – – –
3.G 5.F, 5.E
11. Jabbour et al. (2019) – – 3.B, 3.E – 5.L – – – – 10.C
12. Yusliza et al. (2019) 1.B 2.C 3.A, 3.D, 4.C 5.A, 5.B, 5.C, – 7.L – – –
3.F 5.D, 5.E
13. Zhang et al. (2019) 1.C 2.A, 3.A, 3.D, 4.A 5.L – 7.A – – –
2.B, 3.F
2.C
14. Gilal et al. (2019) 1.B 2.C 3.A, 3.D, 4.B 5.L 6.B 7.A – – –
3.F
15. Chaudhary (2019c) 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.D, 6.B – – – –
3.F 5.E, 5.F
16. Yong, Yusliza and Fawehinmi – – 3.B, 3.E – 5.L – – – – –
(2019), Yong, Yusliza, Ramayah
and Fawehinmi (2019)
17. Shah (2019) 1.B 2.C 3.A, 3.D, 4.C 5.A, 5.B, 5.C, – – – – –
3.F 5.D, 5.E, 5.F,
5.K
18. Pham, Tučková and Phan (2019) 1.B 2.C 3.A, 3.D, 4.B 5.B, 5.E, 5.G 6.B – – – –
3.F
19. Roscoe et al. (2019) 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.C, – 7.A – – –
3.F 5.D, 5.E, 5.F,
5.G
20. Singh and El-Kassar (2019) 1.C 2.C, 3.A, 3.D, 4.C 5.B, 5.L – 7.C, – 9.A 10.A
2.E 3.F 7.H
21. Pham, Tučková and Jabbour 1.B 2.C 3.A, 3.B, 4.B 5.B, 5.D, 5.F 6.B – – – –
(2019) 3.C, 3.D,
3.F, 3.G
22. Kim et al. (2019) 1.B 2.C 3.A, 3.D, 4.B 5.L 6.B 7.A – – –
3.F
23. Yong, Yusliza and Fawehinmi 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.C, – 7.I – – –
(2019), Yong, Yusliza, Ramayah 3.F 5.D, 5.E
and Fawehinmi (2019)
24. Pham et al. (2018) 1.B 2.C 3.A, 3.D, 4.B 5.B, 5.G 6.B – – – –
Table AI. 3.F
Classifications
and codes of
relevant articles (continued )
Publications 1 2 3 4 5 6 7 8 9 10
Green human
resource
25. Saeed et al. (2018) 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.D, 6.B – – – – management
3.F 5.E, 5.F
26. Gupta (2018) 1.B 2.C 3.B, 3.D, 4.A 5.A, 5.B, 5.D, – 7.J – – –
3.G 5.E, 5.F, 5.G
27. Moraes et al. (2018) 1.B 2.A 3.A, 3.D, 4.B 5.B, 5.F – 7.A – – –
3.F
28. Obeidat et al. (2018) 1.A 2.C 3.A, 3.D, 4.A 5.L – 7.A, – – –
3.F 7.B
29. Siyambalapitiya et al. (2018) 1.B 2.C 3.A, 3.B, 3. 4.B 5.A, 5.B, 5.D, – 7.A – – –
C, 3.D, 3.F, 5.E, 5.F
3.G
30. Zaid et al. (2018) 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.D, – 7.A, – – 10.A
3.F 5.F 7.B,
7.C
31. Rayner and Morgan (2018) 1.A 2.D 3.A, 3.D, 4.C 5.L 6.B, – – – –
3.F 6.E
32. Yusoff et al. (2018) 1.B 2.C 3.A, 3.D, 4.B 5.A, 5.B, 5.D, – 7.A – – –
3.F 5.E
33. Al Kerdawy (2018) 1.B 2.E 3.A, 3.D, 4.C 5.B, 5.C, 5.D, – 7.L – –
3.F 5.E
34. Bombiak and Marciniuk-Kluska 1.A 2.B 3.A, 3.D, 4.D 5.A, 5.B, 5.C, – 7.C, – – –
(2018) 3.F 5.D, 5.E, 5.F, 7.J
5.G
35. Chaudhary (2018) 1.B 2.C 3.A, 3.D, 4.D 5.A – 7.M – – –
3.F
36. Tang et al. (2018) 1.B 2.C 3.A, 3.D, 4.C 5.A, 5.B, 5.D, – – – – –
3.F 5.E, 5.F
37. Jia et al. (2018) 1.B 2.C 3.A, 3.D, 4.A 5.L 6.B – – – –
3.F
38. Luu (2018) 1.B 2.C 3.A, 3.D, 4.B 5.B, 5.E, 5.F 6.B, – – – –
3.F 6.C
39. Shen et al. (2018) 1.B 2.C 3.A, 3.D, 4.A 5.L 6.B, – – – –
3.F 6.C,
6.D
40. Jabbour and Renwick (2018) – – 3.B, 3.E – 5.L – – – – –
41. Ren et al. (2018) – – 3.B, 3.E – 5.A, 5.B, 5.D, – – – – –
5.E, 5.F
42. Longoni et al. (2018) 1.A 2.B 3.A, 3.D, 4.C 5.A, 5.B, 5.D, – 7.A, – – 10.A
3.F 5.E, 5.F 7.B
43. Nejati et al. (2017) 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.D, – – – – 10.A
3.F 5.E, 5.F
44. Jabbour et al. (2017) 1.B 2.A 3.B, 3.D, 4.A 5.A, 5.B, 5.D, – – – – 10.A
3.G 5.E
45. Masri and Jaaron (2017) 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.D, – 7.A – – –
3.F 5.E, 5.F, 5.G
