IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH ENVIRONMENTAL PASSION AND ENVIRONMENTAL PERFORMANCE
DOI:
https://doi.org/10.51903/dinamika.v4i1.472Keywords:
Green Human Resource Management, Environmental Passion Environmental Performance, and Organizational PerformanceAbstract
Purposes: This study aims to develop an empirical research model in improving organizational performance. The conceptual model is proposed based on Green Human Resource Management, Environmental Passion and Environmental Performance. Research Methodology: Using 200 respondents in the manufacturing industry in Central Java, the model was tested to obtain research data, the data were analyzed using inferential statistical data analysis using regression techniques and AMOS software 25. Result: The results showed that all proposed concepts were acceptable and the model proposed is quite feasible to be developed in improving organizational performance. Limitations: The limitations of this study are still using concepts that are abstract in nature and have not been able to provide specific dimensions for analysis with respect to endogenous variables, namely organizational performance. Contribution: In this study, this research develops new concepts related to concepts from stakeholder theory, other atomic theories and operations management theories. The result of this research contributes as recommendations for practitioners in improving organizational performance referring to environmental performance and the concept of sustainability in the field of management.
References
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[5] S. Ren, G. Tang, and S. E. Jackson, “Green human resource management research in emergence: A review and future directions,” Asia Pacific J. Manag., vol. 35, no. 3, pp. 769–803, Sep. 2018, doi: 10.1007/s10490-017-9532-1.
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[7] T. Lützkendorf, “Assessing the environmental performance of buildings: trends, lessons and tensions,” Build. Res. Inf., vol. 46, no. 5, pp. 594–614, Jul. 2018, doi: 10.1080/09613218.2017.1356126.
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[10] A. Berberoglu, “Impact of organizational climate on organizational commitment and perceived organizational performance: empirical evidence from public hospitals,” BMC Health Serv. Res., vol. 18, no. 1, p. 399, Dec. 2018, doi: 10.1186/s12913-018-3149-z.
[11] N. Garg, “High performance work practices and organizational performance-mediation analysis of explanatory theories,” Int. J. Product. Perform. Manag., vol. 68, no. 4, pp. 797–816, Apr. 2019, doi: 10.1108/IJPPM-03-2018-0092.
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[14] S. Pahl and K. J. Wyles, “The human dimension: how social and behavioural research methods can help address microplastics in the environment,” Anal. Methods, vol. 9, no. 9, pp. 1404–1411, 2017, doi: 10.1039/C6AY02647H.
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[16] R. Paulet, P. Holland, and D. Morgan, “A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?,” Asia Pacific J. Hum. Resour., vol. 59, no. 2, pp. 159–183, Apr. 2021, doi: 10.1111/1744-7941.12285.
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[18] M. Moullin, “Performance measurement definitions,” Int. J. Health Care Qual. Assur., vol. 20, no. 3, pp. 181–183, May 2007, doi: 10.1108/09526860710743327.
[19] S. Abu-Mahfouz, M. Sobihah Abd Halim, A. Suriawaty Bahkia, N. Alias, and A. Malek Tambi, “Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement,” J. Entrep. Manag. Innov., vol. 19, no. 2, pp. 57–97, 2023, doi: 10.7341/20231922.
[20] Y.-K. Kuo, T. I. Khan, S. U. Islam, F. Z. Abdullah, M. Pradana, and R. Kaewsaeng-on, “Impact of Green HRM Practices on Environmental Performance: The Mediating Role of Green Innovation,” Front. Psychol., vol. 13, Jun. 2022, doi: 10.3389/fpsyg.2022.916723.
[21] J. B. Barney, “Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view,” J. Manage., vol. 27, no. 6, pp. 643–650, Dec. 2001, doi: 10.1177/014920630102700602.
[22] S. B. Robbins, I.-S. Oh, H. Le, and C. Button, “Intervention effects on college performance and retention as mediated by motivational, emotional, and social control factors: Integrated meta-analytic path analyses.,” J. Appl. Psychol., vol. 94, no. 5, pp. 1163–1184, 2009, doi: 10.1037/a0015738.
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[24] T. Keszey, “Environmental orientation, sustainable behaviour at the firm-market interface and performance,” J. Clean. Prod., vol. 243, p. 118524, Jan. 2020, doi: 10.1016/j.jclepro.2019.118524.
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[26] E. Claver, J. J. Tarí, and J. F. Molina, “Critical factors and results of quality management: An empirical study,” Total Qual. Manag. Bus. Excell., vol. 14, no. 1, pp. 91–118, Jan. 2003, doi: 10.1080/14783360309709.
[27] M. bellah Farid and H. El-Sawalhy, “Green human resource management in hotels: Awareness and implementation,” J. Assoc. Arab Univ. Tour. Hosp., vol. 13, no. 2, pp. 125–134, Dec. 2016, doi: 10.21608/jaauth.2016.49747.
[28] D. Crews, “Crews, D. (2010). Strategies for Implementing Sustainability: Five Leadership Challenges. SAM Advanced Management Journal, 75, 15.,” SAM Adv. Manag. J., vol. 75, no. 15, 2010.
[29] M. Čech, W. Yao, A. Samolejová, J. Li, and P. Wicher, “Human Resource Management in Chinese manufacturing companies,” Perspect. Sci., vol. 7, pp. 6–9, Mar. 2016, doi: 10.1016/j.pisc.2015.11.003.
