1-s2.0-S2666188824000248-main
1-s2.0-S2666188824000248-main
1-s2.0-S2666188824000248-main
Sustainable Futures
journal homepage: www.sciencedirect.com/journal/sustainable-futures
A R T I C L E I N F O A B S T R A C T
Keywords: Socially responsible companies are adopting sustainability measures to mitigate their impact on the environ
Employee engagement ment. The study investigates the role of green human resource management practices by examining their direct
Environmental management and indirect effect on work engagement. Drawing on the integration of four theories, this research addresses how
GHRM
GHRM practices influence work engagement across various manufacturing industries in North India. This
Human resource management
Managerial support
research employed a cluster and purposive sampling approach, selecting districts in Haryana, Delhi, and
Rajasthan based on industrial concentration. A judiciously chosen sample size of 362 respondents was deemed
optimal, aiming for precision and reliability in exploring GHRM practices among employees and HR managers.
Structural equation modeling revealed a significant association between GHRM and work engagement, mediated
by managerial support and HRM performance attributions. This study aims to fill the gap in the literature by
evaluating the repercussions of GHRM on HRM performance attributions, employing the conservation of re
sources and attribution theory. The findings contribute valuable insights for organizations aiming to enhance
employee engagement and HRM performance attributions through the strategic integration of GHRM.
* Corresponding author.
E-mail addresses: anjaligarg9198@gmail.com (A. Gupta), sapna.imsar@mdurohtak.ac.in (S. Jangra).
https://doi.org/10.1016/j.sftr.2024.100174
Received 15 September 2023; Received in revised form 11 February 2024; Accepted 28 February 2024
Available online 29 February 2024
2666-1888/© 2024 The Author(s). Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-
nc-nd/4.0/).
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
[14]. environment.
Work engagement, a concept popularised in the 1990s, particularly
by the Gallup organisation, is an optimistic condition of work-related Literature review and hypotheses development
comfort [15]. It serves as the opposite of job burnout and involves
high energy levels and enthusiastic involvement in one’s work [16]. Background
Work engagement is characterised by vigour and a strong connection to
one’s work. Macey & Schneider [17] distinguished various types of Companies must pay close attention to their social commitments and
engagement i.e., attribute engagement, tied to proactive personality; environmental sustainability to succeed and survive in today’s fiercely
state engagement, linked to involvement; and behavioural engagement, competitive marketplace. This is crucial as clients are concerned about
which includes organisational citizenship behaviour. It was suggested environmental sustainability consistently and want service providers to
that individuals with same attributes, such as trait positive affect and implement environmentally friendly practices [34].
proactive personality, are likely to be found in the same work setting It was discovered that organisational commitment and trust entirely
[18,19]. Job resources, such as social support, performance feedback, mediated the influence of the environmental management approach on
autonomy, and learning opportunities, have consistently shown positive employee’s voluntary performance [35]. Workers should be motivated
associations with work engagement [20]. Kahn [21] describes engage to participate in the execution of green plans, they must have confidence
ment as a dynamic concept influenced by meaningfulness, safety, and in the organisation’s genuine sustainability actions [36]. Unfortunately,
availability, which can be subject to fluctuation based on management some businesses are at blame for the practice of “greenwashing” in this
interventions, including internal communication. Work engagement era of heightened environmental consciousness and pressure on orga
comprises three components — dedication, absorption, and vigour [21, nisations to be ecologically responsible [37]. The studies are mostly
12]. Welch [22] discussed psychological conditions for engagement conducted in the hotel industry. The current study aims to measure the
(Vigour, Dedication, Absorption) which are integrated into the model direct impact of green human resource management practices on work
for the current study. engagement and indirect effect via two constructs namely “Human
The manufacturing sector is a cornerstone of most economies, resource management performance attributions” and "Management
contributing significantly to GDP and providing employment. A study in support" in the manufacturing industry. While the previous studies have
this sector can address crucial economic questions, such as improving made valuable contributions to the understanding of green human
efficiency, reducing costs, and enhancing productivity, which can have resource management (GHRM), they leave certain gaps that our
wide-ranging implications for economic growth and stability. research aims to address [38,39]. Specifically, the study by Baykal &
Manufacturing involves complex processes, supply chains, and logistics Bayraktar [38] primarily emphasises the impact of GHRM on the sense
[23]. Conducting a study in this sector allows for the exploration of ways of ownership and commitment. Our study contribute towards the direct
to optimise operations, streamline production processes, and reduce influence of GHRM on management support and on HRM performance
waste. Improvements in operational efficiency directly affects a com attributions and their subsequent effects on work engagement. Gim et al.
