Scrutinising the Impact of Green HRM Practices, Green Values, Lean-Agile Mindset on Green Behaviour: A Conceptual Framework

  • Raytaa Sivalingam
  • Kavigtha Mohan Kumar
  • Cheng Ling Tan


This conceptual paper aims to explore the relationships and interactions among Green Human Resource Management practices (Green HRM practices), Green Values, and a Lean-Agile Mindset in relation to Green Behavior. The focus of this paper is on employees within the manufacturing industry. Green HRM practices have been recognized as an important approach for organizations to promote environmental sustainability and well-being. However, there is a need to better understand the true impact of Green HRM practices on Green Behavior. To address this gap, this study develops a comprehensive conceptual framework that integrates the Self-Determination (SD) Theory and Stimulus-Organism-Response (S-O-R) Theory. The critical dimensions of Green HRM practices identified through a literature review include Green Training, Green Performance Management, Green Recruitment and Selection, Green Rewards and Incentives, and Green Involvement. The findings of this study emphasize the mediating role of Green Values and a Lean-Agile Mindset in the relationship between Green HRM practices and Green Behavior. By shedding light on these relationships, this study contributes to the existing literature on Green HRM practices and underscores the potential benefits of incorporating green practices into HRM strategies.    


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How to Cite
SIVALINGAM, Raytaa; MOHAN KUMAR, Kavigtha; LING TAN, Cheng. Scrutinising the Impact of Green HRM Practices, Green Values, Lean-Agile Mindset on Green Behaviour: A Conceptual Framework. International Journal of Business and Technology Management, [S.l.], v. 6, n. 1, p. 172-196, mar. 2024. ISSN 2682-7646. Available at: <>. Date accessed: 21 apr. 2024.
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