[30] P. Millar and A. Doherty, “Capacity building in nonprofit sport organizations: Development of a process model,” Sport Manag. Rev., vol. 19, no. 4, pp. 365–377, Oct. 2016, doi: 10.1016/j.smr.2016.01.002.
[31] M. Pinzone, M. Guerci, E. Lettieri, and T. Redman, “Progressing in the change journey towards sustainability in healthcare: the role of ‘Green’ HRM,” J. Clean. Prod., vol. 122, pp. 201–211, May 2016, doi: 10.1016/j.jclepro.2016.02.031.
[32] N. Saifulina and A. Carballo‐Penela, “Promoting Sustainable Development at an Organizational Level: An Analysis of the Drivers of Workplace Environmentally Friendly Behaviour of Employees,” Sustain. Dev., vol. 25, no. 4, pp. 299–310, Jul. 2017, doi: 10.1002/sd.1654.
[33] C. De Bernardi and M. Pedrini, “Entrepreneurial behaviour: Getting eco-drunk by feeling environmental passion,” J. Clean. Prod., vol. 256, p. 120367, May 2020, doi: 10.1016/j.jclepro.2020.120367.
[34] C. Corbo, L. Lamastra, and E. Capri, “From Environmental to Sustainability Programs: A Review of Sustainability Initiatives in the Italian Wine Sector,” Sustainability, vol. 6, no. 4, pp. 2133–2159, Apr. 2014, doi: 10.3390/su6042133.
[35] H. Taherdoost, “Validity and Reliability of the Research Instrument; How to Test the Validation of a Questionnaire/Survey in a Research,” SSRN Electron. J., 2016, doi: 10.2139/ssrn.3205040.
[36] J. Henseler, “Bridging Design and Behavioral Research With Variance-Based Structural Equation Modeling,” J. Advert., vol. 46, no. 1, pp. 178–192, Jan. 2017, doi: 10.1080/00913367.2017.1281780.
[37] J. F. Hair, G. T. M. Hult, C. M. Ringle, M. Sarstedt, N. P. Danks, and S. Ray, Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R. Cham: Springer International Publishing, 2021. doi: 10.1007/978-3-030-80519-7.
[38] P. Korzynski, G. Mazurek, and M. Haenlein, “Leveraging employees as spokespeople in your HR strategy: How company-related employee posts on social media can help firms to attract new talent,” Eur. Manag. J., vol. 38, no. 1, pp. 204–212, Feb. 2020, doi: 10.1016/j.emj.2019.08.003.
[39] N. F. Richter, S. Hauff, C. Schlaegel, S. Gudergan, C. M. Ringle, and M. Gunkel, “Using Cultural Archetypes in Cross-cultural Management Studies,” J. Int. Manag., vol. 22, no. 1, pp. 63–83, Mar. 2016, doi: 10.1016/j.intman.2015.09.001.
[40] J. L. Arbukcle, “User’s Guide,” IBM® SPSS® AmosTM 26, 2019. https://www.ibm.com/docs/en/SSLVMB_26.0.0/pdf/amos/IBM_SPSS_Amos_User_Guide.pdf (accessed Jan. 02, 2024).
[41] E. F. Chapman, F. A. Sisk, J. Schatten, and E. W. Miles, “Human resource development and human resource management levers for sustained competitive advantage: Combining isomorphism and differentiation,” J. Manag. Organ., vol. 24, no. 4, pp. 533–550, Jul. 2018, doi: 10.1017/jmo.2016.37.
[42] J. F. Molina-Azorin, M. D. López-Gamero, J. J. Tarí, J. Pereira-Moliner, and E. M. Pertusa-Ortega, “Environmental Management, Human Resource Management and Green Human Resource Management: A Literature Review,” Adm. Sci., vol. 11, no. 2, p. 48, May 2021, doi: 10.3390/admsci11020048.
[43] R. A. El Khatib and A. A. Ali, “Evaluating the effect of knowledge risks on sustainability: the mediating role of organizational performance,” J. Manag. Dev., vol. 41, no. 9/10, pp. 496–513, Nov. 2022, doi: 10.1108/JMD-01-2022-0006.
[44] S. Ren, K. Jiang, and G. Tang, “Leveraging green <scp>HRM</scp> for firm performance: The joint effects of <scp>CEO</scp> environmental belief and external pollution severity and the mediating role of employee environmental commitment,” Hum. Resour. Manage., vol. 61, no. 1, pp. 75–90, Jan. 2022, doi: 10.1002/hrm.22079.
[45] K. Mustafa, M. B. Hossain, F. Ahmad, F. Ejaz, H. G. A. Khan, and A. Dunay, “Green human resource management practices to accomplish green competitive advantage: A moderated mediation model,” Heliyon, vol. 9, no. 11, p. e21830, Nov. 2023, doi: 10.1016/j.heliyon.2023.e21830.
[46] E. Kartika and L. Ellitan, “The Role of Reward System as Performance Control System: Empirical Evidence from Strategic Business Unit in Indonesia,” Qual. - Access to Success, vol. 23, no. 188, Jan. 2022, doi: 10.47750/QAS/23.188.18.
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2024-01-10
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IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH ENVIRONMENTAL PASSION AND ENVIRONMENTAL PERFORMANCE. (2024). Dinamika: Jurnal Manajemen Sosial Ekonomi, 4(1), 07-17. https://doi.org/10.51903/dinamika.v4i1.472
