Tugas Critical Review Dan Jurnal - Jurnal Yovone Marbun Nim 2391811004

TUGAS CRITICAL REVIEW
MANAJEMEN SUMBER DAYA MANUSIA
PERBANDINGAN CRITICAL REVIEW ARTICLE

ARTIKEL UTAMA – Pengaruh Gaya Kepemimpinan Transformasional dan
Stres Kerja Terhadap Turnover Intention di Mediasi Kepuasan Kerja PT
Pegasus Keramik Terbaik
ARTIKEL PENDUKUNG 1– Green human resource management and

environmental performance: The role of green innovation and environmental
strategy in a developing country
ARTIKEL PENDUKUNG 2– Towards sustainable development in the

hospitality sector: Does green human resource management stimulate green
creativity? A moderated mediation mode
Disusun Oleh :
Yovone Theresia Meilan Marbun
2391811004
PROGRAM MAGISTER MANAJEMEN
FAKULTAS EKONOMI DAN BISNIS
INSTITUT BISNIS NUSANTARA
JAKARTA
2023
I. IDENTITAS ARTIKEL
Artikel Utama Artikel Pendukung I Artikel Pendukung II
(Retno dkk , 2023) (Junaid dkk, 2022) (Abualigah dkk,2022)
Judul Pengaruh Gaya Kepemimpinan Green human resource management Towards sustainable development in
Artikel Transformasional dan Stres Kerja and environmental performance: the hospitality sector: Does green
Terhadap Turnover Intention di The role of green innovation and human resource management
Mediasi Kepuasan Kerja PT Pegasus environmental strategy in a stimulate green creativity? A
Keramik Terbaik developing country moderated mediation mode
Penulis Bela Amanda Wandasari , Retno Junaid Aftab, Nabila Abid, Nicola Ahmad Abualigah, Tamer Koburtay,
Purwani Setyaningrum Cucari, Marco Savastano, Islam Bourini, Kamal Badar, Ali
Meftah Gerged
Jurnal Vol. 3 No. 4 (2023): Innovative: Journal Bussiness Strategy and the Bussiness Strategy and the
Publikasi Of Social Science Research Environment. 2023;32:1782–1798 Environment. 2023;32:3217–3232.
Innovative: Journal Of Social Science The Authors. Business Strategy and The Authors. Business Strategy and
Research, 3(4), 293–304. The Environment published by ERP The Environment published by ERP
https://doi.org/10.31004/innovative.v3i4. Environment and John Wiley & Sons Environment and John Wiley & Sons
3525 Ltd. Ltd.
https://doi.org/10.1002/bse.3219 https://doi.org/10.1002/bse.3296
Tahun 2023 2022 2022

Publikasi
II. RESEARCH GAP
Artikel Utama Artikel Pendukung I Artikel Pendukung II
(Retno dkk , 2023) (Junaid dkk, 2022) (Abualigah dkk,2022)
Variabel 1. Gaya kepemimpinan 1. Developing country 1. GHRM and green
transformasional 2. Environmental creativity
Studi
2. Stress kerja performance 2. GHRM and green work
3. Turnover intention 3. Environmental engagement
4. Kepuasan kerja strategy 3. Green work engagement
4. Green human and green creativity
resource 4. Green work engagement
management as a mediator
5. Green innovation 5. Spiritual leadership as a
6. Manufacturing moderator
companies
Sampel 107 orang karyawan yang bekerja 410 manajer perusahaan 271 karyawan hotel garis depan
di PT. Pegasus Keramik Terbaik manufaktur yang beroperasi di di UEA
Pakistan
FENOMENA Dalam sebuah perusahaan yang Penelitian ini berpendapat Meskipun literatur
sering terjadi adalah saat kinerja bahwa inovasi hijau, mengenai efek GHRM yang
suatu perusahaan yang telah strategi lingkungan dan perilaku semakin meningkat, sedikit
demikian bagus dapat terganggu, pro-lingkungan memfasilitasi yang diketahui tentang
baik secara langsung maupun hubungan tersebut mekanisme dan mekanismenya
tidak langsung oleh berbagai antara manajemen sumber daya kondisi batas yang dapat
bentuk perilaku karyawan yang manusia hijau dan kinerja memfasilitasi hubungan antara
sulit dicegah terjadinya. Salah lingkungan di GHRM dan hasil ramah
satu bentuk perilaku karyawan industri manufaktur di negara- lingkungan. Melalui gabungan
tersebut adalah keinginan negara berkembang. Untuk dasar kemampuan–motivasi–
berpindah (turnover intention) menguji efek mediasi warna peluang, pekerjaan
yang dapat berujug pada hijau teori tuntutan–sumber daya dan
keputusan karyawan untuk inovasi dan perilaku pro- pertukaran sosial, penelitian ini
meninggalkan pekerjaannya. Hal lingkungan serta peran moderat mengkaji hubungan antara
ini dapat dimaksud bahwa dari strategi lingkungan dalam GHRM dan kreativitas ramah
individu yang telah bekerja pada model yang diusulkan lingkungan melalui keterlibatan
suatu tempat memiliki niat untuk kerja ramah lingkungan, dengan
meninggalkan atau keluar dari kepemimpinan spiritual yang
pekerjaannya pada waktu yang memoderasi hubungan
telah ditentukan. Turnover keterlibatan kerja GHRM-hijau
Intention memiliki efek negatif
pada efektivitas organisasi.
METODE Penelitian menggunakan Penelitian Menggunakan desain Penelitian Menggunakan
penelitian kuantitatif cross-sectional dengan survei pendekatan kuantitatif
menggunakan perangkat lunak PC yang dilaporkan sendiri (pengujian hipotesis), kuesioner
yaitu program SmartPLS (Partial pendekatan menggunakan survei online digunakan. Data
Least Square) tipe 3.0 sebagai alat banyak responden untuk dikumpulkan dari garis depan
pengolah informasi untuk menguji meningkatkan efisiensi karyawan di hotel bintang empat
asumsi dan informasi yang ada. data. dan lima di UEA.
Hasil Penelitian ini menghasilkan Studi tentang inovasi ramah Studi tentang bahwa Green
Penelitian bahwa adanya pengaruh negatif lingkungan, strategi Human Resource Management
lingkungan hidup, dan berpengaruh positif terhadap
dan signifikan antara gaya perilaku pro-lingkungan keterlibatan kerja ramah
kepemimpinan transformasional memfasilitasi hubungan lingkungan dan kreativitas
terhadap turnover intention pada tersebut. antara manajemen
ramah lingkungan, sedangkan
sumber daya manusia ramah
karyawan PT. Pegasus Keramik keterlibatan kerja ramah
lingkungan dan kinerja
lingkungan berpengaruh positif
Terbaik, adanya pengaruh secara lingkungan dalam industri
terhadap kreativitas ramah
manufaktur di negara-negara
positif dan signifikan antara stres lingkungan dan memediasi
berkembang.
kerja terhadap turnover intention, hubungan antara Green Human
Resource Management dan
adanya pengaruh secara positif
kreativitas ramah lingkungan.
dan signifikan antara gaya Selain itu, kepemimpinan
kepemimpinan transformasional spiritual memperkuat hubungan
terhadap kepuasan kerja, adanya antara Green Human Resource
Management dan keterlibatan
pengaruh negatif dan signifikan
kerja ramah lingkungan dan
antara kepuasan kerja terhadap efek mediasi dari keterlibatan
turnover intention, kepuasan kerja kerja ramah lingkungan dalam
hubungan antara Green Human
dapat memediasi gaya
Resource Management dan
kepemimpinan transformasional kreativitas ramah lingkungan
secara negatif dan signifikan dalam konteks sektor perhotelan
di UEA.
terhadap turnover intention pada
Hasilnya menunjukkan
karyawan PT. Pegasus Keramik
hubungan positif dan signifikan
Terbaik antara GHRM dan kreativitas
hijau (ẞ = 0.194, t= 3.466,
p<0.01), memberikan dukungan
terhadap H1. Lanjut ke H2,
hasilnya menunjukkan
hubungan positif dan signifikan
antara GHRM dan green work
engagement (30.349, t=5.619,
p<0.001); karenanya H2
didukung. Untuk mendukung
H3, hasilnya menunjukkan
hubungan yang signifikan dan
positif antara keterlibatan kerja
ramah lingkungan dan
kreativitas ramah lingkungan
(ẞ=0.221, t=3.233, p<0.01).
Sehubungan dengan H4, hasil
bootstrapping menunjukkan
bahwa keterlibatan kerja ramah
lingkungan memediasi
hubungan GHRM-kreativitas
ramah lingkungan (B = 0,077, t
= 2,836, Cl: 0,030, 0,136),
mendukung H4
Tujuan untuk mengetahui bagaimana Tujuan penelitian untuk Studi ini memberikan implikasi
Penelitian kepuasan kerja di PT. Pegasus memberitahukan dan menyoroti bagi pembuat kebijakan,
Keramik Terbaik mempengaruhi pentingnya inovasi hijau, strategi profesional HR
turnover intention dalam lingkungan dan pro lingkungan dan organisasi, khususnya di
kaitannya dengan gaya perilaku untuk unggul dalam industri pariwisata dan
kepemimpinan transformasional kinerja lingkungan melalui perhotelan.
dan stres kerja. efisiensi operasional, Komitmen manajemen terhadap
strategi lingkungan yang tepat penerapan praktik GHRM yang
dan kesediaan manusia untuk efektif menambah kemampuan
terlibat dalam kegiatan organisasi untuk meningkatkan
lingkungan. Temuan ini juga kinerja karyawan.
menunjukkan implikasi serupa kreativitas hijau berdasarkan hal-
terhadap teori dan praktik hal berikut. Pertama,
negara berkembang. Studi ini menyediakan karyawan
menawarkan generalisasi di dengan pelatihan ramah
negara-negara berkembang yang lingkungan membantu
memiliki struktur ekonomi dan meningkatkan kesadaran mereka
sosial yang sama akan nilai-nilai pengelolaan
lingkungan.
INNOVATIVE: Journal Of Social Science Research
Volume 3 Nomor 4 Tahun 2023 Page 293-304
E-ISSN 2807-4238 and P-ISSN 2807-4246
Website: https://j-innovative.org/index.php/Innovative
Pengaruh Gaya Kepemimpinan Transformasional dan Stres Kerja Terhadap

Turnover Intention di Mediasi Kepuasan Kerja PT Pegasus Keramik Terbaik
1✉
Bela Amanda Wandasari , Retno Purwani Setyaningrum2
Mahasiswa Manajemen Universitas Pelita Bangsa
1✉
Email: belaamandawandasari@gmail.com
Abstrak
Turnover Intention merupakan kecenderungan atau niat karyawan untuk berhenti bekerja dari
pekerjaannya. Turnover Intention pada dasarnya merupakan sama dengan hal nya keinginan untuk
berpindah karyawan dari satu tempat kerja ke tempat kerja lainnya. Turnover intention dapat menjadi
masalah yang serius bagi sebuah organisasi atau perusahaan yaitu apabila karyawan yang keluar
memiliki skill atau keahlian yang bagus. Tujuan dari penelitian ini adalah untuk mengetahui bagaimana
kepuasan kerja di PT. Pegasus Keramik Terbaik mempengaruhi turnover intention dalam kaitannya
dengan gaya kepemimpinan transformasional dan stres kerja. Penelitian ini menggunakan metode
kuantitatif dengan jumlah sampel adalah karyawan yang bekerja di PT. Pegasus Keramik Terbaik
dengan jumlah yaitu sebanyak 107 orang. Penelitian ini diolah dengan menggunakan software olah
data SmartPLS dan pengumpulan data dilakukan melalui formular google. Penelitian ini menghasilkan
bahwa adanya pengaruh negatif dan signifikan antara gaya kepemimpinan transformasional terhadap
turnover intention pada karyawan PT. Pegasus Keramik Terbaik, adanya pengaruh secara positif dan
signifikan antara stres kerja terhadap turnover intention, adanya pengaruh secara positif dan signifikan
antara gaya kepemimpinan transformasional terhadap kepuasan kerja, adanya pengaruh negatif dan
signifikan antara kepuasan kerja terhadap turnover intention, kepuasan kerja dapat memediasi gaya
kepemimpinan transformasional secara negatif dan signifikan terhadap turnover intention pada
karyawan PT. Pegasus Keramik Terbaik.
Kata kunci: gaya kepemimpinan transformasional, stres kerja, turnover intention, kepuasan kerja
Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Abstract
Turnover Intention is the tendency or intention of employees to stop working from their jobs. Turnover
Intention is basically the same as the desire to move employees from one workplace to another.
Turnover intention can be a serious problem for an organization or company, namely if the employees
who leave have good skills or expertise. The purpose of this study is to determine how job satisfaction
at PT. Pegasus Keramik Terbaik affects turnover intention in relation to transformational leadership
style and job stress. This research uses quantitative methods with the number of samples being
employees who work at PT Pegasus Keramik Terbaik with a total of 107 people. This research is
processed using SmartPLS data processing software and data collection is done through google
formulars. This study found that there is a negative and significant influence between transformational
leadership style on turnover intention in employees of PT. Pegasus Keramik Terbaik, a positive and
significant influence between job stress on turnover intention, a positive and significant influence
between transformational leadership style on job satisfaction, a negative and significant influence
between job satisfaction on turnover intention, job satisfaction can negatively and significantly mediate
transformational leadership style on turnover intention in employees of PT. Pegasus Keramik Terbaik.
Keywords : transformational leadership style, job stress, turnover intention, job satisfaction
PENDAHULUAN
Sumber Daya manusia (SDM) merupakan hal yang penting dalam menentukan
keefektifan suatu organisasi. Sebuah organisasi perlu melakukan investasi dengan
melaksanakan fungsi Manajemen Sumber Daya Manusia (SDM) yaitu perekrutan,
penyeleksian sampai mempertahankan sumber daya manusianya. Modal yang harus dimiliki
perusahaan bukan hanya modal uang, tetapi juga sumber daya manusia yang berkualitas,
karena untuk menjalankan sebuah perusahaan dibutuhkan sumber daya manusia yang
kompeten dan mempunyai ahli dibidangnya. Dalam sebuah perusahaan yang sering terjadi
adalah saat kinerja suatu perusahaan yang telah demikian bagus dapat terganggu, baik
secara langsung maupun tidak langsung oleh berbagai bentuk perilaku karyawan yang sulit
dicegah terjadinya. Salah satu bentuk perilaku karyawan tersebut adalah keinginan
berpindah (turnover intention) yang dapat berujug pada keputusan karyawan untuk
meninggalkan pekerjaannya. Hal ini dapat dimaksud bahwa individu yang telah bekerja
pada suatu tempat memiliki niat untuk meninggalkan atau keluar dari pekerjaannya pada
waktu yang telah ditentukan. Turnover Intention memiliki efek negatif pada efektivitas
organisasi (Asiyah 2019). Untuk mendapatkan karyawan yang terpilih perusahaan melakukan
serangkaian langkah pengelolaan sumber daya manusia yang terintregasi dengan baik.
Salah satu tujuan pengelolaan sumber daya manusia adalah agar karyawan yang terpilih
bisa bekerja, berkontribusi, dan bertahan lama. Perusahaan mengupayakan agar tingkat

perputaran karyawan berada pada tingkat relatif rendah. Perputaran karyawan meski tidak
selalu buruk akan mempengaruhi kelancaran kegiatan operasional perusahaan. Dengan
demikian tingkat perputaran yang terkendali merupakan salah satu sasaran pengelolaan
sumber daya manusia. Perputaran karyawan yang tinggi menimbulkan dampak negatif
antara lain menurunnya angka penjualan, berkurangnya kepuasan pelanggan, kebutuhan
biaya perekrutan, serta hilangnya waktu kerja produktif.
Dampak negatif adanya perputaran karyawan yang tinggi terhadap kinerja organisasi
mendorong perlunya langkah-langkah untuk membuat karyawan merasa betah. Untuk
mengidentifikasi tingkat perputaran karyawan, perusahaan dapat melakukan analisis
terhadap kecenderungan adanya niat pengunduran diri (Turnover Intention). Pengunduran
diri karyawan biasanya diawali dengan munculnya niat untuk mundur dengan berbagai
alasan. (Robbins, S.P., dan Judge, 2017) turnover intention pada diri seseorang dapat
dipengaruhi oleh beberapa faktor, seperti transformational leadership (kepemimpinan
transformasional), stress (stress), dan satisfaction (kepuasan). Penelitian ini menganalisis
pengaruh gaya kepemimpinan transformasional, stres kerja, dan kepuasan kerja dalam
mengurangi niat karyawan untuk mengundurkan diri.
Penelitian menyimpulkan, berdasarkan latar belakang diatas, bahwa penelitian ini
diharapkan bisa bermanfaat bagi perusahaan dalam memilih solusi yang tepat untuk
mengelolah tingkat perputaran karyawan pada kondisi yang ideal. Akibatnya, peneliti akan
menyelidiki “Pengaruh Gaya Kepemimpinan Transformasional dan Stres Kerja Terhadap
Turnover Intention Dimediasi Kepuasan Kerja PT. Pegasus Keramik Terbaik”.
METODE PENELITIAN
Penelitian ini menggunakan metode kuantitatif. Azdanal dkk. Menjelaskan bahwa
berdasarkan judul artikel penelitian, terkait hal tersebut penelitian menggunakan penelitian
kuantitatif merupakan metode penelitian yang bersifat analitis, terencana, dan terorganisir
dengan baik. Penelitian dari penemuan awal hingga konsep penelitian dengan misi untuk
mempelajari populasi atau contoh tertentu. Penelitian ini menggunakan perangkat lunak PC
yaitu program SmartPLS (Partial Least Square) tipe 3.0 sebagai alat pengolah informasi untuk
menguji asumsi dan informasi yang ada. Karena SmartPLS (Partial Least Square) adalah alat
analisis berbasis bootstrap, asumsi normalitas tidak menjadi masalah saat menggunakan
SmartPLS. SmartPLS tidak memiliki skala gambar minimum untuk ilustrasi penelitian, tidak
hanya soal normalitas. Ada 3 langkah untuk analisis SmartPLS, berikut rinciannya :
1. Analisis Outer Model

2. Analisis Inner
3. Model Evaluasi Hipotesis
HASIL DAN PEMBAHASAN

Hasil dan Analisis Penelitian
Dalam penelitian ini, metode Partial Least Square (PLS) digunakan sebagai alat analisis
melalui program SmartPLS 3.0
Merancang Path Outer Model

Rancangan Path Outer Model berfungsi untuk menghubungkan variabel independent,
mediasi, dan juga dependent. Desain jalur/rute penelitian ini mampu secara visualisasi dalam
gambar berikut :
Gambar 1 Path Outer Model
Sumber : Output SmartPLS 3.0, data primer diolah (2022)
Uji Validitas
a. Convergent validity
Suatu indikator penelitian akan secara dianggap valid/sah ketika mempunyai nilai outer
loading diatas 0,7 disetiap instrumentnya. Namun, nilai outer loading sebesar 0,5 masih
dianggap cukup (Ghozali, 2015 dalam Laksono & Wardoyo, 2019).
Apabila nilai outer loading < 0,5 maka butir pertanyaan tersebut harus dieliminasi.
Tabel 2 Outer Loadings

variabel Indikator Outer Loading Validitas
Gaya Kepemimpinan GKT1 0.902 Valid
Transformasional GKT2 0.887 Valid
GKT3 0.907 Valid
GKT4 0.887 Valid
SK1 0.644 Valid
Stres Kerja SK2 0.839 Valid
SK4 0.819 Valid
SK5 0.893 Valid
SK6 0.781 Valid
SK9 0.635 Valid
KK1 0.692 Valid
KK2 0.861 Valid
KK3 0.877 Valid
KK4 0.772 Valid
KK5 0.746 Valid
KK6 0.703 Valid
Kepuasan Kerja KK7 0.834 Valid
KK8 0.766 Valid
KK9 0.721 Valid
KK10 0.882 Valid
KK11 0.871 Valid
KK12 0.801 Valid
TI1 0.915 Valid
TI2 0.856 Valid
Turnover Intention TI3 0.912 Valid
TI4 0.915 Valid
TI5 0.884 Valid
TI6 0.727 Valid
Turnover Intention
Sumber : data primer yang diolah (2023)

Komponen keseluruhan indikator sudah memiliki niali outer loading lebih besar dari
0,5 seperti terlihat pada tabel data 1 diatas sehingga layak untuk digunakan dalam
penelitian dan analisis sselanjutnya.
b. Discriminant Validity
Nilai lintas susun yang dikenal sebagai nilai legitimasi deskriminan digunakan untuk
menentukan apakah suatu bangunan memiliki diskriminan yang memadai. Validitas
diskriminan ditunjukan dengan kuadrat dari Value of Average Variance Extracted (AVE).
Nilai korelasi dianggap tidak valid jika nilai AVE kurang dari 0,5 (Ghozali, 2015 dalam
Laksono & Wardoyo, 2019), sedangkan validitas diskriminan atau nilai korelasi dianggap
tercapai atau valid jika AVE lebih besar dari 0,5.
Tabel 3 Average Variance Extracted (AVE)
Variabel Average Variance Extracted

(AVE)
Gaya Kepemimpinan 0,803
Transformasional
Stres Kerja 0,600
Turnover Intention 0,758
Kepuasan Kerja 0,635
Sumber : data primer yang diolah (2023)
Uji Reliabilitas
Alpha Cronbach dan reliabilitas komposit adalah dua metode yang digunakan untuk
menilai reliabilitas eksperimental. Alpha Cronbach dan reliabilitas komposit dari sistem
elastis keduanya harus lebih besar dari 0,6 agar dapat dianggap andal (Ghozali, 2015;
Wardoyo dan Laksono, 2019).
Tabel 3 Composite Reliability
Variabel Composite Reliability Keterangan
Gaya Kepemimpinan 0,942 Reliabel
Transformasional
Stres Kerja 0,899 Reliabel
Turnover Intention 0,949 Reliabel
Kepuasan Kerja 0,954 Reliabel
Sumber : output smartpls 3.0, data primer diolah (2023)

Dari grafik 3 di atas dapat disimpulkan bahwa nilai composite reliability untuk setiap
konstruk lebih besar dari 0,7. Hal ini menjamin bahwa setiap konstruk dalam penelitian ini
memiliki nilai reliabilitas yang tinggi dan memenuhi persyaratan reliabilitas. Keandalan
eksperimen juga meningkat ketika nilai Cronbach’s Alpha lebih tinggi. Berikut ini adalah
daftar hasil studi reliabilitas Cronbachs Alfa.
Tabel 4 Cronbach’s Alpha
Variabel Cronbach’s Alpha Keterangan
Gaya Kepemimpinan 0,918 Reliabel
Transformasional
Stres Kerja 0,865 Reliabel
Turnover Intention 0,935 Reliabel
Kepuasan Kerja 0,947 Reliabel
Kesimpulan yang dapat ditarik dari tabel 4 sebelumnya adalah bahwa nilai Cronbach’s
alpha untuk setiap konstruk lebih besar dari 0,6. Hal ini menunjukan bahwa setiap konstruk
dalam penelitian ini memenuhi kriteria alpha cronbach dan memiliki nilai reliabilitas yang
tinggi.
Analisa Inner Model

Setelah dilakukan uji validitas dan uji reliabilitas, sehingga dapat dilanjutkan dengan
pengujian bentuk struktural atau bentuk internal. Analisa bentuk dalam dapat diperkirakan
melalui eksperimen atau uji R-Square penelitian ini :
Tabel 5 R-Square
Variabel R Square R Square Adjusted
Turnover 0,440 0,424
Intention
(Y)
Seperti terlihat pada tabel sebelumnya, nilai R-Square yang diperoleh adalah 0,440. Dapat
dijelaskan bahwa pengaruh Variabel atau elastis gaya kepemimpinan transformasional (X1),
kepuasan kerja (Z), dan stres kerja (X2) terhadap turnover intention (Y) berbagai sejumlah
0,440, dengan pemahaman elastis konstruk turnover intention dapat dijelaskan oleh
elastisitas gaya kepemimpinan, stres kerja, dan kepuasan kerja, dengan kepuasan elastis

aktivitas menjadi perantara yang elastis antara gya kepemimpinan dan turnover intention
karyawan dengan proporsi 44,0 persen. Sebaliknya, kelebihan 56,0 persen dapat diuraikan
oleh faktor-faktor di luar penelitian ini.
Analisis Hipotesis
Eksperimen asumsi dalam penelitian ini dibuktikan dengan tabel koefisien jalur/rute yang
digunakan untuk menentukan apakah suatu asumsi dapat diperoleh atau ditolak. Koefisien
jalur berbentuk 5 Persen, t = 1,96. Jika t-statistik lebih besar dari 1,96, atau jika H0 ditolak
dan diperoleh Ha, maka asumsi dianggap signifikan. Bagan koefisien untuk jalur peelitian ini
terlihat seperti ini :
Tabel 6 Path Coefficient

