The greening of strategic HRM scholarship
Open accessAbstract
The topic of environmental sustainability is attracting increased attention among management scholars. Despite its importance to managers, employees, customers and other stakeholders, however, there is very little scholarship that considers the role of human resource management systems in organizations striving to achieve environmental sustainability. In this article, we propose several specific questions that such scholarship could address. By seeking answers to these questions, HRM scholars could contribute to improved organizational effectiveness and at the same time develop new theoretical models that more adequately reflect the complexity of organizational phenomena.
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Companies with reputations for being green employers are able to attract talented specialists more effectively.
“Companies with reputations for being green employers are able to attract talented specialists more effectively [28,40].”
From Green Human Resource Management as a Tool for the Sustainable Development of Enterprises: Polish Young Company Experience (2018) · cites this paper as [40]
There is disagreement about the effectiveness of Green HRM practices in both answering stakeholder concerns and in making a positive environmental impact.
“There is also disagreement about the effectiveness of Green HRM practices in both answering stakeholder concerns and in making a positive environmental impact (Jackson & Seo, 2010).”
From Common Good HRM: A paradigm shift in Sustainable HRM? (2020) · cites this paper as Jackson & Seo, 2010
In some cases financial investments used to meet environmental goals and additional expenditures in employee development and training could hinder maximization of economic performance, resulting in uncertainty among managers about performance priorities.
“For example, in some cases financial investments used to meet environmental goals and additional expenditures in employee development and training could hinder maximization of economic performance (Jackson & Seo, 2010;Pfeffer, 2010), resulting in uncertainty among managers about performance priorities.”
From Common Good HRM: A paradigm shift in Sustainable HRM? (2020) · cites this paper as Jackson & Seo, 2010
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- Authors
- Jackson, S. E., & Seo, J.
- Affiliations
- Rutgers, The State University of New Jersey (US)
- Georgia State University (US)
- ORCID
- Jackson, Susan E
- Venue
- Organization Management Journal
- Publisher
- Emerald
- Published
- 2010-12
- Volume
- 7
- Issue
- 4
- Pages
- 278-290
- ISSN
- 1541-6518 (ISSN-L)
- OpenAlex
- W2092538825
- Cited by
- 421
- References
- 60
- Citations by year
- 2026: 23 · 2025: 31 · 2024: 48 · 2023: 73 · 2022: 41 · 2021: 32 · 2020: 37 · 2019: 39 · 2018: 30 · 2017: 14 · 2016: 18 · 2015: 14 · 2014: 4 · 2013: 7 · 2012: 6
- FWCI
- 16.17
- Type
- journal article
- Language
- en
- Open access
- green
- doi.org
- Locations
- Organization Management Journal (publishedVersion)
- Rutgers University Community Repository (Rutgers University) (acceptedVersion)
- Seton Hall University eRepository (Seton Hall University) (submittedVersion)
- Rutgers University Community Repository (Rutgers University)
- Topics
- Social Sciences › Business, Management and Accounting › Marketing › Environmental Sustainability in Business
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employer Branding and e-HRM
- Keywords
- environmental sustainability, strategic human resource management, human resource management systems, green human resource management, organizational effectiveness, theoretical model
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