GREEN HRM AND ORGANIZATIONAL PERFORMANCE: ME-

DIATING ROLES OF ORGANIZATIONAL SUSTAINABLE PER-

FORMANCE, GREEN CULTURE, AND GREEN EMPLOYEES
BEHAVIOR

BY

ABDUL RASHID

Registration No. AUP-13FL-Ph.D (MGT) -5728

Research Thesis Submitted to the Department of Management Sciences, Abasyn Uni-

versity, Peshawar in Partial Fulfillment of the Requirements for the Degree of Doc-
tor of Philosophy of the Abasyn University, Pakistan

FACULTY OF MANAGEMENT AND SOCIAL SCIENCES

ABASYN UNIVERSITY PESHAWAR CAMPUS
RING ROAD (CHARSADDA LINK), PESHAWAR
KHYBER PAKHTUNKHWA
2022
 AUTHOR’S DECLARATION

I Abdul Rashid hereby state that my PhD thesis title “Green HRM and Organizational
Performance: Mediating Roles of Organizational Sustainable Performance, Green Culture.
and Green Employees Behavior” is my own work and has not been submitted previously by me
for taking any degree from this university, Abasyn University, Peshawar Campus or anywhere
else in the country/world. At any time if my statement is found to be incorrect even after my
graduate the university has the right to withdraw my PhD degree.

Student/ Author Signature:

Name: Abdul Rashid

i
 PLAGIARISM UNDERTAKING

I solemnly declare that research work presented in the thesis titled “Green HRM and Organi-

zational Performance: Mediating Roles of Organizational Sustainable Performance, Green

Culture. and Green Employees Behavior”is solely my research work with no significant con-

tribution from any other person. Small contribution helps wherever taken has been duly acknowl-

edged and that complete thesis has been written by me.

I understand the zero-tolerance policy of the HEC and Abasyn University towards plagiarism. Therefore,

I as an Author of the above titled thesis declare that no portion of my thesis has been plagiarized and any

material used as reference is properly referred/cited.

I undertake that if I am found guilty of any formal plagiarism in the above titled thesis even after award

of PhD degree, the Abasyn University reserves the rights to withdraw/revoke my PhD degree and that

HEC and the Abasyn University has the right to publish my name on the HEC/University Website on

which names of students are placed who submitted plagiarized thesis.

Student/ Author Signature:

Name: Abdul Rashid

ii
DEDICATION

To my late Parents

iii
 ACKNOWLEDGMENTS

All praises to Almighty Allah, who bestowed upon me moral courage and sustained
patience to undertake and conclude this study. To ‘HIM’ I bow my head in gratitude.
I would also like to extend my special thanks from the core of my heart to my honor-
able supervisor, Prof. Dr. Waqar Alam, Head of Management Sciences Department,
Abasyn University Peshawar, who has not only guided me throughout the entire pro-
cess of research but has also been a great source of inspiration. His appreciation, sin-
cere advice, and academic guidance helped me enormously during my research and
put me on track. I must pay my gratitude from the core of my heart to my co-super-
visor, Professor Dr. Muhammad Zahid, Dean Faculty of Management Sciences, City
University of Science and Information Technology Peshawar, for his cooperation,
moral support, supervision in research and thesis writing.
I must pay my gratitude to the Director, faculty, and all cooperative staff of the Man-
agement Sciences Department, Abasyn University Peshawar, particularly grateful to
Mr. Shahid Rasheed, Senior Coordinator, Department of Management Sciences,
Abasyn University Peshawar. Words fail me to acknowledge the gratitude of my be-
loved wife (Dr. Saima Rashid) for accepting and supporting my ambition. Further-
more, I would also like to extend special thanks to my friends (Akash Khan, Najeeb
Khan, Dr. Juniad Akhtar, Dr. Shams Ur Rahman, and Dr. Rehab Iftihar), brothers
(Shazada, Sahib Zada, Khan Bahader, and Sher Bahader), kids (Samavia khan &
Zeerak khan) and fathers-in-law (Dr. Ali Haider), who were always there for my help
to complete this research work.

Abdul Rashid

iv
 ABSTRACT
In recent years, climate change is observed to be an increasing concern for everyone.
Human resource management (HRM) is a valuable asset of a corporation that has re-
cently changed much with the introduction of sustainability in the context of HRM or
more specifically green HRM. Hence, the study aimed at examining the impact of
green HRM on organizational performance with the mediating effect of organizational
sustainable performance, green culture, and green employees’ behavior. For this pur-
pose, a cross-sectional analytical study conducted to verify the proposed model that
comprised of HR professionals working in different small and medium enterprises
(SMEs) in the industrial estate of Peshawar, Khyber Pakhtunkhwa (KP) province. Us-
ing purposive sampling technique, the data was collected through a survey question-
naire from a sample of 250 HR professionals’ human resource professionals working
in SMEs of industrial estate Peshawar, KP. Partial Least Squares Structural Equation
Modelling was used to test the study hypotheses. The findings show a positive impact
of green recruitment and selection, green training and development, and green com-
pensation on the organizational sustainable performance. However, the study did not
record any impact of green performance management, and green employees’ relation
on the organization's sustainable performance. The results further revealed that there
is a positive impact of green recruitment and selection, green performance manage-
ment, and green compensation on green organization culture. However, the results did
not validate any impact of green training and development and green compensation
on green organization culture. Further, the results showed a positive impact of green
recruitment and selection and green training and development on green employees’
behavior. The study also recorded that there is a positive impact of green organization
culture and green employees’ behavior on organization performance. However, the
study did not record any impact of organizational sustainable performance on firm
performance. Finally, the study established that organizational sustainable perfor-
mance and green organization culture mediated between the relationship of green
compensation and organizational performance. It was further noted that green em-
ployee’s behavior mediated between the relationships of green recruitment and selec-
tion and green training and development and organization performance. Besides, fill-
ing the exhibited gap in the literature, the study contributes insights for policy making

v
and practice. The conceptual framework is significant in that to adopt a holistic ap-
proach and addresses some novel relationships never examined by the prior literature
or attempted somehow by any researcher.

Keywords: Organizational sustainable performance, green culture, green employees’

behavior, green HRM, SMEs, Pakistan

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 TABLE OF CONTENTS
CONTENTS
AUTHOR’S DECLARATION .................................................................................... I

PLAGIARISM UNDERTAKING ............................................................................. II

DEDICATION ...........................................................................................................III

ACKNOWLEDGMENTS ......................................................................................... IV

ABSTRACT ................................................................................................................. V

TABLE OF CONTENTS ........................................................................................ VII

LIST OF TABLES ..................................................................................................... XI

LIST OF FIGURES ................................................................................................. XII

LIST OF ABBREVIATIONS ................................................................................ XIII

CHAPTER 1 ................................................................................................................. 1

INTRODUCTION........................................................................................................ 1

1.1 OVERVIEW OF THE CHAPTER ................................................................... 1

1.2 BACKGROUND OF THE STUDY .................................................................. 1

1.3 PROBLEM STATEMENT ............................................................................... 4

1.4 RESEARCH OBJECTIVES ............................................................................. 5

1.5 RESEARCH QUESTIONS ............................................................................... 6

1.6 RATIONAL OF THE STUDY .......................................................................... 7

1.7 SIGNIFICANCE OF THE RESEARCH ......................................................... 8

1.8 ORGANIZATION OF THE THESIS ............................................................ 10

CHAPTER 2 ............................................................................................................... 11

LITERATURE REVIEW ......................................................................................... 11

2.1 INTRODUCTION ............................................................................................ 11

2.2 THE EMERGENCE OF GREEN HRM........................................................ 11

2.2.1 Changing towards Green HRM ............................................................................... 14

2.2.2 What is Green HRM? ............................................................................................... 17

vii
 2.2.3 Sustainable Organizations: The Role of Green HRM ............................................... 25
2.3 GREEN HUMAN RESOURCE PRACTICES AND ORGANIZATIONAL
SUSTAINABILITY................................................................................................ 30

2.3.1 Green Recruitment .................................................................................................. 30

2.3.2 Green Selection ....................................................................................................... 32
2.3.3 Green Performance Management .......................................................................... 34
2.3.4 Green Training and Development ........................................................................... 36
2.3.5 Green Compensation............................................................................................... 38
2.3.6 Green Employee Relations ...................................................................................... 41
2.4 ORGANIZATIONAL SUSTAINABLE PERFORMANCE AND
ORGANIZATIONAL PERFORMANCE ........................................................... 43

2.5 ORGANIZATION GREEN CULTURE AND ORGANIZATIONAL

PERFORMANCE .................................................................................................. 45

2.6 EMPLOYEES GREEN BEHAVIOR AND ORGANIZATIONAL

PERFORMANCE .................................................................................................. 47

2.7 CONCEPTUAL FRAMEWORK AND HYPOTHESES

DEVELOPMENT................................................................................................... 49

2.7.1 Resource-Based View (RBV) Theory ........................................................................ 49

2.7.2 Stakeholder theory .................................................................................................. 52
2.8 CONCEPTUAL FRAMEWORK ................................................................... 53

2.9 HYPOTHESES DEVELOPMENT ................................................................ 54

2.10 CHAPTER SUMMARY ................................................................................ 56

CHAPTER 3 ............................................................................................................... 57

RESEARCH METHODOLOGY ............................................................................. 57

3.1 INTRODUCTION ............................................................................................ 57

3.2 RESEARCH DESIGN ..................................................................................... 57

3.2.1 Research Philosophy ............................................................................................... 57

3.2.2 Research Approach ................................................................................................. 58
3.2.3 Research Strategy ................................................................................................... 58
3.2.4 Type of researcher interference with the study ...................................................... 59
3.2.5 Purpose of the Study ............................................................................................... 59
viii
 3.2.6 Study setting: contrived and non-contrived ............................................................ 60
3.2.8 Time Horizon ........................................................................................................... 60
3.2.9 Unit of analysis: individuals within organizations................................................... 60
3.3 POPULATION AND SAMPLE OF THE STUDY ....................................... 61

3.4 MEASUREMENT AND INSTRUMENTATION ......................................... 62

3.5 ANALYTICAL FRAMEWORK AND RESEARCH MODELING............ 64

CHAPTER 4 ............................................................................................................... 66

DATA ANALYSIS AND RESULTS ........................................................................ 66

4.1 OVERVIEW OF THE CHAPTER................................................................. 66

4.2 FREQUENCY ANALYSIS ............................................................................. 66

4.3 PEARSON’S CORRELATION MATRIX .................................................... 71

4.4 COMMON METHOD VARIANCE............................................................... 72

4.5 STRUCTURAL EQUATION MODELING .................................................. 72

4.6 MEASUREMENT MODEL ............................................................................ 75

4.7 STRUCTURAL MODEL ................................................................................ 79

CHAPTER 5 ............................................................................................................... 91

DISCUSSION AND CONCLUSION ....................................................................... 91

5.1 OVERVIEW OF THE CHAPTER ................................................................. 91

5.2 DISCUSSIONS OF RESULTS OF HYPOTHESES TESTING .................. 91

5.2.1 Research Question 1 ............................................................................................... 91

5.2.2 Research Question 2, 3, 4 and 5 .............................................................................. 93
5.2.3 Research Question 6 ............................................................................................... 95
5.3 SUMMARY OF THE STUDY ........................................................................ 99

5.4 CONCLUSION OF THE STUDY ................................................................ 102

5.5. CONTRIBUTIONS OF THE STUDY ........................................................ 103

5.5.1 Theoretical Significance ........................................................................................ 103

5.5.2 Practical Implications ............................................................................................ 103
5.6 LIMITATION AND FUTURE DIRECTIONS ........................................... 104

REFERENCES ..................................................................................................... 106

ix
ANNEXURE 1: COVER LETTER .................................................................... 125

ANNEXURE 2: QUESTIONNAIRE OF THE STUDY ................................... 126

x
 LIST OF TABLES

Table 1: Measurement of variables .............................................................................. 63

Table 2: Gender Distribution ....................................................................................... 66
Table 3: Detail of Respondents Age Groups ............................................................... 66
Table 4: Respondents Educational Level ..................................................................... 67
Table 5: Experience in Years ....................................................................................... 68
Table 6: Respondents Job Positions............................................................................. 68
Table 7: Industrial Sectors ........................................................................................... 68
Table 8: Descriptive Statistics of the Instrument ......................................................... 70
Table 9: Pearson’s Correlation Matrix ......................................................................... 71
Table 10: Factor Loadings for Initial Constructs ......................................................... 76
Table 11: Internal Consistency and Reliability of the Constructs ............................... 77
Table 12: Findings of Convergent Validity ................................................................. 77
Table 13: Cross Loadings ............................................................................................ 78
Table 14: Discriminant Validity .................................................................................. 79
Table 15: Structural Model Results ............................................................................. 81
Table 16: Hypotheses Testing...................................................................................... 86
Table 17: Mediation Analysis ...................................................................................... 89
Table 18: Hypotheses summary results ....................................................................... 97

xi
 LIST OF FIGURES

Figure 1: Conceptual Framework of the Study ............................................................ 53

Figure 2: Instrument Development Model ................................................................... 63
Figure 3: Structural Model of the Study ...................................................................... 83

xii
 LIST OF ABBREVIATIONS

Abbreviation Detail
AMO Ability, motivation, opportunity theory
AVE Average variance extracted
CB-SEM Covariance-based analysis
CEOs Chief executive Officers
CR Composite Reliability
CSR Corporate social responsibility
OSP Organizational Sustainable Performance
EMS Environmental management system
ER Employee Relations
GC Green Compensation
GC Green Culture
GEB Green Employees’ Behavior
GHRM Green human resource management
GOC Green Management of Organization Culture
GPM Green Performance Management
GRI Global Reporting Initiatives
GRS Green Recruitment & Selection
GT Green Training & Development
HRM Human resource management
IT Information technology
KP Peshawar Khyber Pakhtunkhwa
M Motivation factor
Mi Moderating Variable
NFI Normed fixed index
NGOs Non-governmental organizations
OP Organizational Performance
PLS-SEM Partial Least Squares-SEM
PSX Pakistan Stock Exchange
R2 Coefficients of determination
RBV Resource-Based view theory
SECP Security exchange commission of Pakistan
xiii
SEM Structural equation modeling
SHRM Society for HRM
SMEs Small and medium enterprises
SMEs Small and medium enterprises
SRMR Standardized root means square residual
TBL Triple Bottom Line
TPB Theory of planned behavior
UNEP United Nations Environment Program
VIF Variance inflation factor
World Commission on Environment and Develop-
WCED ment

xiv
 CHAPTER 1
INTRODUCTION

1.1 OVERVIEW OF THE CHAPTER

This section is presented into the sections below. The study's introduction and
context are explained in Section 1.2. The issue statement is defined in section 1.3,
and the study's research objectives and research questions are introduced in parts 1.4
and 1.5, respectively. The relevance of the study is discussed in Section 1.6 of the
chapter.

1.2 BACKGROUND OF THE STUDY

In recent years, climate change is observed to be an increasing concern for

everyone. A heightened interest has been shown for the environmental concerns by
the whole world in the twenty-first century. Specific accords have also emphasized
the widespread interest in environmentalism throughout the world in order to tackle
climate change (Muisyo & Qin, 2021; Shah, 2019; Shi et al., 2012). Certain rules and
regulations developed and promoted by non-governmental organizations (NGOs) as
well as the government to slow down and reverse the destruction of natural resources
by taking into account the harmful effects of industries in terms of pollution, toxic
chemicals, and other waste materials (Agarwal et al., 2020; Darvishmotevali &
Altinay, 2022). These regulations and endeavors aim to illuminate the negative im-
pact of the environmental concerns on living beings, on societies and communities
(Christmann & Taylor, 2002; Muisyo & Qin, 2021; Srivastava, 2007; Zhu et al.,
2008).
It has been observed that ways and techniques have to be instituted by the
organizations within the given scenario especially in the context of Pakistan so that
ecological impacts may be reduced along with the present economic issues. In addi-
tion to the maximization of shareholders’ value, firms are also now required to con-
centrate on social, environmental as well as economic factors to attain legitimacy,
social license to operate, and success and survival in the long run (Al-Hawari et al.,
2021; Daily et al., 2009; Govindarajulu & Daily, 2004; Huang, 2001). In this regard,

1
strong leadership as well as tangible initiatives are essential for the development and
implementation of corporate sustainability plans (Glavas et al., 2010). As the notion
of "Green" has been incorporated into corporate strategy, issues of sustainability are
rapidly rising on the priority list of corporate executives, but most practitioners are
still uncomfortable with the human resource side of the subject (Beer & Eisenstat,
1996; Roscoe et al., 2019).
Within an organization, several units i.e. human resource, finance, marketing,
information technology (IT), and so on work together so that positive joint effort may
be put forward by them regarding the implementation of any environmental program
and it has been found that among all of the Human Resource Management (HRM)
unit is the most essential and vital of all (Kumar, 2020; Zahid et al., 2021; Zhang et
al., 2019). There is no doubt that concerning the decision regarding issues of the
environment, the major stakeholder in the corporate world is HRM. Hence, an im-
portant role is confirmed by it regarding the provision of solutions to the environment
facing different hazards and mishaps (Roscoe et al., 2019). The fact is clear evidence
has been provided in the business world that strong feelings are possessed by a larger
portion of the workforce about the environment and strong commitment as well as
satisfaction has been felt by the employees towards those organizations that play a
significant role in enclosing green practices and activities (Al-Hawari et al., 2021;
Zhang et al., 2019).
Since the last decade, the need for proactive environmental management has
emerged and there is a worldwide consensus as described by (Beamon, 1999). The
management field is full of a variety of literature on green marketing (Pujari et al.,
2003), green accounting (Owen et al., 1997) green retailing (Tang, Walsh, Lerner,
Fitza, & Li, 2017; Taylor, Zhu, Sarkis, & Lai, 2008) and green management in gen-
eral (Alfred & Adam, 2009) built upon the green concept. Moreover, the corporate
sector has been found to participate actively in adopting environmental management
strategies and creating new perspectives for green management (Boiral, 2002; Jamal
et al., 2021a; Joong et al., 2019; Zahid et al., 2021).
Human resource management, or more precisely green HRM, is a significant
and valuable asset of a company that has lately altered dramatically with the intro-
duction of sustainability in the framework of HRM. The issue of green HRM is ex-
clusively focused on the point where HRM is deemed to be accountable for the or-
ganization's environmental management in this study. Mampra (2013) explains green
2
HRM as the policies and steps to channelize resources in a sustainable way and for
the cause of environmentalism. So, that staff morale and satisfaction may be en-
hanced even further. Others define green HRM as the use of HRM policies, pro-
cesses, practices, and philosophies to boost company resources in a sustainable man-
ner and any harm that arise from environmental concerns within the organization
may be thwarted (Roscoe et al., 2019; Zoogah et al., 2011). Others define green HRM
as the use of HRM policies, processes, practices, and philosophies to enhance corpo-
rate resources in a sustainable manner while avoiding any harm caused by environ-
mental issues inside the firm, as explained by Zoogah, Vora, Richard, and Peng
(2011).
Green initiatives implemented inside the HRM unit complement the larger
corporate social responsibility programs. Environmentally friendly HR practices
knowledge capital protection are two fundamental components of green HRM (Man-
dip, 2012). HR systems constitute the primary foundation for any business inside a
firm. Business entities must develop and implement environmentally friendly prac-
tices and policies as part of their responsibilities in order to create a green environ-
ment. It is stated that turning green would be difficult if human resources were not
aided and sustainable processes and practices were not implemented.
Green HRM, which fosters a green culture in the workplace by achieving
green objectives and activities across the HRM process, including recruitment, se-
lection, training, and development, pay, and employee relations, is the source of the
green workforce. Harmon, 2010; Dutta, 2012; Shah, 2019). HR rules linked to green
HR are implemented through HR processes. Renwick et al. (2008, Renwick et al.,
Renwick et al., Renwick et As a result, the value of human capital in attaining long-
term corporate objectives cannot be emphasised. The procedures of hiring, selection,
pay, and employee participation are all important to a company's success. As a result,
the HR department can influence organizational change. It is vital to recognize that
new areas, such as the intersection of sustainability and HRM, are developing during
this moment of rapid expansion. However, HR system alignment is critical for the
successful implementation of corporate strategies (Jackson et al., 2011). Human fac-
tors, such as staff orientation, motivation, hiring, and rewards, may assist green ef-
forts thrive, according to Cherian & Jacob (2012). Changes in HRM functions have
been discovered to be critical in identifying the right personnel for green performance
(Opatha, 2013). Green HRM practises are significant drivers for the organization's
3
long-term success by incorporating green employee behaviour and culture (Aykan,
2017). By focusing on the study's contextual components, there has been very little
work done in the context of Pakistan in terms of practical consequences, which might
help businesses achieve sustainable growth through green HRM practices (Jamal et
al., 2021a; Rashid & Alam, 2020; Shah, 2019). In addition, this research looks at the
influence of green HRM on organizational performance, which has never been done
before. Furthermore, the function of green culture, organizational sustainable perfor-
mance, and green employee behaviour as mediators between green HRM and organ-
izational performance is recommended to be examined, which has only been tested
in the literature on a limited basis.
The problem statement mentioned below and the above discussion conclude
that a gap still exists to investigate the impact of green HRM, organizational sustain-
able performance, and organizational performance. Moreover, the role of green cul-
ture and green employees’ behavior in the Pakistani context are relatively less inves-
tigated. Hence, the study will address this gap through the following problem state-
ment, research objectives, and research questions respectively.

1.3 PROBLEM STATEMENT

Though the topic of green HRM and organizational sustainable performance

is dealt with a substantial range of literature still ambiguity exists about the effective
and successful implementation of green HRM and organizational sustainable perfor-
mance of the firms for achieving the absolute green culture in the business context
(Darvishmotevali & Altinay, 2022; Patel, 2018; Rothenberg et al., 2017; Zahid
et al., 2021). In the world of research, the substantial available and relevant literature
that addressed different aspects of green HRM in how human resource policies could
be developed in corporations to go green has been reviewed. The debate about sus-
tainability is always alive to take up different global issues like environmental deg-
radation, social group marginalization, and innovation search in both the public as
well as private setups. A standard for development is required so that the social, eco-
nomic, and environmental aspects may be dealt with equally (Kumar, 2020;
Wellalage & Kumar, 2020). Moreover, a link has to be established between feasibil-
ity and activities that are performed within the business context (Roscoe et al., 2019).

4
Historically, and as a matter of fact, both private and public organizations are respon-
sible for the initiation of social and environmental changes, especially global warm-
ing the most drastic and alarming of all problems (Farooq et al., 2021; Muisyo &
Qin, 2021). Given this, individuals, governments, regulatory bodies, academia, and
media, among others, at large look towards corporations to come forward and con-
tribute towards society or at least to counter the mess they create in form of air, water,
noise, and other pollution (Amrutha & Geetha, 2020; Roscoe et al., 2019). These
expectations are also genuine and rational as per the stakeholder approach which
posits that corporations must compensate for the damage they have done to society,
the environment, and natural resources.

However, the agency approach assumes that corporations are established for
making money and not carrying social work. The approach postulates that managers
are supposed to maximize shareholders’ returns by increasing firms’ profits
(Chaudhary, 2019b). Besides, the prior literature also reports that while considering
the integration of sustainability perspectives, green culture and employees’ behavior
are assumed to be effective strategies to develop and implement structural and cul-
tural change to foster sustainability within firms (Shah, 2019).

Subsequently, this study investigates whether green HRM, as a mechanism

of sustainability, improves organizational performance or not (Hosain & Rahman,
2015; Muisyo & Qin, 2021). Also, the study intends to explore the mediating roles
of organizational sustainable performance, green culture, and green employees’
behavior in the relationship between green HRM and organizational perfor-
mance. Besides, filling the exhibited gap in the literature, the study would con-
tribute insights for policy and practice especially by exploring the new media-
tors in the relationship between green HRM and organizational performance.
The conceptual framework is significant in that it adopts a holistic approach and
addresses some novel relationships that have never been examined by the prior
literature or attempted somehow but piecemeal. To address the above problem,
the study establishes the following research objectives.

1.4 RESEARCH OBJECTIVES

Based on the problem statement and literature review the current study sets

5
out the following research objectives and research questions:
1. To assess the impact of green HRM (green recruitment & selection,
green performance management, green training & development, green compen-
sation, and green employees relation) on the organizational sustainable perfor-
mance, green organization culture, and green employees’ behavior.
2. To investigate the impact of organizational sustainable performance on
organizational performance.
3. To assess the impact of green culture on organizational performance.
4. To examine the impact of green employees’ behavior on organizational
performance.
5. To evaluate the impact of green HRM (green recruitment & selection,
green performance management, green training & development, green compen-
sation, and green employees relation) on the organizational performance.
6. To evaluate the mediating role of organizational sustainable perfor-
mance, green organization culture, and employees’ behavior in the relationship
of green HRM (green recruitment & selection, green performance management,
green training & development, green compensation, and green employees rela-
tion) and organizational performances.

1.5 RESEARCH QUESTIONS

Research Questions of the study are as follows:

1. Does green HRM (green recruitment & selection, green performance
management, green training & development, green compensation, and green
employees relation) affect the organizational sustainable performance, green
culture, and green employees’ behavior?
2. Do organizational sustainable performance has an impact on organiza-
tional performance?
3. Does green culture impact organizational performance?
4. Does green employees’ behavior have an impact on organizational per-
formance?
5. Do green HRM (green recruitment & selection, green performance man-
agement, green training & development, green compensation, and green em-
ployees relation) impact organizational performance?
6
 6. How do organizational sustainable performance, green culture, and em-
ployees’ behavior mediate in the relationship between green HRM (green re-
cruitment & selection, green performance management, green training & devel-
opment, green compensation, and green employees relation) and organizational
performances?