Variabel Original Sample Standard T Statistics P Values
Sample (O) Mean (M) Deviation (|O/STDEV|)
(STDEV)
Gaya Kepemimpinan -0,002 -0,004 0,112 0,014 0,989

Transformasional
-> Turnover Intention
Stres Kerja -> 0,651 0,657 0,062 10,446 0,000
Turnover Intention
Kepuasan Kerja -> -0,129 -0,119 0,104 1,237 0,217
Turnover Intention
Gaya Kepemimpinan 0,707 0,722 0,061 11,564 0,000
Transformasional ->
Kepuasan Kerja
Hipotesis 1
Besarnya koefisien parameter t-statistik untuk variabel Gaya Kepemimpinan
Transformasional (X1) -> Turnover intention memiliki nilai 0.014 yang berarti tidak signifikan
(t tabel signifikasikan 5% = 1,96) atau dapat dinyatakan Ho1 diterima dan Ha1 ditolak.
Hipotesis 2

Besarnya koefisien parameter t-statistik untuk variabel stres kerja (X2) -> turnover intention
memiliki nilai 10.446 yang berarti signifikan (t tabel signifikasikan 5% = 1,96) atau dapat
dinyatakan Ho2 ditolak Ha2 diterima.
Hipotesis 3
Besarnya koefisien parameter t-statistik untuk variabel gaya kepemimpinan transformasional
(X1) -> kepuasan kerja memiliki nilai 11.564 yang berarti signifikan (t tabel signifikansi 5% =
1.96) atau dapat dinyatakan Ho3 ditolak dan Ha3 diterima.
Hipotesis 4
Besarnya koefisien parameter t-statistik untuk variabel kepuasan kerja (Z) -> turnover
intention memiliki nilai 1.237 yang berarti tidak signifikan (t tabel signifikansi 5% = 1,96) atau
dapat dinyatakan Ho4 diterima dan Ha4 ditolak.
Untuk menguji hipotesa antara variabel gaya kepemimpinan transformasional terhadap
turnover intention dimediasi oleh kepuasan kerja, maka dilakukan uji Bootstrapping dengan
hasil sebagai berikut :
Variabel Original Sample Standard T Statistics P Values

Sample (O) Mean (M) Deviation (|O/STDEV|)
(STDEV)
Gaya Kepemimpinan
Transformasional
-> Kepuasan Kerja- -0.091 -0.084 0.076 1.195 0.233
>
Turnover Intention
Sumber : Output SmartPLS 3.0, data primer diolah (2023)
Hipotesis 5
Besarnya koefisien parameter t-statistik untuk variabel gaya kepemimpinan transformasional
(X1) -> kepuasan kerja -> turnover intention memiliki nilai 1.195 yang berarti tidak signifikan
(t tabel signifikansi 5% = 1,96) atau dapat dinyatakan H05 diterima dan Ha5 ditolak.
Implikasi Hasil Penelitian Untuk Teoritis

Berikut adalah kesimpulan akhir yang ditarik dari setiap hipotesis yang diuji dan data yang
diolah oleh penulis menggunakan aplikasi SmartPLS 3.0 :
1. Hasil dalam penelitian ini menunjukan bahwa variabel gaya kepemimpinan
transformasional (X1) tidak berpengaruh signifikan terhadap turnover intention (Y) pada
karyawan PT. Pegasus Keramik Terbaik. Hasil berdasarkan pengujian path coefficient
pada inner model yang menunjukan hasil t-statistik untuk variabel gaya kepemimpinan
transformasional yaitu sebesar 0.014 dan dinyatakan tidak signifikan karena nilai t-
statistik -> 1,96 (0.014<1,96), maka uji hipotesa 1 dinyatakan bahwa Ho1 diterima dan
Ha1 ditolak. Dapat diartikan bahwa semakin meningkatnya gaya kepemimpinan
transformasional tidak berpengaruh pada turnover intention karyawan PT. Pegasus
Keramik Terbaik. Hasil penelitian ini sejalan dengan penelitian dalam jurnal Ade Imam
Suhakim, Yuan Badrianto (2021) yang menyatakan bahwa Gaya Kepemimpinan
Transformasional memiliki pengaruh negatif dan signifikan terhadap Turnover Intention
dimana gaya kepemimpinan tidak memberikan dampak terhadap turnover intention di
kehidupan bekerja mereka.
2. Hasil dalam penelitian ini, menunjukan bahwa variabel Stres Kerja (X2) berpengaruh
signifikan terhadap Turnover Intention (Y) pada karyawan PT. Pegasus Keramik Terbaik
di wilayah Cikarang. Hasil bedasarkan path coefficient pada inner model yang
menunjukan hasil t-statistik > 1,96 (10,446>1,96), maka uji hipotesa 2 dinyatakan bahwa
Ho ditolak Ha diterima. Dapat diartikan bahwa semakin meningkatnya Stres Kerja
berpengaruh pada Turnover Intention karyawan PT. Pegasus Keramik Terbaik di wilayah
Cikarang.
3. Hasil dalam penelitian ini menunjukan bahwa variabel Kepuasan Kerja (Z) tidak
berpengaruh signifikan terhadap Turnover Intention (Y) pada karyawan PT. Pegasus
Keramik Terbaik di wilayah Cikarang. Hasil berdasarkan pengujian path coefficient pada
inner model yang menunjukan hasil t-statistik untuk variabel Kepuasan Kerja yaitu
sebesar 1,237 dan dinyatakan tidak signifikan karena nilai t-statistik < 1,96 (1,237<1,96),
maka uji hipotesa 3 dinyatakan bahwa Ho diterima dan Ha ditolak. Dapat diartikan
bahwa semakin meningkatnya Kepuasan Kerja tidak berpengaruh pada turnover
intention pada PT. Pegasus Keramik Terbaik di wilayah Cikarang.
4. Hasil dalam penelitian ini menunjukan bahwa variabel Gaya Kepemimpinan
Transformasional (X1) berpengaruh signifikan terhadap Kepuasan Kerja (Z) pada
karyawan PT. Pegasus Keramik Terbaik di wilayah Cikarang. Hasil berdasarkan pengujian
path coefficient pada inner model yang menujukan hasil t-statistik untuk variabel gaya
kepemimpinan transformasional yaitu sebesar 11,564 dan dinyatakan signifikan karena

nilai t-statistik > 1,96 (11,564>1,96), maka uji hipotesa 4 dinyatakan bahwa Ho ditolak
dan Ha diterima. Dapat diartikan bahwa adanya gaya kepemimpinan transformasional
berpengaruh signifikan pada kepuasan kerja karyawan PT. Pegasus Keramik Terbaik di
wilayah Cikarang. Hasil penelitian ini sejalan dengan penelitian dalam jurnal Didit Setyo
Pambudi, Djudi Mukzam, Gunawan Eko Nurtjahjono (2016) yang menyatakan bahwa
gaya kepemimpinan trasformasional berpengaruh positif dan signifikan terhadap
kepuasan kerja.
5. Hasil penelitian ini menujukan bahwa variabel gaya kepemimpinan transformasional (X1)
sebelum dimediasi oleh Kepuasan Keja tidak berpengaruh signifikan terhadap Turnover
Intention (Y) pada karyawan PT. Pegasus Keramik Terbaik di wilayah Cikarang. Dengan
nilai t-statistik yaitu sebesar 0,014. Sedangkan hasil berdasarkan pengujian path
coefficient pada inner model t-statistik hipotesa 5 setelah dimediasi oleh Kepuasan Kerja
yaitu sebesar 1,95 (1,95<1,96), maka uji hipotesa 5 dinyatakan bahwa Ho ditolak dan Ha
diterima dan dapat diartikan bahwa nilai yang pengaruh langsung yaitu sebesar 0,014
dan pengaruh tidak langsung yaitu sebesar 1,95 yang berarti variabel Kepuasan Kerja
sebagai variabel mediasi memperlemah variabel Gaya Kepemimpinan Transformasional
terhadap Turnover Intention karyawan PT. Pegasus Keramik Terbaik.
SIMPULAN
Berdasarkan analisis sebelumnya dan memiliki misi atau tujuan tentang penelitian ini
adalah untuk mengetahui bagaimana kemampuan kayawan di PT dipengaruhi oleh gaya
kepemimpinan transformasional dan stres kerja PT. Pegasus Keramik Terbaik dapat menarik
kesimpulan sebagai berikut :
1. Gaya Kepemimpinan Transformasional tidak berpengaruh secara signifikan terhadap
Turnover Intention pada karyawan PT. Pegasus Keramik Terbaik di wilayah Cikarang, hal
ini disebabkan oleh Gaya Kepemimpinan Transformasional karyawan yang terpenuhi.
2. Stres Kerja berpengaruh secara signifikan terhadap Turnover Intention pada karyawan
PT. Pegasus Keramik Terbaik di wilayah Cikarang, hal ini dikarenakan beberapa faktor
yang membuat karyawan berpengaruh dengan dengan Stres Kerja, semakin
meningkatnya Stres Kerja maka akan berpengaruh pada Turnover Intention karyawan
PT. Pegasus Keramik Terbaik di wilayah Cikarang.
3. Kepuasan Kerja tidak berpengaruh secara negatif terhadap Turnover Intention karyawan
PT. Pegasus Keramik Terbaik di wilayah Cikarang, dimana semakin rendah kepuasan
kerja karyawan maka akan semakin tinggi pula keinginan karyawan untuk keluar dari
tempat kerja.

4. Gaya Kepemimpinan Transformasional berpengaruh secara sigifikan terhadap Kepuasan
Kerja karyawan PT. Pegasus Keramik Terbaik di wilayah Cikarang, dimana semakin baik
perilaku kepemimpinan maka akan semakin baik rasa kepuasan kerja yang dialami
karyawan.
5. Kepuasan Kerja sebagai variabel mediasi berperan memperlemah Gaya Kepemimpinan
Transformasional terhadap Turnover Intention karyawan PT. Pegasus Keramik Terbaik di
wilayah Cikarang secara negatif, hal ini dikarenakan gaya kepemimpinan
transformasional tidak berpengaruh secara signifikan terhadap turnover intention
karyawan PT. Pegasus Keramik Terbaik di wilayah Cikarang dan dengan adanya
Kepuasan Kerja, sehingga nilai signifikasi berkurang.
DAFTAR PUSTAKA
Ade Imam Suhakim, Yuan Badrianto (2019). Pengaruh Gaya Kepemimpinan
Transformasional memiliki pengaruh negatif dan signifikan terhadap Turnover
Intention.
https://jurnal.itscience.org/index.php/jebma/article/view/995
Asiyah. (2019). Improving organizational behavior for teachers and education resources.
Edukasia Multikultura, 1, 49–54.
Azdanal, M. R., Zamzam, F., & Rostiati, N. (2021). Pengaruh Work Life Balance Iklim Organisasi
Dan Reward Masa Pandemi Terhadap Kepuasan Kerja. Integritas Jurnal Manajemen
Profesional (IJMPRO), 2(2), 235–248. https://doi.org/10.35908/ijmpro.v2i2.95.
Didit Setyo Pambudi, Djudi Mukzam, Gunawan Eko Nurtjahjono (2016). Pengaruh Gaya
Kepemimpinan Transformasional Terhadap Kinerja Karyawan Melalui Kepuasan Kerja
Karyawan Sebagai Variabel Mediasi (Studi Pada Karyawan PT Telkom Indonesia Witel
Jatim Selatan Malang). https://www.neliti.com/id/publications/87424/
Robbins, S.P., dan Judge, T. A. (2017). Organizational Behavior. England: Pearson Education
Limited.

Received: 27 June 2022 Revised: 12 October 2022 Accepted: 24 October 2022
DOI: 10.1002/bse.3296
RESEARCH ARTICLE
Towards sustainable development in the hospitality sector:

Does green human resource management stimulate green
creativity? A moderated mediation model
Ahmad Abualigah 1 | Tamer Koburtay 2 | Islam Bourini 3 | Kamal Badar 4 |

Ali Meftah Gerged 5
1
College of Business, Abu Dhabi University,
Abu Dhabi, United Arab Emirates Abstract
2
Newcastle Business School, Northumbria Green human resource management (GHRM) is an important organisational approach
University, Newcastle, UK
3
to promote the sustainable development of organisations. Although the literature
Dubai Business School, University of Dubai,
Dubai, United Arab Emirates regarding the effect of GHRM is growing, little is known about the mechanisms and
4
School of Management, Victoria University of boundary conditions that may facilitate the link between GHRM and green out-
Wellington, Wellington, New Zealand
5
comes. Through a combined underpinning of ability–motivation–opportunity, job
Leicester Castle Business School, De
Montfort University, Leicester, UK, and demands–resources and social exchange theories, this study examines the relation-
Faculty of Economics, Misurata University, ship between GHRM and green creativity through green work engagement, with
Misurata, Libya
spiritual leadership moderating the GHRM–green work engagement relationship.
Correspondence Also, we explore the links between GHRM, spiritual leadership, green work engage-
Ali Meftah Gerged, Leicester Castle Business
School, De Montfort University, Leicester, UK, ment and green creativity using a moderated mediation model. Using survey data of
and Faculty of Economics, Misurata University, 271 front-line hotel employees in UAE, we use a partial least squares structural equa-
Misurata City. Libya.
Email: ali.gerged@dmu.ac.uk tion modelling to conduct our statistical analysis. The results show that GHRM posi-
tively influences green work engagement and green creativity, while green work
engagement positively influences green creativity and mediates the GHRM–green
creativity nexus. In addition, spiritual leadership amplifies the nexus between GHRM
and green work engagement and the mediating effect of green work engagement in
the nexus between GHRM and green creativity in the context of the hospitality sec-
tor in the UAE. Our study offers industry-specific practical implications and suggests
agendas for further research.
KEYWORDS
green creativity, green human resource management, green work engagement, hotels, spiritual
leadership, sustainable development
1 | I N T RO DU CT I O N (Aboramadan & Karatepe, 2021; Bartolacci et al., 2020; Yong

et al., 2020). Increased environmental awareness that emerges from
Environmental concerns and the implementation of sustainable prac- customers and the market pressure, in addition to the government's
tices have received great attention over the last few decades laws and regulations (Pham, Hoang, et al., 2020; Siraj et al., 2022),
This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any
medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
© 2022 The Authors. Business Strategy and The Environment published by ERP Environment and John Wiley & Sons Ltd.
Bus Strat Env. 2023;32:3217–3232. wileyonlinelibrary.com/journal/bse 3217

10990836, 2023, 6, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bse.3296 by Nat Prov Indonesia, Wiley Online Library on [26/11/2023]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
3218 ABUALIGAH ET AL.
stimulates organisations to foster their transition to more processes, or green practices that are judged to be original, novel, and
environmentally-friendly management practices (Al-Hawari useful” (Chen & Chang, 2013, p.109). Despite the significance of
et al., 2021; Li et al., 2020). In light of this, organisations are more green creativity in developing new environmentally sustainable ways
motivated to achieve sustainable outcomes through the implementa- to accomplish tasks (Mittal & Dhar, 2016; Ogbeibu et al., 2021), pro-
tion of green practices (Hameed et al., 2022; Thabet et al., 2022). For moting innovation and helps in coping with market competition
example, service organisations (e.g., hotels) are working to conserve (Bhutto et al., 2021; Tuan, 2020), it has received little attention with
resources in their activities, reduce waste, and educate their respect to GHRM (Ahmad et al., 2021; Al-Hawari et al., 2021). Draw-
employees and customers (Kim et al., 2019). According to Arun et al. ing on the ability–motivation–opportunity (AMO) theory (Appelbaum
(2021), the hotel sector expends immense quantities of resources to et al., 2000), this study aims to examine the relationship between
operate (e.g., energy and water) and generates greater amounts of GHRM and green creativity.
waste. This has resulted in the development of “green” hotels, which Furthermore, given that GHRM literature is scattered and yet to
aim to operate in a more ecologically responsible manner by imple- be considered a new field of inquiry (Aboramadan, Kundi, et al., 2021),
menting environmental initiatives and integrating green practices in our research also aims to address this void by examining how and
order to address influential stakeholders' concerns about corporate when GHRM practices contribute to the development of green crea-
environmental sustainability (Elkhwesky, 2022). tivity. In addition, research on the antecedents and outcomes of green
One of the approaches that have been embraced by different work engagement is also scarce (Karatepe et al., 2022). Employees
organisations to promote sustainability is green human resource man- who exhibit higher green work engagement are more dedicated to
agement (GHRM) (Aftab et al., 2022; Luu, 2019a). GHRM refers to green work and can contribute to the organisation's sustainable initia-
“HRM activities, which enhance positive environmental outcomes” tives through their ecologically responsible behaviours (Luu, 2019b).
(Kramar, 2014, p. 1075). It plays a key role in augmenting green envi- Examining the mediating effect of such a motivational construct is
ronmental behaviour by incorporating several practices, such as green needed to better explain the link between GHRM and green creativity
training, green performance appraisal, and green rewarding (Dumont (Çop et al., 2021). Thus, guided by the job demands–resources (JD-R)
et al., 2017; Jabbour, 2011). As a result, GHRM has the potential to theory (Bakker & Demerouti, 2017), our study seeks to explore the
foster a culture of environmental sustainability by promoting pro- mediating role of green work engagement on the relationship
environmental business practices (Ahmad et al., 2021). between GHRM and green creativity.
Previous studies suggested that GHRM practices are not only In addition, drawing on the social exchange theory (SET)
helpful in cost reduction (Nejati et al., 2017) but also instrumental in (Blau, 1964), this study examines the role of spiritual leadership as a
improving organisational environmental performance (Fawehinmi contingent factor on the GHRM–green work engagement nexus.
et al., 2020). Given that GHRM is still in its early stages (Chams & Scholars argue that leadership plays a significant role in the organisa-
n, 2019; Hameed et al., 2022; Sabbir & Taufique, 2022),
García-Blando tion going green (Tuan, 2020; Uddin et al., 2021). As evident in the
recent studies underscored the need to examine the effect of GHRM existing literature, different leadership styles have been investigated
on both green and non-green outcomes (Ahmad et al., 2021; Gilal in the sustainability context, including transformational leadership
et al., 2019). Along similar lines, very limited attention has been given (Khan & Khan, 2022; Li et al., 2020), inclusive leadership (Bhutto
to examining the underlying mechanisms through which GHRM prac- et al., 2021; Thabet et al., 2022), ethical leadership (Anser, Ali,
tices can engender green outcomes (Muisyo et al., 2022; Pham, et al., 2021), and servant leadership (Luu, 2019a). However, barring a
Thanh, et al., 2020; Xie & Zhu, 2020). For example, Luu (2019a) exam- few notable exceptions (Afsar et al., 2016; Anser, Shafique,
ined the relationship between GHRM and organisational citizenship et al., 2021), little attention has been given to the effect of spiritual
behaviour for the environment, with collective green crafting as a leadership on greening organisations (Oh & Wang, 2020). Prior studies
mediator and environmentally-specific servant leadership as a moder- (e.g., Anser, Shafique, et al., 2021; Steg & Vlek, 2009) suggested that
ator. In addition, Dumont et al. (2017) examined the relationship social and moral values, along with altruistic behaviours, are central to
between GHRM and in-role and extra-role behaviour, using individual spiritual leadership and employees' voluntary pro-environmental
green values as a moderator and psychological green climate as a behaviours. For example, Afsar et al.’s (2016) findings show that spiri-
mediator. In light of this, more research is needed to examine the tual leaders exemplify altruistic love, hope/faith and transcendent
potential of other psychological and contextual/social factors on vision through their actions and behaviours to fulfil their employees'
the GHRM–green outcomes link (Hameed et al., 2022; Pham, spiritual needs and serve the community, the environment and future
Hoang, et al., 2020; Tanova & Bayighomog, 2022). In other words, generations by intrinsically motivating followers. Spiritual leaders may,
investigating how and when GHRM practices lead to green employee therefore, engender greater environmental values among employees
behaviour is of particular interest to offer robust insights into how towards preserving the environment (Anser, Shafique, et al., 2021).
businesses can encourage employees to come up with creative solu- Examining such a leadership style, particularly in the Middle Eastern
tions to environmental problems (Farooq et al., 2021). context, is needed (Oh & Wang, 2020), where religious/spiritual
Research on green creativity as one of the important sustainable values and practices significantly impact people management prac-
outcomes is emerging (Riva et al., 2021), which refers to “the develop- tices (Egel & Fry, 2017; Haak-Saheem & Darwish, 2021; Oh &
ment of new ideas about green products, green services, green Wang, 2020).
ABUALIGAH ET AL. 3219
To this end, this study proposes a research model through which and practical implications of our findings, suggesting agendas for
green work engagement mediates the relationship between GHRM future studies that can build upon our research.
and green creativity, while spiritual leadership moderates the relation-
ship between GHRM and green work engagement. Specifically, our
study examines (1) the effect of GHRM on green work engagement 2 | LI T E RA T U R E RE V I E W A N D
and green creativity, (2) the influence of green work engagement on HY POT H E SIS
green creativity, (3) green work engagement as a mediator in the
aforesaid relationships, (4) spiritual leadership as a moderator in the 2.1 | GHRM and green creativity
GHRM–green work engagement nexus and (5) the interplay between
GHRM, spiritual leadership, green work engagement and green crea- GHRM plays an important role in adjusting employees' attitudes and
tivity using a moderated mediation model. behaviours, thus facilitating the implementation of environmental ini-
In light of the above discussion, this study makes several contri- tiatives and helping to achieve green organisational outcomes (Ahmad
butions to the current literature. First, not much attention has been et al., 2021; Islam et al., 2020; Pellegrini et al., 2018; Renwick
given to the relationship between GHRM and green creativity (Ahmad et al., 2013; Roscoe et al., 2019). GHRM practices such as green train-
et al., 2021; Luu, 2021); thus, our study responds to recent calls ing, green performance appraisal and green rewards and compensa-
(Darvishmotevali & Altinay, 2022) to examine this relationship, hence tion demonstrate that the organisation values its employees' green-
strengthening the evidence of the role of GHRM in the sustainability oriented behaviour and their contributions to environmental sustain-
literature. Second, this study investigates the underlying mechanisms ability (Aboramadan & Karatepe, 2021). Green training is a crucial
between GHRM and green creativity by using green work engage- activity that helps to enhance employee's environmental awareness,
ment as a mediator and spiritual leadership as a moderator, thus enable them to understand new environmental practices and develop
responding to recent research to investigate the potential of other their green competencies and skills (Cop et al., 2020; Farooq
psychological and contextual/social factors that help to explain the et al., 2021; Kim et al., 2020; Schröder et al., 2022; Sourvinou &
GHRM–green creativity link (Ahmad et al., 2021; Hameed et al., 2022; Filimonau, 2018). Furthermore, GHRM may foster employee's envi-
Pham, Hoang, et al., 2020; Pham, Thanh, et al., 2020; Ren ronmental behaviour by connecting it to performance appraisal, pro-
et al., 2018). Elkhwesky et al.’s (2022) recent review of the role of motion and rewards and compensation (Anwar et al., 2020; Dumont
leadership in the tourism and hospitality literature revealed that spiri- et al., 2017; Renwick et al., 2016).
tual leadership remains largely underexplored. Another recent review Anchored in AMO theory (Appelbaum et al., 2000), we argue that
of the literature highlighted the need for more research to shed light GHRM practices can serve as a significant predictor of enhancing
on this novel leadership style in hospitality research (Huertas-Valdivia green creativity. AMO theory suggests that GHRM practices can pro-
et al., 2022). In addition, Tanova and Bayighomog (2022) literature mote green outcomes through enhancing employees' abilities
review found that the boundary conditions that facilitate the applica- (e.g., green training and development), improving employee motiva-
tion of GHRM are scarce, which is surprising given that businesses are tion (e.g., through using rewards and compensation that recognise
constantly confronted with dynamics that determine their activities. green behaviour among employees) and providing opportunities
To the best of our knowledge, this study is the first to examine the (e.g., employee involvement) to enhance knowledge-sharing and fos-
moderating role of spiritual leadership on the relationship between ter employee participation in environmental initiatives (Renwick
GHRM and green work engagement. It is also the first to examine a et al., 2013). Green creativity is primarily concerned with the produc-
moderated mediation model linking GHRM, spiritual leadership, green tion of novel solutions and ideas related to green practices, green ser-
work engagement and green creativity. Third, less attention has been vices and products (Chen & Chang, 2013). Specifically, promoting
given to the role of GHRM in the hospitality industry (Aboramadan & employees' abilities through, for example, green training helps
Karatepe, 2021; Farooq et al., 2021). This was also supported by employees in absorbing and adopting new environmentally related
Pham, Thanh, et al. (2020) recent literature review, which underscored attitudes, skills and mindsets (Pham, Thanh, et al., 2020). Enhancing
that limited empirical studies have examined GHRM in the tourism lit- employee motivation, such as linking performance appraisal and
erature. Fourth, while evidence regarding the predictors and out- rewards and compensation to eco-friendly behaviour, inspires the
comes of green work engagement is scarce (Karatepe et al., 2022), employee to be held responsible for the environment. In addition,
this research adds to the existing literature by examining the mediat- offering opportunities through enhancing employee involvement and
ing role of green work engagement in the GHRM–green creativity knowledge-sharing encourage employees to contribute and produce
nexus. new environmentally related ideas (Masri & Jaaron, 2017). In light of
The remainder of this paper is structured as follows: First, it this, it can be expected that GHRM practices are likely to enhance
reviews relevant literature and develops the main research hypothe- employees' capabilities to come up with and produce creative ideas
ses. Second, the paper presents and justifies the methodological and solutions for green practices.
choices and techniques. Third, the empirical findings are discussed in Past research suggested that GHRM is positively related to psy-
light of theories and previous evidence. Finally, we discuss the con- chological green climate (Dumont et al., 2017), task-related green
cluding remarks of the research study, including the main theoretical behaviour (Chaudhary, 2019), green knowledge-sharing behaviour
(Rubel et al., 2021), employees' eco-friendly behaviour (Kim green performance appraisal, are supposed to boost employees' dedi-
et al., 2019), green voice behaviour (Aboramadan, Kundi, et al., 2021), cation to their green work and nurture their absorption in green-
organisational citizenship behaviour for the environment (Pham related tasks. In empirical terms, Aboramadan (2020) study in higher
et al., 2019) and environmental performance (Aftab et al., 2022). education suggested that GHRM is positively related to green work
Ahmad et al. (2021) study is one of the few studies examining engagement. Against this background, the following hypothesis is
the GHRM–green creativity nexus. They found a positive formulated:
relationship between GHRM and green creativity. Based on the above
discussion and drawing on AMO theory, the following hypothesis is H2. There is a positive relationship between GHRM
developed: and green work engagement.
H1. There is a positive relationship between GHRM

and green creativity. 2.3 | Green work engagement and green creativity
According to Bakker and Demerouti (2008), engaged workers perform

