Nghiên cứu tác động quản trị nhân sự xanh đến hiệu quả bền vững

BỘ GIÁO DỤC VÀ ĐÀO TẠO ĐẠI HỌC KINH TÉ THÀNH PHÓ HÒ CHÍ MINH BÁO CÁO TÓNG KẾT DỀ TÀI NGHIÊN CỨU KHOA HỌC THAM GIA XÉT GIÁI THƯỞNG “NHÀ NGHIÊN CỨU TRẺ UEH” NĂM 2024 <THE STUDY EMPIRICALLY EXAMINES THE IMPACT OF GREEN HUMAN RESOURCE MANAGEMENT AND GREEN INTELLECTUAL CAPITAL ON SUSTAINABLE PERFORMANCE> Thuộc nhóm chuyên ngành: Quán trị kinh doanh TP. Hồ Chí Minh, tháng 02/2024 2 ABSTRACT In the context of growing trends towards green lifestyles and sustainable development, companies are emphasizing GHRM and the development of GIC. Companies need to integrate these trends into their daily operations. To achieve this, employees must see the value of living sustainably.

Employees can make small changes to enhance the business's sustainable performance from there. This study aims to determine how sustainability performance is impacted by GHRM (green analysis and job description, green recruitment and selection, green training, green performance assessment) and GIC (green human capital, green structural capital, green relationship capital). In particular, consider how these variables affect sustainability in manufacturing companies from three perspectives: social, environmental, and economic performance. After that, the study will present the main impacts on the relationship between GHRM, GIC, and SNP in Vietnam.

Sustainable performance is considered a new trend. This also motivated the research team to choose the following topic to provide a practical perspective: “ The study empirically examines the impact ofgreen human resource management and green intellectual capital on sustainable performance. ‘‘The study was conducted with 386 survey samples. Data were collected using non-probability convenience sampling through forms.

Research results were typed using PLS-SEM data. 3 TABLE OF CONTENT ABSTRACT 2 TABLE OF CONTENT 3 LIST OF TABLE 4 LIST OF FIGURES 5 LIST OF ABBREVIATIONS 6 L Introduction 8 1. Descriptions of Constructs 13 2. Green human resource management 14 2.

Green intellectual capital 15 2. Green analysis and job descriptions 15 2. Green recruitment and selection 16 2. Green performance assessment 17 2.

Green human capital 18 2. Green structural capital 18 2. Green relational capital 19 2. Summary of prior research 20 2.

Hypothesis development and research model 35 2. Green analysis and job description 35 2. Green recruitment and selection 36 2. Green performance assessment 37 2.

Green human capital 39 2. Green structure capital 39 4 2. Green relational capital 40 2. Proposed research model 46 3.

Data analysis and processing methods 60 3. Descriptive statistical analysis 60 3. Analysis of the measurement model 60 3. Analysis of linear structural models using SEM 61 3.

Result and discussion 63 4. Measurement model assessment 65 4. The average variance extracted (AVE) 68 4. Assessment of structural model 71 4.

Coefficient of determination and adjusted R-squared 74 4. Effect size f-squared 74 4. Path coefficients and hypothesis testing 76 5.3 Limitation and direction for future research 79 5.2 Direction for Future Research 80 LIST OF REFERENCES 82 APPENDIX 01: RESULTS OF GROUP DISCUSSION 90 APPENDIX 02: SURVEY TABLE 97 5 LIST OF TABLE Table 1. Empirical result summary of prior research.

Summary of hypotheses testing. Demographic characteristics of survey subjects. Construct reliability and validity Table 4. Fornell-Larcker criterion.

Heterotrait-monolrait results (HTMT). Collinearity Statistic (VIF) results. R-squarcd and R-squarcd adjusted. Effect size f-squared.

Summary of hypothesis testing. LIST OF FIGURES Figure 1: Proposed research model. Figure 2: Research process. Figure 3: Constructs/items used in the research questionnaire.

Figure 4: PLS results for research model. 6 LIST OF ABBREVIATIONS NRBV Natural Resource-Based View Theory RBV Resource-Based View Theory WCED World Commission on Environment and Development GHRM Green human resource management HRM Human Resource Management GIC Green intellectual capital GAJ Green analysis and job description GRS Green recruitment and selection GT Green training GPA Green performance assessment GHC Green human capital GSC Green structural capital GRC Green relational capital 7 SNP Sustainable performance ECP Economic performance ENP Environment performance SCP Social performance 8 1. Background The landscape of profit-driven companies is evolving at a swift pace. Corporations have come to recognize that individuals are the driving force behind all operations.

Consequently, this has led to a transformation in the corporate sphere, resulting in corporate sustainability and the establishment of enduring value for customers and employees through the implementation of '’green" strategies. The "Green" strategy emphasizes the natural environment by considering all aspects of business operations and their impact on society, culture, economy, and the environment. From a resource-based perspective, human resources are considered firm-specific resources. Competitors cannot easily copy these, creating a unique competitive advantage for the company.

Against this background, collaboration between human resources and environmental issues in companies may have a synergistic effect. To differentiate themselves from competitors, companies often invest in unique differentiation practices and the internalization of values and attributes associated with management. This means everything from recruiting environmentally conscious employees to supporting selection processes that assess candidates' commitment and consistency with people and the environment to training that clarifies a company's environmental and social obligations and desired attitudes—reflected in a series of measures, from providing performance reviews and rewards that add value to the company's sustainable goals. Furthermore, this workforce must demonstrate a "green culture" and provide society with products and sendees focused on the planet’s sustainability.

In other words, green human resource management (GHRM) is a trend. The concept of GHRM is still in its nascent stages, with some organizations adopting eco-friendly practices. In contrast, others view it as a human resources approach to Bolster pro-environmental corporate governance. Conversely, companies needing a comprehensive GHRM program may face certain limitations, which could impede their efforts in efficient environmental management.

