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| Formato: | Recurso digital |
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Zenodo
2026
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| Acesso em linha: | https://doi.org/10.5281/zenodo.19106477 |
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Sumário:
- <p><span>In December 2024, a medium-sized car parts maker in Pune had an unexpected problem: three of its best young engineers, all millennials, quit in the same week. There was a very clear pattern in the exit interviews. The company's new "Go Green" program was the last straw for all three of them. "They put in solar panels and bragged about it in the annual report," said one engineer who was leaving. "But my manager openly mocks recycling as a waste of time, and our department still prints hundreds of pages of waste every day. It seemed more like a costume than a promise.</span></p> <p><span>This story illustrates a problem that manufacturing companies in India are currently facing. Organizations are quickly implementing Green HRM (Green Human Resource Management) practices greening hiring, training, performance management, and rewards as sustainability shifts from a peripheral corporate social responsibility to a strategic imperative. The business case seems strong: 98% of S&P 500 companies published sustainability reports in 2022, and there is evidence that sustainability investments are associated with improvements in operational efficiency that could save trillions of dollars worldwide. However, little is known about the human side of this shift.</span></p> <p><span>The manufacturing industry is particularly urgent. India's manufacturing sector, which aims to account for 25% of GDP by 2025, faces two obstacles: stricter environmental regulations and a severe lack of skilled workers. The expectations of millennials in the workplace are very different from those of previous generations, and they currently make up around 75% of the global workforce. Studies consistently show that 40% of millennials have rejected employers due to a mismatch in values, and 86% of millennials believe that purpose is crucial to job satisfaction. Companies that prioritized sustainability saw a 24% increase in job applications, according to a 2022 LinkedIn report. However, retention—rather than just attraction—remains a challenge. According to Deloitte, 66% of millennials plan to leave their companies within five years, costing them more than $30 billion a year.</span></p> <p><span>The research problem becomes clear: although the operational and environmental benefits of Green HRM are becoming more widely known, its impact on millennial employee loyalty, especially through the mediating mechanisms of perceived sustainability commitment and ethical leadership, is still theoretically and empirically understudied. The direct effects of Green HRM on commitment and turnover intention have been studied in the past, and more recent research has looked at the role of transformational leadership. However, there hasn't been a systematic investigation into the precise mediating pathways that ethical leadership uses to convert green policies into retention outcomes, particularly in the context of Indian manufacturing.</span></p> <p><span>Three main goals are addressed in this study. First, to investigate the direct correlation between millennial workers' intention to remain in manufacturing companies and green human resource management practices. Secondly, to look into how ethical leadership functions as a mediator in this relationship. Third, to evaluate how loyalty outcomes are impacted by employees' perceptions of the organization's true commitment to sustainability, including determining the circumstances in which green initiatives fail.</span></p> <p><span>The importance is found in both theoretical and applied fields. Theoretically, by incorporating ethical leadership as a crucial transmission mechanism linking policy to loyalty, we expand the frameworks of Social Exchange Theory and Social Identity Theory. Practically speaking, the results provide manufacturing executives with evidence-based recommendations for creating Green HRM systems that attract and retain millennial talent instead of inspiring cynicism. The study sheds light on how industry organizations and legislators can use sustainability mandates to improve rather than compromise workforce stability.</span></p> <p><span>The following is how this article goes: In Section 2, pertinent literature is reviewed and research gaps are identified. The methodological approach and conceptual framework are presented in Section 3. Results are analyzed and implications are discussed in Section 4. Section 6 wraps up, and Section 5 makes suggestions.</span></p>