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The primary objective of this study was to understand the impact of Corporate Social Responsibility on Employee Green Behavior, examining the mediating role played by Green Human Resource Management Practices and the moderating influence of Employee Green Culture.

To accomplish this, a careful research approach was taken, using a thoughtfully designed random sampling method to encompass 300 banking employees, ensuring a robust representation of the diverse workforce in the banking sector.

The empirical findings identified green human resource management practices as a pivotal mediator and employee green culture as a significant moderator. It elucidated how the strategic implementation of green human resource management practices can act as an amplifier, strengthening the positive effects of corporate social responsibility on employee green behavior. This insight underscores the strategic importance of aligning human resource practices with sustainability goals to further enhance the environmental consciousness of employees. It was revealed that the presence of a nurturing organizational culture, one that encourages and supports environmentally responsible behaviors can significantly bolster the association between corporate social responsibility and green behavior among employees.

These findings underscore the essential role of organizational culture as a catalyst for the successful implementation of corporate social responsibility initiatives and the cultivation of a sustainable corporate ethos. This comprehensive research underscores the profound significance of corporate social responsibility, green human resource management practices and employee green culture in fostering and promoting environmentally responsible behaviors within the banking industry. These findings hold substantial implications not only for businesses but also for policymakers.

Introduction: With a rapid increase in the application of artificial intelligence and machine learning, new Artificial Intelligence (AI) technologies are now playing a vital role in evolving green human resource management practices in the sustainable development of organizations. A thorough analysis of the part of AI technologies in Green Human Resource Management (GHRM) is still an ongoing process.

Purpose: This chapter/study aims to provide an overview of the changing paradigm of human resource management practices into Green Human Resource Management Practices and the role of Artificial Intelligence interventions in various aspects of talent management, talent acquisition, and talent retention.

Design/methodology/approach: This study is based on the systemic review of 37 research studies and reports on human resource management practices, green human resource management, artificial intelligence, and talent management strategies.

Findings: The findings below show a change in human resource management practices encouraging new technologies, software solutions, and artificial intelligence. Green management practices are overtaking the traditional mindsets and work environment. This transformation has synergized the adoption of artificial intelligence and G-HRM practices, encouraging innovative and positive work behaviors.

Originality/value: The originality of this study lies in fulfilling the existing gap in the studies of the role of artificial intelligence and its effects on green human resource management. Its value counts in showing the aspects of innovation in HRM with sustainability and advanced technology.

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

Purpose: With a focus on its foundations, significance, applications, and results, this chapter attempts to investigate the idea of Green HRM, or Green Human Resources Management, in the context of changing business environments.

Need for the study: The growing focus on environmental sustainability is a challenge for HR professionals in terms of successfully integrating eco-friendly practices into HR initiatives. The benefits and ramifications of implementing Green HRM are discussed in this paper, which also highlights the growing significance of incorporating environmental issues into HRM processes.

Methodology: The chapter investigates the principles and results of Green HRM by conducting a thorough analysis of the body of existing literature and empirical investigations. The influence of eco-friendly HRM on work-related attitudes, productivity, resource efficiency, waste reduction, work–life balance, cost savings, and employee performance and retention is examined using a qualitative approach.

Findings: The results indicate that implementing Green HRM has a favorable impact on a number of organizational functioning elements. In addition to encouraging resource efficiency and waste reduction, it improves staff attitudes, productivity, and retention. Green HRM also helps to create workplaces that are socially and environmentally conscious.

Practical implications: The study provides useful insights for HR practitioners by highlighting the core components of Green HRM that enhance conventional HRM methods. Organizations can develop sustainable workplaces that meet environmental goals while improving overall performance and employee well-being by integrating eco-friendly activities into HR strategies.

The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization.

Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource activities and their link with sustainable organizational development. In the second phase, data were collected from the manufacturing organizations to analyze the status of the activities identified in the first phase.

This study highlights status of green human resource practices such as environmental training, green recruitment, performance appraisal, employee involvement and compensation. The findings suggest that there is further scope to utilize the full potential of GHRM practices for encouraging pro-environmental behavior in the organizations. Analyses of data also reveal that top-management support and mutual learning among departments are crucial to facilitate green behaviors among employees.

This study provides a comprehensive literature review of green-human resource management practices. It suggests an interdisciplinary framework for building holistic sustainable organizations by integrating learnings from green human resource management, green supply-chain management, competitive advantage strategy and green corporate social responsibility. It highlights gaps in the system and provides insights to managers and policy makers on building holistic sustainable organizations.

This study fulfills the need to explore green human resource management in emerging economies like India. Studies like these are more important in developing countries, which have alarming environmental concerns and poorly implemented government regulations.

The increasing concern for the protection of the environment through pollution prevention, conservation of resources and less usage of energy has attracted several firms to align green practices with their supply chain and human resource policies and practices. This study explores the influence of green human resource management and green supply chain management practices on operational, market, financial, social and environmental performances.

The study uses partial least square–structural equation modeling approach to analyze the data gathered through structured questionnaires from supply chain and human resource managers in manufacturing and hospitality firms in Ghana.

It is established that green supply chain management practices play complementary partial mediating role between green human resource management and operational, market, social and environmental performances, while it plays competitive partial mediating role between green human resource management and financial performance. Subsequently, the analysis reveals that the synergy between green human resource management and green supply chain management creates the highest value in operational performance, followed by market performance, environmental performance, financial performance and social performance.

The study proposes and tests a conceptual model that examines the synergistic influence of green human resource management and green supply chain management on operational, market, financial, social and environmental performances.