46. Alnajdawi et al. (2017) 1.B 2.C 3.A, 3.D, 4.A 5.A, 5.B, 5.D, 6.B 7.A, – – –
3.F 5.E 7.B,
7.C
47. Ragas et al. (2017) 1.B 2.C 3.A, 3.D, 4.C 5.L 6.D – – – –
3.F
48. Dumont et al. (2017) 1.B 2.C 3.A, 3.D, 4.A 5.L 6.B – – – –
3.F
49. Pinzone et al. (2016) 1.A 2.B 3.A, 3.D, 4.B 5.B, 5.D, 5.F 6.B – – – –
3.F
50. O’Donohue and Torugsa (2016) 1.B 2.C 3.A, 3.D, 4.A 5.L – 7.B – – –
3.F
1. Yu et al. (2020) – The study explores the influence of GHRM on International Journal of
published in June 2019 environmental cooperation with customers Production Economics
and suppliers, and the moderating roles of
internal GSCM
2. Al-Romeedy (2019) The aim of this work is to identify GHRM Journal of Human Resources
practices adopted in Egyptian travel agencies, in Hospitality and Tourism
the constraints facing implementation, and the
critical requirements for their success
3. Chaudhary (2019a) Study’s objective is to illuminate the linkage Corporate Social Responsibility
between GHRM and job pursuit intention, and and Environmental
the mediating roles of organizational reputation Management
and attractiveness
4. Luu (2019) This work seeks to explore the impact of GHRM Journal of Sustainable
on OCBE at both team and individual levels as Tourism
well as the mechanisms underlying such links
5. Bombiak (2019) The purpose of the paper is to investigate the Entrepreneurship and
relevance of Green Human Resource Sustainability Issues
Management to the operations of the
organizations, indicate GHRM practices which
can be used in the field and suggest application
as a tool for building sustainable development of
the organizations
6. Cabral and Dhar (2019) The paper aims to develop a green competencies Journal of Cleaner Production
scale and investigate the linkage between green
training and green competencies
7. Chaudhary (2019b) This work is to investigate the influence of Corporate Social Responsibility
GHRM practices on employee green behaviors and Environmental
(task-related and voluntary) with organizational Management
identification as a mediator, and the moderating
role of employee personal environmental values
and gender
8. Pinzone et al. (2019) This work aims to explore the role of GHRM Journal of Cleaner Production
practices, in which green training considered
as a key element to influence OCBE and
job satisfaction
9. Stefanelli et al. (2019) The paper aims at conducting a literature review Benchmarking: An
of the environmental training and proposing a International Journal
research agenda for future studies
10. Leidner et al. (2019) The aim of the study explores how GHRM Personnel Review
application can elicit employees’ green behavior
11. Jabbour et al. (2019) The goal is to propose an integrative GHRM Journal of Cleaner Production
framework for enterprises developing the
circular economy
12. Yusliza et al. (2019) The paper analyzes the relationship between Benchmarking: An
GHRM, top management commitment, and International Journal
corporate social responsibility
13. Zhang et al. (2019) This work aims at test the influences of GHRM Journal of Cleaner Production
and environmental legitimacy on environmental
performance as well as the mediating effect of the
implementation of green operational practices
Table AII.
