Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                

1-s2.0-S2666188824000248-main

Download as pdf or txt
Download as pdf or txt
You are on page 1of 12

Sustainable Futures 7 (2024) 100174

Contents lists available at ScienceDirect

Sustainable Futures
journal homepage: www.sciencedirect.com/journal/sustainable-futures

Green human resource management and work engagement: Linking HRM


performance attributions
Anjali Gupta *, Sapna Jangra
Institute of Management Studies and Research, Maharshi Dayanand University, Rohtak, India

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.

Introduction environment [8]. Integrating green performance indicators into the


performance management system further encourages ecologically
In recent years, the escalating depletion of resources and environ­ responsible behaviour among staff [9]. One crucial aspect of business
mental degradation has posed complex global challenges for businesses success involves employees who exhibit high levels of work engagement
worldwide [1–3]. Acknowledging the responsibility to mitigate the (WE) - individuals who engage with clients, attend to their needs, and
negative impact of their activities, socially responsible businesses are establish trusting relationships [10]. Achieving growth and success in
now adopting measures to promote sustainability, environmental the marketplace often hinges on having a workforce that is deeply
health, and safety [4,5]. However, putting in place environmental work-engaged. Three main elements are included in work engagement:
friendly practices can be seen as a financial burden, and green in­ “vigour,” “dedication,” and “absorption,” with work-engaged employees
vestments are often accompanied by risk and long-term maturity. [6,7]. showing enthusiasm, pride in their work, and satisfaction even during
For achieving their green objectives and cultivate a sustainable culture, extended hours [11,12].
businesses have turned to green human resource management (GHRM), GHRM is one of the most likely tools for having highly work-engaged
encompassing activities like green recruitment, green training, and workers [9]. Employees are more likely to score high on work engage­
green performance management. By attracting and hiring environmen­ ment if they perceive that management promotes “green human
tally conscious employees with the necessary skills, organisations can resource practices.” These customer-facing personnel are capable of
drive their sustainability initiatives forward [8]. Moreover, equipping achieving desirable results, such as environmentally responsible be­
employees with green training has shown to be beneficial in achieving haviours and organisational citizenship behaviours [13]. Through
green objectives by rewarding their dedication to the environment. employee participation in environmental management, GHRM seeks to
Previous studies have shown that green training has a beneficial impact promote environmental sustainability [14]. Without employee
on environmental performance because it aids firms in achieving their involvement in environmental management or active participation in
green objectives by rewarding staff for their devotion to the the application of green practices, business’ efforts are deemed to fail

* 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

HRM performance attributions and work engagement Conceptual framework


Favourable perceptions of HRM practices are linked to increased
dedication to the company [66] and higher work engagement [67]. The conceptual framework in Fig. 1 guides our study, examining the
Personnel who perceive that human resource management practices are direct impact of GHRM on work engagement. Two mediating variables,
considered to enhance worker’s performance and value their contribu­ management support and HRM performance attributions, are also
tions are likely to be more motivated and engaged [47]. Therefore, it is explored.
anticipated that workers would be motivated to make them involved in
their jobs as a result of the optimistic clarifications underpinning “HRM Research methodology
performance attributions.”
H5. Human resource management performance attributions have a The researchers employed a combination of cluster and purposive
positive impact on work engagement. sampling techniques to ensure a comprehensive and targeted approach
in selecting respondents for the study. The chosen research design is a
Role of management support as mediation cross-sectional cum exploratory research design which permits the re­
From the above evidence, it was found that GHRM practices foster searchers to investigate the impact of GHRM practices on employee
management support [50] and in turn management support triggers the outcomes in manufacturing companies while also exploring potential
work engagement of employees [64,68]. Therefore, it may be hypoth­ relationships (exploratory aspect). Quantitative research is often chosen
esised that: for exploratory research designs as it allows for the systematic collection
H6. Management support positively mediates the relationship be­ and analysis of numerical data, providing a clear and objective overview
tween green human resource management and work engagement. of the phenomena under investigation. In this case, quantitative
research is suitable for obtaining numerical data on GHRM practices and
Role of HRM performance attributions as mediation analysing them statistically. To ensure the content validity of the survey
GHRM can be viewed as an inspiring source for workers [69]. It instrument, the researchers consulted HR experts. The involvement of
signals to workers that the company is concerned about the environ­ HR experts adds credibility to the survey instrument and increases
ment, leading them to perceive that the organisation’s goals extend confidence in the validity of the data collected.
beyond mere profitability and cost-saving [9]. As per the conservation of To streamline the sampling process, the researchers opted for a
resources (COR) theory, work engagement is directly related to HRM cluster sampling approach. Districts in Haryana, Delhi, and Rajasthan
practices [67,70]. HRM practices provide employees with access to were chosen as clusters based on the concentration of food and bever­
valuable resources within the organisation, such as empowerment, ages, textiles, and cement manufacturing industries in those areas. This
feedback, training, remuneration, promotion, and involvement [67]. method allowed for a more efficient and geographically representative
H7. Human resource management performance attributions posi­ selection of manufacturing companies. Within each selected cluster,
tively mediate the relationship between green human resource man­ purposive sampling was applied to identify and include specific
agement and work engagement. manufacturing companies in the study. This technique was chosen
This theoretical framework synthesises social exchange theory, deliberately to focus on HR managers and employees who possess a
attribution theory, JD-R, and AMO to explore the complex relationships certain level of awareness regarding GHRM practices. The purposive
between GHRM, HRM performance attributions, work engagement, and sampling method ensures that respondents with the requisite knowledge
managerial support. Understanding these relationships is crucial for and experience related to GHRM are included in the study, aligning with
organisations seeking to create a sustainable and socially responsible the research objectives. To further refine the sample, a screening ques­
work environment. This research will contribute to the limited literature tion was incorporated into the selection process. Respondents were
on GHRM and inform strategies for enhancing employee engagement asked whether they were aware of GHRM practices. This screening
and environmental practices. Moreover, it will provide valuable insights question served as a key criterion to identify individuals with relevant
for concerns aiming to take part in environmental sustainability pro­ knowledge, allowing the researchers to target those who could provide
grams and integrate it into their HRM strategies and drive positive valuable insights.
outcomes for both employees and the environment. The data collection period was from January to June 2023. This six-
month timeframe provides a sufficiently extended period to gather data
from a diverse set of manufacturing companies. Additionally, the chosen
timeframe aligns with the exploratory nature of the research design,

