Received: 8 May 2020 Revised: 7 August 2020 Accepted: 20 August 2020

DOI: 10.1002/csr.2044

RESEARCH ARTICLE

Green human resource management and employees

pro-environmental behaviours: Examining the
underlying mechanism

Nabeel Younus Ansari1 | Muhammad Farrukh2 | Ali Raza3

1
Department of Business Administration, Air
University, Multan, Pakistan Abstract
2
School of Management and Economics, The rising interest in environmental protection and sustainability has led to the
Beijing Institute of Technology, Beijing, China
emergence of a new research focus in human resource management (HRM) field.
3
Knowledge Unit of Business, Economics,
Accountancy, and Commerce, University of Scholars in this field have started to investigate how HRM can significantly contrib-
Management and Technology, Lahore, Sialkot ute to achieving sustainable environmental goals and coined the term “green human
Campus, Sialkot, Pakistan
resource management” (GHRM). Despite the growing interest in studying GHRM,
Correspondence few studies have examined its impact on positive employees' attitudes and behaviour
Muhammad Farrukh, School of Management
and Economics, Beijing Institute of in reducing firms' environmental footprint and enhancing business sustainability.
Technology, Beijing China. Hence, to bridge this research gap, the present study expanded green research
Email: mfarrukhiqbal@hotmail.com
streams by investigating GHRM influence on pro-environmental behaviours (PEBs)
through the mediating effect of green commitment. SmartPLS was employed to test
the theoretical framework from 342 valid responses. Present research findings reveal
that GHRM practices influence employees' green commitment and PEBs. Moreover,
the results also suggest that green commitment mediates the relationship between
GHRM and PEBs. In the end, theoretical contributions and implications were
discussed.

KEYWORDS

green commitment, green human resource management (GHRM), pro-environmental

behaviours (PEBs)

1 | I N T RO DU CT I O N The recent decade has seen the growing importance of GHRM

research (Chaudhary, 2019; Islam, Hunt, Jantan, Hashim, &
The rising global environmental concerns have led firms to adopt pro- Chong, 2019; Kim, Kim, Choi, & Phetvaroon, 2019; Ren, Tang, &
environmental practices and activities at an increasing rate, facilitating Jackson, 2018; Renwick et al., 2016). For instance, the literature has
such firms in becoming both competitive as well as green (Afsar & suggested the positive influence of GHRM on organisational commit-
Umrani, 2020; Dahiya, 2020; Kautish & Sharma, 2020; Mostafa, ment (Kim et al., 2019) organisational financial performance, green
2013). In quest of becoming green, scholars like Renwick, Jabbour, supply chain management (Nejati, Rabiei, & Jabbour, 2017) and corpo-
Muller-Camen, Redman, and Wilkinson (2016) have suggested the rate environmental performance (Kim et al., 2019). The GHRM con-
crucial role of human resource management (HRM). Moreover, grow- cept has started to gain increasing attention from practitioners and
ing green issues awareness has also driven human resources in researchers (Gilal, Ashraf, Gilal, Gilal, & Channa, 2019). Limited studies
embracing the green aspect of HRM, commonly known as green have examined its influence on motivating employees to exhibit a pos-
human resource management (GHRM). GHRM refers to those HRM itive attitude and behaviour in reducing firms' environmental footprint
practices which enhance positive environmental outcomes (Renwick and enhancing sustainable business practices (Dumont, Shen, &
et al., 2016). Deng, 2017). The pro-environmental behaviours (PEBs) are

Corp Soc Responsib Environ Manag. 2020;1–10. wileyonlinelibrary.com/journal/csr © 2020 ERP Environment and John Wiley & Sons Ltd 1
2 ANSARI ET AL.

