Developing My Topic and My Literature Review

This assignment puts all the knowledge together from previous weeks. You will focus on your research topic and write a well-developed literature review.

Assignment Instructions:

The assignment for this week is:

Update your work from last week per your professor’s comments and feedback.

Following the directions below, enhance your theoretical or conceptual framework.

Update your annotated bibliography to move the sources to the reference page and now merge the content from each article into logically flowing paragraphs.

Include in your summary at least one or two dissertation titles you reviewed and what you discovered about chapter 2.

Theoretical Framework:

Identify the guiding framework. Present the key concepts, briefly explain how they are related, and present the propositions that are relevant to this study.

Explain how the framework guided the research decisions, including the development of the problem statement, purpose statement, and research questions.

If more than one framework is guiding the study, integrate them, rather than describing them independently. Do not select a separate framework for each variable/construct under examination.

Do not exceed two pages. A more thorough discussion of the theoretical/conceptual framework will be included in chapter 2.

Length: 10- 15 pages

References: Include a minimum of 15 scholarly resources.

Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University’s Academic Integrity Policy.

I will add the professors comments once I receive them.

Influence of the Green Human Resource Management (GHRM) model on the cultivation of the Culture of Sustainability in Mining Organizations

Latrice Jones

Northcentral University

11/21/2021

Influence of the Green Human Resource Management (GHRM) model on the cultivation of the Culture of Sustainability in Mining Organizations

Problem Statement

The problem that the proposed study seeks to solve is the application of unsustainable mining approaches. Unsustainable mining practices impact water and terrestrial ecosystems, and damages land topography, and destroys natural resources (Fayiah, 2020). Moreover, mining involves extensive land excavation, bombardment, and explosions that causes large pits thereby rendering the area unsuitable for any type of socioeconomic activities (Asr et al., 2019). Besides, the activity causes sound pollution, tremors, and fissures that destabilize the soil profile. Mining activities cause pollution in aquatic ecosystems. For instance, drilling chemicals into the ground, releasing chemicals into water bodies, tailings dams, and tailing stockpiles including sulfide byproducts contaminate surface and ground water (Zhu et al., 2019). Mining companies do not have effective methods of managing pollution, and operating in environmentally friendly methods.

The environmental effects of mining are known, and have been studies by many researchers. However, it is not known how the green human resource management (GHRM) approach increases sustainable mining culture in mining companies. The gap that the proposed study seeks to fill is the scarcity in research on the effects of GHRM approach on sustainable culture among mining organizations. If the problem of unsustainable mining is not addressed, most aquatic and terrestrial ecosystems will be destroyed (Mishra & Das, 2017). Socioeconomic activities including tourism, swimming, and farming will also be affected (Asr et al., 2019). Therefore, it is crucial for mining companies to adapt the GHRM model to encourage sustainable mining and to conserve environmental resources for future generations.

Purpose Statement

The purpose of this qualitative action research study is to analyze how the application of the GHRM model by mining organizations influence the development of sustainable mining culture. In this case, a sustainable mining culture involves the application of environmental-friendly approaches to mining including detoxification of harmful chemical wastes, responsible disposal of wastes, adherence to environmental policies, and green organizational practices (Jiskani et al., 2021). Action research is a type of qualitative design that pursues ways of creating interventions aimed at improving the current organizational practices, and aids in analyzing the effects of the recommendations (Mohajan, 2018). Moreover, action research integrates theory and strategies to integrate scientific concepts and organizational knowledge and experiences to address the issues of concern by involving relevant stakeholders (Mohajan, 2018). Action research is appropriate for this study because the study seeks to address the issue of unsustainable mining using the GHRM model by involving stakeholders in the mining industry.

The social exchange conceptual framework will be applied to guide the study. According to Yin (2018), the social exchange framework posits that the degree of productivity and engagement in work by employees reflect the extent of the reward they expect from the organization. In that regard, the GHRM seeks to empower employees to embrace sustainable operating culture by establishing green working environment, and productivity processes. The social exchange framework has been successfully applied by Naim and Lenka (2018) to propose effective ways of retaining employees. Therefore, it an appropriate framework that can be used to influence employees in the mining industry to accept and appreciate a sustainable mining culture by the application of GHRM model in mining organizations.

Research Questions

RQ 1. Does the application of GHRM model by mining organizations foster the cultivation of the culture of sustainable mining?

RQ 2. How does the adoption of GHRM foster the development of the culture of sustainable mining by mining organizations?

RQ 3. Can the culture of sustainable mining reduce pollution, erosion, and degradation of the environment?

RQ 4. How can mining organizations maintain the culture of sustainable mining in the long term?