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

allowing for a comprehensive exploration of GHRM practices over Analysis


several months. With employees and human resource managers as the
focus, a judiciously chosen sample size of 362 respondents was deemed Assessment of measurement model
optimal. This decision was underpinned by the aspiration for a robust
level of precision and reliability within the findings. The backbone of In Table 2, key statistical indicators for the model’s reliability and
data collection was an intricately designed structured questionnaire. convergent validity have been reported. Notably, this includes factor
Meticulously shaped through a comprehensive literature review, the loadings, cronbach’s alpha values, AVE, and composite reliability. These
questionnaire incorporated scales fashioned to measure crucial facets: metrics are essential in assessing the model’s internal consistency and
GHRM practices, human resource management performance attribu­ the extent to which latent constructs are accurately measured.
tions, management support, and work engagement. The findings underscores the internal consistency of these constructs,
Harnessing the wisdom of previous scholars, scales developed by as reflected by composite reliability values ranging from 0.936 to 0.969,
esteemed researchers Masri & Jaaron [71] and Shah [72] were which are above the threshold value of 0.70 [78–80]. Nevertheless, a CR
embraced to gauge the multifaceted dimensions of GHRM practices, value exceeding 0.95 poses a concern as it may give rise to multi­
encompassing elements like environmental training, green recruitment collinearity issues [81]. Consequently, the collected data underwent
and selection, and green performance management. The human scrutiny for common method variance using Harman’s single-factor test.
resource management performance attributions scale was borrowed The test outcomes revealed that the first factor accounted for 43.768 %
from Shantz et al. [47], with due permissions diligently secured. Man­ of the total variance of all measurement items, falling below 50 %. This
agement support was carefully measured through the lens provided by result, in accordance with the findings of Yeap et al. [82], suggests the
Al-Alawneh et al. [73]. To quantify the enigmatic realm of work absence of common method variance in the dataset. The average vari­
engagement, a scale crafted by Schaufeli et al. [12] was seamlessly in­ ance extracted (AVE) values for the measured constructs indicate strong
tegrated into the questionnaire. Before embarking on data collection, a convergent validity in the study. Specifically, the constructs of green
robust ethical framework was thoughtfully woven into the process. recruitment and selection (GRS), green training and development
Informed consent, a cornerstone of ethical research, was conscientiously (GTD), green performance management and appraisal (GPM), green
obtained from each participant, ensuring their autonomy and under­ employee involvement (GEI), and vigour (VI) exhibit particularly robust
standing of the study’s objectives. The data collection process itself was convergent validity, with AVE values ranging from 0.825 to 0.840.
a ballet of online surveys and in-person interviews to ensure not only Although constructs such as green pay and reward (GPR), human
precision but also the security of participant confidentiality and ano­ resource management performance attributions (HRMPA), management
nymity. Structural equation modeling (SEM), is an intellectually support (MS), dedication (DED), and absorption (ABS) demonstrate
rigorous approach that elegantly tackles the intricacies of relationships acceptable convergent validity with AVE values ranging from 0.746 to
between GHRM practices, management support, human resource man­ 0.789, which is further above the threshold value of 0.5. Overall, the
agement performance attributions, and work engagement. reported AVE values reinforce the reliability and effectiveness of the
Covariance-based SEM (CB-SEM) was used for analysis. The preference measurement instruments employed in this study, supporting the val­
for covariance-based SEM (CB-SEM) over variance-based structural idity of the chosen constructs [83–85,79,86]. Thus, the outcomes pro­
equation modeling (PLS-SEM) was driven by several considerations vide strong evidence for the reliability and validity of all the underlying
[74]. Primarily, CB-SEM is employed to test existing theories, whereas first-order constructs.
PLS-SEM is more suitable for theory development and prediction.
Additionally, PLS-SEM allows for examining both formative and Emergence of second-order constructs
reflective relationships, whereas CB-SEM focuses solely on reflective
relationships [75]. Further, multivariate normality of data was another The validation of second-order constructs was conducted to confirm
cause of applying CB-SEM. So, the authors opted for covariance-based the relationships between the higher-order constructs labelled “Green
structural equation modeling CB-SEM ([76,77]b). SEM not only tested Human Resource Management” and “Work Engagement” and their
the theoretical model carefully constructed but also unveiled the intri­ respective first-order constructs. The standardized regression weights, t-
cate web of direct and indirect impacts of GHRM practices on perfor­ values, and p-values are reported in the Table 3 below:
mance outcomes. Table 1 displays the demographic profile of the The results of the above table confirm the second-order constructs.
respondents. For the “Green Human Resource Management” construct, all relation­
ships with its first-order constructs were found to be highly significant (p
Table 1 < 0.001), with standardized regression weights ranging from 0.674 to
Demographic profile of respondents. 0.832. Similarly, the “Work Engagement” construct exhibited substan­
tial relationships with its first-order constructs. These findings provide
Variables Frequency Percentage
strong support for the validity of the proposed second-order constructs.
Gender
Male 191 52.8
Female 171 47.2
Robustness of the pooled CFA
Position in Company
Human Resource Manager 65 17.9 Table 4 provides a comprehensive assessment of the constructs based
Employee 297 82 on critical measures of their validity and reliability. The composite
Work Experience
reliability values for human resource management performance attri­
Less than 10 Years 172 47.5
10–20 Years 138 38.1 butions, management support, green human resource management, and
More than 20 Years 52 14.4 work engagement are greater than 0.70, which establishes the reliability
Type of Industry of underlying constructs in the measurement model [78,85,79,80].
Textiles 194 53.6 Moreover, average variance extracted values surpassing the recom­
Food & Beverages 126 34.8
Cement 42 11.6
mended threshold of 0.5, affirms the construct’s convergent validity.
No. of Employees The results thus validate the robustness of the measurement model. To
Less than 50 122 33.7 establish discriminant validity, the maximum shared variance (MSV)
50–249 Employees 146 40.3 values should be less than the average variance extracted for each
More than 250 Employees 94 26
construct [87]. This means that a construct should share less variance
Source: Author’s Survey. with other constructs than it captures internally. The MSV values for all

