Effect of Green Recruitment Practices on Employee Performance in Public Universities of Western Kenya

References

[1] Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.

[2] Baruch, Y., & Holtom, B. C. (2008). Survey response rate levels and trends in organizational research. Human Relations, 61(8), 1139-1160.

[3] Behrend, T. S., Baker, B. A., & Thompson, L. F. (2009). Effects of pro-environmental recruiting messages: The role of organizational reputation. Journal of Business and Psychology, 24(3), 341-350.

[4] Chemjor, E. (2020). An overview of green human resource management practices in Kenya. Africa Journal of Technical & Vocational Education & Training, 5(1), 111-119.

[5] Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). SAGE Publications.

[6] Dumont, J., Shen, J., & Deng, X. (2017). Effects of green HRM practices on employee workplace green behavior: The role of psychological green climate and employee green values. Human Resource Management, 56(4), 613-627.

[7] Fawehinmi, O., Yusliza, M. Y., Mohamad, Z., Faezah, J. N., & Muhammad, Z. (2020). Assessing the green behaviour of academics: The role of green human resource management and environmental knowledge. International Journal of Manpower, 41(7), 879-900.

[8] Fissi, S., Romolini, A., Gori, E., &Contri, M. (2021). The path toward a sustainable green university: The case of the University of Florence. Journal of Cleaner Production, 279, 123655.

[9] Guerci, M., Longoni, A., &Luzzini, D. (2016). Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices. The International Journal of Human Resource Management, 27(2), 262-289.

[10] Gully, S. M., Phillips, J. M., Castellano, W. G., Han, K., & Kim, A. (2013). A mediated moderation model of recruiting socially and environmentally responsible job applicants. Personnel Psychology, 66(4), 935-973.

[11] Jabbour, C. J. C. (2011). How green are HRM practices, organizational culture, learning and teamwork? A Brazilian study. Industrial and Commercial Training, 43(2), 98-105.

[12] Jabbour, C. J. C., & de Sousa Jabbour, A. B. L. (2016). Green human resource management and green supply chain management: Linking two emerging agendas. Journal of Cleaner Production, 112, 1824-1833.

[13] Nejati, M., Rabiei, S., & Jabbour, C. J. C. (2017). Envisioning the invisible: Understanding the synergy between green human resource management and green supply chain management in manufacturing firms in Iran in light of the moderating effect of employees' resistance to change. Journal of Cleaner Production, 168, 163-172.

[14] Owino, A., &Kwasira, J. (2016). Influence of selected green human resource management practices on environmental sustainability at Menengai Oil Refinery Limited Nakuru, Kenya. Journal of Human Resource Management, 4(3), 19-27.

[15] Paillé, P., Chen, Y., Boiral, O., & Jin, J. (2014). The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), 451-466.

[16] Ralph, M., & Stubbs, W. (2014). Integrating environmental sustainability into universities. Higher Education, 67(1), 71-90.

[17] Ren, S., Tang, G., & Jackson, S. E. (2018). Green human resource management research in emergence: A review and future directions. Asia Pacific Journal of Management, 35(3), 769-803.

[18] Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1-14.

[19] Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1-14.

[20] Sahu, J. K., Sahu, A. K., Sahu, A. K., &Sahu, S. R. (2021). Green human resource management (GHRM) practices and environmental performance: The role of green innovation in higher educational institutes. International Journal of Organizational Analysis, ahead-of-print. https://doi.org/10.1108/IJOA-12-2020-2526

[21] Shen, J., Dumont, J., & Deng, X. (2018). Employees' perceptions of green HRM and non-green employee work outcomes: The social identity and stakeholder perspectives. Group & Organization Management, 43(4), 594-622.

[22] Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management, 5(2), 301-326

[23] Yong, J. Y., Yusliza, M. Y., &Fawehinmi, O. O. (2019). Green human resource management: A systematic literature review from 2007 to 2019. Benchmarking: An International Journal, 26(6), 1783-1802.

@article{1705656,
      author = {Charles Marumbu, Robert Egessa, Edwin Simiyu},
      title = {Effect of Green Recruitment Practices on Employee Performance in Public Universities of Western Kenya},
      journal = {Iconic Research And Engineering Journals},
      year = {2024},
      volume = {7},
      number = {10},
      pages = {26-32},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1705656.pdf},
      abstract = {The growing global concern about the environmental impact of organizational operations has necessitated the adoption of sustainability practices, including Green Human Resource Management (GHRM). This study aimed to determine the effect of green recruitment practices on employee performance in public universities in Western Kenya. The research employed a positivist philosophy and an explanatory research design. The target population consisted of 438 employees in top and middle-level management from 11 public universities in the region, out of which a sample size of 209 respondents was selected using Slovin's formula. Data was collected using a structured questionnaire and analyzed using inferential statistics, including correlation and multiple regression analysis.The results indicated that the majority of the universities do not emphasize adopting eco-environmental policies during recruitment. However, they do utilize email correspondence with candidates and recyclable materials during the recruitment process, demonstrating some efforts towards sustainability. Regression analysis revealed that green recruitment practices account for 8.4% of the change in employee performance, with the model being statistically significant at p=0.05.The study concludes that while universities have made some progress towards sustainability in their recruitment processes, they have not fully adopted green recruitment practices. The relationship between green recruitment practices and employee performance, although statistically significant, is weak. The researcher recommends that public universities in Western Kenya should adopt and improve GHRM practices, particularly in the area of recruitment, to foster environmental sustainability and enhance employee performance. Aligning practices with the United Nations' Sustainable Development Goals (SDGs) and learning from successful case studies can help universities create a culture that encourages environmentally friendly practices and contributes to sustainability efforts.},
      keywords = {Green Recruitment, Employee Performance, Public Universities, Sustainability, Green Human Resource Management},
      month = {April},
  }