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The recent decade has described the role of HR practitioners as more strategic to advance in environmental management (EM), technology and change management competencies. The study aims to identify the HR professionals' changing strategies and challenges and barriers in sustainability performance (SP) through green HRM, which have become an emerging topic.

Data collection was conducted through six semi-structured face-to-face interviews with senior HR representatives through purposive sampling. The grounded theory (GT) method was applied, followed by an iterative process for codes and themes.

The results indicated the highly significant challenges and barriers (C&B) proposing a 5 × 4 framework in adopting GHRM practices. Examples of the challenges included (1) lack of knowledge, orientation and awareness; (2) corporate social responsibility as an integral part of the organization strategy; (3) environmental concerns internally required from top-bottom and bottom-top approach; (4) budget and cost that remain an issue for the top management, and; (5) HR department's responsibility to build competencies for their entire team.

The findings help the top management and policymakers maintain a balance between economic, environmental and social sustainability performance agendas. Furthermore, the environmental goals and values of the hotel are key ingredients in seeking the solution to environmental sustainability, which requires continuous training programs to enhance awareness at all levels.

The results are presented as future directions to enrich the literature and make significant contributions to the existing body of knowledge. Moreover, the research benefits the managers from the results intended in accomplishing sustainable development approaches.

The present work investigated the effect of corporate social responsibility and top management support on employee ecological behaviour (EEB) with the mediating role of green culture and green commitment. Social identity theory (SIT) was used to describe the association between green culture, green commitment and EEB. Further, a conceptual model that summarises the interaction between perceived corporate social responsibility, top management support, green commitment, green culture and the adoption of ecological behaviour was developed.

The paper opted for a quantitative design using convenience sampling by collecting the data through a structured questionnaire gathered from 308 academics working in five Malaysian higher education institutions.

Corporate social responsibility and top management support positively influence green culture and commitment. Moreover, green commitment positively influenced EEB and fully mediated the relationship between corporate social responsibility and EEB and between top management support and EEB.

The academic staff of universities was the target population of this research. Nevertheless, universities have a diverse population with complex activities that can affect the implementation of a sustainable workplace within the campus. Future research should also examine non-academic staff, including administrative, technical and operational staff, due to different employees' perceptions.

As far as the authors know, this is the first study to assign the mediator role to green culture in a relationship between top management support and EEB amongst academic staff in the Malaysian context. Future research should consider other intervening variables that influence adopting ecological behaviour.

Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly fragmented. These realities suggest that greater consistency in meanings is sorely needed if we are to integrate and upgrade knowledge in this area. This chapter draws on the findings of a systematic research review to properly define the content domains of human resource information systems (HRIS), virtual human resources (virtual HR), electronic human resource management (e-HRM), and business-to-employee (B2E) systems. An integrative synthesis was performed on 242 system-level writings that appeared in the literature from 1983 to 2017. The weight of the evidence strongly supports treating HRIS, virtual HR, e-HRM, and B2E systems as independent, complimentary constructs. While the first three comprise a firm’s HRT system, the fourth construct is more appropriately positioned in the business-collaborative system. The sample was further evaluated with an analytic framework to detect patterns of practice in research designs. This revealed that much more attention has been focused on system actions and outcomes than on attitudes and system characteristics. Different units of analysis were well represented aside from trans-organizational studies. Finally, a case is made for better contextualizing HRT research by recognizing differences in assimilation stage, functional penetration, and collective proficiency. These factors are rarely mentioned, let alone studied, raising additional concerns about measurement error. Detailed suggestions are offered on ways to incorporate them. Together, these materials should promote more sophisticated and generalizable assessments of technology, improving our ability to understand its impacts.

This study aims to investigate the influence of green human resource management (Green HRM) on employee ecological behaviour (EEB) using the mediating role of green commitment.

Data were gathered using convenience sampling by surveying 308 academicians in five public research universities across Malaysia. Partial least squares structural equation modelling (PLS-SEM) tested the hypothesised model.

The results offered support for the hypotheses. Green HRM was related positively to EEB, and Green HRM influenced EEB indirectly via green commitment.

This study has significant implications for policymaking regarding higher education institutions that maintain an eco-friendly environment in Malaysia. The study offers guidelines to decision makers for enhancing EEB and environmental commitment in the workplace.

This study contributes to the current literature on green behaviour and Green HRM by examining these relationships and testing the mediation effect of green commitment from the developing economy of Malaysia. It also offers guidelines for policymakers and HR practitioners to promote environmental friendliness at work and create an environmentally friendly organisational culture.

To comprehend the influence of green HR practices (GHRM) on employee outcomes, strategic HRM researchers are gradually adopting an employee-centric approach, a subject that has sparked recent discussions among scholars in the field of green HR. These scholars have emphasized the need for studies that shed light on the reasons behind the differences in employees' perceptions of GHRM. To address this concern, we investigated (1) supervisors perceived GHRM (SUP-GHRM) and subordinates perceived GHRM (SUB-GHRM) as the fundamental source of variation in employee eco-friendly behavior and green performance, (2) the association between SUP-GHRM and SUB-GHRM, (3) the mediation role of SUB-GHRM toward green performance and eco-friendly behavior, and (4) the moderation of perceived HRM system strength (HRMSS) on supervisor-subordinate perceived GHRM.