1.6 RATIONAL OF THE STUDY

Like other countries around the world, Asian countries are also not an excep-
tion regarding the environmental dilapidation triggered by rapid industrialization and
commercialization (Farooq et al., 2021; Marquis et al., 2015). As the environmental
distractions are largely associated with human interferences, therefore, it is required
to discover the involvement of individuals or their activities with the purpose of re-
structuring and redesigning them in a manner to be environment friendly (Davis &
Challenger, 2015; Joong et al., 2019). With the passage of time and increasing
knowledge of environmental management, firms have felt the need to introduce, im-
plement, and comply with green HRM for ensuring environmental management
(Ren et al., 2018). Environmental management-related policies and strategies of a
firm could be effective only if they are compatible and well-versed with its human
resource practices (Collins & Clark, 2003). Green HRM, among others, is an ap-
proach or mechanism that could align firms’ environmental strategies and policies
with their employees by recruiting the right individuals and providing proper training
(Gholami et al., 2016a). However, green HRM is not only limited but concentrated
in a few regions or countries around the world like Europe (Zibarras & Coan, 2015)
and Australia (Shen et al., 2018). Except for Malaysia (Gholami et al., 2016a; Yong,
Yusliza, Ramayah, Chiappetta Jabbour, et al., 2019; Yong & Mohd-Yusoff, 2016) in
the Asian context, other countries including India are yet to produce standard re-
search in the area (Mishra, 2017b).

Besides, substantial prior literature focused on a few green HRM practices

and it is yet to produce an all-inclusive, holistic, or consolidated list of green HRM
practices particularly in SMEs sector of Pakistan (Zou et al., 2021). Thus, this study

7
offers a list composed of thirty-nine green HRM practices divided into six major
parts or sections. Moreover, substantial friction of the limited research carried out
either focused on the impact of green HRM on employees' performance and organi-
zation performance (Nejati et al., 2017; Ragas et al., 2017); or scale development
(Ren et al., 2018). Given, this is the first endeavor to investigate the impact of green
HRM practices on organizational performance. Also, the literature lacks to prioritize
green HRM practices, thus, this is a significant attempt to focus on the green HRM
practices so that practitioners could know and improve their approach towards aug-
menting environmental management (Gupta, 2018).

1.7 SIGNIFICANCE OF THE RESEARCH

1.7.1 Theoretical Significance

The finding of the study will offer several theoretical significance. First, the
research adds to the limited literature on green HRM and organizational sustainabil-
ity. Likewise, most of the prior literature in the Pakistani context focused on the tra-
ditional HRM practices and ignored the areas above of research. Hence, the current
study fills the exhibited gap. Second, particularly in developing and emerging na-
tions, there is a lack of research on green HRM, organizational sustainability strate-
gies, and organizational performance. As a result, the research backs up the newly
created green HRM scales by Tang et al. (2018) in the Chinese context and Shah
(2019) in the Pakistani context. Third, the study applies multiple theoretical aspects
such as the RBV and stakeholder theories in the relationship between green HRM,
sustainable organizational performance, green organization culture, green employ-
ees’ behavior, and organization performance. Finally, the study has theoretical sig-
nificance in focusing on the methodological issues in the previous relationships. The
study applied structural equation modeling to investigate multiple mediation analyses
and recorded methodological implications.

1.7.2 Practical Significance

An integrative model is aimed to be developed that can show a link between

8
green HRM and sustainable performance in the organizations of Pakistan. A vital
contribution is sought to be provided by this study to the concept of green HRM and
its contribution to previous literature in two ways: first, identification of green prac-
tices in the human resource management particularly in the SMEs sector. Secondly,
an exploratory study focusing on the SMEs to demonstrate the linkage between green
HRM practices and different facets that are considered necessary to ensure the or-
ganizational sustainable performance of business entities in Pakistan. The authors
reported that SMEs play important roles around the world to achieve the overall so-
cial, economic, and environmental goals. Like other developing economies, the
SMEs in Pakistan play a better role and concentrate about 90% of the total number
of entrepreneurs. It is an annual contribution in the gross domestic product (GDP) is
up to 40% and exports are about 30% in total. Hence, the study has important prac-
tical insight for the SMEs and regulatory bodies to implement green practices in their
routine operations. Green HRM is found to contribute greatly towards the economic,
social, and environmental performance of sustainable corporations and future re-
search will be supported by the present study, helping practitioners and managers of
firms to understand the significance of green HRM and that how to implement green
initiatives in the HR unit successfully for sustainably.
The unit of analysis of the study consists of the population and sample of the
study from which the data is collected and the research findings are applied. The
population of the study consists of SMEs operating in the Peshawar region of Khyber
Pakhtunkhwa (KP). Considering the geographical location, the KP region has im-
portance for collecting the data for the study. Firstly, due to the China-Pakistan Eco-
nomic Corridor (CPEC), most of the industrial zones are situated in the area, which
is supposed to be highly demanded sustainable practices, including Green HRM.
Secondly, the area would be the center of interest for foreign investors, which would
positively require green and sustainable practices. Thirdly, the KP region has a com-
petitive advantage over the other provinces in terms of tourism and natural resources
such as mines, minerals, and oil and gas. Hence employing both the local and foreign
workforce, the study fills the gaps and fulfills the demands of workplace sustainabil-
ity, including Green HRM, green cultures, and behaviors, to name a few. Finally, the
province is one of the emerging provinces of Pakistan and needs sustainable trans-
formation, care, strong protection, and ethical practices from the infrastructural and
human resource perspectives. The data is collected from the individuals who were
9
connected to the human resource departments of these firms. Further detail is pro-
vided in the method section of the study.

1.8 ORGANIZATION OF THE THESIS

The thesis is broken into five segments for ease of reading.

The first chapter discusses the study's background, problem statement, re-
search questions, and research objectives, as well as the identification of the research
gap, the study's importance, scope, and motivation.
The second chapter addresses the topic's history, as well as prior literature
that reflects theoretical and empirical results, research gap identification, the concep-
tual framework, and the study's hypothesis creation.
The study's methodological portions are described in the third chapter. It goes
on to describe the research philosophy, study design, data collecting tools, variable
measurement, and data analysis methodologies.
The fourth chapter summarizes the results of the data analysis and examines
the key conclusions.
The final chapter concludes the study and provides the theoretical signifi-
cance, practical implications, and methodological contributions of the study. Lastly,
the chapter sheds light on the limitations of the study.

10
 CHAPTER 2
LITERATURE REVIEW

2.1 INTRODUCTION

The chapter summarizes the literature review of the study. Section 2.2 ex-
plains the emergence of green HRM. Section 2.3 elaborates on the different dimen-
sions of green HRM. Section 2.4 explains the link between organizational sustainable
performance and organization performance. Section 2.5 sheds light on the relation-
ship between green culture and organizational performance. Likewise, section 2.6
describes the link between employees' green behavior and organizational perfor-
mance. Section 2.7 and 2.8 explain the theoretical and conceptual framework of the
study respectively. Section 2.9 elaborates, in detail, the hypotheses development of
the study. The chapter ends with the Chapter summary in section 2.10.

2.2 THE EMERGENCE OF GREEN HRM

At present, “green HRM” is found to be a buzzword in the business context

and its importance is increasing day by day for mankind. The term green HRM is
considered a hot topic in the recent work carried out by researchers as people are
becoming conscious of the environmental management phenomenon and great atten-
tion is being by the business personnel to organizational sustainability all across the
world (Farooq et al., 2021; Shah, 2019; Tang et al., 2018). Today, not only awareness
about environmental issues is covered by green HRM but also the social as well as
economic aspects of organizations are given attention by the phenomenon of green
HRM. With the public awareness and demands regarding the sensitivity towards the
environment, the corporations play a better role to address the social, economic, and
environmental problems, the business entities are showing an increased readiness for
demonstrating their commitment towards sustainability. In this regard, willingness is
shown by several organizations to report their organizational sustainable perfor-
mance concerning social, economic, and ecological aspects as stated by Wagner
(2013) and Global Reporting Initiatives (GRI) by reporting standards that further
support this phenomenon (GRI, 2013; Yong, Yusliza, Ramayah, Chiappetta Jabbour,

11
et al., 2019).
The term green has a wide range of meanings, ranging from the basic mean-
ing of a leafy plant to a more specific connotation of an environmentalist or eco-
activist. It should be highlighted that green has four derived meanings, ranging from
human resources and people management to the point of view (Cheema & Javed,
2017; Jamal et al., 2021a). To begin, green refers to the safeguarding of the natural
environment against negative change, loss, and destruction. The second definition of
green is the preservation of the natural environment for future generations through
minimal use. The third definition of green is connected to human management, with
the primary goal of reducing pollution and damage to the environment (Amrutha &
Geetha, 2020). The last one, green also plays an important role to prevent pollution
of the atmosphere, air, and water and also the release of waste, toxic, and unfriendly
substances. Green HRM exists when business organizations follow HR strategies,
programs, methods, and procedures that produce environmental influence and sus-
tainable activities in the organization (Ragas et al., 2017).
Recently, the sustainability agenda has been supported by the concept of
“sustainable HRM” and a growing number of practitioners as well as academic liter-
ature are have shown connections between organizational sustainability and HR
practices (Jamal et al., 2021a; Rashid & Alam, 2020). Moreover, the role of HRM is
explored for the integration of different practices and strategies concerning sustaina-
bility in organizations as stated by the authors (Ehnert, 2009; Ehnert et al., 2014;
Jackson et al., 2011; Kramar, 2014; Mariappanadar, 2003). In this context, contribu-
tion towards developing sustainable systems in business organizations is the key role
that sustainable HRM plays as discussed by Ehnert et al., (2014, 2016). Although the
number of publications is increasing day by day about sustainable HRM and sustain-
ability reporting of corporations (Ehnert, 2009) yet the nature of all the work done in
this context is exploratory and conceptual. The quantitative examination of corporate
sustainability has been neglected in prior research. Moreover, HRM is not given fo-
cus when discussing sustainability.
Sustainable development has been defined by the World Commission on En-
vironment and Development (WCED, 1987) as “the development so that the needs
of the present may be met without any compromise on the ability of future genera-
tions for meeting the needs of their own”. The emergence of definitions concerning

12
sustainable development at the organizational level is greatly influenced by this def-
inition at the societal level (Gladwin et al., 1995; Hahn & Figge, 2011; Tahir et al.,
2020). In this regard, the preservation and development of social, economic, and eco-
logical facets of a system are entailed by the phenomenon of sustainability, and that
its impact on the triple bottom line is controlled by a firm (Ehnert, 2009; Ehnert et
al., 2014; Mariappanadar, 2003). Firms are said to be sustainable if their performance
is well concerning social, environmental, and economic dimensions (Ehnert et al.,
2014; Wagner, 2013). Sustainability-oriented HRM is defined by the authors as the
management of human resources so that the current needs of society, as well as firms,
may be met at large without any compromise to meet their needs that may arise in
the future (Mariappanadar, 2003; Zahid et al., 2021).
The recent development in sustainability reporting at the corporate level is
enhanced by the aforementioned definition, but a more reliable and specific defini-
tion of sustainable HRM is provided by Ehnert, (2009), as the intention of goals of
HRM are highlighted by it from the perspectives of sustainability (Ehnert, 2009;
Yong, Yusliza, Ramayah, Chiappetta Jabbour, et al., 2019). Sustainable HRM refers
to the adoption of such strategies of HRM by which the achievement of goals regard-
ing financial, social, and ecological dimensions may be enabled along with an impact
on the internal and external environment of a corporation with proper control on the
side effects and negative feedback. Two basic components of sustainable HRM are
highlighted by this definition: 1. the multiple and contradictory social, economic, and
ecological goals are recognized such as the concept of human sustainability (Zink,
2014) or ecological sustainability concept as described by (Jackson et al., 2011). The
existence of complex relationships between HRM systems and the environment in-
volves internal as well as external dimensions in which the reproduction of resources
is emphasized (Ehnert, 2009). For the operation of sustainable HRM, three basic ap-
proaches have been discussed in the literature that provides a theoretical background
to the proposed phenomenon. These approaches are paradox theory as stated by
(Ehnert, 2009), negative externalities theory and stakeholder harm theory as de-
scribed by (Mariappanadar, 2003) and stakeholder theory as provided by (Guerci &
Carollo, 2016; Guerci & Pedrini, 2014). The conceptual performance of HRM is pro-
vided by the stakeholder theory as stated by (Ehnert et al., 2014; Guerci & Pedrini,
2014).

13
 The proactive steps are involved for sustainable HRM so that beneficial rela-
tionships may be developed between internal as well as and external providers of
resources i.e. employees, education systems, and natural environment as stated by
(Ehnert, 2009; Kramar, 2014). A strong commitment is implied by it for nurturing
employees so that greater flexibility may be achieved in functions as compared to the
short-term benefits in cost that have an association with numerical flexibility as
stated by (Ehnert et al., 2016).

2.2.1 Changing towards Green HRM

Two fundamental processes give rise to organizational change. One category

is considered formal, planned, and proactive while the other category is informal and
emergent as discussed by (Weldon, 2000). In universities, e-learning is an example
of planned and formal change and the globalized, as well as learning-based environ-
ments, serve as opportunities for such a change. On the other hand, an emergent
change was experienced by Tieto-X which was one of the leading companies of Fin-
land providing contract work solutions. This emergent change was the consequence
of unplanned turnover in the top management and new competencies were acquired
that led to such an informal and unplanned change (Wikstrom, 2004; Zou et al.,
2021). Moreover, the organization may undergo continuous or episodic changes
(Weick & Quinn, 1999). Episodic change is found to be intentional and discontinu-
ous. It is sometimes referred to as radical change, in which one strategy or technology
of an organization is replaced with another. For example, in the 1980s, engineering
and vehicle quality was focused on BMW vehicles. However, later on, the quality
was not much focused upon by the automobile industry because reliability was found
in most of the models and was built in a good manner. Thus, a shift was followed by
BMW towards the concept of brand appeal and design. On the other hand, the oper-
ational procedures and systems undergo incremental upgrading in a continuous
change phenomenon as a consequence of changes that continuously take place in the
external environment of an organization.
The authors (Plowman et al., 2007) conducted a study in which organizational
change was defined as either convergent or radical and continuous or episodic, gen-
erally referred to as scope and pace. A case study was carried out on the mission

14
church and it was explained by Plowman (2007) that instability or inertia of an or-
ganization gives rise to organizational change and improvisation and learning are the
cause of the emergence of such a change. In today’s world, the adoption of green HR
initiatives by organizations is seen as planned and continuous change. Designing and
implementing medium to long-term strategies regarding sustainability are considered
as the beginning of HR practices. For example, the HR managers of Wal Mart took
a green HR initiative in which the glassware was used in the organization’s kitchen
instead of paper cups. In this way, US $12000 was saved by the company as a result
of a reduction in paper waste. In Australia, low-flow tapes were fitted in the sinks of
the kitchen of Woolworths, which is the largest supermarket and an eco-ambassador
program was also introduced by it so that employees may be provided training re-
garding the adoption of green behavior at work.
Instability in the global environment has given rise to HR policies and prac-
tices. The study found that for the successful management of an environment, HR
practices, policies, and procedures are the key factors (Benschop, 2001). A signifi-
cant role is played by HR practices at the national level so that emissions of green-
house gases may be cut down i.e. by adopting recycling programs. Green HRM can
benefit the business at an organizational level in two ways. Green HRM can be
adopted by a business; their brand may be built as a green employer resulting in
attracting a talented pool of candidates for employment. Second, green HR practices
may be adopted by the businesses for the reduction of the product as well as a labor
cost i.e. recycling is a good example in this regard. Environmental issues are increas-
ingly confronting organizations. In response, the environmental strategy is included
as a major part of the business strategies of many companies. The organizations can
be benefitted by adopting a change towards the green perspective of HR practices for
attracting and retaining employees as well as reducing the costs of their operations
as stated by (Muster & Schrader, 2011). However, the society for HRM (SHRM)
conducted a survey and it was indicated that green HRM was adopted formally by
only 22% of organizations whereas no such plan was developed by 50% of the cor-
porations regarding the adoption and implementation of green HR initiatives. Green
initiatives involve a wide range of activities such as adopting green attitudes and
applying green experience while recruiting employees or provision of proper training
to the employees based on informative sessions about green initiatives and practices.

15
 Renwick, Redman, and Maguire (2013) presented a systematic literature re-
view in which it was demonstrated that environmental management can be improved
by organizations by enhancing the involvement and ability of employees. It was con-
cluded by these authors that the green workforce can be developed by the organiza-
tions by carrying out the recruitment of employees who are aware of the green prac-
tices. Furthermore, training and education programs should be provided by the or-
ganizations for environmental management. It was illustrated by (Renwick et al.,
2013) that indicators of green performance and objectives should include incentives
and appraisal systems. Finally, employees should be encouraged by the organizations
so that they may get engaged in green activities that include green campaigns, etc. It
was highlighted in the review conducted by (Renwick et al., 2013) that an important
role is played by human capital and it has an impact on environmental management.
A model related to green HRM was also developed by the authors which emphasized
the abilities of employees and opportunities and motivation. Good practices are pro-
vided by this model for the organizations for the development of a green workforce
as mentioned above.
The role of HR has been illustrated by several empirical studies about envi-
ronmental management and changes in the climate that takes place. For example,
four organizations were examined by two studies that introduced ISO 14001 certifi-
cation and reported that an effective way was provided by HR practices and policies
that encouraged the participation of employees in ISO activities (Jabbour et al., 2013;
Jabbour & Santos, 2008). More recently, further research is called for by HRM schol-
ars for establishing and strengthening between HR practices and policies and envi-
ronmental management (Jackson et al., 2011; Renwick et al., 2013). HR strategy has
been focused gradually by recent research for encouraging the involvement of em-
ployees in green initiatives as stated by (Daily et al., 2009).
Currently, the importance of HRM is recognized by the literature on the con-
cept of environmental management due to which the participation of employees in
green practices is encouraged (Bezerra et al., 2020). The need for ethical and envi-
ronmental leaders was proposed so that the green participation of employees may be
driven by utilizing the skills of leaders (Farooq et al., 2021). Such skills comprise of
the collaboration of assigning responsibilities to the subordinates, carrying out two-
way communication, change-orientation, and generating confidence in individuals as

16
well as consideration. The contribution of senior management is considered vital be-
cause their endorsement can foster the conditions effectively. However, although the
role of HRM in managing the environment is greatly highlighted by the research, but
yet the environmental aspects are not taken as a concern by the senior managers.
Therefore, attitude is considered a significant driver for the adoption and implemen-
tation of green HR practices (Zahid et al., 2021). Within the organization, the uptak-
ing of green initiatives will be increased by understanding the basic factors by which
organizations are driven for the adoption of green initiatives. The theory of planned
behavior (TPB) plays an important role in understanding the criteria for the adoption
of green HRM practices (Geiger et al., 2018).

2.2.2 What is Green HRM?

Different definitions have been provided by different authors for the term
“Green HRM”. According to Marhatta (2013), green HRM involves using HRM pol-
icies for the promotion of resource use in a sustainable way within the corporations
and the environmental sustainability causes are generally promoted by it. Green
HRM is considered to be directly responsible for the creation of a green workforce.
Such workforce struggles for understanding and practicing green initiatives and
maintaining green objectives through the entire processes of recruitment, selection,
training & development, etc. (Jamal et al., 2021a). In the last two decades, the envi-
ronmental problem has gained too much attention and importance from the commu-
nities and also became an additional development strategy of organizations. The
green HRM also is known as “environmental” human resource management and is
recognized as an important instrument for the effective execution of the sustainable
development policy of organizations (Farooq et al., 2021; Yusliza et al., 2017).
Green HRM can be found at the global level since it carries not only arises
such as sustainable and environmental performance for organizations, but it also in-
spires employees especially at the workplace to participate in green actions and pro-
duce green thoughts and opinions (Chaudhary, 2018). Employee obligation towards
the environment imitates, at its core, inside enthusiasm of workforces. Thus, the
workers' commitment is related to their attachment to the organization and it reveals
more specifically the consents with the organizational principles and the recognition
of an organization’s objectives and aims (Roscoe et al., 2019). Therefore, when an

17
employee is linked to the environmental objectives, he has created a suitable change
in attitudes and activities to follow the green practices of the organization (Farooq et
al., 2021). Moreover, their beliefs and confidence are also positively associated with
the essential benefit of environmental commitment and, finally, they are ready for
the further struggle to achieve the green objectives of the organization. Furthermore,
the environmental obligation of workers is an essential factor for the whole business's
environmental commitment, which struggle significantly to increase the organiza-
tional sustainable performance of the organization (Pham, Tučková, & Chiappetta
Jabbour, 2019).
The 21st century is known as the century of environment and researchers have
been showing great interest in this issue in the fields of business (Shah, 2019). With
the current situation, organizations are searching and using various tactics to find out
the techniques and methods to handle and diminish the environmental and as well as
economic issues. Organizations are required to concentrate on environmental and
social issues for getting organizations objectives for creating profit and increasing
the shareholder’s wealth (Rashid & Alam, 2020; Roscoe et al., 2019). The Board of
directors and management of various organizations are highlighting sustainability
issues by integrating the green environment corporate policies to create successful
ways in the business. Green HRM is considered as the use of the most relevant poli-
cies of HRM in increasing the green spending of resources in business and as well as
encouraging the cause of a sustainable environment. The basic functions of green
HRM are maintaining and improving knowledge capital and the implementation of
HR practices and activities that are environmental-friendly. The human resource
strategies motivate and reflect the desires and emotions of workers and the HR team
by corresponding to the company’s policy, beliefs, and values, transfer of sustainable
profits to the shareholders, and statement of the essentials of the customers (Cheema
& Javed, 2017; Zou et al., 2021).
Green HRM may include considering green performance and behaviors while
appraising and rewarding employees, providing management training, development
for increasing skills and awareness about environmental changes and inspiring work-
ers' contribution to environmental management, and considering green performance
and behaviors while appraising and rewarding employees (Mousa & Othman, 2020).
Green policies and practices inside organizations play a vital role and are seen as an

