The Model of Green Performance Management of Human Resources in the Public Company of Electrical and Electronic Industries of Iraq

Document Type : Research Paper

Authors

1 Ph.D. Candidate, Department of Management, University of Isfahan, Isfahan, Iran.

2 Associate Prof., Department of Management, University of Isfahan, Isfahan, Iran.

Abstract

Objective
This research aimed to develop a model for green performance management as a vital subsystem of green human resource management (GHRM) to facilitate its implementation within the Iraqi electrical and electronic industries. The study evaluates the existing level of green performance management in these industries and proposes actionable solutions for its completion and widespread adoption. In the qualitative phase, the goal was to design the green performance management model, while in the quantitative phase, the focus was on validating and testing the proposed model.
Methods
The research falls under the category of applied studies and adopts a sequential exploratory mixed-methods approach, comprising qualitative and quantitative phases. In the qualitative phase, thematic analysis was employed to extract the green performance management model. The quantitative phase focused on testing the proposed model. The qualitative phase involved academic experts and managers from the State Corporation of Iraqi Electrical and Electronic Industries, using the snowball sampling technique to recruit 12 participants for semi-structured interviews. For the quantitative phase, stratified random sampling was applied to select managers and experts from the same organization. A researcher-developed questionnaire with 450 items was the primary data collection tool in the quantitative phase. Data from the qualitative phase were analyzed using Atlas.ti software, while SPSS 22 and Amos 24 were employed for quantitative data analysis and model validation.
Results
The qualitative phase resulted in a comprehensive model encompassing four primary dimensions: (1) Setting Green Performance Goals, which includes green organizational goals and green social goals; (2) Monitoring and Coaching Green Performance, involving the development of green knowledge and performance; (3) Evaluating Green Performance, which includes the evaluation period, performance indicators, and strategic performance management; and (4) Reviewing Green Performance, which focuses on feedback mechanisms targeting individual green behaviors, financial outcomes, and non-financial impacts. In the quantitative phase, the dimensions were measured using the developed questionnaire, demonstrating high reliability (Cronbach’s alpha > 0.8). Convergent and divergent validity analyses confirmed the questionnaire’s criterion validity. Statistical testing verified the model's structure, showing strong internal consistency and alignment with theoretical underpinnings.
Conclusion
The findings underscore the importance of integrating all four dimensions of green performance management to establish a culture of environmental sustainability within organizations. The model provides a structured framework for organizations to pursue green goals effectively. This study marks a pioneering effort in developing a green performance management model tailored to the context of a developing country like Iraq. Quantitative analysis using confirmatory factor analysis demonstrated that all dimensions and sub-components of the model are statistically significant and well-supported. The goodness-of-fit index (GOF), calculated using Amos 24 software, further validated the robustness and applicability of the model. This research contributes a novel, context-specific green performance management framework to the field, offering actionable insights for practitioners and policymakers in developing countries aiming to integrate sustainability into their human resource practices.

Keywords

Main Subjects

References

 
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Journal of Public Administration
Volume 17, Issue 1
2025
Pages 157-186

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