Problems and Countermeasures in the Implementation of Green Human Resource Management in Enterprises: A Four-in-One Framework Approach
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Abstract
This qualitative study investigates barriers to Green Human Resource Management (GHRM) implementation in enterprises and proposes an integrated framework. Employing documentary research and multiple-case analysis, the study draws on peer-reviewed articles (2020–2024) and sustainability reports from six multinational corporations: Danone, IKEA, Shell, Google, Unilever, and Neste. Thematic content analysis identifies three interconnected categories of barriers: (1) cognitive issues, including insufficient top management commitment and weak employee environmental awareness; (2) resource constraints, encompassing cost pressures and lack of professional expertise; and (3) integration dilemmas, involving disconnection from existing management systems and cultural resistance. These barriers are mutually reinforcing, creating systemic challenges. In response, this study proposes a "Cognition–Strategy–Resources–Collaboration" four-in-one framework. Successful GHRM implementation requires simultaneous advancement of four interdependent pillars: cognitive alignment ensures shared commitment; strategic integration embeds green objectives into core planning; resource investment provides necessary capital; and cross-functional collaboration enables enterprise-wide coordination. The findings shift the literature from outcome-based to implementation-oriented analysis and offer practical guidance for managers seeking to embed sustainability into HR practices.
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