Methodology

Sampling

Participants will be selected from mining companies in different geographical locations. A total of 20 participants will be involved in the study. The deviant case purposeful sampling method will be applied to select the participants. The method involves selection of relevant participants in the specific area or industry of concern by considering successes and failures as concerns the objectives of the study (Shaheen & Pradhan, 2019). The method is suitable for this study because it requires few participants, and involves participants who have experienced the positive and negative aspects of mining activities, and HRM models used by mining organizations. In that regard, they have authoritative information on unsustainable mining practices, and HRM and corporate social responsibility (CSR) policies that both encourage and discourage sustainable use of environmental resources in their organizations.

Data-collection and Analysis

Data will be collected using online questionnaires. Since the participants will be selected in mining organizations located in different parts of the globe, online surveys will be convenient because the method eliminates costs associated with travelling to the different locations, and making physical interview arrangements. The surveys will consist of questionnaires with semi-structured questions that respondents will be required to fill to the highest accuracy levels possible. The significance of using semi-structured questions is that they provide crucial information that the researchers need including waste-disposal methods and CSR practices, and is flexible to allow the respondents to express their thoughts and feelings about the matter of concern (Brown & Danaher, 2019). The collected data will be coded for themes and a thematic analysis will be conducted. A thematic analysis involves the arrangement of data into common patterns, and analyzing the coded data based on the emerging patterns as pertains to the relationship among the themes.

Confidentiality of the Participants

The confidentiality of the participants will be ensured by informing them of the purpose of the study. They will be assured that their identity will be kept secret in order to protect their image. To increase the participants’ privacy, they will be allowed or advised to use fake or coded names especially if they feel insecure about their identity being revealed (Korstjens & Moser, 2017). Furthermore, an informed consent will be obtained from them by sending requests for their participation to ensure that they fully understand their role, and the implications of their participation in the study. Finally, all participants’ personal information will be kept secret, and questionnaires and questions will be formatted in ways that enhances the privacy and respect of the respondents.

Annotated Bibliography: Theory and Conceptual Framework

The Ability-Motivation-Opportunity (AMO) Theory

Ahmed, U., Umrani, W. A., Yousaf, A., Siddiqui, M. A., & Pahi, M. H. (2021). Developing faithful stewardship for environment through green HRM. International Journal of Contemporary Hospitality Management. 33(10), 3115-3133.

The authors illustrate the application of the ability-motivation-opportunity (AMO) theory in HRM. In the study, Ahmed et al. (2021) examined the influence of green human resource management (GHRM) activities, environmental responsibility, and green culture on environmental performance. Using the supervisor-subordinated design and purposeful sampling, the authors collected data from 330 respondents through the multi-time data collection method. The findings of the study indicate that GHRM enhances organizational environmental performance. The authors applied the ability-motivation-opportunity (AMO) theory as the guiding framework in the research. According to Ahmed et al. (2021), the AMO theory emphasizes motivational HRM practices to increase employees’ and organizational performance.

The authors explain that the AMO theoretical framework is appropriate for examining the effects of HRM practices on employees’ performance and organizational productivity. The theory holds that ability, opportunity, and motivation are crucial elements that influence employees’ productivity and organizational productivity Ahmed et al., 2021). According to Ahmed et al. (2021), the AMO theory has been used in many researches. In particular, it has been applied to study the relationship between HRM best practices including employee motivation and empowerment on employee and organizational productivity. The authors are all business and management professionals lecturing in different universities. Therefore, they are sufficiently knowledgeable in matters to do with HRM best practices.

According to the authors, the AMO theory was suggested by Bailey in 1993. The three main tenets of the theory then included skillset, motivation, and the chance to participate in productivity. The model was later revised by Appelbaum, Bailey, Berg and Kalleberg to conform to the high performance work system (HPWS) (Ahmed et al., 2021). The AMO model stipulates that employees perform best when empowered with the required abilities for work, motivation, and a participatory work environment. The authors argue that the theory was developed to improve HRM employee-relations through employee empowerment. Currently, the theory is used to increase employee and organizational performance through employee empowerment. The theory is crucial for HRM departments because it seeks to increase organizational performance through employee empowerment. However, it is unclear whether the AMO theory’s tenets were exclusively responsible for enhancement of environmental performance in the study.

Edgar, F., Blaker, N. M., & Everett, A. M. (2020). Gender and job performance: linking the high performance work system with the ability–motivation–opportunity framework. Personnel Review, 50(1), 47-63.