considered critical employee behaviours within the GHRM framework 2 | LI T E RA T U R E RE V I E W A N D

for enhancing environmental performance (Tang, Chen, Jiang, Paillé, & HY P O T H E S E S D EV E L O P M EN T
Jia, 2018). PEBs refers to any measurable responsible environmental
behaviours helping firms to become environmentally sustainable 2.1 | GHRM
(Andersson, Jackson, & Russell, 2013). Literature has also suggested
an employee's crucial role in facilitating the organisation to become GHRM refers to the HRM aspect of environmental management
green by carrying out PEBs (Lülfs & Hahn, 2013). However, despite (Renwick et al., 2016). GHRM includes such human resource practices
rising scholarly interest in linking GHRM with employee workplace that are aligned with environmental goals (Al-Ghazali & Afsar, 2020).
green behaviour like PEBs (Saeed et al., 2019), this relationship has Scholars in recent times have begun to consider the GHRM applica-
thus far not been sufficiently examined. Moreover, very few studies tion in organisations as a new research trend in environmental man-
have examined the underlying mechanism in the relationship between agement, aimed at organising HRM practices (Chaudhary, 2019;
GHRM and PEBs. Jabbour & de Sousa Jabbour, 2016). In this regard, Renwick
Hence, this research aims to address the literature gaps by first et al. (2016) have presented the categorisation of GHRM practices.
investigating the direct effects of GHRM on PEBs and secondly exam- First, GHRM concerns the development of green abilities in
ining the indirect mechanism through which GHRM can influence PEBs. employees through green recruitment, selection, and training pro-
In this regard, the present study intends to examine the mediating role cesses. Second, GHRM deals with the motivation of green employees
of green commitment in GHRM and PEBs relationship. The employees' by rewarding their green performance. Third, GHRM relates to stimu-
green commitment is defined as an employee's identification, involve- lating employees' involvement by empowering them and generating
ment, and emotional attachment to environmental behaviours (Perez, an environmentally friendly organisational culture. Scholars (de Souza
Amichai-Hamburger, & Shterental, 2009). It has been argued that firms' Moraes et al., 2019) in recent times have also taken on and applied
adoption and implementation of GHRM practices make employees these components.
more concerned and committed to protecting and preserving their
environment (Pham, Hoang, & Phan, 2019). More specifically,
organisational GHRM practices would influence employees' green com- 2.2 | PEBs and GHRM
mitment, which in turn affects employees' PEBs. Notable scholars
(Tuan, 2018) suggested the significance of green commitment as a Environmental protection and sustainability have become a critical
mediator linking GHRM with the various employee and organisational organisational goal in recent times where firms have started to look
outcomes. The attitude theory (Bull, 1951) and social identity theory for environmentally sustainable business operations and management
can be employed to explain the theoretical basis behind studying green practices. One such way to achieve environmental sustainability is the
commitment as a mediator (Ashforth & Mael, 1989). This theory points engagement of employees in PEBs with more consistency and fre-
out the significance of positive affective responses of employees like quency (Cheema, Afsar, & Javed, 2019; Saeed et al., 2019).
affective commitment (Babakus, Yavas, Karatepe, & Avci, 2003) in PEBs refers to any measurable responsible environmental behav-
mediating employees' positive appraisal of management practices iours facilitating firms to become environmentally sustainable
(GHRM) and employees' positive behaviours (PEBs). (Wesselink, Blok, & Ringersma, 2017), or employees' willingness to
The present research intends to make several theoretical contri- become engaged in pro-environmental activities (Scherbaum, Pop-
butions. First, present research enhances the GHRM knowledge base ovich, & Finlinson, 2008). PEBs are usually unrewarded employee
by exploring its consequences related to employee attitudinal and extra-role behaviours displayed to enhance organisational welfare and
behavioural outcomes at the workplace, which has not received suffi- effectiveness (Ramus & Killmer, 2007). For instance, employees con-
cient empirical research and thus require more scholarly focus. More- serving energy by switching off unnecessary electrical appliances,
over, GHRM literature is developing with inferences regarding its using stairs instead of the lift, avoiding single side paper printing,
influence on employee workplace outcomes, only broadly reaching minimising waste, and generating ideas for environmental protection.
the conceptualisation stage (Kim et al., 2019; Pham et al., 2019). Firms have begun to place greater emphasis on the significance of
Therefore, the present study advances the current theorising in the employee initiatives for enhancing environmental performance
emerging GHRM field. Second, although scholars have started to (Baughn, Bodie, & McIntosh, 2007). Organisational success in creating
study environmental management by exploring its possible industrial and implementing many firm-level pro-environmental initiatives rely
and societal benefits, a few studies have investigated the antecedents on employees' PEBs (Robertson & Barling, 2013). Moreover, PEBs are
of employees' PEBs. Third, although the present study presents initial considered significant contributors to corporate environmental perfor-
insight into the GHRM role in predicting employees' PEBs, a compre- mance (Wesselink et al., 2017) through protecting the natural environ-
hensive understanding of the mechanisms and processes through ment on one hand while enhancing organisational financial
which GHRM can influence employee's green behaviour is lacking performance and employee job satisfaction on the other hand
(Dumont et al., 2017). Hence, to overcome this lacking, present exam- (Norton, Zacher, & Ashkanasy, 2014).
ined the mediation of green commitment in the relationship between Literature has suggested the significance of behavioural HRM in
GHRM and PEBs. influencing employee work attitudes and behaviour (Becker &
ANSARI ET AL. 3

