Systematic review: Linking environmental attitudes of top management and green HRM effectiveness in Kenya

Jonathan William Omolo

doi:10.51867/AQSSR.2.2.31

Authors

Jonathan William Omolo Rongo University, Kenya Author https://orcid.org/0009-0002-6250-5787

DOI:

https://doi.org/10.51867/AQSSR.2.2.31

Keywords:

Environmental Attitudes, Green Human Resource Management, Organizational Sustainability, Top Management

Abstract

The increasing environmental problems have forced organizations to adopt sustainable practices, placing Green Human Resource Management (GHRM) as a key strategic tool. This detailed study looks at the important part of top management's environmental attitudes in driving GHRM effectiveness. Successfully using GHRM is not guaranteed, it relies on various internal institutional elements particularly the engagement of top leadership. This study draws upon the principles of the Upper Echelons Theory and Institutional Theory. This review draws on existing literature to explain how top management's environmental beliefs shape concrete GHRMoutcomes.Moreover, the link between top management's environmental views and GHRM success isn't straightforward it is affected by influencing factors like organizational culture and communication, and also by modifying factors such as industry and regulatory pressures. This study conducted a methodical analysis of current research with the goal of pinpointing key trends, uncovering potential discrepancies, and identifying areas for future investigation to advance our understanding of this essential connection for organizational sustainability. The criteria for including studies were that they had to be empirical, examine the relationship between top management's environmental attitudes and GHRM effectiveness, and be published in peer-reviewed journals. Editorials and conference abstracts were excluded. The results show that top management's environmental attitudes are multidimensional, encompassing cognitive, affective, behavioral, and temporal aspects, all strongly affecting GHRM implementation. The study also found that the relationship is shaped by factors that intervene, such as the environmental culture within the company and employee engagement, and that it's adjusted by external pressures, the company's resources, and whether leaders inspire transformation. To get top managers more on board and make GHRM work better, effective strategies involve making sustainability a core part of the business plan, building a company culture that supports green efforts, leaders showing the way, involving relevant parties, and including environmental results on how the company is managed. However, this study found some important gaps in the existing research. These include not having a strong overall theory, few studies that follow companies over time, not enough research on specific situations, difficulties in measuring how well GHRM works, and a lack of understanding about the impact of new technologies and having diverse leaders at the top. Future research should try to fill these gaps by creating strong theories, doing long-term studies, looking at specific situations, finding better ways to measure GHRM success, and studying the role of technology and diversity to help us better understand and use GHRM for companies to be sustainable. The Kenyan government, in collaboration with relevant stakeholders like Federation of Kenya Employers, trade unions, environmental organizations, and academic institutions, should develop a comprehensive National Green HRM Framework.

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