2.2 | GHRM and green work engagement better because they experience positive emotions, better health, bet-
ter leverage their resources and transfer their engagement to other
Work engagement refers to ‘a positive, fulfilling, work-related state of workers. Prior research demonstrated that work engagement is posi-
mind that is characterized by vigour, dedication, and absorption tively related to creativity. This is because employees who are vigor-
(Schaufeli et al., 2002, p. 74). Work engagement is a positive psycho- ous, dedicated and immersed in their work are more likely to utilise
logical state in which employees show high levels of energy and their skills or develop new skills in order to be creative (Bakker &
enthusiasm and are immersed in their work (Bakker & Xanthopoulou, 2013; Eldor & Harpaz, 2016). In addition, engaged
Demerouti, 2017). In this regard, Aboramadan (2020) defined green employees are essentially motivated and willing to exert effort and
work engagement as the energy an employee devotes to his/her invest their skills and energy because they find their job tasks interest-
green work tasks, the willingness to expend efforts to accomplish ing (Bakker et al., 2020; Demerouti et al., 2015). This, in turn, is more
green-related tasks and their absorption into green work. likely to result in employees being able to produce creative ideas
Previous research provides evidence about the impact of HRM about work-related tasks (Koch et al., 2015). JD-R theory suggests
practices on work engagement. For example, Shantz et al. (2016) that work engagement plays a key role in enhancing job-related out-
study in the healthcare sector found that HRM practices, such as comes (e.g., creativity). In support of this, a body of prior literature
training and development, participation in decision-making and com- (e.g., Bakker & Xanthopoulou, 2013; Demerouti et al., 2015; Ismail
munication, are positively related to work engagement. Drawing on a et al., 2019) reported a positive relationship between work engage-
sample of hotel employees in Romania, Karatepe (2013) reported that ment and creativity.
employees perceive high-performance work practices (HPWPs) in Against this backdrop, we argue that employees who display high
light of training, empowerment and rewards enhanced work engage- green work engagement are more likely to have green outcomes, such
ment. Also, Karatepe and Olugbade (2016) conducted a study in as green creativity, because they exhibit vigour, dedication and
hotels in Nigeria that revealed that HPWPs, through selective staffing, absorption in green-related tasks. As a motivational construct, green
career opportunities, job security and teamwork, are associated with work engagement can stimulate employees not only to participate in
work engagement. In addition, Meijerink et al. (2020) research sug- green-related activities and practices but also to contribute to sustain-
gested that employees' perceptions of HRM practices like training, job able initiatives and help other workers to untangle the meaning of
design, performance appraisal and rewards and compensation are eco-friendly behaviours for organisations and society's green sustain-
attributed to work engagement. ability (Luu, 2019b). Empirically, Çop et al. (2021) reported that green
However, there is limited evidence about the nexus between work engagement is positively related to green team resilience.
GHRM and green work engagement. The motivational process of the Aboramadan (2020) found a positive link between green work
job demands–resources (JD-R) theory (Bakker & Demerouti, 2017) engagement and role and extra-role green behaviour. In addition,
provides guidance in explaining the GHRM–green work engagement Luu (2019a, 2019b) indicated that green work engagement is posi-
nexus. The JD-R theory proposes that job resources play a key role in tively related to organisational citizenship behaviour for the environ-
enhancing work engagement. Job resources may include physical, ment. Notwithstanding, only a handful of empirical studies have
social, organisational or psychological resources that are functional in examined the green work engagement-green creativity nexus. For
attaining work goals (Bakker & Demerouti, 2017). Given this, GHRM, example, Bhutto et al. (2021) suggested a positive relationship
as a job resource, is expected to play an intrinsic motivational role by between green work engagement and green creativity. Based on the
fostering learning and development and employee growth, thus fulfill- aforementioned arguments, the following hypothesis is developed:
ing basic human needs, or an extrinsic motivational role as its useful in
accomplishing work goals (Bakker & Demerouti, 2017). In other H3. There is a positive relationship between green
words, GHRM practices, such as green training and development and work engagement and green creativity.
2.4 | Green work engagement as a mediator through calling and membership, that is, they experience meaning in
their lives, have a sense of making a difference, and feel understood
Broadly speaking, previous studies have confirmed the mediating role and appreciated’ (Fry et al., 2005, p. 836). Spiritual leadership is gen-
of work engagement among several antecedents and outcomes erally derived from motivational models that nurture and emphasize
(Abualigah & Koburtay, 2022; Jyoti, 2021; Karatepe & Demir, 2014; intrinsic motivation, which comprises vision, faith/hope and altruistic
Memon et al., 2020; Mostafa, 2019). For example, Memon et al. love (Fry, 2003). It entails inspiring and motivating employees through
(2020) found that the relationship between HRM practices and turn- nurturing a positive work environment based on altruistic love and
over intention is mediated by work engagement. Bakker and Xantho- faith/hope, which helps to develop a trusted relationship with subor-
poulou (2013) found the relationship between social support and dinates (Ali et al., 2020; Bayighomog & Araslı, 2019).
creativity is mediated by work engagement. In light of this and based According to Yang, Huang, et al. (2019), spiritual leadership con-
on the theoretical discussion and empirical evidence offered, we argue centrates on intrinsic self-value and self-significance with the goal of
that green work engagement may serve as a significant underlying intrinsically motivating employees. In addition, this leadership style is
mechanism by which GHRM is related to green creativity. seen as important for meeting the basic needs for the spiritual survival
The motivational pathway of the JD-R theory (Bakker & of leaders and followers based on membership and calling (Fry
Demerouti, 2017) provides the basis for the mediating role of green et al., 2017; Zhang & Yang, 2021). Reave (2005) concludes that spiri-
work engagement. That is, job resources like GHRM practices may tual leadership is exhibited as spiritual values (e.g., honesty and humil-
trigger a motivational mechanism that leads to enhancing employees' ity), spiritual motivation (work as a calling) and spiritual practices
green work engagement because they promote learning and develop- (displaying respect for others, exhibiting care and concern, recognising
ment and employee growth. Employees who are engaged in green the contributions of subordinates, listening responsively and treating
work, in turn, are more likely to display green creative behaviours others fairly). Thus, spiritual leaders, through reflecting on these spiri-
because they are receptive to new experiences (Bakker & tual practices and values, play a significant role in enhancing employee
Xanthopoulou, 2013). Moreover, GHRM practices such as green train- motivation (Yang, Huang, et al., 2019), which eventually leads to bet-
ing may motivate employees to be dedicated and absorbed in green- ter work-related outcomes (Ali et al., 2022; Chen & Yang, 2012; Fry &
related tasks by creating opportunities for them to utilise their knowl- Cohen, 2009).
edge and capabilities to contribute to green-related tasks, enhancing Previous studies suggest that spiritual leadership is positively
their experiences and developing new skills (Haldorai et al., 2022), related to knowledge-sharing behaviour (Wang et al., 2019), team per-
which, therefore, promoting employees' abilities to suggest novel formance (Yang, Liu, et al., 2019), organisational citizenship behaviour
ideas and solutions and perform creatively. (Chen & Yang, 2012), innovative behaviour (Zhang & Yang, 2021) and
Few empirical studies have supported the mediating role of green organisational commitment (Chen & Li, 2013). On the other hand, Ali
work engagement. For instance, Çop et al. (2021) suggested that et al. (2020) found a negative relationship between spiritual leadership
green work engagement mediated the association between green and workplace ostracism. Furthermore, Chang et al. (2021) reported
transformational leadership and green team resilience. Luu (2019a, that spiritual leadership moderated the link between job crafting and
2019b) found that green work engagement mediated the relationship work meaningfulness.
between environmentally specific servant leadership and organisa- Based on SET (Blau, 1964), we argue that spiritual leadership may
tional citizenship behaviour for the environment. In addition, moderate the positive relationship between GHRM and green work
Aboramadan (2020) revealed that green work engagement mediated engagement. SET suggests that relationships between the organisa-
the relationship between GHRM and the in-role and extra-role green tion and employees develop over a period of time into commitment,
behaviour. However, Bhutto et al. (2021) found that green work loyalty and trust so long as both parties are obliged to observe the
engagement did not mediate the relationship between green, inclusive exchange rules (Cropanzano & Mitchell, 2005). These exchange rules
leadership and green creativity. To the best of our knowledge, this commonly comprise mutual payment rules, whereby one party's
study is the first to examine the mediating role of green work engage- actions lead another party to give a reciprocal response (Saks, 2006).
ment on the nexus between GHRM and green creativity. Based on In other words, when employees fulfil their socio-emotional require-
the preceding discussion, the following hypothesis is formulated: ments, such as respect and support, they feel as though they have an
obligation to respond similarly and pay their organisation back
H4. Green work engagement mediates the relationship (Cropanzano & Mitchell, 2005). As agents of the organisation (Chen &
between GHRM and green creativity. Yang, 2012), spiritual leaders may foster the exchange relationship
between the organisation and employees. That is, when employees
sense that their leaders express care, concern and support, they are
2.5 | Spiritual leadership as a moderator more likely to reciprocate with higher levels of engagement in their
green work, which, therefore, may strengthen the effect of GHRM on
Spiritual leadership is defined as ‘the values, attitudes, and behaviours green work engagement.
that one must adopt in intrinsically motivating oneself and others so In addition, the spiritual values (e.g., integrity and honesty) and
that both have a positive increase in the sense of spiritual well-being practices (e.g., showing respect, treating employees fairly, listening
responsively and caring and concern) inherited in spiritual leadership contributions, they are more likely to repay with desirable job-related
may create a healthy work environment in which employees feel outcomes as a result of having such high-quality relationships. Thus,
appreciated and understood (Gotsis & Grimani, 2017). In such an envi- GHRM drives green creativity by motivating employees to be engaged
ronment, employees perceive their work as meaningful, which gives in their green work, and spiritual leadership further encourages the
them a sense of membership in their organisations (Chen & exchange relationship between the organisation and employees by
Yang, 2012). Thus, leaders who display high spiritual leadership are intrinsically inspiring their pro-environmental stance. This indicates that
more likely to create a high-quality relationship with their employees, high levels of spiritual leadership are more likely to amplify the indirect
which motivate them to put more effort into work. This, in turn, has effect of GHRM on green creativity via green work engagement.
the potential to strengthen the effect of GHRM on green work engage- Accordingly, in light of the aforementioned discussion, the following
ment. Furthermore, spiritual leaders embody altruistic love, a sense of hypothesis is postulated:
cohesion and hope/faith to satisfy followers' social and spiritual needs
and intrinsically stimulate them to serve the community and preserve H6. Spiritual leadership moderates the indirect positive
the environment (Afsar et al., 2018). Given the fact that protecting the relationship between GHRM and green creativity
environment is one of the spiritual leaders' fundamental principles through green work engagement, such that the indirect
(Fry & Slocum, 2008), they are expected to effectively communicate relationship is stronger under high levels of spiritual
these green values through a feeling of membership, which may instill leadership than under low levels of spiritual leadership.
stronger environmental responsibility in their employees (Afsar
et al., 2018; Anser, Shafique, et al., 2021). This may lead the followers Figure 1 illustrates the hypotheses formulated.
to have a positive attitude towards eco-friendly activities and motivate
them to put more energy and effort into green-related tasks. Guided
by SET, high levels of spiritual leadership may enhance the signs of 3 | METHODOLOGY
appreciation and support to protect the environment, thereby boosting
the GHRM–green work engagement link. The effective implementation 3.1 | Participants and procedure
of GHRM practices, together with a high level of spiritual leadership, is
more likely to result in employees feeling more obliged to reciprocate Following a quantitative (hypothesis-testing) approach, an online sur-
the favour to the leader and organisation and being more engaged in vey questionnaire was used. Data were collected from front-line
their green work. In other words, we argue that when spiritual leader- employees in four- and five-star hotels in the UAE. This sector is
ship is high, the relationship between GHRM and green work engage- selected because of its commitment to the implementation of green
ment will be stronger. Drawing on SET and the abovementioned practices as a result of customer pressure and environmental rules
discussion, the following hypothesis is developed: and regulations (Al-Hawari et al., 2021). In addition, the hospitality
and tourism sector in the UAE is the most significant non-oil sector
H5. Spiritual leadership moderates the positive rela- (Michael et al., 2019), and in 2018, the contribution of the sector
tionship between GHRM and green work engagement, represented 11.1% of the UAE's GDP (Emirates News Agency, 2019).
such that the positive relationship will be stronger under The concentration on four- and five-star hotels is due to their well-
high levels of spiritual leadership than under low levels established standards and systems (Hussain et al., 2019). A total of
of spiritual leadership. 19 hotels agreed to participate in this research. The questionnaire was
communicated by the researcher after initial contact with HR man-
Based on the hypotheses above, considering the mediating role of agers and line managers, and participants were approached through
green work engagement on the relationship between GHRM and green personal visits. The questionnaires were filled in from January to April
creativity (H4) and the moderating role of spiritual leadership on the
link between GHRM and green work engagement (H5), we propose an
integrative moderated mediation model, in which spiritual leadership
augments the strength of the indirect effect between GHRM and green
creativity via green work engagement. That is, consistent with JD-R
and social exchange theories, it is expected that, at higher levels of spir-
itual leadership, GHRM is positively related to green creativity through
green work engagement. Adding to this, GHRM, as a job resource,
motivates employees by developing their green abilities and providing
them with green opportunities that may also foster their green work
engagement. Employees who are engaged in green work are driven to
invest their time, energy and skills in performing their green work-
related tasks creatively. When employees experience that their leaders
express care, show respect, listen responsively and acknowledge their FIGURE 1 Research model
2022. We distributed 400 questionnaires to the participants. A total 3.2.4 | Green creativity
of 271 valid questionnaires were received for the final analysis
(a response rate of 67%). The questionnaire was first developed in This construct was assessed using the 6-item scale developed by
English and then translated into Arabic using the back-translation pro- Chen and Chang (2013). Example items are ‘I propose new green
cedure (Brislin, 1970). ideas to improve environmental performance’ and ‘I suggest new
To maintain and ensure ethics, voluntary participation was fully ways to achieve environmental goals’.
illustrated, along with the right of withdrawal at any time. To ensure
the confidentiality of answers, all participants' identities and their
work information have been kept anonymized. All participants were 3.3 | Data analysis
made aware of the aim of the study, and items were carefully
designed to mitigate the chance of causing anxiety or discomfort to The present study applies partial least squares structural equation
any participant. Among the 271 employees, the sample was diverse in modelling (PLS-SEM) to test the hypotheses. PLS-SEM was
terms of gender (59% were male), age (46.5% were aged between used because the main objective of this research is to predict
25 and 34) and tenure (46.1% spent 6–10 years). relationships (Hair et al., 2019). In addition, the PLS-SEM approach
allows the examination of multiple constructs concurrently and is
recommended for examining mediation relationships (Hair
3.2 | Measures et al., 2019). PLS-SEM includes (1) a measurement model test and
(2) a structural model test (Anderson & Gerbing, 1988; Hair
Previously established scales were used in this study to measure the et al., 2019). The measurement model test includes a verification of
constructs. All items were anchored in a 5-point Likert scale ranging the constructs through assessing factor loadings, convergent and dis-
from (1) strongly disagree to (5) strongly agree. criminant validity, as well as a calculation of the instruments'
Cronbach's alpha and composite reliability. For the structural model
test, an examination of the hypotheses was undertaken. Subsequent
3.2.1 | GHRM sections explain this in further detail.
This study uses the GHRM scale developed by Dumont et al. (2017)
to examine green HR practices. In total, six items were included in our 4 | RE SU LT S
study. Example items are ‘my company provides employees with
green training to develop employees' knowledge and skills required 4.1 | Measurement model
for green management’ and ‘my company considers employees' work-
place green behaviours in the promotion’. At this stage of analysis, the measurement scales were assessed by
factor loadings, reliability and construct validity (convergent and dis-
criminant validity). As shown in Table 1, all item loadings of the scales
3.2.2 | Green work engagement were above the threshold of 0.60, thus contributing significantly to
their respective constructs. Convergent validity was established by
This variable was measured using Schaufeli et al.’s (2006) 9-items referring to the three criteria of factor loadings, composite reliability
scale. Although this scale was initially developed to measure work (CR) and average variance extracted (AVE) (Hair et al., 2019). Table 1
engagement, in this study, slight modifications were incorporated to shows these values demonstrating that each construct has a satisfac-
assess green work engagement (Bhutto et al., 2021). Example items tory level of convergent validity.
are ‘I am enthusiastic about my environmental tasks at my job’ and Regarding the discriminant validity, we followed the Fornell–
‘My environmental-related tasks inspire me’. Larcker criterion (Fornell & Larcker, 1981) and the heterotrait-
monotrait ratio of correlations (HTMT) (Henseler et al., 2015). In
light of the Fornell–Larcker criterion, the square root of the
3.2.3 | Spiritual leadership AVE values should be more than the correlation values between
the variables. The results in Table 2 indicate that the square roots of
This construct was measured using the 9-item spiritual leadership the AVE values are higher than the correlation values with other vari-
scale developed by Pawar (2014). Participants were asked to report ables; hence discriminant validity was confirmed. Moving to the
their responses by describing their leaders' behaviours in relation to HTMT ratio, the results show all HTMT values are less than 0.90 (Hair
spiritual values and practices. A sample item is ‘My leader expresses et al., 2019), indicating that discriminant validity was established (see
his/her respect for my values’. Table 3).
TABLE 1 Factor loadings, AVE and

Variables Items Factor loadings AVE Cronbach's alpha Composite reliability
reliability
GHRM 0.771 0.940 0.953
GHRM1 0.841
GHRM2 0.883
GHRM3 0.876
GHRM4 0.876
GHRM5 0.902
GHRM6 0.888
GWE 0.504 0.877 0.901
GWE1 0.684
GWE2 0.673
GWE3 0.705
GWE4 0.697
GWE5 0.728
GWE6 0.720
GWE7 0.734
GWE8 0.700
GWE9 0.742
SL 0.661 0.933 0.945
SL1 0.853
SL2 0.871
SL3 0.880
SL4 0.871
SL5 0.849
SL6 0.782
SL7 0.880
SL8 0.646
SL9 0.634
GC 0.570 0.850 0.888
GC1 0.783
GC2 0.750
GC3 0.719
CG4 0.742
GC5 0.763
GC6 0.770
Abbreviations: AVE, average variance extracted; GC, green creativity; GHRM, green human resource
management; GWE, green work engagement; SL, spiritual leadership.
4.2 | Common method variance (CMV) and explained 35% of the total variance, implying that CMV is not an
multicollinearity issue. Adding to this, we checked the data for multicollinearity using
the variance inflation factor (VIF). Our findings show that the largest
Because data were collected drawing on a self-report instrument, con- value was 1.82, which is lower than five (Hair et al., 2019), indicating
cerns of common method variance (CMV) should be considered. In that multicollinearity is not problematic.
this study, to verify and also minimize any possible impact of CMV,
we ensured reducing any possible response bias by confirming the
anonymity and confidentiality of the participants' responses (Paek 4.3 | Structural model: Hypotheses testing
et al., 2015). In addition, we used Harman's one-factor test (Podsakoff
et al., 2003) by loading all items through exploratory factor analysis In this stage of analysis, the structural model was assessed, and the
(Podsakoff et al., 2003). The results indicate that the first factor hypotheses were tested. As a rule of thumb, we used the following
TABLE 2 Mean, standard deviations, intercorrelations and discriminant validity
Variables Mean SD 1 2 3 4 5 6 7
1. Gender 1.40 .49 –
2. Age 2.14 .87 0.215** –
3. Tenure 2.13 .93 0.190** 0.724** –
4. GHRM 3.72 .95 0.055 0.001 0.017 0.878
5. GWE 4.27 .33 0.031 0.036 0.006 0.454** 0.709
6. SL 3.97 .74 0.148* 0.005 0.006 0.604** 0.431** 0.813
7. GC 4.25 .42 0.134* 0.038 0.062 0.295** 0.300** 0.271** 0.754
Note: Bold values in the diagonal represent the square root of average variance extracted.
Abbreviations: GC, green creativity; GHRM, green human resource management; GWE, green work engagement; SL, spiritual leadership.
*p < 0.05.**p < 0.01.
TABLE 3 HTMT ratio Regarding H5, the findings in Table 4 indicate that the interaction
1 2 3 4 effect between spiritual leadership and GHRM significantly predicted

green work engagement (β = 0.211, t = 5.634, p < 0.001). We used
1. GHRM
PROCESS macro in SPSS (Hayes, 2018) to explore the nature of the
2. GWE 0.501
interaction. Following Aiken and West's (1991) suggestion, predictor
3. SL 0.641 0.480
variables were mean-centred. The findings suggest that the positive
4. GC 0.330 0.351 0.305
relationship between GHRM and green work engagement was stron-
Notes: GC, green creativity; GHRM, green human resource management; ger when spiritual leadership was high (β = 0.189, t = 6.790,
GWE, green work engagement; SL, spiritual leadership. p < 0.001, CI: 0.134, 0.244), while no significant relationship was
found when spiritual leadership was low (β = 0.047, t = 1.891,
criteria to assess the structural model: coefficient of determination p = 0.059, CI: 0.001, 0.096); hence, H5 was supported. This interac-
2 2 2
(R ), effect size (f ) and Stone–Geisser's predictive relevance (Q ) (Hair tion effect is illustrated in Figure 2.
et al., 2019). R2 examines the explained variance of the constructs. R2 According to H6, the findings in Table 4 indicate that the indirect
value greater than 0.10 is considered adequate (Falk & Miller, 1992). effect of GHRM on green creativity via green work engagement was
In this study, the findings show that the explained variance (R2) was positive and significant when spiritual leadership was high
0.32 for green work engagement and 0.14 for green creativity, (estimate = 0.051, SE = 0.018, CI: 0.017, 0.089). However, when
exceeding the threshold value of 0.10. In relation to the effect size spiritual leadership was low, no significant relationship was found
(f2), the results in Table 4 show that the effect sizes exceeded the (estimate = 0.012, SE = 0.008, CI: 0.003, 0.029), supporting H6.
recommended value of 0.02 for a small effect (Cohen, 1988). In addi-
tion, we calculated the Q2 value to verify the predictive accuracy of
the structural model. In light of Hair et al.’s (2019) suggestion, a Q2 5 | DI SCU SSION
value greater than zero indicates predictive relevance. The results
reveal that Q2 values for green work engagement and green creativity This study sought to contribute to the existing hospitality and sustain-
were 0.07 and 0.14, respectively, suggesting a good predictive rele- ability literature by exploring the nexus between GHRM and green
vance of the model. creativity. Our study also aimed to investigate how and when GHRM
After appropriate verification of the structural model, the hypoth- leads to green creativity. Specifically, green work engagement was
eses were tested, drawing on bootstrapping 5000 resamples. The tested as an important underlying mechanism (mediator), and spiritual
results show a positive and significant relationship between GHRM leadership was examined as a boundary condition (moderator). The
and green creativity (β = 0.194, t = 3.466, p < 0.01), providing sup- findings suggest that GHRM is positively related to green creativity.
port for H1. Moving to H2, the results show a positive and significant This is consistent with previous studies (Ahmad et al., 2021;
relationship between GHRM and green work engagement (β = 0.349, Luu, 2021), which provide support for the positive relationship
t = 5.619, p < 0.001); hence H2 was supported. In support of H3, the between GHRM and green creativity. In addition, this finding is in line
results show a significant and positive relationship between green with AMO theory (Appelbaum et al., 2000) that offering green training
work engagement and green creativity (β = 0.221, t = 3.233, to develop employees' skills and knowledge (skill-enhancing) promotes
p < 0.01). In relation to H4, the results of bootstrapping suggest that employee involvement in sustainable initiatives (opportunity-enhanc-
green work engagement mediated the GHRM–green creativity rela- ing), and linking employee rewards and compensation to green behav-
tionship (β = 0.077, t = 2.836, CI: 0.030, 0.136), supporting H4 (see iour (motivation-enhancing) are likely to encourage employees to
Table 4). produce novel and useful green ideas and solutions to meet
TABLE 4 Results of the structural

