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The Influence of Green Human Resource Management on Corporate Sustainability Performance in the Malaysia Automotive Industry

In: Green Human Resource Management

Author

Listed:
  • W. L. Lin

    (Taylor’s University)

  • J. Y. Yong

    (Taylor’s University)

  • F. Feranita

    (Taylor’s University)

  • T. Rathakrishnan

    (Taylor’s University)

Abstract

This study delves into the impact of green human resource managementGreen Human Resource Management (GHRM) practicesMalaysia on the sustainabilitySustainability performance of 385 automotive companies across the globe. To gauge GHRM, the study uses the Thomson Reuters SustainabilitySustainability World Index, and for measuring corporateSustainability sustainabilityCorporate sustainability performance, it employs ESG scores from Bloomberg. Using a Resource-BasedTheory TheoryResource-Based Theory (RBT) (RBT) framework, this research assesses the degree to which GHRM practices are implemented in the automotive sector and how they impact sustainabilitySustainability performance. The study adopts a balanced panel data estimation approach, controlling for time and nation fixed effects, and uses the System-Generalized Method of Moments (System-GMM) to estimate the dynamic model. The results indicate a significant positive correlation between GHRM practices and corporateSustainability sustainabilityCorporate sustainability performance. The study concludes that pro-green HRMGreen HRM practices such as trainingTraining, hiring, evaluation, and rewarding play a vital role in establishing a green organizational culture and improving sustainabilitySustainability performance in the automotive industry.

Suggested Citation

  • W. L. Lin & J. Y. Yong & F. Feranita & T. Rathakrishnan, 2024. "The Influence of Green Human Resource Management on Corporate Sustainability Performance in the Malaysia Automotive Industry," Springer Books, in: M. Y. Yusliza & D.W.S. Renwick (ed.), Green Human Resource Management, pages 425-439, Springer.
    • Handle: RePEc:spr:sprchp:978-981-99-7104-6_24
    DOI: 10.1007/978-981-99-7104-6_24
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