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An Empirical Study on Low-Carbon: Human Resources Performance Evaluation

Author

Listed:
  • Quan Chen

    (Zhongshan Institute, University of Electronic Science and Technology of China, Zhongshan 528400, China)

  • Sang-Bing Tsai

    (Zhongshan Institute, University of Electronic Science and Technology of China, Zhongshan 528400, China
    Economics and Management College, Civil Aviation University of China, Tianjin 300300, China)

  • Yuming Zhai

    (School of Economics and Management, Shanghai Institute of Technology, Shanghai 201418, China)

  • Jie Zhou

    (College of Tourism and Service Management, Nankai University, Tianjin 300071, China)

  • Jian Yu

    (Business School, Nankai University, Tianjin 300071, China
    Research Center for Environment and Sustainable Development of the China Civil Aviation, Civil Aviation University of China, Tianjin 300300, China)

  • Li-Chung Chang

    (Zhongshan Institute, University of Electronic Science and Technology of China, Zhongshan 528400, China)

  • Guodong Li

    (Economics and Management College, Civil Aviation University of China, Tianjin 300300, China)

  • Yuxiang Zheng

    (School of Economics & Management, Shanghai Maritime University, Shanghai 201306, China)

  • Jiangtao Wang

    (Zhongshan Institute, University of Electronic Science and Technology of China, Zhongshan 528400, China)

Abstract

Low-carbon logistics meets the requirements of a low-carbon economy and is the most effective operating model for logistic development to achieve sustainability by coping with severe energy consumption and global warming. Low-carbon logistics aims to reduce carbon intensity rather than simply reduce energy consumption and carbon emissions. Human resources are an important part of the great competition in the logistics market and significantly affect the operations of enterprises. Performance evaluations of human resources are particularly important for low-carbon logistics enterprises with scarce talents. Such evaluations in these enterprises are of great significance for their strategic development. This study constructed a human resource performance evaluation system to assess non-managerial employees’ low-carbon job capacity, job performance, and job attitude in the low-carbon logistics sector. The case study results revealed that the investigated company enjoyed initial success after having promoted low-carbon concepts and values to its non-managerial employees, and the success was demonstrated by excellent performance in its employees’ job attitude and knowledge. This study adopts the AHP method to reasonably determine an indicator system of performance evaluation and its weight to avoid certain human-caused bias. This study not only fills the gap in the related literature, but can also be applied to industrial practice.

Suggested Citation

  • Quan Chen & Sang-Bing Tsai & Yuming Zhai & Jie Zhou & Jian Yu & Li-Chung Chang & Guodong Li & Yuxiang Zheng & Jiangtao Wang, 2018. "An Empirical Study on Low-Carbon: Human Resources Performance Evaluation," IJERPH, MDPI, vol. 15(1), pages 1-11, January.
    • Handle: RePEc:gam:jijerp:v:15:y:2018:i:1:p:62-:d:125316
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    References listed on IDEAS

    as
    1. Baoshan Ge & Dake Jiang & Yang Gao & Sang-Bing Tsai, 2016. "The Influence of Legitimacy on a Proactive Green Orientation and Green Performance: A Study Based on Transitional Economy Scenarios in China," Sustainability, MDPI, vol. 8(12), pages 1-20, December.
    2. Saaty, Thomas L. & Shih, Hsu-Shih, 2009. "Structures in decision making: On the subjective geometry of hierarchies and networks," European Journal of Operational Research, Elsevier, vol. 199(3), pages 867-872, December.
    3. L C Leung & K C Lam & D Cao, 2006. "Implementing the balanced scorecard using the analytic hierarchy process & the analytic network process," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(6), pages 682-691, June.
    4. Zongsheng Huang & Jiajia Nie & Sang-Bing Tsai, 2017. "Dynamic Collection Strategy and Coordination of a Remanufacturing Closed-Loop Supply Chain under Uncertainty," Sustainability, MDPI, vol. 9(5), pages 1-18, April.
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    Cited by:

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