This article evaluates the effect of different human resource management (HRM) practices on organizations’ environmental performance. We develop a model to evaluate the influence of a broad range of HRM practices, including environmental performance criteria in managers’ performance evaluations and two types of internal corporate social responsibility (CSR) practices: socially responsible employee benefits and corporate volunteering practices. To this end, we analyze a sample of 142 manufacturing companies that have completed B Lab’s Impact Assessment process to certify their environmental performance. The results show that including environmental criteria in a higher proportion of managers’ performance evaluations directly impacts organizations’ environmental performance and strengthens the positive effect of other environmental management practices. The findings also demonstrate the direct effects of both types of CSR practices on an organization’s environmental performance. Our study advances recent work on Green HRM and CSR by identifying the specific HRM practices that allow organizations to move from being part of the world’s environmental problem to being part of the solution.

本文评估了不同的人力资源管理 (HRM) 实践对组织环境绩效的影响。我们开发了一个模型来评估广泛的人力资源管理实践的影响，包括经理绩效评估中的环境绩效标准和两种内部企业社会责任 (CSR) 实践：社会责任员工福利和企业志愿服务实践。为此，我们分析了 142 家已完成 B Lab 影响评估流程以证明其环境绩效的制造公司的样本。结果表明，将环境标准纳入更高比例的管理人员绩效评估直接影响组织的环境绩效，并加强其他环境管理实践的积极作用。调查结果还证明了两种类型的 CSR 实践对组织环境绩效的直接影响。我们的研究通过确定特定的 HRM 实践来推进绿色 HRM 和 CSR 的最新工作，这些实践使组织能够从成为世界环境问题的一部分转变为成为解决方案的一部分。