9 Incorporating environmental human resource practices can lead to enhanced processes, improved efficiency, reduced ecological waste, and increased adoption of eco-friendly behavior. While it is uncertain whether sustainable practices are driven by GHRM initiatives such as green job descriptions, recruitment, performance assessment, human, structural capital, or relational capital, there is a strong correlation between GIC and business sustainability, particularly in emerging economies. This study highlights the importance of GIC in promoting organizational transformation and success in knowledge-based industries, ultimately leading to greater competitiveness. GIC is a vital element of a company’s intellectual capital, deeply ingrained within the organization, fostering unique innovations and serving as a foundation for profound innovation.

Research motivation In recent times, the significance of sustainable development has gained momentum. More and more organizations are realizing the need to balance economic growth, environmental preservation, and social responsibility. This can be attributed to several factors, including the pressing global climate change concerns and environmental degradation. There has been a rise in environmental issues such as pollution, resource depletion, and climate change, coupled with the introduction of sustainability regulations and requirements from governments and customers.

Businesses must implement sustainable measures to reduce their impact on the environment. Green human resource management is still in the early stages of development in Vietnam. While there has been some research on the theoretical aspects of GHRM, more empirical studies on its impact on sustainable performance need to be done. However, businesses can reap many benefits from implementing GHRM practices, such as reducing energy and raw material costs, increasing employee awareness and environmentally friendly behavior, and fostering a sense of pride and attachment to the company by positively protecting the environment.

10 Vietnam has taken significant strides toward adopting a sustainable development perspective. This can be observed in the approval of the Sustainable Development Strategy for 2023 - 2030, with a vision to 2050, by the Prime Minister in Decision No. 322/QD-TTg on February 20,2023. This strategy serves as a blueprint to steer Vietnam's sustainable development over the next decade.

Its overarching objective is to promote rapid, sustainable, and inclusive social and economic development, enhance the populace's well-being, bolster national security and defense, and respond effectively to climate change and environmental protection. The aim is to transform into a developing country with a high middle-income status by 2030 and a fully developed country with high-income status by 2050. These policies underscore the Party's and State's commitment to sustainable development. Accordingly, this study evaluates the impact of green human resource management and intellectual capital on sustainable performance.

The findings will equip decision-makers with a solid foundation to enhance the sustainable performance of their organizations. Research objectives Firstly, this paper delves into the various factors that affect the implementation of green human resource management (GHRM) practices and green intellectual capital (GIC) regarding sustainability performance. Additionally, the study aims to determine the correlation between sustainability performance and manufacturing organizations. Intending to attain the overarching goal, define the following concrete objectives.

Research questions This paper aims to address the following inquiries: (1) What factors affect green human resource management (GHRM) practices and green intellectual capital (GIC) concerning sustainability performance? 11 (2) In what ways do factors influence green human resource management (GHRM) practices and green intellectual capital (GIC) concerning sustainability performance? 1. Research subject Organizations in Vietnam, including businesses, nonprofit organizations, and government agencies. People who work in the organizations mentioned above, such as employees, managers, etc. Research scope The research will be conducted nationally, including in urban and rural areas, from September 2023 to February 2024.

Research methods This study utilizes quantitative research methods to explore the correlation between GHRM and GIC practices and their impact on sustainable performance within organizations in Vietnam. The research gap was identified through a meticulous literature review, leading to a new theoretical research model. Data was gathered from various organizations in Vietnam through a convenient sampling method, with data collection conducted online using popular social media platforms such as Zalo and Facebook. The study's first phase involved sifting through information from real-world sources and relevant research articles.

A measurement scale was developed, and an initial survey was created. This was followed by a consultation with the instructor to refine the content of the scale in the actual survey context. The formal research methodology employed in this study is quantitative research, with data collected through a questionnaire. The survey consists of closed questions designed to collect specific information and is based on a 5-level Likert scale, ranging from 1 (strongly disagree) to 5 (strongly agree) for each option.

The research findings were analyzed using PLS-SEM data. Research structure The layout of the research topic is divided into five chapters: (1) Introduction: Present an overview of the research situation, Reason for choosing the topic, topic goals, research subjects, Research Methods, and scope of research; (2) Literature overview: Presenting the theoretical basis, Research context, Research hypotheses, and concepts related lo GHRM, GIC to SNP. At the same lime, the research results are presented and discussed; (3) Research method: Presenting the research process, preliminary research methods, and official quantitative research used to analyze and measure research concepts and build measurement scales; (4) Result and discussion: Presenting research results, information about survey samples, testing models, measuring research concepts, and analyzing and evaluating the results; (5) Implication: Conclusion on the research content carried out. Evaluate the new contributions of the topic and the applicability of the research results; Recommendations are drawn from research results.

Theoretical background According to the resource-based view theory (RBV), an organization can be seen as a combination of organizational, human, and physical resources. These resources include brand names, in-house knowledge, skilled labor, efficient procedures, machinery, and trade contracts. They are valuable, rare, and difficult to copy, giving organizations a strategic advantage over their competitors (Wernerfelt, 1984). Tangible assets such as buildings, machinery, and products, as well as intangible assets like trademarks and goodwill, are crucial for businesses to compete and survive in the marketplace.

However, intellectual capital and human resources are the most essential resources. 13 The RBV has led to a convergence of strategic HRM and strategic management, emphasizing the importance of HR practices and sustainability for organizations (Wright et al. Scholars have shown how HR practices and organizational sustainability are related and how greening human resources can increase productivity and market share (Jabbour & Santos. Given the various pressures and factors managers must consider, HRM is crucial in finding sustainable organizations (Schncm cl al.