Introduction

Ultimately, we hope to identify a set of interconnected human resource activities that have been undertaken by organisations with the goal of promoting environmentally friendly business practises in order to assess the impact of human resource management on the achievement of the Sustainable Development Goals as a result of this investigation. Using a single statement, it is possible to summarise this vast concept by noting that it encompasses both operational and managerial activities. Everything from creating strategic policies to planning for their implementation, as well as monitoring and evaluating their success, falls within the purview of operational responsibility (Barnes, 2018). For this reason, businesses should commit to complying with civic regulations and protocols related to sustainability, ensuring consistent reporting of environmental issues and transparency throughout the organisation, distributing responsibility equally among all employees, and developing an implementation timeline as well as a methodology framework to be used when implementing sustainability initiatives, according to Daily and Huang (2019). Every company should be committed to adhering to local regulations and protocols addressing sustainability, according to Daily and Huang. They also believe that every company should define a defined timeframe and methodical framework that will be used in the implementation of sustainability initiatives (2019). In order to prevent undesirable outcomes that could have negative consequences for society or the environment, human resource departments should establish a clearly defined framework for resource management, develop methods and procedures to prevent undesirable outcomes that could have negative consequences for society or the environment, and establish a monitoring system to track the organization’s commitment to environmentally responsible practises.

Discussion

Human resource management is responsible for a variety of tasks, including employee empowerment, continuous training and development, the implementation of a successful pay system, and the promotion of cross-functional collaboration. Top-level management’s assistance in developing a flexible and lean culture that avoids bureaucratic structures, concentrations of power, and vertical communication flows in order to boost efficiency may be beneficial (Daily and Huang, 2019). (Janson and Gunderson, 2018). According to Daily and Huang (2019, p. 5), the objective of human resource management is to participate in “trainings, interpersonal skills, team building, benchmarking, and brainstorming” on a constant basis in order to achieve organisational goals. Bhushan and MacKenzie (2018), on the other hand, emphasise the significance of addressing social and environmental concerns in a methodical way. According to Daily and Huang, human resource managers must first empower their staff in order to create a more collaborative work atmosphere. Their advice that cross-functional teams be developed to increase coordination and collaboration among individuals from a variety of organisational divisions and levels is particularly notable (and maybe problematic) (Akunja,, 2020; Leitch et al., 2018). We are reminded of the phrase “means to an end” when we think about the link between human resource management and the United Nations Sustainable Development Goals (Huselid et al., 2019). Among its many responsibilities, the Society for Human Resource Management (SHRM) is in charge of conserving information on the efficient and effective use and disposal of human resources around the globe. With regard to the current perilous state of affairs, the United Nations’ Sustainable Development Goals (SDGs), which are as follows, have a direct effect on the country. 3 (in terms of health and well-being)

It will take time and effort to overcome a number of obstacles before the phrase “human resource management” will become widely accepted. These obstacles include differences in terminology, a lack of agreement on a single definition, and disagreements over how long-term organisations should be structured. An important component of sustainability plans, and an integral part of the process, is the identification of the most effective human resource management approaches to use in order to achieve objectives. On this topic, Jackson and colleagues (2019), Taylor et al. (2012), Jackson and colleagues (2019), and Jackson and colleagues (2019) have all published articles, as have Jackson and colleagues (2017). (2019).

To achieve organizational-wide environmentally sustainable practises, according to Dubois and Dubois, human resource management (HRM) must participate as a vital partner in the achievement of organizational-wide environmentally sustainable practises, as well as a vital partner in the achievement of organizational-wide environmentally sustainable practises (2012). This study was published in 2012 in the Journal of the American Medical Association, and Babasanya (2018) wrote a paper on the subject on page 790 of the same journal.

In order to have a better understanding of the subject matter, consider how human resource management (HRM) may be utilised to increase employee morale and productivity while also enhancing the management of corporate resources (Stone, 2018).

Developing a cohesive conception of SHRM is critical in order to determine the ultimate collective goal for everyone involved in the human resource management and strategic human resource management (SHRM) process. The literature on human resource management and strategic human resource management (SHRM) emphasises the importance of developing a cohesive conception of SHRM in order to determine the ultimate collective goal for everyone involved in the process.