Applying a survey approach, we collected data from 217 supervisors and 624 subordinates from Large-Scale Manufacturing Organizations in the Textile sector of Pakistan. Since the data is hierarchical, we applied the Hierarchical Linear Model (HLM) and bootstrapping techniques to examine the hypothesized relationship.

The results of HLM revealed that (1) the SUP-GHRM and SUB-GHRM were key in determining green performance and eco-friendly behavior, (2) the SUP-GHRM significantly influenced SUB-GHRM, (3) the SUP-GHRM indirectly affected the eco-friendly behavior and green performance through SUB-GHRM, (4) the HRM system’s strength positively moderated the association between the SUP-GHRM and SUB-GHRM.

The corporations need to ensure that both supervisors and subordinates have a consistent understanding of GHRM practices and foster positive relationships between them. It is also important for companies to actively enhance supervisors' knowledge of GHRM and encourage them to effectively communicate the company’s GHRM practices to their subordinates. This is vital for improving employee job-related outcomes. Furthermore, corporations should emphasize developing a strong HRM system designed to create a climate where employees understand the behaviors and responses that are valued and recognized, leading them to perceive situations in line with their managers.

This study suggests SUP-GHRM and SUB-GHRM as critical factors that influence eco-friendly behavior and green performance, and HRMSS is key to aligning the perception gaps between subordinates and supervisors about what GHRM is in place in their organization, which is empirically analyzed in a developing country context.

The purpose of this paper is to analyse the relationship between top management commitment, corporate social responsibility (CSR) and green human resource management (GHRM).

A self-administered questionnaire was adopted to perform a systematic collection of data from manufacturing and service organisations in Malaysia. The partial least squares method was used for the conceptual framework of the study.

The observed findings indicate a significant positive relationship between top management commitment and CSR, as well all dimensions of GHRM. However, counterintuitively, the relationship between CSR and GHRM was found not to be as significant as expected (except for CSR and green analysis/job description), which can be explained through the emerging perspective that CSR and HRM should be linked.

The findings provide insights as to the nature of GHRM and how it is affected by CSR and top management commitment in an emerging economy – in this particular study, Malaysia. Moreover, the observed results highlight the crucial importance of top management commitment in implementing GHRM practices and CSR efficiently in order to create positive environmental performance.

The authors believe that, to date, no study has explored the links between top management commitment, CSR and GHRM using empirical data from Malaysia, as well as that this research is an important emerging topic for researchers, academicians and practitioners.

Successfully fostering employee ecological behaviors can reduce the environmental impacts of an organization while boosting performance. This paper aims to investigate the factors and organizational strategies for employees to engage in ecological behaviors.

The study uses a qualitative method. Academicians from four top-ranked research universities from Malaysia participated in semi-structured interviews.

The in-depth analysis of the interviews identified several factors (environmental attitude, feedback, green self-efficacy, leadership role, organizational culture and employee empowerment) and strategies (incentives; top management support; creating environmental knowledge and awareness; rules and regulations; and sustainability advocates) for promoting ecological behavior in the workplace.

This study was limited to Malaysian public research universities. Future research could investigate additional variables that might influence employee ecological behavior. Implications include policymaking, which emphasizes boosting environmental factors among academicians.

Research studies on employee ecological behavior are minimal. This research contributes to the literature by discussing how different stimuli and strategies are used in the top four-ranked green universities of Malaysia for ecological behavior in the workplace.

Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research.

The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature.

Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers.

This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study.

The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.

Green human resource management (HRM) has been considered to be a vitally important mechanism for companies to move towards a sustainable organization. By adopting the Ability-Motivation-Opportunity as the underpinning theory, the purpose of this paper is to identify the factors that facilitate the adoption of Green HRM in Malaysia.

A qualitative exploratory approach research was adopted in this study. The required data for this study were collected using semi-structured face-to-face interviews with human resources directors and managers from four large manufacturing companies in Malaysia. The data collected was then reorganized into four themes.

Based on the interview, four key factors that influence the adoption of Green HRM include stakeholder pressures, relative advantage, which means the perceived benefits from implementing Green HRM, top management commitment and green intellectual capital, which means the intellectual capital incorporating green innovation or environmental management. Surprisingly, among the three dimensions of green intellectual capital, only green human capital and green structural capital were greatly discussed by the human resources directors and managers, while the role of green relational capital on the adoption of Green HRM was hardly observed.

Research studies on Green HRM in Malaysia are scarce. The originality of this paper lies in its exploration of Green HRM in an environmental sensitive sector and the insight it provides to academics and practitioners involved in the manufacturing sector. Although research findings cannot be generalized, they can be used as insights for both academics and end-users in emerging economies.

The study aims to investigate the relationships between green intellectual capital, green human resource management (HRM), and sustainability.

The research is based on information gathered from 112 large Malaysian manufacturing companies.

The study findings revealed that green human capital and green relational capital positively influence green HRM. In addition, green HRM positively related to social, environmental and economic performance. Besides, green HRM positively mediates the relationships between green human capital and economic, social and environmental performance. Finally, green relational capital improves sustainability (economic, environmental, and social performance) mediated by green HRM.

The current study contributes to the literature by examining green IC (green human capital, green structural capital, and green relational capital) as an independent variable and green HRM as a mediating variable for sustainability (economic, environmental, and social performance). The findings and recommended for the managers of large manufacturing firms and practitioners to invest in green IC to achieve sustainability through green HRM.