Designing the productivity model of green human resources management in the Cooperative Development Bank

Abstract
Introduction
Environmental transformations climate changes and the loss of natural resources at an increasing speed have caused many concerns in different societies and governments. On the other hand, the increase in population and parallel industrial production has led to serious damage to the environment; In this way, the increasing use of raw materials has turned many concerns from environmental issues (Agarwal and Sharma, 2015) such as global warming into one of the most important issues of governments and industrialized countries. These issues indicate that efficient solutions should be adopted for the future of the world (Akadins, 2023). Therefore, it is obvious that international environmental regulations such as the Montreal Convention, the Kyoto Protocol, restrictions on the use of certain hazardous substances and electronic waste should be put on the agenda today. (Chang and Chen, 2012). This confirms that organizations must balance technology, behavioral requirements and reduce their overall impact on the environment (Paridar et al., 2023). In addition to preserving the environment and reducing damage to natural resources, the implementation of such methods will cause operational development, economic benefit and improved performance of organizations (Sink et al., 2019).
Therefore today organizations and companies are trying to find solutions that, in addition to improving the performance of the organization, also increase the productivity and creativity of employees (Moussi and Osman, 2019). Today companies are competing with each other by implementing special human resource management practices in a new way, and due to the increasing proximity to globalization, revision of management approaches has become an integral principle of companies (Kalchi and Jamilo, 2021). The importance of this issue is to the extent that today some human resource managers consider environmental awareness criteria in job descriptions and interview protocols in order to finally attract employees who will help the company achieve its environmental goals (Rosco et al, 2019).
According to the above-mentioned materials, it can be said that environmental sustainability became the formation of different approaches in organizational studies, and today it has led researchers and practitioners in the field of human resource management to new horizons (Akadins, 2023). which ultimately leads to making informed and planned decisions in line with the environment (Khatib and Nabi, 2023). Therefore, the concept of green human resources management should be considered as a new approach in the field of human resources studies. Green human resource management practices include hiring on green selection, green performance management, green training and development, green employee participation, and green salaries and rewards (Tang et al, 2017), which ultimately, in addition to paying attention to environmental protection, leads to increased company profitability and Employee productivity in the workplace (Mustafa et al, 2023). Therefore, paying more attention to the development of green human resources ensures the sustainability of the business for a longer period (Yang et al, 2019). In addition to the aforementioned factors, this becomes more important from the point where companies save energy costs and ultimately the cost of producing products is significantly reduced (Wu et al, 2012).
Methodology
The current research is a practical development in terms of its purpose, and in terms of data collection, according to the systematic approach, the nature of the research is qualitative. In this research, foundation data theory was used; Therefore, the productivity of green human resources management was investigated by focusing on "Strauss and Corbin" the productivity of green human resources management, causal conditions, background conditions, intervening conditions and finally reactive measures and consequences of the productivity of green human resources management, in the form of foundational data theory. Three types of open, central and selective coding were used to review and analyze the data. To collect data, semi-structured in-depth interviews were used with experts who work in the field of human resources, who were selected through theoretical sampling. The statistical population of the research included all the managers, heads and experts of the Cooperative Development Bank.
Analysis
Causal conditions. In this research, the micro-categories identified based on the open codes of the interviews are environmental awareness, familiarity with green standards, responsibility, creativity and innovation, green technologies, employee participation, environmental culture, training and continuous development programs, green human resources policies, processes Sustainable management, interaction with non-governmental organizations and civil society, encouraging environmental activities, strengthening the spirit of social cooperation.
Intervening conditions.The analysis of the data from the interviews indicates that five subcategories were identified based on open codes, which include employee motivation and financial strategies, budgeting and financial resources, managers' political behaviors, responding to external pressures, developing multicultural skills, and increasing acceptance. And commitment is increasing motivation and commitment, creating equal opportunities, increasing transparency and trust, improving the reduction of resource consumption, increasing access and productivity.
context conditions. This field refers to the atmosphere that governs the banking industry, and in this research, in terms of background conditions, small categories including leadership and support of top management, organizational structure and processes, internal communications, government laws and regulations, social pressures and public expectations were identified.
Strategies. In the current research, the strategies include three parts: responding to legal needs and standards, facilitating the implementation and monitoring of green policies, and managing organizational culture. Facilitating legal barriers and standards, raising awareness, better management of environmental and green data, better management of resources and cost reduction, support for strategic decision-making, training and development, promotion of organizational culture, there are 7 micro-categories that include the macro-categories of responding to legal needs and standards. Facilitating the implementation and monitoring of green policies constitute the management of organizational culture.
Consequences. 7 small categories were identified in this section, which include increasing motivation and job satisfaction, increasing awareness and commitment to the environment, financial sustainability and reducing costs, efficiency and effectiveness, strengthening the bank brand, promoting banking culture, strengthening the social responsibility of banking and society and It has a positive impact on social welfare.
conclusion
The current research has identified a set of factors affecting the productivity of green human resources, which include causal conditions, professional knowledge, personal characteristics, organizational culture supporting sustainability, green management policies and processes, commitment to social responsibility, interaction with stakeholders and local communities, in The main phenomenon, the productivity of green human resources, in intervening conditions, economic, political, social and cultural, legal and technological conditions, in the prevailing context, internal factors and external factors, in relation to the main strategy, responding to legal needs and standards, facilitating Implementation and monitoring of green policies, management of organizational culture and in relation to the consequences, improving the quality of working life, increasing productivity, strengthening the banking culture and strengthening the culture of social responsibility and main strategies, responding to legal needs and standards, facilitating the implementation and monitoring of Green policies are effective organizational culture management.
The key consequences of this model are improving the quality of working life, increasing productivity, and strengthening the banking culture and social responsibility, which can help the banking industry to take a step towards sustainability and realizing its environmental goals. The successful implementation of this model requires attention to cultural and social contexts as well as the alignment of management policies and processes with green standards.