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

“Green Recruitment and Selection” GRS1 0.884 0.925 0.959 0.825


GRS2 0.912
GRS3 0.905
GRS4 0.909
GRS5 0.929
“Green Training and Development” GTD1 0.904 0.936 0.966 0.849
GTD2 0.940
GTD3 0.905
GTD4 0.921
GTD5 0.936
“Green Performance Management and Appraisal” GPM1 0.896 0.919 0.969 0.838
GPM2 0.919
GPM3 0.915
GPM4 0.912
GPM5 0.925
GPM6 0.924
“Green Pay and Reward” GPR1 0.859 0.929 0.949 0.789
GPR2 0.816
GPR3 0.908
GPR4 0.925
GPR5 0.928
“Green Employee Involvement” GEI1 0.888 0.911 0.961 0.832
GEI2 0.934
GEI3 0.896
GEI4 0.917
GEI5 0.924
Human resource management performance attributions HRMPA1 0.909 0.927 0.947 0.781
HRMPA2 0.924
HRMPA3 0.903
HRMPA4 0.834
HRMPA5 0.846
Management Support MS1 0.897 0.932 0.952 0.769
MS2 0.896
MS3 0.867
MS4 0.869
MS5 0.882
MS6 0.849
Vigour VI1 0.921 0.919 0.969 0.840
VI2 0.931
VI3 0.881
VI4 0.914
VI5 0.920
VI6 0.930
Dedication DED1 0.895 0.926 0.936 0.746
DED2 0.882
DED3 0.812
DED4 0.875
DED5 0.850
Absorption ABS1 0.825 0.938 0.948 0.753
ABS2 0.846
ABS3 0.871
ABS4 0.888
ABS5 0.893
ABS6 0.878

Source: Author’s Survey.

the constructs are less than AVE, thereby establishing discriminant


Table 3
validity in the measurement model. Further, the MaxR(H) (Maximum
Validation of “Second-order” Constructs.
Reliability) values for each construct should be greater than its CR
Second Order Construct First Order Construct SRW t-value [103]. This indicates that the construct itself accounts for more variance
Green Human Resource Green Recruitment & Selection 0.678 12.578** than any single indicator, supporting the distinction between the
Management Green Training & Development 0.832 15.427** construct and its indicators. The underlying principle is that own vari­
Green Performance 0.674 12.509**
ance of the construct represented by diagonal values should be greater
Management & Appraisal
Green Pay & Reward 0.817 15.427**
than the shared variance with other constructs represented by the
Green Employee Involvement 0.749 14.016** off-diagonal values [103].
Work Engagement Vigour 0.476 8.451** Additionally, Table 5 (HTMT for all first-order constructs) and 6
Dedication 0.876 8.451** (HTMT for second and first order constructs) represents the confirma­
Absorption 0.861 8.239**
tion of discriminant validity was achieved through the application of the
Note. heterotrait-monotrait ratio method [88]. The determined HTMT values
**
p < 0.005; SRW= Standardized Regression Weights for each construct were found to be below the established threshold of
Source: Author’s Survey. 0.85, providing strong support for the discriminant validity of the

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

HRMPA 0.947 0.402 0.78 0.952 0.884


MS 0.952 0.503 0.769 0.953 0.568 0.877
GHRM 0.869 0.553 0.572 0.881 0.635 0.710 0.756
WE 0.796 0.553 0.58 0.867 0.689 0.689 0.744 0.762

Source: Author’s Survey.

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

Source: Author’s Survey.

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

Original Model, CMIN/DF= 1.667, Chi-square = 2272.475


Value 1363 0.000 0.959 0.961 0.904 0.908 0.961 0.043

Source: Author’s Survey.

7
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174

Fig. 2. Final Model of the Study


Note: “GRS= Green Recruitment and Selection; GTD= Green Training and Development; GPM= Green Performance Management and Appraisal; GPR= Green Pay
and Reward; GEI= Green Employee Involvement; GHRM= Green Human Resource Management; MS= Management Support; HRMPA= Human Resource Man­
agement Performance Attributions; WE= Work Engagement; VI= Vigour; DED= Dedication; ABS= Absorption”
Source: Analysis Output

Table 8
Direct Relationship Results.
Path Estimate S.E. t-value Lower Limit Upper Limit P-Value Conclusion

MS ← GHRM 0.727 .072 13.231 .647 .807 *** Supported


WE ← GHRM 0.435 .065 4.418 .210 .659 *** Supported
HRMPA ← GHRM 0.656 .073 11.494 .570 .731 *** Supported
MS → WE 0.265 .037 3.623 .098 .440 ** Supported
HRMPA → WE 0.196 .032 3.106 .039 .350 * Supported

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.

management performance attributions positively and partially mediate


Table 9 the relationship between GHRM and work engagement. So, Hypothesis 7
Mediation Results.
was accepted. The overall indirect effect of GHRM on work engagement
Path Estimate Confidence Interval P- Conclusion was found to be positive and significant (β= 0.198, LL=0.121,
Value
UL=0.272 & p-value= 0.001).
Lower Upper
Bound Bound

GHRM→ MS→WE .119 .065 .181 *** Partial


Discussion
Mediation
GHRM→ .073 .035 .114 *** Partial This section aims to interpret and contextualize the findings of the
HRMPA→WE Mediation study about the research hypotheses and existing literature. The present
Total Indirect .198 .121 .272 ***
study investigated the relationships between green human resource
Effect
management, management support, human resource management per­
Note. formance attributions, and work engagement. Consistent with our ex­
***
p < 0.005; GHRM=Green Human Resource Management; MS= Manage­ pectations and prior research, our study found a positive and significant
ment Support; HRMPA= Human Resource Management Performance Attribu­ relationship between GHRM and management support [73,92]. This
tions; WE= Work Engagement
suggests that organisations emphasising environmentally sustainable
Source: Author’s Survey.
practices within their human resource policies tend to receive greater
managerial backing for such initiatives. This alignment is indicative of
the strategic importance of attributions to sustainability in organisations

