The Antecedents And Outcome Of Green Human Resource Management In Large Manufacturing Firms In Malaysia

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dc.contributor.authorYong, Jing Yi
dc.date.accessioned2018-01-11T07:06:36Z
dc.date.available2018-01-11T07:06:36Z
dc.date.issued2017-08
dc.description.abstractGreen Human Resource Management (HRM) is gaining attention within organizations to remain competitive and sustainable in the dynamic business world. Using Stakeholder Theory and Resource-based Theory, this research endeavours to investigate the relationship between stakeholder pressure, relative advantage, top management commitment, and green intellectual capital (i.e., green human capital, green structural capital, green relational capital) with Green HRM practices (i.e., green analysis and description of job position, green recruitment, green selection, green training, green performance assessment, green rewards). This research also identified the outcome of Green HRM practices on sustainability in the context of large manufacturing firms in Malaysia. Two phases of preliminary studies were conducted among eight large manufacturing firms from Northern Region of Peninsular Malaysia. The first phase of the preliminary study was to ascertain the occurrence of Green HRM in the context of Malaysia and consequently to identify the possible antecedents and outcome of Green HRM. The extended preliminary study was conducted to probe further into the subject matters in the context of Malaysian large manufacturing firms. Data were collected from 112 large manufacturing firms via survey questionnaire developed from related literature and interviews from practitioners. The findings highlighted that stakeholder pressure was positively related to green analysis and description of job position, green recruitment, green selection, green performance assessment, green rewards, while it had no significant relationship with green training. However, the results revealed that relative advantage did not show any significant relationship with Green HRM practices. Furthermore, top management commitment had significant effect on all Green HRM practices. As for the relationship between green intellectual capital and Green HRM practices, the findings indicated that green human capital had significant effect on green training, whereas green structural capital had significant effect on green analysis and description of job position as well as green recruitment. In terms of sustainability, this study provided evidence to support the influence of Green HRM practices (i.e., green recruitment and green training) on environmental and social performance. Based on the research findings, theoretical and practical implications were discussed. Limitations of the research were discussed and recommendations for future research were presented.en_US
dc.identifier.urihttp://hdl.handle.net/123456789/5375
dc.language.isoenen_US
dc.publisherUniversiti Sains Malaysiaen_US
dc.subjectThe antecedents and outcome of Green human resource managementen_US
dc.subjectin Large manufacturing firms in Malaysiaen_US
dc.titleThe Antecedents And Outcome Of Green Human Resource Management In Large Manufacturing Firms In Malaysiaen_US
dc.typeThesisen_US
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