18
important part of corporate social responsibility (CSR). As a result, green HRM rep-
resents the human resource management side of environmental management and is
described as the use of human resource management strategies to accomplish corpo-
rate green goals (Bezerra et al., 2020; Roscoe et al., 2019). Therefore, HRM's previ-
ous studies recommend that human resource performances affect organizations
‘workers' behaviors and attitudes through Social, psychological, and motivational
processes are all involved. However, because green HRM research is still in its early
stages, the fundamental processes through which green HRM perceptions impact
current and future employee strategies and behaviours toward the firm remain un-
known. The scant study on green HRM that has been done has largely focused on
existing employee efficiency and results (Chaudhary, 2018; Farooq et al., 2021).
The policies, systems, and practices are referred by it to green the employees
of an organization so that the individuals, environment, society, and the businesses
may be benefited as discussed by (Arulrajah et al., 2016).
Previous studies identified that organizations draw essential inputs from the
natural environment, and hence, they rely on it to maintain the sustainability of their
business operations (Bhutto & Phil, 2016; H. Gupta, 2018; Roscoe et al., 2019). Sim-
ilarly, global environmental concerns and demands have heightened commercial or-
ganizations’ environmental management efforts. As a result, these businesses are un-
der a lot of pressure to go green by implementing environmentally friendly policies
and practices. Human resource management (HRM) has lately gained a lot of atten-
tion in the environmental management literature in this regard (Farooq et al., 2021).
Green HRM combines human resource management with environmental, social, and
economic responsibility (Chaudhary, 2019).
Green HRM has recognized itself as a new line of research to manage the
environmental activities of organizations with the help of aligning with various HRM
practices (Shah, 2019). The green HRM practices consist of traditional “HR prac-
tices” and “strategic HRM” dimensions (Yong, M, et al., 2019). HR practices play a
tremendous role in the executions and protection of environmental management sys-
tems and as well as in the development of products and modernizations of organiza-
tions. Strategic HRM, is a subsystem of HRM, and its interrelationships with other
components such as the external and internal environment of organizations. The mul-
tiple companies who enact HRM systems, and the multiple stakeholders who assess
the organization’s efficiency and govern its long-term survival” focus more on the
19
use of HRM practices for diminishing sustainability problems and enhancing organ-
izational performance and efficiency (Gholami et al., 2016b).
Green HRM is a concept that arose in business organizations to incorporate
environmental sustainability into business models, and it has lately emerged as one
of the most significant instruments that businesses have been using to execute green
strategies. Green HRM plays a key role in the achievement of sustainable develop-
ment. Therefore, green HRM has been conceptualized to perform a key role in the
accomplishment of organizational sustainable performance by representing organi-
zational culture, value, planning, strategy arrangement, policy development, and im-
plementations (Yusliza et al., 2017; Zahid et al., 2021). Because most businesses rely
on the natural environment for critical inputs and outputs, their long-term viability is
largely determined by how they handle the environment, as well as their social and
economic contributions. Global environmental worries and pressures are also accu-
mulating and making corporate societies more aware of their environmental manage-
ment struggles. As a result, businesses are under constant pressure to go green by
developing and implementing environmentally friendly policies, processes, and prac-
tises. In this regard, HRM has lately garnered a lot of attention and discussion in the
environmental management literature as a regulating role (Mousa & Othman, 2020;
Yusliza et al., 2017). The correlation and emergence of HRM with environmental
management are represented as green HRM.
Green HRM, which developed as one of the most significant instruments that
organizations have been employing recently for the execution of green strategies and
achieving green management objectives, was formed as commercial organizations
scarcely required to incorporate green sustainability into trade models. So in simple
words, green HRM is defined as “events that are a concern to the understanding link
between organizational practices and its influence on the natural environment and as
well as the design, progress, executions, and impact of HRM systems" (Chaudhary,
2019).
According to Zaabi, Dhaheri, and Diabat (2013) within an industry, an im-
portant role is played by green HRM to promote issues related to the environment
through the adoption of green practices as well as training employees and implement-
ing environment protection laws. Awareness among employees and other members
of society is brought by it so that they can make efficient and economical use of
resources and eco-friendly products may be encouraged by them (Rauter et al., 2017).
20
 It is stated by Mandip ( 2012) that green HR involves the use of interface of
every employee for the promotion of sustainable practices, increasing awareness and
commitments of employees towards sustainability issues, and the adoption of envi-
ronment-friendly HR practices is also included in it so that lower costs and greater
efficiencies may be achieved and employees may be retained, thus helping corpora-
tions in the reduction of carbon footprints. Examples of green HRM include elec-
tronic filing, job sharing, car sharing, recycling, teleconferencing, online training,
virtual interviews, etc. (Das & Singh, 2016). All these activities contribute to the
reduction of employees’ carbon footprints (Gupta, 2018). Two essential elements are
involved in environmentally friendly HR practices and knowledge of capital preser-
vation. Reduction in carbon footprint is involved in green HR which is carried out
by less paper printing, teleconferencing, and interviews, etc. it has been found out
that organizations lay off quickly when the times are hard before them without real-
izing what can be implications in the future if the knowledge capital is lost by them.
Companies are helped by green HR practices in finding alternative pathways for cut-
ting off the costs without any compromise on the top talent and part-time work as
discussed by Jain (2009).
Most of the companies are now changing their business practices and struggle
to participate in a more environmentally motivated program. HR must change its
obligation and increase its range by including environmental management to recog-
nize how it performs its core HR functions (Jamal et al., 2021a). It also suggested
that human resource has the potential to measure and increase sustainability-related
behavior, attitudes, awareness, and inspiration of organization employees. Therefore,
organizations can use HRM strategies for conveying and proper execution of envi-
ronmentally sustainable policies (Rashid & Alam, 2020). Furthermore, for green
HRM to be an effective force in promoting green behaviour among employees in the
workplace, the organization's hiring process strategies should be designed to attract
employees who share the same environmental ethics and beliefs as the organization's
efficiency, reward and incentives practises that take individual environmental per-
formance into account, and sound development and training programmes that im-
prove awareness, attitudes, and behaviours (Dumont & Jie Shen, 2017).
Organizations’ devotion towards securing the environment from various
harmful activities is a sign of their environmental performance (Roscoe et al., 2019).
Some criteria play an important role in the improvement of organization performance
21
like the organization's capability to control and minimize pollution, minor waste ex-
pulsion in the environment, execution of reprocessing practices at the organization.
Thus, human resource management's direct participation is required in all these ac-
tivities. The success of these friendly environmental activities and strategies is en-
sured only when they are closely related aligned with the organization's HRM de-
partment (Jamal et al., 2021a). Similarly, for environmental protection execution of
organization green strategies is an implementing green practice is an arduous job
which is mostly dependent on the right workers and management availability of the
organization. Hence, the organization is required to establish a perfect green human
resource management department that can attract people towards environment pro-
tection and as well as train and improve its current staff through proper tanning and
special benefits program (Gupta, 2018).
Green HRM means to increase workers' obligation and responsibilities on
the problems of environmental sustainability and reinforce environment sustainable
activities using HRM practices. Thus green HRM is the application of human re-
sources, creativity accepts to environmental management, considering fears and val-
ues of Environmental Management for producing better environmental performance
better and efficiencies essential for diminishing workers' carbon footprints (Tan &
Tučková, 2019). From the definitions discussed so far, the conclusion that may be
reached is that all the members of a firm need to participate in green HRM for the
establishment of a green organization. Among the employees, any ordinary practice
can serve as the beginning of green HRM in the working area of a firm. Moreover,
the researchers stated that the translation of green HRM should be carried out into
HR processes like recruitment and selection, training and development, pay & re-
ward, etc. (Mandip, 2012; Rashid & Alam, 2020; Roscoe et al., 2019).
The need for environmental management has been felt for the last two dec-
ades all over the globe. The concept of green practices emerged as different pollu-
tants displayed damaging impacts among which the major one was the waste from
industries that resulted in deterioration and depletion of natural resources at a very
fast rate. A declaration was made in the first United Nations conference that was held
in 1972 about the human environment in Stockholm. It was declared that for man-
kind, the foremost goal and objective was the defense and improvement of the natural
environment to secure the survival of the present as well as future generations as
stated by Shaikh (2010). The literature on green HRM is typically a Western one and
22
the economic development of Asian countries for environmental management has
got significance which is a substantial gap that has to be reduced for future research
studies as stated by (Farooq et al., 2021; Renwick et al., 2013; Yusliza et al., 2017).
Various managerial practices are now analyzed by management scholars around the
globe so that green HRM goals may be facilitated and achieved. The environmental
competitiveness of the firms is also significantly impacted by these managerial poli-
cies (Jamal et al., 2021a).
In the HR field, it is suggested by the literature regarding the topic of sustain-
ability that keen interest is being shown by the executives for the modulation of their
organization to gain championship in environmental management (Jarlstrom et al.,
2016). The impact of various practices of environmental management is highlighted
by a wide range of empirical research on organizational performance by making use
of different parameters as discussed by Iraldo et al., (2009); and Yang et al., (2010).
The adoption and implementation of environmental practices have been given im-
portance by the literature for the proper functioning of a firm by utilizing the support
of different initiatives practiced by HRM as described by Cherian & Jacob, (2012).
When environmental strategies and objectives are integrated with the goals regarding
the strategic development of a company’s results in such a management system that
is effective as well as environment-friendly (Dwyer et al., 2009). It was proposed by
Huang, (2001) that a balance between industrial growth and environmental preser-
vation is needed by the organization because profits of a company may increase more
than before through the endorsement of green practices. A significant role is played
by the HR department of a firm by creating a sustainability culture within the organ-
ization (Bohdanowicz et al., 2011). These scholars have identified that the strength
of policies of green HR is directly related to the intensity of the environmental man-
agement system (EMS) adoption by different firms.
In recent years, the research and studies on the phenomenon of green HRM
have been augmented by various scholars (Berrone & Gomez-Mejia, 2009; Daily et
al., 2009; Jabbour et al., 2010; D. Renwick et al., 2008). Green HRM comprises of
green decisions of HR managers that consist of unique patterns (Jackson et al.,
2011). Dwyer et al. (2009) stated that an effective, as well as efficient EMS, can be
achieved through the integration of environmental strategies with the goals of an or-
ganization based on strategic development. HRM practices are supported by several
researchers since these practices promote human capital by providing competitive
23
advantages to the firms (Boselie et al., 2001).
Researches have proposed that employees can be aligned with the environ-
mental strategy of a company by making use of powerful tools based on different
policies in the areas of recruitment and selection: training and development: reward
and pay systems: and performance appraisal management etc. (Renwick et al., 2008).
It is argued by several workers that the promotion of management as well as technical
skills are needed among the workers of a corporation for the implementation of an
effective corporate system based on green management as discussed by
Unnikrishnan and Hegde (2007) whereas developing innovative tools and environ-
mental management initiatives are focused upon by organization as proposed by oth-
ers to attain competitive advantage and sustainability (Hart, 1997; Lin, Jones, Lin, &
Jones, 2008). Therefore, the presence and adoption of HRM practices become nec-
essary for the expansion of such a framework that is presenting strict strategies for
recruitment (Grolleau et al., 2012), appraisal and reward systems including aware-
ness about the environment (Jabbour et al., 2013) as well as programs relevant to
training and empowerment (Unnikrishnan & Hegde, 2007) that will enable the facil-
itation of evolution of new skills and competencies in the employees of organizations
based on “Pro Green” concept. The aforementioned statements evidence the fact that
whatever method is applied by the researchers, the same ideology is supported by all
of them that is based on the alignment of principles of HRM in compliance with
green management goals and objectives within the firms. The concept of green HRM
is primarily concentrated in this study. The environmental behavior of employees is
focused on green HRM which can further help the employees to follow the same
pattern of behavior in their personal life. An increase in awareness among individuals
of an organization about the intricacies of managing environment is the sole objective
of green HRM i.e. what actions have to be performed by the employees; how it
works; and how the environment is helped by this concept. The employees really get
motivated by this exercise and a sense awareness gets developed in them for becom-
ing a part of “green initiative programs”.
Companies that make and implement strong green policies in the workplace,
generally, get benefit from increased sales due to positive image and branding recog-
nition as well as boost efficiency and outcomes of the workforce (Zahid et al., 2021).
As employees work as agents who play an essential role in the execution of green

24
policies of the organizations, therefore, organizations are required to improve em-
ployees’ behavior which has a great effect on the organizational green goals (Shen et
al., 2018). Gradually, organizations' interest is increasing in implementing green hu-
man resource management practices, i.e., “HRM aspects of green management to
promote green behavior in the workplace. Green HRM, as HRM actions and func-
tions reduce negative impacts and increase positive environmental outcomes. How-
ever, despite the increasing body of educational literature, associations between
green HRM and green employee workplace behavior are separating” (Dumont & Jie
Shen, 2017).

2.2.3 Sustainable Organizations: The Role of Green HRM

Wilkinson (2001) stated that debates regarding sustainability involve two

central subjects in the content of the business organization (Das & Singh, 2016; Masri
& Jaaron, 2017). The first subject deals with those changes that are necessary to be
made by the companies so that they may be called sustainable development agents
and the kind of development through which the social, economic, and environmental
needs of present and future generations can be met without any hindrance. It can be
noticed that this definition includes such a range of variables by which its implica-
tions are obscured for organizational dynamics (Yong, Yusliza, Ramayah,
Chiappetta Jabbour, et al., 2019). The core of the debate is the second theme regard-
ing sustainability that is based upon HRM i.e. ethical and strategic and is considered
responsible for the stimulation of employee’s development. Moreover, the sustaina-
ble goals and objectives of a company should also be met it.
Conveniently, these two issues should be dealt with in integration because a
holistic vision and long-term aspects are required by both of these themes and the
earning of immediate profits by bringing a change in the standard of attempts
(Chaudhary, 2019b). Moreover, changes in the structure of corporations, competitive
priorities, and a set of values that companies choose are affected by the concept of
HRM and organizational sustainability. Concerning the definition of sustainability,
it was proposed by S. Hart & Milstein (2003) that the social, economic, and environ-
mental benefits are produced by a sustainable organization that strives for sustainable
development. Asymmetry is found between the definition and concept of a sustaina-
ble and socially responsible company, as it has been accepted that organizational

25
obligations comprise corporate social responsibility concerning different dimensions
of performance (De Bakker et al., 2005).
It is stated that the complex efforts done by the corporations are also involved
in corporate social responsibility that is aimed to achieve social and environmental
excellence along with improvements in economic performance to satisfactory levels.
Elkington (1994) dealt with this idea appropriately concentrating on the phenomenon
of Triple Bottom Line (TBL) that emphasizes the significance of various aspects of
performance i.e. social, economic, and environmental that enhance a firm value
(Chams & García-Blandón, 2019). Sustainability is a managerial practice as consid-
ered by this article and the non-temporal validity of the organization is targeted by it
by performing actions in such a way that the criteria about social, economic, and
environmental performance are favored. Transparency and ethics have to be ob-
served in these actions.
It is postulated by Hart & Milstein (2003) that if one’s focus is used to deal
with sustainability imperatives, the organizational leaders tend to understand this as
necessary. Nevertheless, an analysis of sustainability has to be carried out as a plural
subject, adding value to the organizations but demanding investment at the same
time, within the scope of stimulating shareholders' value. A multi-facet model com-
prises of value for shareholders, considering long as well as short term activities,
ensuring the participation of all interested people and that economic performance of
a firm is satisfactory (Chams & García-Blandón, 2019). At the same time, compe-
tencies required for innovation have to be developed so that the future expansion of
organizations may be assured respectively.

Undoubtedly, the influence on the environment of a business organization is

a growing hesitation, which increases demands for organizational sustainable perfor-
mance which fulfill environmental, economic, and social needs. Now it is the respon-
sibility of all organizations, particularly those which face community, governing and
competitive stresses to put more struggle in balancing their economic, social, and
environmental performance (El-kassar & Kumar, 2018). So for, organizations in
some cases, achieving this balance, is perceived as a difficult and controversial chal-
lenge. Such an increased environmental and social performance face difficulty in
execution effective and environmental management system, although, having a pos-

26
itive effect on the economic performance of organizations needs to change their cul-
tural attitudes by executing green behavior into their business practices as an ethical
obligation (Zaid & Jaarosn, 2018).
Due to environmental change and a high level of demand from governing
authorities and communities to increase environmental and social responsibility, or-
ganizational sustainability has become a critical issue for many firms (Bhutto & Phil,
2016). As a result, the organizational board of directors places a greater emphasis on
sustainability and maintains a distinct role in many companies' strategic goals. The
triple bottom line principle (economic, environmental, and social) has been estab-
lished to define the three pillars of organization sustainability. Economic sustainabil-
ity plays a very important role in the financial achievement of an organization and
enables it to produce goods and services continually and also earn a profit, essential
to survive in the market (Colwell & Joshi, 2013; Rashid & Alam, 2020). The influ-
ence of business effect on the environment also studies environmental sustainability.
The management of natural resources is critical for the business's production sustain-
ability, which focuses on equity in sharing and opportunity and is linked to health
and education issues, income disparity, and poverty. Sustainability implies that a
company's performance is judged not just by its financial gains and return on invest-
ment, but also by its environmental and social elements. Thus, organizational sus-
tainability means a standard of progress that equally supports the economic, environ-
mental, and social dimensions (Rashid & Alam, 2020). Corporate sustainability can
be used for solutions to environmental and societal challenges.
As corporate sustainability also improves the business agenda, HRM has been
playing a vital role in the organizations moving toward sustainability by supporting
the competencies, strategies, policies as a key player in developing the competencies,
collaborative strategies, and organizational capabilities. For including sustainability
into the range of organization HRM has the capability, for finding environmental
reliability, prosperity, and social equity (Yong & Sehnem, 2019).
Similarly, to attract the workforce towards the achievement of organization
objectives of organizational sustainability, HRM practices, such as hiring talented
people, performance evaluation, and reward systems, play a very important role
(Yong, Yusliza, Ramayah, Chiappetta Jabbour, et al., 2019). Organizational sustain-
able performance of organization products and increase the long‐ term economic,
physical, and social well‐ being of employees of the organization. So workforces
27
 refer to the people who implement eco‐ policies and create green organization cul-
ture. Effective greening is challenging if workers are not properly trained. The idea
of sustainable development is used as a synonym for “long-term”, “durable”,
“sound”, and “efficient”. According to the International Union for the Conservation
of Natural and Natural Resources, the formal introduction of sustainable develop-
ment is the achieving of the overall objective of organizational sustainability through
the protection of living resources. Furthermore, the concept of sustainable develop-
ment is the result of developing awareness of universal links with growing environ-
mental issues, poverty, and discrimination relating to the socioeconomic problems
and desire for a healthy future for civilization (Mammadova, 2019). The clarification
of the role of cleaner production, according to the United Nations Environment Pro-
gram (UNEP), is the constant execution of environmental strategies and policies for
increased efficiency and output of organizations and as well minimization of the
threats of haram activities to humans and the environment1 (Gholami et al., 2016b;
World Economic Forum, 2022).
Green HRM practices confirm that it contributes to the achievement of or-
ganizational environmental, social, and economic goals and purposes (Suganthi,
2019). Therefore, green HRM should be positively associated with the entire plan-
ning of the organization for receiving the financial benefits and environmental pro-
tection, while harmonizing the supply of and demand for workers in the market. This
planning process must be focused on the long-term progress of the organization and
be flexible enough to implement into the organization according to internal and ex-
ternal changes in the environment (Afsar et al., 2019). Thus HR strategy, in the
achievement of environmental goals of the organization, plays a very important role.
Thus, the process of the motivation of the workforce for the participation within, and
out of an organization is a key to getting the objective of green environmental prac-
tices of organizations (Siyambalapitiya & Janaka, 2018).
Although this fact has become clear that organizational sustainable perfor-
mance have received great significance, however, strategies regarding sustainability
are designed and created by these organizations are, usually, not that clear. Since the

1
https://www.weforum.org/agenda/2020/02/human-resources-disrupt-talent-recruitment-reten-
tion/ (Accessed on 04/09/2022)

28
involvement of diversified organizational functions is required for the successful for-
mulation of strategies based on sustainability, therefore, the crucial role performed
by HRM should be highlighted in this process (Rashid & Alam, 2020; Yong, Yusliza,
Ramayah, & Fawehinmi, 2019). Organizational sustainable performance have been
analyzed by various researchers that involve the support of HRM.
Vickers (2005) states that this functional area is going to influence the phe-
nomenon of sustainability while presenting HRM's future. It has been observed that
particular strategies have to be developed by HRM and the great potential is pre-
sented by it to incorporate the subjects of sustainability. Eisenstat, (1996) reinforced
the perspective by stating that a central role is played by HRM in organizations and
that the various issues regarding organizational sustainability can be stimulated by it
within the scope of various internal as well as external relationships maintained by
an organization. Boudreau & Ramstad (2005) consider the agenda of HRM and de-
clared the importance of sustainability and it is integration with HRM as of very high
significance. For HRM, two major challenges exist, according to the authors: a) one
is aimed at retention and development of talents required so that the company may
successfully survive in an age of globalization and can see innovation: b) second is
the construction of HRM so that economic, social, and environmental objectives of
organizational sustainability may be met by the development of actions that are based
on a systematic approach that is a long term as well (Buller & McEvoy, 2016).
For the integration of HRM and organizational sustainability, the formulation
of strategies about HR is necessary so that the strategies regarding social, economic,
and environmental aspects of organizations may be stimulated. Wright & Snell
(1991) states that the formulation of HR strategies by a company has to be analyzed
as a dynamic process so that strategic objectives may be attained effectively. Thus, a
specific set of practices and activities is shown by HRM so that contribution may be
made towards the effectiveness of an organization (Schuler & Jackson, 2005). The
effectiveness of an organization is reflected in the incorporation of social, economic,
and environmental dimensions of organizational sustainability reflected in HRM.
The competencies, based on diversification and innovation, have to be provided by
HRM to the companies through the stimulation of sustainable behavior in the indi-
viduals. As a result, the multi-dimensional performance of the organization will be
favored by these competitors.

29
2.3 GREEN HUMAN RESOURCE PRACTICES AND ORGANIZATIONAL
SUSTAINABILITY

Various Human resource programs, techniques, and processes comprise

HRM practices that the organizations and business units seek to implement (Huselid,
1995). Similarly, various green processes, techniques, and programs comprise green
HRM practices that the corporations seek to adopt and implement for the reduction
of negative impacts of environment and enhancement of positive impact on the en-
vironment. The improvement of organizational sustainability is the ultimate aim of
green practices. Various traditional functions of HRM involve a variety of green
practices. Certain existing, as well as new green HRM practices, are summarized as
follows:

2.3.1 Green Recruitment

In the "war of talent," one of HR's biggest challenges is attracting highly com-
petent employees (Renwick et al., 2013). According to Holtom et al. (2008), who
performed a research on employee retention and turnover, recruitment and retention
are the most important parts of HR and sustainability. For attracting new talent, an
effective way is to gain a reputation as a green employee as recognized by firms. A
green image and environmental activities are used by German firms i.e. Siemens,
BASF, Bayer, etc. so that high-quality staff may be attracted. The environmental
responsibilities are made part of the job profiles of individuals by the Rover group
car maker (Wehrmeyer, 2017). The recruitment agenda comprises the green job de-
scription for employees. Green recruitment is defined as the process that involves
hiring the individuals with skills, knowledge and approaches in accordance with en-
vironmental management systems in the organizations. Effective environmental
management is supported by the recruitment practices by ensuring the familiarity of
new entrants with the environmental culture of the organization and their capacity to
maintain the environmental values.
Green recruitment practice means attracting and appointing workers that have
some know-how and background about green environmental management that can
help in the implementation of green strategies and policies, leading and contributing
to the achievement of environmental goals of the organizations (Siyambalapitiya &
Janaka, 2018). It involves designing the recruitment methods of organizations in such

30
a way that ensures that the new workforce has environmental values, knowledge,
beliefs, and similar strategies and planning as developed by the organizations for
achieving green environmental goals (Haddock-millar & Sanyal, 2015). It is possi-
ble only if an organizations' workforce understands and is aware of its internal envi-
ronmental culture. Consequently, they will be able to help and play a major role in
the achievement of sustainability objectives. For this determination, the job require-
ment criteria and recruitment advertisement should reflect the organization’s green
obligation allowing the fresh workers to evaluate their skills and abilities with the
organization's green culture. Ensuring a person-organization fitness is likely to make
employees show behaviors that are similar to the organization's rules as well as long-
term strategies. Therefore, the green recruitment process aims to hire such workers
that share green values, thoughts, and beliefs of the organization with the team mem-
bers for the purpose to improve green behaviors to achieve organizational goals.
hence the recruitment and selection process consists of appointing green workers and
usage of green criteria for selecting more skillful candidates in the organizations
(Yong & Sehnem, 2019).
Traditionally, the main purpose of recruitment and selection activities of an
organization is the appointment and selection of a candidate who can accomplish the
desired job requirements and responsibilities and desire the same performance
among team members. However, to maintain a green workplace the organization is
required to appoint and hire a worker who is interested in the positive factors for
environmental protection. Environmental management plays an important role in the
achievement of standard goals of organizations. For attaining these objectives they
follow a systematic recruitment process that focuses on employees' green talents,
skills, and knowledge (Chams & García-Blandón, 2019; Gupta, 2018). The main
characteristics of green recruitment are the acquisition of a candidate with environ-
mental familiarity and awareness. Green branding of an organization plays a key part
to attract green employees, therefore, fulfilling vacant positions in an organization,
the management is required to hire an internal candidate with green skills and abili-
ties. During the designing job, requirements, and positions management should focus
on the environmental aspects of the organizations for the awareness and conscious-
ness about organizations environmental objectives using online tools, like video con-
ferencing for recruitment of candidates (Gupta, 2018).
In green recruitment, the importance of the environment is given focus which
31
 is considered a major element in the corporation. Moreover, enthusiasm is observed
in the recruits and a passion is noticed in them to work with the company that follows
environment-friendly green practices. The firms are helped with the induction of
such professionals who have awareness about organizational sustainable perfor-
mance like recycling and conservation by carrying out the recruitment of candidates
with a green mind. A study was conducted regarding the impact of environmental
standards on the employee's recruitment by (Grolleau et al., 2012) and it was ob-
served that the company profile was added value by the commitment towards envi-
ronmental dimensions. In the primary survey, it was found that more concern was
shown by the professionals regarding the organization’s environmental strategy.
From the above statements, it can be concluded that an opportunity is pro-
vided to the employer by the concept of green recruitment to attract and retain the
candidates after their induction. Keeping in view the recent trend about “going
green”, an alignment is observed between the process of recruitment and issues based
on an environment-friendly perspective (Pham, Tučková, & Jabbour, 2019). The
questions about the enthusiasm of green employers should be addressed by future
research regarding the achievement of environmental goals and the perception of job
seekers about them on the sustainability parameters. For example, are green job de-
scriptions included by the employers; are paperless interviews taken; do they choose
eco-friendly locations, and other such practices preferred by the employees and in-
cluded in the recruitment portfolio? Is awareness brought among recruits about en-
vironmental policies? Recruits will be helped by these questions addressed in the
research to adopt green practices and policies as well as to cooperate with the entire
management so that green policies may be established effectively for the achieve-
ment of the goals of an organization.

2.3.2 Green Selection

In this regard, some firms take candidates' environmental concerns and inter-
ests into account when hiring them for open positions. During their interviews and
evaluations, the corporations ask applicants environmental-related topics
(Wehrmeyer, 2017). These are some of the effective green practises for candidate

32
selection that any organization may use to hire environmentally friendly staff, in ad-
dition to following the official selection criteria for the specific job duties being eval-
uated.

33
 Besides organizations during the analysis and design of jobs should include
environmental structures and also recognize whether ‘the perfect applicant has envi-
ronmental capabilities that are beneficial to the firm as well as satisfying the specific
job criteria' (Begum & Arshi, 2019). Thus, organizations' selection methods should
make sure that the shortlisted applicants have the pre-requisite knowledge and ideas
about environmental problems as compared with other candidates. Therefore, in the
early stages of the selection process ‘environmental clues should be a top priority for
human resource management. Therefore, instead of spending on the current work-
force for environmentally conscious, focusing on attracting and selecting environ-
mentally conscious employees can improve their green practices and performance.
Some key multinational corporations use green human resource management as a
form of organization branding to advance their hiring process among increasingly
environmental knowledge and awareness among the new generation
(Siyambalapitiya & Janaka, 2018).
Recruitment and selection are sometimes used interchangeably, but they are
not the same words as recruitment is the practice that wants to increase operational
abilities, skills and expand organization growth, progress and performance by gener-
ating performance feedback (Bratton & Gold 2012). Without a proper performance
assessment process, organization discipline gets weakened, and improved employees
‘ability is also not satisfied. Thus, to get benefits from workforce skills and abilities,
assessment programs must be developed by organizations (Yong & Sehnem, 2019).

