Human capital in urban management
N. Razali; H. Vasudevan
Abstract
BACKGROUND AND OBJECTIVES: Malaysia's food and beverage industry provides a diverse range of regional and global cuisines, reflecting the country's diverse population. Profit, the development of new products, customer and employee satisfaction, and the sustainability of employee engagement have ...
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BACKGROUND AND OBJECTIVES: Malaysia's food and beverage industry provides a diverse range of regional and global cuisines, reflecting the country's diverse population. Profit, the development of new products, customer and employee satisfaction, and the sustainability of employee engagement have an impact on an organization's productivity. Positive attitudes towards green human resources management—which encompasses green hiring and selection, green training and development, and green remuneration and reward—are a sign of engaged employees. Businesses in this industry found it difficult to retain employees due to insufficient green hiring and selection procedures, inadequate training and development programs, and insufficient compensation and benefits. This research examines the relationship between green training and development, green recruitment and selection, and green compensation and reward for employee engagement and sustainability in the Malaysian food and beverage industry.METHODS: For this investigation, the quantitative method was used to analyze information using IBM SPSS software version 26. The objective was to improve the industry's efficient functioning for long-term growth. A total of 210 surveys were distributed to Klang Valley workers in this industry using convenience sampling and a non-probability sampling approach. Taro Yamane's approach was used to calculate the sample size. Convenience sampling is a non-probability sampling technique where sample units are selected based on their accessibility to the researcher.FINDINGS: As a result, all three variables - green training and development, green recruitment and selection, and green compensation and reward - have a positive and significant relationship with employee engagement sustainability. The hypotheses have been accepted with a p-value ranging from 0.000 to 0.236. In the case of hypothesis 1, there is a positive correlation (r = 0.760, p ≤ 0.01) between green training and development and employee engagement sustainability. Similarly, hypothesis 2 shows a positive correlation with a significant p-value of 0.236 between green recruitment and selection and employee engagement sustainability. Hypothesis 3 also indicates a significant correlation (r = 0.762, p ≤ 0.01) between green compensation and reward and employee engagement sustainability.CONCLUSION: The study provides empirical evidence and conceptual proof that the establishment and management of a fund designed to promote the development of human resources within a specific jurisdiction are governed by the Pembangunan Sumber Manusia Berhad Act of 2001. The interaction between this act and Green Human Resource Management may differ depending on the specific laws and policies of a country or region. Organizations can utilize funds from the Human Resource Development Corps to carry out projects related to Green Human Resource Management, such as eco-friendly training and development courses. Green Human Resource Management seeks to support environmental responsibility and sustainability initiatives.
