Green human resource management: a hybrid soft decision-making approach

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Abstract
Purpose: This study aims to identify and prioritize effective green human resource management (GHRM) strategies tailored to the logistics industry. Amid escalating climate challenges and regulatory pressures, the integration of sustainability principles into HRM functions remains limited in this sector. The research addresses this gap by proposing a structured decision-making model to evaluate and guide sustainable HR practices. It highlights how GHRM can serve as a strategic driver of green transformation, aligning human capital development with environmental objectives in logistics operations. The goal is to support decision-makers in building environmentally responsible and operationally efficient HR systems. Design/methodology/approach: A hybrid multi-criteria decision-making approach is adopted, integrating the Delphi technique, analytic hierarchy process (AHP) and the prevalence effect method (PEM) within the framework of fuzzy parameterized fuzzy soft matrices (fpfs-matrices). DELPHI is used to identify 17 relevant GHRM strategies through expert consensus. AHP ranks these strategies based on defined sustainability criteria. PEM refines the prioritization process by quantifying the perceived significance of alternatives under uncertainty. The combined DELPHI-AHP-PEM methodology offers a robust, structured and uncertainty-aware decision-support model for evaluating and ranking GHRM strategies in the logistics sector. Findings: The results reveal that corporate social responsibility (CSR), Green Employer Branding and Green Compensation and Rewards emerge as the top three strategies for sustainable HRM in logistics. These practices are recognized for their strong alignment with both environmental objectives and operational efficiency. The proposed DELPHI-AHP-PEM model provides a systematic prioritization of 17 GHRM strategies, offering new insights into how human capital can drive sustainability transformations in the logistics sector. The model confirms the critical role of HR policies in fostering long-term ecological and organizational resilience. Research limitations/implications: While this study proposes a novel hybrid framework for evaluating GHRM strategies, it is constrained by the composition of the expert panel and the subjective nature of judgment-based methods such as DELPHI and AHP. The findings are context-specific and may not generalize fully across industries or cultural settings. Future research should broaden the application to other sectors, examine longitudinal impacts and integrate quantitative performance metrics. Nonetheless, the methodology provides a replicable structure for evaluating GHRM strategies under uncertainty, laying the groundwork for further empirical and cross-sectoral investigations of green HR practices. Practical implications: The model provides HR managers and sustainability officers with a structured tool to prioritize green HR strategies that align with regulatory pressures and ecological goals. It supports sustainability-focused decision-making on resource allocation, training, recruitment and compensation planning. By identifying the most impactful practices, the study helps organizations embed environmental responsibility into core HR processes, facilitating green workforce development. The practical framework can also guide HR policy reforms, sustainability certifications and corporate reporting mechanisms to improve environmental performance in logistics and beyond. Social implications: Integrating GHRM into logistics operations supports environmental sustainability while also generating social sustainability outcomes. Emphasizing CSR, green employer branding and eco-conscious reward systems contributes to the development of organizational cultures grounded in environmental awareness and social responsibility. These practices enhance employee engagement, strengthen public perception and foster long-term stakeholder trust. The proposed methodology frames sustainability as a human-centered process in which responsible employment practices contribute to societal well-being and support alignment with the global Sustainable Development Goals. Furthermore, it facilitates a just transition toward green economies through workforce transformation. Originality/value: This study is among the first to systematically integrate DELPHI, AHP and PEM via the fpfs-matrices framework to evaluate GHRM in the logistics sector. It introduces a novel hybrid decision-making model that accommodates expert uncertainty and contextual specificity. The research bridges the gap between sustainability and HR strategy by quantifying the relative importance of green HR practices. Its contribution includes theoretical advances in the decision sciences and actionable insights for practitioners seeking to embed sustainability within HRM systems.

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