Path coefficients t-Value p-Value f2
model
Direct and interaction effects
GHRM ! GC 0.194 3.466 0.001 0.035
GHRM ! GWE 0.349 5.619 0.000 0.111
GWE ! GC 0.221 3.233 0.001 0.045
GHRM X SL ! GWE 0.211 5.634 0.000 0.101
95% CI Bias Corrected
Beta t-value LL UL
Indirect effect
GHRM!GWE ! GC 0.077 2.836 0.030 0.136
95% CI bias corrected
Moderator (SL) Conditional indirect effect SE LL UL

Conditional indirect effects
Low 0.012 0.008 0.003 0.029
High 0.051 0.018 0.017 0.089
Abbreviations: CI, confidence interval; GC, green creativity; GHRM, green human resource management;
GWE, green work engagement; LL, lower level; SL, spiritual leadership; UL, upper level.
green tasks, and they are more inclined to invest their skills and capa-
bilities to suggest new green ideas and generate out of the box solu-
tions to achieve sustainable goals. The results also suggest that green
work engagement mediates the relationship between GHRM and
green creativity. This is in accord with the tenets of JD-R theory
(Bakker & Demerouti, 2017) and previous studies (Karatepe
et al., 2022; Luu, 2019a, 2019b), which demonstrate that green work
engagement functions as an important mediating mechanism between
job resources (GHRM) and the outcomes (green creativity). That is,
employees' perceptions of the effective application of GHRM prac-
tices play a significant role in fostering their engagement in green-
related tasks. As a result, they display favourable job outcomes
F I G U R E 2 Interaction effect of GHRM and spiritual leadership on (e.g., green creativity). In other words, our findings show that the
green work engagement effect of GHRM on green creativity may not be solely direct, implying
that GHRM practices influence green creativity via a specific interven-
ing mechanism, such as green work engagement.
environmental goals. This indicates that hotels can increase their The findings further indicate that spiritual leadership strengthens
green creativity by using green training and basing their performance the positive relationship between GHRM and green work engage-
appraisals for rewards, compensation and promotion on their ment. Specifically, employees' perception of their relationship with
employee's eco-friendly behaviour (Farooq et al., 2021). their spiritual leaders was important to enhance the effect of GHRM.
Furthermore, the findings indicate that GHRM is positively The presence of high spiritual leadership fulfils the spiritual needs of
associated with green work engagement. This corroborates previous hotel employees, giving them a sense of belonging to their hotels
literature (Aboramadan, 2020; Darban et al., 2022) that found a posi- (Chen & Yang, 2012). This, in turn, plays a significant role in augment-
tive relationship between GHRM and green work engagement. Our ing the positive effect of GHRM on green work engagement. This is
findings are also consistent with the JD-R theory (Bakker & concordant with SET (Blau, 1964) that trusting and a high-quality rela-
Demerouti, 2017), by which job resources (e.g., GHRM) start a moti- tionship between employees and their spiritual leaders send signals to
vational path leading to enhancing employees' green work engage- the employees that the organisation cares about them, which then
ment. Our results also reveal that green work engagement is leads to strengthening the positive effect of GHRM on green work
positively related to green creativity. This is congruent with recent engagement. In other words, spiritual leadership reinforces the
research (Bhutto et al., 2021; Karatepe et al., 2022) and JD-R theory exchange relationship between the employee and the organisation
(Bakker & Demerouti, 2017), implying that employees who are highly because they care, support and appreciate their contributions. Our
engaged in their green work have enthusiasm and dedication to their findings also suggest that spiritual leadership moderates the indirect
relationship between GHRM and green creativity via green work motivating them to support the company's green goals (Aboramadan,
engagement. More specifically, when spiritual leadership is high, hotel Kundi, et al., 2021). This is critical to enhancing employees' dedication,
employees are more inclined to exert their effort and happily engage enthusiasm and absorption in their green tasks, which is more likely to
in their green tasks, which eventually foster green creativity. enable them to come up with green creative ideas and solutions. Sec-
ond, the HR department may reinforce green behaviour by linking
performance appraisal, rewards and promotion to the achievement of
5.1 | Theoretical implications green outcomes. This sends a message to the hotel employees that
their green attitudes and behaviours are critical, which then encour-
This study contributes to the current literature by examining the inter- ages them to be engaged in green tasks and suggests novel green
relationships of GHRM, spiritual leadership, green work engagement ideas to enhance environmental performance.
and green creativity. First, limited studies have examined the relation- Third, as evidenced in our findings, high spiritual leadership
ship between GHRM and green creativity (Ahmad et al., 2021), partic- strengthened the relationship between GHRM, green work engage-
ularly in the hospitality literature (Luu, 2021); hence our study ment and green creativity. In light of this, companies may rely on other
addresses this void and responds to recent calls (Darvishmotevali & resources together with GHRM to support environmental sustainabil-
Altinay, 2022) to investigate this relationship, thus strengthening the ity. This study encourages the adoption of a spiritual leadership style,
evidence of the role of GHRM in the tourism and sustainability litera- particularly in the Middle Eastern region (Oh & Wang, 2020), due to
ture. Second, employees' green work engagement is an important its positive effect on achieving sustainable goals. That is, spiritual
instrument for achieving sustainable outcomes (Bhutto et al., 2021). leaders display support, care, respect and appreciation for employees'
Despite this, the mediating role of green work engagement in the gen- contributions. These practices help to create high-quality relationships
eral literature has been largely neglected (Karatepe et al., 2022). This with employees, thus provoking employees to reciprocate the favour
study fills in this gap and adds to the existing literature by examining to the leader and organisation through being highly engaged in their
green work engagement as a mediator in the GHRM–green creativity green work and being motivated to propose creative ideas, hence pro-
nexus. Third, different leadership styles have been tested in the cur- moting the achievement of hotels' green goals.
rent hospitality literature, such as inclusive leadership (Bhutto
et al., 2021), servant leadership (Karatepe et al., 2020), narcissistic
leadership (Aboramadan, Turkmenoglu, et al., 2021) and transforma- 5.3 | Limitations and future research
tional leadership (Chen & Wu, 2017). However, the effect of spiritual
leadership remains under-researched (Oh & Wang, 2020). This was This study has several limitations that provide avenues for future
also evidenced in a recent literature review (Elkhwesky et al., 2022), research. First, this study used self-report data that raises concerns
which demonstrated that little attention had been given to the role of about potential CMV. Although our procedural and empirical tech-
spiritual leadership in contemporary hospitality literature. We contrib- niques indicated that the CMV is not an issue, future research may
ute to the extant literature by investigating the moderating effect of collect data from multiple participants to minimise CMV. Second, our
spiritual leadership on the GHRM–green work engagement nexus. research relied on cross-sectional data, which restricts conclusions
Fourth, this study adds to the literature by exploring the interplay about causal inferences. Thus, future studies are encouraged to use a
between GHRM, spiritual leadership, green work engagement and longitudinal design to assess our model over time to derive causal
green creativity through a moderated mediation model. Finally, this inferences.
study has examined the aforesaid relationships in a Middle Eastern Third, our study used green creativity as an outcome. Future
country (UAE), hence responding to calls (Cooke et al., 2020) for fur- research may include other outcomes such as organisational citizen-
ther research regarding the effect of GHRM in the Asian context. ship behaviour towards the environment, organisational attractiveness
and green voice behaviour. Fourth, we used spiritual leadership as a
moderator and green work engagement as a mediator. Other modera-
5.2 | Practical implications tors, such as servant leadership and other intervening variables like
psychological meaningfulness and climate for a green initiative, might
This study provides implications for policymakers, HR professionals be examined in future inquiries. Finally, our study sample comprised
and organisations, especially in the tourism and hospitality industry. front-line hotel employees; hence upcoming research may examine
Management commitment to the effective application of GHRM prac- the research model in other sectors, such as airlines and resorts in dif-
tices augments organisational capabilities to promote employees' ferent countries. This is consistent with Karatepe et al. (2022) and
green creativity based on the following. First, providing employees Elkhwesky's (2022) recent literature review and helps to enhance our
with green training helps to enhance their awareness of environmen- understanding of the relationships between the study variables.
tal management values. In addition, such training programmes equip
employees with the needed skills, which enable them to work effec- CONFLIC T OF INT ER E ST
tively on management green agendas. Doing so plays a significant role Disclosure of potential conflicts of interest: all authors declare that
in improving employees' emotional and cognitive readiness and they have no conflicts of interest.
E TH I CS S T A TE M E N T Al-Hawari, M. A., Quratulain, S., & Melhem, S. B. (2021). How and when
Research involving Human Participants and/or Animals (not frontline employees' environmental values influence their green crea-
tivity? Examining the role of perceived work meaningfulness and green
applicable).
HRM practices. Journal of Cleaner Production, 310, 127598. https://
doi.org/10.1016/j.jclepro.2021.127598
AUTHOR CONTRIBUTIONS Ali, M., Usman, M., Pham, N. T., Agyemang-Mintah, P., & Akhtar, N. (2020).
Ahmad Abualigah: Conceptualization, methodology, formal analysis, Being ignored at work: Understanding how and when spiritual leader-
ship curbs workplace ostracism in the hospitality industry. International
investigation, data curation, writing—original draft. Tamer Koburtay:
Journal of Hospitality Management, 91, 102696. https://doi.org/10.
Conceptualization, methodology, formal analysis, data curation, 1016/j.ijhm.2020.102696
writing—original Draft. Islam bourini: Data curation, formal analysis, Ali, M., Usman, M., Soetan, G. T., Saeed, M., & Rofcanin, Y. (2022). Spiritual
writing—original draft. Kamal Badar: Formal analysis, writing—original leadership and work alienation: Analysis of mechanisms and con-
draft. Ali Meftah Gerged: Writing—review & editing. straints. The Service Industries Journal, 42, 897–918. https://doi.org/
10.1080/02642069.2022.2026333
Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in
ORCID practice: A review and recommended two-step approach. Psychological
Islam Bourini https://orcid.org/0000-0001-8410-4955 Bulletin, 103(3), 411.
Kamal Badar https://orcid.org/0000-0002-8019-599X Anser, M. K., Ali, M., Usman, M., Rana, M. L. T., & Yousaf, Z. (2021). Ethical
leadership and knowledge hiding: An intervening and interactional
Ali Meftah Gerged https://orcid.org/0000-0001-6805-2737
analysis. The Service Industries Journal, 41(5–6), 307–329. https://doi.
org/10.1080/02642069.2020.1739657
RE FE R ENC E S Anser, M. K., Shafique, S., Usman, M., Akhtar, N., & Ali, M. (2021). Spiritual
Aboramadan, M. (2020). The effect of green HRM on employee green leadership and organizational citizenship behaviour for the environ-
behaviours in higher education: The mediating mechanism of green ment: An intervening and interactional analysis. Journal of Environmen-
work engagement. International Journal of Organizational Analysis, tal Planning and Management, 64(8), 1496–1514. https://doi.org/10.
30(1), 7-23. 1080/09640568.2020.1832446
Aboramadan, M., & Karatepe, O. M. (2021). Green human resource man- Anwar, N., Mahmood, N. H. N., Yusliza, M. Y., Ramayah, T., Faezah, J. N., &
agement, perceived green organizational support and their effects on Khalid, W. (2020). Green Human Resource Management for organisa-
hotel employees' behavioural outcomes. International Journal of Con- tional citizenship behaviour towards the environment and environ-
temporary Hospitality Management, 33(10), 3199–3222. https://doi. mental performance on a university campus. Journal of Cleaner
org/10.1108/IJCHM-12-2020-1440 Production, 256, 120401. https://doi.org/10.1016/j.jclepro.2020.
Aboramadan, M., Kundi, Y. M., & Becker, A. (2021). Green human resource 120401
management in nonprofit organizations: Effects on employee green Appelbaum, E., Bailey, T., Berg, P., Kalleberg, A. L., & Bailey, T. A. (2000).
behavior and the role of perceived green organizational support. Per- Manufacturing Advantage: Why High-Performance Work Systems Pay
sonnel Review, 50(7), 1788–1806. off. Cornell University Press.
Aboramadan, M., Turkmenoglu, M. A., Dahleez, K. A., & Cicek, B. (2021). Arun, T. M., Kaur, P., Bresciani, S., & Dhir, A. (2021). What drives the adop-
Narcissistic leadership and behavioral cynicism in the hotel industry: tion and consumption of green hotel products and services? A system-
The role of employee silence and negative workplace gossiping. Inter- atic literature review of past achievement and future promises.
national Journal of Contemporary Hospitality Management, 33(2), Business Strategy and the Environment, 30(5), 2637–2655. https://doi.
428–447. https://doi.org/10.1108/IJCHM-04-2020-0348 org/10.1002/bse.2768
Abualigah, A., & Koburtay, T. (2022). Religiosity and turnover intention: Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engage-
The mediating role of work engagement. Journal of Management, Spiri- ment. Career Development International, 13(3), 209–223. https://doi.
tuality and Religion, in Press. org/10.1108/13620430810870476
Afsar, B., Badir, Y., & Kiani, U. S. (2016). Linking spiritual leadership and Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory:
employee pro-environmental behaviour: The influence of workplace Taking stock and looking forward. Journal of Occupational Health Psy-
spirituality, intrinsic motivation, and environmental passion. Journal of chology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056
Environmental Psychology, 45, 79–88. https://doi.org/10.1016/j.jenvp. Bakker, A. B., Petrou, P., Op den Kamp, E. M., & Tims, M. (2020). Proactive
2015.11.011 vitality management, work engagement, and creativity: The role of
Afsar, B., Shahjehan, A., & Shah, I. (2018). Leadership and employee pro- goal orientation. Applied Psychology, 69(2), 351–378. https://doi.org/
environmental behaviours. In Research Handbook on Employee Pro- 10.1111/apps.12173
Environmental Behaviour. Edward Elgar Publishing. https://doi.org/10. Bakker, A. B., & Xanthopoulou, D. (2013). Creativity and charisma among
4337/9781786432834.00016 female leaders: The role of resources and work engagement. The Inter-
Aftab, J., Abid, N., Cucari, N., & Savastano, M. (2022). Green human national Journal of Human Resource Management, 24(14), 2760–2779.
resource management and environmental performance: The role of https://doi.org/10.1080/09585192.2012.751438
green innovation and environmental strategy in a developing country. Bartolacci, F., Caputo, A., & Soverchia, M. (2020). Sustainability and finan-
Business Strategy and the Environment, 1–17. https://doi.org/10.1002/ cial performance of small and medium sized enterprises: A bibliometric
bse.3219 and systematic literature review. Business Strategy and the Environ-
Ahmad, I., Ullah, K., & Khan, A. (2021). The impact of green HRM on green ment, 29(3), 1297–1309. https://doi.org/10.1002/bse.2434
creativity: Mediating role of pro-environmental behaviours and moder- Bayighomog, S. W., & Araslı, H. (2019). Workplace spirituality–customer
ating role of ethical leadership style. The International Journal of Human engagement Nexus: The mediated role of spiritual leadership on
Resource Management, 33(19), 3789–3821. customer–oriented boundary–spanning behaviours. The Service Indus-
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpret- tries Journal, 39(7–8), 637–661. https://doi.org/10.1080/02642069.
ing interactions. Sage. 2019.1570153
Bhutto, T. A., Farooq, R., Talwar, S., Awan, U., & Dhir, A. (2021). Green Demerouti, E., Bakker, A. B., & Gevers, J. M. (2015). Job crafting and
inclusive leadership and green creativity in the tourism and hospitality extra-role behaviour: The role of work engagement and flourishing.
sector: Serial mediation of green psychological climate and work Journal of Vocational Behavior, 91, 87–96. https://doi.org/10.1016/j.
engagement. Journal of Sustainable Tourism, 29(10), 1716–1737. jvb.2015.09.001
https://doi.org/10.1080/09669582.2020.1867864 Dumont, J., Shen, J., & Deng, X. (2017). Effects of green HRM practices on
Blau, P. M. (1964). Exchange and Power in Social Life. Wiley. employee workplace green behaviour: The role of psychological green
Brislin, R. (1970). Back-translation for cross-cultural research. Journal of climate and employee green values. Human Resource Management,
Cross-Cultural Psychology, 1(3), 185–216. https://doi.org/10.1177/ 56(4), 613–627. https://doi.org/10.1002/hrm.21792
135910457000100301 Egel, E., & Fry, L. W. (2017). Spiritual leadership as a model for Islamic
Chams, N., & García-Blando n, J. (2019). On the importance of sustainable leadership. Public Integrity, 19(1), 77–95. https://doi.org/10.1080/
human resource management for the adoption of sustainable develop- 10999922.2016.1200411
ment goals. Resources, Conservation and Recycling, 141, 109–122. Eldor, L., & Harpaz, I. (2016). A process model of employee engagement:
https://doi.org/10.1016/j.resconrec.2018.10.006 The learning climate and its relationship with extra-role performance
Chang, P. C., Xiaoxiao, G., & Wu, T. (2021). Sense of calling, job crafting, behaviours. Journal of Organizational Behavior, 37(2), 213–235.
spiritual leadership and work meaningfulness: A moderated mediation https://doi.org/10.1002/job.2037
model. Leadership and Organization Development Journal, 42, 690–704. Elkhwesky, Z. (2022). A systematic and major review of proactive environ-
https://doi.org/10.1108/LODJ-09-2020-0392 mental strategies in hospitality and tourism: Looking back for moving
Chaudhary, R. (2019). Green human resource management in Indian auto- forward. Business Strategy and the Environment (ahead-of-print), 1–28.
mobile industry. Journal of Global Responsibility, 10(2), 161–175. https://doi.org/10.1002/bse.3076
https://doi.org/10.1108/JGR-12-2018-0084 Elkhwesky, Z., Salem, I. E., Ramkissoon, H., & Castañeda-García, J. A.
Chen, C. Y., & Li, C. I. (2013). Assessing the spiritual leadership effective- (2022). A systematic and critical review of leadership styles in contem-
ness: The contribution of follower's self-concept and preliminary tests porary hospitality: A roadmap and a call for future research. Interna-
for moderation of culture and managerial position. The Leadership tional Journal of Contemporary Hospitality Management (ahead-of-
Quarterly, 24(1), 240–255. https://doi.org/10.1016/j.leaqua.2012. print), 34, 1925–1958. https://doi.org/10.1108/IJCHM-09-2021-
11.004 1128
Chen, C. Y., & Yang, C. F. (2012). The impact of spiritual leadership on Emirates News Agency. (2019). Tourism performance in the UAE.
organizational citizenship behaviour: A multi-sample analysis. Journal Retrieved June 21, 2022, from http://www.wam.ae/en/details/
of Business Ethics, 105(1), 107–114. https://doi.org/10.1007/s10551- 1395302790063%20
011-0953-3 Falk, R. F., & Miller, N. B. (1992). A primer for soft modeling. University of
Chen, T.-J., & Wu, C.-M. (2017). Improving the turnover intention of tour- Akron Press.
ist hotel employees: Transformational leadership, leader-member Farooq, R., Zhang, Z., Talwar, S., & Dhir, A. (2021). Do green human
exchange, and psychological contract breach. International Journal of resource management and self-efficacy facilitate green creativity? A
Contemporary Hospitality Management, 29(7), 1914–1936. https://doi. study of luxury hotels and resorts. Journal of Sustainable Tourism,
org/10.1108/IJCHM-09-2015-0490 30(4), 824–845.
Chen, Y. S., & Chang, C. H. (2013). The determinants of green Fawehinmi, O., Yusliza, M. Y., Mohamad, Z., Faezah, J. N., &
product development performance: Green dynamic capabilities, Muhammad, Z. (2020). Assessing the green behaviour of academics:
green transformational leadership, and green creativity. Journal of The role of green human resource management and environmental
Business Ethics, 116(1), 107–119. https://doi.org/10.1007/s10551- knowledge. International Journal of Manpower, 41, 879–900. https://
012-1452-x doi.org/10.1108/IJM-07-2019-0347
Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd Fornell, C., & Larcker, D. F. (1981). Structural equation models with unob-
ed.). Erlbaum. servable variables and measurement error: Algebra and statistics. Jour-
Cooke, F. L., Schuler, R., & Varma, A. (2020). Human resource management nal of Marketing Research, 18(3), 382–388.
research and practice in Asia: Past, present and future. Human Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership
Resource Management, 30(4), 100778. Quarterly, 14(6), 693–727. https://doi.org/10.1016/j.leaqua.2003.
Cop, S., Alola, U. V., & Alola, A. A. (2020). Perceived behavioural control as 09.001
a mediator of hotels' green training, environmental commitment, and Fry, L. W., & Cohen, M. P. (2009). Spiritual leadership as a paradigm for
organizational citizenship behavior: A sustainable environmental prac- organizational transformation and recovery from extended work hours
tice. Business Strategy and the Environment, 29(8), 3495–3508. https:// cultures. Journal of Business Ethics, 84(2), 265–278. https://doi.org/10.
doi.org/10.1002/bse.2592 1007/s10551-008-9695-2
Çop, S., Olorunsola, V. O., & Alola, U. V. (2021). Achieving environmental Fry, L. W., Latham, J. R., Clinebell, S. K., & Krahnke, K. (2017). Spiritual
sustainability through green transformational leadership policy: Can leadership as a model for performance excellence: A study of Baldrige
green team resilience help? Business Strategy and the Environment, award recipients. Journal of Management, Spirituality and Religion,
30(1), 671–682. https://doi.org/10.1002/bse.2646 14(1), 22–47. https://doi.org/10.1080/14766086.2016.1202130
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An inter- Fry, L. W., & Slocum, J. W. Jr. (2008). Maximizing the triple bottom line
disciplinary review. Journal of Management, 31(6), 874–900. https:// through spiritual leadership. Organizational Dynamics, 37(1), 86–96.
doi.org/10.1177/0149206305279602 https://doi.org/10.1016/j.orgdyn.2007.11.004
Darban, G., Karatepe, O. M., & Rezapouraghdam, H. (2022). Does work Fry, L. W., Vitucci, S., & Cedillo, M. (2005). Spiritual leadership and army
engagement mediate the impact of green human resource manage- transformation: Theory, measurement, and establishing a baseline. The
ment on absenteeism and green recovery performance? Employee Leadership Quarterly, 16(5), 835–862. https://doi.org/10.1016/j.
Relations: The International Journal, 44, 1092–1108. https://doi.org/ leaqua.2005.07.012
10.1108/ER-05-2021-0215 Gilal, F. G., Ashraf, Z., Gilal, N. G., Gilal, R. G., & Channa, N. A. (2019). Pro-
Darvishmotevali, M., & Altinay, L. (2022). Green HRM, environmental moting environmental performance through green human resource
awareness and green behaviours: The moderating role of servant lead- management practices in higher education institutions: A moderated
ership. Tourism Management, 88, 104401. https://doi.org/10.1016/j. mediation model. Corporate Social Responsibility and Environmental
tourman.2021.104401 Management, 26(6), 1579–1590. https://doi.org/10.1002/csr.1835
Gotsis, G., & Grimani, K. (2017). The role of spiritual leadership in fostering Karatepe, O. M., & Olugbade, O. A. (2016). The mediating role of work
inclusive workplaces. Personnel Review, 46(5), 908–935. https://doi. engagement in the relationship between high-performance work prac-
org/10.1108/PR-11-2015-0286 tices and job outcomes of employees in Nigeria. International Journal
Haak-Saheem, W., & Darwish, T. (2021). Human resource management in of Contemporary Hospitality Management, 28(10), 2350–2371. https://
the Middle East. In E. Parry, M. J. Morley, & C. Brewster (Eds.). The doi.org/10.1108/IJCHM-03-2015-0145
Oxford Handbook of Contextual Approaches to Human Resource Man- Karatepe, T., Ozturen, A., Karatepe, O. M., Uner, M. M., & Kim, T. T.
agement. Oxford University Press. https://doi.org/10.1093/oxfordhb/ (2022). Management commitment to the ecological environment,
9780190861162.013.15 green work engagement and their effects on hotel employees' green
Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use work outcomes. International Journal of Contemporary Hospitality Man-
and how to report the results of PLS-SEM. European Business Review, agement, 34, 3084–3112. https://doi.org/10.1108/IJCHM-10-2021-
31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203 1242
Haldorai, K., Kim, W. G., & Garcia, R. F. (2022). Top management green Khan, A. N., & Khan, N. A. (2022). The nexuses between transformational
commitment and green intellectual capital as enablers of hotel envi- leadership and employee green organisational citizenship behaviour:
ronmental performance: The mediating role of green human resource Role of environmental attitude and green dedication. Business Strategy
management. Tourism Management, 88, 104431. https://doi.org/10. and the Environment, 31(3), 921–933. https://doi.org/10.1002/bse.2926
1016/j.tourman.2021.104431 Kim, W. G., McGinley, S., Choi, H. M., & Agmapisarn, C. (2020). Hotels'
Hameed, Z., Naeem, R. M., Hassan, M., Naeem, M., Nazim, M., & environmental leadership and employees' organizational citizenship
Maqbool, A. (2022). How GHRM is related to green creativity? A mod- behavior. International Journal of Hospitality Management, 87, 102375.
erated mediation model of green transformational leadership and https://doi.org/10.1016/j.ijhm.2019.102375
green perceived organizational support. International Journal of Man- Kim, Y. J., Kim, W. G., Choi, H. M., & Phetvaroon, K. (2019). The effect of
power, 43(3), 595–613. green human resource management on hotel employees' eco-friendly
Hayes, A. F. (2018). Partial, conditional, and moderated moderated media- behavior and environmental performance. International Journal of Hos-
tion: Quantification, inference, and interpretation. Communication pitality Management, 76, 83–93. https://doi.org/10.1016/j.ijhm.2018.
Monographs, 85(1), 4–40. 04.007
Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for asses- Koch, A. R., Binnewies, C., & Dormann, C. (2015). Motivating innovation in
sing discriminant validity in variance-based structural equation model- schools: School principals' work engagement as a motivator for schools'
ing. Journal of the Academy of Marketing Science, 43(1), 115-135. innovation. European Journal of Work and Organizational Psychology,
Huertas-Valdivia, I., González-Torres, T., & Nájera-Sánchez, J. J. (2022). 24(4), 505–517. https://doi.org/10.1080/1359432X.2014.958471
Contemporary leadership in hospitality: A review and research agenda. Kramar, R. (2014). Beyond strategic human resource management: Is sus-
International Journal of Contemporary Hospitality Management (ahead- tainable human resource management the next approach? The Interna-
of-print), 34, 2399–2422. https://doi.org/10.1108/IJCHM-05-2021- tional Journal of Human Resource Management, 25(8), 1069–1089.
0658 https://doi.org/10.1080/09585192.2013.816863
Hussain, M., Al-Aomar, R., & Melhem, H. (2019). Assessment of lean-green Li, W., Bhutto, T. A., Xuhui, W., Maitlo, Q., Zafar, A. U., & Bhutto, N. A.
practices on the sustainable performance of hotel supply chains. Inter- (2020). Unlocking employees' green creativity: The effects of green
national Journal of Contemporary Hospitality Management, 31(6), 2448– transformational leadership, green intrinsic, and extrinsic motivation.
2467. https://doi.org/10.1108/IJCHM-05-2018-0380 Journal of Cleaner Production, 255, 1, 120229–10. https://doi.org/10.
Islam, T., Khan, M. M., Ahmed, I., & Mahmood, K. (2020). Promoting in-role 1016/j.jclepro.2020.120229
and extra-role green behaviour through ethical leadership: Mediating Luu, T. T. (2019a). Green human resource practices and organizational citi-
role of green HRM and moderating role of individual green values. zenship behavior for the environment: The roles of collective green
International Journal of Manpower, 42, 1102–1123. https://doi.org/10. crafting and environmentally specific servant leadership. Journal of
1108/IJM-01-2020-0036 Sustainable Tourism, 27(8), 1167–1196. https://doi.org/10.1080/
Ismail, H. N., Iqbal, A., & Nasr, L. (2019). Employee engagement and job 09669582.2019.1601731
performance in Lebanon: The mediating role of creativity. International Luu, T. T. (2019b). Building employees' organizational citizenship behav-
Journal of Productivity and Performance Management, 68(3), 506–523. iour for the environment: The role of environmentally-specific servant
https://doi.org/10.1108/IJPPM-02-2018-0052 leadership and a moderated mediation mechanism. International Jour-
Jabbour, C. J. C. (2011). How green are HRM practices, organizational cul- nal of Contemporary Hospitality Management, 31(1), 406–426.
ture, learning and teamwork? A Brazilian study. Industrial and Commer- Luu, T. T. (2021). Can green creativity be fostered? Unfolding the roles of
cial Training, 43(2), 98–105. https://doi.org/10.1108/ perceived green human resource management practices, dual media-
00197851111108926 tion paths, and perceived environmentally-specific authentic leader-
Jyoti, J. (2021). Fun at the workplace and intention to leave: Role of work ship. The International Journal of Human Resource Management, 1–28.
engagement and group cohesion. International Journal of Contemporary https://doi.org/10.1080/09585192.2021.1986107
Hospitality Management, 34(2), 782–807. Masri, H. A., & Jaaron, A. A. (2017). Assessing green human resources
Karatepe, O., & Demir, E. (2014). Linking core self-evaluations and work management practices in Palestinian manufacturing context: An empir-
engagement to work-family facilitation: A study in the hotel industry. ical study. Journal of Cleaner Production, 143, 474–489. https://doi.
International Journal of Contemporary Hospitality Management, 26(2), org/10.1016/j.jclepro.2016.12.087
307–323. https://doi.org/10.1108/IJCHM-01-2013-0008 Meijerink, J., Bos-Nehles, A., & de Leede, J. (2020). How employees' pro-
Karatepe, O. M. (2013). High-performance work practices and hotel activity translates high-commitment HRM systems into work engage-
employee performance: The mediation of work engagement. Interna- ment: The mediating role of job crafting. The International Journal of
tional Journal of Hospitality Management, 32, 132–140. https://doi. Human Resource Management, 31(22), 2893–2918. https://doi.org/10.
org/10.1016/j.ijhm.2012.05.003 1080/09585192.2018.1475402
Karatepe, O. M., Aboramadan, M., & Dahleez, K. A. (2020). Does climate Memon, M. A., Salleh, R., Mirza, M. Z., Cheah, J. H., Ting, H.,
for creativity mediate the impact of servant leadership on manage- Ahmad, M. S., & Tariq, A. (2020). Satisfaction matters: The relation-
ment innovation and innovative behaviour in the hotel industry? Inter- ships between HRM practices, work engagement and turnover inten-
national Journal of Contemporary Hospitality Management, 32, 2497– tion. International Journal of Manpower, 42, 21–50. https://doi.org/10.
2517. https://doi.org/10.1108/IJCHM-03-2020-0219 1108/IJM-04-2018-0127
Michael, N., Reisinger, Y., & Hayes, J. P. (2019). The UAE's tourism com- Ren, S., Tang, G., & Jackson, S. E. (2018). Green human resource manage-
petitiveness: A business perspective. Tourism Management Perspec- ment research in emergence: A review and future directions. Asia
tives, 30, 53–64. https://doi.org/10.1016/j.tmp.2019.02.002 Pacific Journal of Management, 35(3), 769–803. https://doi.org/10.
Mittal, S., & Dhar, R. L. (2016). Effect of green transformational leadership 1007/s10490-017-9532-1
on green creativity: A study of tourist hotels. Tourism Management, 57, Renwick, D. W., Jabbour, C. J., Muller-Camen, M., Redman, T., &
118–127. https://doi.org/10.1016/j.tourman.2016.05.007 Wilkinson, A. (2016). Contemporary developments in Green (environ-
Mostafa, A. M. S. (2019). Transformational leadership and restaurant mental) HRM scholarship. The International Journal of Human Resource
employees customer-oriented behaviours: The mediating role of orga- Management, 27(2), 114–128. https://doi.org/10.1080/09585192.
nizational social capital and work engagement. International Journal of 2015.1105844
Contemporary Hospitality Management, 31(3), 1166–1182. https://doi. Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource
org/10.1108/IJCHM-02-2018-0123 management: A review and research agenda. International Journal of
Muisyo, P. K., Su, Q., Hashmi, H. B. A., Ho, T. H., & Julius, M. M. (2022). Management Reviews, 15(1), 1–14. https://doi.org/10.1111/j.1468-
The role of green HRM in driving hotels' green creativity. International 2370.2011.00328.x
Journal of Contemporary Hospitality Management, 34, 1331–1352. Riva, F., Magrizos, S., & Rubel, M. R. B. (2021). Investigating the link
https://doi.org/10.1108/IJCHM-07-2021-0833 between managers' green knowledge and leadership style, and their
Nejati, M., Rabiei, S., & Jabbour, C. J. C. (2017). Envisioning the invisible: firms' environmental performance: The mediation role of green crea-
Understanding the synergy between green human resource manage- tivity. Business Strategy and the Environment, 30(7), 3228–3240.
ment and green supply chain management in manufacturing firms in https://doi.org/10.1002/bse.2799
Iran in light of the moderating effect of employees' resistance to Roscoe, S., Subramanian, N., Jabbour, C. J., & Chong, T. (2019). Green
change. Journal of Cleaner Production, 168, 163–172. https://doi.org/ human resource management and the enablers of green organisational
10.1016/j.jclepro.2017.08.213 culture: Enhancing a firm's environmental performance for sustainable
Ogbeibu, S., Jabbour, C. J. C., Gaskin, J., Senadjki, A., & Hughes, M. (2021). development. Business Strategy and the Environment, 28(5), 737–749.
Leveraging STARA competencies and green creativity to boost green https://doi.org/10.1002/bse.2277
organisational innovative evidence: A praxis for sustainable develop- Rubel, M. R. B., Kee, D. M. H., & Rimi, N. N. (2021). The influence of green
ment. Business Strategy and the Environment, 30(5), 2421–2440. HRM practices on green service behaviours: The mediating effect of
https://doi.org/10.1002/bse.2754 green knowledge sharing. Employee Relations: The International Journal.,
Oh, J., & Wang, J. (2020). Spiritual leadership: Current status and agenda 43, 996–1015. https://doi.org/10.1108/ER-04-2020-0163
for future research and practice. Journal of Management, Spirituality & Sabbir, M. M., & Taufique, K. M. R. (2022). Sustainable employee green
Religion, 17(3), 223–248. https://doi.org/10.1080/14766086.2020. behavior in the workplace: Integrating cognitive and non-cognitive
1728568 factors in corporate environmental policy. Business Strategy and the
Paek, S., Schuckert, M., Kim, T. T., & Lee, G. (2015). Why is hospitality Environment, 31(1), 110–128. https://doi.org/10.1002/bse.2877
employees’ psychological capital important? The effects of psychologi- Saks, A. M. (2006). Antecedents and consequences of employee engage-
cal capital on work engagement and employee morale. International ment. Journal of Managerial Psychology, 21(7), 600–619. https://doi.
Journal of Hospitality Management, 50, 9–26. org/10.1108/02683940610690169
Pawar, B. S. (2014). Leadership spiritual behaviors toward subordinates: Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of
An empirical examination of the effects of a leader’s individual spiritu- work engagement with a short questionnaire: A cross-national study.
ality and organizational spirituality. Journal of Business Ethics, 122(3), Educational and Psychological Measurement, 66(4), 701–716.
439–452. Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002).
Pellegrini, C., Rizzi, F., & Frey, M. (2018). The role of sustainable human The measurement of engagement and burnout: A two sample confir-
resource practices in influencing employee behavior for corporate sus- matory factor analytic approach. Journal of Happiness Studies, 3(1), 71–
tainability. Business Strategy and the Environment, 27(8), 1221–1232. 92. https://doi.org/10.1023/A:1015630930326
https://doi.org/10.1002/bse.2064 Schröder, S., Wiek, A., Farny, S., & Luthardt, P. (2022). Toward holistic cor-
Pham, N., Hoang, H., & Phan, Q. (2020). Green human resource manage- porate sustainability—Developing employees' action competence for
ment: A comprehensive review and future research agenda. Interna- sustainability in small and medium-sized enterprises through training.
tional Journal of Manpower, 41(7), 845–878. Business Strategy and the Environment, 1–20. https://doi.org/10.1002/
Pham, N. T., Thanh, T. V., Tučková, Z., & Thuy, V. T. N. (2020). The role of bse.3210
green human resource management in driving hotel's environmental Shantz, A., Alfes, K., & Whiley, L. (2016). HRM in healthcare: The role of
performance: Interaction and mediation analysis. International Journal work engagement. Personnel Review, 45(2), 274–295. https://doi.org/
of Hospitality Management, 88, 102392. https://doi.org/10.1016/j. 10.1108/PR-09-2014-0203
ijhm.2019.102392 Siraj, A., Taneja, S., Zhu, Y., Jiang, H., Luthra, S., & Kumar, A. (2022). Hey,
Pham, N. T., Tučková, Z., & Jabbour, C. J. C. (2019). Greening the hospital- did you see that label? It's sustainable: Understanding the role of
ity industry: How do green human resource management practices sustainable labelling in shaping sustainable purchase behaviour for
influence organizational citizenship behaviour in hotels? A mixed- sustainable development. Business Strategy and the Environment, 1–19.
methods study. Tourism Management, 72, 386–399. https://doi.org/ https://doi.org/10.1002/bse.3049
10.1016/j.tourman.2018.12.008 Sourvinou, A., & Filimonau, V. (2018). Planning for an environmental man-
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). agement programme in a luxury hotel and its perceived impact on
Common method biases in behavioral research: A critical review of the staff: An exploratory case study. Journal of Sustainable Tourism, 26(4),
literature and recommended remedies. Journal of Applied Psychology, 649–667. https://doi.org/10.1080/09669582.2017.1377721
88(5), 879–903. Steg, L., & Vlek, C. (2009). Encouraging Pro-Environmental Behaviour:
Reave, L. (2005). Spiritual values and practices related to leadership effec- An Integrative Review and Research Agenda. Journal of Environmental
tiveness. The Leadership Quarterly, 16(5), 655–687. https://doi.org/10. Psychology, 29(3), 309–317. https://doi.org/10.1016/j.jenvp.2008.
1016/j.leaqua.2005.07.003 10.004
Tanova, C., & Bayighomog, S. W. (2022). Green human resource manage- facing uncertain tasks. Human Resource Management, 58(2), 155–168.
ment in service industries: The construct, antecedents, consequences, https://doi.org/10.1002/hrm.21943
and outlook. The Service Industries Journal, 42(5–6), 412–452. https:// Yang, F., Liu, J., Wang, Z., & Zhang, Y. (2019). Feeling energized: A multile-
doi.org/10.1080/02642069.2022.2045279 vel model of spiritual leadership, leader integrity, relational energy, and
Thabet, W. M., Badar, K., Aboramadan, M., & Abualigah, A. (2022). Does job performance. Journal of Business Ethics, 158(4), 983–997. https://
green inclusive leadership promote hospitality employees' pro- doi.org/10.1007/s10551-017-3713-1
environmental behaviors? The mediating role of climate for green ini- Yong, J. Y., Yusliza, M. Y., Ramayah, T., Chiappetta Jabbour, C. J.,
tiative. The Service Industries Journal, 1–21. https://doi.org/10.1080/ Sehnem, S., & Mani, V. (2020). Pathways towards sustainability
02642069.2022.2120982 in manufacturing organizations: Empirical evidence on the role of
Tuan, L. T. (2020). Environmentally-specific servant leadership and green green human resource management. Business Strategy and the Environ-
creativity among tourism employees: Dual mediation paths. Journal of ment, 29(1), 212–228. https://doi.org/10.1002/bse.2359
Sustainable Tourism, 28(1), 86–109. https://doi.org/10.1080/ Zhang, Y., & Yang, F. (2021). How and when spiritual leadership enhances
09669582.2019.1675674 employee innovative behavior. Personnel Review, 50(2), 596–609.
Uddin, M. A., Biswas, S. R., Bhattacharjee, S., Dey, M., & Mahmood, M. https://doi.org/10.1108/PR-07-2019-0346
(2021). Inspiring employees' ecological behaviours: The roles of corpo-
rate environmental strategy, biospheric values, and eco-centric leader-
ship. Business Strategy and the Environment, 30(5), 2367–2381.
https://doi.org/10.1002/bse.2751 How to cite this article: Abualigah, A., Koburtay, T., Bourini, I.,
Wang, M., Guo, T., Ni, Y., Shang, S., & Tang, Z. (2019). The effect of spiri-
Badar, K., & Gerged, A. M. (2023). Towards sustainable
tual leadership on employee effectiveness: An intrinsic motivation per-
spective. Frontiers in Psychology, 9, 2627. https://doi.org/10.3389/ development in the hospitality sector: Does green human
fpsyg.2018.02627 resource management stimulate green creativity? A
Xie, X., & Zhu, Q. (2020). Exploring an innovative pivot: How green train- moderated mediation model. Business Strategy and the
ing can spur corporate sustainability performance. Business Strategy
Environment, 32(6), 3217–3232. https://doi.org/10.1002/bse.
and the Environment, 29(6), 2432–2449. https://doi.org/10.1002/bse.
2512 3296
Yang, F., Huang, X., & Wu, L. (2019). Experiencing meaningfulness climate
in teams: How spiritual leadership enhances team effectiveness when
Received: 28 February 2022 Revised: 22 July 2022 Accepted: 2 August 2022
DOI: 10.1002/bse.3219
RESEARCH ARTICLE
Green human resource management and environmental

