| Description |
1 online resource (235 pages) |
| Series |
Routledge Advances in Management and Business Studies |
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Routledge advances in management and business studies.
|
| Contents |
Cover -- Half Title -- Series Information -- Title Page -- Copyright Page -- Dedication -- Table of contents -- Figures -- Tables -- About the authors -- Foreword I -- Foreword II -- Preface -- Acknowledgments -- Abbreviations -- Abstract -- 1 Introduction -- 1.1 Introduction -- 1.2 Aim of the research -- 1.3 Justification of the research -- 1.4 Research questions, hypotheses, and conceptual framework -- 1.5 Background of the research -- 1.6 Overview of the methodology used in this book -- 1.6.1 Research design -- 1.6.2 Data collection and procedures -- 1.6.3 Data analytical strategies |
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1.7 Research findings -- 1.7.1 Green HRM and its implementation by firms operating in China -- 1.7.2 Green HRM and in-role and extra-role employee green workplace behavior -- 1.7.3 Green HRM and in-role and extra-role employee non-green workplace behavior and intention to quit -- 1.7.4 Theoretical contributions and practical implications -- 1.8 Structure of the book -- 1.9 Conclusion -- 2 Literature review (Part 1): Green HRM -- concepts, practices, and organizational antecedents -- 2.1 Introduction -- 2.2 The emergence of green HRM -- 2.2.1 The 'green movement' |
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2.2.2 Corporate Social Responsibility (CSR) -- 2.2.3 Human resource management (HRM) -- 2.3 Defining green HRM -- 2.3.1 Existing definitions of green HRM -- 2.3.2 Analogous concepts -- 2.4 Organizational antecedents of green HRM -- 2.5 Green HRM practices -- 2.5.1 Recruitment and selection -- 2.5.2 Training and development -- 2.5.3 Performance management and appraisal -- 2.5.4 Rewards and compensation -- 2.6 Conclusion -- 3 Literature review (Part 2): Employee workplace outcomes of green HRM -- 3.1 Introduction -- 3.2 HRM and organizational green performance -- 3.2.1 Green HRM conceptual models |
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3.2.2 HRM and green outcomes -- 3.2.3 Green HRM and organizational green performance -- 3.3 Employee workplace outcomes: green behavior -- 3.3.1 In-role employee green workplace behavior -- 3.3.2 Extra-role employee green workplace behavior -- 3.4 Employee workplace outcomes: non-green behavior -- 3.4.1 In-role employee non-green workplace behavior -- 3.4.2 Extra-role employee non-green workplace behavior -- 3.4.3 Intention to quit -- 3.5 Literature gap -- 3.6 Conclusion -- 4 Literature review (Part 3): Theoretical background and hypotheses development -- 4.1 Introduction |
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4.2 Theoretical background of green HRM -- 4.2.1 Institutional theory -- 4.2.2 Stakeholder theory -- 4.2.3 Attribution theory -- 4.2.4 Value-belief-norm (VBN) theory -- 4.2.5 'Fit' theories -- 4.2.6 Social identity theory (SIT) -- 4.2.7 Social exchange theory (SET) -- 4.3 Green HRM and employee green workplace outcomes -- 4.3.1 Direct effects of green HRM on employee green behavior -- 4.3.2 Psychological green climate as a mediator in the green HRM-employee green workplace behavior relationship -- 4.3.3 Moderating effect of individual green values |
| Notes |
4.4 Green HRM and employee non-green workplace outcomes |
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Print version record |
| Form |
Electronic book
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| Author |
Shen, Jie
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Dumont, Jenny
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Deng, Xin
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| ISBN |
9781000025880 |
|
1000025888 |
|