Huselid, 2006; Nishii, Lepak, & Schneider, 2008). GHRM practices Also, when organisations provide GHRM through green training,
help employees in developing pro-environmental attitudes in their then it results in green skills improvement, and employees feel more
professional and personal lives. GHRM practices stimulate employees' psychologically available. Employees find their work more meaning full
responsible behaviours to preserve the environment (Cherian & when they are psychologically available. Which, in turn, increases their
Jacob, 2012) through their engagement in greener activities (Činčera & GC toward the organisation. According to (Roscoe, Subramanian,
Krajhanzl, 2013). GHRM practices also facilitate firms in lowering its Jabbour, & Chong, 2019) when an organisation embraces GHRM
costs, achieving higher efficiencies, enhancing the firm-employee rela- practices, then it enhances the employees' comprehension of corpo-
tionship, and environment-friendly business operations. GHRM prac- rate environmental policies and targets, which consequently increases
tices include setting green responsibilities, targets, and goals, and their sense of attachment, responsibility, and commitment toward the
planning corporate environmental management activities initiatives green practices and environment.
and encourages employees to engage in green behaviours. Further- The relationship between GHRM and GC has not been investi-
more, GHRM also enhances environment-related performance and gated in-depth, and more research is required in this area. However,
generating opportunities for the employees to participate and get recently, a study conducted by (Pham et al., 2019) confirmed that dif-
involved in organisational green programs. Environment oriented ferent dimensions of GHRM, such as green reward, green culture, and
work and job designs motivate employees to attain knowledge regard- green training, have a positive effect on green employee commitment.
ing the environment. It also provides frequent and regular training Authors (Ren et al., 2018) argued that GHRM practices accelerate
programs regarding environmental management systems to enhance employees' GC, thanks to an increase in knowledge sharing, green
an employee's motivation to get involved in PEBs (Tseng, Tan, & organisational culture, and green practices, which positively impacts
Siriban-Manalang, 2013). Employees in the presence of GHRM employees GC. So, the above theoretical underpinning and empirical
enriched environment usually exhibit green behaviours that are evidence led us to hypothesise the following.
aligned with the firm's green policies. Employees get their motivation
to participate in green activities when they receive rewards for their H2 Green human resources management (GHRM) positively impacts
environmental performance/initiatives. Hence, GHRM practices have the employee's green commitment (GC).
been suggested to positively affect workplace PEBs among employees
(Dumont et al., 2017). Accordingly, it can be hypothesised that:
2.4 | GC and PEBs
H1 GHRM positively influence employee PEBs.
Employee commitment is regarded as the psychological state of
employees concerning the extent to which they are attached to their
2.3 | GHRM & green commitment organisation. Previous literature is primarily agreed that individual
behaviour is directed through commitment (Afsar, Al-Ghazali, &
According to HRM literature, organisational performance is affected Umrani, 2020). When employees are committed to the organisation,
by the HRM policies through employee attitudes and behaviours. then they transcend their ambitions, goals, and interests to attain and
GHRM stimulates the employee's responsible behaviour, attitude, and complete the overall organisational goals. A sense of commitment to a
commitment to the environment (Saeed et al., 2019). Green commit- cause such as a natural environment depends on the individual's psy-
ment is all about an individual's core internal motivation toward the chological attachment and incorporation of the goals and values of
amelioration of the environment. The green commitment of the the organisation and feeling of responsibility toward the cause (Kim
employees is how they feel and attach to the organisation. Employees et al., 2019). Employee GC is defined as “internal and obligation-based
green commitment (GC) is a GHRM outcome of the organisation dem- motivation to preserve the natural environment.” So, employees' GC
onstrating the attitudes of employees, his/ her sharing of the is an emotional attachment, identification, and involvement, and con-
organisational values, and his/her effort toward the workplace (Pham cern for the environment at the workplace (Montabon, Pagell, &
et al., 2019). Social identity theory suggests that individuals disposi- Wu, 2016). Employees in their daily activities and work-life are likely
tion themselves and show more commitment to the prestigious social to less concerned about the pro-environmental issues unless or until
groups and organisations to enhance their self-esteem they have strong commitment and passion toward the environment.
(Chaudhary, 2019). Thus, when an organisation advances for the So, these employees' GC better explains the relationship between
achievement of sustainability and pro-environmental practices GHRM and PEBs.
through its GRM practices, then it is likely to increase its external Personal involvement and attachment have a positive influence
image to both internal and external stakeholders. This enhanced repu- on the PEBs of the employees. So this higher level of employees GC is
tation and image of the organisation fortify the self-concept of its linked to PEBs in the form of recycling, energy conservation, switching
internal stakeholders, that is, employees, hence their commitment off extra lights, and overall concern for the natural environment at the
toward the organisation increases. These GHRM practices in the form workplace (Afsar & Umrani, 2020). On the same ground, past studies
of green involvement, green training, green recruitment, and green confirm that emotional attachment/GC leads to pro-environmental
rewards positively influence the GC of the employees. behaviour. When there is a greater GC, there would be a greater PEBs
4 ANSARI ET AL.