pany’s competitiveness and profitability. Further, many manufacturing [39] shed light on the direct connection between GHRM and HRM
processes have environmental implications. A study in the performance attribution and the indirect link between GHRM and work
manufacturing sector can focus on implementing sustainable practices, engagement through HRM performance attributions. However, their
reducing carbon footprints, and minimizing environmental impact [24]. focus appears to be primarily on the appraisal aspect, and there might be
This aligns with the global emphasis on sustainable and responsible room to expand the model to include other relevant factors, such as
business practices. Furthermore, the manufacturing sector typically has management support. Our study can build upon this foundation by
a diverse workforce, and studying human resource management prac incorporating a more comprehensive model that considers multiple
tices within this context can provide valuable insights [25]. Research on pathways and factors, including the direct and indirect effects of GHRM
topics like employee engagement, performance attributions, and man on work engagement.
agement support can enhance the understanding of effective human Both studies elaborated the important theoretical perspectives, such
resource strategies in manufacturing. as the sense of ownership and performance attribution theory. However,
According to a research conducted by Aboramadan [26], GHRM there is an opportunity to integrate these frameworks more explicitly.
increases employees’ green work engagement, green behaviours, and Our research can contribute by providing a more cohesive theoretical
nongreen work outcomes. Drawing on the “ability-motivation-oppor foundation that integrates conservation of resources (COR) theory,
tunity” (AMO) framework, several scholars have examined GHRM attribution theory and possibly other relevant theoretical perspectives to
practices, which improve employees’ talents, motivation, and opportu explain the intricate relationships between GHRM, management sup
nities, ultimately leading to enhanced organisational performance [27, port, HRM performance attributions and work engagement. Addition
9]. However, senior management support (MS) plays a crucial role as an ally, previous researches might be limited in terms of generalizability
intermediary in the relationship between employee performance (EP) and contextualisation. Our research aim to address this by considering
and green human resource management (GHRM) [28,29]. Despite its different organisational contexts, industries, or cultural settings, thereby
significance, there is a lack of studies on exploring the factors influ providing a more nuanced understanding of how GHRM, management
encing attributions of human resource management performance [30]. support, and performance attributions impact work engagement across
Furthermore, the GHRM literature is yet in its initial stages, with limited diverse environments.
investigations into the effects of GHRM on attitudinal and behavioural
consequences unrelated to environmental concerns [31]. Therefore, this Theoretical framework
work aims to address the need to investigate the outcomes of GHRM on
HRM performance attributions. The study employed attribution theory The present theoretical framework intends to discover the relation
and the conservation of resources (COR) theory [32,33] to explain the ships between green human resource management, HRM performance
varying degrees of employees’ outcomes. In conclusion, this study en attributions (HRMPA), managerial support, and work engagement from
deavours to emphasise the direct influence of GHRM on work engage the perspective of environmental management and organisational
ment and its indirect effect through managerial support and HRM behaviour. Drawing from attribution theory, conservation of resources
performance attributions. By exploring these relationships, we theory, and social exchange theory, this framework seeks to shed light
endeavour to provide important information for organisations striving on how GHRM practices influence employee work engagement and
to foster environmentally conscious and highly engaged workforce, ul performance outcomes indirectly through HRMPA and managerial
timately contributing to a sustainable and socially responsible business support. According to Hewett et al., [32], attribution theory examines
2
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
how people perceive external events, such as how employees understand Hypotheses formulation
the goals of HRM procedures [40].
