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Lean, agile, resilient, and green human resource management: the impact on organizational innovation and organizational performance

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Abstract

There are four paradigms of lean, agile, resilient, and green (LARG) which can promote human resource culture to create novel ideas and increase performance in organizations. This study aims to conceptualize, develop, and validate four lean, agile, resilient, and green paradigms in human resource management (HRM) context and investigates how different LARG HRM elements can affect organizational innovation and performance. In this way, a conceptual model for investigating the LARG concept in HRM is proposed. A new tool to measure lean, agile, resilient, and green indicators in service industry has been developed. Using convenience sampling method, an online survey questionnaire is managed to collect data from 102 service sector organizations, including banking and financial services, transportation, hotel, telecom, and insurance, having more than 50 employees in Iran. The collected data are analyzed by partial least squares-structural equation modeling (PLS-SEM). The results indicate that the LARG HRM significantly and positively influences organizational performance. In addition, the LARG HRM indirectly affects organizational performance through organizational innovation. The findings also showed that employee’s ability to perform several different jobs from the lean paradigm, paying attention to employee’s ideas in decision-making from the agile paradigm, increasing the ability of staff to change rules in different situations from the resilient paradigm, and having employees with a full understanding of environmental policies from the green paradigm, is the most effective elements among the LARG paradigms factors. This study provides valuable insights into recognizing the most effective LARG elements and factors for implementing the LARG HRM in organizations and how it contributes to enhancing organizational performance and organizational innovation in order to achieve competitive advantage.

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Authors and Affiliations

  1. Department of Industrial Engineering, Fouman Faculty of Engineering, College of Engineering, University of Tehran, Tehran, Iran

    Nima Alipour & Salman Nazari-Shirkouhi

  2. Ted Rogers School of Management, Toronto Metropolitan University (Formerly Ryerson University), Toronto, ON, Canada

    Mohamad Sadegh Sangari

  3. Department of Maritime and Logistics Management, Australian Maritime College, University of Tasmania, Launceston, Australia

    Hadi Rezaei Vandchali

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  1. Nima Alipour
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  2. Salman Nazari-Shirkouhi
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  3. Mohamad Sadegh Sangari
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Contributions

All authors gave final approval and agreed to be accountable for all aspects of the work, ensuring integrity and accuracy. All authors have made a substantial, direct, and intellectual contribution to this study.

Authors’ names: Nima Alipour (NA), Salman Nazari-Shirkouhi (SN), Mohamad Sadegh Sangari (MSS), Hadi Rezaei Vandchali (HRV).

Conception and design: NA, SN, MSS.

Design and implementation of software: NA, SN, MSS.

Acquisition of data: SN, HRV.

Analysis of data: NA, MSS.

Interpretation of data: SN, MSS.

Drafting the manuscript: NA, SN, HRV.

Approval of the final version of the manuscript as submitted: NA and SN, MSS, HRV.

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Correspondence to Salman Nazari-Shirkouhi.

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Appendix

Appendix

The survey items for the LARG HRM, organizational innovation, and organizational performance

LARG HRM

Lean HRM

Q1 In our organization, if there is no demand in a department, the department’s employees can go to another department to manage the department that needs help

Q2 In our organization, if an employee is not present, another employee can take on the same responsibilities

Q3 The employees of our organization are trained in a way that they can do a variety of tasks

Q4 The employees of our organization are capable of performing different tasks

Q5 The employees of our organization have no problem accessing the systems and equipment they need

Agile HRM

Q6 In our organization, lots of attention is paid to the employees’ viewpoints in making decisions

Q7 In our organization, the independence of employees in making decisions related to their work is high

Q8 In our organization, employees have great access to the information and knowledge they need

Q9 In our organization, performing tasks in groups and teams by employees is prevalent

Q10 In our organization, special attention is paid to the personal initiatives of employees

Resilient HRM

Q11 Our organization is able to compensate for workforce shortages if needed

Q12 The employees of our organization are permitted to use trial and error methods to perform tasks

Q13 The employees of our organization are able to change methods and conditions if needed

Q14 The employees of our organization have a balance between their personal and professional lives in difficulties

Q15 In our organization, employees' ideas are welcomed in case of problems

Green HRM

Q16 Our organization provides training to improve environmental management

Q17 In our organization, the reward and compensation for services are associated with the environmental behavior of employees

Q18 The employees of our organization understand the company's environmental policies

Q19 Our organization utilizes ethical rules as a stimulus for environmental issues

Organizational innovation

Q20 In our organization, the introduction rate of new services is constantly increasing

Q21 In our organization, the introduction rate of new service methods is growing rapidly

Q22 The introduction rate of new markets and service sections of our organization is constantly increasing

Q23 In our organization, the introduction rate of new training, development, and promotion systems is constantly growing

Q24 The introduction rate of new systems for strategic planning and control in the organization is constantly increasing

Organizational performance

Q25 If existing methods and processes are not effective anymore, our organization is able to develop new types of them

Q26 The new services of our organization are increasing compared to other competitors

Q27 The revenue of our organization is increasing compared to other competitors

Q28 The investment of companies in our organization is increasing compared to other competitors

Q29 The profit of our organization is increasing compared to other competitors

Q30 The number of depositors in our organization is increasing compared to other competitors

Q31 Operations in our organization are increasing compared to other competitors

Q32 The liquidity absorption of our organization is increasing compared to other competitors

Q33 The overall asset growth of our organization is increasing compared to other competitors

Q34 The investment amount of our organization in hiring, training, and compensating for human resources damage is more than other competitors

Q35 The level of employees’ satisfaction with their situation in our organization is high

Q36 The productivity of our organization employees is higher than other competitors

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Alipour, N., Nazari-Shirkouhi, S., Sangari, M.S. et al. Lean, agile, resilient, and green human resource management: the impact on organizational innovation and organizational performance. Environ Sci Pollut Res 29, 82812–82826 (2022). https://doi.org/10.1007/s11356-022-21576-1

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