Corporate social responsibility (CSR), and particularly environmental management, has now become a global social norm. As the largest developing economy in the world, China is currently a major environmental polluter. This book examines how Chinese enterprises, including both indigenous firms and foreign-owned organizations operating in China, utilize human resource management (HRM) to conduct environmental management, i.e. green HRM, also referred to as environmentally friendly HRM.
Green HRM integrates HRM with environmental management and is implemented by firms to realize corporate green strategies by providing opportunities and motivating employees to become involved in environmental activities. This book explores how green recruitment and selection, green training, green performance management, and green pay and rewards are managed in Chinese enterprises, and how green HRM affects organizational green and non-green workplace behaviors. It enriches the current literature on green HRM practices and measures. It also advances our understanding of employee organizational behavioral consequences of green HRM, which is an emerging and understudied field of research. As such, this book offers practical implications on how to elicit desirable employee green and non-green workplace behaviors through green HRM policies and practices.
This book will appeal to anyone interested in learning more about green HRM practices and the social and psychological processes through which green HRM influences employees, promotes green workplace behaviors and improves a firm's environmental performance.
1. Introduction 2. Literature Review (Part 1): Green HRM – Concepts, Practices, and Organizational Antecedents 3. Literature Review (Part 2): Employee Workplace Outcomes of Green HRM 4. Literature Review (Part 3): Theoretical Background and Hypotheses Development 5. Methodology 6. Results: Green HRM Implementation 7. Results: Employee Organizational Behavioral Consequences of Green HRM 8. Discussion and Conclusion