Social exchange theory stated that individuals involve in relations GHRM and managerial support
and interactions based on the belief of shared advantage and reciprocity Environmental practices aimed at enhancing environmental man
[41,42]. Green human resource management involves integrating agement and reducing environmental impact plays a crucial role in
environmentally sustainable practices into human resource policies and improving overall environmental performance [49]. Management sup
practices [43]. Employees who perceive their organisation’s commit port is vital in fostering employee dedication to the organisation. When
ment to sustainability may consider this as a benefit, not only in terms of employees perceive that the organisation prioritises environmental
contributing to a better environment but also in terms of aligning with concerns through GHRM practices, their commitment to the organisa
their values and ethics. When employees feel that the company is tion is strengthened [50]. As Per Obeidat et al. [51], GHRM, with the
investing in their welfare through sustainability initiatives, they might backing of senior management, can be integrated into the human
reciprocate by engaging more actively in their work roles. Organisations resource strategy, further enhancing employee engagement and support
that emphasise GHRM are signalling that they value their employees’ for environmental management. Through workshops, employees may
health, well-being, and the broader social and environmental context. assist executives in developing behavioural competencies in coopera
This positive reinforcement can create a sense of belonging and moti tion, teamwork, diversity and change management in cooperation [52].
vation among employees, leading to increased work engagement [44]. Important human resource management strategies that assist environ
In summary, social exchange theory provides a lens through which to mental management include top-level management support, environ
understand why there might be a positive association between GHRM mental training, collaboration, employee empowerment, and incentives
and work engagement. The theory suggests that when organisations [53].
invest in sustainable practices that benefit employees and society, em H1. GHRM practices positively impact management support.
ployees are more likely to reciprocate by becoming more engaged and
committed to their work. In the workplace, HRM performance attribu GHRM and work engagement
tions such as training opportunities, career development, fair compen While studies on environmental management provide evidence of
sation, and a supportive work environment can be seen as valuable GHRM practices, there is a gap in research regarding their impact on
resources provided by the organisation to employees. work engagement [54], especially in the manufacturing industries in
The Job demand-resource model is a theoretical framework used to developing countries [50]. The environmental training programme was
understand how job-related factors lead to employee outcomes. Man specifically promoted by Hsiao et al. [55] as a significant indicator of the
agement support acts as a job resource in this model and work “Environmental management system” in Taiwan’s green hotels. Green
engagement as an outcome [11]. This support provides them with the human resource managerial practices were discussed by Dumont et al.
necessary tools and encouragement to effectively manage job demands. [56]. They included hiring people whose environmental values and
Effective management support often involves granting employees some views aligned with those of the company, rewarding practices that took
autonomy and control over their work processes. This contributes to a into account the environmental performances of employees and training
feeling of ownership and accountability, which fosters work programs that raised awareness of the environment. The association
engagement. between GHRM and work engagement may be supported by social ex
AMO Framework is used to discuss the relationship between GHRM change theory (SET). According to SET [57], employees develop a
and management support [9]. Management support can enhance em dependable and devoted relationship with their employers when both
ployees’ ability, motivation, and opportunity to engage in green prac parties adhere to trade standards and exchange regulations. When staff
tices by providing training, resources, and tools. The AMO members recognise the organisation’s investment in green HR practices,
(Ability-Motivation-Opportunity) model is integral to understanding the they feel compelled to reciprocate by increasing work engagement [58].
dynamics of HRM-performance linkages. This model identifies three H2. GHRM practices have a direct and positive impact on work
pivotal factors contributing to organisational success. Firstly, it em engagement.
phasises elevating workers’ capabilities, manifesting in
high-performance individuals. Secondly, it underscores the importance GHRM and HRM performance attributions
of fostering worker encouragement and dedication, achieved through According to the attribution theory proposed by Kelley & Michela
effective performance management processes and incentives. Lastly, the [48], green human resource management policies and values serve as a
model advocates for providing opportunities to employees to engage in means through which organisations communicate their concerns to their
activities such as problem-solving and knowledge-sharing, enhancing employees as stated by Shen et al. [59] in their study. Previous research
job performance and fostering a sense of belonging to the organisation. has shown that GHRM is positively associated with employee’s behav
Adopting the AMO model enables organisations to improve employee iour and attitudes, their job performance and their engagement in
productivity, satisfaction, and commitment, thereby contributing to the organisational citizenship behaviour [60]. These findings suggest that
attainment of organisational goals [45]. The current study applied AMO employees interpret environmental friendly practices as indicators of
theory focusing solely on employee job attitudes and behaviours. the organisation’s dedication to its workforce and its overall
Instead, it anticipates that the production manager’s abilities, motiva performance.
tions, and opportunities will predict the HRM-Innovation-Performance H3. GHRM practices positively impact human resource management
link [46]. performance attributions.
