Identifying and prioritizing factors affecting green human resource management in line with Development of social capital

Document Type : Research/Original/Regular

Authors

1 Department of Management, Faculty of Management, University of Tehran College of Farabi, Qom, Iran

2 Department of Management, Faculty of Management, Imam Khomeini University of Marine Sciences, Nowshahr, Iran

3 Department of Management , Faculty of Management , University of Tehran, Tehran, Iran

Abstract

In fact, green human resources management is the most essential component of organizational sustainability, which brings about the convergence and synergy of different aspects of green management, and facilitates and provides the feasibility aspect for adopting a green approach. Green industry provided green economy and green society for its share, which social capital as one of the valuable examples in the field of human resources management in any organization according to roles and responsibilities, is of special importance. is. Among them, economic holdings play an important role in the development of the country's construction, development, and construction, which has managers and specialized employees in the micro and macro levels of the organization. The current research was conducted with the aim of identifying and prioritizing factors affecting green human resource management in the direction of social capital development using the meta-composite method and focus groups. The first statistical population of the research, all written documents related to the management of green human resources and social capital, including 45 articles and works based on valid criteria, were selected and analyzed among 170 articles and works. The second statistical population included experts in the field of human resources and social capital, which were finally determined to be 15 people and due to the conditions and restrictions of the Corona pandemic, they provided opinions and suggestions remotely. By applying the seven stages of metacomposition, a conceptual model was obtained in six conceptual layers, categories and codes. Concepts and topics were included in each of the layers, and finally 28 categories were identified. In order to validate the quality of the obtained model, based on the opinions of experts, it was obtained in the form of focus groups, and the conceptual model was approved by the research experts. According to the findings from the implementation of the hybrid process in identifying the dimensions and categories of green human resources management, which can be a basis for future researches in the direction of the implementation of social capital development policies in holdings. Economically, it was presented in the form of a conceptual model that was approved and agreed upon by experts.