2.3.3 Green Performance Management

Green performance management is a mechanism through which the organi-

zations set up green performance criteria for the individual workers and then against
those standards assess their progress. The main purpose of green performance man-
agement is to motivate employees and display performance/behaviors that are asso-
ciated with the organization’s sustainability objectives. As a result, when environ-
mental management is combined with the performance assessment process, the per-
formance of employees is linked to the company's long-term sustainability goals.
Constant evaluation and feedback on the performance of employees for the attain-
ment of organizational green goals, according to the motivation factor (M) of the
AMO theory, inspire and encourage employees to participate in activities linked to

34
and as green as possible. Employees’ performance management has a positive rela-
tionship with the organizational workers' behaviors and practices toward the envi-
ronment (Chaudhary, 2019).
From a green point of view, assessment of the performance of workers is the
appraisal and recording of environmental performance during their occupation in the
organization who are rewarded and given other incentives for their performance, to
eliminate negative and encourage positive attitude and behavior. Some organizations,
for performance management of their employees, set environmental objectives and
then analyze their activities for environmental management. Actual performance
management gives beneficial responses to the employees and consistently develops
the environmental performance of the organization. Similarly, when organizations
set annual objectives for the elimination of pollution and the development of envi-
ronmental objectives, then performance assessment has a positive impact on envi-
ronmental management (Yong & Sehnem, 2019). Green performance and reward
management consist of setting targets of green performance, using green indicators
for evaluation, and analyzing workers' performance (Chaudharys, 2018).
Performance management is the process that prompts the employees for the
enhancement of professional skills so that the goals and objectives of the organiza-
tion may be achieved effectively. Performance management culminates in recogni-
tion of the corporate strategy. The green wave has positively influenced performance
management just like environmental management has affected the business strategy
in the global world. The issues regarding the organization’s environmental policies
and concerns comprise green performance management. The use of environmental
responsibilities, in a better way, has also concentrated in this phenomenon. It was
concluded by Epstein & Roy, (1997) while conducting a study that environmental
management is safeguarded against the damages when the integration of environ-
mental performance management issue is dealt with by some firms by setting the
performance standards that are environmental and corporate-wide as well as estab-
lishing a system of green audits so that useful data about environmental performance
may be gained as stated by Performance appraisal is the most significant dimension
of performance management. Useful feedback is provided to the employees by the
effective mechanism of performance appraisal along with meeting the reliability and
validity criteria and supporting the environmental outcomes of organizations to be

35
improved continuously (Jackson et al., 2011). The concern regarding the accounta-
bility of managers for environmental performance is the issue that the environmental
performance appraisal phenomenon takes into consideration along with other objec-
tives related to performance (Renwick et al., 2013). It is suggested that issues related
to environmental responsibilities and incidents, green information systems, etc.
should be focused on green performance appraisal in future research. There should
be an alignment between the job description and green goals and tasks. The rating
system of performance appraisal mechanism should be modified by the HR staff so
that different behavioral and technical dimensions i.e. teamwork, innovation, and di-
versity, environmental stewardship, can be included for rating individuals. The core
values of the company would be reinforced by such competencies (Liebowitz, 2010).
The employee’s performance should be discussed by the managers and feedback
should be provided to them throughout the year. The knowledge, skills as well as
abilities of the employees will help out and be enhanced by this practice.

2.3.4 Green Training and Development

The main qualities of the green training and development method are provid-
ing exclusive training programs for workers on sustainability management. Further-
more, green training and development provide all the training material online to di-
minish paper costs (Pinzone et al., 2019). Green training and development program
designs special workshops within the organization for energy management, as well
as a training session for waste management and reprocessing. Training is a necessary
ability set that helps the workforce to increase their knowledge, skills, and help them
to be progressive (Begum & Arshi, 2019). However, the organizations tend more
toward giving green training to their force work due to increasing environmental
fears, and problems. Green training motivates the workforce to learn and improve
certain skills and abilities for focusing on environmental improvement and getting
the environmental objectives of the organizations. Green training is a very important
tool that is used by the HRM department for receiving organizations' environmental
goals and help the organization move towards a more sustainable organization
(Gupta, 2018).
It helps employees to comprehend the link between their actions and the im-
pact they have on the environment. It equips individuals with the knowledge and

36
skills they need to recognize environmental challenges and take action to alleviate
them in society. Organizational performance, according to AMO theory, is the result
of a worker's skills, ability, inspiration, and chance to participate (Renwick et al.,
2013b). Green training and development practices of an organization, according to
the ability (A) component of AMO theory, build and improve the skill of employees
in solving environmental problems, making them more mentally and emotionally
sharp and also leading to engagement in behaviors that help the organization achieve
its green environmental goals (Chaudhary, 2019). The main aim of green training
and development acts is to enhance and improve organizational workers' environ-
mental consciousness, information, abilities, and attitudes (Aykan, 2017). It contains
increasing employees ‘environmental awareness, introducing green values, and im-
proving their skills in the implementation of green working activities and practices
(Mishra, 2017a).
Employees' knowledge, skills, and attitudes are improved via training and
development, and the deterioration of skills and attitudes connected to environmental
management is avoided (Jackson et al., 2011). Green training is a collection of activ-
ities and practises aimed at raising workers' environmental awareness, knowledge,
and abilities. Green training, to be more particular about these GHRM practises, is
defined as environmental policies that provide a workforce with the necessary infor-
mation, abilities, skills, and attitudes to achieve the organization's environmental
goals (Evans & Davis, 2005). Training practices for the inspiration of the workforce's
voluntary attitudes and activities promote environmental activities. In particular, this
strategy increases the ability of the employees to recognize the environmental prob-
lems for the purpose to participate in environmental practices and diminishing nega-
tive environmental effects with the help of communicating green consciousness and
talents (Tan & Tučková, 2019).

Employees are educated through green training and the development of envi-
ronmental management values. Moreover, training is provided to the employees for
the conservation of energy, reduction of waste, and diffusion of environmental
awareness, and opportunity is provided to them for solving the problems and issues
related to the environment as stated by (Jackson et al., 2011). Awareness is brought
among the employees about various aspects and dimensions of environmental man-
agement by the activities of green training and development. Different conservation
37
methods like the management of waste materials help to be practiced within a firm.
Moreover, the skills of employees have sharpened it so that different environmental
issues can be dealt with effectively. Ramus, (2002) conducted a survey in which he
found that the most essential HRM process is environmental training and develop-
ment as well as the establishment of a favorable culture based on environmental man-
agement where the employees consider themselves a part of the environment and the
environmental goals are facilitated to be achieved by this perception. Liebowitz
(2010) conducted a study on HR's role in achieving sustainability and suggested that
workshops related to leadership development can be offered by the HR department
so that “front wheel” soft skills, teamwork, diversity, and collaboration can be devel-
oped by the managers.
Thus, employees should be trained by the organization about the business
practices based on excellence in compliance with green initiatives. Moreover, em-
ployees should be trained so that they can educate customers to buy green products
and to become earth-friendly (Ahmad, 2015; Hosain & Rahman, 2015).

2.3.5 Green Compensation

Green pay and reward system are used for the inspiration of organization em-
ployees through financial and non-financial rewards and other incentives to work
towards corporate sustainability goals. It is also playing an important role in prevent-
ing talented employees to leave the organization and attract fresh workers having the
knowledge, skills, and abilities of green practices. Modern organizations consistently
follow the practice of providing rewards and incentives to workers for the achieve-
ment of organizational environmental goals, thus this act of appreciating and reward-
ing the employees for their eco-initiatives keeps them motivated and associated with
environmental activities (Gupta, 2018).
Green compensation, reward, and other incentive management creates a key
mechanism of green HRM practices targeted at recognizing the contribution of or-
ganization workers to achieving environmental goals. Thus, intrinsic and extrinsic
rewards and encouragements, such as profit distribution schemes, pay increases, mar-
ginal benefits, prizes, promotions, and recommendations, can be used to motivate
employees to participate in environmental activities (Lim et al., 2017). Green remu-

38
neration and incentive methods, as a result, provide critical motivation for green be-
havior involvement and encourage the task force to expose both work-related and
volunteer actions that support the organization's environmental goals. The associa-
tion is positive between Green HRM and green compensation focus on green training
and development and green performance, incentive management, and the green be-
haviors of the task force of the organization. The main features of green pay and
reward are as follows: Green travel benefits, financial incentives, and tax reduction,
green appreciation for environmental management, bonus pay for accomplished en-
vironmental targets, to the employees of an organization. Green performance man-
agement and appraisal contain a system of judging activities of the workforce per-
formance through the process of environmental management (Saeed & Tahir, 2018).
Among them, the 'financial rewards system of an organization may be one of
the main motivators for the workforce to contribute in struggles for environmental
improvement. Financial practices also play an ‘effective role in inspiring workers to
create environment-friendly-factors that may enhance performance (Ramus, 2002).
Thus, some practices are considered as a good indicator of management success in
environmental activities, such as fixed minimum standards, various environmental
practices, and performance-based compensation to the employees of the organiza-
tion. Variable compensation is another form of reward program which adds to the
compensation scheme by linking remuneration to ‘eco-performance of the workforce
of the organization. Thus, compensation and rewards may be more powerful methods
than other human resource management activities for the association of workers’ per-
formance within the organization's objectives. However, generally, most researchers
recognize that combining financial and non-financial rewards is more dynamic in
encouraging workforces (Shah, 2019).
In the Green HRM context, rewards and compensation are considered essen-
tial tools by which environmental activities are supported in organizations. The re-
ward systems are developed by modern organizations so that eco-friendly activities
may be encouraged and embarked by the individuals through the strategic reward
approach. The estimations conducted by the survey in the UK supported the state-
ment and concluded that green behaviors were rewarded by 8% of firms in the UK
with various financial benefits and awards as stated by Phillips (2007) and it was
found that these practices were effective to motivate employees for the generation of
eco-initiatives as stated by Ramus, (2002). The authors conducted a similar study
39
regarding the significance of the participation of employees in environmental pro-
grams and an increased commitment of employees was observed towards environ-
mental programs when the compensation was offered to them to perform their re-
sponsibilities by environmental management (Forman & Jrgensen, 2001; Kramar,
2014). Berrone & Gomez-Mejia, (2009) conducted a research study on 469 firms in
the US that were operating in highly polluting industries and their study was best
represented the efficacy of green rewards. It was found that CEOs of eco-friendly
firms were compensated more than CEOs of non-eco-friendly firms. It was also con-
cluded by them that long-term results of a company regarding pay showed a correla-
tion with the prevention mechanisms of pollution. Executives are encouraged by in-
centives for using accounting and other tasks for the achievement of short-term re-
sults as well as their enrichment as revealed by literature (Amrutha & Geetha, 2020;
Denis et al., 2006).
Although green initiatives are increased by compensation and rewards, they
also give rise to some malpractices. One of the challenging tasks could be the devel-
opment of an effective mechanism for monetary incentives because environmental
performance and behaviors of employees may be difficult to be evaluated accurately
and fairly as observed by (Fernández et al., 2003). Gupta and Singhal (1993) sug-
gested that such products and processes should be designed by companies that are
based on energy efficiency and their acceptance should be accelerated by devising
incentives (Chaudhary, 2019c). It has been proved that an alignment between HRM
processes and green reward and compensation encourages a green culture within the
organizations. The green behaviors can be promoted by the managers among the em-
ployees through the incorporation of green management elements in the compensa-
tion mechanisms (Mishra, 2017b). Furthermore, employees can be asked by the man-
agers to suggest green ideas that may be included in the goals and objectives of a
company after mutual discussions. The basis for receiving rewards and incentives in
the attainment of those goals and objectives (Ramasamy et al., 2017).
Modifications may be brought in the compensation programs, providing bo-
nuses to the employees are based on their appraisal ratings concerning behavioral
competencies shown by the employees. Also, bonuses can be awarded to the employ-
ees for working with excellence in special subjects as described by Liebowitz (2010).
Moreover, lifestyle benefits such as carbon offsets, free bicycles, engaging employ-

40
ees in the green agenda are some of the examples of green rewards. Thus, such re-
searches should be encouraged that are aimed to determine essential approaches for
designing and implementing green practices in reward and compensation processes
so that the environmental goals of an organization may be achieved effectively (Luu,
2018).

2.3.6 Green Employee Relations

A green employee relations system enables employees to participate in sus-

tainability practices, making them an important part of numerous activities aimed at
preventing pollution and waste management. As a result, employee engagement in
many dimensions of decision-making builds a feeling of ownership in them and es-
tablishes a link between that person, individual goals, and skills, and company sus-
tainability targets and practices (Siyambalapitiya et al., 2018). The main attributes of
green employees relations are as follows: Clear vision and policies for environmental
management; environment for mutual discussion about green practices between
workers’ participation in issues solving on green harms; practice sessions for contri-
bution in environmental management; no punishment for employees on ineffective
environment improvement ideas; familiarizing helplines and green whistle-blowing
system and participation of employees in framing strategies and decision for green
environmental objectives (Gupta, 2018; Shah, 2019).
Employee engagement in environmental management is encouraged through
the transmission of a clear green vision, the creation of a green learning climate, and
the development of a green culture. (Tang et al., 2018). Green involvement practices
provide the opportunity for the workers to participate in the greening of the organi-
zation (Wikhamn, 2019). It involves creating such an environment where workers
can share their ideas and outlook on essential environmental problems and hurdles
and recommend solution paths for such issues. It improves worker skills and abilities
by allowing them to participate in the development and execution of environmental
strategies to address environmental concerns and contribute to environmental man-
agement. At the same time, employee participation in environmental activities au-
thorizes the workforce and causes to promote the environmental creativity of the or-
ganization (Siyambalapitiya et al., 2018; World Economic Forum, 2022). Green em-
ployee means involvement practices, supporting staff to handle the environmental

41
problems responsibly, and allowing them to participate in the achievement of envi-
ronmental objectives. It also motivates and encourages the workers to contribute in
both task-related and optional green performance behaviors supporting organiza-
tional green goals (Chaudhary, 2019).
Employee relations are that dimension of HRM that is focused upon the es-
tablishment of an amicable relationship between employee and employer (Yusoff et
al., 2015). Employee morale and motivation are facilitated by this relationship and
productivity is increased. The participation of employees and activities regarding
empowerment is involved in employee relations. The problems raised at the work-
place, by which work may be affected, are prevented and resolved by it. Employee
relations are regarded as an intangible asset for any business entity (Ramasamy et al.,
2017).
The chances regarding better management of green initiatives are increased
by the active participation of employees as the goals, capabilities, and perceptions of
employees are aligned with the green systems and practices. The environmental man-
agement systems are improved by involving employees such as efficient usage of
resources (Florida & Davison, 2001), reduction of waste and pollution from the
workplaces (Kitazawa & Sarkis, 2000). It has been concluded by several researchers
that the performance and productivity of employees are influenced positively by in-
dividual empowerment and self-control, thinking capabilities along with problem-
solving skills are facilitated by it as proposed by (Renwick et al., 2008).
An essential way to encourage the participation and involvement of employ-
ees is to search for socially and environmentally oriented entrepreneurs within the
organization as stated by Mandip, (2012). All the employees should be welcomed to
suggest ideas that are eco-friendly, regardless of their designation, so that their inter-
est may be developed to sort out issues related to environmental management and
their skills may be utilized in the best way (Wikhamn, 2019). The management needs
to be pressurized by the HR staff so that the participative work environment may be
created where the ideas can be put up freely by the employees about green issues
because the corporate behavior can be implemented ethically by them in day to day
life of the corporation. Thus the willingness of employees to collaborate largely con-
tributes towards the achievement of green outcomes as the employees working in
that particular area give the best ideas (Del Brío et al., 2007),. A suggestion scheme
should be initiated within the firm to broaden the scope of employee relations where
42
each employee is allowed to participate in the scheme. Thus, greater awareness will
be created by this practice about green issues and different sources may contribute
their ideas for the adoption of eco-friendly practices. An action team program was
designed by IBM UK who provided grants for encouraging employees so that envi-
ronmental projects may be initiated by them as postulated by Wehrmeyer (2017).
Other policies of a firm by which eco-initiatives of the employees are supported are
observed in the US and Europe. Moreover, employees are encouraged for the solu-
tion of various problems existing in the environment by the supportive behavior of
suppliers as described by Ramus & Ramus, (2001).
The health and safety of employees and the organization are ensured and im-
proved by the employee’s involvement (Macke & Genari, 2019). Moreover, an eco-
friendly staff is also developed by this dimension. It has been proposed that if the
policies are kept in place, the employees will build long term trust among them and
opportunities will be provided to the employees so that their ideas may be expressed
at the workplace and the supportive climate will be created for the conduction of
systems and practices based on green management (Yong, Yusliza, Ramayah, &
Fawehinmi, 2019).

2.4 ORGANIZATIONAL SUSTAINABLE PERFORMANCE AND ORGANIZA-

TIONAL PERFORMANCE

The stakeholder theory postulates a positive relationship between organiza-

tional sustainable performance and organizational performance (Donaldson &
Preston, 1995; Freeman, 1984). The instrumental part of stakeholder theory, accord-
ing to the authors, "indicates the link between stakeholder management and business
success." The instrumental side is predicated on the idea that implementing stake-
holder management will improve a company's financial performance." (Donaldson
& Preston, 1995, p. 74). The instrument aspect of the theory advocates that the stake-
holders' management through organizational sustainable performance positively af-
fects organizational performance (Platonova et al., 2018; Zahid et al., 2020).
Stakeholder theory asserts that in order to engage in organizational sustaina-
ble performance, companies must consider the interests of various stakeholders, not
only those of shareholders making business choices (Donaldson & Preston, 1995;
Freeman, 1984). Previous research has found that stakeholder pressure encourages
43
companies to invest in organizational sustainability measures (Asif et al., 2013). Sim-
ilarly, effective stakeholder connections not only enable higher performance by pre-
serving a competitive advantage for a longer length of time, but they also assist badly
performing enterprises in fast recovering from any disadvantaged circumstances
(Choi & Wang, 2009).
According to the resource-based view (RBV) theory (Jan Barney, 1991; Hart,
1995) firms invest in organizational sustainable performance for strategic reasons
such as to improve financial performance and reputation benefits (Hart, 1995;
Mukumbi, 2013; Orlitzky et al., 2011b; Welter, 2011). Moreover, due to an increase
in societal and regulatory pressures, investors are also interested in the organizational
sustainable performance of an investing firm (Cormier & Magnan, 2007). As a result,
it is expected that those firms that are good in organizational sustainable performance
are to be viewed favorably by the investors. Hence, consistent with the postulation
of the RBV theory, it is concluded that the firms doing high organizational sustaina-
ble performance are likely to avail the benefits of higher organization performance
(Qiu et al., 2014).
In contrast, economist Milton Friedman debated this issue decades ago,
claiming that a company's main social obligation is to enhance profits. A "company
is a tool of the investors who own it," he continued. When a business donates, it
precludes individual stockholders from determining how they want to spend their
money." Further, it is argued that if charitable contributions are to be made for a
social cause, Friedman concluded, it’s made by individual stockholders, by individ-
ual employees, and by the corporation as a whole (Porter & Kramer, 2002). However,
it is a question that does Friedman’s argument always holds. Fundamentally, there
are two implicit assumptions: To begin with, those social and financial goals are dis-
tinct, thus a company's social spending comes at the price of its financial worth. Sec-
ond, when businesses pursue social goals, they do not deliver a bigger value than
individual donations do (Porter & Kramer, 2002).
Moreover, some studies found neutral results on the relationship between or-
ganizational sustainable performance and organization performance (Zahid et al.,
2020). The neutral impact is the result of having too many interacting variables that
make it difficult to ascertain a direct relationship. Many studies have documented
and pointed out that no direct relationship between organizational sustainable perfor-

44
mance and organization performance exists; while they only found an indirect rela-
tionship that reports some mediating or moderating effect of a firms’ other tangible
and intangible resources (Waddock et al., 2010).

2.5 ORGANIZATION GREEN CULTURE AND ORGANIZATIONAL PER-

FORMANCE

The organizational culture is composed of norms, standards, and codes, to

reflect the overall quality, functioning, and image of an organization (Harris & Crane,
2002). As far as the term green culture is concerned, it shows the organizational com-
mitment towards the accomplishment of its sustainability targets (Ramasamy et al.,
2017). Introducing and promoting green culture assists and augments the commit-
ment of the employees and firm towards green activities, and operations (Ramasamy
et al., 2017). Likewise, Green Management of Organization Culture (GOC) regulates
and disciplines all the formal and informal channels of communication for promoting
green culture in the organization (G. Tang et al., 2018). Green practices can support
top management. Environmental concerns must be the mission of an organization. It
is necessary to cover the environmental impact through the departmental budget,
green-themed games, care about the safety and health of employees (Gupta, 2018).
The environmental culture of an organization is the collection of practices,
ideas, symbols, and organizational artifacts that reflect the importance of being eco-
logically conscious (Deshwal, 2015). Green culture and obligations from the organ-
ization's side are very essential for attaining organizational sustainable performance
objectives. Thus, understanding green culture and its execution at the workplace can
help an organization to determine that workers are committed to green creativities
and the environmental objectives of the organization (Linnenluecke & Griffiths,
2010). Thus, green practices improve the image of an organization as well as attract
more talented and skillful employees, who play an important role in achieving the
target objectives of the organization. Features of Green Management of Organiza-
tional Culture (GOC) are as follows are: adopting formal and informal communica-
tions strategies among management and workforce for improving green culture;
green environmental practices should be a part of Organizations planning and mis-
sion; departmental budgets must cover environmental practices and activities; as well
as green-themed sports, and other relevant activities for improving employee health
45
 and safety (Gupta, 2018).
Organizational culture consists of everything that people have, think, and per-
form as fellows of their society. It is the fundamental principle of social behavior and
combined action (Gupta, 2018; Joong et al., 2019). Organizational cultures signify
the atmosphere of an organization, which affects its workforce’s operational working
associations and guide them towards how to work and communicate within the or-
ganization, and also informs them how the chain of command is constructed in the
organization (Wang, 2019). Every individual is exclusive and keeps specific behav-
ioral styles and various features. So, every organization possesses unique cultures
that influence the organizational processes and activities. Therefore, organizational
new and as well as old characteristics are very essentials for forming and expressing
the organizational culture of an industry. Organizational structures, routines, com-
mand and control expectations, and operational norms also have a strong impact
(Yong, Yusliza, Ramayah, Chiappetta Jabbour, et al., 2019). Organizational culture
comprises approved practices, structure, command, rules, operational norms, and be-
liefs that have a strong impact on its activities and efficiency. Thus, organizational
cultures are closely related to a group of people who are working in a specific area
for a certain period of time for a specific objective (Chaudhary, 2019b).
Thus, here we have explored organizational culture with two dimensions: one dimen-
sion shows the extent of controlling the position of an organization; while the other
dimension reflects the extent of the focus of an organization over its indoor and outdoor
functions and objectives. These two dimensions signify a different culture of an organ-
ization practice of four quadrants – clan, adhocracy, market, and hierarchy (Tseng,
2010):
1. Clan culture creates a warm, open, and friendly place of work in an organi-
zation where people can freely share knowledge and experience.
2. Adhocracy culture developed a dynamic, innovative, and inspired workplace
which stimulates and encourages individual creativity and provides liberation
for people who are willing to take risks.
3. Market culture produces a hard workplace of work in an organization with
hard-driving competitiveness; led by strong, hard, and energetic leaders who are
hard drivers, creators, and challengers.

46
 4. Hierarchy culture creates a workplace with formal and planned techniques
that control and manage what people do. These organizational cultures dealing
with different methods used their internal information.
The authors further suggested that an organization’s green culture is consid-
ered a strategic asset that translates the company's sustainable strategies into better
performance (Fraj et al., 2011; Tseng, 2010; Wang, 2019). Similarly, an organiza-
tion's green culture boosts organizational values across different levels. Having a
strong organizational green culture permits the firm to capture the benefits associated
with such a culture because all the firms’ functional levels share the same environ-
mental values and norms (Chaudhary, 2019b). As a result, such firms overcome cer-
tain barriers that obstruct the generation of better organizational performance. In con-
trast, however, some firms simply adopt proactive strategies into practices, without
previously adopting a strong green culture and hence, do not have enough experience
to implement them successfully.
The theoretical perspective of RBV posits that the impact of an organization's green
culture on achieving better organizational performance (Hart, 1995; Wang, 2019). Such
culture within the organization should be valuable, rare, limited mobility, and inimita-
ble (Wang, 2019). Moreover, a strong organization green culture further helps the em-
ployees to understand the firm’s environmental strategy. Hence, employees can know
whether the organization's green culture is an integral part of the firm’s core values,
activities, and policies, which the organization further uses to attain competitive ad-
vantage and better organizational performance (Wang, 2019). Further endorsing the
notion of RBV theory such an organization’s green culture may help the organization
to stand out from others in the subject of eco-friendly values in the minds of customers
(Aragon-Corre & Sharma, 2003).

