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The purpose of this study is to evaluate the impact of green human resource management (GHRM) practices on Indian companies of different sectors and to identify the most critical GHRM practices that can lead to a more sustainable and environmentally friendly workplace.

This study uses an integrated Analytic Hierarchy Process-Evaluation based on Distance from Average Solution approach to determine the importance of 32 GHRM practices classified into eight categories, as identified through literature review and expert consultation. This study also identifies the best sector for GHRM practices in India.

This study reveals that employee engagement is the most critical practice among all the GHRM practices identified. India’s Information Technology-Enabled Services sector benefited the most from GHRM practices, followed by the Insurance sector.

This study contributes to the literature on GHRM practices and their impact on organisations and sectors. The integrated Analytic Hierarchy Process-Evaluation based on Distance from Average Solution approach used in this study is innovative and can be helpful for Indian companies to prioritise and implement effective GHRM practices.

This study aims to examine organizational justice, innovation and 360-degree feedback appraisals. It examines how 360-degree feedback appraisals affect innovative behavior, execution and creative asset use. This paper examines organizational justice (distributive, procedural and interactional) and employee perceptions of 360-degree feedback systems. Finally, this study investigates how procedural and interactional justice mediate the relationship between innovative behavior and 360-degree feedback appraisals.

A sample of 200 participants from diverse locations, including Lebanon, Europe, the GCC, North Africa and Australia, spanning various occupations and industries were asked to complete the survey. This sample targeted participants who would be interested in the topic and who were selected from a diverse demographic characteristic. The Statistical Package for the Social Sciences software was used to analyze the research data.

This study reveals important connections within organizations. It shows a positive link between using 360-degree feedback appraisals and innovation, including idea generation and implementation. In addition, it confirms that using such feedback is linked to employees' perceptions of fairness. Moreover, it finds a positive connection between innovation and fairness. Finally, it highlights organizational fairness as a key mediator between 360-degree feedback and innovation.

The recent investigations conducted exhibit various limitations that open avenues for prospective research. Initially, a cross-sectional design was used, presenting an opportunity for future research to consider adopting a longitudinal approach. This method could facilitate the collection and analysis of data over time, allowing for a more nuanced exploration of causality. Moreover, this research concentrated solely on a singular component of performance appraisal, namely, 360-degree feedback. To enrich future investigations, researchers are encouraged to encompass other facets of performance appraisal, such as gauging satisfaction with and the efficacy of performance appraisal. Furthermore, potential future studies may delve into exploring the mediating impact of other variables in the relationship between 360-degree feedback and innovative behavior, such as job satisfaction and affective commitment. In addition, the potential role of various moderating variables, including organizational culture, perceived organizational support and structural empowerment, could be investigated in forthcoming studies.

The study's findings carry practical implications for various stakeholders, encompassing employees, managers and policymakers. Managers aiming to foster an innovative culture should meticulously craft a 360-degree evaluation system that recognizes and incentivizes both concrete and intangible manifestations of innovation. The examination conducted in this research suggests a robust correlation between the existence of a 360-degree evaluation and behaviors related to ideation, encompassing idea generation and implementation.

To cultivate innovative behavior among employees, managers should empower their workforce, and one effective approach is to enhance employees' perceptions of the quality of performance appraisals. Recognizing employee innovative behavior emerges as a crucial prerequisite for the growth, development and sustainability of organizations, demanding specific attention from both managers and policymakers. In the organizational context, the relationship between innovative behavior and perceptions of organizational justice shows that organizations should aim at fostering an atmosphere that promotes creativity while also ensuring fair treatment and recognition for contributors.

Despite the array of research on the relationship between innovative behavior and 360-degree feedback, this study is the first to examine the mediating effect of organizational justice on the relationship between 360-degree feedback and innovative behavior.

The question of “what works?” for organizational diversity and inclusion (D&I) has captivated practitioners and researchers for some time, but there is a lack of unifying knowledge on what interventions are effective. The purpose of this study was to investigate the impact, outcomes and quality of evidence relating to interventions used by organizations for workplace D&I to inform what works in practice and where there are still evidence gaps.

This multidisciplinary meta-review – a systematic review of reviews – summarized the effects of various practices, policies, programs and initiatives across dimensions of diversity and disciplines.

From 37 reviews over 13 years, we identified 12 categories of interventions (e.g. diversity training, de-biasing selection procedures and workplace accommodations) mapped to 22 outcomes. Workplace accommodations and job training were linked with positive outcomes in the age and disability dimensions of diversity. Diversity training was associated with comparatively higher-quality evidence, albeit its effects were largely limited to awareness and learning outcomes. The literature on recruitment, leave and compensation policies reported some mixed effects on D&I.

This meta-review provides a synthesis of the current state of evidence across multiple disciplines and diversity dimensions to guide future research and practical D&I actions. It has implications for research (e.g. greater attention needed for interventions to improve inclusion) and practice (e.g. setting realistic expectations about what change organizations can expect to achieve).