Keywords

Main Subjects


آرمان، مانی؛ سید یعقوب حسینی؛ الهام تنگستانی (1395). «تأثیر سرمایۀ اجتماعی و بلوغ منابع انسانی بر مدیریت منابع انسانی پایدار (مورد مطالعه: شرکت‌های فعال در صنعت پتروشیمی)»، مدیریت سرمایة اجتماعی، 3(1)، ص 113 ـ 138.
بجانی، ابوالفضل؛ جواد شهلایی؛ سارا کشکر؛ فرزاد غفوری (1397). «ساخت و اعتباریابی پرسشنامة شایستگی مدیران سازمان‌های ورزشی»، مدیریت منابع انسانی در ورزش، 5(2)، ص 263 ـ 275.
پردخته، فرهاد؛ فاطمه محمدی (1395). «راهکار استقرار نظام شایسته‌سالاری در مدیریت و توسعة منابع انسانی سازمان‌ها مبتنی بر استراتژی مدیریت دانش»، کنفرانس بین‌المللی نخبگان مدیریت، تهران.
تنگستانی، الهام (1396). «بررسی تأثیر سرمایة اجتماعی و بلوغ منابع انسانی بر مدیریت منابع انسانی پایدار»، پایان‌نامة کارشناسی‌ارشد مدیریت، دانشگاه خلیج فارس، بوشهر.
حمیدیان‌پور، فخریه، ابراهیم رجب‌پور، سلیمه افراخته، عمران مهرابی (1398). «بررسی تأثیر مدیریت منابع انسانی پایدار بر سرمایة انسانی»، توسعة مدیریت منابع انسانی و پشتیبانی، 1398(54)، ص 1 ـ 22.
دانایی فرد، رضا. علوی، زهرا. (1388). روش تحقیق در علوم انسانی، کنفرانس ملی علوم انسانی.
سیدعباس‌زاده، میرمحمد؛ محمد حسنی؛ عباس بازرگان؛ کلثوم نامی (1397). «توسعة منابع انسانی پایدار: اثرات کانال مدیریت دانش و عوامل سازمانی»، رهیافتی نو در مدیریت آموزشی، 9(34)، ص 1 ـ 22.
مظفری، محمدمهدی (1396). «بررسی اهمیت مدیریت تنوع و نقش آن در فعالیت‌های منابع انسانی»، دومین کنفرانس بین‌المللی انسجام مدیریت و اقتصاد در توسعة، تهران.
نیلی‌پور طباطبایی، سید اکبر؛ ابراهیم صالحی عمران؛ سهیلا هاشمی؛ مائده صداقت (1395). «ارائة کارت امتیازی مدیریت منابع انسانی پایدار در شرکت‌های فناوری اطلاعات و ارتباطات دانش‌بنیان ایران»، آموزش و توسعة منابع انسانی، 3(11)، ص 139 ـ 170.
Absar, M. M. N., Nimalathasan, B., & Jilani, M. M. A. K. (2010). “Impact of HR Practices on Organizational Performance in Bangladesh [Article]”, International Journal of Business Insights and Transformation, 3(2), pp. 15-19.
Almarzooqi, A., Khan, M., & Khalid, K. (2019). “The role of sustainable HRM in sustaining positive organizational outcomes: An interactional framework”, International Journal of Productivity and Performance Management, 68(7), pp. 1272-1292.
Anlesinya, A. & Susomrith, P. (2020). “Sustainable human resource management: a systematic review of a developing field”, Journal of Global Responsibility, Vol. 11, No. 3, pp. 295-324.
Arman, M., Hosseini, S. Y., & Tangestani, E. (2015). “The effect of social capital and human resource maturity on sustainable human resource management (case study: companies active in the petrochemical industry)”, Scientific Journal "Social Capital Management", 3(1), pp. 113-138. (in Persian)
Bejani, A., Shahlai, J., Kashkar, S., & Ghafouri, F. (2017). “Constructing and validating the competence questionnaire of managers of sports organizations”, Human resource management in sports, 5(2), pp. 263-275. (in Persian)
Chang, M. Y., Hung, Y.C., Yen, D.C., & Tseng, P.T.Yl. (2019). The Research on The Critical Success Factors of Knowledge Management and Classification Framework Project in The Executive Yuan of Taiwan Government. Expert System With Applications 36, Journal Homepage: www.elsevier.com/ eswa, pp5376-5386.
16
Clarke, M. (ed) (2015). Readings in HRM and sustainability, Tilde University Press, Prahran.
Colbert, BA. & Kurucz, EC. (2017). “Three conceptions of teiple bottom line business sustainability and the role for HRM”, Hum Resour Plann, 20(0), pp. 90-92.
Collins, C. J. & Clark, K. D. (2013). “Strategic human resource practices, top management team social networks, and firm performance: the role of human resource practices in creating organizational competitive advantage [Article]”, Academy of Management Journal, 46(6), pp. 740-751.
Dahlan, F. (2019). “The Fusion of Competence and Integrity Problems in Transformation of Public Human Resources Management Model”, Jurnal Ilmiah Ilmu Administrasi Publik: Jurnal Pemikiran dan Penelitian Administrasi Publik, Vol. 9, No. 2, pp. 185-190.
Ehnert, I. (2019). Sustainable human resource:A conceptual and exploratory analysis from a paradox perspective, Germany: Bremen: Physical‐Verlag.
Ehnert, I., Parsa, S., Roper, I., Wagner, M., & Muller-Camen, M. (2016). “Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world's largest companies”, The International Journal of Human Resource Management, 27(1), pp. 88-108.
Farhad, F. & Mohammadi, F. (2015). “The strategy of establishing a meritocracy system in the management and development of human resources of organizations based on knowledge management strategy”, International Conference of Management Elites, Tehran. (in Persian)
Gelderman, C. J., Semeijn, j., & Mertschuweit, P. P. (2016). “The impact of social capital and technological uncertainty on strategic performance: The supplier perspective”, Journal of Purchasing and Supply Management, http://dx.doi.org/10.1016/j.pursup.2016.05.004i.
Grabara, J., Hussain, H.I., & Szajt, M. (2020). “Sustainable University Development through Sustainable Human Resources and Corporate Entrepreneurship: The Role of Sustainable Innovation and Work Environment”, Amfiteatru Economic, 22(54), pp. 480-495.
Guerci, M., Shani A. B., & Solari L. (2014). A Stakeholder Perspective for Sustainable HRM, Sustainability and Human Resource Management, CSR, Sustainability, Ethics & Governance, © Springer-Verlag Berlin Heidelberg.
Hung, S., Chen, P., & Chung, C. (2014). “Gaining or losing? the social capital perspective on supply chain members’ knowledge sharing of green practices”, Technological Anal Strategic Management, 26(2), pp. 189–206.
Jarlstrom, M., Saru, E., & Vanhala, S. (2018). “Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective”, Journal of Business Ethics, pp. 703-724.
Mariappanadar, S. & Kramar, R. (2014). “Sustainable HRM The synthesis effect of high performance work systems on organisational performance and employee harm”, Asia-Pacific Journal of Business Administration, 6(3), pp. 206-224.
Mozafari, M.M. (2016). “Investigating the importance of diversity management and its role in human resources activities”, The second international conference on integration of management and economics in development, Tehran. (in Persian)
Nili-Por Tbatabaei, S. A., Salehi Omran, I., Hashemi, S., & Sadaqat, M. (2015). “Providing sustainable human resource management score card in Iran's knowledge-based information and communication technology companies”, Education and development of human resources, 3(11), pp. 139-170. (in Persian)
Patton, M. Q. (1990). Qualitative Research and Evaluation Methods, London, sage.
Peru, L. (2013). “Sustainable Human Resource Management in Peruvian companies”, Balas conference, (pp. 1-18), Peruvian.
Seyed-AbbasZadeh, M.M., Hosni, M., Bazargan, A., Nami, K. (2017). “Development of sustainable human resources: effects of knowledge management channel and organizational factors”, Bimonthly scientific-research journal of a new approach in educational management, 9(34), pp. 1-22. (in Persian)
Tangestani, E. (2016). “Investigating the impact of social capital and human resource maturity on sustainable human resource management”, Management master's thesis, Persian Gulf University, Bushehr. (in Persian)
Wikhamn, W. (2019). “Innovation, sustainable HRM and customer satisfaction”, International Journal of Hospitality Management, 76, pp. 102-110.
Wu, C. & Tang, Q. (2019). “Reward meritocracy or nepotism: The case of independent financial advisors appointed by Chinese listed companies”, China Journal of Accounting Researc