2.6 EMPLOYEES GREEN BEHAVIOR AND ORGANIZATIONAL PERFOR-

MANCE

The literature posits the impact of HRM on organizational performance to reg-

ulate employees’ attitudes and behavior regarding work, duties, and responsibilities
(Becker & Huselid, 2006). Green HRM practices improve employees’ behavior regard-
ing care and protection for the environment. It also encourages various awareness cam-
paigns and programs regarding the environment for workers (Chaudhary, 2019c). It
47
engages and supports employees to participate in activities that could develop a good,
efficient, economical, and environmentally friendly environment. The principles and
practices of green HRM include establishing green standards, planning for environmen-
tal management related activities, and responsibilities and training employees along
with encouraging the green interpersonal citizenship approach, updating employees
about the feedback on daily basis to keep them motivated for attaining green goals and
include them in various green initiatives and programs (Renwick et al., 2013). Tseng et
al. (2013) advised that jobs should be designed in a manner to push employees for car-
ing about the environment and surroundings and report about environmental manage-
ment so that to increase workers’ motivations for adopting and improving pro-environ-
mental attitudes and behaviors. Jiang et al., (2012) noted that HRM primarily focuses
on the employees’ work-related attitude and behavior. Given this, HRM has a core re-
sponsibility to shape up the attitude and behaviors of employees for attaining overall
green approach of the firm. An organization presents rewards for imaginative environ-
mental initiative/performance, representation to be the part of green activities. Green
HRM inside the firm influences workplace pro-environmental behaviors between rep-
resentatives (Chaudhary, 2019).
In the absence of any stated incentive, organizational green conduct has been
characterized as personal and volunteer activity that goes above and beyond one's es-
tablished work obligations and responsibilities (Organ et al., 2006). Such actions might
range from doing additional work without complaining to assisting other employees
inside the company. Employee green behavior consists of two types: voluntary green
behavior and task green behavior. Task green behavior of the employee, is green be-
haviors that are performed and executed by the employee within organizational re-
strictions and are within the domain of required job obligations. Task green behavior
refers to those activities that are part of the job description. Voluntary employee green
behavior is green behaviors that involve the personal interests of the employee and are
not bound by the organization which exceeds organizational expectations (Norton &
Parker, 2015).
Employee green behavior strategy is used by organizations for the purpose to
improve and enhance their environmental performance and also attain targets of organ-
izational sustainability. It can be defined as the behaviors possessed by the workforce
that has a positive effect on the environment. Employee’s green behavior has been de-
scribed as a workplace-specific form of pro‐ environmental behavior by researchers in
48
the literature. The green behavior of employees is a premeditated behavior of workers
that plays a vital role in diminishing the harmful impact of human actions. It may con-
tain activities such as saving water, proper utilization of resources, waste activities min-
imization, recycling, and saving energy (Chaudhary, 2019).
Green conduct among employees comprises of behaviours that assist others in
society. However, from a reasonable standpoint, green conduct of workers at work
should include both in-role and extra-role green activity, since both types of behaviour
boost organizational efficiency and output through value production. Both sorts of be-
haviours, however, are dependent on the business and the expectations it has for its
personnel. As a result, many organizations require green behaviour from their employ-
ees, such as organizations that require employees to confirm that poisonous waste is
not discharged into local water systems or that hazardous materials are disposed of in
accordance with organizational policies and government regulations. Employees in cor-
porations are expected to behave in this manner. However, extra-role green behaviour,
as opposed to in-role green behaviour, is more perplexing and could be as simple as
switching off computers at the end of the day and turning off lights when they are not
in use, and is recommended to advance organizational environmental practises, such as
switching off computers at the end of the day and turning off lights when they are not
in use, but both behaviours are considered vital for achieving the organization's green
objectives. They may come from various backgrounds, as the organization's workforce
has varying levels of preference for when and how to display these behaviours in the
workplace (Dumont & Jie Shen, 2017).
Employees' green behavior is thought to be complementary to quality manage-
ment and has a positive effect on organizational performance (Temminck et al., 2015;
Wu et al., 2016). The author further postulated that employees green behavior has been
shown to have a significant impact on organizational performance (Borman &
Motowidlo, 1997; Organ et al., 2006). However, in contrast, some studies documented
that focusing on such behavior sometimes contradicts the main goal of the organization
such as organizational performance (Shrivastava & Tamvada, 2019).

2.7 CONCEPTUAL FRAMEWORK AND HYPOTHESES DEVELOPMENT

2.7.1 Resource-Based View (RBV) Theory

49
 The resource-based view (RBV) theory is used as the theoretical basis for this
investigation (Hart, 1995). RBV theory's logic has mostly been applied or implemented
in strategic management and related domains. Human resource management is the most
significant field. The research in various circumstances looked at how different forms
of functional resources impact corporate performance in ways that are consistent with
RBV foundations. To attain long-term competitive advantage, enterprises should have
socially complex and competent resources, according to RBV theory (Barney & Clark,
2007). Because human resources are socially complex, most HR theorists used RBV to
investigate the impact of human resources on gauging organizations' performance
(Wright & Gary C. McMahan, 1992), the effect of forming substantial firms-pacific
humanoid capital investments (Becker & Huselid, 2006), the understanding of critical
human aspects when accepting new organizational practices (Wright et al., 1994); and
for the development of organizational performance (Wright et al., 1994; Barney & Bar-
ney, 2016). To be green in HR practices such as organizational sustainable perfor-
mance, organizational culture, and employees’ behaviors, firms need to have special
characteristics in human resources and their capabilities. Authors used resource-based
logic who are most interested in how the capabilities of firms change over time, and
the competitive implications of those changes (Barney, 2001). Thus, for the develop-
ment of GHRM, RBV has been considered a theoretical pillar in the literature
(Chiappetta Jabbour et al., 2017). The idea is also given by Nonaka & Takeuchi, (1995)
that the resource-based approach is a comprehensive framework for the interaction of
various parts of an organization to create something new and unique. It means to re-
invent the role of HR professionals as internal consultants to promote the firm’s com-
petitiveness (Wright, 2008). As it is claimed that in future environmental management
will be definitively part of HRM.

The resource-based view of the firm associates the firm performance with the
internal features of an organization. This theory says that an organization can get com-
petitive advantages if it has a specific set of resources, such as human and financial
resources. Thus, human resource management policies and activities that are essential
for performance and policymaking, play an important role in getting competitive ad-
vantages. Overall, human resource management is a platform that inspires employee
participation, the creation of talent, and the reputation and image of the owner in the
labor market are consistent with the resource-based view. Some studies have suggested

50
that effective HR practices have a positive effect on financial returns. HR policies de-
sign for a sound environment and friendly relationships among employees or offering
of certain rewards are particularly attached to the resource-based perspective for getting
a competitive advantage. Similarly, supportive employment policies improve preserva-
tion and recruitment which generate innovation attached to an extensive range of ideas
and increase productivity, morale, self-esteem, efficiency in the firms. Therefore, con-
sistent attachment with the resource-based view, policy indications to stockholders that
a firm cares about its employees, and supports diversity in CSR (Nadeem & Sully de
Luque, 2018).
Internal directors of the board members contribute to the decision processes and
have access to information that is relevant to evaluating managerial capability and the
intentional desirability of creativities, about their short-run or long-run performance
outcomes (Ramasamy et al., 2017). Independent, executives are not involved in opera-
tional activities of the firm, and they are compensated for board activity who are usually
paid an extra amount for joining meetings. External board members are considered the
most impartial and aware monitors of managerial decision-making, who make sure the
interests of shareholders (Rahman et al., 2021; Rahman & Zahid, 2021).
Even though both dependent and independent executives want to secure share-
holders' interests, however outside directors are focused on short-term financial out-
comes, such as struggles to minimize expenses, rather than on the effective execution
of strategic HRM initiatives that enable future profits. Organizations that possess prom-
inent management, get an advantage from both internal and external information and
opportunities and are the most dominant in making decisions and approving corporate
strategies (Jiraporn & Potosky, 2019; Rahman et al., 2021).
According to the RBV theory, an organization's resource consists of tangible
and intangible assets like brand names, employees’ skills, and knowledge, effective
technology, producers, and trade agreement that are attached to it and which boost the
value and image of the organization (Hart, 1995). Retaining such resources in the mar-
ketplace provides organizations a strategic competitive advantage over other organiza-
tions. Over time, scholars have emphasized that the internal resources of organizations,
such as employees, play an important role in competitive advantage and a firm's success
and sustainability (Rashid & Alam, 2020). Moreover, in strategic management litera-
ture, the implementation and associations of RBV have moved toward an increased
convergence into general from strategic HRM and strategic management. Thus, general
51
human resource practices, associated with a company's competitive strategy, can gen-
erate a competitive advantage. The further creative workforce is likely to have qualities
that may give a competitive edge to the organization (Yong & Sehnem, 2019).
If HRM enhances organizational sustainable performance then it will also affect
employees’ routine activities (Rimanoczy & Pearson, 2010). Hence, the Resource-
Based View (RBV) theory supports the present study based on the belief that organiza-
tional sustainable performance, green organizational culture, and green employee’s be-
havior would be the consequence of the firm-specific resources (green HRM) and the
capabilities of green HRM will give an edge of competitive advantage in the shape of
better organizational performance.

2.7.2 Stakeholder theory

The stakeholder theory is used to support the study's theoretical foundation. The
theory's central premise is that businesses have responsibilities not just to their share-
holders, but also to other stakeholders such as consumers, workers, and the wider com-
munity, among many others (Donaldson & Preston, 1995). Stakeholders, according to
Freeman (1984), are any group that can influence the attainment of the organization's
goals. Stakeholders, according to the notion, are everyone who has a financial or other
interest in the firm. This means that everybody who is impacted by business concerns,
whether directly or indirectly, has an interest in the company and, as a result, is a stake-
holder (Painter-Morland, 2011). Stakeholders might therefore be near to the business
environment and have a more direct stake in the business, such as employees and share-
holders, or they can be far from the business operations and have an indirect stake in
the business, such as communities and people/entities outside the organization. Stake-
holder engagement, according to stakeholder theorists, can be descriptive, normative,
or instrumental (Donaldson and Preston, 1995). The descriptive approach focuses on
how an organization addresses the stakes of multiple stakeholders through the organi-
zational strategies; whereas the normative approach is based on moral principles and
illustrates how stakeholders and business organizations should go together for their ac-
tivities. The instrumental approach investigates what happens if an organization relates
to its stakeholders in certain ways (Mainardes et al., 2011).

52
 Stakeholder theory widens the scope of HRM. It moves to the green HRM and
beyond the organizational boundaries to cope with the demands of customers, regula-
tors, and other internal and external stakeholders (Guerci & Carollo, 2016; Jamal et al.,
2021b; Ren et al., 2018). The stakeholder theory also provides a base to underpin the
green HRM practices and organizational performance or improve the internal processes
(Rashid & Alam, 2020; G. Tang et al., 2018). Likewise, the authors further noted that
the crux of the stakeholder theory is that green HRM focuses on improving sustainable
organizational performance and developing the green culture and employees' behavior.
Likewise, it is noted that "green HRM can encourage employees' commitment and in-
volvement in environmental practices, increasing their sense of belongingness and
pride and motivating them to work harder. Therefore, these environmentally friendly
practices can help a firm develop a good reputation, reduce the pressure from stake-
holders, and benefit future generations in the long run" (G. Tang et al., 2018).
Following the above approaches, the study uses Green HRM practices and other
commitments as strategies to improve organizational sustainable performance and or-
ganizational practices.

2.8 Conceptual Framework

Organizational
Sustainable Practices
GHRM Practices
- Green Recruitment & Selection
- Green Performance Management Green Organization Organizational
- Green Training and Development Culture Performance
- Green Compensation
- Green Employees Relation

Green Employees
Behavior

Figure 1: Conceptual Framework of the Study

53
2.9 HYPOTHESES DEVELOPMENT

Based on the discussion made in this proposal up till now, the following hypotheses are
developed to undergo testing for further investigation.
H1a: Green recruitment & selection will positively influence organizational sustainable
performance of firms in Pakistan.
H1b: Green performance management will positively influence organizational sustain-
able performance of firms in Pakistan.
H1c: Green training & development will positively influence organizational sustaina-
ble performance of firms in Pakistan.
H1d: Green compensation will be positively influencing organizational sustainable
performance of firms in Pakistan.
H1e: Green employees’ relations will be positively influencing organizational sustain-
able performance of firms in Pakistan.
H2a: Green recruitment & selection will positively influence the green culture of firms
in Pakistan.
H2b: Green performance management will positively influence the green culture of
firms in Pakistan.
H2c: Green training & development will positively influence the green culture of firms
in Pakistan.
H2d: Green compensation will be positively influencing the green culture of firms in
Pakistan.
H2e: Green employees’ relations will be positively influencing the green culture of
firms in Pakistan.
H3a: Green recruitment & selection will positively influence green employees’ behav-
ior of firms in Pakistan.
H3b: Green performance management will positively influence green employees be-
havior of firms in Pakistan.
H3c: Green training & development will positively influence green employees’ behav-
ior of firms in Pakistan.
H3d: Green compensation will be positively influencing green employees’ behavior of
firms in Pakistan.
H3e: Green employees’ relations will be positively influencing green employees’ be-
havior of firms in Pakistan.

54
H4: Organizational sustainable performance will positively influence the organiza-
tional performance of firms in Pakistan.
H5: Green culture will positively influence the organizational performance of firms in
Pakistan.
H6: Green employees’ behavior will positively influence the organizational perfor-
mance of firms in Pakistan.
H7a: Green recruitment & selection will positively influence the organizational perfor-
mance of firms in Pakistan.
H7b: Green performance management will positively influence the organizational per-
formance of firms in Pakistan.
H7c: Green training & development will positively influence the organizational perfor-
mance of firms in Pakistan.
H7d: Green compensation will positively influence the organizational performance of
firms in Pakistan.
H7e: Green employees’ relations will positively influence the organizational perfor-
mance of firms in Pakistan.
H8a: Organizational sustainable performance will mediate the relationship between
green recruitment & selection and organizational performance.
H8b: Organizational sustainable performance will mediate the relationship between
green performance management and organizational performance.
H8c: Organizational sustainable performance will mediate the relationship between
green training & development and organizational performance.
H8d: Organizational sustainable performance will mediate the relationship between
green compensation and organizational performance.
H8e: Organizational sustainable performance will mediate the relationship between
green employees’ relations and organizational performance.
H9a: Green culture will mediate the relationship between green recruitment & selection
and organizational performance.
H9b Green culture will mediate the relationship between green performance manage-
ment and organizational performance.
H9c: Green culture will mediate the relationship between green training & development
and organizational performance.

55
H9d: Green culture will mediate the relationship between green compensation and or-
ganizational performance.
H9e: Green culture will mediate between the relationship green employees’ relation
and organizational performance.
H10a: Green employees’ behavior will mediate the relationship between green recruit-
ment & selection and organizational performance.
H10b Green employees’ behavior will mediate the relationship between green perfor-
mance management and organizational performance.
H10c: Green employees’ behavior will mediate the relationship between green training
& development and organizational performance.
H10d: Green employees’ behavior will mediate the relationship between green com-
pensation and organizational performance.
H10e: Green employees’ behavior will mediate between the relationship green employ-
ees’ relation and organizational performance.

2.10 CHAPTER SUMMARY

The chapter provided a detailed literature review of the research. This chapter
covered the emergence of green HRM and its different dimensions. Moreover, the chap-
ter discussed the theoretical and conceptual framework of the study. In the last section
of this chapter, hypotheses of the study have been developed based on the review of the
literature.

56
 CHAPTER 3
RESEARCH METHODOLOGY

3.1 INTRODUCTION

The chapter describes the methodology of the study. Section 3.2 defines the
research design of the study. Section 3.3 clarifies the population and sample of the
study. Section 3.4 elaborates on the measurement and instrumentation of the study. The
section followed by 3.5 discusses the analytical framework and research model of the
study.

3.2 RESEARCH DESIGN

The research design of the study is a blueprint or plan which discusses the col-
lection, measurements, and analysis of the data, to answer the research questions of the
study (Mark Saunders et al., 2009; Sekaran & Bougie, 2016). The research design of
the study consists of research philosophy, research approach, research strategy; type of
researcher interference with the study, the purpose of the study, study setting, time hori-
zon, and unit of analysis. These sections are discussed as follows.

3.2.1 Research Philosophy

To start a research a clear understanding is required from the research philoso-

phy perspectives, hence, the existing body of knowledge may be expanded effectively.
Epistemology is the concept that affect them. The things that are based on facts are
dealt with by epistemology while the beliefs about the correctness of things are ad-
dressed. Somehow, the relationship is mediated by science and carrying out the con-
version of things so that they may be believed to actually. Thus, in science, positivism
and interpretivism are considered as the broad classification of research philosophy
(Hakim 2002). The independence, as well as isolation of facts, are discussed by posi-
tivism upon which humans cannot exert any influence. A scientific approach based on
purity is required by positivism so that a phenomenon may be probed without taking
into consideration the past learning and emotions of an investigator (Saunders et al,
2009). However, the involvement of humans is not eradicated by interpretivism regard-
ing the investigation or interpretation of a phenomenon and description of reality. The

57
investigation or interpretation of a phenomenon varies from person to person as advo-
cated by interpretivism (Saunders et al, 2009). Based on this concept, the positivist phi-
losophy is employed in the current research. The reason is that the data required for the
investigation of the relationship between green HRM practices and organizational sus-
tainable performance involve the administration of a well-structured questionnaire. The
hypotheses testing of the study are based on the deducting approach.

3.2.2 Research Approach

The research approach may be classified into two, first deductive approach
(quantitative), in which the hypothesis (or hypotheses) and a research strategy are de-
signed to test the hypothesis, whereas, in the inductive approach (qualitative), the data
is collected and developed a theory as a result of the collected data (Saunders et al.,
2007). The study used a deductive approach (quantitative) in which the research is de-
signed and hypotheses were established based on previous theories as discussed in the
theoretical framework section of the study.

3.2.3 Research Strategy

A research strategy is a plan to achieve a certain goal. The research strategy

helps the researcher to achieve research objectives and answer the research goals
(Sekaran & Bougie, 2016). The authors further outlined different research strategies
such as experiments, surveys, ethnography, case studies, grounded theory, and action
research to achieve the research objectives. The cross-sectional online survey strategy
was employed as the study method. "Survey research approach that entails the orga-
nized collecting of data from a large population," the authors noted. Although the
term'survey' is commonly used to refer to data collecting using questionnaires, it also
encompasses other methods such as systematic observation and structured interviews"
(Mark Saunders et al., 2009). Using the survey approach has a number of advantages.
First, survey research is a low-cost method of gathering data from a bigger population
that may be used for practically any form of study (McCormack et al., 1997). Second,
for survey research, numerous sources may be employed, such as the internet, web sur-
veys, and the target audience's email addresses, which can assist to shorten the survey's
duration. Last but not least, using the survey approach allows for more variety, effi-
ciency, and generalizability of study findings (McCormack et al., 1997). A survey de-
sign, according to Creswell & Creswell (2017), gives a quantitative description of a

58
population's trends, attitudes, or views by analysing a sample of the population. A quan-
titative approach using the survey technique is the best solution, according to the author,
if an issue is discovering factors that affect or help explain predictors of a result. Based
on the previous literature, several studies applied the same methodology (Jamal et al.,
2021b; Rashid & Alam, 2020; Shah, 2019; Yong, Yusliza, Ramayah, Chiappetta
Jabbour, et al., 2019).

3.2.4 Type of researcher interference with the study

The type of researcher interference explained by the authors that “the extent of in-
terference by the researcher has a direct bearing on whether the study undertaken is
correlational or causal. A correlational study is conducted in a natural environment (for
instance, a supermarket or the factory floor) with minimal interference by the researcher
with the normal flow of events” (Sekaran & Bougie, 2016, p. 99). The current study
used a correlational approach with minimal interference with the SME employees to
collect data regarding the Green HRM and other study variables.

3.2.5 Purpose of the Study

In the research design, the purpose of the study may be classified in threefold one
is exploratory, descriptive, and exploratory (Saunders et al., 2007). To find out "what
is happening; to seek fresh ideas; to ask questions and to examine occurrences in a new
light," an exploratory research is used (Robson, 2002, p. 59). Descriptive research, on
the other hand, aims to "provide an accurate picture of people, events, or circumstances"
(Robson, 2002, p. 59). The authors further explain that research may contain both pur-
poses as explained above. Hence, the purpose of the study is to apply both the descrip-
tive and exploratory regarding the Green HRM practices and organizational perfor-
mance.

59
3.2.6 Study setting: contrived and non-contrived

The study is conducted in the natural environment where events proceed normally
and hence, the research setting is non-contrived. The current used the correlational ap-
proach which is invariably conducted in the non-contrived settings, whereas the causal
studies are undertaken in the contrived lab settings (Sekaran & Bougie, 2016).

3.2.8 Time Horizon

The research design also focuses upon the timing of the data collection which
is known as the time horizon of the study. There are two approaches to the time horizon,
cross-sectional and longitudinal studies. The cross-sectional approach is where the data
collection takes place in a particular phenomenon (or phenomena) at a particular time.
Such a kind of approach is often applied in survey strategy research. Whereas, the lon-
gitudinal approach observes people or events over time (Saunders et al., 2007). Since,
the study is survey-based hence, applied the cross-sectional approach for the data col-
lection of the study.

3.2.9 Unit of analysis: individuals within organizations

The unit of analysis states that “the level of aggregation of the data collected
during the subsequent data analysis stage” (Sekaran & Bougie, 2016, p. 102). The unit
of analysis of the study consists of the population and sample from which the data will
be collected and the research findings will be applied. Each participant from that sample
will represent the unit of analysis. The data of the current study was collected from the
small and medium enterprises (SMEs) operating in the industrial estate of Peshawar
KP. The data were collected from the individuals who were connected to the HR de-
partment of these firms. Upon the consent of the firm and participant total of 320 ques-
tionnaires were distributed among them. After distributing the questionnaires, they
were briefed on the privacy and objectivity of the study. Subsequently delivering the
questionnaire 265 respondents returned the filled questionnaires, however, among
them, 250 questionnaires were in a usable form and hence the response rate was 78%.
The response rate is acceptable for the survey-based research in social sciences as rec-
ommended by the authors (Hair, J.F., Hult, G.T., Ringle, 2014).

60
3.3 POPULATION AND SAMPLE OF THE STUDY

The study was mainly focusing on the industrial sectors operating in the KP
province of Pakistan. The context of KP is significant and appropriate as the China-
Pakistan Economic Corridor (CPEC) is mainly passing through this province. Hence,
firms that are carrying out their operations in KP are considered as the population of
the study. Since, the central database was not available to keep the record of the exact
number of the employees working in the SMEs of KP (Haleem et al., 2019; Jamal et
al., 2021b) therefore, purposive sampling technique was employed for sampling. As per
the sample size, previous literature has been relied upon and recommended the use of
G*Power software to determine sample size using effect size = medium, alpha = 0.05,
and power = 0.8. This is in line with the recommendations of (Connolly, 2007; Jamal
et al., 2021b; Yong, Yusliza, Ramayah, Chiappetta Jabbour, et al., 2019) for the calcu-
lation of sample size that works on predictors and other outcome variables without hav-
ing knowledge about the population of study under consideration. "Non-probability
sampling procedures in which the judgment of the researcher is used to select the cases
that make up the sample. This can be done on the basis of criticality, extremes, hetero-
geneity (maximum variation), homogeneity (maximum similarity) (Saunders et al.,
2019, p. 813). The authors advocate that purposive sampling is the only viable alterna-
tive when judgmental, speedy, timely and purposive information is needed or for ex-
ploratory research purposes (Saunders et al., 2019; Sekaran & Bougie, 2016). Several
studies in the field of organizational research, including Green HRM, employed pur-
posive sampling methods (Andersson & Pardillo-Baez, 2020; Fatma et al., 2014; Islam
et al., 2019; Peterson & Merunka, 2014; Sedgwick, 2013).
A sample of 160 respondents was determined through G Power, however, for
the methodological precision, robust results, minimizing the issues of non-response
rate, and outliers in the data, a self-administered questionnaire was developed (see sec-
tion 3.4 for detail) and distributed to 320 respondents (Hair et al., 2017; Saunders et al.,
2019). Hence, the required data was collected from the SMEs operating in the KP.
These SMEs predominantly included industrial products, food products, home appli-
ances, information technology, and other sectors (see Table 7 for detail). The data were
collected from the SMEs of the above sectors due to their prominent status in the in-
dustrial estate of KP.

61
3.4 MEASUREMENT AND INSTRUMENTATION

The recommended procedure for instrument adoption shows in Figure 3.1 and Table
3.1. The construction of research instruments begins with identifying survey questions
that will be utilized in the study, as shown in Figure 3.1. Based on existing work, these
questions were constructed from the latent constructs and their indicators, as presented
in Table 3.1.
The instrument reliability assesses in the second stage using internal consistency. Inter-
nal consistency measures the reproducibility of the data collected from the survey in-
strument. The survey instrument's reliability sets using Cronbach's alpha, a measure of
internal consistency. "Cronbach's alpha is a model of internal consistency dependability
based on the average inter-item correlation of an instrument" (Rovai et al., 2013, p.
465). Cronbach's alpha measures how similar a set of things is to one another (see
Chapter 4 for further detail).
The initial instrument was validated using the Straub (1989) process, which included
construct (connection to other variables) and content (representation of the subject un-
der investigation) validity as well as reliability to ensure that it was a usable tool. Con-
tent validity refers to the degree to which measurements accurately depict a given, in-
tended content area based on topic experts' professional expertise.