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

between GHRM and work engagement, underscoring its role in ampli­ relationship between innovation and business sustainability: A dynamic
capabilities perspective from Malaysian insurance companies, Sustainable
fying the positive impact of GHRM on employee engagement. Addi­
Futures 4 (2022) 100075, https://doi.org/10.1016/j.sftr.2022.100075.
tionally, human resource management performance attributes were [2] C. Hsu, K. Choon Tan, S. Hanim Mohamad Zailani, V. Jayaraman, Supply chain
shown to partially mediate the connection between GHRM and work drivers that foster the development of green initiatives in an emerging economy,
engagement, shedding light on the procedure through which sustain­ Int. J. Oper. Prod. Manage. 33 (6) (2013) 656–688, https://doi.org/10.1108/
IJOPM-10-2011-0401.
ability practices translate into heightened engagement. [3] P.S. Sánchez-Medina, R. Díaz-Pichardo, Environmental pressure and quality
This study fills a significant research gap by examining both the practices in artisanal family businesses: The mediator role of environmental
direct and indirect effects of management support on work engagement values, J. Clean. Prod. 143 (2017) 145–158, https://doi.org/10.1016/j.
jclepro.2016.12.137.
within the context of sustainable HR practices. Before this study, little [4] P.R. Kleindorfer, K. Singhal, L.N. Van Wassenhove, Sustainable operations
research had explored the intricacies of how management support could management, Prod. Oper. Manage. 14 (4) (2005) 482–492, https://doi.org/
amplify the positive relationship between GHRM and work engagement. 10.1111/j.1937-5956.2005.tb00235.x.
[5] M.E. Porter, M.R. Kramer, The link between competitive advantage and corporate
This research contributes to the literature by providing a comprehensive social responsibility, Harv. Bus. Rev. 84 (12) (2006) 78–92.
examination of these interrelated constructs and their implications for [6] Y. Agyabeng-Mensah, E. Afum, C. Agnikpe, J. Cai, E. Ahenkorah, E. Dacosta,
organisational sustainability and employee well-being. In conclusion, Exploring the mediating influences of total quality management and just in time
between green supply chain practices and performance, J. Manuf. Tech. Manage.
the current study’s findings underscore the importance of sustainable 32 (1) (2021) 156–175, https://doi.org/10.1108/JMTM-03-2020-0086.
HR practices and managerial support in driving employee engagement [7] M.A. Mosgaard, H.S. Kristensen, From certified environmental management to
and performance. The evidence presented here provides valuable in­ certified SDG management: new sustainability perceptions and practices,
Sustainable Futures (2023) 100144, https://doi.org/10.1016/j.sftr.2023.100144.
sights for practitioners and policymakers aiming to enhance organisa­
[8] S. Bourghani Farahani, B. Fotovat, M. Khadem, Impact of green human resource
tional sustainability and employee well-being simultaneously. It is factors on environmental performance in manufacturing companies (Case study:
expected that the current research will inspire further research in the petrochemical companies in Assaluyeh and Mahshahr), Modiriat-e-Farda 52 (52)
field, prompting a deeper exploration of the ways through which such (2018) 37.
[9] D.W.S. Renwick, T. Redman, S. Maguire, Green Human Resource Management: A
practices affect workplace dynamics. Review and Research Agenda*, Int. J. Manage. Rev. 15 (1) (2013) 1–14, https://
doi.org/10.1111/j.1468-2370.2011.00328.x.
[10] G. Karadas, O.M. Karatepe, Unraveling the black box: The linkage between high-
Limitations of the study performance work systems and employee outcomes, Employee Relations 41 (1)
(2019) 67–83, https://doi.org/10.1108/ER-04-2017-0084.
While this study contributes significantly to our understanding of the [11] A.B. Bakker, E. Demerouti, Job demands–resources theory: Taking stock and
looking forward, J. Occup. Health Psychol. 22 (3) (2017) 273, https://doi.org/
relationships between GHRM, management support, HRM performance 10.1037/ocp0000056.
attributes, and work engagement, it is not without limitations. One [12] W.B. Schaufeli, A.B. Bakker, M. Salanova, The measurement of work engagement
notable constraint is the focus on a manufacturing industry or organ­ with a short questionnaire: A cross-national study, Educ. Psychol. Meas. 66 (4)
(2006) 701–716, https://doi.org/10.1177/0013164405282471.
isational context, which may restrict the generalizability of the results.