of the employees. This increasing GC of the employees provides them opportunities in promoting environmental concerns and engaging in
to engage in quality improvement and finding solutions to pro-environmental initiatives in addition to their formal assignments,
environment-related problems (Vallaster, 2017) contended that notably when the internal attachment to environmental concern is
employee commitment toward the environment leads to eco-friendly missing (Paillé, Chen, Boiral, & Jin, 2014). Hence, when the emotional
ideas, solutions related to waste disposal, recycling, and taking care of attachment to the environmental cause is greater, employees are
the natural environment. So, this GC of the employees will increase more likely to demonstrate PEBs.
the self-efficacy and capabilities of the employees, and they will then Regardless of the empirical evidence linking GHRM to the GC
demonstrate a pro-environmental behaviour. The above theoretical and in turn to PEBs, which has been discussed above, literature has
support and empirical evidence lead to the following hypothesis. not proposed and investigated the mediating role of GC in the rela-
tionship between GHRM and PEBs. However, prior literature has
H3 Green commitment of the employees positively affects shown the crucial role of GC as a mediator in the relationship
employees' pro-environmental behaviour. between GHRM and various employee and organisational outcomes.
For instance, GC has been found to mediate the relationship between
GHRM and green recovery performance (Tuan, 2018). Similarly, stud-
2.5 | GC as a mediator ies have also reported the mediating role of GC between
organisational and PEBs. For instance, Afsar and Umrani (2020) found
The literature has recognised that HRM not only influences employee the mediating role of GC in CSR and PEBs. Based on these research
attitudes and behaviours directly but also through some underlying findings, the current study proposes an employee's GC to act as a
mechanisms (Boxall, Guthrie, & Paauwe, 2016) such as socio- mediator between GHRM and PEBs. The attitude theory (Bull, 1951)
psychological and motivational processes (Kehoe & Wright, 2010). An points out the significance of positive affective responses of
effective HRM strategy may result in significant and positive employees like affective commitment (Babakus et al., 2003) in mediat-
employee workplace outcomes, such as employee commitment ing employees' positive appraisal of management practices (GHRM)
(Katou, Budhwar, & Patel, 2014; Wright, Nishii, Paauwe, Guest, & and employees' positive behaviours (PEBs). Thus, a GC, which can be
Wright, 2013). The development of an effective environmental man- seen as employees' voluntary commitment toward environmental con-
agement system can strengthen employee's green attitudes who are cerns (Paillé et al., 2014), may work as a mediating link between
environmentally committed at work (Perez et al., 2009). The provision GHRM and PEBs. Based on these discussions, the following hypothe-
of GHRM enriched environment by green-oriented organisations sis can be formulated.
motivate employees to change their mindsets, values, and norms to
adapt to the firm's green culture and goals (Pinzone, Guerci, Lettieri, & H4 The relationship between GHRM and PEBs is mediated by green
Redman, 2016). Moreover, employee's regular and active involvement commitment.
in environmental activities reinforces their understanding regarding
corporate environmental policies and targets, which in turn enhances
their attachment, responsibility, and commitment to environmental 3 | METHOD
issues (Jabbour, Santos, & Nagano, 2008). For instance, green training
programs for employees develop theirs understanding regarding envi- 3.1 | Sample and procedure
ronmental issues and helps them in adopting green mindsets and skills
that can result in enduring employee commitment for the environ- Data were gathered from employees working in diverse sectors of the
ment (Perron, Côté, & Duffy, 2006). manufacturing industry (chemical, fertiliser, pesticides) in Pakistan.
Moreover, such training programs facilitate employees in building The researcher contacted and interviewed key people like HR man-
green competence, which influences their GC (Pinzone et al., 2016). agers, general managers, safety, and environmental officers from
Similarly, rewarding and compensating employees for green initiatives these selected sectors to ensure the existence and adoption of GHRM
and behaviours enhances employees' GC (Tuan, 2016). Thus, GHRM practices. Moreover, it is during these meetings where the researcher
practices may stimulate employees' GC (Pham et al., 2019). informed the participants regarding study purpose, data confidential-
The literature has also suggested the role of employees' environ- ity, and survey distribution mechanism. After getting formal permis-
mental or GC to predicting environmentally responsible behaviour sion, the researcher distributed questionnaires to employees. To
(Kerstetter & Bricker, 2009). When individuals develop commitment reduce the chances of social desirability bias, clear instructions were
toward specific behaviours, they tend to remain attached to their given to each respondent regarding the participation (Podsakoff &
commitments, which brings out both long-term as well as short-term Organ, 1986).
behavioural changes (Lokhorst, Werner, Staats, van Dijk, & Further, this study has adopted Podsakoff et al. (2003) sugges-
Gale, 2013). For instance, employees have been found to display tions to overcome CMV concerns. First, titles of dimensions and vari-
behaviours like energy conservation, office recycling, and saving office ables were excluded to mitigate the cause and effect of respondents
supplies in the presence of higher organisational commitment knowing what was being tested. Second, it was clearly conveyed to
(Lee, 2011). In their professional life, employees may get few the respondents that their anonymity will be assured. Third, separate
ANSARI ET AL. 5

