This book describes green human resource management as practices undertaken by organizations' human resource departments to create supportive environments in which employees can thrive and perform in their most productive capacity. Focusing on the Sri Lankan military, it examines the case of successful green initiatives by theoretically and empirically linking green human resource management, high performance work practices, leadership, and virtues to green orientation and green employee engagement. The authors posit that green initiatives can only be successful if they win the hearts and minds of employees through cognitive engagement, emotional engagement, and behavioral engagement. Aimed at academics in HRM and organizational behavior, this work develops theoretical frameworks to examine green human resource management in developing countries.

This book describes green human resource management as practices undertaken by organizations' human resource departments to create supportive environments in which employees can thrive and perform in their most productive capacity. Focusing on the Sri Lankan military, it examines the case of successful green initiatives by theoretically and empirically linking green human resource management, high performance work practices, leadership, and virtues to green orientation and green employee engagement. The authors posit that green initiatives can only be successful if they win the hearts and minds of employees through cognitive engagement, emotional engagement, and behavioral engagement. Aimed at academics in HRM and organizational behavior, this work develops theoretical frameworks to examine green human resource management in developing countries.

This book describes green human resource management as practices undertaken by organizations' human resource departments to create supportive environments in which employees can thrive and perform in their most productive capacity. Focusing on the Sri Lankan military, it examines the case of successful green initiatives by theoretically and empirically linking green human resource management, high performance work practices, leadership, and virtues to green orientation and green employee engagement. The authors posit that green initiatives can only be successful if they win the hearts and minds of employees through cognitive engagement, emotional engagement, and behavioral engagement. Aimed at academics in HRM and organizational behavior, this work develops theoretical frameworks to examine green human resource management in developing countries.