Attribution theory, as proposed by Shantz et al. [47], examines how
individuals perceive external events and how they respond to these in Management support and work engagement
terpretations and associated meanings. In the context of HRM, em The capacity of an employee to handle work-related difficulties can
ployees’ understanding of the goals and values of HRM procedures be strongly impacted by the presence or absence of supervisor assis
significantly influences their responses and behaviours [40]. Attribution tance, hence it is considered a job resource [61]. In addition to satisfying
theory postulates that the categorization of antecedents for attributions employees’ demands for autonomy, competence, and relatedness, su
can be based on information, beliefs, and motivation [48]. pervisors may also instil extrinsic motivation in workers through posi
tive feedback and recognition [62]. In addition, it also results in greater
levels of commitment, work engagement, and job satisfaction [63–65].
H4. Management support is directly related to work engagement.
3
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
Fig. 1. Conceptual Framework illustrating the direct and indirect relationships between GHRM and Work engagement
H1Here, GHRM: Green Human Resource Management, WE: Work Engagement, MS: Management Support, HRMPA: Human Resource Management Performance
Attributions
4
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
5
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
Table 2
Validation of First-Order Constructs.
Factors Indicators Factor Loadings Cronbach’s alpha CR AVE
6
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
Table 4
Validity and Reliability.
Constructs CR MSV AVE MaxR(H) HRMPA MS GHRM WE
Table 5
Heterotrait-Monotrait Ratio of first-order constructs.
ABS DED GEI GPM GPR GRS GTD HRMPA MS VI
ABS
DED 0.761
GEI 0.511 0.532
GPM 0.400 0.415 0.499
GPR 0.519 0.481 0.641 0.505
GRS 0.469 0.501 0.502 0.542 0.586
GTD 0.560 0.563 0.630 0.617 0.671 0.542
HRMPA 0.521 0.533 0.478 0.435 0.510 0.389 0.543
MS 0.599 0.607 0.517 0.428 0.648 0.456 0.592 0.565
VI 0.399 0.427 0.165 0.194 0.269 0.249 0.269 0.490 0.292
Path analysis
Table 6
Heterotrait-Monotrait Ratio.
Fig. 2 displays the results of the intricate relationships between
GHRM MS WE HRMPA GHRM and work engagement through two mediating variables
GHRM including management support and human resource management per
MS 0.699 formance attributions.
WE 0.741 0.688 After establishing the reliability and validity of the measurement
HRMPA 0.624 0.564 0.708
model, structural relationships among constructs were measured via
Source: Author’s Survey. structural equation modeling [91]. Table 8 displays the results of direct
hypotheses. The outcomes of the study found a positive association
measures. This underscores the robustness of the measures in demon between green human resource management and management support
strating discriminant validity. So, both of these criteria serve as evidence with a beta coefficient of 0.727 and a t-value of 13.231. This may lead to
that the constructs are distinct from each other. These findings collec the conclusion that hypothesis 1 is accepted. Further, the findings of the
tively support the ability of the constructs to adequately differentiate study revealed that green human resource management has a significant
from each other. Thus, the validity of our measurement model is and positive relationship with work engagement with a beta coefficient
established. of 0.435 and a t-value of 4.418. The said relationship is significant with a
p-value of 0.001. Hypothesis 3 suggested a positive association between
green human resource management and human resource management
Fitting the model performance attributions. The findings of the study provide support for
this relationship (β=0.656, t = 11.494). So, H3 is accepted. Hypothesis 4
The provided fit statistics in Table 7 offer valuable insights into the predicted a positive relationship between management support and
fit of the original model. The ratio of chi-square to degrees of freedom work engagement. Findings provide support for the above linkage
(CMIN/DF) stands at 1.667, reflecting a reasonably good fit. The p-value (β=0.265, t = 3.623) with a p-value of 0.005. “Human resource man
is 0.000. Moving beyond chi-square, several fit indices contribute to a agement performance Attributions” and “work engagement” associa
comprehensive assessment. The Tucker-Lewis Index (TLI) at 0.959, the tions were found to be positive (β=0.196, t = 3.106), thereby accepting
Incremental Fit Index (IFI) at 0.961, and the Comparative Fit Index (CFI) Hypothesis 5.
