A Meta-Analysis on Gamifying Sustainability for Ecological and Economic Transformation: A Green HRM Perspective in the BANI World

Abstract In the era of BANI (Brittle, Anxious, Non-linear, Incomprehensible) world, organizations are feeling more than ever before that they are under pressure to ensure that the concept of sustainability is incorporated in the main strategy of the organization. The empirical literature is systematically synthesized in a meta-analysis to estimate the effects of the Green Human Resource Management (Green HRM) on the ecological and economic performance. Basing our discussion on the Ability-Motivation-Opportunity (AMO) theory and the Resource-Based View (RBV) of the firm we explore how Green HRM practices can result in providing the required employee talents and organization routines to generate sustainable competitive advantage. In addition, we examine how gamification, rooted in Self-Determination Theory (SDT), can be used as an instrument of strategic enhancement of employee involvement in green efforts. The current analysis of 48 quantitative studies (N = 21,450 employees in different industries) demonstrates that there is a significant positive association between Green HRM and the environmental performance and financial performance. Importantly, the results also reveal that gamified interventions mediate this association, with a considerable boost in the engagement of employees and their engagement of sustainability programs in general. Whether operating in the fluidities of the BANI world, this paper offers strong, evidence-based information to those in leadership positions to help them achieve substantial ecological and economic change through a strategic gamification of HRM. Keywords: Green HRM, Sustainability and Performance, Gamification and Employee Engagement JEL Classifications: M12, Q56, O15