Achieving sustainability goals for manufacturing firms depends on green human resource management practices and green intellectual capital. This study explores how sustainable approaches, such as green human resource management practices, green intellectual capital, sustainable leadership and green innovation, enhance sustainable performance. Therefore, this study aims to determine whether green intellectual capital and innovation mediate between green human resources management practices and sustainable performance in Pakistan’s manufacturing industry.

The data were collected from 458 executives representing 155 (SMEs) in the manufacturing sector in Pakistan using a self-administered questionnaire. Partial least squares structural equation modeling was employed for the data analysis.

The results indicated that green human resource management practices positively impact green intellectual capital, green innovation and sustainable performance. Additionally, green intellectual capital significantly affects both green innovation and sustainable performance. Furthermore, green intellectual capital and innovation mediate the relationship between green human resource management practices and sustainable performance. Results also reveal that sustainable leadership significantly moderates the relationships between green human resource management practices, green intellectual capital and green innovation.

The results of this study assist practitioners in appreciating and assessing the significance of green intellectual capital and green human resource management techniques. It also emphasizes the importance of green innovation and sustainable leadership in fostering sustainable performance.

This study guides managers and policymakers on how green human resource management practices, intellectual capital, innovation and sustainable leadership enable firms to achieve sustainable performance goals.

Environment concerns and climate changes have led organizations to reorient their processes with a focus toward sustainability. Organizations recognize that incorporating greening in HR practices has the potential to address environmental concerns. The present study aims to focus on investigating the relationship between green human resource management (GHRM) practices and environmental performance (EP). It is premised that the adoption of green human resource practices facilitates the development of a green organizational culture (GOC) that helps the organization to gain strategic business advantage with respect to the competitors. The literature suggests that the adoption of green human resource practices among organizations is at a nascent stage. The present study focusses on understanding the mediating role of three dimensions of GOC, that is, degree, diffusion and depth in the relationship between green human resource practices and EP that has not been addressed in the empirical literature.

The present study developed a model consisting of GHRM practices as an independent variable, the three dimensions of culture (degree, diffusion and depth) as mediators, and EP as the dependent variable. The study followed a quantitative exploratory research approach. The sample consisted of 278 employees from private and public sector organizations located in India. The hypothesized model was analyzed using structural equation modeling (SEM).

The study found the green human resource practices to be significantly related with EP of the organization. Results of parallel mediation confirmed that the “degree” dimension of GOC played a significant mediating role in the relationship between green human resource practices and EP of the organization. The other two dimensions of GOC, diffusion and depth, did not have a significant mediating role in this relationship. The findings of the study have been explained in the context of social identity theory, resource based view and ability–motivation–opportunity theory.

The study provides practical insights for researchers and managers who seek to adopt sustainability objectives in the organization. The findings have the potential to encourage human resource managers to adopt green human resource management practices toward promoting a culture of greening in the organization. The importance of developing and measuring EP targets for industry leadership is also emphasized.

The originality of the study lies in classifying and understanding GOC in terms of three dimensions, that is, degree, diffusion and depth, following the model proposed by Harris and Crane (2002). The three dimensions help in assessing the current level of GOC. This assessment promotes the judicious application of resources by the organization and adopts green practices to foster the organizational EP.

The goal of this research is to create a conceptual model that identifies the relationship between organizational learning and green human resource management practices and its contribution to the circular economy. The focus of this research is to identify the organizational learning and green human resource factors that lead to a more circular economic transformation.

The importance of the interaction of factors benefiting both individuals and organizations has been comprehensively explained by combining two well-known theories: resource-based view theory and organizational learning theory. As learning entails change, a climate of organizational learning combined with green human resource practices will efficiently help firms transition to a circular economy. The authors establish a conceptual model in this study, which they then apply to the small- and medium-sized manufacturing industry and report on in the second paper.

This study concentrates on the factors of organizational learning and green human resource management practices that help to create a circular economy after conducting a thorough literature analysis and consulting with experts.

The conceptual model can be applied to organizations in any industry. In the second part, the authors would investigate the interaction of the indicated factors and build their structural hierarchy using the total interpretive structural modelling method for the small- and medium-sized industries and then present the findings.

The proposed framework might facilitate decision-makers, practitioners and academicians to comprehend the relationship between organizational learning and green human resource management factors and their influence on organizations’ transition into a circular economy. The study’s findings will help HR managers clarify the significant organizational learning and green human resource management factors that play a vital role in transitioning organizations into a circular economy.

This research adds to our understanding of the intricate interactions between organizational learning and green human resource management as they relate to the circular economy. To the best of the authors’ knowledge, the conceptual model illustrating the inter-relationship between organizational learning and green human resource management is the first of its type, and it is a novel notion because no previous research has looked into it.

Addressing the urgent issue of climate change and its impact on society requires immediate attention and innovative solutions. This chapter explores research that examines previous studies about the strategies companies use in their human resources (HR) departments to lessen the impact of climate change and support good social results.

This section conducted a thorough search of academic literature to find relevant studies on the connection between HR strategies, addressing climate change, and social impact. The inclusion criteria for this research targeted empirical studies on the relationship between HR practices and environmental and social outcomes. It employed particular keywords such as well-known academic databases.

This review discusses the important influence of HR strategies in addressing climate change and promoting positive social effects in companies. It evaluates successful HR practices that specifically endorse environmental and social goals through a comprehensive analysis of academic studies. The results offer useful knowledge for HR professionals and business leaders looking to align their HR strategies with climate change.

The findings of this chapter can benefit a diverse audience such as scholars who deal with human resource management, knowledge management and organizational innovation, HR personnel, business stakeholders and the employees.

This review offers a novel viewpoint by exploring the less-studied area of HR's potential to drive positive environmental and social changes. While past research has acknowledged HR's significance, this review goes further by analysing the specific HR approaches that have been successful in tackling climate change and enhancing social welfare.