62
 Survey Instrument Development

Develop Initial Instrument

Instrument Reliability

Instrument Validity

Instrument Revision

Prepare the Survey

Data Collection

Data Analysis

Figure 2: Instrument Development Model

The researcher validated it from the five experts concerned to ensure the content valid-
ity of this study instrument, based on prior studies on information security (Knapp et
al., 2007). The analysis is quantitative, with the primary data collected using a self-
administered questionnaire. A 5-point Likert scale was used to collect data, with re-
sponses ranging from 1 to 5, with 1 indicating strong disagreement and 5 indicating
strong agreement.
The literature on green HRM reports that the measurement of green HRM is limited.
However, the recent literature attempted to measure green HRM practices such as
(Shah, 2019; G. Tang et al., 2018; Yong, Yusliza, Ramayah, & Fawehinmi, 2019). In
the current study context, the green HRM items was adopted from the recently devel-
oped scale (Shah, 2019).
Table 1: Measurement of variables

63
 S.No. Construct Dimensions Items Sources
1. GHRM Practices Green recruitment & selection 03 (Shah, 2019)
Green Training & development 04
Green Compensation 05
Green performance management 06
Green employee relations 03
2. Corporate Sustainability Perfor- 07 (Tom, 2015)
mance
3. Green Organization Culture 05 (Pham, Tučková, &
Phan, 2019)
4. Green Employees Behavior 06 (Mcconnaughy,
2014)
5. Organizational Performance 05 (El-kassar & Kumar,
2018) (Tseng, 2010)

The scale covers green recruitment & selection, green training & development, green
compensation, green performance management, and green employee relations. The
scale mentioned above was developed in the SMEs sector of Pakistan and called for
validation. The corporate sustainability performance items were adopted from the pre-
vious (Tom, 2015). The scale consists of seven items covering the corporate sustaina-
bility performance's social, environmental and economic dimensions. Likewise, the
green organization culture items were adopted from the previous authors (Pham,
Tučková, & Phan, 2019) covering 05 items in the construct. The green employees be-
havior items were adopted from the (Mcconnaughy, 2014). Finally, the items of organ-
izational performance was adapted from the previous authors (El-kassar & Kumar,
2018; Tseng, 2010). The items cover the comprehensive dimensions of organizational
performance such as financial performance, customer relations, effectiveness and effi-
ciency, human resources development, quality of strategic planning, market reputation,
and image. The dimensions and items of the questionnaire are shown in Table 1.
After data collection, the PLS-SEM model will be applied for evaluation using the
SmartPLS software package. Normal distribution or a large number of observations is
unnecessary when using SmartPLS software for data analysis.

3.5 ANALYTICAL FRAMEWORK AND RESEARCH MODELING

Research is organized by an analytical framework that provides a platform to

link theoretical assumptions and empirical analysis so that knowledge flow may explain

64
in different contexts (Saunders et al, 2009). In scientific research, the research is facil-
itated by an analytical framework so that creativity and novelty may achieve without
compromising on rationality. The study has focused on quantitative data collected
through a questionnaire so that hypotheses developed may be investigated empirically.
Multiple regressions explain the degree to which one variable depends on the other.

65
 CHAPTER 4
DATA ANALYSIS AND RESULTS

4.1 OVERVIEW OF THE CHAPTER

The chapter describes the main findings and discussion. Section 4.2 explains
the detailed demographic profiles of the respondents. Then in section 4.6, the different
diagnostic and quantitative techniques employed have been described. Section 4.7 dis-
cusses the results and hypotheses of the study. The last section concludes the chapter
by presenting the summary of the main hypotheses.

4.2 FREQUENCY ANALYSIS

The respondents’ demographic profile consists of various gender, ages, educa-

tion, experience, and job position explain in the following sections. The purpose of the
current study was to investigate the impact of green HRM, organizational sustainable
performance, green organization culture, green employees’ behavior, and organization
performance among the HR department employees in the organization.
Table 2: Gender Distribution

Count Column N %
Gender Male 235 94.0%
Female 15 6.0%

Table 2 indicates the information about the contestants of the survey. Among
250 contestants, 94.0% were males while 6.0% were females. The ratio of the male was
high than females as in Pakistan females are less job focused as well as less participative
in the surveys (Baloch et al., 2012; Zahid et al., 2012).
Table 3: Age Detail of the Respondent Groups

Count Column N %
Age 20 years or less 16 6.4%
21 – 30 years 121 48.4%
31 – 40 years 64 25.6%
41 – 50 years 41 16.4%
More than 50 years 8 3.2%

66
 Table 3 shows the age of the respondents. 6.4% of the contestants were of 20
years age or less than 20 years, the majority of the contestants' age was up to 21-30
years of age which was 48.4%, 25.6% of the contestants were of the 31-40 years of
ages, 16.4% of the contestants were of the 41-50 years and 3.2% were more than 50
years of age.

Table 4: Respondents Educational Level

Count Column N %
Education Bachelor 152 60.8%
Master Degree 87 34.8%
MPhil 7 2.8%
Ph.D. or Above 4 1.6%

According to the educational background of the respondents; 60.8% of the con-

testants completed bachelor's, 34.8% of respondents were master's degree holders,
2.8% obtained MPhil degrees, and 1.6% of respondents obtained Ph.D. or above edu-
cation.

67
Table 5: Experience in Years

Count Column N %
Experience < 1 year 24 9.6%
1-5 years 87 34.8%
6-10 years 77 30.8%
11-15 years 30 12.0%
16-20 years 23 9.2%
21-25 years 9 3.6%

In connection to the experience background of the respondents, 9.6% were rec-

orded less than 1-year experience, 34.8% had from 1-5 years’ experience, 30.8% had
from 6-10 years’ experience, likewise, 12.0% were having experience from 11 to 15
years, 9.2% were having 16-20 years of experience and 3.6% were having experience
from 21 to 25 years.

Table 6: Respondents Job Positions

Count Column N %
Job Position Entry Level 33 13.2%
Intermediate/experience level 51 20.4%
Line Management 20 8.0%
Middle Management 99 39.6%
Senior Management 47 18.8%

Another category of the demographic profile was the job positions of the re-
spondents. 13.2% of the respondents had entry-level positions, 20.4% were intermedi-
ate/experience level, 8.0% were in line management, 39.6% were in middle manage-
ment and 18.8% were in senior management.

Table 7: Industrial Sectors

Count Column N %
Industrial Sec- Industrial Products 93 37.2%
tors Food Products 46 18.4%
Home Appliances 34 13.6%
Information Technology 33 13.2%
Any other sector 44 17.6%

68
 The last category of the demographic profile was the industrial sectors of the
collected data reported in Table 7. 37.2% of the data was obtained from the respondents
of the industrialized product firms. Likewise, 18.4% of firms were of food products.
The respondents of home appliances and information technology products were more
or less the same of 13.6% and 13.2% respectively. However, the remaining firms were
miscellaneous with 17.6%.

69
Table 8: Descriptive Statistics of the Instrument

Indica- Skewness Kurtosis

Constructs tors Min Max Mean S.D Stat. S.E Stat. S.E
Green Compensation GC 1 1 5 3.18 1.268 -.454 .154 -.988 .307
-
GC 2 1 5 3.44 1.251 -.232 .154 .307
1.083
GC 3 1 5 3.28 1.239 -.253 .154 -.850 .307
-
GC 4 1 5 3.22 1.269 -.242 .154 .307
1.120
GC 5 1 5 3.50 1.278 -.571 .154 -.796 .307
Green Employees Behavior GEB 1 1 5 3.36 1.219 -.646 .154 -.580 .307
-
GEB 2 1 5 3.03 1.311 .070 .154 .307
1.179
GEB 3 1 5 3.33 1.146 -.443 .154 -.586 .307
GEB 4 1 5 3.29 1.090 -.395 .154 -.413 .307
GEB 5 1 5 3.59 1.077 -.483 .154 -.756 .307
GEB 6 1 5 3.72 1.227 -.890 .154 -.090 .307
Green Employees Relation GER 1 1 5 3.62 1.153 -.745 .154 -.227 .307
GER 2 1 5 3.47 1.210 -.655 .154 -.421 .307
-
GER 3 1 5 3.01 1.437 -.219 .154 .307
1.365
Green Organization Culture GOC 1 1 5 3.89 1.125 -.871 .154 -.162 .307
GOC 2 1 5 3.68 1.220 -.802 .154 -.264 .307
GOC 3 1 5 3.84 .962 -.922 .154 .633 .307
-
GOC 4 1 5 3.18 1.435 -.164 .154 .307
1.300
GOC 5 1 5 3.42 1.227 -.609 .154 -.595 .307
Green Performance Management GPM 1 1 5 3.70 1.259 -.942 .154 -.224 .307
GPM 2 1 5 3.69 1.037 -.461 .155 -.510 .308
GPM 3 1 5 3.44 1.093 -.542 .154 -.334 .307
GPM 4 1 5 3.20 1.276 -.209 .154 -.992 .307
GPM 5 1 5 3.50 1.217 -.321 .154 -.898 .307
-
GPM 6 1 5 3.10 1.328 -.286 .154 .307
1.083
Green Recruitment and Selection GRS 1 1 5 3.26 1.311 -.491 .154 -.929 .307
-
GRS 2 1 5 3.01 1.291 .030 .154 .307
1.256
GRS 3 1 5 3.57 1.205 -.508 .154 -.647 .307
Green Training and Development GTD 1 1 5 3.63 1.189 -.787 .154 -.226 .307
GTD 2 1 5 3.48 1.127 -.525 .154 -.264 .307
GTD 3 1 5 3.51 1.255 -.672 .154 -.586 .307
GTD 4 1 5 3.64 1.283 -.662 .154 -.659 .307
Corporate Sustainability Practices CSP 1 1 5 3.52 1.249 -.601 .154 -.621 .307

70
 CSP 2 1 5 3.62 1.236 -.705 .154 -.564 .307
CSP 3 1 5 3.67 1.247 -.838 .154 -.355 .307
CSP 4 1 5 3.43 1.059 -.536 .154 -.201 .307
CSP 5 1 5 3.36 1.029 -.499 .154 .019 .307
CSP 6 1 5 3.11 1.237 -.369 .154 -.799 .307
CSP 7 1 5 3.68 1.081 -.827 .154 .189 .307
Organizational Performance OP 1 1 5 3.72 1.057 -.920 .154 .744 .307
OP 2 1 5 3.86 1.100 -.676 .154 -.522 .307
OP 3 1 5 3.91 1.002 -.739 .154 .128 .307
OP 4 1 5 3.70 1.290 -.826 .154 -.433 .307
OP 5 1 5 3.72 1.153 -.807 .154 -.020 .307
OP 6 1 5 3.64 1.273 -.697 .154 -.623 .307

Descriptive statistics was reported above to shed lights on the pattern of re-
sponses. Table 8 shows the results of the descriptive analysis. Among all the values the
minimum value is 3.01 and the maximum value is 3.91 hence, all the values are above
the average. The Skewness and Kurtosis values use for reporting the normality of the
items, all the values fall between ±1.96 at an alpha of 0.05 (Table 8), and thus, the
assumption of normality did not violate for further analysis (Hair et al., 2006).

4.3 PEARSON’S CORRELATION MATRIX

A Pearson’s correlation matrix assesses multicollinearity among the variables

(Weisberg, 2005). The authors argued that if the Pearson’s correlation values are higher
than 0.90, there is a multicollinearity issue exists. The above results reported in Table
9 reports the higher correlation value among the variables was 0.703, and hence, this
correlation was below 0.90. Therefore, a multicollinearity problem does not exist
among the variables.
Table 9: Pearson’s Correlation Matrix

(1) (2) (3) (4) (5) (6) (7) (8) (9)

Green Compensation (1) 1
Green Employees Behavior (2) .458** 1
Green Employees Relation (3) .439** .403** 1
Green Organization Culture (4) .610** .638** .531** 1
Green Performance Management (5) .657** .540** .568** .703** 1
** ** ** **
Green Recruitment and Selection (6) .482 .420 .513 .540 .642** 1
** ** ** ** **
Green Training and Development (7) .582 .564 .492 .603 .678 .541** 1

71
Organizational sustainable perfor-
.573** .643** .453** .663** .548** .484** .620** 1
mance (8)
Organizational Performance (9) .195** .409** 0.049 .386** .335** .263** .251** .387** 1
**. Correlation is significant at the 0.01 level (2-tailed).

4.4 COMMON METHOD VARIANCE

When a single component explains the bulk of the variance in a data set, it is
known as Common-Method-Variance (hereafter CMV) (Podsakoff et al., 2003). When
data is acquired from a single source (Podsakoff et al., 2003), or when a study uses a
cross-sectional research design, there is a risk of common method variation (Audenaert
& Decramer, 2018). One-factor test of Harman's was used to see if there was any com-
mon technique variance.
The result revealed that a single component accounted for 27.61 percent of the
total variance, indicating that a common factor such as technique (time or testing, single
source) was not a problem in this data set. Bagozzi et al. provide another approach for
assessing common method variance (1991). If the inter-correlations in a correlation
matrix are much more than 0.90, the author suggests that there may be a problem with
common method variance. The correlation matrix's results in Table 11 show that all of
the values are less than 0.90. Similarly, another test for common method variance is
outer VIF values. The author suggested that if these values are below 5 then there is no
issue of CMV. The out VIF reported in Table 12 reported that there is no such value
above 5. Hence, all three methods confirm that there is no severe issue of CMV in the
study and the data is fit for further analysis.

4.5 STRUCTURAL EQUATION MODELING

However, these first-generation methodologies have problems and criticisms, such as
postulating the structural model, making assumptions about all of the variables being
observed, and presuming that variables would be measured accurately (Haenlein &
Kaplan, 2004). Structural equation modelling (hereafter SEM) and other rigorous ap-
proaches were also necessary.
According to Gefen et al., SEM is a second-generation analytic method that allows for
real-time modelling of interactions between dependent and independent components
(2000). Gefen and colleagues (Gefen et al., 2000). CB-SEM, (Covariance Based-SEM)
and PLS-SEM, (Partial Least Squares-SEM) are two types of SEM procedures. (Joseph

72
F. Hair and colleagues, 2017). To perform model parameter assessments where the dis-
crepancy between the theoretical and assessment covariance matrixes is minimized,
CB-SEM provides the theoretical covariance matrix which is based on the explicit set
of structural equations (Hair et al., 2011).
The PLS-SEM approach is a causal model that tries to reduce the explained
variance of dependent latent variables. PLS-SEM has been a frequent data analysis
technique in success factor research, notably in social science subject fields, according
to Henseler et al. (2009). PLS-SEM, which works on reflecting and formative models
with multiple or single item construct indicators, can be used if the sample size is lim-
ited (Hair et al., 2014a). PLS-SEM was utilised to analyze the data based on the evi-
dence available in the literature and the study investigation's aim.
The PLS-SEM study was split into two parts: PLS measurement and structural
models. Confirmatory component analysis is widely used in the measurement model to
acquire the genuine model of the study. SmartPLS was applied to provide the results of
the confirmatory factor analysis, and based on factor loadings, internal consistency,
composite reliability, and measurement model validity. Furthermore, the current ver-
sion of SmartPLS includes goodness of fit indices, which determine the measurement
model's fitness (Joseph F. Hair et al., 2017). The validity of a reflective measurement
model was tested using convergent validity, indictor reliability, and discriminant valid-
ity. Factor loading is the first step in analyzing the measurement model of a reflecting
measurement model. Factor loading is the relationship between a component's observ-
able and latent values, and it should be greater than 0.50.
The internal consistency of the measurement model was assessed next. Internal
consistency allows for the assessment of dependability based on the indicator variables'
various outer loadings (Hair Jr et al., 2014). In any situation, the Cronbach's alpha or
composite reliability value should be better than 0.70. After confirming internal con-
sistency, the next step is to evaluate convergence validity. Convergence validity is de-
fined as a good relationship between two separate measurements of a notion (Hair Jr et
al., 2014). The extracted average variance (AVE) applies to determine it, and it should
be more than 0.708. The reliability of the indictor is subsequently tested in the next
stage. The square of the indicators' outer loadings is indicator dependability, which in-
dicates how much variance in an item is enlightened by the construct. A value of 0.40
is suitable for certain exploratory inquiries, but a value larger than 0.70 is preferred

73
(Hair et al, 2014a; Hulland, 1999). In the final steps of measurement model, the discri-
minant validity of constructs was tested. It investigates the distinctions between or
among the constructs (Hair et al, 2014b). The scale means that a construct's outer load-
ing should be greater than its cross-loadings for other constructs, and discriminant va-
lidity looks into other constructs' cross-loadings (Hair Jr et al., 2014).
After achieving the measurement model in SmartPLS the next step is to deter-
mine the structural model for hypotheses testing and path coefficient values (Hair Jr et
al., 2014). Some other popular steps and values are also calculated for the structure
model are mentioned below.
 When two indicators are substantially connected with one another, the colline-
arity evaluation is used. VIF equal to or greater than 3.3 indicates the possibility
of collinearity (Hair et al., 2011).
 The coefficient of determination (R2) value is used to calculate the aggregate
described variation for each endogenous latent variable. The values might range
from 0 to 1, with a higher number indicating a more accurate forecast. R2 values
of 0.75, 0.50, and 0.25, respectively, indicate significant, moderate, and modest
predictive accuracy (Hair Jr et al., 2014).
 The route coefficient, which has a value range of -1 to 1, elaborates the hypoth-
esised relationship among the constructs and has a value range of -1 to 1, sug-
gesting that a value closer to 1 suggests a substantial positive correlation be-
tween the latent variable and the constructs (Hair Jr et al., 2014).
 In the structural model, the next value for predictive relevance signalling Q2 is
computed. Q2 examines whether or not a model's missing construct had a sub-
stantial influence on the endogenous constructs. The measures for this degree
are 0.20, 0.15, and 0.35, indicating the latent variable's minor, medium, and
substantial impacts (Hair Jr et al., 2014).
 The effect size, which denotes in the f2, is estimated in the last phase of the
structural model. This number represents the impact of removing a specific con-
struct from the model on the f2 value (Hair Jr et al., 2014). For a given endoge-
nous construct, the effect size of the omitted construct may be calculated using
the numbers 0.02, 0.15, and 0.35, which indicate modest, medium, and large
impacts, respectively (Cohen, 1988).

74
4.6 MEASUREMENT MODEL

The confirmatory factor analysis was tested using the SmartPLS measurement
model. SmartPLS is a viable and dependable tool for doing confirmatory factor analy-
sis. The factor loading of the constructs was the first criteria assessed. All of the items
were kept within the scope of factor loadings since the indicators were over the 0.50
threshold for the measuring instrument. The constructions, indicators, and factor load-
ing values are listed in Table 10.
The internal consistency and dependability of the constructs were the next cri-
terion to be evaluated. Cronbach's Alpha, according to some academics, is a conserva-
tive measurement in SmartPLS and that composite reliability should be employed in-
stead. To achieve rigor and validation in the data the study applied both the measure-
ments. Cronbach's alpha values were more than 0.60, indicating dependability, and so
all of the constructs in the study model fulfilled the required minimums. The composite
dependability had to be at least 0.70 in order to be called dependable. The study model's
constructs all reached the minimal values required to demonstrate dependability. For
both internal consistency reliability processes and establish reliability for each latent
variable, all values were within the acceptable range (Hair, Hult, Ringle, Sarstedt, &
Thiele, 2017). Internal consistency reliability showed in the Cronbach's alpha values,
rho A, and composite reliability (CR) are shown in Table 11.

75
 Table 10: Factor Loadings for Initial Constructs

Constructs Indicators Loadings

Green Compensation GC 1 0.630
GC2 0.829
GC3 0.765
GC4 0.773
GC5 0.656
Green Employees Behavior GEB 1 0.785
GEB 3 0.652
GEB 4 0.687
GEB 5 0.664
GEB 6 0.761
Green Employees Relation GER 1 0.812
GER 2 0.900
GER3 0.610
Green Organization Culture GOC 2 0.741
GOC 3 0.870
GOC 4 0.551
GOC 5 0.681
Green Performance Management GPM 1 0.764
GPM 2 0.714
GPM 3 0.711
GPM 4 0.680
GPM 5 0.762
Green Recruitment and Selection GRS 1 0.911
GRS 3 0.791
Green Training and Development GTD 1 0.729
GTD 2 0.605
GTD 3 0.832
GTD 4 0.815
Organizational Sustainable Perfor-
mance OSP 1 0.737
OSP 2 0.800
OSP 3 0.796
OSP 5 0.644
OSP 6 0.631
OSP 7 0.669
Organizational Performance OP 1 0.805
OP 2 0.790

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 OP 3 0.666
OP 4 0.593
OP 6 0.662

Table 11: Internal Consistency and Reliability of the Constructs

Cronbach's Alpha rho_A CR

Green Compensation 0.783 0.791 0.853
Green Employees Behavior 0.757 0.769 0.836
Green Employees Relation 0.692 0.787 0.823
Green Organization Culture 0.696 0.736 0.808
Green Performance Management 0.777 0.786 0.848
Green Recruitment and Selection 0.638 0.705 0.842
Green Training and Development 0.739 0.769 0.836
Organizational Sustainable Performance 0.807 0.813 0.862
Organizational Performance 0.751 0.782 0.832

The second requirement for the measurement model was convergent validity,
which evaluates the extracted Average Variance Extracted (hereafter AVE). The con-
struct's value should be greater than 0.50 for the AVE. The constructions have a value
that is higher than the previous authors' proposed threshold, as mentioned above. The
AVE values for all of the constructs were more than 0.50, indicating convergent validity
(Hair, Hult, Ringle, Sarstedt, & Thiele, 2017). The (AVE) values for each construct are
listed in Table 12.
Table 12: Findings of Convergent Validity

AVE
Green Compensation 0.539
Green Employees Behavior 0.507
Green Employees Relation 0.614
Green Organization Culture 0.518
Green Performance Management 0.528
Green Recruitment and Selection 0.728
Green Training and Development 0.563
Organizational Sustainable Performance 0.513

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 Organizational Performance 0.501

To follow the measurement model the next criterion was employed to measure
the discriminant validity of the constructs.

Table 13: Cross Loadings

Indicators (1) (2) (3) (4) (5) (6) (7) (8) (9)
GC 1 0.630 0.230 0.193 0.305 0.438 0.284 0.397 0.342 0.222
GC2 0.829 0.355 0.363 0.456 0.496 0.362 0.576 0.436 0.087
GC3 0.765 0.260 0.339 0.400 0.412 0.315 0.387 0.374 0.119
GC4 0.773 0.292 0.235 0.462 0.525 0.239 0.369 0.405 0.093
GC5 0.656 0.358 0.475 0.482 0.480 0.427 0.437 0.405 0.128
GEB 1 0.254 0.785 0.323 0.596 0.441 0.485 0.442 0.561 0.356
GEB 3 0.288 0.652 0.350 0.389 0.335 0.228 0.330 0.386 0.224
GEB 4 0.358 0.687 0.343 0.391 0.344 0.389 0.427 0.489 0.316
GEB 5 0.201 0.664 0.299 0.347 0.261 0.362 0.328 0.402 0.418
GEB 6 0.370 0.761 0.403 0.614 0.507 0.460 0.446 0.465 0.445
GER 1 0.260 0.372 0.812 0.384 0.388 0.424 0.393 0.429 0.073
GER 2 0.456 0.512 0.900 0.487 0.576 0.485 0.526 0.494 0.145
GER3 0.347 0.144 0.610 0.315 0.360 0.358 0.288 0.161 -0.047
GOC 2 0.383 0.480 0.267 0.741 0.535 0.473 0.452 0.535 0.585
GOC 3 0.492 0.619 0.454 0.870 0.562 0.467 0.521 0.622 0.374
GOC 4 0.423 0.286 0.399 0.551 0.396 0.335 0.315 0.305 -0.013
GOC 5 0.417 0.501 0.426 0.681 0.430 0.394 0.434 0.497 0.078
GPM 1 0.537 0.453 0.491 0.629 0.764 0.566 0.578 0.471 0.349
GPM 2 0.374 0.384 0.461 0.477 0.714 0.456 0.462 0.314 0.141
GPM 3 0.425 0.348 0.312 0.421 0.711 0.471 0.424 0.314 0.241
GPM 4 0.528 0.353 0.403 0.437 0.680 0.457 0.456 0.428 0.211
GPM 5 0.459 0.409 0.400 0.460 0.762 0.395 0.497 0.472 0.108
GRS 1 0.430 0.556 0.483 0.564 0.598 0.911 0.571 0.600 0.364
GRS 3 0.323 0.364 0.440 0.420 0.502 0.791 0.444 0.374 0.164
GTD 1 0.408 0.404 0.362 0.456 0.418 0.396 0.729 0.385 0.193
GTD 2 0.266 0.394 0.196 0.271 0.421 0.340 0.605 0.312 0.228
GTD 3 0.520 0.455 0.431 0.570 0.666 0.550 0.832 0.558 0.247
GTD 4 0.544 0.435 0.551 0.474 0.486 0.492 0.815 0.586 0.140
OP 1 0.119 0.493 0.125 0.384 0.255 0.313 0.230 0.334 0.805
OP 2 0.042 0.393 0.169 0.318 0.181 0.218 0.228 0.327 0.790
OP 3 0.051 0.215 0.069 0.187 0.134 0.162 0.099 0.209 0.666
OP 4 0.135 0.252 -0.079 0.245 0.204 0.219 0.109 0.270 0.593
OP 6 0.246 0.342 0.020 0.337 0.246 0.216 0.211 0.330 0.662
OSP 1 0.420 0.379 0.356 0.466 0.402 0.374 0.592 0.737 0.229
OSP 2 0.355 0.524 0.375 0.456 0.370 0.443 0.536 0.800 0.312
OSP 3 0.333 0.505 0.355 0.539 0.380 0.529 0.417 0.796 0.405

78
 OSP 5 0.435 0.448 0.348 0.531 0.413 0.332 0.400 0.644 0.264
OSP 6 0.469 0.491 0.405 0.501 0.447 0.417 0.389 0.631 0.214
OSP 7 0.324 0.447 0.319 0.523 0.399 0.422 0.368 0.669 0.381
1. Green Compensation, 2. Green Employees Behavior, 3. Green Employees Relation, 4. Green Organization Commitment, 5.
Green Performance Management, 6. Green Recruitment and Selection, 7. Green Training and Development, 8. Organizational
Sustainable Performance, 9. Organizational Performance

The study used two criteria, the Fornell-Larcker criterion, HTMT, and cross-
loadings, which were advocated by earlier writers (Hair et al., 2014). The cross-load-
ings of the constructs were compared in the first criteria. All indicator values for each
construct surpass the cross-loadings All other constructions' values, as well as their in-
dications The data indicate that discriminant validity problems were not present, mean-
ing that each construct is different. Table 13 reports the cross loadings results.
In the next step, the discriminant validity was evaluated using the Fornell and
Larcker (1981) criterion. The diagonal values must be greater than all other values in
the adjacent rows and columns (Hair et al., 2014). Table 14 shows that all the values
fulfill the requirements mentioned above and hence indicating discriminant validity of
the constructs.

