Green human resource management in service industries: the construct, antecedents, consequences, and outlook

Analysis of human capital effects introducing Bayesian quantile regression in the process of industrial structural upgrading

In recent years, with the continuous evolution of the global economy and the adjustment of industrial structures, the understanding of the role played by human capital in the process of economic development has become particularly important. However, existing research on the impact of human capital on economic growth often adopts traditional regression methods, failing to comprehensively consider the heterogeneity and nonlinear relationships in the data. Therefore, to more accurately understand the influence of human capital on economic growth at different stages, this study employs Bayesian quantile regression method (BQRM). By incorporating BQRM, a better capture of the dynamic effects of human capital in the process of industrial structure upgrading is achieved, offering policymakers more targeted and effective policy recommendations to drive the economy towards a more sustainable direction. Additionally, the experiment also examines the impact of other key factors such as technological progress, capital investment, and labor market conditions on economic growth. These factors, combined with human capital, collectively promote the upgrading of industrial structure and the sustainable development of the economy. This study, by introducing BQRM, aims to fill the research gap regarding the impact of human capital on economic development during the industrial structural upgrading process. In the backdrop of the ongoing evolution of the global economy and adjustments in industrial structure, understanding the role of human capital in economic development becomes particularly crucial. To better comprehend the direct impact of human capital, the experiment collected macroeconomic data, including GDP, industrial structure, labor skills, and human capital, from different regions over the past 20 years. By establishing a dynamic panel data model, this study delves into the trends in the impact of human capital at various stages of industrial structure upgrading. The research findings indicate that during the high-speed growth phase, the contribution of human capital to GDP growth is 15.2% ± 2.1%, rising to 23.8% ± 3.4% during the period of industrial structure adjustment. Technological progress, capital investment, and labor market conditions also significantly influence economic growth at different stages. In terms of innovation improvement, this study pioneers the use of BQRM to gain a deeper understanding of the role of human capital in economic development, providing more targeted and effective policy recommendations. Ultimately, to promote sustainable economic development, the experiment proposes concrete and targeted policy recommendations, emphasizing government support in training and skill development. This study not only fills a research gap in the relevant field but also provides substantive references for decision-makers, driving the economy towards a more sustainable direction.

How does green human resource management foster employees' environmental commitment: A sequential mediation analysis

Drawing on the social identity theory, this study aims to examine the impact of organizational pride and organizational identification as sequential mediators in the association between green HRM and employee environmental commitment. The study extended prior research by incorporating the sequential mediators of organizational pride and organizational identification. The researchers gathered data from 267 employees of telecommunications companies in Pakistan. They used Smart PLS software version 3.0 to carry out partial least squares structural equation modeling to verify the hypotheses. The results indicate that green HRM leads to organizational pride, which, in turn, leads to increased organizational identification and, consequently, enhances environmental commitment. The findings hold significant value to practitioners and HR managers striving to develop HR practices that support sustainability, contribute to a culture of environmental responsibility, and lead to positive green outcomes for employees.

The hidden linkage of corporate efficiency and green innovation with human resource management practices: a newly perspective from China

It is disappointing that despite having access to human resources at very little cost, rising countries' administrations are so ineffective. It is often believed that an organization's unheralded employees hold the keys to its success or failure. A person's mood and demeanor may be influenced by a variety of factors. Human resource management (HRM) methods have been created and used by scientists all over the globe in an effort to maximize the potential of their most important asset. Eco-friendly inventions are crucial to the survival of humanity and the prosperity of enterprises throughout the world. Therefore, the purpose of this research is to look at how green innovation affects both the environment and businesses. Green process metrics and green product metrics, for example, may have an impact on green innovation, which is why these metrics are important to track. The second primary goal of this research is to learn how the commitment and HR practices of top management shape the link between green innovation and economic and environmental success. A self-reported poll was taken by 370 employees in China's manufacturing industry. A partial least square structural equation modelling was used to examine the data collected between April 2021 and February 2022. This research employed confirmatory component analysis, a standard technique of structural equation modelling (SEM) for examining both overt and covert variables and indicators, to assess the reflecting indicators measurement model. The findings suggest that HRM has an effect on green innovation that is both positive and statistically significant. The environment and the economy benefit greatly from green innovations. Relationships between HRM and green innovation have no unfavorable implications on business results or the environment. However, human resource management has the potential to boost organizations' prosocial impact. In a three-way interaction (moderated moderation) model, organizational success is found to have a significant role, whereas environmental and organizational success play just a little one. To improve economic and environmental outcomes across all sectors, this study adds to the existing body of knowledge and argues for the wider implementation of green innovation practices. Human resource managers play a crucial role in developing a company's culture and values. The findings suggest that with leadership's blessing, green technologies may spread across a company.