at 0.961 all indicate satisfactory fit. The Relative Fit Index (RFI) of 0.904 Table 9 depicts the results of mediating hypotheses. Hypothesis 6
and the Normed Fit Index (NFI) of 0.908 further support the model’s assumes the positive mediation of management support between work
relative improvement compared to a null model (Hu & Bentler, 1999). engagement and green human resource management. The findings of
Moreover, the “Root Mean Square Error of Approximation” stands at the study provide support for this mediation effect. Management support
0.043, and the “Standardized Root Mean Square Residual” is at 0.0440, positively and partially mediates the relationship between work
both signifying acceptable error rates in approximation and residual engagement and GHRM (β= 0.119, LL=0.065, UL=0.181 & p-value=
discrepancies [89,90]. In conclusion, the model fit indices imply a 0.001). Therefore hypothesis 6 was accepted. Lastly, human resource
reasonable overall fit of the original model to the observed data.
Table 7
Measurement Model Fit.
Fit Statistics DF P TLI IFI RFI NFI CFI RMSEA
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A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
Table 8
Direct Relationship Results.
Path Estimate S.E. t-value Lower Limit Upper Limit P-Value Conclusion
Note.
***
p < 0.005.
**
p < 0.01.
*
p < 0.05 GHRM=Green Human Resource Management; WE= Work Engagement; MS= Management Support; HRMPA= Human Resource Management Perfor
mance Attributions
Source: Author’s Survey.
8
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
and underscores the role of top management in fostering environmen Secondly, the study implies that GHRM practices serve as an organisa
tally conscious behaviour. The findings of the study also confirmed the tional signal to personnel that their management is concerned for the
positive and significant relationship between green human resource environment. Theoretical implications suggest that organisations can
management and work engagement, aligning with the premises of social strategically integrate environmental signals into HRM practices. This
exchange theory [58] and prior research conducted in this domain [93]. integration can shape employees’ perceptions of HRM activities,
This indicates that when employees perceive their organisation’s fostering a belief that these activities are designed for their benefit and
commitment to green human resource management practices, they are performance enhancement. This implies a need for organisations to
more likely to exhibit higher levels of work engagement [94]. This align HRM practices with environmental values. Thirdly, the identifi
connection reflects the broader trend of organisations recognizing the cation of mediation effects in the study, specifically the roles of man
value of aligning sustainability efforts with employee motivation and agement support and HRM performance attributions, contributes to
commitment. The results of the study further demonstrated the positive theoretical advancements. Theoretical implications suggest a need to
association between GHRM and human resource management perfor unpack the mechanisms through which sustainable HR practices influ
mance attributions [95,40]. There was furthermore a positive relation ence employee outcomes. This involves understanding how manage
ship between management support and work engagement as per the ment support and performance attributions worked as partial mediator,
empirical results of this study [68]. This outcome underscores the providing a nuanced understanding of the processes at play in the
pivotal role of management in fostering an engaged workforce [68]. context of sustainability. Lastly, the study theoretically positions work
Furthermore, the results of the study unveil intriguing mediation engagement within the context of sustainable HR practices. Theoretical
effects and H6 was accepted. This implies that while GHRM directly implications suggest that organisations should not only focus on tradi
influences work engagement, the presence of managerial support further tional drivers of work engagement but also consider the impact of
enhances this relationship. Similarly, H7 was also accepted, emphasising GHRM, management support, and HRM performance attributions. This
the critical role of effective HR performance attributions in shaping implies a need for a more holistic approach to understand and foster
employee engagement outcomes [40,47]. work engagement that accounts for the sustainability dimensions
The incorporation of decision-making tools, such as decision trees, embedded in HRM practices [100].