performance: The role of green innovation and environmental
strategy in a developing country
Junaid Aftab1 | Nabila Abid2 | Nicola Cucari3 | Marco Savastano3
1
Department of Economics and Management,
University of Brescia, Brescia, Italy Abstract
2
Department of Business Administration, A vast literature supports the notion that green human resource management leads
University of “Gabriele d'Annunzio” Chieti-
Pescara, Pescara, Italy
to superior environmental performance. This study argues that green innovation,
3
Department of Management, Sapienza environmental strategy and pro-environmental behaviour facilitate the relationship
University of Rome, Rome, Italy
between green human resource management and environmental performance in the
Correspondence manufacturing industry of developing countries. To test the mediating effect of green
Marco Savastano, Department of
innovation and pro-environmental behaviour alongside the moderating role of envi-
Management, Sapienza University of Rome,
Via Castro Laurenziano, 9 00161 Rome, Italy. ronmental strategy in the proposed model, we collected and analysed data from
Email: marco.savastano@uniroma1.it
410 manufacturing firm managers operating in Pakistan using partial least square
structural equation modelling. The mediating and moderating results highlighted the
significance of green innovation, environmental strategy and pro-environmental
behaviour to excel in environmental performance through operational efficiency,
appropriate environmental strategy and human willingness to indulge in environmen-
tal activities. The findings also suggest implications for theory and practice in similar
developing countries. The study offers generalisability in developing countries shar-
ing the same economic and social structure.
KEYWORDS
developing country, environmental performance, environmental strategy, green human resource
management, green innovation, manufacturing companies
1 | I N T RO DU CT I O N environmental performance and preserves an organisation's long-run

sustainability goals (Kim et al., 2019; Renwick et al., 2016). Indeed,
In recent years, human resource management (HRM) scholars have researchers have started to study GHRM practices and green innova-
begun to explore the green human resource management (GHRM) tion (GRI) to construct a possible successful solution that guarantees
perspective to see how it serves to attain organisational environmen- environmental and organisational success in a hostile competitive
tal goals (Guerci et al., 2016; Roscoe et al., 2019; Yong et al., 2020; environment. Even if it is evident that GHRM enhances environmental
Zollo et al., 2013). GHRM can be identified as the HRM practices performance, very few studies have explored its role from a holistic
equipped with environmental concerns, policies, procedures and oper- perspective. According to Wang (2005), ‘more future research is
ational guidelines directly linked to the organisational mission (Anwar expected to build up a strategic and holistic model of human resource
et al., 2020; Renwick et al., 2013). Furthermore, GHRM ensures development so as to effectively integrate culture, organizational
This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any
medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
© 2022 The Authors. Business Strategy and The Environment published by ERP Environment and John Wiley & Sons Ltd.
1782 wileyonlinelibrary.com/journal/bse Bus Strat Env. 2023;32:1782–1798.