Table 14: Discriminant Validity

1 2 3 4 5 6 7 8 9
Green Compensation 0.734
Green Employees Behavior 0.415 0.712
Green Employees Relation 0.449 0.482 0.783
Green Organization Culture 0.583 0.671 0.513 0.720
Green Performance Management 0.644 0.540 0.575 0.677 0.727
Green Recruitment and Selection 0.449 0.555 0.540 0.586 0.648 0.853
Green Training and Development 0.596 0.560 0.533 0.606 0.672 0.602 0.751
Organizational Performance 0.170 0.506 0.102 0.433 0.295 0.329 0.263 0.708
Organizational Sustainable Performance 0.539 0.651 0.501 0.700 0.558 0.590 0.631 0.424 0.716

4.7 STRUCTURAL MODEL

In the next step of SmartPLS the structural model was applied to test the hy-
pothesized relationships. The constructs, as well as the structural model connections
between the variables, are included in the structural model (Hair et al., 2017). Following
technique used for the Structural Model, as mentioned in section 4.4: analyze the level

79
of R-Square, f2 for impact size, Q2 values for predictive relevance, tolerance levels for
collinearity diagnostics, and the variance inflation factor (VIF) and model fitness using
SRMR, NFI, and RMS Theta values (Hair et al., 2017).
Hypotheses were tested using a structural model route coefficient. The path co-
efficient ranges from -1 to +1, with larger values suggesting more favorable relation-
ships. Furthermore, empirical t-values derived from standard errors should be higher
than the critical values of 1.65 for a 10% significance level, 1.96 for a 5% significance
level, and 2.57 for a 1% significance level. The R-Square value for endogenous latent
variables spans from 0 to 1, with 0.75 signifying significant, 0.50 as moderate, and 0.25
as weak respectively.
The structural model's results are shown in Table 15. The study's initial stage
was to determine the structural model's collinearity. For the collinearity assessments
the variance inflation factor was used to assess collinearity among the factors and con-
structs. The diagonal values must be greater than all other values in the adjacent rows
and columns (Hair et al., 2014).
Table 14 shows that all of the diagonal values are greater than the others, indi-
cating discriminant validity (Joseph F. Hair et al., 2017). Table 14 also shows the effect
size calculated with the model's f2 parameter. The effect sizes vary from 0.000 to 0.086,
which falls into the modest group (Cohen, 1988). The predictive relevance values for
variables are represented by the Q2 values. Q2 values are all within a narrow range,
indicating that the model is predictive.

80
 Table 15: Structural Model Results

Construct Adj. RSqr f2 Q2 VIF SRMR NFI rms Theta

Green Recruitment and Selection -> Organizational Sustainable Performance 0.065 0.023 1.984 - - -
Green Training and Development -> Organizational Sustainable Performance 0.075 0.027 2.227 - - -
Green Performance Management -> Organizational Sustainable Performance 0.000 -0.001 2.704 - - -
Green Compensation -> Organizational Sustainable Performance 0.042 0.012 1.875 - - -
Green Employees Relation -> Organizational Sustainable Performance 0.018 0.005 1.669 - - -
Green Recruitment and Selection -> Green Organization Culture 0.035 0.010 1.984 - - -
Green Training and Development -> Green Organization Culture 0.020 0.003 2.227 - - -
Green Performance Management -> Green Organization Culture 0.068 0.018 2.704 - - -
Green Compensation -> Green Organization Culture 0.044 0.015 1.875 - - -
Green Employees Relation -> Green Organization Culture 0.011 0.004 1.669 - - -
Green Recruitment and Selection -> Green Employees Behavior 0.049 0.014 1.984 - - -
Green Training and Development -> Green Employees Behavior 0.044 0.015 2.227 - - -
Green Performance Management -> Green Employees Behavior 0.010 0.003 2.704 - - -
Green Compensation -> Green Employees Behavior 0.000 -0.003 1.875 - - -
Green Employees Relation -> Green Employees Behavior 0.017 0.006 1.669 - - -
Organizational Sustainable Performance -> Organizational Performance 0.277 0.004 0.002 2.220 - - -
Green Organization Culture -> Organizational Performance 0.277 0.008 0.001 2.330 - - -
Green Employees Behavior -> Organizational Performance 0.277 0.086 0.031 2.061 0.077 0.563 .165

81
 The adjusted R-Square shows the amount of variance accounted for by the independent
variables in the dependent variables of the model. Furthermore, it also assesses the model's pre-
dictive ability (s). The models' modified R-Squares vary from 0.277 to 0.545, indicating moderate
to poor prediction accuracy.

82
Figure 3: Structural Model of the Study

83
 Similarly, the standardized root means square residual (SRMR) value is 0.077, 0.080 below
the threshold of 0.10 (Henseler et al., 2014; Joseph F. Hair et al., 2017). The normed fixed index
(NFI) is 0.563, which is close to 1 as recommended by the authors (Henseler et al., 2014; Joseph
F. Hair et al., 2017), and the rms Theta value is 0.20, which is below 1 as recommended by the
authors (Henseler et al., 2014; Joseph F. Hair et al., 2017) indicating that our model is fit.

The following criteria used the SmartPLS structural model bootstrapping approach to as-
sessing postulated correlations' relevance. Although 500 random subsamples may be used for the
initial instrument, for the final hypothesis testing findings, a bigger subsample, such as 5,000 sub-
samples, should be utilized to ensure stability and robustness of the results. Although 500 random
subsamples may be used for the initial instrument, for the final hypothesis testing findings, a bigger
subsample, such as 5,000 subsamples, should be utilized to ensure stability and robustness of the
results (Hair et al., 2017). As a result, bootstrapping was performed using 5,000 subsamples, and
the route coefficients for each association were assessed, with the closer the path coefficients were
to 1, the stronger the link.
According to the statistical data in Table 16, there is a significant positive association (β=
0.272, t-value = 4.118, p 0.000) between green recruitment and selection and company sustaina-
bility practices, which supports the study's hypothesis (H1a). The findings are consistent with prior
research, which revealed that green recruiting and selection had a favourable influence on business
sustainability strategies (Opatha & Arulrajah, 2014; Renwick et al., 2013).
The statistical values of Table 16 further reported that there is no significant positive asso-
ciation (β = -0.018, t-value = 0.169, p > 0.05) between green performance management and organ-
izational sustainable performance which is not supported hypothesis (H1b) of the study. The re-
sults are in contrast with the previous findings who found that there is a positive impact of green
performance management on organizational sustainable performance (Gupta, 2018;
Siyambalapitiya & Janaka, 2018).
Table 16 further reported that there is a significant positive connection (β = 0.293, t-value
= 3.595, p < 0.000) between green training and development and organizational sustainable per-

84
formance which is supported hypothesis (H1c) of the study. The results are in line with the postu-
lation of previous findings who found that there is a positive impact of green training and devel-
opment on organizational sustainable performance (Jackson et al., 2011).
The statistical results in Table 16 reveal that there is a significant positive association
between green compensation and business sustainability practices (β= 0.199, t-value = 3.728, p
0.000), which supports the study's hypothesis (H1d). The findings are consistent with prior re-
search, which demonstrated that green remuneration had a favourable influence on business
sustainability efforts (Luu, 2018; Ren et al., 2018).
The association's final hypothesis states that there is no significant positive link (β=
0.127, t-value = 1.480, p > 0.05) among green employees' relationships and organizational sus-
tainable performance, that contradicts the study's hypothesis (H1e). The findings contradict prior
research that demonstrated a favourable relationship between green staff and business sustaina-
bility efforts (Saeed & Tahir, 2018; Gupta, 2018).

85
 Table 16: Hypotheses Testing

Hypotheses Std. Beta Std. Error t-values p-values LL CI UL CI Decision

Green Recruitment and Selection -> Organizational Sustainable Performance 0.272 0.066 4.118 0.000 0.111 0.181 Supported
Green Performance Management -> Organizational Sustainable Performance -0.018 0.094 0.169 0.866 -0.038 0.289 Not Supported
Green Training and Development -> Organizational Sustainable Performance 0.293 0.081 3.595 0.000 0.085 0.304 Supported
Green Compensation -> Organizational Sustainable Performance 0.199 0.053 3.728 0.000 0.134 0.446 Supported
Green Employees Relation -> Organizational Sustainable Performance 0.127 0.085 1.480 0.139 0.094 0.329 Not Supported
Green Recruitment and Selection -> Green Organization Culture 0.212 0.060 3.551 0.000 0.053 0.275 Supported
Green Performance Management -> Green Organization Culture 0.288 0.089 3.327 0.001 0.113 0.471 Supported
Green Training and Development -> Green Organization Culture 0.155 0.087 1.859 0.064 -0.288 0.029 Not Supported
Green Compensation -> Green Organization Culture 0.169 0.061 2.635 0.009 0.044 0.290 Supported
Green Employees Relation -> Green Organization Culture 0.031 0.074 0.308 0.758 -0.137 0.413 Not Supported
Green Recruitment and Selection -> Green Employees Behavior 0.241 0.082 2.991 0.003 0.430 0.091 Supported
Green Performance Management -> Green Employees Behavior 0.122 0.083 1.462 0.144 -0.208 0.165 Not Supported
Green Training and Development -> Green Employees Behavior 0.242 0.085 2.850 0.005 0.154 0.478 Not Supported
Green Compensation -> Green Employees Behavior 0.017 0.062 0.218 0.828 -0.010 0.354 Not Supported
Green Employees Relation -> Green Employees Behavior 0.158 0.082 1.825 0.069 -0.096 0.213 Not Supported
Organizational Sustainable Performance -> Organizational Performance 0.175 0.087 1.924 0.055 0.000 0.354 Supported
Green Organization Culture -> Organizational Performance 0.405 0.090 4.459 0.000 0.228 0.582 Supported
Green Employees Behavior -> Organizational Performance 0.321 0.082 3.874 0.000 0.067 0.391 Supported
Green Recruitment and Selection -> Organizational Performance 0.059 0.083 0.707 0.480 -0.012 0.311 Not Supported
Green Performance Management -> Organizational Performance 0.045 0.109 0.476 0.634 -0.235 0.596 Not Supported
Green Training and Development -> Organizational Performance -0.105 0.083 1.170 0.243 0.055 0.285 Not Supported
Green Compensation -> Organizational Performance -0.156 0.067 2.341 0.020 -0.023 -0.312 Not Supported
Green Employees Relation -> Organizational Performance -0.263 0.082 3.216 0.001 -0.076 -0.394 Not Supported

86
 Table 16 further reported the results of green HRM dimensions and green organization
culture. The results showed that there is a positive impact of green recruitment & selection on
green organization culture (β = 0.212, t-value = 3.551, p < 0.000) which supports H2a of the study.
The results of the study are similar to the previous findings who report that there is a positive
association between green recruitment & selection on green organization culture (Ramasamy et
al., 2017).
Table 16 further reported that there is a positive impact of green performance management
on green organization culture (β = 0.288, t-value = 3.327, p < 0.001) which supports the H2b of
the study. The results of the study are similar to the previous findings who report that there is a
positive association between green performance management on green organizational culture
(Dumont et al., 2013).
Table 16 further reported that there is no positive impact of green training and development
on green organization culture (β = 0.155, t-value = 1.859, p > 0.05) which is not supported H2c of
the study. The results are in contrast with the previous findings who found that there is a positive
impact of green employees’ relation on organizational sustainable performance (Dumont et al.,
2013). Green remuneration has a favorable influence on green corporate culture, according to the
Table (β = 0.169, t-value = 2.635, p < 0.05) which supports the H2d of the study. The results of
the study are similar to the previous findings who report that there is a positive association between
green organizational culture on green organizational culture (Dumont et al., 2013).
Table 16 also found no beneficial influence of green employees' relationship on green com-
pany culture (β = 0.031, t-value = 0.308, p > 0.05), contradicting H2e of the research. The findings
contradict prior research that demonstrated a favorable relationship between green staff and busi-
ness sustainability efforts (Dumont et al., 2013).
Table 16 also reported the results of the relationship between green recruitment and the
selection of green employees’ behavior. The results documented positive impact (β = 0.241, t-
value = 2.991, p < 0.05) which supports H3a of the study. The results are in line with the previous
authors who found that there is a positive impact of green recruitment and selection on green em-
ployees' behavior (Chaudhary, 2019c; Jiang et al., 2012).
In contrast, the result further documented in Table 16 that there is no positive relationship
between green performance management and green employees’ behavior (β = 0.122, t-value =
1.462, p > 0.05) which is not supporting H3b of the study. The results are in contrast with the

87
previous authors who found that there is a positive impact of green performance management on
green employees’ behavior (Chaudhary, 2019c; Jiang et al., 2012).
Table 16 also reported the results of the relationship between green training and develop-
ment and green employees’ behavior. The results documented positive relationship (β = 0.242, t-
value = 2.850, p < 0.05) which is supported H3c of the study. The results are in line with the
previous authors who found that there is a positive association between green training and the
development of green employees' behavior (Dumont et al., 2013).
The results further reported that there are no positive associations between green compen-
sation and green employees’ relation and green employees’ behavior. The results documented no
association (β = 0.017, t-value = 0.218, p >0.05) and (β = 0.158, t-value = 1.825, p >0.05) which
is not supported H3d and H3e of the study respectively. The results are in contrast with the previ-
ous studies that found that there is no positive association between green compensation, green
employees’ relation, and green employees’ behavior (Chaudhary, 2019c; Jiang et al., 2012).
Other paths investigate the impacts of organizational sustainable performance, green or-
ganization, and green behavior on organization performance. The findings in Table 16 show that
organizational sustainable performance have no positive influence on organizational performance,
contradicting H4 of the research. While in contrast, the results of H5 and H6 documented the
positive impact of green organization culture and green employees’ behavior on organizational
performance and hence supported H5 and H6 of the study. The results are in line with many pre-
vious studies that found a positive impact of green organizational culture and green employees’
behavior on organizational performance (Bhutto & Phil, 2016; Gupta, 2018; Pinzone et al., 2019).
The last section of Table 16 reports no direct impact of green recruitment & selection,
green performance management, green training & development, green compensation, green em-
ployee behavior on organizational performance which is not supported H7a to H7e of the study.
The findings are not in line with the postulation of the theory and previous studies which postulates
positive impact in the above relationships (Bhutto & Phil, 2016; Gupta, 2018; Pinzone et al., 2019).
The next section discusses the mediation analysis of the study.

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 Table 17: Mediation Analysis

Confidence Interval
Hypotheses Std. Beta Std. Error t-value p-value LL UL Decision
Green Recruitment and Selection > Organizational sustainable performance > Organizational Performance 0.047 0.026 1.740 0.082 0.001 0.101 Not Supported
Green Training and Development > Organizational sustainable performance > Organizational Performance 0.053 0.035 1.374 0.170 0.001 0.136 Not Supported
Green Performance Management > Organizational sustainable performance > Organizational Performance 0.000 0.020 0.132 0.895 -0.039 0.044 Not Supported
Green Compensation > Organizational sustainable performance > Organizational Performance 0.034 0.020 1.676 0.094 -0.001 0.077 Not Supported
Green Employees Relation > Organizational sustainable performance > Organizational Performance 0.021 0.019 1.072 0.284 -0.010 0.065 Not Supported
Green Recruitment and Selection > Green Organization Culture > Organizational Performance 0.085 0.032 2.691 0.007 0.033 0.149 Supported
Green Training and Development > Green Organization Culture > Organizational Performance 0.059 0.040 1.616 0.107 -0.019 0.134 Not Supported
Green Performance Management > Green Organization Culture > Organizational Performance 0.122 0.048 2.471 0.014 0.047 0.235 Supported
Green Compensation > Green Organization Culture > Organizational Performance 0.066 0.029 2.182 0.030 0.018 0.129 Supported
Green Employees Relation > Green Organization Culture > Organizational Performance 0.012 0.031 0.293 0.770 -0.047 0.070 Not Supported
Green Recruitment and Selection > Green Employees Behavior > Organizational Performance 0.075 0.031 2.566 0.011 0.022 0.139 Supported
Green Training and Development > Green Employees Behavior > Organizational Performance 0.075 0.039 1.984 0.048 0.012 0.157 Supported
Green Performance Management > Green Employees Behavior > Organizational Performance 0.041 0.030 1.282 0.201 -0.013 0.109 Not Supported
Green Compensation > Green Employees Behavior > Organizational Performance 0.005 0.021 0.204 0.838 -0.039 0.049 Not Supported
Green Employees Relation > Green Employees Behavior > Organizational Performance 0.050 0.033 1.425 0.155 -0.007 0.125 Not Supported

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 For mediation hypotheses testing, the study applied specific indirect tests using the
SmartPLS algorithm technique recommended by other researchers (Hair et al., 2014; Preacher &
Hayes, 2004). Table 17 reports the mediating role of green employees’ behavior, green organiza-
tion culture, and organizational sustainable performance in the relationship of green recruitment
and selection, green training and development, green performance management, green compensa-
tion, green employees’ relation, and organizational performance.
The results reported that green organization culture mediates between the relationship of
green recruitment & selection, green performance management, green compensation, and organi-
zational performance. Similarly, green employee behavior mediates between the relationships of
green recruitment & selection and training & development and organizational performance. In
contrast, however, any other green HRM attributes did not record a mediating role in the afore-
mentioned relationships.
The next section discusses the results of the above hypotheses.

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 CHAPTER 5
DISCUSSION AND CONCLUSION

5.1 OVERVIEW OF THE CHAPTER

The chapter comprises of six section. Section 5.2 explains the discussion of results. Section
5.3 elaborates the summary of the study, the next section 5.4 provides conclusion of the study,
section 5.5 provides contributions of the study and section 5.6 ends the chapter by providing lim-
itation and future directions.

5.2 DISCUSSIONS OF RESULTS OF HYPOTHESES TESTING

This section discusses the results of the hypotheses drawn on the research questions of the
study. The detail of each research questions with the hypotheses is discussed below.

5.2.1 Research Question 1

Does green HRM (green recruitment & selection, green performance management, green train-
ing & development, green compensation, and green employees relation) affect the organizational
sustainable performance, green culture, and green employees’ behavior?
To answer the first research question mentioned above, the study tested fifteen hypotheses
(H1a to H3e) to find the impact of green HRM sub-components (i.e. green recruitment, green
selection, green performance management, green training & development, green compensation,
and green employees’ relation) impact on the organizational sustainable performance, green cul-
ture, and green employees’ behavior. The results documented that there is a positive impact of
green recruitment and selection, green training and development, and green compensation on or-
ganizational sustainable performance. The results are according to the postulation of RBV and
stakeholder theories, which documents that green HRM is considered a valuable resource of the
firm and stakeholder management. The results are also similar to the previous authors who docu-
mented that green recruitment and selection play a significant role in achieving organizational
sustainable performance (Haddock-millar & Sanyal, 2015; Siyambalapitiya & Janaka, 2018;
Yong, Yusliza, Ramayah, Chiappetta Jabbour, et al., 2019). Further endorsing the results, through
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green recruitment and selection organizations may achieve better organizational sustainable per-
formance such as social, economic, and environmental.
However, the results did not support the impact of green performance management, and green
employees’ relation to the organizational sustainable performance. Some of the possible reasons
for contrasting results, in Pakistan such as green HRM practices and organizational sustainable
performance, are in the infancy stages. Likewise, green HRM practices focusing on green perfor-
mance management and green employee relations have not yet matured significantly in Pakistan.
Again, the sector, specifically the sample industry employees, may lack the knowledge and aware-
ness of green practices (Darvishmotevali & Altinay, 2022; Gholami et al., 2016a). Furthermore,
the training and development sections of the firms, particularly the SMEs, should deliver training
in the above areas to get the optimum results at many levels.
Furthermore, the findings revealed that green recruiting and selection, green performance man-
agement, and green remuneration favor green organization culture; however, green training and
development and green compensation have no such effect. The results supported RBV and stake-
holder theory postulations. Green recruiting and selection, green performance management, and
green remuneration are more critical to achieving a green organizational culture. Several regula-
tory organizations, such as the Security Exchange Commission of Pakistan (SECP), have empha-
sized the need of promoting a green culture inside the firm. As a result, the aforementioned green
HRM practices contribute to the organization's green culture. (Podgorodnichenko et al., 2021;
Ramasamy et al., 2017)
Similarly, the results showed a positive impact of green recruitment and selection and green
training and development on green employees’ behavior. The findings endorsed that green HRM
practices improve employees’ behavior regarding care and protection for the environment. It also
encourages various awareness campaigns and programs regarding the environment for workers
(Chaudhary, 2019c). It engages and supports employees to participate in activities that could de-
velop a good, efficient, economical, and environmentally friendly environment. The principles and
practices of green HRM include establishing green standards, planning for environmental man-
agement related activities, and responsibilities and training employees along with encouraging the
green interpersonal citizenship approach, updating employees about the feedback on daily basis to
keep them motivated for attaining green goals and include them in various green initiatives and
programs (Renwick et al., 2013).

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 In contrast, green performance management, green compensation, and green employees’ rela-
tions did not record any impact on green employees’ behavior. Some of the possible justifications
for these non-supportive results are that in the sample firms, there is no proper performance man-
agement or compensation for the green practices, which may further hinder the green behaviors of
the employees. Likewise, good HR practices in these sectors are not on the ground, which may
further decrease the harmony to support the relationship between green employees’ relations and
behavior (Darvishmotevali & Altinay, 2022; Podgorodnichenko et al., 2021).

5.2.2 Research Question 2, 3, 4 and 5

Do sustainable organizational performance have an impact on organizational perfor-

mance?
Does green culture impact organizational performance?
Does green employees’ behavior have an impact on organizational performance?
Do green HRM (green recruitment & selection, green performance management, green
training & development, green compensation, and green employees relation) impact
organizational performance?
Moving towards the second, third, and fourth research question, the researcher tested eight
hypotheses (H4 to H7e) of the study to find the impact of organizational sustainable performance,
organization green culture, and green employees' behavior and green HRM components (green
recruitment & selection, green performance management, green training & development, green
compensation, and green employees relation) on organizational performance.
The results show that there is a positive impact of green organizational culture and green
employees' behavior on organization performance. The results support the crux of the stakeholder
and the RBV theories. The findings show that green organization culture and green employee
behavior are valuable, rare, and inimitable for the organizations. Similarly, the green
organizational culture and behavior help the employees to understand the green practices of the
organization and hence achieve better organizational performance (El-kassar & Kumar, 2018; El-
Kassar & Singh, 2019; Wang, 2019). Moreover, the findings also postulate that organizations are
striving to improve a green culture within the business and change the behavior of their employees
to achieve the interest of the broad spectrum of the stakeholders (Zaid et al., 2018). This notion is

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further endorses that green culture and employee behavior considered as a strategic asset and it
translates the company's sustainable strategies into better organizational performance (Fraj et al.,
2011). The integration of such behaviors and culture further boosts the organizational values across
the different levels and departments. As discussed earlier the focus of the SECP is to develop a
green culture within the Pakistani companies, hence, the findings are beneficial for them to develop
the green culture and nurture the green values and behaviors of the employees within the
organization.
In contrast, the findings documented that there is no impact of organizational sustainable
performance and green HRM components (green recruitment & selection, green performance man-
agement, green training & development, green compensation, and green employees relation) on
organizational performance. Some of the possible reasons that sustainability performances are
Pakistan are in embryonic stages, particularly the green HRM practices, and hence need further
push to implement in a true spirit (Rehman et al., 2020). Therefore, the findings highlight that an
organization's green culture and employees' green behavior may push such practices further within
Pakistani organizations (Rashid et al., 2021; Rashid & Alam, 2020). Similarly, such practices
would further help to integrate green practices within the organization's (SMEs) core values,
activities, and policies to attain competitive advantage and better organizational performance
(Wang, 2019). Apart from that, integrating these green practices may further flourish to receive
attention from the top management and managers of the concern sections (Zou et al., 2021).
Similarly, in contrast, to the postulations of the RBV and stakeholder theories, the study did
not document any impact of green HRM components (green recruitment & selection, green
performance management, green training & development, green compensation, and green
employees relation) on organizational performance of the sample SEMs in Pakistan. Some possible
justifications for this insignificant relationship are that these green initiatives are in the early stages,
still lack the awareness among the SMEs management, lack integrated strategies for implementing
sustainability-related models, and lack proper training related to green practices. Furthermore,
these findings may further call for the mediation models (sustainable organizational performance,
green employee behavior, and green organization culture) in the relationship between green HRM
and organizational performance. Last but not least, these practices may further flourish with
government and regulatory intersessions, particularly in the SME sector.

