The joint impact of green human resource management, leadership and organizational culture on employees’ green behaviour and organisational environmental performance

Al‐Swidi, Abdullah Kaid; Gelaidan, Hamid Mahmood; Saleh, Redhwan Mohammed

doi:10.1016/j.jclepro.2021.128112

Cited by 239 publications

(137 citation statements)

References 187 publications

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“…A self‐administered survey questionnaire was employed and convenience sampling techniques served to collected data. We employed convenience sampling technique because it generates adequate responses in a short period of time (Al‐Swidi et al, 2021).…”

Section: Methodsmentioning

confidence: 99%

“…In this context, researchers have found that different leadership styles, namely, ethical leadership, green leadership, spiritual leadership, and responsible leadership, significantly predict environmental behavior (Ahmad et al, 2021; Al‐Swidi et al, 2021; Anser et al, 2021; Zhang, Ul‐Durar, et al, 2021). In spite of climbing interest on sustainable issues, it is surprising that a very little attention has been paid to the concept of ecocentric leadership (EL), who empowers employees to shed light on their environmental impulses (Shrivastava, 1994), that examined whether and how EL flair can facilitate employees' VEB at work place through a mediated mechanism (Uddin et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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Ecocentric leadership and voluntary environmental behavior for promoting sustainability strategy: The role of psychological green climate

et al. 2022

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Sustainability is not just a “buzzword” but refers to the ideal business strategy for encouraging sustainable behavior for remaining relevant and competitive. Managers of organizations are increasingly expected to duly consider and demonstrate the desired social and environmental intentions of translating leadership strategies into sustainable practices. Studies on employees' voluntary environmental behavior (VEB) are increasing in number, in that it is believed that behavior can contribute to achieving organizational sustainability strategy. However, despite the studies being published on this emerging field, leadership is a missing link regarding the psychological mechanism through which VEB can be defined and refined. Drawing on the theories of social learning and social exchange, this study seeks to establish the impact of ecocentric leadership (EL) on VEB and the mediating role of psychological green climate (PGC) in this nexus. Data were collected from wide‐ranging business organizations in Bangladesh through a self‐administered survey questionnaire. The results indicate that EL wields a significant direct influence on VEB. Moreover, EL through the mediating effect of PGC indirectly shapes VEB. The study contributes original insights to the discussions and debates on strategic leadership and climate accountability. Implications of ecocentric strategic leadership and recommendations for future research are discussed.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Ecocentric leadership and voluntary environmental behavior for promoting sustainability strategy: The role of psychological green climate

et al. 2022

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“…Previous studies taking place in non-Chinese contexts indicated that GHRM practices are positively related to employee proenvironmental behavior. 17,22,42,43,63,64 Our study retests the relationships separately between green compensation or green training and employee pro-environmental behavior in the Chinese context and finds that the positive relationships hold true in the Chinese context. Thus, the practical implication that organizational practitioners could improve employee pro-environmental behavior through using green compensation or green training alone is generally applicable.…”

Section: Practical Implicationsmentioning

confidence: 69%

“…Researchers have confirmed the "positive" impacts of GHRM practices on organizations' financial, environmental, or social performance, 18,24,41,[60][61][62][63][64] corporate social responsibility, 22 green organizational culture, 64 corporate green psychological climate, 22 employee environmental commitment, 26 organizational citizenship behavior for the environment, 25,65 and employee pro-environmental behavior. 17,22,42,43,63,64 In addition, pioneers in the interaction field of GHRM practices have revealed the "positive" interaction of GHRM practices on employee environmental commitment and organizational citizenship behavior for the environment. [24][25][26] In fact, everything is doublesided.…”

Section: Theoretical Implicationsmentioning

confidence: 95%

Cognitive Dissonance of Self-Standards: A Negative Interaction of Green Compensation and Green Training on Employee Pro-Environmental Behavior in China

Zhang¹,

Sun²

2021

PRBM

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Purpose: Studies of GHRM practices number in thousands; however, they have failed to provide Chinese contextual evidence for their interactive effects on employee proenvironmental behavior (EPEB). To bridge this research gap as well as to address organizational practitioners' concern in GHRM practices, our study explores the possible interactive effect of green compensation (GC) and green training (GT), which are two core practices of GHRM and are widely employed by Chinese organizations simultaneously, on EPEB drawing on selfdetermination theory, and unravels the underlying mechanism by introducing employee green self-accountability (EGSA) as a mediator based on the cognitive dissonance theory of selfstandards. Methods: Using on-line survey and five-point Likert rating method, employees (N=847) working in Chinese organizations were requested to self-rate GC, GT, and EGSA; their direct supervisors were invited to evaluate EPEB. The mediated moderation testing procedures with SPSS and the bootstrapping approach with MPLUS were adopted to test the mediated moderation. Results: When being used separately, GC and GT are positively related to EPEB (β=0.426, p < 0.001; β=0.368, p < 0.001). When being adopted simultaneously, a negative relationship (the simple slope=−0.454, t=3.671, p=0.000) exists between GC and EPEB at higher-level GT. EGSA partially mediates the negative interaction with 95% bias-corrected confidence intervals [−0.054, −0.018]. Conclusion:In the Chinese context, when being used simultaneously with high-high combination, GC and GT negatively interact with each other to engender the squeezed effect of intrinsic motivation by extrinsic motivation, which directly impairs EPEB, and cause employee cognitive dissonance of self-standards, which indirectly weakens EPEB through reducing EGSA. This paper is an attempt to show novelty in identifying negative interactions between GC and GT in EPEB in China and a mediating role of EGSA. Additionally, it addresses organizational practitioners' concern well and provides important implications for decision-making in GHRM practices and EPEB enhancement.

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“…It is important to use green norms during recruitment and selection of employees with green values. Selecting green minded employees are most difficult part of organization but such people open the door for organizations to appoint skill full people who focus on sustainable practices and are accustomed to understanding the fundamentals of sustainability (Prasad, 2013;Bangwal, 2017& Al-Swidi et al, 2021 Green Employee involvement Employee engagement may also reflect a behavioral commitment to developing broader aspects of an employee's cognitive, emotional attachment, and personal driver role performance (Zoogah, 2011;Saturnino et al 2014;). Other researchers view employee engagement as a positive mindset, for example (Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., & Baker, A.…”

Section: Green Recruitment and Selectionmentioning

confidence: 99%

Measuring the Impact of Green Human Resources Practice on Organizational Performance

Khan¹

2022

PSSR

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The joint impact of green human resource management, leadership and organizational culture on employees’ green behaviour and organisational environmental performance

Cited by 239 publications

References 187 publications

Ecocentric leadership and voluntary environmental behavior for promoting sustainability strategy: The role of psychological green climate

Ecocentric leadership and voluntary environmental behavior for promoting sustainability strategy: The role of psychological green climate

Cognitive Dissonance of Self-Standards: A Negative Interaction of Green Compensation and Green Training on Employee Pro-Environmental Behavior in China

Measuring the Impact of Green Human Resources Practice on Organizational Performance

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