AFTAB ET AL. 1783
change, and high technology’ (p.486). One example of this could be practitioners and policymakers to understand the crucial role of the
Rompa's (2011) holistic model consisting of four approaches to sus- aforementioned parameters and ascertain how they affect EnvP and
tainable HRM: sociological, psychological, strategic and green shape sustainable EnvP with the help of GHRM.
perspectives. Second, by exploring the moderating effect of ESTR as well as the
With a specific focus on GHRM processes, we argue that to holis- mediating effect of GRI and E-PEB, this study will produce insights to
tically consider the phenomenon, the influence of GHRM processes understand the underlying impact of these variables in addressing
on environmental performance needs to be considered in the context global environmental concerns. The addition of these variables as
of other sub-processes functioning within the organisations. Further- moderator and mediator, respectively, will provide a new perspective
more, an examination needs to be undertaken to consider how these for researchers.
processes may mediate and moderate the relationships between The remaining paper is structured as follows. Section 2 explains
GHRM and the overall environmental outcomes. In order to fill the the theoretical background. Section 3 focuses on the literature review
research gap, this study formulated a multidimensional framework to at the base of the conceptual model, while Section 4 presents the
comprehensively explore the relationships between GHRM and envi- research methods. Section 5 provides the study results and analysis.
ronmental performance in the presence of GRI, environmental strat- Finally, Section 6 discusses the results and concludes the study with
egy and pro-environmental behaviours. some policy implications and suggestions.
Notably, to the best of our knowledge, no framework has
included all the aforementioned variables in one study when specifi-
cally applied in the context of a rapidly developing country like 2 | THEORETICAL BACKGROUND
Pakistan.
Therefore, the research question is: The issue of sustainability is a priority for firms as the awareness of
RQ: What are the direct and indirect effects of GHRM, GRI, pro- incorporating ‘green’ into the corporate strategy has recently gained
environmental behaviour and environmental strategy on environmen- momentum (Albino et al., 2009; Castellano et al., 2022; Khan
tal performance? et al., 2021). Facilitating the GHRM and implementing sustainable pol-
This study targeted Pakistan as environmental concerns are vastly icies for employees is therefore emerging as one organisational
growing in this country (Abid et al., 2021). The reason to specifically response to environmental degradation (Renwick et al., 2013) and
focus on the manufacturing industry of Pakistan lies in the statistics, social sustainability (Amrutha & Geetha, 2020).
showing that the manufacturing sector is one of the largest contribu- According to Saeed et al. (2019), the practice of environmental
tors to the country's gross domestic product (GDP; Ritchie management is ‘directly linked to human resources management as
et al., 2020). Kraus et al. (2020) stressed the importance of the human resources constitute the life–blood of the organization’
manufacturing industries and argued that this sector is responsible for (p. 425). Generally, GHRM practices help organisations to create a
natural resource depletion, air, water and land pollution and, there- green workforce that is able to appreciate and understand green ini-
fore, is directly responsible for significant environmental crises. tiatives (Ahmad, 2015). GHRM, on the one hand, drives GRI and EnvP
Manufacturing industries generate the most harmful pollutants and (Albort-Morant et al., 2016; Gunasekaran & Spalanzani, 2012); on the
wastages that lead to environmental catastrophes and pose a substan- other hand, it upgrades organisational operations by indulging E-PEBs
tial threat to human lives (Zailani et al., 2012). For this reason, it is (Ari et al., 2020; Fawehinmi et al., 2020; Kim & Jackson, 2017; Ren
timely and relevant to magnify sustainable operations practices other et al., 2020; Saifulina et al., 2020). Recent studies propose exhaustive
than enhancing operational efficiency (Sharma et al., 2020). frameworks and strong evidence explaining the determinants support-
According to Centobelli et al. (2020), harmful environmental emis- ing the investment decisions of small and medium-sized enterprises
sions are at the highest level in history. Accordingly, Pakistan has wit- (SMEs) concerning GRI aimed at improving firms' EnvP and contribut-
nessed a surge in harmful emissions, and its manufacturing industry ing to the achievement of the UN's Sustainable Development Goals
alone produced 41.8 mt emissions (Ritchie et al., 2020), which is a (Carfora et al., 2021; Castellano et al., 2022) Along this vein, Chen and
major concern for us. Chang (2013) reveal a clear impact of GHRM on GRI, with GRI posi-
Consequently, our aim is to understand how GHRM, GRI, pro- tively influencing EnvP. Specifically, GRI refers to technical improve-
environmental behaviour (E-PEB) and environmental strategy (ESTR) ments in the production and administrative processes (Chen
help abate organisations' environmental impacts and improve environ- et al., 2006), which directly affect the product development and
mental performance (EnvP). manufacturing processes in a way that is not harmful to the environ-
This paper contributes to the GHRM literature in the ment and helps an organisation to gain a competitive advantage
following ways. (Huang et al., 2009; Nanath & Pillai, 2017). Employee E-PEBs refer to
First, although Pakistan has taken substantial steps to conserve employees' willingness to engage in environmental activities
the environment, studies addressing GHRM, GRI, E-PEB, ESTR and (Scherbaum et al., 2008); GHRM positively influences employees'
EnvP are limited (Fawehinmi et al., 2020; Kraus et al., 2020). There- E-PEBs, leading to collective efforts resulting in superior EnvP
fore, the present study will add to existing research lines and will help (Anwar et al., 2020; Dumont et al., 2017; Hameed et al., 2019;
Pakistani—and possibly other developing countries'—industrial Kim et al., 2019; Rubel et al., 2020).
1784 AFTAB ET AL.
Renwick et al. (2013) argued that other factors are crucial to witnessed an increased awareness among industrial practitioners
ensuring EnvP, the most prominent of which are ESTR and employees' working to protect the environment through the sustainable manage-
E-PEBs (Aboramadan, 2020; Boiral & Paillé, 2012; Saifulina ment of resources (Roos & O'Connor, 2015). GHRM has emerged as
et al., 2020). However, as noted by Renwick et al. (2013), ‘studies that an organisational practice aimed at enhancing the environmental
examine the impact of GHRM systems rather than individual practices effects of businesses (Dumont et al., 2017; Masri & Jaaron, 2017),
would be especially useful’ (p. 10). specifically their performance (Roscoe et al., 2019). Researchers have
Therefore, we sustain the idea that a ‘bundles perspective’, identified GHRM as a strategic organisational orientation that will
namely, a holistic approach, to the practices of GHRM is needed improve administrative processes and operations with the help of
(Napathorn, 2022; Zaid et al., 2018). employees to reduce firms' environmental impacts (Berrone &
The idea that ‘bundles’ of interrelated and internally consistent Gomez-Mejia, 2009; Mishra et al., 2014; Oh et al., 2016). GHRM also
HR practices, rather than individual practices, are appropriate has ensures environmental activities in HR domains, namely, recruitment,
already been discussed in the literature (Dyer & Reeves, 1995; training, development, performance management, evaluation, and
MacDuffie, 1995). recognition.
By relying on the results of Agyabeng-Mensah et al. (2020), who Therefore, we propose the following hypothesis:
examined the impact of internal green supply chain practices on
GHRM, supply chain environmental cooperation and firm perfor- H1. GHRM accelerates EnvP.
mance using a thorough empirical model, we sustain here that, simi-
larly to other fields, more holistic and comprehensive approaches to
sustainability assessments in GHRM practices are needed 3.2 | Employee E-PEB
(Mehrajunnisa et al., 2021). This involves the idea that firms imple-
menting a set of GHRM bundles are likely to deliver the business out- Human behaviour is considered to be a leading cause of the environ-
come of environmental sustainability (Napathorn, 2022). As the mental crisis as post-industrialisation humans' financial values were
companies must embed sustainability in a systemic manner, the imple- the only global concern. The world has evolved and started encom-
mentation of integrated GHRM practices leads to the development of passing environmental concerns in its core organisational plans (Evans
a holistic framework of outstanding components. In doing so, we do et al., 2017). It is essential to study human behaviour in the workplace
not try to demerit the single components that explain other specific- before implementing environmental procedures and programmes in
ities of its process, but rather encourage the use of the holistic an organisation (Renwick et al., 2013; Sawang & Kivits, 2014;
approach to successfully drive firms towards better EnvP. Temminck et al., 2015). E-PEB refers to employees' willingness to
Indeed, to achieve a sustainable competitive advantage, an orga- engage in the organisation's environmental activities (Young
nisation needs to instil GHRM practices (Yong et al., 2019). As a result, et al., 2015). Employees' E-PEB includes different activities, be they
we would underline that the influence of GHRM processes on EnvP job related or just as a concern for employees' surroundings, for
needs to be considered in the context of other sub-processes func- example, better resource utilisation (recycling paper or other useable
tioning within the organisations. items) and conserving the use of resources (water or electricity),
Despite this, although the connection between GHRM practices among other such activities that boost organisational efforts to pro-
and environmental performance is well known, we suggest here that tect the surrounding environment. Scholars have recently started
other key elements are missing in linking this relationship. In the fol- stressing the importance of E-PEB and emphasised the need for
lowing sections, we propose and test a holistic model to assess the research that describes elements through which E-PEB can be pro-
role of all these components in firms' overall environmental moted (Anwar et al., 2020; Blok et al., 2015; Robertson &
performance. Barling, 2013). Moreover, Rubel et al. (2021) identify GHRM as a sig-
nificant driver of E-PEB.
Zibarras and Coan (2015) argued that GHRM communicates an
3 | LITERATURE REVIEW AND organisation's commitment toward the environment at employees'
H Y P O T H E S E S D E V E LO P M E N T recruitment, training and development stages. GHRM then facilitates
employees' adoption of the organisational environmental goals and
3.1 | EnvP encourages them to actively engage in green initiatives at the work-
place (Ari et al., 2020; Kim et al., 2019). An employee's sensitivity
EnvP refers to the environmental impact of organisational activities towards the environment is directly related to their E-PEB (Singh
(Claver et al., 2007; Klassen & Whybark, 1999). Organisations can et al., 2020). Boiral (2009), Boiral et al. (2015) and Robertson and Bar-
improve their EnvP by utilising recycled materials in their products, ling (2013) also consider GHRM to be a core driver of E-PEB, as
clean sources of production and clean administrative and operational GHRM improves the environmental commitments of the organisation
activities, resulting in reduced environmentally hazardous wastage and reduces the harmful by-products of its manufacturing activities
and harmful emissions of pollutants and waste materials (Lindell & (Kim et al., 2016; Tian & Robertson, 2019). If employees do not exe-
Karagozoglu, 2001; Weng et al., 2015). Recently, the world has cute the environmental objectives, their behaviour is subject to
AFTAB ET AL. 1785
punishment as per organisational conduct. Francoeur et al. (2021) practices (Albort-Morant et al., 2018). Furthermore, GHRM promotes
identify a gap in the research by arguing that there is no consensus environmental commitment, and compliance with environmental-
among researchers on the antecedents of the E-PEB in an organisa- oriented conduct accelerates innovative activities and processes in
tion. As a result, it is not appropriate to rate GHRM as the sole poten- the organisation (Verburg et al., 2007).
tial driver of E-PEB in different contexts. Additionally, very few Albort-Morant et al. (2016) stated that GHRM and GRI compel
studies have used the GHRM approach to explain how GHRM prac- organisations to adopt the practices that encourage the deployment
tices in an organisation affect E-PEB (Alnajdawi et al., 2017). of clean energy resources, environmentally friendly technology and a
Employees' willingness to participate in eco-friendly behaviours stimu- system that produces products with fewer emissions through
lates the organisation's goals and enhance their environmental goals efficient resource utilisation (Gunasekaran & Spalanzani, 2012).
by minimising human activities that drastically impact the environ- Although the aforementioned authors suggest a link between GHRM
ment (Djellal & Gallouj, 2016; Kangasniemi et al., 2014). Vicente- and GRI with unified results, Singh et al. (2020) argued that the link
Molina et al. (2013) observed that E-PEB positively influences EnvP; between GHRM and GRI is dynamic, and existing results are mixed
GHRM instils employees' environmental awareness, which later and contradictory.
engages them in environmentally oriented activities that improve GRI and EnvP encompass the environmental outcomes of organi-
EnvP (Chen & Chang, 2013). Previous studies have also explained sational activities (Dubey et al., 2015). Previous studies (e.g. Chen
how E-PEB increases employees' green performance (Guerci et al., 2015; Darnall et al., 2008) claim that EnvP depends on the type
et al., 2016; O'Donohue & Torugsa, 2016). of raw material, the energy sources of production and the technology
Sufficient literature (Elshaer et al., 2021; Ojo et al., 2020; Umrani used in the process of product development, as well as the environ-
et al., 2020) supports the argument that E-PEB shares a significant mental footprints of businesses' operational and administrative tasks.
relation with EnvP. However, Bandura (1986) builds his theoretical Therefore, there is a need for a mechanism that supports the organi-
underpinning on the idea that E-PEB might intervene between two sational objectives and sustains EnvP. GRI is deeply rooted in an orga-
core variables. Cherian and Jacob (2012), Cincera and Krajhanzl nisation and is strongly associated with an organisation's
(2013) and DuBois and DuBois (2012) backed the importance of environmental plan. Furthermore, GRI accelerates EnvP and helps
GHRM in promoting and accelerating the E-PEB of an organisation's achieve organisational goals efficiently (Chen et al., 2006;
employees, which later affects their EnvP. Kammerer, 2009). Green products, processes and GRI activities also
Based on the synthesis of the extensive literature, and building minimise the environmental impacts of businesses and enhance over-
on the idea of Bandura (1986), this study proposes the following all firm performance (Weng et al., 2015).
hypotheses: GHRM promotes a firm's GRI activities through green creativity
(Chen & Chang, 2013; Jia et al., 2018) and green firm performance
H2a. GHRM is positively associated with E-PEB. (Chen et al., 2006; Guerci et al., 2016; O'Donohue & Torugsa, 2016).
Previous studies (de Saá-Pérez & Díaz-Díaz, 2010; de Winne &
H2b. E-PEB is positively associated with EnvP. Sels, 2010; Fu et al., 2015; Jiménez-Jiménez & Sanz-Valle, 2008;
Verburg et al., 2007) have argued that GHRM practices are related to
H2. E-PEB mediates the relationship between GHRM the innovation level of a firm. Other studies (Chen & Chang, 2013;
and EnvP. Song et al., 2020) also suggest that GHRM positively influences GRI,
but Singh et al. (2020) highlighted the scarcity of research on
manufacturing firms located within hostile business environments in a
3.3 | GRI developing country. On the one hand, GHRM stimulates GRI; on the
other, GRI acts as a strategic resource to promote the EnvP of the
A significant literature has stated that there is a direct link between organisation (Chen et al., 2006; El-Kassar & Singh, 2019;
GRI and EnvP (see Chang, 2011; Chiou et al., 2011; Qi et al., 2010). Kammerer, 2009) and create leverage for the organisation to achieve
Huang et al. (2009) and Rennings (2000) defined GRI as technological its environmental goals.
advancement in manufacturing and administrative practices that help In the light of the explored literature, we predict that GHRM
an organisation excel in production output and improve EnvP. Other shares a two-way relationship with the EnvP, one that is direct (H2)
researchers (Bernauer et al., 2007; Oltra & Saint Jean, 2009) consider and the other through the mediating role of GRI. Therefore, this study
GRI to be a mechanism to modify systems, products and processes for proposes the following hypotheses:
superior EnvP and sustainability.
GRI is ‘comprised of green product innovation and green process H3a. GHRM is positively associated with GRI practices.
innovation’ (Tang et al., 2018, p. 40). Albort-Morant et al. (2017)
argued that organisations that embody GRI are more successful and H3b. GRI is positively associated with EnvP.
have better overall performance than their competitors. GRI adds
intangible value, and such organisations gain a competitive advantage H3. GRI mediates the relationship between GHRM
over their rivals with the successful utilisation of green resources and and EnvP.
1786 AFTAB ET AL.
3.4 | ESTR study by Ateş et al. (2012) suggests that the ESTR can identify an
intermediary variable (Dai et al., 2017) as a direct link between ESTR
ESTR refers to the series of initiatives and activities an organisation and business performance (Feng et al., 2014), but this may generate
plans and executes to reduce its environmental, operational and pro- inconsistent findings. However, other studies (Ahmad et al., 2018;
duction impact (Albino et al., 2009). ESTR is implemented through Chen et al., 2015; Wu et al., 2014) used ESTR as a moderator. Other
programmes, policies and processes and subsequently enhances prod- studies (Ateş et al., 2012; Dai et al., 2017; Ko & Liu, 2017) further
uct development. ESTR also helps to reduce energy consumption and contradicted existing findings and used ESTR as a mediator to ascer-
waste products through sustainable energy sources and proper envi- tain how it affects the relationship between cause and effect variables
ronmental management systems (Bansal & Roth, 2000). According to in an organisation. In the light of this literature, we posit that ESTR
Hart and Dowell (2011), growing environmental issues and external could moderate the relationship between GRI and EnvP.
pressures have prompted organisations to develop and implement This leads us to hypothesise that:
effective ESTR. Organisations with intensive ESTR tend to have supe-
rior EnvP (Rodrigue et al., 2013). Zhou et al. (2019) argue that H4. ESTR significantly moderates the relationship
present-day researchers and industrial practitioners focus on ESTR to between GRI and EnvP.
attain the organisation's environmental goals. Moreover, Solovida and
Latan (2017) reveal that organisations with ESTR accomplished more On the basis of the proposed hypotheses, the conceptual model
environmental goals with benefits than organisations without such is shown in Figure 1.
systems.
ESTR integrates ecological concerns into an organisation's opera-
tional plans and ensures the implementation of environmental pro- 4 | RE SE AR C H ME T H OD S
grammes to accomplish sustainable EnvP (Cao & Chen, 2019). ESTR
substantially impacts EnvP (Latan et al., 2018); however, Li et al. 4.1 | Population and procedure
(2016) reported that it is not possible to track the direct influence of
ESTR on EnvP. The author further stressed that the direct impact of Data were collected from managers of medium to large (e.g. >50
the ESTR on EnvP is not significant. Such results create ambiguity in employees) manufacturing firms in Pakistan. The managers are the
understanding the role of ESTR to promote an organisation's EnvP. A leading individuals within organisations and are aware of important
FIGURE 1 Conceptual model

AFTAB ET AL. 1787
details in the company. We chose the manufacturing sector as the were established between the years 2003–2008 and 2009–2013,
context of the study because it is considered to be one of the most respectively. Besides this, 73% of firms had employees ranging from
significant drivers of the economy (Rahman & Bakar, 2019). Collecting 51 to 250 (e.g. 27% had 51–100 employees, 16% had 101–150
data from manufacturing firms can be justified based on the reasons employees, 19% had 151–200 employees, and 11% had 201–250
subsequently detailed. First, Pakistan's manufacturing sector is the employees), and 27% of firms had above 250 employees (e.g. 6% had
third-largest sector, contributing around 12.79% per year to the coun- 251–350 employees, 9% had 351–450 employees, and the remaining
try's overall GDP (Pakistan Ministry of Finance, 2021), and is responsi- 12% had more than 450 employees) at the time of the survey. More-
ble for rapid technological development. Second, the rapid over, the mean age of the managers (64.3% male and 35.7% female)
industrialisation and increasing urbanisation have identified the need was 41.7 years. Regarding the participants' qualifications, 35.6%,
for sustainable production and consumption (Farrukh et al., 2022). 52.8% and 9.2% had bachelor's, master's and PhD degrees, respec-
Third, this sector is notorious for its environmental record (Li & tively, while 2.4% had professional certificates.
Zhang, 2014) and faces extensive institutional and environmental As the data on both endogenous and exogenous constructs were
pressure both at home and abroad (Shah & Soomro, 2021). Four, collected using a cross-sectional design, common method bias (CMB)
manufacturing firms' carbon footprints have led to serious concerns could potentially cause a disturbance in our results. We thus checked
regarding risks to public health and environmental pollution (Farrukh the data for CMB using two statistical tests, including Harman's single
et al., 2022). Thus, it is essential to investigate how manufacturing factor test (Podsakoff & Organ, 1986) and variance inflation factor
firms can reduce their environmental footprint in Pakistan by employ- (VIF) (Kock, 2017).
ing GHRM practices, E-PEB, GRI and ESTR. First, Harman's single factor test was executed without rotation;
We adopted a cross-sectional design with a self-reported survey five components were generated with eigenvalues above one,
approach using multiple respondents to increase the efficiency of the explaining 66.84% of the variance, while the first factor was responsi-
data. Firstly, the researchers constructed a list of 120 randomly cho- ble for 29.71% of the variance under the 50% limit. Second, the VIF
sen manufacturing firms by contacting the relevant chamber of com- test was used to verify the multicollinearity among the constructs. If
merce. Secondly, the researchers contacted the directors of the the VIF value exceeds 5, it is a possible indication of CMB (Hair
human resource departments of these 120 manufacturing firms; they et al., 2021). However, the VIF values of all constructs were under the
asked a question concerning the firm's education or training pro- limit of 5, with the maximum being GHRM (3.087) and minimum E-
grammes for environmental sustainability to check whether the orga- PEB (1.421), thus confirming there were no critical CMB issues in our
nisations applied GHRM practices in their workplace. Simply put, we dataset.
only invited the firms that were implementing GHRM practices to par-
ticipate in the survey. In sum, due to firms being disqualified or turn-
ing down the opportunity to participate, the authors narrowed the 4.2 | Measurements
120 firms down to 79 firms. After getting consent from firms, the
researchers distributed 600 questionnaires from January 2021 to May The survey instruments used in this study were adapted from the
2021. The managers of 79 manufacturing firms were given a sealed available resources. A Likert-type scale varying from I do not agree
packet containing a survey questionnaire and an introductory cover (1) to strongly agree (5) measured each item of the GHRM, EnvP, GRI,
letter explaining the study's primary purpose and ensuring the ano- E-PEB and ESTR variables. All the scales had an acceptable level of
nymity of their responses. After three reminders, each at an interval reliability (α > .70; Hair et al., 2019). For instance, the exogenous vari-
of 2 weeks, we collected 428 completed questionnaires from man- able GHRM was measured using a 6-item scale borrowed from
agers from manufacturing firms in Pakistan. Of these, only Dumont et al. (2017); a sample reads, ‘My company provides green
410 (68.33%) correctly completed questionnaires were included in training to develop knowledge and skills required for green manage-
our analysis. Here, it is worth mentioning that the original question- ment’. The α of the scale was .83. The 5-item scale by Chow and Chen
naire was in English. We translated all English items into Urdu (2012) was used to measure the endogenous variable EnvP. An item
and back to English, as per the recommendations of Brislin (1986), example is ‘Our firm reduced purchases of non-renewable materials,
to ensure the content clarity of the measuring instruments. The chemicals, and components’. The scale had a Cronbach alpha value of
questionnaire was improved in the first and second rounds of pilot .855. The mediators GRI and E-PEB were measured using a 7-item
tests with 15 and 18 participants, respectively. The main goal of scale and 8-item scale adapted from Chen et al. (2006) and Robertson
the piloting was to identify items that were unclear in Urdu. Com- and Barling (2013), respectively. The GRI item sample is ‘My company
ments from the first-round participants indicated that some items uses materials that consume less energy and resources’, whereas the
were ambiguous, and we rectified those items to enhance its preci- E-PEB item reads, ‘I put compostable items in the compost bin’. The
sion. The second pilot round confirmed the complete clarity of the Cronbach's alpha of these two scales were .82 for GRI and .87 for E-
questionnaire. PEB. Finally, Banerjee et al.'s (2003) 3-item scale was used to measure
The participating manufacturing firms in our study were estab- the moderator ESTR. A sample is ‘We emphasize the environmental
lished from 1997 to 2013. Twenty-one (26.58%) firms were set up aspects of our products and services in our ads’. The scale had a reli-
between 1997 and 2002, while 39 (49.37%) and 19 (24.05%) firms ability value of .72.
1788 AFTAB ET AL.
5 | A N A L Y S I S A N D RE S U L T S There are several justifications for choosing PLS-SEM for our

analysis. To begin with, scholars believe that PLS-SEM is more appro-
To analyse the collected data, structural equation modelling (SEM) has priate for estimation than CB-SEM (Kraus et al., 2020). Additionally,
been used. SEM is a technique used to evaluate the validity of a the- PLS-SEM is an adequate method for evaluating more complex frame-
ory through statistical estimations (Ringle et al., 2015). Furthermore, works (Hair et al., 2021), particularly those containing moderation.
SEM is a multivariate statistical analysis method employed to analyse Furthermore, PLS-SEM is better regarded in its assessment of estima-
the structural relationships between latent variables and their con- tions compared to regression for executing mediation (Preacher &
structs. SEM facilitates the discovery and confirmation of relation- Hayes, 2004). Moreover, PLS offers a graphical interface that is more
ships among numerous variables. The main reason for using SEM is user friendly compared to other path modelling software like MPLUS,
that it investigates the relationships among numerous latent con- AMOS and LISREL. Besides, it is not necessary to verify the normality
structs in a way that reduces the error in the model (Hair et al., 2021). assumption in SmartPLS analyses (Hair et al., 2021). Finally, PLS is a
There are two commonly used SEM techniques: (a) covariance-based robust component-based technique that has been widely utilised in
and (b) variance-based. While covariance-based (CB-SEM) has tradi- recent studies (Aftab et al., 2022; Albort-Morant et al., 2016, 2018;
tionally been the dominant technique for analysing complex interrela- Ansari et al., 2021; Anwar et al., 2020; El-Kassar & Singh, 2019;
tionships between latent and observed variables, the number of Farrukh et al., 2022; Fawehinmi et al., 2020; Kim et al., 2019; Kraus
published articles using variance-based partial least square (PLS-SEM) et al., 2020; Umrani et al., 2020).
has increased significantly compared to CB-SEM in recent years (Hair PLS-SEM follows a two-stage estimation model: measurement
et al., 2021). Although PLS-SEM appears to be the best option when a and structural models (Anderson & Gerbing, 1988). The measurement
small population restricts the sample size, it also works smoothly with model is used to describe the relationships between latent variables
large sample sizes (Hair et al., 2019). Therefore, this study employed and their indicators, whereas the structural model determines the
PLS-SEM to test the proposed hypotheses in a tool called SmartPLS relationship between predictor and criterion variables (Hair
V3.3.3 (Ringle et al., 2015). et al., 2021). The PLS algorithm method was used to verify the quality
FIGURE 2 Measurement model

