In this Perspective article, I look to go beyond the arguably legitimate pessimism of Brewster and Brookes critique of human resources (HR) not enacting the UN SDGs in HRM. Using publicly available secondary data, I cautiously offer a different and arguably more optimistic perspective. Drawing on Legge's Deviant Innovator (power relations) and Ulrich's HR Champions (HR roles) classic texts, I argue that HR might perhaps occupy a new role, in becoming a green business partner. In doing so, I theoretically advocate adopting systems thinking and research co-creation between HRM academics (rigour) and HR practitioners (relevance). I reflect on the context which sets the regulatory framework for workplace HR (in)action regarding the UN SDGs, and discuss what such context means for everyday HRM greening. Lastly, I offer future research ideas and implications for HRM theory and practice before concluding.

This study examines the factors influencing AI adoption in Indonesia’s financial services sector, focusing on knowledge and awareness levels, perceived risks and benefits, self-confidence, and the moderating role of managerial support. Grounded in innovation diffusion theory (IDT), protection motivation theory (PMT), and self-determination theory (SDT), the study analyzes data from 489 employees using structural equation modeling with SmartPLS 4 software to test the hypotheses. The findings reveal that higher levels of knowledge and awareness, along with self-confidence, positively influence AI adoption intentions, while perceived risks and benefits exert a negative effect. Furthermore, managerial support moderates these relationships by enhancing the positive effects of knowledge and awareness levels and self-confidence, while mitigating the negative impact of perceived risks. These results emphasize the critical role of managerial support in promoting AI adoption and highlight the necessity of cultivating a supportive organizational culture and leadership to ensure successful AI integration.

As the effects of climate change continue to impact society, fossil fuel sector organisations are seen as principal contributors to the climate crisis. In the hopes of mitigating climate change at the source, we gain access to one of the largest fossil fuel organisations in Norway and conduct an exploratory case study investigation into their business practices, green ambitions, and notable results. Our analysis of executive interviews, confidential in-house documentation, media releases, corporate social responsibility (CSR) reports, and grey papers suggests that a strong sustainability-oriented organisational culture can contribute to reversing 'business as usual' practices towards seeking strategic greener solutions. Such results are partly achieved by strong responsible leaders at the organisational helm in combination with a sustainability-oriented national culture. Additionally, we critically question the secrecy surrounding the case organisation's 'choice' and 'format' of promotion and support for their operational status quo (e.g. greenwashing), to challenge the insider perspective unearthed herein. In sum, the study contributes to the newer and under-investigated field of green human resource management by better identifying the role of organisational culture as a critical lever in bringing about much-needed greener organisational policies, and offering a critical analysis less seen in green human resource management (HRM).

This study aims to analyze the association between green human resource management practices and green culture and proposes a green competing values framework that entails four green cultures: green clan, green adhocracy, green market, and green hierarchy culture, adopted from Cameron & Quinn's (2011) competing values framework. We elucidate that each green culture is shaped through ability-motivation-opportunity enhancing green human resource management practices in alignment with desired green beliefs, values, and symbols to achieve organizational sustainability goals. Thus, our model acts as a diagnostic toolkit for identifying the organization's dominant green culture and how a specific green culture can be generated that assimilates with the organization's green objectives. Our theoretical contributions include extending sustainable Human Resource Management (HRM) studies by employing a green competing values framework to enhance organizational and staff green behaviors, and critically appraising such outcomes to negate the adoption of standardized practices as descriptive, prescriptive solutions in green HRM studies. We provide implications for practice and elucidate future research directions in organizational sustainability and green HRM.

This chapter sees me introduce the Green Jobs Taskforce (GJT) and outline and detail the GJT Key Proposals. I then critique the GJT itself and provide details and commentary on key stakeholder reaction to it from among the business and trade union communities.

This chapter investigates components of sustainable resource management that are aligned with the book's theme. A strategic paradigm of the literature serves as the foundation for the investigation. In that regard, to comprehend the issue's complexities, the writers delved into earlier studies. In addition, to confirm and refine the keywords related to sustainable resource management, they utilized expert data mining. Both methodologies supported the findings that follow. Specifically, the study suggests that among academic, scientific, and policymaking circles, sustainability has become one of the most utilized buzzwords. Secondly, the findings also uncovered that the business community has refocused its efforts on sustainability as evidenced by the increased development and public release of sustainability reports. Finally, the results also showcase the growing interest by the aforementioned stakeholders as they pursue “sustainable solutions” – and in many capacities through a technology lens. Taking all of these variables into consideration, this chapter argues a compelling case for an organised effort (amongst the multiple stakeholders) to employ technology to deliver effective resource management solutions – and sets the stage for the multidisciplinary chapters that follow.