Employees’ attitudes and behaviours at work in relation to environmental concerns, human resource management strategies and regulations that support sustainability, and differences or similarities between green human resource management practises applied in different countries are just a few of the issues that Jackson et al. (2019) (p. 102) identify as being relevant in the SHRM field, among others. For the sake of assisting future research efforts, we would appreciate it if you could respond to the following question: Workers in human resource departments should consider how they may incorporate socially and environmentally responsible practises into their everyday operations in order to assist the organisation in meeting the Sustainable Development Goals. Aside from that, the investigation will look at how these practises have an impact on the entire running of the company’s business. This conclusion is based on a comprehensive review of the literature, which has been divided into four categories for the purpose of easy navigation. An overview of SHRM implementation at the human resource level is followed by an overview of SHRM implementation at the organisational level, which is then followed by an overview of SHRM implementation at the strategic level, and finally an overview of SHRM implementation at the operational level. Apart from that, we look at how social and environmental practises in human resource management are conceptualised, their antecedents and effects, and other aspects of their implementation. (Source: Di Vaio2020.)

The following is the format of the remaining sections of the article: a. Introduction a. Getting Things Started Finally, we will discuss the theoretical frameworks of human resource management (HRM) and the implications of these frameworks for long-term success in order to bring this section to a close. The procedures that we utilised to select our sample and organise the literature review will be discussed in more detail in the next section of this report, which follows this one. Following that, we’ll have a group discussion regarding the results of our study to which everyone will be invited to participate. Following that, a content analysis of the document is necessary, which should be based on the results of research undertaken in the field of human resources administration. a (ElAlfy,2020). Following that, we go through the results of the study and conclude with a discussion of the significance of the findings as well as some suggestions for future research. People working in the field of green human resource management often refer to the AMO hypothesis, which asserts a relationship between human capital and social, ethical, and environmental performance, as well as other notions, while discussing human capital. This model suggests that the following variables may assist a corporation in achieving better long-term outcomes: employees’ ability to participate in and contribute to green activities, a willingness to foster an environmentally friendly environment both inside and outside the workplace, and an understanding that increasing employee motivation for societal activities is the responsibility of both employees and the organisation, among other things (Renwick et al., 2013). When doing our review of the literature, we looked for green de- terminants that individuals and organisations might use to help them achieve the Sustainable Development Goals (SDGs) (SDGs). You will undoubtedly find this knowledge useful in your endeavours, and we are certain that you will agree.

3) The Approach and Methodology that were employed to complete the project.

The elements that contribute to the attainment of the Sustainable Development Goals are identified in this in-depth research of the SHRM industry, which adopts a multistage technique to do so (SDGs). Following a review of the human resource management (HRM) literature, which spanned more than two decades and included a broad variety of subjects, it was decided to perform this research. It was determined over the course of the investigation that (2018 to 2017).

Afterwards, a database search is carried out, followed by a reference search, with the same set of keywords being utilised in each step of the procedure throughout the process.,” to mention a few of the many other terms that are employed throughout the operation. As a result of the fact that the terms selected for this list are consistent with the study’s objective, we will be able to divide the articles into three categories: factors leading up to the research, results of the research, and applications of the research’s conclusions.

It was possible to uncover papers that had been published in peer-reviewed journals and other information sources by searching via a number of databases and other search engines. The publications were discovered using a variety of databases, including Web of Science, ProQuest, Business Source Premier, and Google Scholar, among others, as well as through other search engines. They were all accessible via the Internet, and the papers were picked from among the databases that were made available through the Internet when each article was published, which was at the time of the articles’ publication. In addition to business and other associated professions, environmental studies, industrial and labour relations, management, applied psychology and other relevant areas were also under consideration, to name a few examples. It was decided to include 46 publications in the study. One publication was used as a starting point sample of 164 documents, supplied by another publication, and the other publication was used as a final sample of 164 documents, also supplied by another publication, both of which were supplied by another publication, both of which were supplied by another publication, and both of which were supplied by another publication (Ramirez-Mendoza,2020). There were a total of 164 articles in this research since 164 documents were examined for inclusion for this study’s purposes. In addition, 51 more papers that were not directly relevant to SHRM challenges, as well as writings that had a more restricted perspective of sustainability, were rejected from consideration for inclusion in the final list. Also omitted from consideration for inclusion in the final list were articles that had a more global perspective on sustainability. Only those articles will be included in the final list if they meet all of the criteria set forth above. From the remaining 113 articles, a total of 41 studies were removed from consideration for inclusion because they did not study green antecedents or green outcomes at the individual or organisational level. As a consequence, a total of 72 publications were included in our final sample, which represented a large number of previously published research in the subject. Mukhuty is an abbreviation for Mukhuty (Mukhuty, 2022)

