How have environmental initiatives and “going green” permeated the human resources realm? This article, through a nationwide survey, examines the extent to which cities have incorporated environmentally friendly human resource practices. Results reveal that income, education, environmental awareness and presence of preexisting successful environmental programs have an impact on technical and strategic human resource practices in U.S. cities. This article discusses the implications for public administration.
BansalP.RothK. (2000). Why companies go green: A model of ecological responsiveness. Academy of Management Journal, 43, 717-736.
3.
BauerT.Aiman-SmithL. (1996). Green career choices: The influence of ecological stance on recruiting. Journal of Business Psychology, Journal of Business and Psychology, 10, 445-458.
4.
BeckerB. E.HuselidM. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, 16, 53-101.
5.
BowenD. E.OstroffC. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 28, 203-221.
6.
CarmanC. J. (1998). Dimensions of environmental policy support in the United States. Social Science Quarterly, 79, 717-733.
7.
CoanT. G.HolmanM. R. (2008). Voting green. Social Science Quarterly, 89, 1121-1135.
8.
DailyB. F.HuangS. (2001). Achieving sustainability through attention to human resource factors in environmental management. International Journal of Operations and Production Management, 21, 1539-1552.
9.
DaleyD. M. (2007). Citizen groups and scientific decision-making: Does public participation influence environmental outcomes?Journal of Policy Analysis and Management, 26, 349-368.
10.
DaviesT.ProbstK. (2001, September). Regulating government (Resources for the Future Discussion Paper 01-29). Washington, DC: Resources for the Future.
11.
DurantR. F. (1984). EPA, TVA and pollution control: Implications for a theory of regulatory policy implementation. Public Administration Review, 44, 305-315.
12.
DurantR. F. (2007). Toxic politics, organizational change, and the “greening” of the U.S. military: Toward a polity-centered perspective. Administration and Society, 39, 409-446.
13.
FaulknerD.CarlisleY. M.VineyH. P. (2005). Changing corporate attitudes towards environmental policy. Management of Environmental Quality: An International Journal, 16, 476-489.
14.
FenwickT. (2008). Corporate social responsibility: Issues for human resource development professionals. International Journal of Training & Development, 12(1), 24.
15.
FernandezE.JunqueraB.OrdizM. (2003). Organizational culture and human resources in the environmental issue: A review of the literature. International Journal of Human Resource Management, 14, 634-656.
16.
GreeningD. W.TurbanD. B. (2000). Corporate social performance as a competitive advantage in attracting a quality workforce. Business and Society, 39, 254-280.
HaysS. W. (2004). Trends and best practices in state and local human resource management. Review of Public Personnel Administration, 24, 256-275.
19.
HaysS. P. (2000). A history of environmental politics since 1945. Pittsburgh, PA: University of Pittsburgh Press.
20.
HuselidM. A.JacksonS. E.SchulerR. S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40, 171-188.
21.
GuarnieriR.KaoT. (2008). Leadership and CSR—A perfect match: How top companies for leaders utilize CSR as a competitive advantage. People and Strategy, 31(3), 34-42.
22.
HilpernK. (2009, May26). CSR what’s it worth?Personnel Today, pp. 14-17.
23.
JabbourC. J. C.SantosF. C. A. (2008). Relationships between human resource dimensions and environmental management in companies: Proposal of a model. Journal of Cleaner Production, 16(1), 51-58.
24.
JohnsonM.BraceP.ArceneauxK. (2005). Public opinion and dynamic representation in the American states: The case of environmental attitudes. Social Science Quarterly, 86(1), 87-108.
25.
KhannaM.AntonW. R. Q. (2002). Corporate environmental management: Regulatory and market-based incentives. Land Economics, 78, 539-558.
LedwidgeJ. (2007). Corporate social responsibility: The risks and opportunities for HR; integrating human and social values into the strategic and operational fabric. Human Resource Management International Digest, 15(6), 27.
28.
MadsenH.UlhoiJ. P. (2001). Greening of human resources: environmental awareness and training interests within the workforce. Industrial Management & Data Systems, 101 (2) 57-63.
29.
McgregorE. B. (1988). The public sector human resource puzzle: Strategic management of a strategic resource. Public Administration Review, 48, 941-950.
30.
PaehlkeR. (1991). Government regulating itself: A Canadian–American comparison. Administration & Society, 22, 424-450.
31.
PriceT. (2007). Corporate social responsibility. CQ Researcher, 17, 649-672.
32.
ShrivastavaP. (1995). The role of corporations in achieving ecological sustainability. Academy of Management Review, 20, 936-960.
33.
WilsonJ. Q.RachalP. (1977). Can government regulate itself?Public Interest, 44, 3-14.