[13] N.T. Pham, H.T. Hoang, Q.P.T. Phan, Green human resource management: a
Furthermore, the cross-sectional nature of the data prevents us from comprehensive review and future research agenda, Int. J. Manpow. 41 (7) (2019)
drawing causative conclusions about the observed relationships. Future 845–878, https://doi.org/10.1108/IJM-07-2019-0350.
research could explore longitudinal designs, encompassing diverse sec­ [14] J. Siyambalapitiya, X. Zhang, X. Liu, Green human resource management: A
proposed model in the context of Sri Lanka’s tourism industry, J. Clean. Prod. 201
tors, and delve into cultural variations to provide a more inclusive un­ (2018) 542–555, https://doi.org/10.1016/j.jclepro.2018.07.305.
derstanding of these relationships. Future studies may consider several [15] M. Buckingham, C. Coffman, First, Break All the rules: What the World’s Greatest
dimensions of human resource management attributions and other Managers Do Differently, Simon and Schuster, 2014.
[16] A.B. Bakker, W.B. Schaufeli, M.P. Leiter, T.W. Taris, Work engagement: An
mediating variables such as organisational culture, regulatory in­ emerging concept in occupational health psychology, Work & Stress 22 (3)
fluences [102] and moderating variables can be used to deepen the (2008) 187–200, https://doi.org/10.1080/02678370802393649.
understanding of the association between GHRM and employee [17] W.H. Macey, B. Schneider, The meaning of employee engagement, Ind. Organ.
Psychol. 1 (1) (2008) 3–30, https://doi.org/10.1111/j.1754-9434.2007.0002.x.
outcomes. [18] J.M. George, Personality, affect, and behavior in groups, J. Appl. Psychol. 75 (2)
(1990) 107, https://doi.org/10.1037/0021-9010.75.2.107.
Funding statement [19] S.D. Pugh, J. Dietz, Employee Engagement at the Organizational Level of
Analysis, Ind. Organ. Psychol. 1 (1) (2008) 44–47, https://doi.org/10.1111/
j.1754-9434.2007.00006.x.
This research received no specific grant from any funding agency in [20] J.R.B. Halbesleben, A meta-analysis of work engagement: Relationships with
the public, commercial or not-for-profit sectors. burnout, demands, resources, and consequences, Work Engagement: A Handbook
of Essential Theory and Research 8 (1) (2010) 102–117.
[21] W.A. Kahn, Psychological conditions of personal engagement and disengagement
CRediT authorship contribution statement at work, Acad. Manage. J. 33 (4) (1990) 692–724, https://doi.org/10.5465/
256287.
[22] M. Welch, The evolution of the employee engagement concept: Communication
Anjali Gupta: Writing – review & editing, Writing – original draft, implications, Corp. Commun. 16 (4) (2011) 328–346, https://doi.org/10.1108/
Visualization, Validation, Methodology, Investigation, Formal analysis, 13563281111186968.
Data curation, Conceptualization. Sapna Jangra: Writing – review & [23] P.F. Wanke, H.L. Corrêa, The relationship between the logistics complexity of
manufacturing companies and their supply chain management, Production 24
editing, Supervision.
(2014) 233–254, https://doi.org/10.1590/S0103-65132013005000052.
[24] Y. Fernando, W.L. Hor, Impacts of energy management practices on energy
Declaration of competing interest efficiency and carbon emissions reduction: A survey of Malaysian manufacturing
firms, Resources, Conservation and Recycling 126 (2017) 62–73, https://doi.org/
10.1016/j.resconrec.2017.07.023.
The authors declare that there is no conflict of interest. [25] W.F. Cascio, J.W. Boudreau, The search for global competence: From
international HR to talent management, J. World Busi. 51 (1) (2016) 103–114,
https://doi.org/10.1016/j.jwb.2015.10.002.
Data availability [26] M. Aboramadan, The effect of green HRM on employee green behaviors in higher
education: the mediating mechanism of green work engagement, Int. J. Org. Anal.
The data that has been used is confidential. 30 (1) (2022) 7–23, https://doi.org/10.1108/IJOA-05-2020-2190.
[27] M. Pinzone, M. Guerci, E. Lettieri, T. Redman, Progressing in the change journey
towards sustainability in healthcare: the role of ‘Green’HRM, J. Clean. Prod. 122
(2016) 201–211, https://doi.org/10.1016/j.jclepro.2016.02.031.
References [28] D.C. Hambrick, P.A. Mason, Upper echelons: The organization as a reflection of
its top managers, Academy of Management Review 9 (2) (1984) 193–206,
https://doi.org/10.5465/amr.1984.4277628.
[1] N.A. AlQershi, R.B.A. Saufi, S.S.M. Mokhtar, N.M.N. Muhammad, M.N.H.
Bin Yusoff, Is strategic orientation always beneficial? A meta-analysis of the