The authors sought to find out the influence of high performance work system (HPWS) on employee and organizational performance. Using the ability-motivation-opportunity (AMO) theoretical framework, Edgar et al. (2020) used descriptive and analytical approaches to examine the relationship between motivation and employee performance. The findings of their study show that gender significantly influence on performance. Additionally, the authors found that ability influences male employee performance most whereas opportunity found was the greatest predictor of performance on females (Edgar et al., 2020). Culture was also found to influence performance. The authors are lecturers in universities thus are knowledgeable concerning the application of HRM concepts.

In the study, Edgar et al. (2020) noted that examination of the effectiveness of HRM practices using AMO yields different results in different studies. For instance, some studies have been found that ability is associated with affective commitment whereas opportunity is connected to citizenship behavior (Edgar et al., 2020). In such studies, motivation is not directly connected with the elements of productivity. According to the authors, HR practices related to the growth of human capital are the ones targeting capability enhancement. However, the authors discuss conflicting results that other studies have produced. They include the mediating effects of skills, attitudes, and behaviors on organizational performance in which motivation has the greatest impact.

According to the authors, studies that have utilized the AMO theory have yielded different results. This implies that the AMO theory’s elements influence employee performance differently. It appears that the context within which studies are conducted are responsible for the anomaly. The authors argue that analysis of study contexts is crucial for understanding the actual situation in workplaces. According to Edgar et al. (2020), the AMO theoretical framework had been used contextually in the past, and is still applied contextually. Therefore, it is common to find that different elements of the AMO influence employees’ performance differently. This is important since it highlights how different AMO theory’s elements influence employee productivity contextually. However, it shows that the AMO may need to be reviewed in order to yield consistent results.

The Resource Based View Theory

Hamadamin, H. H., & Atan, T. (2019). The impact of strategic human resource management practices on competitive advantage sustainability: The mediation of human capital development and employee commitment. Sustainability, 11(20), 1-19.

In this study, Hamadamin and Atan (2019) sought to evaluate the effects of strategic HRM practices on competitive advantage attainment. The mediating role of human capital was also investigated. The data obtained from questionnaires was analyzed using the structural equation model (SEM). The findings of the study indicate that strategic HRM practices positively relates to conservation of competitive advantage. The authors are university lecturers in the department of business administration thus are authoritative in matters of strategic HRM practices, which increases the credibility of the study.

The authors use the resource-based view (RBV) theory to examine the influence of strategic HRM policies on conservation of organizational strategic advantage. According to the authors, the RBV theory holds that sections of organizational resources aid in the attainment of competitive advantage while another section enhances long-term superior performance. In the same light, there are other rare and valuable resources that aid in the creation and sustainment of long-term competitive advantage. In that regard, the authors argue that the resources that are used for the establishment of sustainable competitive advantage come from internal development. For instance, the HR should cultivate a sense of belonging among employees to increase their productivity.

The authors explain that Jay Barney is considered the founder of the modern RBV theory by establishing its main tenets including value, rare, replicability, and suitability in 1991. The theory has been applied in the past to select rare resources that could give organizations a competitive advantage over their rivals. However, since imitable resources cannot be applied to enhance competitive advantage, the RBV has been extended to include evolving attributes (Hamadamin & Atan, 2019). The article contain crucial information on the importance of RBV including its application to increase organizational competitive advantage through unique path learning. However, human sustainable strategic advantage can be concerned in different ways other than through the tenets of RBV including strategic planning. The theory can be applied in study the relationship between organizational internal resources and long-term growth.

The Green Human Resource Management Conceptual Framework

Geetha, U., & Sammanasu, J. M. (2020). Green HRM-A conceptual framework. Journal of Xi’an University of Architecture & Technology, 7(5), 1204-1212.

The application of green human resource management (GHRM) as a conceptual framework has been demonstrated by Geetha and Sammanasu (2020). In this study, the authors show that GHRM entails sustainable-conformant practices and activities in HRM practices. The HRM practices include compensation, training, hiring, and recruiting. The authors add that GHRM involves establishment of policies that promote employees’ ability to achieve organizational and environmental sustainability goals. According to the authors, GHRM is special in that it is concerned with the development of programs that aids in the establishment of the green culture through effective management approaches, and engagement in activities that avoids pollution.

In this study, the authors sought to offer a basic understanding and aims of GHRM, and to evaluate the literature regarding GHRM and its core tenets. From the article, the scope of GHRM include retention of talented employees with sustainable green behaviors, and implementation of GHRM practices that increase organizational sense of responsibility for resources and the environment. According to the authors, GHRM also involves avoidance of contaminating the environment through irresponsible waste disposal methods, usage of green materials, and creation of a green team in the organization. The green team is responsible for educating employees on sustainable practices.

