Background and Objective:

The escalating global environmental crises—exemplified by climate change, resource depletion, and biodiversity loss—have compelled organizations to integrate sustainability into their core strategies. Within this paradigm, Green Human Resource Management (GHRM) has emerged as a critical lever for operationalizing environmental goals. GHRM systematically embeds ecological principles into HR functions, transforming recruitment, training, performance management, and reward systems to foster pro-environmental behaviors among employees (Renwick et al., 2013). Theoretically anchored in the Ability-Motivation-Opportunity (AMO) framework, GHRM enhances employees' environmental capabilities (through training), motivational drivers (via green incentives), and organizational enablers (through participatory platforms) (Tang et al., 2018). Concurrently, institutional pressures (e.g., regulatory compliance, stakeholder expectations) and resource-based perspectives position GHRM as a source of sustainable competitive advantage (Hart, 1995).

Despite its global recognition, GHRM implementation faces significant challenges in emerging economies, particularly in Iran. The nation grapples with acute environmental stressors—including water scarcity, air pollution (ranked 6th globally in greenhouse gas emissions), and fossil-fuel dependency—amidst evolving regulatory frameworks like the National Waste Management Law and Vision 2040 (Shirvani & Filiz, 2019). Iranian organizations, however, lack contextualized models to prioritize GHRM drivers, leading to fragmented initiatives that fail to align with national sustainability targets. Prior studies identify isolated factors (e.g., green training, leadership commitment; Zare et al., 2022) but neglect their systemic interdependencies and contextual prioritization within Iran’s unique socio-ecological landscape.

Methodology:

This qualitative, applied-research study was conducted in 2023. The statistical population comprised management faculty experts in Kermanshah, Iran. Using purposeful snowball sampling until theoretical saturation was reached, 14 experts were selected. Data collection employed both library research and fieldwork (semi-structured interviews). Data analysis occurred in two phases: First, thematic analysis extracted 39 initial codes, later refined into 37 basic themes. Second, a three-round Delphi technique prioritized the final factors. Validity was confirmed through expert feedback, while reliability was established using Kendall’s coefficient of concordance (W).

Findings:

Thematic analysis identified five primary factors encompassing 19 components:

1. Awareness & Education (environmental training, green career path development, green incentives)

2. Participation & Collaboration (employee involvement, stakeholder engagement, internal communications)

3. Culture & Leadership (green organizational culture, committed leadership, corporate social responsibility)

4. Technology & Evaluation (green technologies, environmental impact assessment, risk management)

5. Policies & Procedures (formal green policies, sustainable recruitment practices, regulatory compliance)

Final Delphi results (Kendall’s W = 0.875, p < 0.001) revealed the following priority ranking:

6. Awareness & Education (mean rank: 4.65)

7. Participation & Collaboration (4.63)

8. Culture & Leadership (4.61)

9. Technology & Evaluation (4.52)

10. Policies & Procedures (4.21)

Conclusion:



This research provides a systematic, evidence-based framework for identifying and prioritizing factors influencing Green Human Resource Management (GHRM) strategy within Iranian organizations. The findings not only address existing theoretical and methodological gaps but also offer operational pathways for institutionalizing sustainability in Iranian contexts. Below, the key implications are elaborated across theoretical, practical, and policy dimensions:

1. Theoretical Implications:

• Integration of Theoretical Frameworks: By synthesizing the Ability-Motivation-Opportunity (AMO) framework, Resource-Based View (RBV), and Institutional Theory, this study develops an integrated model for analyzing GHRM in non-Western contexts. Results demonstrate that GHRM factors in Iran are not merely technical tools but operate through complex interactions with institutional structures, organizational culture, and human capital capacities.

• Contextualized Prioritization: The identification of Awareness & Education as the top priority (mean rank: 4.65) reinforces the AMO framework while revealing that in societies with low environmental awareness (e.g., Iran), cognitive empowerment of employees is the foundational prerequisite for GHRM success. This finding challenges Tang et al.’s (2018) assertion that "motivation is the core of GHRM," demonstrating that in emerging economies, foundational capabilities (training) precede higher-order incentives (rewards).

• Mediating Role of Culture & Leadership: The third-place ranking of Culture & Leadership (4.61) underscores the importance of organizational "soft infrastructure" and clarifies the nexus between Institutional Theory (external pressures) and Social Exchange Theory (mutual organizational-employee support). This empirically validates Shafaei et al.’s (2020) claims about "leadership commitment as a GHRM prerequisite" within Iran’s context.

2. Practical Implications:

• Operational Roadmap for Organizations: The prioritized hierarchy provides an evidence-based guide for resource allocation:

• Step 1 (Immediate): Design targeted training programs (water/energy conservation workshops, SDG-focused e-learning) in collaboration with governmental bodies (e.g., Department of Environment).

• Step 2 (Short-term): Establish employee participation platforms (green committees, ecological suggestion systems) and stakeholder collaborations (suppliers, local communities).

• Step 3 (Medium-term): Institutionalize green culture through leadership (integrating GHRM metrics into managerial evaluations) and non-monetary rewards ("Green Employee" certification).

• Step 4 (Long-term): Invest in monitoring technologies (smart waste management systems) and policy revisions (embedding sustainability criteria in recruitment protocols).

• Contextualized Model: Unlike Western models emphasizing "top-down policymaking," results reveal that in Iran, foundational education and employee participation constitute GHRM’s cornerstone. Organizations must prioritize "human capacity building" before implementing complex policies.

3. Policy Implications:

• Alignment with National Frameworks: Findings directly align with Iran’s strategic documents, including Vision 2040 (targeting 50% GHG reduction) and the Waste Management Law (mandating 70% waste recycling). Recommendations include:

• Governmental bodies (e.g., Ministry of Labor) should adopt GHRM training as an evaluation criterion for certified organizations (ISO 14001).

• Regulatory agencies (e.g., Environmental Protection Organization) should establish financial incentives for companies implementing employee green education programs.

• Model for Emerging Economies: This study demonstrates that in countries with severe environmental pressures but weak institutional infrastructure, GHRM must initiate through decentralized actions (training, participation) to drive systemic changes (policymaking, technology). This model offers practical insights for similar contexts (e.g., Iraq, Afghanistan, Pakistan).