10
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174

[29] W. Huo, X. Li, M. Zheng, Y. Liu, J. Yan, Commitment to human resource [54] A. Susanto, The Role of Green Human Resources Management (GHRM) on Job
management of the top management team for green creativity, Sustainability 12 Satisfaction and Green Work Engagement (GWE): an Empirical Study on
(3) (2020) 1008, https://doi.org/10.3390/su12031008. Manufacturing Industries, J. Econ. Finan. Manage. Stud. (2023). 10.47191/jefms
[30] S. Beijer, K. Van De Voorde, M. Tims, An interpersonal perspective on HR /v6-i3-11.
attributions: examining the role of line managers, coworkers, and similarity in [55] T.Y. Hsiao, C.M. Chuang, N.W. Kuo, S.M.F Yu, Establishing attributes of an
work-related motivations, Front. Psychol. 10 (2019) 1509, https://doi.org/ environmental management system for green hotel evaluation, Int. J. Hosp.
10.3389/fpsyg.2019.01509. Manage. 36 (2014) 197–208, https://doi.org/10.1016/j.ijhm.2013.09.005.
[31] Z. Hameed, I.U. Khan, T. Islam, Z. Sheikh, R.M. Naeem, Do green HRM practices [56] J. Dumont, J. Shen, X. Deng, Effects of green HRM practices on employee
influence employees’ environmental performance? Int. J. Manpow. 41 (7) (2020) workplace green behavior: The role of psychological green climate and employee
1061–1079, https://doi.org/10.1108/IJM-08-2019-0407. green values, Hum. Resour. Manag. 56 (4) (2017) 613–627, https://doi.org/
[32] R. Hewett, A. Shantz, J. Mundy, K. Alfes, Attribution theories in human resource 10.1002/hrm.21792.
management research: A review and research agenda, Int. J. Hum. Resour. [57] R. Cropanzano, M.S. Mitchell, Social exchange theory: An interdisciplinary
Manage. 29 (1) (2018) 87–126, https://doi.org/10.1080/ review, J. Manage. 31 (6) (2005) 874–900, https://doi.org/10.1177/
09585192.2017.1380062. 0149206305279602.
[33] S.E. Hobfoll, J. Halbesleben, J.P. Neveu, M. Westman, Conservation of resources [58] A.M. Saks, Antecedents and consequences of employee engagement, J. Manage.
in the organizational context: The reality of resources and their consequences, Psychol. 21 (7) (2006) 600–619, https://doi.org/10.1108/02683940610690169.
Annual Review of Organizational Psychology and Organizational Behavior 5 [59] J. Shen, J. Dumont, X. Deng, Employees’ Perceptions of Green HRM and Non-
(2018) 103–128, https://doi.org/10.1146/annurev-orgpsych-032117-104640. Green Employee Work Outcomes: The Social Identity and Stakeholder
[34] T. Kularatne, C. Wilson, J. Månsson, V. Hoang, B. Lee, Do environmentally Perspectives, Group. Organ. Manage. 43 (4) (2018) 594–622, https://doi.org/
sustainable practices make hotels more efficient? A study of major hotels in Sri 10.1177/1059601116664610.
Lanka, Tour. Manage. 71 (2019) 213–225, https://doi.org/10.1016/j. [60] R. Chaudhary, Effects of green human resource management: testing a moderated
tourman.2018.09.009. mediation model, Int. J. Prod. Perform. Manage. 70 (1) (2020) 201–216, https://
[35] D. Yoon, J. Jang, J. Lee, Environmental management strategy and organizational doi.org/10.1108/IJPPM-11-2018-0384.
citizenship behaviors in the hotel industry: The mediating role of organizational [61] S.N. Hidayah Ibrahim, C.L. Suan, O.M. Karatepe, The effects of supervisor support
trust and commitment, Int. J. Contemp. Hosp. Manage. 28 (8) (2016) 1577–1597, and self-efficacy on call center employees’ work engagement and quitting
https://doi.org/10.1108/IJCHM-10-2014-0498. intentions, Int. J. Manpow. 40 (4) (2019) 688–703, https://doi.org/10.1108/IJM-
[36] E. Ari, O.M. Karatepe, H. Rezapouraghdam, T. Avci, A Conceptual Model for 12-2017-0320.
Green Human Resource Management: Indicators, Differential Pathways, and [62] R.P. Settoon, C.L. Adkins, Newcomer socialization: The role of supervisors,
Multiple Pro-Environmental Outcomes, Sustainability 12 (17) (2020) 7089, coworkers, friends and family members, J. Bus. Psychol. 11 (1997) 507–516,
https://doi.org/10.3390/su12177089. https://doi.org/10.1007/BF02195895.
[37] M.D.T. de Jong, G. Huluba, A.D. Beldad, Different shades of greenwashing: [63] W.J. Casper, C. Harris, A. Taylor-Bianco, J.H. Wayne, Work–family conflict,
Consumers’ reactions to environmental lies, half-lies, and organizations taking perceived supervisor support and organizational commitment among Brazilian
credit for following legal obligations, J. Bus. Tech. Commun. 34 (1) (2020) professionals, J. Vocat. Behav. 79 (3) (2011) 640–652, https://doi.org/10.1016/
38–76, https://doi.org/10.1177/1050651919874105. j.jvb.2011.04.011.
[38] E. Baykal, O. Bayraktar, Green human resources management: A novel tool to [64] J. Cheng, K. Lu, Y. Chang, S. Johnstone, Voice behavior and work engagement:
boost work engagement, Front. Psychol. 13 (2022), https://doi.org/10.3389/ the moderating role of supervisor-attributed motives, Asia Pacif. J. Hum. Resour.
fpsyg.2022.951963. 51 (1) (2013) 81–102, https://doi.org/10.1111/j.1744-7941.2012.00030.x.
[39] G.C.W. Gim, S.K. Ooi, S.T. Teoh, H.L. Lim, J.A.L. Yeap, Green human resource [65] P. Kalliath, T. Kalliath, X.W. Chan, C. Chan, Enhancing job satisfaction through
management, leader-member exchange, core self-evaluations and work work–family enrichment and perceived supervisor support: The case of Australian
engagement: the mediating role of human resource management performance social workers, Personnel Review 49 (9) (2020) 2055–2072, https://doi.org/
attributions, Int. J. Manpow. 43 (3) (2022) 682–700, https://doi.org/10.1108/ 10.1108/PR-06-2018-0219.
IJM-05-2020-0255. [66] A.C. Bos-Nehles, J.G. Meijerink, HRM implementation by multiple HRM actors: A
[40] L.H. Nishii, D.P. Lepak, B. Schneider, Employee attributions of the “why” of HR social exchange perspective, Int. J. Hum. Resour. Manage. 29 (22) (2018)