The authors explain that the concept of GHRM was developed from Wehrmeyer’s work titled Greening People in 1996 (Geetha & Sammanasu, 2020). At the time of its proposal, the concept was meant to discourage destructive organizational behaviors including irresponsible waste disposal, and unsustainable HRM behaviors in hiring and other practices. According to Geetha and Sammanasu (2020), the GHRM conceptual framework is applied to encourage nature-friendly organizational behaviors. The HR department is the main target of the conceptual framework, since it has a great influence on employee behaviors, and organizational activities. It is crucial for organizations to embrace the concept of GHRM. In light of the effects of pollution and misuse of resources on the stability of ecosystems, embracing the GHRM will increase sustainability of environmental resources. However, it is unclear whether or not the GHRM framework is limited to sustainability of environmental resources.

The Social Exchange Conceptual Framework

Naim, M. F., & Lenka, U. (2018). Development and retention of Generation Y employees: a conceptual framework. Employee relations, 40(2), 433-455.

The social exchange conceptual framework was applied by the authors in this study to examine strategies that can be applied by organizations to retain Generation Y employees. The study design involved reviewing literature on the retention of Generation Y employees. The results of the study indicate that strategic leadership, mentoring, social media, and knowledge-sharing significantly foster skill development among Generation Y employees (Naim & Lenka, 2018). The authors argue that competency development is crucial for establishing affective commitment and loyalty to organizations. The authors are management and technology lecturers thus are sufficiently authoritative regarding HRM matters, which increases the credibility of the article.

According to the authors, the social exchange conceptual framework holds that organizational programs aimed at increasing employee skills induce great effective commitment. For instance, HRM teams that apply the framework in their practice increase employees’ retention by inducing a sense of commitment to the organizations by employees. The authors explain that the tenets of the conceptual framework include integration of social media into hiring and other organizational functions. Naim and Lenka (2018) argue that according to the framework, competency development is influenced by mentoring, knowledge-sharing, strategic leadership, and social media. In turn, the intention to stay is induced among employees through affective commitment.

The authors explain that the social exchange framework was proposed by Heinze and Faour in 2013. At the time, the framework was mainly applied to encourage organizations to include social media into organizational recruitment functions for Generation Y employees. Currently, the scope of the application of the framework is wide including development of effective hiring, retention, and motivational strategies for all types of employees. The article is resourceful because it provides approaches through which the conceptual framework can be applied by organizations to increase Generation Y employees’ retention.

References

Asr, E. T., Kakaie, R., Ataei, M., & Mohammadi, M. R. T. (2019). A review of studies on sustainable development in mining life cycle. Journal of Cleaner Production, 229, 213- 231.

Brown, A., & Danaher, P. A. (2019). CHE principles: Facilitating authentic and dialogical semi- structured interviews in educational research. International Journal of Research & Method in Education, 42(1), 76-90.

Fayiah, M. (2020). Mining and Environmental Degradation: a Gift Brings Grief Scenario for Mining Communities in Sierra Leone. Journal of mining and environment, 11(2), 347- 361.

Jiskani, I. M., Cai, Q., Zhou, W., Lu, X., & Shah, S. A. A. (2021). An integrated fuzzy decision support system for analyzing challenges and pathways to promote green and climate smart mining. Expert Systems with Applications, 188. https://www.sciencedirect.com/science/article/abs/pii/S0957417421014020

Korstjens, I., & Moser, A. (2017). Series: Practical guidance to qualitative research. Part 2: Context, research questions and designs. European Journal of General Practice, 23(1), 274-279.

Mishra, N., & Das, N. (2017). Coal mining and local environment: A study in Talcher coalfield of India. Air, Soil and Water Research, 10, 1-12.

Mohajan, H. K. (2018). Qualitative research methodology in social sciences and related subjects. Journal of Economic Development, Environment and People, 7(1), 23-48.

Naim, M. F., & Lenka, U. (2018). Development and retention of Generation Y employees: a conceptual framework. Employee relations, 40(2), 433-455.

Shaheen, M., & Pradhan, S. (2019). Sampling in qualitative research. In Qualitative techniques for workplace data analysis (pp. 25-51). IGI Global.

Yin, N. (2018). The influencing outcomes of job engagement: an interpretation from the social exchange theory. International Journal of Productivity and Performance Management, 67(5), 873-889.

Zhu, L., Chen, L., Pan, Y., Hu, W., Li, P., & Feng, Y. (2019, October). Evaluation of Negative Effect on Groundwater Environment Caused by Weathered Granite Tunnel Construction with Mining Method Based on GIS. In IOP Conference Series: Earth and Environmental Science, 330(3), 1-8.