Enhancing industrial environmental performance: interplay among environmental sustainability, green HRM, and green competitive advantage

This study highlights the importance of green human resource management (HRM) practices, which investigates the connection between environmental sustainability and green competitive advantage. Using the CGM model and the generalized method of moments (GMM), this research investigates how green HRM may foster environmental sustainability by creating a competitive advantage for businesses. Research shows that green HRM may achieve green competitive advantage practices, crucial for environmental sustainability. By "green HRM practices," we mean incorporating environmental concerns into traditional HRM processes, including hiring, training, evaluating, and compensating employees. However, the importance of green HRM practices cannot be overstated due to their efficiency in creating a competitive advantage and advancing environmental sustainability. Specifically, the research shows that businesses that have adopted "green HRM practices" outperform their competitors in terms of environmental sustainability. The last section emphasizes the importance of green HRM as a key facilitator of environmental sustainability. Implications for businesses that want to improve their environmental performance are also provided.

Impact of green human resource management practises on sustainable performance: serial mediation of green intellectual capital and green behaviour

This research aims to examine the factors that determine the sustainable performance of the hospitality sector of Pakistan. Particularly, it measures the effect of three green HRM practises on hotels' social, economic, and environmentally sustainable performance. The research model incorporates a serially mediated role of green intellectual capital and green behaviour to connect green training, green benefits and compensation, and green hiring with sustainable performance. The study uses the Social Cognitive Theory and resource-based view theory and analyses data using simple random sampling, confirmatory factor analysis, and structural equation modelling. Data is collected from the staff of hotels through a dyad approach by employing the self-administered 5-Likert scale questionnaire. The response rate is 99%, and findings show that green intellectual capital and green behaviour serially mediate amongst green performance, green training, sustainable social performance, sustainable economic performance, and environmentally sustainable performance. However, green hiring does not regress directly or partially with the components of sustainable performance. The study's originality develops green HRM practises based on sustainable performance in the hospitality sector in developing nations. The study's findings are important for achieving sustainable development goals, improving the hospitality sector performance, and employees' role in sustainable performance. The study is sector-specific, and future studies may choose the moderated role of factors to determine sustainable performance.

Impact of green human resource management on green creativity in pharmaceutical companies: mediation role of green mindset

This research study analyzed the impact of green human resource management on the green creativity of the employees of the pharmaceutical companies of Lahore, Pakistan, with the mediating role of a green mindset and the moderating role of green concern. The convenience sampling technique was used to sample employees of pharmaceutical companies. The study was quantitative and cross-sectional in nature, and it used correlation and regression analysis to investigate the hypothesis. A sample of 226 employees (including managers, supervisors, and other staff members) was drawn from different pharmaceutical companies in Lahore, Pakistan. The results of the study indicate that green human resource management has a positive significant effect on the green creativity of employees. Findings further explain that the green mindset acts as a mediator and partially mediates the relationship between green human resource management and green creativity. Furthermore, this study examined the role of green concern as a moderator and the results explain the insignificant relation which shows that green concern does not moderate the relationship between the green mindset and green creativity of the employees of pharmaceutical companies in Lahore, Pakistan. The practical implications of this research study are also discussed.

Fuzzy comprehensive evaluation and quantitative weight analysis in structure management of human resources

This research delves into the application effects of Fuzzy Comprehensive Evaluation (FCE) and quantitative weight analysis in the structure management of human resources (SMHR) to optimize the structure management. The research begins by analyzing the existing problems in SMHR, such as incomplete performance feedback and error-prone outsourcing decisions. By leveraging human resource management (HRM) characteristics, the researchers construct the SMHR evaluation index system. The Analytical Hierarchy Process (AHP) is employed to establish a hierarchical human resource structure model to determine the relative weight of each HRM indicator. Subsequently, the FCE method is utilized to build an SMHR optimization model, which is then scrutinized and assessed by means of an example. The findings indicate that the consistency ratio (C.R.) values of the first and second-level evaluation factors of the constructed model are less than 0.1, thus passing the consistency test and demonstrating credibility. Ultimately, the research effectively grades SMHR in the enterprise through the analysis of HRM optimization. Accordingly, this research presents a set of optimization suggestions and measures, including the establishment of a professional HRM operation team, acceleration of the construction of a professional talent team, enhancement of the intelligent level of the HRM center, and transition towards digital sharing. These proposed measures can serve as valuable experimental references for the optimization and improvement of HRM structures in future enterprises.

Achieving green tourism through environmental perspectives of green digital technologies, green innovation, and green HR practices

This study investigates tourism growth with the role of green digital technologies and green human resource management (GHRM) in China. We applied a fuzzy analysis technique using the 130 Chinese tourism SMEs that use digital technology. The study results declared that digitalization in tourism increases automation in both the process and the final product, raising demand and quality. Moreover, green digital technologies are significant in agile innovation and tourism growth. The study's results extended that green HRM practices have a significant role in Chinese SMEs developing agile innovation, tourism growth, and green digital innovation. These findings were confirmed by using fuzzy robustness tools. The study proposes to achieve SDGs in China's tourism industry using primitive measures to enhance tourism growth and agile innovation based on green HRM practices and green digital technologies. Such prudent measures suggested improving green digital technologies in the Chinese tourism industry for tourism growth and agile innovation maximization.