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5.2.3 Research Question 6

How do sustainable organizational performance, green culture, and employees’ behav-

ior mediate the relationship between Green HRM and organizational performances?
To answer the last research question of the study, the researcher tested three hypotheses (H8a
to H10e) to find the mediating role of organizational sustainable performance, green organization
culture, and green employees behavior in the relationship of green HRM components (green re-
cruitment & selection, green performance management, green training & development, green com-
pensation, and green employees relation) and organizational performance. The results reported
that green organization culture mediates between the relationship of green recruitment & selection
of green performance management, compensation, and organizational performance. Further noted
that green employee behavior mediates between the associations of green recruitment and selection
and green training and development and organization performance.
The findings show that organizational sustainable performance did not mediate in green re-
cruitment and selection, green training and development, green performance management, green
compensation, green employee’s relation, and organizational performance. As discussed above,
the above practices have not fully matured, and it may take time to start the full benefits of inte-
grating these green activities (Rahman et al., 2022; Zahid et al., 2020).
The findings endorse that green compensation would be used to inspire organization employ-
ees through non-financial and financial incentives to achieve organizational sustainable and over-
all performance. Further noted that green compensation plays an important role to eliminate capa-
ble employees to leave the organization and attracting fresh employees with green practices. Sim-
ilarly, the authors further noted that contemporary organizations consistently follow green com-
pensation management to achieve organizational environmental goals and hence appreciate their
employees (Gupta, 2018). To further endorse our findings the stakeholder theory postulates that
such engagement of the employees and organization may lead them to satisfy the demand of mul-
tiple stakeholders and hence achieve the overall goals in the shape of better performance and rep-
utational benefits (Donaldson & Preston, 1995; Freeman, 1984). The RBV theory further supports
the findings and explains that the organization should invest in their employees to achieve the
organization overall sustainability goals and to improve financial performance (Hart, 1995;
Mukumbi, 2013; Orlitzky et al., 2011b; Welter, 2011). The findings further elaborate that green
recruitment plays a significant role to improve the green behavior of employees and achieving the

95
overall goals of organization performance. Further the results support that green recruitment fur-
ther supports the organization's green policy implementation within the organization and hence
achieves the overall goals of organizational sustainable performance as well (Siyambalapitiya &
Janaka, 2018). Likewise, green training and development also improve the value of employees'
green behavior by motivating them to progress in their skills and abilities to achieve better organ-
izational performance. Hence, green training and development motivate the workforce to learn and
improve certain skills and abilities for focusing on environmental improvement and getting the
environmental and performance objectives of the organizations.
In contrast, however, any other green HRM attribute did not record a mediating role in the
aforementioned relationships. Some of the possible reasons that green HRM practices are not yet
fully matured in developing countries and are no exceptions for Pakistani firms (Shah, 2019). The
authors further noted that still the efforts related to green culture, green employees behavior, and
organizational sustainable performance are in embryonic stages and hence would not record any
impact in the relationships (Shah, 2019b; Rehman et al., 2020). Last but not least, another possible
reason for the absence of relationships is that in Asian countries most of the focus of the manage-
ment is on the stockholder rather the stakeholders (Zahid et al., 2019). However, the author further
noted that these practices are further improving the time passage Table 18 shows hypotheses sum-
mary the results on next page.

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 Table 18: Hypotheses summary results

S.No. Hypothesis Results

H1a Green recruitment & selection will positively influence the organizational sustainable performance of firms in Pakistan. Supported
H1b Green performance management will positively influence the organizational sustainable performance of firms in Pakistan. Not Supported
H1c Green training & development will positively influence the organizational sustainable performance of firms in Pakistan. Supported
H1d Green compensation will positively influence the organizational sustainable performance of firms in Pakistan. Supported
H1e Green employees’ relations will be positively influencing the organizational sustainable performance of firms in Pakistan. Not Supported
H2a Green recruitment & selection will positively influence the green culture of firms in Pakistan. Supported
H2b Green performance management will positively influence the green culture of firms in Pakistan. Supported
H2c Green training & development will positively influence the green culture of firms in Pakistan. Not Supported
H2d Green compensation will positively influence the green culture of firms in Pakistan. Supported
H2e Green employees’ relations will be positively influencing the green culture of firms in Pakistan. Not Supported
H3a Green recruitment & selection will positively influence green employees’ behavior of firms in Pakistan. Supported
H3b Green performance management will positively influence green employees’ behavior of firms in Pakistan. Not Supported
H3c Green training & development will positively influence green employees’ behavior of firms in Pakistan. Supported
H3d Green compensation will positively influence green employee’s behavior of firms in Pakistan. Not Supported
H3e Green employees’ relations will be positively influencing the green employees’ behavior of firms in Pakistan. Not Supported
H4 Organizational sustainable performance will positively influence the organizational performance of firms in Pakistan. Not Supported
H5 Green culture will positively influence the organizational performance of firms in Pakistan. Supported
H6 Green employees’ behavior will positively influence the organizational performance of firms in Pakistan. Supported
H7a Green recruitment & selection will positively influence the organizational performance of firms in Pakistan. Not Supported
H7b Green performance management will positively influence the organizational performance of firms in Pakistan. Not Supported
H7c Green training & development will positively influence the organizational performance of firms in Pakistan. Not Supported
H7d Green compensation will positively influence the organizational performance of firms in Pakistan. Not Supported
H7e Green employees’ relations will positively influence the organizational performance of firms in Pakistan. Not Supported
H8a Organizational sustainable performance will mediate between the relationship of green recruitment and selection and organizational performance. Not Supported
H8b Organizational sustainable performance will mediate between the relationship of green performance management and organizational performance. Not Supported
H8c Organizational sustainable performance will mediate between the relationship of green training and development and organizational performance. Not Supported
H8d Organizational sustainable performance will mediate the relationship between green compensation and organizational performance. Not Supported
H8e Organizational sustainable performance will mediate between the relationship of green employees’ relations and organizational performance. Not Supported

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H9a Green organization culture will mediate between the relationship of green recruitment and selection and organizational performance. Supported
H9b Green organizational culture will mediate between the relationship of green performance management and organizational performance. Supported
H9c Green organizational culture will mediate between the relationship of green training and development and organizational performance. Not Supported
H9d Green organizational culture will mediate the relationship between green compensation and organizational performance. Supported
H9e Green organizational culture will mediate between the relationship of green employees’ relations and organizational performance. Not Supported
H10a Green employees’ behavior will mediate between the relationship of green recruitment and selection and organizational performance. Supported
H10b Green employees’ behavior will mediate between the relationship of green performance management and organizational performance. Not Supported
H10c Green employees’ behavior will mediate between the relationship of green training and development and organizational performance. Supported
H10d Green employees’ behavior will mediate the relationship between green compensation and organizational performance. Not Supported
H10e Green employees’ behavior will mediate between the relationship of green employees’ relations and organizational performance. Not Supported

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5.3 SUMMARY OF THE STUDY

For an organization, the most essential asset is human resource management which plays
a significant role in the management of employees. At present, the focus of corporations on green-
ing the businesses is observed at a very fast rate. An additional responsibility has been assigned to
the HR managers for the incorporation of green HRM philosophy into the organization's strategies
and operations. The policy statements, marketing strategies, auditing practices as well as produc-
tion processes have indicated a change in the environmental-related perspective of the organization
and hence the HR space is complemented by green policies and practices (Molina-Azorín et al.,
2009). An increase in efficiency, reduction in cost along improvement in productivity of employ-
ees has been resulted due to the green efforts of the HR department. However, the green HRM
practices are still passing through infancy especially in developing countries, and no exception for
Pakistan. Similarly, green and environmentally friendly practices are embraced by organizations
as a result of increasing awareness about the importance of green HRM practices. A specific focus
has to be placed on the management of waste and carbon footprint reduction, recycling, and the
production of green products. A strong feeling is found in the majority of employees about the
environment and greater job satisfaction and commitment are exhibited by the employees towards
a firm that is focused upon green initiatives implementation. Moreover, multi-faceted effects are
displayed by green HRM practices and constant monitoring is required so that their impact on
issues related to HRM can be recognized. Specific policies and practices are involved in green
HRM that show alignment and integration with three basic pillars of sustainability i.e. social, eco-
nomic, and environmental (Yusoff et al., 2015). Awareness has to be brought about green HRM
practices by HR managers among employees and present generations so that corporations may get
help in maintaining a proper environment by carrying out an effective as well as efficient use of
natural resources i.e. sustainable development.
Hence, the current study aimed to investigate whether green HRM, as a mechanism of
sustainability, improves organizational performance or not. Besides, the study also intended to
explore the mediating roles of organizational sustainable performance, green culture, and green
employees’ behavior in the association between green HRM and organizational performance. To
answer the research questions and achieve the objectives of the study, data was collected from the
small and medium enterprises operating in the Industrial state of KP. The data was collected from

99
the HR department using self-administered questionnaires. A total of 320 questionnaires were dis-
tributed among the respondents and 265 respondents returned the filled questionnaires, however,
among them 250 questionnaires were in a usable form and hence used for data analysis. For data
analysis, the study utilizes a second-generation analysis technique SmartPLS structural equation
modeling that lets for simultaneous modeling of connections among independent and dependent
constructs.
There were six (06) key study objectives that corresponded to the study's research questions
and hypotheses. In the following sections, each of the study's research aims is discussed and ended
with findings and reasons. The study has achieved a total of six objectives based on the 33 assump-
tions, as explained below.
The first objective of the study dealt with the investigation of the impact of green HRM on
organizational sustainable performance, green culture, and green employees’ behavior. The result
indicated that there is a positive impact of, green training and development, green recruitment and
selection and green compensation on organizational sustainable performance, green culture, and
green employees’ behavior. The findings confirmed the postulations of RBV and stakeholder the-
ories that green HRM practices help to achieve the overall goals of sustainability of the organiza-
tion. Moreover, the findings further confirmed that these practices are the sources to flourish the
green culture and employees’ organizational behavior within the organization. In contrast, how-
ever, some of the green HRM practices such as green performance management and green em-
ployees’ relation did not record any impact on organizational sustainable performance. The study
further justified that in Pakistan these practices are not fully matured and hence need time to be
implemented properly. Similarly, to promote sustainability and green culture within the organiza-
tions the SECP has taken several initiatives that may further advocate the implementation of these
practices within Pakistani organizations. Also, the new code on corporate governance 2019
stressed the implementation of sustainable and safety practices within the organization.
The second, third, and fourth objectives of the study were related to the impact of organi-
zational sustainable performance, organization green culture, and green employees' behavior on
organizational performance. The findings documented that there is a positive impact of green em-
ployees’ behavior and organizational culture on organizational performance in Pakistan. The re-
sults support the postulations of RBV and stakeholder theories as discussed earlier. The findings

100
further confirmed the postulations of these theories, that green organization culture and green em-
ployee’s behavior are valuable, rare, and inimitable for the organizations to achieve the overall
goals of stakeholders’ satisfaction through the internal stakeholders like employees of the organi-
zation. Correspondingly, the green organization culture and behavior support the employees to
understand the green practices of the organization and hence achieve better organizational perfor-
mance. The results further endorsed that the Pakistani firm may further consider these green HRM
practices, sustainable practices, green culture, green employees’ behavior to achieve the overall
goals of integrity, reputation, stakeholder management, and organization performance.
In contrast, however, the current study did not document any impact of organizational
sustainable performance on firm performance. Some of the possible reasons are already discussed
above as these practices are not yet fully matured in Pakistani firms and hence in embryonic stages.
Moreover, based on the study findings we may further assume that green employees’ behavior and
green organization culture have more importance than organizational sustainable performance
which may further achieve the overall sustainability goals of the organization's performance.
The last research objective of the study investigated the mediating role of organizational sus-
tainable performance, green organization culture, and green employees' behavior in the
relationship of green HRM attributes and organizational performance. The study documented
mixed findings on the above relationships that organizational sustainable performance, green
organization culture, and green employees' behavior mediate in the relationship of green
recruitment and selection, green training and development, green performance management, green
compensation, green employees’ relation, and organizational performance.
The study supports the notion of the stakeholder theory that such green engagement of the
employees and organization may lead them to satisfy the demand of multiple stakeholders and
hence achieve the overall goals in the shape of better performance and reputational benefits (Don-
aldson & Preston, 1995; Freeman, 1984). The findings also supported the explanation of the RBV
theory that the organization should invest in their employees to achieve the organization overall
sustainability goals, green employees behavior, and to improve organization performance (Hart,
1995; Mukumbi, 2013; Orlitzky et al., 2011b; Welter, 2011).
The results further noted that organizational sustainable performance and green organization
culture mediate the relationship between green compensation and organizational performance.
Likewise, green employee behavior mediates between the relationships of green recruitment &

101
selection, green training & development, and organization performance. The findings advocate
that green compensation would be more beneficial to achieve sustainable organizational perfor-
mance, green employee behavior, and organization performance. Likewise, green compensation
plays a vital role in reducing the turnover of talented employees. Similarly, it attracts fresh
employees with a green vision to achieve organizational environmental goals and appreciates its
employees. Also, the findings noted that green recruitment, green training, and development play
a significant role in improving employees' green behavior and achieving the overall organization's
performance goals.
However, other green HRM attributes did not record a mediating role in the previous
relationships, and some possible reasons are discussed above.

5.4 CONCLUSION OF THE STUDY

Climate change occurs, and it is a concern for everyone including companies. Hence, among
the companies, HRM is a significant and valuable asset of a corporation that has recently changed
much with the introduction of sustainability in the context of HRM or more specifically green
HRM. Consequently, the study aimed at examining the effect of green HRM on organizational
performance with the mediating effect of organizational sustainable practices, green culture, and
green employees’ behavior. The findings offered empirical proof partially validating the outcomes
of previous studies showing a positive impact of green recruitment and selection, green training
and development, and green compensation on the organizational sustainable performance. In con-
trast however, the study did not record impact of green performance management, and green em-
ployees’ relation on the organizational sustainable performance. The results further revealed that
there is a positive impact of green recruitment and selection, green performance management, and
green compensation on green organization culture. However, the results did not validate any im-
pact of green training and development and green compensation on green organization culture.
Further, the results showed a positive impact of green training and development and green recruit-
ment and selection on green employees’ behavior. The study also recorded that there is a positive
impact of green organization culture and green employees’ behavior on organization performance.
However, the study did not record any impact of organizational sustainable performance on firm
performance. Finally, the study established that organizational sustainable performance and green
organization culture mediated between the relationship of green compensation and organizational

102
performance. It was further noted that green employee behavior mediated between the relation-
ships of green recruitment and selection and green training and development and organization
performance. Besides, filling the exhibited gap in the literature, the study contributes insights for
policymaking and practice, especially, by exploring the impact of new mediators in the relation-
ship between green HRM and organizational performance. The conceptual framework is signifi-
cant in that it adopts a holistic approach and addresses some novel relationships never examined
by the prior literature or attempted somehow by any researcher. The study also provides practical
implications for various stakeholders such as CEOs of the SMEs, regulatory bodies, HR profes-
sionals, and academicians to name a few.

5.5. CONTRIBUTIONS OF THE STUDY

5.5.1 Theoretical Significance

The current study has theoretical significance in numerous ways. First, there is limited
literature on green HRM, particularly in developing countries contexts. Similarly, most of the stud-
ies in the Pakistani context concentrated on traditional HRM practices and ignored the green HRM
areas of research/practices. Hence, the current study fills the exhibited gap by investigating the
different dimensions of green HRM in the Pakistani context. Second, there is limited literature that
exists to focus on the integrated model by investigating green HRM practices with other dimen-
sions such as organizational sustainable performance and performance. Therefore, the current
study tries to narrow the gap by investigating the impact of green HRM practices on organizational
sustainable performance, green organization culture, green employees’ behavior, and organization
performance. Third and most importantly, the study applied multiple theories from theoretical per-
spectives to accept the study's hypotheses. The study tested the crux of the RBV and stakeholder
theories in the relationship between green HRM, sustainable organizational performance, green
organization culture, green employees’ behavior, and organization performance. Last, the current
study has theoretical consequences by focusing on some of the methodological issues in the pre-
vious relationships. The study applied second-generation software to investigate multiple media-
tion analyses and recorded methodological implications by testing the ever-integrated model in the
area of green HRM.

5.5.2 Practical Implications

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 The current study has practical consequences for the stakeholders in numerous ways. First,
the study has practical implications for Pakistani companies to implement green HRM practices
rather than follow traditional ones. Further, the study helps managers of SMEs to focus on and
follow each dimension of green HRM, such as green recruitment & selection, green performance
management, green training & development, green compensation, and green employee relations.
Second, the study has implications for the management of companies to understand and flourish
corporate sustainability practices from the lens of green HRM practices. It may further assist the
management in coming out from the infancy stages of corporate sustainability practices, particu-
larly in Pakistani and developing countries. Third, the findings of the study emphases on the im-
portance of different dimensions of green HRM, which may further help to implement these prac-
tices within the organizations and improve green organization culture. Forth, the study has practi-
cal implications for the managers to understand the behavior of the employees towards green habits
in the workplace and organizational performance.
Fifth, the study's findings have practical implications for various stakeholders, including
Pakistan listed companies, SECP, Pakistan Stock Exchange (PSX), and managers of these compa-
nies, to satisfy the demand of multiple stakeholders regarding green practices within and outside
the organizations. Finally, as discussed earlier, green HRM and corporate sustainability practices
are not yet fully matured in developing countries and are no exception for Pakistan. Hence, the
current study has practical implications for promoting sustainable organizational performance and
green culture within the organizations as recommended in the different regulatory steps, such as
the new codes on corporate governance of Pakistan in 2017 and 2019.

5.6 LIMITATION AND FUTURE DIRECTIONS

Although with several significance and implications, the study has some limitations, which
are explained below.
Firstly, as previously stated, the current study is based on data from HR personnel working
in KP's industrial estate's (SMEs). In future research, the model should be tested on a larger sample
of people from other industries, HR graduates, and HR professionals. Secondly, following the
above model in the future, the data should be collected from different sectors and applying control
variables and multi-group analysis to capture the role of each industry in implementing green HRM
and sustainable organizational performance. Likewise, the new measure developed by Shah (2019)

104
should also be confirmed in the other sectors of Pakistani firms. Thirdly, future studies should
focus on the qualitative aspects of green HRM practices, sustainable organizational performance,
green employees’ behavior, and culture. As discussed earlier, that integration is considered one of
the crucial aspects of implementing green and organizational sustainable performance as recom-
mended by the Pakistani regulatory bodies such as SECP and the new corporate governance code
2019. Hence, in future studies, some integrating variables such as top management commitment,
green reporting manuals, pro-environmental behaviours, Islamic perspectives of the workplace and
certifications should be tested as moderating and mediating in the Pakistani context.
Last but not least, future research, particularly secondary data analysis, should address
multi-group analysis and longitudinal nature.

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ANNEXURE 1: COVER LETTER

Good day,
Dear Participant,
I am a Ph.D. scholar of Management Sciences, Abasyn University Peshawar, surveying Green
Human Resource Management to complete my Ph.D. dissertation. Green HRM refers to using
every employee to support sustainable practices and increase employee awareness and commit-
ments on the issue of sustainability. You are kindly requested to respond to the following state-
ments. Your responses are of great importance as this survey forms a part of the Ph.D. research
study. I, therefore, value your cooperation very highly. The survey comprises of different kinds of
questions. There is no right or wrong answer to the question. I am only interested in your personal
opinions. Your responses will be treated in strict confidence and will only be used for research
purposes.

Thank you in advance for your kind cooperation.

Abdul Rashid

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 ANNEXURE 2: QUESTIONNAIRE OF THE STUDY

Section I: Please tick (√) for your Demographic Profile

Gender Age Education Experience

Male 20 years or less Primary < 1 year
Female 21 – 30 years Matriculation 1-5 years
31 – 40 years Intermediate 6-10 years
Job Position (Level) 41 – 50 years Bachelor 11-15 years
Entry Level More than 50 years Master Degree 16-20 years
Intermediate/experience MPhil 21-25 years
level Ph.D. or Above
Line Management Organization size Sector
Middle Management Small (<49 employees) Manufacturing
Senior Management Medium (<250 employ- Banking
ees) Education
Large (>250 employees) IT
Any other sector (please write
here)

Section II: Please tick (√) for your most appropriate choice
Disa-

Strongly Agree
Disagree
Strongly

Neutral

Agree
gree

Study Questions: Please Tick One Choice [√]

Green Human Resource Management 1 2 3 4 5
Green Recruitment & Selection (GRS) SD DA N A SA
GRS 1 Our company has incorporated “green aware” criteria in HR staffing policy
GRS 2 My company practices the use of paperless recruitment and selection pro-
cess
GRS 3 We appeal to green job applicants who practice green criteria choose em-
ployer (green employer branding).
Green Performance Management (GPM)

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GPM 1 Our company establishes green targets, objectives, and duties for each em-
ployee across the organization
GPM 2 In my company, there is a communication of green goals.
GPM 3 The use of green criteria to evaluate performance.
GPM 4 My company keeps track of non‐ compliance or not meeting green objec-
tives
GPM 5 My company reinforces compliance with meeting environmental goals.
GPM 6 Identification of “Green Superstars” (remarkably talented individuals who
perform beyond the standards) and distribution of prizes based on their
green contributions.
Green Training and Development (GTD)
GTD 1 My company assesses who need training in environmental management
GTD 2 My company evaluates whether the incumbent has manager and peer sup-
port to apply the learned content on the job
GTD 3 My organization uses environmental protection elements as the central
themes of green training
GTD 4 My organization delivers environmental management training to improve
employee awareness, skills, and know‐ how in environmental manage-
ment.
Green Compensation (GC)
GC 1 Our compensation system recognizes and rewards contributions to environ-
mental protection
GC 2 My company rewards green skills acquisition
GC 3 My company rewards for learning a green curriculum.
GC 4 My company uses non‐ monetary rewards for contributions in environment
management such as paid time off, special leave, and gifts to employees
and their families
GC 5 My organization recognizes green initiatives of employees via organiza-
tion-wide publicity and public praise.
Green Employees Relation (GER)
GER 1 Our company emphasizes a culture of environmental protection offering
green practices
GER 2 My organization offers opportunities for individuals to take part in green
suggestion schemes.
GER 3 My organization presents green whistle‐ blowing and helplines.
Organizational Sustainable Practices (OSP)

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OS 1 We know enough about corporate sustainability
OS 2 Our operations are based on sustainable growth, social responsibility, and
environmental protection
OS 3 Our attitude is that sustainability is one of the essential components of the
corporate culture
OS 4 We exploit environmental challenges and legislation to our advantage by
developing new greener products.
OS 5 Ecological regulations restrict our business
OS 6 Due to ecological constraints, we are thinking to relocate production to
countries, where ecological requirements are lower
OS 7 Sustainability is taken as an important route for the long-term development
of the enterprise
Green Organizational Culture (GOC)
GOC 1 The environmental dimension is considered as one of my organization pri-
orities
GOC 2 My organization vision/mission statements include environmental im-
provement
GOC 3 Top management clarifies information and values of environmental man-
agement through the organization
GOC 4 Top management provides a punishment system and penalties for noncom-
pliance in the environmental management
GOC 5 Top management actively supports environmental practices
Green Employees Behaviours (BGE)
BGE 1 The organization suggest ways for other employees to act in a more envi-
ronmentally-friendly manner
BGE 2 The organization encouraged the environmentally-friendly behavior of
other
Employees
BGE 3 The employees push the company to stand behind an environmental cause
BGE 4 The organization proposed a new company policy without addressing the
environmental impact of the policy
BGE 5 Our organization praise other employees for their environmentally-friendly
behaviour
BGE 6 The organization discuss environmentally-related topics with other em-
ployees
Organizational Performance (OP)

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OP 1 An integral improvement in the finance and performance (e.g. sales, profits,
or return on investment, etc.)
OP 2 An integral improvement in the relationship between an organization and
its customers (e.g. market share, customer retention rates, customer satis-
faction, etc.)
OP 3 An integral improvement in organizational effectiveness and efficiency
(e.g. timing of launching new products or services, quality control or pro-
ject management procedure for developing new products, etc.)
OP 4 An integral improvement in human resources development (e.g. employee
skills, commitment to technological leadership, personnel development,
etc.)
OP 5 An integral improvement in preparing for the future (e.g. quality/depth of
strategic planning, indicators of partnerships and alliances, anticipating and
preparing for changes in the environment, etc.)
OP6 An integral improvement in status of the company (e.g. market reputation,
overall image, etc.)

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