envelopes were provided to respondents for placing the completed 3.4 | Measurement model evaluation
survey in those envelopes. Respondents were also informed and
assured that there were no right or wrong answers to items. First, the measuring model was assessed. Table 1 shows the results of
this assessment. We can see that outer loading values are well above
the threshold value of 0.70. Similarly, the values for composite reliabil-
3.2 | Measures ity (CR) were also well above the 0.70 value. The average variance
extracted (AVE) values were above 0.50, which shows that conver-
This study included three key variables: GHRM, GC, and PEBs, which gent validity is achieved. Next, we analysed the measurement model
were assessed through a five-point Likert scale. A six items scale for discriminant validity, and for this, we used HTMT criteria. Table 2
developed by (Dumont et al., 2017) was employed to measure GHRM. indicates that HTMT ratios were below the threshold value of 0.85.
Sample items include: “My organisation relates employees' eco- Hence discriminant validity is also achieved.
friendly behaviour to compensation and rewards.” Notable prior stud-
ies (Fawehinmi, Yusliza, Mohamad, Faezah, & Muhammad, 2020) have
also used this scale to measure GHRM. The GC was measured by 3.5 | Structural model evaluation
employing the eight items scale developed by (Raineri & Paillé, 2016).
Sample items include, “I feel a sense of duty to support the environ- The next step in PLS-SEM is the evaluation of the structural model.
mental efforts of my organisation.” PEB was measured by employing The present research employed a bootstrap resampling technique
seven items scale developed by (Robertson & Barling, 2013). Sample based on 5,000 replicates, and 300 cases, to assess the path coeffi-
items include “I turn lights off when not in use.” cients significance (Hair et al., 2016; Henseler, Ringle, &
Sinkovics, 2009). R2 determines the predictive accuracy of the model
and represents the variance percentage in the dependent variables, as
3.3 | Analysis explained by the independent variables in the model. In this study,
independent variables, GHRM and GC explained 25.9% of the
The present research employed SEM-PLS path modelling of Smart
PLS 3.2 software (Hair, Sarstedt, Ringle, Gudergan, et al., 2017) to test
TABLE 1 Validity and reliability of measurement model
the hypothesised model. PLS-SEM is a multivariate, non-parametric
First order Items Loadings AVE CR
technique employed for estimating path models with latent variables
(Hair, Hult, Ringle, & Sarstedt, 2017) and is considered the most GHRM 0.712 0.936