Green HRM and ecofriendly behavior of employees: Relevance of proecological climate and environmental knowledge

Human Resource Management (HRM) helps develop an ecofriendly culture by molding employee behavior. However, numerous elements also play critical roles. The intent of this article was to inspect the influence of green HRM on workers' in-role and extra role ecofriendly behavior using the mediating effect of proecological climate and green empowerment. The regulating effect of environmental knowledge on workers' extra role behavior was also planned to investigate. To inspect the data, this study employed a two-stage approach of structural equation modeling (SEM). Purposive sampling was applied to collect data for the study, which included an empirically verified questionnaire. The discoveries from the study revealed that environmental knowledge doesn't strengthen the affiliation between GHRM and employees' extra role ecofriendly behavior. Besides, proecological climate and green engagement have an important role to shape employees' ecofriendly activities. The results of the study can assist the industry-wide decision-making process. It will also open new ground to study other sectors.

Predicting the Relationship between Green Transformational Leadership, Green Human Resource Management Practices, and Employees’ Green Behavior

Building on theories of Corporate Sustainability, Triple Bottom Line, and Natural Resource-Based View, this study aims to predict the positive relationship between green transformational leadership, green human resource management practices, and employees’ green behavior. It applies a quantitative approach to analyze 252 data collected from the customers who are prospective employees of small and medium enterprises in Budapest. An online questionnaire was sent to 252 samples with the Snowball sampling method for about a month in Hungary. Based on a structural equation modeling analysis, green transformational leadership and green human resource management practices positively influence employees’ green behavior. Green human resource management practices mediate the relationship between green transformational leadership and employees’ green behavior. Small and medium enterprises should consider solving the green behavioral problems of their employees by promoting the green concept in leadership and human resource management practices. Such initiatives contribute to sustainability in small and medium enterprises.

Lean, agile, resilient, and green human resource management: the impact on organizational innovation and organizational performance

There are four paradigms of lean, agile, resilient, and green (LARG) which can promote human resource culture to create novel ideas and increase performance in organizations. This study aims to conceptualize, develop, and validate four lean, agile, resilient, and green paradigms in human resource management (HRM) context and investigates how different LARG HRM elements can affect organizational innovation and performance. In this way, a conceptual model for investigating the LARG concept in HRM is proposed. A new tool to measure lean, agile, resilient, and green indicators in service industry has been developed. Using convenience sampling method, an online survey questionnaire is managed to collect data from 102 service sector organizations, including banking and financial services, transportation, hotel, telecom, and insurance, having more than 50 employees in Iran. The collected data are analyzed by partial least squares-structural equation modeling (PLS-SEM). The results indicate that the LARG HRM significantly and positively influences organizational performance. In addition, the LARG HRM indirectly affects organizational performance through organizational innovation. The findings also showed that employee's ability to perform several different jobs from the lean paradigm, paying attention to employee's ideas in decision-making from the agile paradigm, increasing the ability of staff to change rules in different situations from the resilient paradigm, and having employees with a full understanding of environmental policies from the green paradigm, is the most effective elements among the LARG paradigms factors. This study provides valuable insights into recognizing the most effective LARG elements and factors for implementing the LARG HRM in organizations and how it contributes to enhancing organizational performance and organizational innovation in order to achieve competitive advantage.

Mapping the Sustainable Human-Resource Challenges in Southeast Asia’s FinTech Sector

The significance of human resources (HRs) has increased with the increasing awareness of sustainability issues and corporate social responsibility. However, the rapidly emerging financial technology (FinTech) sector still presents an HR challenge. Southeast Asia, which accounts for the highest adoption rate of mobile banking, has set new records regarding the number of transactions, as well as funding amount, in recent years. Moreover, borderless financial cooperation, coupled with in-demand tech talents, will rapidly boost the development of the region. Thus, this study explored the new opportunities as well as challenges of a new business model, FinTech, in Southeast Asia’s banking and enterprise sector in the post-COVID-19 era. It also examined how organizations can achieve sustainable development via the interaction of the new operating model with existing ones by developing relevant strategies in the context of the “new normal” working condition. By reviewing the literature on HR management (HRM), we proposed how banking and FinTech companies could supply tech talent with the relevant experience or engage in training projects before recruiting. Additionally, since organizations desire sustainability-minded employees, they offer flexible working arrangements and well-established reward policies that can create remote work performance and retention rates. Being committed to upskilling and reskilling global talent by offering talent mobility opportunities across the organization, as well as by fully embracing the creation of value for cross-cultural talent, companies can support their employees’ long-term career goals and maintain competitive strength. Finally, organizations must focus more on flexible adjustments and cross-domain communication for global talent. Forming strategic alliances with FinTech companies would be an alternative conduit that can ensure that regional laws comply with the local culture and national law, for bias and conflict reduction.