Translating stakeholder pressure into environmental sustainability-Studying HRM practices as mediating role
DOI:
https://doi.org/10.14738/abr.710.7155Keywords:
HRM practices, stakeholder pressure, environmental sustainabilityAbstract
The research contributes towards the surviving exploration of Human Resource management, hereafter referred as HRM practices, depending on the instrumental estimation of the partner weight which leaves an effect on the organizations choices. This examination imagines HRM hones as an arrangement of the administration process that organizations are attempting to actualize keeping in mind the end goal to react the partner weight which influences the ecological manageability of the firms. Partners may apply weight on association's to execute HRM hones which could prompt enhance the ecological manageability. The current study addresses partner weight for the execution of HRM hones inside the organizations. The principle reason for this exploration is to control the partner's weight and to fill the holes occurred by external stakeholder pressure inside the organizations.
The study examines the mediating effect of HRM practices with stakeholder pressure and environmental sustainability. This investigation depends on implementing the HRM practices and to control the stakeholder pressure within the firms. This investigation helps the managers to understand the importance of HRM hones. The collection of data is based on the primary and secondary sources. Primary sources are related to the questionnaires and secondary sources are related to the research articles. HR managers can use the result to control the stakeholders’ pressure and to improve the environmental sustainability. These findings are used to know about the variables that are creating the gap of communication and to decrease the pressure of stakeholders within the firms. It helps us to execute the new policies and norms within the firms.
References
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41. Townsend, K., & Wilkinson, A. (2014). Guest Editors' Note: Time to Reconnect the Silos? Similarities and Differences in Employment Relations and Human Resources. Human Resource Management, 53(2), 203-210.
42. Vazquez-Brust, D. A., Liston-Heyes, C., Plaza-Ubeda, J. A., & Burgos-Jiménez, J. (2010).Stakeholders pressures and strategic prioritisation: An empirical analysis of environmental responses in Argentinean firms. Journal of Business Ethics, 91, 171-192.
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44. Walls, J. L., Berrone, P., &Phan, P. H. (2012). Corporate governance and environmental performance: Is there really a link?. Strategic Management Journal, 33(8), 885- 913.
45. Yu, W., &Ramanathan, R. (2015). An empirical examination of stakeholder pressures, green operations practices and environmental performance. International Journal of Production Research, 53(21), 6390-6407.
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2. Albinger, H. S., & Freeman, S. J. (2000). Corporate social performance and attractiveness as an employer to different job seeking populations. Journal of Business Ethics, 28(3), 243-253..
3. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
4. Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173..
5. Bask, A., Halme, M., Kallio, M., &Kuula, M. (2013). Consumer preferences for sustainability and their impact on HRM practices:The case of mobile phones.InternationalJournal of Physical Distribution & Logistics Management, 43(5/6), 380-406.
6. Batt, R., & Banerjee, M. (2012). The scope and trajectory of strategic HR research: Evidence from American and British journals. The International Journal of Human Resource Management, 23(9), 1739-1762.
7. Bauer, T. N., &Aiman-Smith, L. (2010). Green career choices: The influence of ecological stance on recruiting. Journal of Business and Psychology, 10(4), 445- 458..
8. Bauer, T. N., Erdogan, B., & Taylor, S. (2012). Creating and maintaining environmentally sustainable organizations: Recruitment and onboarding.
9. Boiral, O. (2002). Tacit knowledge and environmental management. Long Range Planning, 35(3), 291-317.
10. Boon, C., &Kalshoven, K. (2014). How High‐Commitment HRM Relates to Engagement and Commitment: The Moderating Role of Task Proficiency. Human Resource Management, 53(3), 403-420.
11. Boon, C., &Kalshoven, K. (2014). How High‐Commitment HRM Relates to Engagement and Commitment: The Moderating Role of Task Proficiency. Human Resource Management, 53(3), 403-420.
12. Boon, C., Paauwe, J., Boselie, P., & Den Hartog, D. (2009). Institutional pressures and HRM: developing institutional fit. Personnel Review, 38(5), 492-508.
13. Boxall, P., &Macky, K. (2009). Research and theory on high‐performance work systems: progressing the high‐involvement stream. Human Resource Management Journal, 19(1), 3-23.
14. Boxall, P., Purcell, J., & Wright, P. (2007).Human resource management: scope, analysis, and significance. Oxford Handbook of Human Resource Management.
15. Boxall, P., Purcell, J., & Wright, P. (2011). Human resource management: scope, analysis, and significance. Oxford Handbook of Human Resource Management
16. Bret Becton, J., Giles, W. F., &Schraeder, M. (2008). Evaluating and rewarding OCBs: Potential consequences of formally incorporating organisational citizenship behaviour in performance appraisal and reward systems. Employee Relations, 30(5), 494-514.
17. Chin, W. W., Marcolin, B. L., &Newsted, P. R. (2008). A partial least squares latent variable modeling approach for measuring interaction effects: Results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study. Information systems research, 14(2), 189-217.
18. CHUANG, C. H., & Liao, H. U. I. (2010). Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel psychology, 63(1), 153-196.
19. Dipboye, R. L. (2010).Eight outrageous statements about HR science. Human Resource Management Review, 17(2), 96-106.
20. Djabatey, E. N. (2012). Recruitment and selection practice of organisation: a case study of HFC Bank (GH) Ltd. Unpublished thesis submitted to the Institute of Distance Learning, Kwame Nkrumah University of Science and Technology. Ghana: Kwame Nkrumah University of Science and Technology.
