The Relationship Between Green Human Resource Management Activities And Corporate Commitment: An Overview
Main Article Content
Abstract
Human Resource Management is an important managerial role that deals with an organization's most valuable asset: its employees. Today, the entire history of HRM is being investigated for its long-term feasibility. To be clear, we all believe that Green Human Resource Management is the most important aspect of long-term sustainability. Green HRM is a form of human resource management that focuses on a company's environmental concerns. Green HRM is described as the application of human resource management policies to encourage the productive use of resources within businesses and to support environmental causes, thus raising employee morale and organisational engagement. The aim of this study was to look at the relationship between green human resource management activities and organisational engagement.
Downloads
Metrics
Article Details
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
References
Abhilasha, N. (2011). Innovative Hr Practices in Banking and Insurance Sector-E Human Resource
Management, Journal of Management and Science - JMS ISSN 2250-1819 (Online) / ISSN 2249-1260
(Printed)
Adewoye J. O. and Obasan K. (2012). The Impact of Information Technology (IT) on Human Resource
Management (HRM): Empirical evidence from Nigeria Banking Sector. Case Study of Selected Banks
from Lagos State and Oyo State in South- West Nigeria. A European Journal of Business and
Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online), 4(6), 28-37.
Akmanligil, M. and Palvia, P. (2004), ―Strategies for Global Information Systems Development.
Information & Management. 42(1), 45-59.
Bell, J. (2007). E-learning: your flexible development friend? Development and Learning in Organizations, 21(6), 7-9.
Bernardin, H. J., and Russell. J. E. A. (1993). Human resource management: An experiential approach.
Singapore: McGraw-Hill
Cedar. (2002), Human Resources Self Service/Portal Survey, Cedar Enterprise Solutions, Available: at
www.cedar.com.
Chapman, D.S., & Webster, J. (2003). The Use of Technologies in the Recruiting, Screening, and
Selection Processes For Job Candidates. International Journal of Selection and Assessment, 11(2/3),
-120.
Crestone C. (2009). HR Systems Survey: HR Technologies, Deployment Approaches, Value, and
Metrics 12th Annual Edition, Downloaded from http://www.cedarcrestone.com/research.php on
September 30, 2013.
Ensher, E. A., Nielson, T. R. and Grant-Vallone E. (2002). Tales from the Hiring Line: Effects of the
Internet and Technology on HR Processes, Organizational Dynamics, 31(3), 224-244
.Esen, M., & Erdogmus, N. (2011). An Investigation of the Effects of Technology Readiness on
Technology Acceptance in e-HRM. 7th International Strategic Management Conference. Procedia
Social and Behavioral Sciences, 24, 487-495.
Foster, S. (2009). Making sense of e-HRM: transformation, technology and power relations. IGI Global,
-19.
Francis, H. and D'Annunzio-Green, N. (2005). HRM and the pursuit of a service culture: Managerial
encounters with competing discourses. Employee Relations, 27(1), 71-85
Geetha, R. (2014). Multi-dimensional Perspective of e-HRM: A Diagnostic Study of Select Autocomponent Firms. Dharna, International Journal of Business, Birla Institute Of Management, 8 (2), 65-
, ISSN 0974-0082.
Ghosh, B. (2002). Human Resource Management, Vikas Publishing, 88-103.
Heikkila J. P. (2010). A Delphi Study on E-HRM: Future Directions, Paper presented in 3rd European
workshop on E-HRM, Bamberg, Germany.
Hempel, P.S. (2004). Preparing the HR profession for technology and information work. Human
Resource Management, 2(3), 163-177.
Lucas, R. (2002). Fragments of HRM in hospitality? Evidence from the workplace employee relations
survey (WERS) 1998. International Journal of Contemporary Hospitality Management, 14(5), 207-212.
Manivannan S.K. (2013). Employee satisfaction for e-HRM, Abhinav, International Monthly. Refereed
Journal of Research In Management & Technology, ISSN – 2320-0073 , II, available at
www.abhinavjournal.com.