We divided our findings into the following categories for the purpose of categorising them: conceptualization; level of analysis (precursors); results; outcomes (including preliminary findings); implementation strategies (including difficulties in applying the methodology); and implementation hurdles (included in this category). Each participant was evaluated at the individual level (GB) based on his or her “environmental behaviour,” “environmental values,” and “environmental skills,” respectively, and at the group level (GB) based on their respective “environmental behaviour,” “environmental values,” and “environmental skills.” Participants were evaluated at the group level (GB) on the basis of their “environmental behaviour,” “environmental beliefs,” and “environmental skills,” among other things. It was able to piece together what happened to the ancestors at the corporate level by using ideas such as “corporate human resource management,” “collective identity,” and “organisational culture.” It was necessary to create a categorization system in order to discover information about SHRM implementation and outcomes. This classification system includes features such as the amount of analysis that was contained in the papers that we reviewed. The amount of analysis we were hoping for when we went through the papers we were evaluating was exactly what we found. The application of this kind of thinking to the SHRM programme may result in positive outcomes for organisations, industries, and nations as a result of its implementation. After then, a number of terms were used to describe the difficulties that SHRM faced in order to accomplish its objectives, such as “problem,” “obstacle,” “paradox,” and “challenge,” among others, to characterise the challenges that SHRM faced in order to achieve its objectives.

However, despite particular studies indicating that human resource management is advantageous to employee well-being and productivity, human resource practises that promote the Sustainable Development Goals (SDGs) are rare and difficult to come by (and in reality workers are the driving force behind this organisational reform). Since environmental organisations’ goals are increasingly being questioned, we must ask ourselves: what are the motivations of environmental organisations as a whole? The primary point under examination is whether the “greening of organisations” is a structural need or a beneficial step toward social harmony and environmental preservation in the modern world, and the argument revolves around this question.

Increased theoretical and empirical investigation into the subject of human resource management is absolutely necessary (SHRM). The creation of a post-implementation assessment tool for the SHRM industry is quite important in this respect. Sustainability may be measured in terms of benefits, its impact on natural resource consumption can be monitored, and the monetary worth of this organisational transformation can be calculated using this technique. It is completely free to use. To ensure that the findings are as relevant as possible, this study should be repeated. While employing a range of samples and scenarios (demographic, cultural, and industrial), this study should examine the effect of SHRM on various business divisions, while also taking industry and sector into mind, among other things.

Conclusion

Therefore, doing multi-disciplinary research on themes such as human resource management, the structure and make-up of CEOs and boards of directors, the impact of SHRM and corporate governance on financial performance, risk assessment, and tax relief may be beneficial. Since the prior study, no new research in the human resources literature have evaluated the relationship between sustainable characteristics and human resource management practises, as was previously stated. As a result of the study strategy, which is now being tested, it may be possible in the future to create a relationship between environmental talents and environmental behaviours, as well as the prospect of long-term sustainability. To illustrate, take the following scenario: Although human resource management is a profession with a high degree of ambiguity and complexity, this is not the only sector in which these characteristics occur. In order to approach these issues from a conceptual position, it is necessary to first characterise the difficulties themselves. Researchers have developed a new theory that incorporates Bandura’s Social Learning Theory and Parson’s Social System Theory to explain the transformation of organisations from an initial commitment to a green philosophical approach to a collective responsibility for achieving the Sustainable Development Goals. This is the first time that this theory has been developed.

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