21. DuBois, C. L., & Dubois, D. A. (2012).Strategic HRM as social design for environmental sustainability in organization. Human Resource Management, 51(6), 799-826.
22. Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. L., & De Colle, S. (2010). Stakeholder theory: The state of the art. Cambridge University Press.
23. Garcés-Ayerbe, C., Rivera-Torres, P., & Murillo-Luna, J. L. (2012). Stakeholder pressure and environmental proactivity: Moderating effect of competitive advantage expectations. Management Decision, 50(2), 189-206.
24. González‐Benito, J., & González‐Benito, Ó. (2010). A study of determinant factors of stakeholder environmental pressure perceived by industrial companies. Business Strategy and the Environment, 19(3), 164-181.
25. Greenwood, M. (2013). Ethical analyses of HRM: A review and research agenda. Journal of Business Ethics, 114(2), 355-366.
26. Guerci, M., &Shani, A. B. (2013).Moving toward stakeholder-based HRM: A perspective of Italian HR managers. The International Journal of Human Resource Management, 24(6), 1130-1150.
27. Guerci, M., Bartezzaghi, E., &Solari, L. (2010). Training evaluation in Italian corporate universities: a stakeholder‐based analysis. International Journal of Training and Development, 14(4), 291-308.
28. Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), 3-13.
29. Hayes, A. F., &Scharkow, M. (2013). The relative trustworthiness of inferential tests of the indirect effect in statistical mediation analysis: Does method really matter?. Psychological science, 24(10), 1918-1927.
30. Henseler, J., Ringle, C. M., &Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115-135.
31. Hosseini, S. M., Jorjafki, G. M., &Ashrafi,A. M. (2010, July). Notice of Retraction Quality of work life (QWL) and its relationship with performance. In Advanced Management Science (ICAMS), 2010 IEEE International Conference on(Vol. 1, pp. 559-562). IEEE.
32. Mayrhofer,W.,Sparrow,P.,& Brewster, C. (2012).European human resource management: a contextualised stakeholder perspective...
33. Morse, B. J., &Popovich, P. M. (2009). Realistic recruitment practices in organizations: The potential benefits of generalized expectancy calibration. Human Resource Management Review, 19(1), 1-8.
34. Nanjundeswaraswamy, T. S., &Swamy, D. R. (2012). A literature review on quality of work life and leadership styles. International Journal of Engineering Research and Applications, 2(3), 1053-1059.
35. Renwick, D. W., Redman, T., & Maguire, S. (2013). Human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1-14.
36. Rethinam, G. S., & Ismail, M. (2008). Constructs Of Quality Of Work Life: A Perspective Of Information Technology Professionals. European journal of social sciences, 1.
37. Sarkis, J., Gonzalez-Torre, P., &Adenso-Diaz, B. (2010). Stakeholder pressure and the adoption of environmental practices: The mediating effect of training. Journal of Operations Management, 28(2), 163-176.
38. Sarkis, J., Gonzalez-Torre, P., &Adenso-Diaz, B. (2010). Stakeholder pressure and the adoption of environmental practices: The mediating effect of training. Journal of Operations Management, 28(2), 163-176.
39. Subramony,M. (2011).Why organizations adopt some human resource management practices and reject others:An exploration of rationales. Human resource management, 45(2), 195-210.
40. TEFERA, Y. (2014). PRACTICES AND CHALLENGES OF TRAINING POLICY IMPLEMENTATION AT EQUATORIAL BUSSINESS GROUP (EBG) (Doctoral dissertation, ST. MARY’S UNIVERSITY).
41. Townsend, K., & Wilkinson, A. (2014). Guest Editors' Note: Time to Reconnect the Silos? Similarities and Differences in Employment Relations and Human Resources. Human Resource Management, 53(2), 203-210.
42. Vazquez-Brust, D. A., Liston-Heyes, C., Plaza-Ubeda, J. A., & Burgos-Jiménez, J. (2010).Stakeholders pressures and strategic prioritisation: An empirical analysis of environmental responses in Argentinean firms. Journal of Business Ethics, 91, 171-192.
43. Vidal‐Salazar, M. D., Cordón‐Pozo, E., &Ferrón‐Vilchez, V. (2012).Human resource management and developing proactive environmental strategies:The influence of environmentaltrainingandorganizational learning. Human Resource Management, 51(6), 905-934.
44. Walls, J. L., Berrone, P., &Phan, P. H. (2012). Corporate governance and environmental performance: Is there really a link?. Strategic Management Journal, 33(8), 885- 913.
45. Yu, W., &Ramanathan, R. (2015). An empirical examination of stakeholder pressures, green operations practices and environmental performance. International Journal of Production Research, 53(21), 6390-6407.
46. Zibarras, L., & Ballinger, C. (2011).Promoting environmental behaviour in the workplace: A survey of UK organisations. Going green: The psychology of sustainability in the workplace, 84-90.
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Published
2019-10-22
How to Cite
Muhammad, R. (2019). Translating stakeholder pressure into environmental sustainability-Studying HRM practices as mediating role. Archives of Business Research, 7(10), 89–103. https://doi.org/10.14738/abr.710.7155
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