appropriate analysis approach because it resembled the conventional GH 1 0.933

regression technique. Several reasons can be put forward for this GH 2 0.928
selection. First, this technique facilitates the researcher to estimate GH 3 0.722
the relationships between indicators and their corresponding latent GH 4 0.878
constructs, measurement model (outer model) simultaneously, and the GH 5 0.765
relationships between constructs, structural model (inner model). Sec- GH 6 0.815
ond, notable scholars (e.g., Hair et al., 2017) suggested the usefulness
Green commitment 0.641 0.934
of PLS-SEM for complex research frameworks, particularly for
GC 1 0.815
research models involving mediation. Third, in comparison with other
GC 2 0.816
path modelling software like AMOS, PLS offers a more friendly
GC 3 0.741
graphical user interface. Fourth, this technique is a robust
GC 4 0.887
component-based technique widely employed in prior studies
(Ansari, Siddiqui, & Farrukh, 2018; Blanco-Gonzalez, Diéz-Martín, GC 5 0.715

Cachón-Rodríguez, & Prado-Román, 2020; De Mendonca & GC 6 0.735

Zhou, 2019; Farrukh, Sajid, Lee, & Shahzad, 2019; Farrukh, Meng, GC 7 0.812
Sajid, & Shahzad, 2020; González-Rodríguez & Díaz-Fernández,- GC 8 0.866
2020; Guo et al., 2019; Khan & Sukhotu, 2020; Khan et al., 2018; PEB 0.569 0.902
Khan, Saengon, Alganad, Chongcharoen, & Farrukh, 2020; Mansoor, PEB 1 0.686
Farrukh, Wu, & Abdul Wahab, 2020; Peng, Tan, Lin, & Xu, 2019; PEB 2 0.738
Raza et al., 2020; Sharma, Saha, Sreedharan, & Paul, 2020; Ying, PEB 3 0.757
Faraz, Ahmed, & Raza, 2020). PLS-SEM is a two-stage analysis tech-
PEB 4 0.748
nique, in the first stage measurement model, is investigated for
PEB 5 0.865
validity and reliability (Hair, Hult, Ringle, & Sarstedt, 2016), while
PEB 6 0.713
hypothesis testing is done in the second stage, known as the struc-
PEB 7 0.762
tural model (Hair et al., 2017).
6 ANSARI ET AL.

