Green human resource management as a strategic approach to achieving organizational sustainability: A study of a sample of Tunisian companies
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Abstract
Despite growing interest in green human resource management (GHRM), research remains concentrated in Asian contexts with limited empirical investigation in North African countries like Tunisia, where conceptual consensus and standardized assessment tools are lacking, particularly for small and medium-sized enterprises facing green transition challenges.
This study examines GHRM theoretical foundations and practical implementation in Tunisian companies to understand how practices are structured and their impact on organizational efficiency and environmental sustainability. A mixed-method approach was employed, combining a quantitative survey of 40 companies across various sizes and sectors, semi-structured interviews with 10 HR and CSR experts, and two start-up case studies. Data were analyzed using SPSS with Chi-square tests, Pearson and Spearman correlations, and descriptive statistics.
Results show GHRM is progressively transforming Tunisian corporate practices through training and environmental awareness. The industrial sector demonstrates highest integration with formal policies, while primary and tertiary sectors remain developmental. Company size significantly influences adoption, with large firms more likely formalizing green policies (χ² = 8.76, p < 0.05). A positive correlation exists between GHRM adoption and organizational performance (r = 0.57, p < 0.01). Implementation barriers include limited management commitment, insufficient resources, and weak environmental culture. Recommendations emphasize developing national GHRM strategies with financial incentives, senior management involvement, and environmental culture promotion.
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