holds significant promise in advancing the practical impact of our
research [96]. A tailored decision support system, leveraging Practical implications
tactical-level variables pertinent to our research context, can guide The study’s findings emphasised that GHRM can yield positive out
practitioners on the strategic implementation of GHRM practices. This comes beyond its intended environmental focus [101]. This implies that
tool would offer insights into when and how GHRM becomes opera GHRM should be embraced as a comprehensive tool for enhancing
tionally and economically viable, aligning with our aim of providing overall employee well-being and engagement. Organisations are advised
tangible support to decision-makers navigating the complexities of to invest in green training programs [45]. Managers play a pivotal role
sustainable HR practices [97]. Furthermore, referencing the study con in fostering employee engagement, particularly in the context of sus
ducted by Cantini et al. [98] on spare parts supply chain configuration, tainability. The study emphasises the importance of managerial support
we can develop a decision tree or decision support system specific to our in amplifying the direct effects of GHRM on work engagement [45].
research goals. This tool would be designed to assist practitioners in Organisations are encouraged to invest in training and development
making informed decisions about the adoption and integration of GHRM programs for managers to enhance their skills in providing visible sup
practices, ensuring optimal alignment with organisational objectives. By port and recognition for sustainable initiatives. Aligning HR policies
providing a structured approach to decision-making, our study can with sustainability goals can lead to improved human resource man
empower practitioners to configure sustainable HR strategies effec agement performance attributions, including enhanced recruitment,
tively. Thus, the utilization of decision-making tools directly supports retention and development of talented employees. This implies that
our objectives by enhancing the practical applicability of our research in organisations can build a more skilled and engaged workforce by stra
guiding organisations toward sustainable and engaged workplaces. tegically incorporating sustainability practices into their HR strategies.
Our study, focusing on the impact of GHRM on organisational and Organisations are encouraged to cultivate a culture that values both
employee outcomes, offers an opportunity to enrich the environmental sustainability and engagement.
and social dimensions within the digital product passport. Moreover,
our study aligns with the previous studies’ emphasis on achieving ab Conclusion
solute environmental sustainability. Integrating these aspects into the
digital product passport enables a robust assessment of products from an In conclusion, this study has contributed to the increasing studies on
absolute environmental sustainability perspective, aligning with the the intersection of sustainable HR practices, management support, HR
global imperative to respect planetary limits. In the context of our performance attributions, and employee engagement. Firstly, the study
study’s objectives, we can propose a framework within the digital unveiled a robust and direct relationship between GHRM and manage
product passport that accounts for the impact of GHRM on organisa ment support, indicating that organisations that prioritise environmen
tional outcomes. This proposed framework stands as an exemplary tally sustainable practices within their HR strategies are more likely to
application of Industry 4.0 technologies toward the realization of In garner support from management for such initiatives. This alignment
dustry 5.0, in line with the overarching goals of the digital product underscores the strategic importance of sustainability in organisations
passport [99]. and highlights the role of managerial endorsement in fostering sus
tainable practices. Moreover, the outcomes affirm a direct and signifi
Implications cant association between GHRM and work engagement, suggesting that
integrating environmentally conscious HR practices is not only condu
Theoretical implications cive to sustainability but also a key driver of increased employee
Firstly, the study significantly advances attribution theory by engagement. There is a positive link between GHRM and human
demonstrating that green human resource management (GHRM) serves resource management performance attributes, which received empirical
as an antecedent to HRM performance attributions. This theoretical support in this study. This study highlights the pivotal role of manage
implication enriches attribution theory by incorporating environmental ment in fostering an engaged workforce through visible support and
considerations, shedding light on how employees attribute HRM activ endorsement of employee efforts. Importantly, the study’s findings also
ities as beneficial, thus enhancing their performance. It broadens the revealed mediation effects that deepen our comprehension of the re
scope of attribution theory to encompass sustainability-related factors. lationships. Management support was identified as a partial mediator
9
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174
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