Brief description
(continued ) of chosen articles
IJM Publication Main GHRM-related purpose of article Journal
14. Gilal et al. (2019) This paper examines the link between GHRM Corporate Social Responsibility
practices and environmental performance in and Environmental
higher education institutions Management
15. Chaudhary (2019c) This research examines the status of Journal of Global
implementation of GHRM application in the Responsibility
automobile companies in India. Additionally, the
study also measures the impact of GHRM
practices on employees’ task-related and
voluntary green behaviors
16. Yong, Yusliza and The paper is to review GHRM literature of Benchmarking: An
Fawehinmi (2019), various scopes, approaches and contexts; to International Journal
Yong, Yusliza, identify different focus areas in the GHRM
Ramayah and literature; and to propose areas for future study
Fawehinmi (2019)
17. Shah (2019) The objective of this work is to develop a valid Business Strategy and the
measurement scale for GHRM. Environment
18. Pham, Tučková and The paper aims to explore the direct and Journal of Business Economics
Phan (2019) interactive influences of GHRM practices on and Management
employee environmental commitment
19. Roscoe et al. (2019) The paper explores the relationship between Business Strategy and the
GHRM practices, green organizational culture Environment
and corporate environmental performance
20. Singh and El-Kassar The article investigates sustainable capabilities Journal of Cleaner Production
(2019) which are motivated by organizational
commitment caused by the integration of big
data, GSCM, and GHRM, and how these
capabilities can improve organizational
performance
21. Pham, Tučková and The paper is to examine the role of GHRM Tourism Management
Jabbour (2019) application in enhancing OCBE in hotels,
especially the roles of interactive influences of
GHRM practices
22. Kim et al. (2019) This work aims to understand how to stimulate International Journal of
hotels’ OCBE and environmental performance Hospitality Management
through the application of GHRM practices
23. Yong, Yusliza and The study identifies the relationships between Journal of Cleaner Production
Fawehinmi (2019), green intellectual capital and GHRM
Yong, Yusliza,
Ramayah and
Fawehinmi (2019)
24. Pham et al. (2018) This paper analyzes the roles of green training Management & Marketing
and green organizational culture in enhancing
OCBE in hotels
25. Saeed et al. (2018) The study investigates the influences of Corporate Social Responsibility
GHRM practices, such as green recruitment and and Environmental
selection, green training and development, Management
green performance management and appraisal,
green reward and compensation, and
green empowerment, on employee
pro-environmental behavior
26. Gupta (2018) The objective of this article is to explore Journal of Environmental
required GHRM practices and assess the Management
performance of manufacturing firms
applying these practices
41. Ren et al. (2018) This paper makes a systematic review to Asia Pacific Journal of
develop the conceptual and empirical Management
development of GHRM
42. Longoni et al. (2018) This publication is aimed at testing the influence Journal of Business Ethics
of GHRM practices on firm performance,
including environmental performance
and financial performance, and investigating
the contributions of applying GHRM to
enhancing GSCM
43. Nejati et al. (2017) This work analyzes the effect of GHRM on GSCM Journal of Cleaner Production
and examines the moderating roles of employees’
resistance to change toward that effect
44. Jabbour et al. (2017) A paper aimed at investigating the roles of Production Planning &
GHRM practices in the relationship between Control
critical success factors and the adoption of GSCM
practices in manufacturing companies in Brazil
45. Masri and Jaaron This paper aims to assess and measure GHRM’s Journal of Cleaner Production
(2017) effect on environmental performance in
Palestinian manufacturing companies
46. Alnajdawi et al. (2017) This work determines the link between GHRM Journal of Environmental
practices and organizations’ sustainable Accounting and Management
performance through the mediating
effect of OCBE
47. Ragas et al. (2017) The purpose of this paper is to explore the International Journal of
influence of GHRM on employees’ job Productivity and Performance
performance through the moderating effect of Management
green lifestyle
48. Dumont et al. (2017) This article provides a new insight into GHRM’s Human Resource
influence on employees’ green behavior Management
49. Pinzone et al. (2016) This paper intends to analyze the relationship Journal of Cleaner Production
between GHRM practices and OCBE through the
mediating effect of collective environmental
commitment
50. O’Donohue and The aim of this work is to investigate the International Journal of
Torugsa (2016) moderating roles of HRM in the relationship Human Resource
between proactive environmental management Management
and corporate financial performance
51. Jabbour and De Sousa The paper provides an integrative framework of Journal of Cleaner Production
Jabbour (2016) the GHRM-GSCM relationship and proposes a
research agenda for future study
52. Guerci, Longoni and This article aims to fill two research gaps: (1) International Journal of
Luzzini (2016) stakeholder pressures aimed at applying GHRM Human Resource
practices; and (2) the mediating effects of GHRM Management
practices on the stakeholder pressure–
environmental performance relationship
53. Guerci, Montanari, The paper examines the contribution of green International Journal of
Scapolan and Epifanio recruitment practices in attracting applicants. Human Resource
(2016) This work also investigates the interactive effect Management
of “green” and “non-green” recruitment practices
on attracting applicants
54. Renwick et al. (2016) This work reviews the existing research International Journal of
literature on GHRM to frame new works aimed at Human Resource
extending it through a new research agenda Management
For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: [email protected]