TABLE 2 Discriminant validity

GHRM Green commitment Pro-environmental behaviours
GHRM
Green commitment 0.247
Pro-environmental behaviours 0.321 0.487

T A B L E 3 Hypothesis results by
Path coefficients T statistics p values
bootstrapping
GHRM - > pro-environmental behaviours 0.232 4.597 .000
GHRM - > green commitment 0.271 5.679 .000
Green commitment - > pro-environmental 0.394 8.713 .000
behaviours

variance in the PEB. While path coefficients point out the degree of higher the employees display of environment-friendly behaviour
change in the dependent variable for each independent variable (Hair (Činčera & Krajhanzl, 2013). This finding is consistent with prior stud-
et al., 2016; Pallant, 2010). The results presented in Table 3 shows ies (e.g., Dumont et al., 2017; Saeed et al., 2019), stating that firms
that GHRM has a significant positive impact on PEB; this confirms our can employ green HR practices as a useful motivational tool for
first hypothesis. Similarly, the impact of GHRM on GC and the rela- employees to exhibit environment-friendly behaviours. This is
tionship of GC with PEB is also positive and significant; thus, our sec- because when firms genuinely invest in GHRM, they make sincere
ond and third hypotheses are also supported. efforts in hiring, educating, and motivating the workforce regarding
green initiatives and practices then their workforce. Thus, the present
research result has justified how firms may influence employees PEB
3.6 | Mediation analysis by providing GHRM enriched environment.
Second, this empirical study finding also confirms the mediating
To test the mediation effect of GC in the relationship between GHRM role of employees' GC between GHRM and PEB. This finding is in line
and PEBs, present research analysed the significance of the indirect with the results of prior studies (Saeed et al., 2019) in recent times,
effect by employing a bootstrapping function of Smart PLS as rec- where GHRM practices were found to significantly determine
ommended by Hair et al. (2017). Bootstrapping does not make any employees' PEBs directly as well as indirectly through some mediation
assumption regarding variables distribution shape or sampling distri- mechanisms. The firms can make the employee more committed to
bution of the statistics. In addition to this, the effectiveness of boo- their environment and exhibit environment-friendly behaviours that
tstrapping is well established even for a small sample size. The results are beneficial for all stakeholders by adopting GHRM practices. An
presented in Table 4 show that the indirect effect of GHRM on PEBs explanation for the above finding lies in the arguments inherent in
through GC was significant (Beta = .107, T value = 4.559). Hair Bagozzi's (1992) attitude theory. This theory points out the signifi-
et al. (2017) have suggested that if both indirect, as well as direct cance of positive affective responses of employees like affective com-
effects, are significant while pointing in the same direction; then there mitment (e.g., Babakus et al., 2003) in mediating employees' positive
would be complementary mediation; thus, GC in the present study appraisal of management practices (GHRM) and employees' positive
has a complementary mediating effect on GHRM-PEBs linkages. behaviours (PEBs). Thus, firms can employ green HR practices as an
effective tool in making employees more committed to preserving
their environment, which in turn facilitates employees to exhibit
4 | DISCUSSION environment-friendly behaviours.