AFTAB ET AL. 1789
of the measurement model, and the bootstrapping technique of 5000 stated that VAF values of less than .20 show the absence of media-
subsamples was employed to check the structural model (Hair tion, .20–.80 some mediation and above .80 full mediation. The VAF
et al., 2019). calculation exhibits values of .235 for E-PEB and .504 for GRI, and so
In the measurement model, we evaluate the factor loadings, reli- they fall in the partial mediation range as per the guidelines by Hair
ability and convergent and discriminant validities of the variables. To et al. (2021). Hence, H2 and H3 partially mediate the relationship
begin with, we check the factor loading, and individual items should between GHRM and EnvP.
have a minimum of .5 loadings (Hair et al., 2021). The minimum load- Additionally, we proposed in H4 that ESTR positively moderates
ings were .600 (GRI8), and the maximum was .879 (EStr2). Thus, fac- the GRI and EnvP relationship. To test this nexus, we applied the
tor loadings of all individual items surpass the lowest value of .5 (Hair product indicator method by multiplying GRI*ESTR to predict the out-
et al., 2021), as shown in Figure 2. come variable EnvP. The result of PLS-SEM indicates that ESTR posi-
Composite reliability (CR) was used to examine the reliability of tively moderates the relationship between GRI and EnvP
scales. As suggested by Hair et al. (2019), the CR value should be over (t-value = 4.450 and β = .157).
.70. Our data analysis showed CR values between .884 (EnvP) and The graph of moderating effect can be seen in Figure 4.
.915 (GRI). In addition, the convergent validity is evaluated with aver-
age variance extracted (AVE) and should not be less than .50 (Hair
et al., 2019). All five constructs had AVE values above .5; thus, our 5.1 | Coefficient of determination, effect size,
study also met this criterion. With the satisfactory reliabilities and predictive relevance and model fit
convergent validity results, we calculated the discriminant validity
through the heterotrait–monotrait ratio (HTMT) correlation ratio We used different criteria to check the relevance and fitness of our
(Henseler et al., 2015). The recommended value for HTMT is less than model. Firstly, the coefficient of determination, commonly known as
.90 (Henseler et al., 2015); otherwise, it shows a lack of discriminant R2, was used to determine the model's explanatory power. R2 shows
validity. All the HTMT correlations were less than .90, as shown in variations in the endogenous variables due to exogenous variables. As
Table 1, which displays the complete findings of the measurement outputs in Table 3 demonstrate, the R2 value of the primary depen-
model. dent variable EnvP was .632, GRI was .305, and E-PEB was .217. Sec-
In the structural model (Figure 3), we evaluate the study hypothe- ondly, the effect size (f2) was also determined, indicating whether the
ses after analysing the link between the constructs of our proposed model's predictor variable significantly influences the criterion variable
model. Additionally, we considered a standard t-value above 1.96 or a (Götz et al., 2010). As a guideline, this study followed Cohen (1988),
p-value below .05 for accepting the hypothesis. We developed five who stated that f2 greater than .02, .15 and .35 show small, medium
direct hypotheses; the obtained results after executing bootstrapping and large effect sizes, respectively. This study's results reveal that
technique with 5000 resamples indicate that GHRM is positively and GHRM has a negligible effect on EnvP (.068), a significant impact on
directly linked to EnvP (t-value = 4.694 and β = .279), GRI (t- GRI (.402) and a medium effect on E-PEB (.278). Similarly, GRI and E-
value = 9.964 and β = .427) and E-PEB (t-value = 12.353 and PEB have a medium (.178) and small (.057) effect on GHRM, respec-
β = .466). Moreover, the results revealed that GRI is positively associ- tively. Thirdly, we also investigated the predictive relevance of our
ated with EnvP (t-value = 6.941 and β = .390) and E-PEB has direct research model using the blindfolding procedure in SmartPLS to
and positive connections with EnvP (t-value = 3.364 and β = .139). obtain the value of Q2 (Geisser, 1974). According to Cohen et al.
Hence, our study supports all five (e.g. H1, H2a, H2b, H3a and H3b) (2000), Q2 values of .02 (minor), .15 (medium) and .35 (large) show
direct hypotheses, as shown in Table 2. predictive relevance and should always be larger than 0 (Chin, 1998).
In Table 2, the results of two mediating and one moderating The results in Table 3 portray that Q2 values for EnvP, GRI and E-PEB
hypotheses are also presented. The results reveal that both GRI (t- were .370, .293 and .116, respectively. These values fall in the range
value = 6.543 and β = .283) and E-PEB (t-value = 3.313 and of medium and large predictive relevance (Cohen et al., 2000). Finally,
β = .086) mediate the GHRM and EnvP nexus. We used ‘variance we determined the model fit through ‘standard root means square
accounted for’ (VAF) to verify the strength of the GRI and E-PEB residual’ (SRMR), which is ‘the root mean square discrepancy
mediators in the GHRM and EnvP relationship. Hair et al. (2014) between the observed correlations and the model-implied
T A B L E 1 Convergent and
Constructs FL range CR AVE 1 2 3 4 5
discriminant validities
1. EnvP 0.659–0.811 0.884 0.605
2. ESTR 0.866–0.879 0.905 0.759 0.764
3. GHRM 0.664–0.768 0.881 0.553 0.836 0.864
4. GRI 0.600–0.833 0.915 0.579 0.792 0.667 0.843
5. E-PEB 0.690–0.855 0.911 0.595 0.550 0.577 0.501 0.393
Abbreviation: FL, factor loadings.

1790 AFTAB ET AL.
FIGURE 3 Structural model
TABLE 2 Results of hypotheses

Relationships β t-value p-value LLCI ULCI Decision
testing
GHRM à EnvP .279 4.694 .000 0.165 0.392 Accepted
GHRM à GRI .427 9.964 .000 0.672 0.776 Accepted
GHRM à E-PEB .466 12.353 .000 0.400 0.543 Accepted
GRI à EnvP .390 6.941 .000 0.274 0.492 Accepted
E-PEB à EnvP .139 3.634 .000 0.068 0.215 Accepted
GHRM à GRI à EnvP .283 6.543 .000 0.196 0.365 Partially mediated
GHRM à E-PEB à EnvP .086 3.313 .001 0.039 0.113 Partially mediated
GRI*ESTR à EnvP .157 4.450 .000 0.073 0.214 Moderated
correlations’ (Hu & Bentler, 1998); they added that a model is a good among the first to explore the nexus of GHRM and EnvP by highlight-
fit if the SRMR score is less than .08. The criteria of good fit are met ing GHRM practices as a new way to enhance EnvP in Pakistan's
in the study model, as the SRMR value is .074. emerging economy. Pakistan is the 5th most populous country in the
world, with a population of around 227 million and the 33rd largest
country by area, comprising more than 880,000 km2. The GDP per
6 | DISCUSSION AND IMPLICATIONS capita is around $1630 (Pakistan Ministry of Finance, 2021). Addition-
ally, the sector-wise contributions to GDP are as follows: service sec-
In recent years, scholars have shown a keen interest in understanding tor (61.7%), agriculture sector (19.2%) and the industrial sector
the role of HRM in improving environmental management (Kim including manufacturing (19.12%) (Pakistan Ministry of
et al., 2019; Ren et al., 2018). To our understanding, this research is Finance, 2021). According to the Pakistan Bureau of Statistics
AFTAB ET AL. 1791
have suggested exploring employees' E-PEB in organisations (Ansari

et al., 2021; Kim et al., 2019; Lo et al., 2012). Consequently, the pre-
sent study underlines employees' psychological process of involving
themselves in their organisation's green efforts. This shows that the
more effective an organisation's GHRM initiatives, the more its
workers display eco-friendly behaviour (Cincera & Krajhanzl, 2013).
Our study findings reveal that the presence and effective implementa-
tion of GHRM practices can make employees exhibit E-PEB (H2a).
When manufacturing firms consider environmental management in
the hiring process, provide appropriate environmental training, reward
green behaviour and have a pro-environmental policy, employees
respond by E-PEB. Additionally, when firms motivate their employees
to give suggestions and ideas for environmental improvements,
FIGURE 4 Moderation (GRI*EStr à EnvP) employees become more eco-friendly and work in a team to resolve
environmental problems. Thus, this justifies how firms may positively
TABLE 3 2
R and Q 2 affect employees' E-PEB by providing a GHRM-enriched environment.
The results are consistent with previous studies (e.g. Ansari
Variables R2 Q2
et al., 2021; Saeed et al., 2019), which stated that firms employ
Environmental performance .632 .370
GHRM practices as a valuable motivational tool for staff members to
Green innovation .305 .293 display E-PEB. Similarly, when employees display E-PEB at the work-
Pro-environmental behaviour .217 .116 place, it can enhance EnvP (H2b). This implies that E-PEB has a con-
siderable positive impact on conserving energy and water usage,
waste reduction, reductions in overall costs, reductions in buying non-
(PBS, 2021) report, Pakistan has a large labour market of 71.76 million renewable materials and enhancing the marketplace position and rep-
(67.25 million employed and 4.51 million unemployed). A recent PBS utation of the firm (Elshaer et al., 2021). Our results support previous
(2021) report summarised the share of each industry in the job mar- studies (Kim et al., 2019; Ojo et al., 2020). Moreover, our results indi-
ket: agriculture/hunting/forestry (37.4%), community/social and per- cate that GHRM practices boost employees' E-PEB, which subse-
sonal services (16.0%), manufacturing (14.9%), wholesale and retail quently enhances EnvP. In simple terms, employees' E-PEB mediates
trade (14.4%), construction (9.5%), transport storage and communica- the influence of GHRM practices on EnvP (H2). This result is similar to
tion (6.2%) and other categories (1.5%). prior research by Elshaer et al. (2021), who argued that GHRM prac-
This research contributes to extending the previous literature on tices are key to encouraging E-PEB in employees and that green
HRM and environmental management by examining the effect of minds can enhance the EnvP of the firm.
GHRM practices on EnvP in manufacturing firm settings because they Third, this study explored whether GRI indirectly influences the
are one of the main reasons for environmental pollution, degradation association between GHRM and EnvP. The empirical outcomes reveal
and climate change (Kraus et al., 2020), especially in developing coun- that GHRM directly and positively links to GRI (H3a). According to
tries such as Pakistan (Ansari et al., 2021; Farrukh et al., 2022). Malik et al. (2021), GHRM, along with green creativity, helps organisa-
To our anticipation, PLS-SEM results indicate that GHRM prac- tions attain sustainable competitive advantages by using GRI. We con-
tices relate positively to EnvP (H1). GHRM is a crucial resource firmed that GHRM accelerates the GRI of manufacturing enterprises
through which to achieve organisational goals and boost an organisa- in Pakistan. Recent research by Singh et al. (2020) also established
pez-Gamero et al.
tion's EnvP through employee participation. Lo that effective GHRM practices accelerate GRI. Furthermore, we
(2009) confirmed the essential role that proactive environmental man- argued that GRI shares a positive connection with EnvP (H3b). Kraus
agement, termed GHRM, plays in intensifying an organisation's EnvP. et al. (2020) wrote that GRI improves EnvP by reducing energy usage,
These results are consistent with other studies (Gilal et al., 2019; air emissions, material usage and the consumption of harmful mate-
Mousa & Othman, 2020; Paillé et al., 2014) and valid for both devel- rials. As a result, GRI significantly decreases the adverse environmen-
oping and developed countries. Thus, the study results validate that tal effect of the business, if any, and improves organisational
GHRM practices promoting eco-friendly activities, including hiring performance, including social, financial and environmental, through
and rewarding staff members, can contribute to an enhanced waste and cost reduction that saves resources, money and time
organisational EnvP. (Weng et al., 2015). Our findings also advance the extant literature in
Second, we investigated whether E-PEB mediates the effect of environmental management. We discovered that GHRM indirectly
GHRM practices on EnvP. influences EnvP (H3) through GRI. Simply stated, GRI mediates the
The study argued that GHRM practices help employees in devel- GHRM and EnvP nexus. When firms employ green practices, they fol-
oping greener minds and motivate them to take part in E-PEB activi- low GRI in their product design and development, reducing detrimen-
ties, which helps to enhance EnvP. Several environmental scholars tal environmental effects and eventually improving EnvP. Kraus et al.
1792 AFTAB ET AL.
(2020) reported similar results; they found that GRI significantly medi- practices via green recruitment, training, empowerment and
ates the link between the predictor variable (e.g. corporate social performance-based incentives help organisations attract, retain and
responsibility CSR) and EnvP. sustain green principles in their employees, contributing towards GRI
Finally, this study examined whether ESTR moderates the rela- in both processes and products (Gerhart, 2005) for continual superior
tionship between GRI and EnvP, that is, whether firms' ESTR improves EnvP. Consequently, our study recommends that firms need to embed
the effect of GRI and EnvP. GHRM practices in organisations' multifaceted social systems to allow
H4 proposed that ESTR positively moderates the GRI and EnvP human capital to tackle organisation-specific features that are suffi-
nexus. According to Hart (1995), firms must use waste mitigation ciently beneficial for a particular firm rather than for rival firms in the
strategies, sustainable development and product stewardship to attain market (Takeuchi et al., 2007). In addition, firms should have an
a competitive advantage. Based on this perspective, we explored the aggressive GHRM style to attract, develop and retain green staff
role of ESTR in helping an organisation boost its EnvP. A prior investi- members for GRI and enhance EnvP to achieve a competitive advan-
gation by Kraus et al. (2020) ascertained that CSR has no direct con- tage over their market competitors by creating greater firm-level
nection with EnvP but is positively linked with ESTR, which is closely employee-based resources that are rare, valuable and suit other orga-
related to EnvP. Other researchers have established that a dynamic nisational capabilities; these enable the firm to effectively orchestrate
ESTR increases the operational performance of firms (Dai them for valuable use (Collins, 2021; Lin et al., 2013).
et al., 2017). We argued that a firm with proactive ESTR creates a Thirdly, we noticed in our study that the GRI and EnvP relation-
favourable environment for green practices and strengthens the GRI ship improves in the presence of ESTR. Specifically, when firms
and EnvP relationship. This is what we established in our paper: A pro- develop and actively follow ESTR, it creates an environment that is
active ESTR positively moderates the GRI effect on EnvP. conducive to practicing GRI, which leads to improving EnvP. Previous
In conclusion, GHRM practices have a defining role in environ- research has revealed that a firm's ESTR and specific proactive tech-
mental management. The empirical results indicate that the adoption niques focusing on creating green technologies can boost its financial
of GHRM practices positively affects the EnvP of manufacturing firms. performance (Fousteris et al., 2018). On the contrary, an ineffective
In addition, E-PEB and GRI can act as a mediating bridge between managerial culture could make ESTR reactive, which could potentially
GHRM and EnvP. Furthermore, the presence of proactive ESTR increase the risk of disasters and damage a firm's reputation (Zhang
strengthens the GRI and EnvP nexus. These findings could be highly et al., 2019). Our empirical findings suggest that firms should develop
illustrative for firms in both developing and industrialised countries and actively follow ESTR because it strengthens the GRI and EnvP
that still follow traditional unsustainable practices. The study results nexus and could reduce the risk of harmful effects on the firm's repu-
are beneficial for every country where sustainable green practices are tation and financial outcomes.
not common and the environmental situation is worsening with every
passing day. These results confirm the importance of the study's vari-
ables in the current deteriorating environment and how eco-friendly 6.2 | Managerial implications
practices and mindsets can save the world.
Nowadays, top managers and policymakers are keenly focused on
environmental goals (Bhatt et al., 2020; Neri et al., 2018; Yang
6.1 | Theoretical implications et al., 2019); they can utilise our research framework in emerging
economies to minimise air emissions, conserve energy, conserve
Theoretical contributions require a particular kind of research discov- water and conserve non-renewable resources that enhance EnvP. This
ery that is able to offer a fresh understanding of a phenomenon that study offers several novel suggestions to owners/managers on how
is crucial for improving organisational outcomes. Our study presents to integrate GHRM, E-PEB, GRI and ESTR for superior EnvP and to
original knowledge through a holistic view based on the inclusion in achieve sustainable development goals.
the same conceptual model of the empirical information on GHRM, E- For instance, our research can assist managers in their efforts to
PEB, GRI, ESTR and EnvP and different contributions to scholars, pro- encourage employees to implement pro-environmental initiatives in
fessionals and policymakers. It thereby contributes by determining the their daily roles. Our findings reveal that HR directors can use GHRM
nexus between GHRM and EnvP with the mediating role of E-PEB practices to develop the E-PEB. Hiring employees who are aware of
and GRI, as well as the moderation of ESTR on the GRI and EnvP environmental issues and establishing an effective training and mea-
nexus. surement system both promote environmental consciousness across
Specifically, we contribute to the environmental management lit- different functions. These activities guarantee that environmental
erature by incorporating the concepts of GHRM and EnvP in the con- awareness is embedded in the habits and behaviours of employees
text of the manufacturing sector of a rapidly changing developing (Roscoe et al., 2019). With time, these behaviours become habits that
country such as Pakistan, which is still an underexplored yet important can shape E-PEB (Ansari et al., 2021). Our research shows that GHRM
context. mirrors the firm's strategic orientation towards environmental man-
Secondly, we discovered that GRI directly, and under the influ- agement and motivates workers to exhibit E-PEB to reduce the
ence of GHRM, affects firms' EnvP. This indicates that GHRM adverse environmental effects that lead to EnvP. Therefore, the
AFTAB ET AL. 1793
manufacturing firms have to invest in GHRM practices and regard OR CID

