IMPACT OF GREEN HRM PRACTICES ON ORGANIZATIONAL PERFORMANCE: A CASE OF UNIVERSITIES IN CHINA

Abstract

The growing emphasis on environmental sustainability has influenced organizations globally to integrate green practices into their operations, including human resource management (HRM). This study examines the impact of Green HRM practices on organizational performance, focusing on universities in China. Green HRM refers to the adoption of environmentally friendly HR policies, practices, and systems aimed at fostering environmental sustainability while enhancing organizational outcomes.  The research explores how Green HRM practices—such as green recruitment, training, employee engagement, performance management, and rewards—contribute to organizational performance metrics, including operational efficiency, employee productivity, institutional reputation, and environmental sustainability. Drawing on survey data from academic and administrative staff across multiple Chinese universities, the study applies statistical analyses to determine correlations and causal relationships.  Findings reveal that Green HRM practices significantly improve organizational performance by cultivating a culture of environmental consciousness, enhancing employee commitment, and boosting operational sustainability. However, the degree of impact varies depending on factors such as university size, resource availability, and leadership support. The study also highlights challenges in implementing Green HRM, such as resistance to change and resource constraints.  This research contributes to the literature by providing insights into the strategic role of Green HRM in higher education institutions, emphasizing its potential as a catalyst for achieving both environmental and organizational goals. Practical recommendations for policymakers and university leaders include adopting comprehensive Green HRM frameworks, fostering collaboration, and promoting awareness among stakeholders to ensure successful implementation and sustainability.