The recent decade has witnessed rising scholarly interest in HRM's

role in environmental management (Ren et al., 2018; Renwick 4.1 | Theoretical implications
et al., 2016). This study advances GHRM research by empirically
investigating employee workplace green attitudinal and behavioural The present research makes several theoretical contributions. First, it
outcomes of GHRM. The current research developed a conceptual implies HRM role in attaining a sustainable environment and presents
framework linking GHRM and PEBs through the mediating role of a strong case for developing an HRM system that can support the sus-
GC. The study results supported the proposed model by suggesting tainability cause. By formulating a conceptual framework linking
key findings. First, the present study findings confirm that the pres- GHRM and PEBs, this research advances current knowledge regarding
ence and implementation of GHRM practices can make employees GHRM and its outcomes and thus, strengthens the theory-building by
exhibit PEBs. The more effective GHRM initiatives a firm takes, the expanding the GHRM nomological network, which is still developing.
ANSARI ET AL. 7

TABLE 4 Mediation analysis

95% T value 95% T value of

confidence of the confidence the
Direct interval of the direct Indirect interval of the indirect Type of
effect direct effect effect Significance? effect direct effect effect Significance? mediation
HPWS- 0.232 [0.131–0.327] 4.597 Yes 0.107 [0.064–0.115] 4.559 Yes Complementary
> IB mediation

Second, present research explores the factors that drive employees' from the candidates to judge their level of environmental awareness,
willingness to exhibit environment-friendly behaviours by participat- knowledge, commitment, and concern. Therefore, if firms wish to
ing in green practices, highly required for the environmental programs encourage individual environmental behaviours, they may benefit
to succeed. Moreover, by exploring the antecedents of PEBs, the pre- from developing and implementing GHRM practices.
sent study adds to the existing PEBs knowledge, a green research
stream that needs further scholarly focus (Dumont et al., 2017). Third,
the present study extends the findings of Saeed et al. (2019), which 4.3 | Limitations and future directions
showed pro-environmental, psychological capital to mediate between
GHRM and PEBs and suggested that studies in the future should Although current research offered valuable implications for both
explore more mediators to further explain the effect of GHRM on theory and practice, there are still some areas that need to be
PEBs. Hence, the present paper fulfils a major literary gap by investi- addressed in future studies. First, the present study is limited only
gating the mediating mechanism linking GHRM and employee behav- to fertiliser and chemical industry, and hence its findings external
ioural outcomes via GC. validity is a concern. Future studies should test the present
research proposed framework in other manufacturing contexts as
well, which will facilitate in finding out whether present study
4.2 | Practical implications results are consistent across different manufacturing sectors or not.
Second, this research investigates the influence of GHRM practices
GHRM adoption and implementation have become crucial in emerging in the context of only one emerging economy that is, Pakistan.
countries like Pakistan because of its tendency to creating a competi- The expansion of the current findings to other developing and
tive advantage through sustainable development. Manufacturing emerging economies with relevant cultural differences would pro-
industries in Pakistan are causing serious environmental issues like vide fruitful findings in future studies. Third, present research col-
enhanced emission of CO2, depletion of natural resources, excessive lected quantitative data from a single source, which could result in
usage of electricity, and water. GHRM implementation can facilitate potential CMB. Future research should triangulate this data source
firms in conserving resources by developing economies or human by gaining qualitative insights into the GHRM effects on
work activities that will protect and positively influence the natural employees' GC and PEBs, employing in-depth interviews or focus
environment. The effective GHRM practices can play crucial roles in groups fourth, although this study examined the indirect role of
enhancing environmental footprints even if firm size expands due to green commitment in the relationship between GHRM and PEBs.
the rising demand for workforce in the country. The firms can employ However, other variables may mediate the GHRM-PEBs link. Fifth,
a wide range of GHRM practices like green training, green rewards studies in the future aiming to examine the relationship between
etc. to make employees more concerned regarding their environment. GHRM and PEBs should consider moderators, which might provide
For instance, the provision of employee training regarding environ- some additional insights into this important relationship.
mental issues can enhance employees' commitment and concern
toward protecting the environment and is paramount to foster PEBs. OR CID
Proper training need analyses should be done for identifying Muhammad Farrukh https://orcid.org/0000-0002-3569-305X
employees' green training needs. Rewarding employees for their Ali Raza https://orcid.org/0000-0001-7043-2472
enhanced environmental performance would motivate not only them
but also other employees to exhibit PEBs. RE FE RE NCE S
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description. The interviewers can ask environment-related questions
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