practices: Their effects on employee attitudes and behaviors, and customer 3068–3092, https://doi.org/10.1080/09585192.2018.1443958.
satisfaction, Pers. Psychol. 61 (3) (2008) 503–545, https://doi.org/10.1111/ [67] K. Alfes, A.D. Shantz, C. Truss, E.C. Soane, The link between perceived human
j.1744-6570.2008.00121.x. resource management practices, engagement and employee behaviour: a
[41] P.M. Blau, Exchange and Power in Social life. Piscataway, Transaction Publishers, moderated mediation model, Int. J. Hum. Resour. Manage. 24 (2) (2013)
NJ, 1964. 330–351, https://doi.org/10.1080/09585192.2012.679950.
[42] T.I. Emerson, Legal foundations of the right to know, Wash. ULQ (1976) 1. [68] S.C. Pattnaik, N. Panda, Supervisor support, work engagement and turnover
[43] D. Renwick, T. Redman, S. Maguire, Green HRM: A review, Process model, and intentions: evidence from Indian call centres, J. Asia Busi. Stud. 14 (5) (2020)
Research Agenda, 1, University of Sheffield Management School Discussion 621–635, https://doi.org/10.1108/JABS-08-2019-0261.
Paper, 2008, pp. 1–46. [69] T.T. Luu, Green human resource practices and organizational citizenship behavior
[44] S. Aryee, P.S. Budhwar, Z.X. Chen, Trust as a mediator of the relationship for the environment: The roles of collective green crafting and environmentally
between organizational justice and work outcomes: Test of a social exchange specific servant leadership, J. Sustain. Tour. 27 (8) (2019) 1167–1196, https://
model, J. Org. Behav. 23 (3) (2002) 267–285, https://doi.org/10.1002/job.138. doi.org/10.1080/09669582.2019.1601731.
[45] M.W. Ziyadeh, M. Othman, A.A. Zaid, Effects of green human resource [70] J. Meijerink, A. Bos-Nehles, J. de Leede, How employees’ pro-activity translates
management on organisational sustainability: the mediating role of corporate high-commitment HRM systems into work engagement: The mediating role of job
social responsibility and organisational citizenship behaviour, Int. J. Org. Anal. crafting, Int. J. Hum. Resour. Manage. 31 (22) (2020) 2893–2918, https://doi.
32 (2) (2023) 357–372, https://doi.org/10.1108/IJOA-11-2022-3506. org/10.1080/09585192.2018.1475402.
[46] S.K. Singh, M.Del Giudice, R. Chierici, D Graziano, Green innovation and [71] H.A. Masri, A.A.M Jaaron, Assessing green human resources management
environmental performance: The role of green transformational leadership and practices in Palestinian manufacturing context: An empirical study, J. Clean.
green human resource management, Technol. Forecast. Soc. Change 150 (May Prod. 143 (2017) 474–489, https://doi.org/10.1016/j.jclepro.2016.12.087.
2019) (2020) 119762, https://doi.org/10.1016/j.techfore.2019.119762. [72] M. Shah, Green human resource management: Development of a valid
[47] A. Shantz, L. Arevshatian, K. Alfes, C. Bailey, The effect of HRM attributions on measurement scale, Bus. Strat. Environ. 28 (5) (2019) 771–785, https://doi.org/
emotional exhaustion and the mediating roles of job involvement and work 10.1002/bse.2279.
overload, Hum. Resour. Manage. J. 26 (2) (2016) 172–191, https://doi.org/ [73] R. Al-Alawneh, M. Othman, A.A. Zaid, Green HRM impact on environmental
10.1111/1748-8583.12096. performance in higher education with mediating roles of management support
[48] H.H. Kelley, J.L. Michela, Attribution theory and research, Annu. Rev. Psychol. 31 and green culture, Int. J. Org. Anal. (2023), https://doi.org/10.1108/IJOA-02-
(1) (1980) 457–501, https://doi.org/10.1146/annurev.ps.31.020180.002325. 2023-3636 ahead-of-print No. ahead-of-print.
[49] V.F. Vilchez, N. Darnall, J.A.A. Correa, Stakeholder influences on the design of [74] J.F. Hair Jr, M. Sarstedt, L. Hopkins, V.G Kuppelwieser, Partial least squares
firms’ environmental practices, J. Clean. Prod. 142 (2017) 3370–3381, https:// structural equation modeling (PLS-SEM): An emerging tool in business research,
doi.org/10.1016/j.jclepro.2016.10.129. European Business Review 26 (2) (2014) 106–121, https://doi.org/10.1108/EBR-
[50] M.Y. Yusliza, N.A. Norazmi, C.J.C. Jabbour, Y. Fernando, O. Fawehinmi, B.M.R. 10-2013-0128.
P. Seles, Top management commitment, corporate social responsibility and green [75] J. Henseler, C.M. Ringle, R.R. Sinkovics, The use of partial least squares path
human resource management: A Malaysian study, Benchmarking 26 (6) (2019) modeling in international marketing, in: New Challenges to International
2051–2078, https://doi.org/10.1108/BIJ-09-2018-0283. Marketing, 20, Emerald Group Publishing Limited, 2009, pp. 277–319, https://
[51] S.M. Obeidat, A.A. Al Bakri, S Elbanna, Leveraging “green” human resource doi.org/10.1108/S1474-7979(2009)0000020014.
practices to enable environmental and organizational performance: Evidence [76] Joseph F Hair, G.T.M. Hult, C.M. Ringle, M. Sarstedt, K.O. Thiele, Mirror, mirror
from the Qatari oil and gas industry, J. Busi. Ethics 164 (2020) 371–388, https:// on the wall: a comparative evaluation of composite-based structural equation
doi.org/10.1007/s10551-018-4075-z. modeling methods, J. Acad. Market. Sci. 45 (2017) 616–632, https://doi.org/
[52] J. Liebowitz, The role of HR in achieving a sustainability culture, J. Sustain. Dev. 10.1007/s11747-017-0517-x.
3 (4) (2010) 50. [77] J.F. Hair Jr, L.M. Matthews, R.L. Matthews, M Sarstedt, PLS-SEM or CB-SEM:
[53] B.F. Daily, S. Huang, Achieving sustainability through attention to human updated guidelines on which method to use, Int. J. Multivar. Data Anal. 1 (2)
resource factors in environmental management, Int. J. Oper. Prod. Manage. 21 (2017) 107–123, https://doi.org/10.1504/IJMDA.2017.087624.
(12) (2001) 1539–1552, https://doi.org/10.1108/01443570110410892. [78] R.P. Bagozzi, Y. Yi, On the evaluation of structural equation models, J. Acad.
Market. Sci. 16 (1) (1988) 74–94, https://doi.org/10.1007/BF02723327.