I reflect on the notion on the UK in decline and use the example of Britishvolt to support it. I then critically discuss UK politics, green job opportunities and trends, before offering a critical view of them, and UK green job developments and issues emerging.

In this chapter, I critically discuss development in UK green jobs in general and among the Anglosphere and then the study focus, theoretical framing and methodology. Here, I state my spotlight and approach, data sources and purposes, discursive approach and review procedure.

This opening chapter provides contextual background to this study. In it, I detail and discuss relevant global climate events, and how they link to politics and green jobs. Examples are drawn to support such points from the international context, the US, Donald Trump, Paris accord and Joe Biden eras. I also add more context from the European Union (EU), including EU green policies and criticism of them, plus EU green job creation. Such context frames the study herein.

In this chapter, I introduce conservative political ideas as a theoretical lens by which to view and critique the Green Jobs Taskforce (GJT), drawing on Barbara Goodwin's work on conservative political ideas and ideology. I then critically discuss the fate of the UK conservative political leaders involved before the GJT, during the GJT and afterwards, including the new British Prime Minister Rishi Sunak.

This book is very distinctive in offering the first in-depth analysis and critique of the UK Green Jobs Taskforce.

This study reviews green human resource management (GHRM) via bibliometric analysis of extant literature in the field of business and management. We used bibliometric, R Studio program for descriptive analysis and network analysis, to analyze 595 documents from the Web of Science and Scopus data. The study aims to provide a comprehensive overview of the evolution of GHRM and the structures that define it. This article discusses the emerging keywords and research area along with the growth patterns in the area of GHRM during 2002-2022. The findings suggest that publication on GHRM began over 25 years ago and has continued to grow since then. The number of publications in this field of study has doubled over the last 10 years. Emerging themes include Green human resource practices, corporate social responsibility (CSR), innovation, environmental performance, circular economy, and sustainable development. Potential research areas have been suggested by drawing a complete picture of the conceptual framework. The study will help policy-makers, corporates and academicians unravel the practical and theoretical aspects of GHRM and identify pertinent issues that require attention.

Corporate environmental sustainability requires two complementary types of green practices-environmental protection hardware (EPH) and environmental protection software (EPS). Stakeholder greening pressures drive implementation; however, corporate responses vary, often lacking the balance and intensity of EPS and EPH needed. This paper explores the role of green human resource management (GHRM) in explaining variations in the implementation of EPH and EPS in response to stakeholders' pro-environmental pressures. Drawing on stakeholder theory and the ability, motivation, and opportunity (AMO) framework, a mediating role is hypothesized. Empirical findings from Brazil using structural equation modeling reveal that increased green pressure from stakeholders drives the adoption of both types of green practices through a partial mediating role of GHRM that is stronger for EPH than for EPS. The value of this study lies in the consideration of EPH and EPS practices in the same model and expanding stakeholder theory on how stakeholders can improve environmental protection through GHRM. Implications are that organizations can level the field for the balanced application of EPS and EPH with a system of green human resource management practices-training, assessment, rewards, and teamwork-to channel the translation of stakeholder pressures into workplace green outcomes. Limitations, future research ideas, and policy and practice implications are detailed.

To understand the conditions that support employee green behavior across cultures, we develop and test a conceptual model that describes how normative cues from work team leaders and peers in combination with country cultural norms shape discretionary green workplace behavior. Data from 1,605 employees in five countries indicate that power distance moderates the positive relationships observed between the discretionary green workplace behavior of leaders and their subordinates. In addition, an observed positive relationship between team green advocacy and individual discretionary green workplace behavior held across both collectivistic and individualistic cultures, contrary to our predictions. By taking macro-level cultural context into account and examining its interplay with lower-level work team norms, the study makes a significant contribution to understanding and intervening employees' discretionary green behavior at work.

The effects of climate change are being felt around the world, and the calls to mitigate are growing louder. In hopes of responding to this call, we examine strategic compensation practices as innovative solutions for tackling climate change. We employ a fixed panel analysis and examine organizational data from an array of global fossil fuel organizations-arguably the principal climate change contributors. Our findings suggest that executive stock-option compensation oriented around a 3-year or more vesting period will enhance organizational green behaviors. The contributions of this study add to the green human resource management literature in offering new perspectives on how compensation practices can enhance green behaviors and clarify key misconceptions related to linking sustainability targets to firm-level compensation schemes.

PurposeCongruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention.Design/methodology/approachThe authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria.FindingsFindings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention.Originality/valueOur study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.