11
A. Gupta and S. Jangra Sustainable Futures 7 (2024) 100174

[79] Joseph F Hair, R.E. Anderson, B.J. Babin, W.C. Black, Multivariate Data analysis: [96] I. Baffo, M. Leonardi, B. Bossone, M.E. Camarda, V. D’Alberti, M Travaglioni,
A global Perspective, 7, Pearson, Upper Saddle River, NJ, 2010. A decision support system for measuring and evaluating solutions for sustainable
[80] B. Nunnally, I. Bernstein, Psychometric Theory, Oxford Univer. Press, New York, development, Sustainable Futures 5 (2023) 100109, https://doi.org/10.1016/j.
1994. sftr.2023.100109.
[81] Joseph F Hair, J.J. Risher, M. Sarstedt, C.M. Ringle, When to use and how to [97] M. Peron, F. Sgarbossa, J.O. Strandhagen, Decision support model for
report the results of PLS-SEM, European Business Review 31 (1) (2019) 2–24, implementing assistive technologies in assembly activities: a case study, Int. J.
https://doi.org/10.1108/EBR-11-2018-0203. Prod. Res. 60 (4) (2020) 1341–1367, https://doi.org/10.1080/
[82] J.A.L. Yeap, K.S.G. Ong, E.H.T. Yapp, S.K. Ooi, Hungry for more: understanding 00207543.2020.1856441.
young domestic travellers’ return for Penang street food, Br. Food J. 122 (6) [98] A. Cantini, M. Peron, F. De Carlo, F. Sgarbossa, A decision support system for
(2020) 1935–1952, https://doi.org/10.1108/BFJ-09-2018-0632. configuring spare parts supply chains considering different manufacturing
[83] W.W. Chin, The partial least squares approach to structural equation modeling, technologies, Int. J. Prod. Res. (2022), https://doi.org/10.1080/
Modern Methods for Business Research 295 (2) (1998) 295–336. 00207543.2022.2041757.
[84] C. Fornell, D.F. Larcker, Evaluating structural equation models with unobservable [99] L. Panza, G. Bruno, F. Lombardi, Integrating Absolute Sustainability and Social
variables and measurement error, J. Market. Res. 18 (1) (1981) 39–50, https:// Sustainability in the Digital Product Passport to Promote Industry 5.0,
doi.org/10.1177/002224378101800104. Sustainability (Switzerland) 15 (16) (2023), https://doi.org/10.3390/
[85] Joe F Hair, M. Sarstedt, C.M. Ringle, J.A. Mena, An assessment of the use of su151612552.
partial least squares structural equation modeling in marketing research, J. Acad. [100] S.M.C. Loureiro, J. Guerreiro, H. Han, Past, present, and future of pro-
Market. Sci. 40 (2012) 414–433, https://doi.org/10.1007/s11747-011-0261-6. environmental behavior in tourism and hospitality: A text-mining approach,
[86] R.B. Kline, Principles and Practice of Structural Equation Modeling, Guilford J. Sustain. Tour. 30 (1) (2022) 258–278, https://doi.org/10.1080/
publications, 2023. 09669582.2021.1875477.
[87] Joseph F Hair, W.C. Black, B.J. Babin, R.E. Anderson, R.L. Tatham, Multivariate [101] L.C. Nawangsari, A.H. Sutawidjaya, How the Green Human Resources
Data Analysis, 5th Ed, 5, Multivariate data analysis. Uppersaddle River, 1998, Management (GHRM) process can be adopted for the organization business?, in:
pp. 207–219. Upper Saddle River. 1st International Conference on Economics, Business, Entrepreneurship, and
[88] J. Henseler, C.M. Ringle, M. Sarstedt, A new criterion for assessing discriminant Finance (ICEBEF 2018), 2019, pp. 463–465.
validity in variance-based structural equation modeling, J. Acad. Market. Sci. 43 [102] Z. Younis, S. Hussain, Green Transformational Leadership : Bridging the gap
(1) (2015) 115–135, https://doi.org/10.1007/s11747-014-0403-8. between Green HRM Practices and Environmental Performance through Green
[89] L. Hu, P.M. Bentler, Fit indices in covariance structure modeling: Sensitivity to Psychological Climate, Sustainable Futures 6 (2023) 100140, https://doi.org/
underparameterized model misspecification, Psychol. Methods 3 (4) (1998) 10.1016/j.sftr.2023.100140. November.
424–453, https://doi.org/10.1037/1082-989X.3.4.424. [103] C. Fornell, D. Larker, Structural equation modeling and regression: guidelines for
[90] J.H. Steiger, Structural model evaluation and modification: An interval research practice, J. Market. Res. 18 (1) (1981) 39–50.
estimation approach, Multivariate Behav. Res. 25 (2) (1990) 173–180, https://
doi.org/10.1207/s15327906mbr2502_4.
Anjali Gupta is a dedicated and passionate research scholar at the Institute of Management
[91] J.C. Anderson, D.W. Gerbing, Structural equation modeling in practice: A review
Studies and Research, Maharshi Dayanand University, Rohtak. With a profound interest in
and recommended two-step approach, Psychol. Bull. 103 (3) (1988) 411–423,
research, Anjali has actively participated in numerous workshops, faculty development
https://doi.org/10.1037/0033-2909.103.3.411.
programs, and conferences organized by renowned institutes. Recognized for her scholarly
[92] K. Jyoti, Green HRM–people management commitment to environmental
contributions, Anjali has successfully presented and published several research papers in
sustainability, in: Proceedings of 10th International Conference on Digital
prestigious conferences. Her relentless pursuit of knowledge and commitment to academic
Strategies for Organizational Success, 2019, https://doi.org/10.2139/
excellence make her a valued contributor to the field of research. Anjali Gupta continues to
ssrn.3323800.
inspire and make significant contributions to the scholarly community through her
[93] O.M. Karatepe, O.A. Olugbade, The mediating role of work engagement in the
exceptional work.
relationship between high-performance work practices and job outcomes of
employees in Nigeria, Int. J. Contemp. Hosp. Manage. 28 (10) (2016) 2350–2371,
https://doi.org/10.1108/IJCHM-03-2015-0145. Dr. Sapna is an esteemed Assistant Professor at the Institute of Management Studies and
[94] M. Aboramadan, Y.M. Kundi, A. Becker, Green human resource management in Research, Maharshi Dayanand University, Rohtak. She holds a PhD in Management and
nonprofit organizations: effects on employee green behavior and the role of possesses extensive teaching experience. Driven by a strong research inclination, she has
perceived green organizational support, Personnel Review 51 (7) (2022) contributed significantly to the field, with her work being published in reputable journals.
1788–1806, https://doi.org/10.1108/PR-02-2021-0078. Dr. Sapna is also recognized for her organizational skills and has successfully coordinated
[95] R. Hewett, A. Shantz, J. Mundy, Information, beliefs, and motivation: The several conferences and workshops. Her active participation in various conferences and
antecedents to human resource attributions, J. Organ. Behav. 40 (5) (2019) faculty development programs showcases her commitment to continuous learning. With
570–586, https://doi.org/10.1002/job.2353. her exceptional guidance and intellectual acumen, she is mentoring and shaping the
research careers of PhD scholars under her supervision.

12

You might also like