them as a strategic resource to channel human potential towards their Junaid Aftab https://orcid.org/0000-0001-5156-9844
environmental management goals. Nabila Abid https://orcid.org/0000-0002-9647-5347
Second, our study found that GHRM practices are vital for acquir- Nicola Cucari https://orcid.org/0000-0002-8177-7764
ing, developing and sustaining employees who bring green values and
beliefs to work and support a firm's strategy to compete with market RE FE RE NCE S
rivals through GRI practices that may help firms gain competitive Abid, N., Ikram, M., Wu, J., & Ferasso, M. (2021). Towards environmental
advantage and enhance EnvP. We subsequently propose that owners sustainability: Exploring the nexus among ISO 14001, governance
indicators and green economy in Pakistan. Sustainable Production and
and managers in manufacturing firms recognise GRI as a strategic
Consumption, 27, 653–666. https://doi.org/10.1016/j.spc.2021.
asset and leverage it to achieve their environmental objectives. Such 01.024
an arrangement can work wonders for GRI and thus EnvP if the Aboramadan, M. (2020). The effect of green HRM on employee green
GHRM practices receive unconditional commitment and support from behaviors in higher education: The mediating mechanism of green
work engagement. International Journal of Organizational Analysis,
top management. Additionally, we suggest that firms should not stop
30(1), 7–23. https://doi.org/10.1108/IJOA-05-2020-2190
at merely conducting exploitative GRI that improves current processes Aftab, J., Sarwar, H., Kiran, A., Qureshi, M. I., Ishaq, M. I., Ambreen, S., &
and products to make them eco-friendly but also focus on an explor- Kayani, A. J. (2022). Ethical leadership, workplace spirituality, and job
atory GRI that could perhaps reverse adverse environmental damage satisfaction: Moderating role of self-efficacy. International Journal of
Emerging Markets, ahead-of-print. https://doi.org/10.1108/IJOEM-07-
and positively influence the environment in the future.
2021-1121
Third, our study established that the GRI and EnvP relationship Agyabeng-Mensah, Y., Ahenkorah, E., Afum, E., Agyemang, A. N.,
positively moderates the presence of firms' ESTR. This shows that Agnikpe, C., & Rogers, F. (2020). Examining the influence of internal
firms' ESTR is essential in achieving environmental goals. If the firm green supply chain practices, green human resource management, and
supply chain environmental cooperation on firm performance. Supply
has proactive ESTR, it could create a conducive environment for GRI
Chain Management, 25(5), 585–599. https://doi.org/10.1108/SCM-
practices, which in turn improves EnvP. Alternatively, the absence of 11-2019-0405
ESTR or the lack of participation could hamper the firms' environmen- Ahmad, F., Draz, M. U., & Yang, S. C. (2018). Causality nexus of exports,
tal targets. Therefore, we suggest that firms should develop and FDI and economic growth of the ASEAN5 economies: Evidence from
panel data analysis. Journal of International Trade and Economic Devel-
strictly follow ESTR and integrate it with GRI to reduce negative envi-
opment, 27(6), 685–700. https://doi.org/10.1080/09638199.2018.
ronmental impacts, if any, and enhance EnvP.
1426035
Ahmad, S. (2015). Green human resource management: Policies and prac-
tices. Cogent Business & Management, 2(1), 1, 1030817–13. https://
6.3 | Limitations and future research directions doi.org/10.1080/23311975.2015.1030817
Albino, V., Balice, A., & Dangelico, R. M. (2009). Environmental strategies
and green product development: An overview on sustainability-driven
Despite notable implications, this study has some limitations, and we companies. Business Strategy and the Environment, 18(2), 83–96.
discuss them here to provide future research directions. Bloom and https://doi.org/10.1002/bse.638
Reenen (2010) wrote that management practices vary across firms, Albort-Morant, G., Henseler, J., Leal-Millán, A., & Cepeda-Carrio n, G.
(2017). Mapping the field: A bibliometric analysis of green innovation.
sectors and countries. Keeping this view in mind, we conducted this
Sustainability (Switzerland), 9(6), 1–15. https://doi.org/10.3390/
research focusing on the manufacturing industry in Pakistan. It is pos- su9061011
sible that GHRM practices may vary across manufacturing and non- Albort-Morant, G., Leal-Millán, A., & Cepeda-Carrio n, G. (2016). The ante-
manufacturing sectors, as well as developing and developed countries, cedents of green innovation performance: A model of learning and
capabilities. Journal of Business Research, 69(11), 4912–4917. https://
and thus, it limits the generalisability of this study. As a result, future
doi.org/10.1016/j.jbusres.2016.04.052
researchers may consider extending our conceptual framework to Albort-Morant, G., Leal-Rodríguez, A. L., & De Marchi, V. (2018). Absorp-
non-manufacturing sectors and developed countries. Furthermore, we tive capacity and relationship learning mechanisms as complementary
used perceptual or primary data, which can sometimes fail to provide drivers of green innovation performance. Journal of Knowledge Man-
agement, 22(2), 432–452. https://doi.org/10.1108/JKM-07-2017-
a complete picture of the situation. We suggest including organisa-
0310
tions' secondary environmental data to improve the study results. Alnajdawi, S., Emeagwali, O. L., & Elrehail, H. (2017). The interplay among
Moreover, similarly to the vast majority of empirical surveys, only green human resource practices, organization citizenship behavior for
some selected determinants of the variables were investigated and the environment and sustainable corporate performance: Evidence
from Jordan. Journal of Environmental Accounting and Management,
measured, even though both could exist in the scientific literature,
5(3), 171–184. https://doi.org/10.5890/JEAM.2017.09.001
and different ones could be practised. Future empirical studies could
Amrutha, V. N., & Geetha, S. N. (2020). A systematic review on green
enlarge these determinants in order to add new evidence to our human resource management: Implications for social sustainability.
results. Journal of Cleaner Production, 247, 119131. https://doi.org/10.1016/j.
jclepro.2019.119131
Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in
ACKNOWLEDGEMEN TS
practice: A review and recommended two-step approach. Psychological
Open Access Funding provided by Universita degli Studi di Roma La Bulletin, 103(3), 411–423. https://doi.org/10.1037/0033-2909.103.
Sapienza within the CRUI-CARE Agreement. 3.411
1794 AFTAB ET AL.
Ansari, N. Y., Farrukh, M., & Raza, A. (2021). Green human resource sustainable development. Business Strategy and the Environment, 30(5),
management and employees pro-environmental behaviors: Examining 2621–2636. https://doi.org/10.1002/bse.2767
the underlying mechanism. Corporate Social Responsibility and Environ- Castellano, R., Punzo, G., Scandurra, G., & Thomas, A. (2022). Exploring
mental Management, 28(1), 229–238. https://doi.org/10.1002/csr. antecedents of innovations for small-and medium-sized enterprises'
2044 environmental sustainability: An interpretative framework. Business
Anwar, N., Nik Mahmood, N. H., Yusliza, M. Y., Ramayah, T., Noor Strategy and the Environment, 31(4), 1730–1748. https://doi.org/10.
Faezah, J., & Khalid, W. (2020). Green human resource management 1002/bse.2980
for organizational citizenship behavior towards the environment and Centobelli, P., Cerchione, R., & Esposito, E. (2020). Pursuing supply chain
environmental performance on a university campus. Journal of Cleaner sustainable development goals through the adoption of green prac-
Production, 256, 120401. https://doi.org/10.1016/j.jclepro.2020. tices and enabling technologies: A cross-country analysis of LSPs.
120401 Technological Forecasting and Social Change, 153, 119920. https://doi.
Ari, E., Karatepe, O. M., Rezapouraghdam, H., & Avci, T. (2020). A concep- org/10.1016/j.techfore.2020.119920
tual model for green human resource management: Indicators, differ- Chang, C. H. (2011). The influence of corporate environmental ethics on
ential pathways, and multiple pro-environmental outcomes. competitive advantage: The mediation role of green innovation. Jour-
Sustainability (Switzerland), 12(17), 7089. https://doi.org/10.3390/ nal of Business Ethics, 104(3), 361–370. https://doi.org/10.1007/
su12177089 s10551-011-0914-x
Ateş, M. A., Bloemhof, J., Van Raaij, E. M., & Wynstra, F. (2012). Proactive Chen, Y., Tang, G., Jin, J., Li, J., & Paillé, P. (2015). Linking market orienta-
environmental strategy in a supply-chain context: The mediating role tion and environmental performance: The influence of environmental
of investments. International Journal of Production Research, 50(4), strategy, employee's environmental involvement, and environmental
1079–1095. https://doi.org/10.1080/00207543.2011.555426 product quality. Journal of Business Ethics, 127(2), 479–500. https://
Bandura, A. (1986). Social foundations of thought and action. Prentice-Hall doi.org/10.1007/s10551-014-2059-1
inc. Chen, Y. S., & Chang, C. H. (2013). The determinants of green product
Banerjee, S. B., Iyer, E. S., & Kashyap, R. K. (2003). Corporate environmen- development performance: Green dynamic capabilities, green transfor-
talism: Antecedents and influence of industry type. Journal of Market- mational leadership, and green creativity. Journal of Business Ethics,
ing, 67(2), 106–122. https://doi.org/10.1509/jmkg.67.2.106.18604 116(1), 107–119. https://doi.org/10.1007/s10551-012-1452-x
Bansal, P., & Roth, K. (2000). Why companies go green: Responsiveness. Chen, Y. S., Lai, S. B., & Wen, C. T. (2006). The influence of green innova-
Academy of Management, 43(4), 717–736. tion performance on corporate advantage in Taiwan. Journal of Busi-
Bernauer, T., Engels, S., Kammerer, D., & Seijas, J. (2007). Explaining green ness Ethics, 67(4), 331–339. https://doi.org/10.1007/s10551-006-
innovation: Ten years after Porter's win-win proposition: How to 9025-5
study the effects of regulation on corporate environmental innova- Cherian, J., & Jacob, J. (2012). Green marketing: A study of consumers'
tion? Politische Vieteljahresschrift, 32, 323–341. attitude towards environment friendly products. Asian Social Science,
Berrone, P., & Gomez-Mejia, L. R. (2009). Environmental performance and 8(12), 117–126. https://doi.org/10.5539/ass.v8n12p117
executive compensation: An integrated agency-institutional perspec- Chin, W. W. (1998). Commentary issues and opinion on structural equa-
tive. Academy of Management Journal, 52(1), 103–126. https://doi.org/ tion modeling clear reporting. Modern Methods for Business Research
10.5465/amj.2009.36461950 Methodology for Business and Management, 22(1), vii–xvi.
Bhatt, Y., Ghuman, K., & Dhir, A. (2020). Sustainable manufacturing. Biblio- Chiou, T. Y., Chan, H. K., Lettice, F., & Chung, S. H. (2011). The influence
metrics and content analysis. Journal of Cleaner Production, 260, of greening the suppliers and green innovation on environmental per-
120988. https://doi.org/10.1016/j.jclepro.2020.120988 formance and competitive advantage in Taiwan. Transportation
Blok, V., Wesselink, R., Studynka, O., & Kemp, R. (2015). Encouraging sus- Research Part E: Logistics and Transportation Review, 47(6), 822–836.
tainability in the workplace: A survey on the pro-environmental behav- https://doi.org/10.1016/j.tre.2011.05.016
ior of university employees. Journal of Cleaner Production, 106, 55–67. Chow, W. S., & Chen, Y. (2012). Corporate sustainable development: Test-
https://doi.org/10.1016/j.jclepro.2014.07.063 ing a new scale based on the mainland Chinese context. Journal of
Bloom, N., & Reenen, J. V. (2010). Why do management practices differ Business Ethics, 105(4), 519–533. https://doi.org/10.1007/s10551-
across firms and countries? Journal of Economic Perspectives, 24(1), 011-0983-x
203–224. https://doi.org/10.1257/jep.24.1.203 Cincera, J., & Krajhanzl, J. (2013). Eco-schools: What factors influence
Boiral, O. (2009). Greening the corporation through organizational citizen- pupils' action competence for pro-environmental behavior? Journal of
ship behaviors. Journal of Business Ethics, 87(2), 221–236. https://doi. Cleaner Production, 61, 117–121. https://doi.org/10.1016/j.jclepro.
org/10.1007/s10551-008-9881-2 2013.06.030
Boiral, O., & Paillé, P. (2012). Organizational citizenship behaviour for the Claver, E., Lo pez, M. D., Molina, J. F., & Tarí, J. J. (2007). Environmental
environment: Measurement and validation. Journal of Business Ethics, management and firm performance: A case study. Journal of Environ-
109(4), 431–445. https://doi.org/10.1007/s10551-011-1138-9 mental Management, 84(4), 606–619. https://doi.org/10.1016/j.
Boiral, O., Paillé, P., & Raineri, N. (2015). The nature of employees' pro- jenvman.2006.09.012
environmental behaviors. In J. L. Robertson & J. Barling (Eds.), The psy- Cohen, J. (1988). Statistical power analysis for the behavioral sciences.
chology of green organizations (pp. 12–32). Oxford Academic. https:// Routledge.
doi.org/10.1093/acprof:oso/9780199997480.003.0002 Cohen, L., Manion, L., & Morrison, K. (2000). Research methods in educa-
Brislin, R. W. (1986). The wording and translation of research instruments. tion. Routledge.
In W. J. Lonner & J. W. Berry (Eds.), Field methods in cross-cultural Collins, C. J. (2021). Expanding the resource-based view model of strategic
research (pp. 137–164). Sage Publications, Inc. human resource management. The International Journal of Human
Cao, H., & Chen, Z. (2019). The driving effect of internal and external envi- Resource Management, 32(2), 331–358. https://doi.org/10.1080/
ronment on green innovation strategy-The moderating role of top 09585192.2019.1711442
management's environmental awareness. Nankai Business Review Inter- Dai, J., Cantor, D. E., & Montabon, F. L. (2017). Examining corporate envi-
national, 10(3), 342–361. https://doi.org/10.1108/NBRI-05-2018- ronmental proactivity and operational performance: A strategy-
0028 structure-capabilities-performance perspective within a green context.
Carfora, A., Scandurra, G., & Thomas, A. (2021). Determinants of environ- International Journal of Production Economics, 193, 272–280. https://
mental innovations supporting small-and medium-sized enterprises doi.org/10.1016/j.ijpe.2017.07.023
AFTAB ET AL. 1795
Darnall, N., Henriques, I., & Sadorsky, P. (2008). Do environmental man- Francoeur, V., Paillé, P., Yuriev, A., & Boiral, O. (2021). The measurement
agement systems improve business performance in an international of green workplace behaviors: A systematic review. Organization and
setting? Journal of International Management, 14(4), 364–376. https:// Environment, 34(1), 18–42. https://doi.org/10.1177/
doi.org/10.1016/j.intman.2007.09.006 1086026619837125
de Saá-Pérez, P., & Díaz-Díaz, N. L. (2010). Human resource management Fu, N., Flood, P. C., Bosak, J., Morris, T., & O'Regan, P. (2015). How do
and innovation in the Canary Islands: An ultra-peripheral region of the high-performance work systems influence organizational innovation in
European Union. International Journal of Human Resource Management, professional service firms? Employee Relations, 37(2), 209–231.
21(10), 1649–1666. https://doi.org/10.1080/09585192.2010. https://doi.org/10.1108/ER-10-2013-0155
500488 Geisser, S. (1974). A predictive approach to the random effect model. Bio-
de Winne, S., & Sels, L. (2010). Interrelationships between human capital, metrika, 61(1), 101–107. https://doi.org/10.1093/biomet/61.1.101
HRM, and innovation in Belgian start-ups aiming at an innovation Gerhart, B. (2005). Human resources and business performance: Findings,
strategy. International Journal of Human Resource Management, 21(11), unanswered questions, and an alternative approach. Management
1863–1883. https://doi.org/10.1080/09585192.2010.505088 Revue, 16(2), 174–185. https://doi.org/10.5771/0935-9915-2005-
Djellal, F., & Gallouj, F. (2016). Service innovation for sustainability: Paths 2-174
for greening through service innovation. In M. Toivonen (Ed.), Service Gilal, F. G., Ashraf, Z., Gilal, N. G., Gilal, R. G., & Channa, N. A. (2019). Pro-
innovation (pp. 187–215). Springer. https://doi.org/10.1007/978-4- moting environmental performance through green human resource
431-54922-2_9 management practices in higher education institutions: A moderated
Dubey, R., Gunasekaran, A., & Samar Ali, S. (2015). Exploring the relation- mediation model. Corporate Social Responsibility and Environmental
ship between leadership, operational practices, institutional pressures Management, 26(6), 1579–1590. https://doi.org/10.1002/csr.1835
and environmental performance: A framework for the green supply Götz, O., Liehr-Gobbers, K., & Krafft, M. (2010). Evaluation of structural
chain. International Journal of Production Economics, 160, 120–132. equation models using the partial least squares (PLS) approach. In V.
https://doi.org/10.1016/j.ijpe.2014.10.001 Esposito Vinzi, W. Chin, J. Henseler, & H. Wang (Eds.), Handbook of
DuBois, C. L., & Dubois, D. A. (2012). Strategic HRM as social design for partial least squares (pp. 691–711). Springer. https://doi.org/10.1007/
environmental sustainability in the organization. Human Resource Man- 978-3-540-32827-8_30
agement, 51(6), 799–826. https://doi.org/10.1002/hrm.21504 Guerci, M., Longoni, A., & Luzzini, D. (2016). Translating stakeholder pres-
Dumont, J., Shen, J., & Deng, X. (2017). Effects of green HRM practices on sures into environmental performance – The mediating role of green
employee workplace green behavior: The role of psychological green HRM practices. International Journal of Human Resource Management,
climate and employee green values. Human Resource Management, 27(2), 262–289. https://doi.org/10.1080/09585192.2015.1065431
56(4), 613–627. https://doi.org/10.1002/hrm.21792 Gunasekaran, A., & Spalanzani, A. (2012). Sustainability of manufacturing
Dyer, L., & Reeves, T. (1995). Human resource strategies and firm perfor- and services: Investigations for research and applications. International
mance: What do we know and where do we need to go? International Journal of Production Economics, 140(1), 35–47. https://doi.org/10.
Journal of Human Resource Management, 6(3), 656–670. 1016/j.ijpe.2011.05.011
El-Kassar, A. N., & Singh, S. K. (2019). Green innovation and organizational Hair, J. F. Jr., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2014). A primer
performance: The influence of big data and the moderating role of on partial least squares structural equation modeling (PLS-SEM). Sage
management commitment and HR practices. Technological Forecasting publications.
and Social Change, 144, 483–498. https://doi.org/10.1016/j.techfore. Hair, J. F. Jr., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2021). A primer
2017.12.016 on partial least squares structural equation modeling. Long Range Plan-
Elshaer, I. A., Sobaih, A. E. E., Aliedan, M., & Azzaz, A. M. S. (2021). The ning, 46(1–2), 184–185.
effect of green human resource management on environmental per- Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use
formance in small tourism enterprises: Mediating role of pro- and how to report the results of PLS-SEM. European Business Review,
environmental behaviors. Sustainability (Switzerland), 13(4), 1–17. 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203
https://doi.org/10.3390/su13041956 Hameed, Z., Khan, I. U., Islam, T., Sheikh, Z., & Khan, S. U. (2019). Corpo-
Evans, S., Vladimirova, D., Holgado, M., Van Fossen, K., Yang, M., rate social responsibility and employee pro-environmental behaviors.
Silva, E. A., & Barlow, C. Y. (2017). Business model innovation for sus- South Asian Journal of Business Studies, 8(3), 246–265. https://doi.org/
tainability: Towards a unified perspective for creation of sustainable 10.1108/SAJBS-10-2018-0117
business models. Business Strategy and the Environment, 26(5), 597– Hart, S. L. (1995). A natural-resource-based view of the firm. Academy of
608. https://doi.org/10.1002/bse.1939 Management, 20(4), 115–135.
Farrukh, M., Ansari, N., Raza, A., Wu, Y., & Wang, H. (2022). Fostering Hart, S. L., & Dowell, G. (2011). A natural-resource-based view of the firm:
employee's pro-environmental behavior through green transforma- Fifteen years after. Journal of Management, 37(5), 1464–1479. https://
tional leadership, green human resource management, and environ- doi.org/10.1177/0149206310390219
mental knowledge. Technological Forecasting and Social Change, 179, Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for asses-
121643. https://doi.org/10.1016/j.techfore.2022.121643 sing discriminant validity in variance-based structural equation model-
Fawehinmi, O., Yusliza, M. Y., Mohamad, Z., Noor Faezah, J., & ing. Journal of the Academy of Marketing Science, 43(1), 115–135.
Muhammad, Z. (2020). Assessing the green behavior of academics: https://doi.org/10.1007/s11747-014-0403-8
The role of green human resource management and environmental Hu, L., & Bentler, P. M. (1998). Fit indices sensitivity to misspecification.
knowledge. International Journal of Manpower, 41(7), 879–900. Psychological Methods, 3(4), 424–453. https://doi.org/10.1037/1082-
https://doi.org/10.1108/IJM-07-2019-0347 989X.3.4.424
Feng, T., Zhao, G., & Su, K. (2014). The fit between environmental manage- Huang, Y.-C., Ding, H.-B., & Kao, M.-R. (2009). Salient stakeholder voices:
ment systems and organizational learning orientation. International Family business and green innovation adoption. Journal of Manage-
Journal of Production Research, 52(10), 2901–2914. https://doi.org/10. ment & Organization, 15(3), 309–326. https://doi.org/10.5172/jmo.
1080/00207543.2013.857055 2009.15.3.309
Fousteris, A. E., Didaskalou, E. A., Tsogas, M. M. H., & Georgakellos, D. A. Jia, J., Liu, H., Chin, T., & Hu, D. (2018). The continuous mediating effects
(2018). The environmental strategy of businesses as an option under of GHRM on employees' green passion via transformational leadership
recession in Greece. Sustainability (Switzerland), 10(12), 1–19. https:// and green creativity. Sustainability (Switzerland), 10(9), 3237. https://
doi.org/10.3390/su10124399 doi.org/10.3390/su10093237
1796 AFTAB ET AL.
Jiménez-Jiménez, D., & Sanz-Valle, R. (2008). Could HRM support organi- Lo, S. H., Peters, G. J. Y., & Kok, G. (2012). A review of determinants of
zational innovation? International Journal of Human Resource Manage- and interventions for proenvironmental behaviors in organizations.
ment, 19(7), 1208–1221. https://doi.org/10.1080/ Journal of Applied Social Psychology, 42(12), 2933–2967. https://doi.
09585190802109952 org/10.1111/j.1559-1816.2012.00969.x
Kammerer, D. (2009). The effects of customer benefit and regulation on pez-Gamero, M. D., Molina-Azorín, J. F., & Claver-Cortés, E. (2009). The
Lo
environmental product innovation. Empirical evidence from appliance whole relationship between environmental variables and firm perfor-
manufacturers in Germany. Ecological Economics, 68(8–9), 2285–2295. mance: Competitive advantage and firm resources as mediator vari-
https://doi.org/10.1016/j.ecolecon.2009.02.016 ables. Journal of Environmental Management, 90(10), 3110–3121.
Kangasniemi, M., Kallio, H., & Pietilä, A. M. (2014). Towards environmen- https://doi.org/10.1016/j.jenvman.2009.05.007
tally responsible nursing: A critical interpretive synthesis. Journal of MacDuffie, J. P. (1995). Human resource bundles and manufacturing per-
Advanced Nursing, 70(7), 1465–1478. https://doi.org/10.1111/jan. formance: Flexible productions systems in the world auto industry.
12347 Industrial and Labor Relations Review, 48(2), 197–221. https://doi.org/
Khan, S. J., Kaur, P., Jabeen, F., & Dhir, A. (2021). Green process innova- 10.1177/001979399504800201
tion: Where we are and where we are going. Business Strategy and the Malik, M. S., Ali, K., Kausar, N., & Chaudhry, M. A. (2021). Enhancing envi-
Environment, 30(7), 3273–3296. https://doi.org/10.1002/bse.2802 ronmental performance through green HRM and green innovation:
Kim, A., & Jackson, S. E. (2017). Multilevel influences on voluntary work- Examining the mediating role of green creativity and moderating role
place green behavior: Individual differences, leader behavior, and cow- of a green shared vision. Pakistan Journal of Commerce and Social Sci-
orker advocacy. Journal of Management, 43(3), 1335–1358. https:// ences (PJCSS), 15(2), 265–285.
doi.org/10.1177/0149206314547386 Masri, H. A., & Jaaron, A. A. M. (2017). Assessing green human resources
Kim, S. H., Kim, M., Han, H. S., & Holland, S. (2016). The determinants of management practices in Palestinian manufacturing context: An empir-
hospitality employees' pro-environmental behaviors: The moderating ical study. Journal of Cleaner Production, 143, 474–489. https://doi.
role of generational differences. International Journal of Hospitality org/10.1016/j.jclepro.2016.12.087
Management, 52, 56–67. https://doi.org/10.1016/j.ijhm.2015.09.013 Mehrajunnisa, M., Jabeen, F., Faisal, M. N., & Mehmood, K. (2021). Priori-
Kim, Y. J., Kim, W. G., Choi, H. M., & Phetvaroon, K. (2019). The effect of tizing green HRM practices from policymaker's perspective. Interna-
green human resource management on hotel employees' eco-friendly tional Journal of Organizational Analysis, 30(3), 652–678. https://doi.
behavior and environmental performance. International Journal of Hos- org/10.1108/IJOA-12-2019-1976
pitality Management, 76, 83–93. https://doi.org/10.1016/j.ijhm.2018. Mishra, R. K., Sarkar, S., & Kiranmai, J. (2014). Green HRM: Innovative
04.007 approach in Indian public enterprises. World Review of Science, Technol-
Klassen, R. D., & Whybark, D. C. (1999). The impact of environmental ogy and Sustainable Development, 11(1), 26–42. https://doi.org/10.
technologies on manufacturing performance. Academy of Management 1504/WRSTSD.2014.062374
Journal, 42(6), 599–615. Mousa, S. K., & Othman, M. (2020). The impact of green human
Ko, W. W., & Liu, G. (2017). Environmental strategy and competitive resource management practices on sustainable performance in health-
advantage: The role of small- and medium-sized enterprises' dynamic care organizations: A conceptual framework. Journal of Cleaner
capabilities. Business Strategy and the Environment, 26(5), 584–596. Production, 243, 118595. https://doi.org/10.1016/j.jclepro.2019.
https://doi.org/10.1002/bse.1938 118595
Kock, N. (2017). Common method bias: A full collinearity assessment Nanath, K., & Pillai, R. R. (2017). The influence of green IS practices on
method for PLS-SEM. In H. Latan & R. Noonan (Eds.), Partial least competitive advantage: Mediation role of green innovation perfor-
squares path modeling. Springer. mance. Information Systems Management, 34(1), 3–19. https://doi.org/
Kraus, S., Rehman, S. U., & García, F. J. S. (2020). Corporate social respon- 10.1080/10580530.2017.1254436
sibility and environmental performance: The mediating role of environ- Napathorn, C. (2022). The implementation of green human resource man-
mental strategy and green innovation. Technological Forecasting and agement bundles across firms in pursuit of environmental sustainabil-
Social Change, 160, 120262. https://doi.org/10.1016/j.techfore.2020. ity goals. Sustainable Development. Forthcoming. https://doi.org/10.
120262 1002/sd.2271
Latan, H., Chiappetta Jabbour, C. J., Lopes de Sousa Jabbour, A. B., Neri, A., Cagno, E., Di Sebastiano, G., & Trianni, A. (2018). Industrial sus-
Wamba, S. F., & Shahbaz, M. (2018). Effects of environmental strategy, tainability: Modelling drivers and mechanisms with barriers. Journal of
environmental uncertainty and top management's commitment on cor- Cleaner Production, 194, 452–472. https://doi.org/10.1016/j.jclepro.
porate environmental performance: The role of environmental man- 2018.05.140
agement accounting. Journal of Cleaner Production, 180, 297–306. O'Donohue, W., & Torugsa, N. A. (2016). The moderating effect of ‘green’
https://doi.org/10.1016/j.jclepro.2018.01.106 HRM on the association between proactive environmental manage-
Li, M., & Zhang, L. (2014). Haze in China: Current and future challenges. ment and financial performance in small firms. International Journal of
Environmental Pollution, 189, 85–86. https://doi.org/10.1016/j.envpol. Human Resource Management, 27(2), 239–261. https://doi.org/10.
2014.02.024 1080/09585192.2015.1063078
Li, S., Jayaraman, V., Paulraj, A., & Shang, K. C. (2016). Proactive environ- Oh, D. S., Phillips, F., Park, S., & Lee, E. (2016). Innovation ecosystems: A
mental strategies and performance: Role of green supply chain pro- critical examination. Technovation, 54, 1–6. https://doi.org/10.1016/j.
cesses and green product design in the Chinese high-tech industry. technovation.2016.02.004
International Journal of Production Research, 54(7), 2136–2151. Ojo, A. O., Tan, C. N. L., & Alias, M. (2020). Linking green HRM practices
https://doi.org/10.1080/00207543.2015.1111532 to environmental performance through pro-environment behavior in
Lin, R. J., Tan, K. H., & Geng, Y. (2013). Market demand, green product the information technology sector. Social Responsibility Journal, 18(1),
innovation, and firm performance: Evidence from Vietnam motorcycle 1–18. https://doi.org/10.1108/SRJ-12-2019-0403
industry. Journal of Cleaner Production, 40, 101–107. https://doi.org/ Oltra, V., & Saint Jean, M. (2009). Sectoral systems of environmental inno-
10.1016/j.jclepro.2012.01.001 vation: An application to the French automotive industry. Technologi-
Lindell, M., & Karagozoglu, N. (2001). Corporate environmental behavior - cal Forecasting and Social Change, 76(4), 567–583. https://doi.org/10.
a comparison between Nordic and US firms. Business Strategy and the 1016/j.techfore.2008.03.025
Environment, 10(1), 38–52. https://doi.org/10.1002/1099-0836 Paillé, P., Chen, Y., Boiral, O., & Jin, J. (2014). The impact of human
(200101/02)10:1<38::AID-BSE269>3.0.CO;2-C resource management on environmental performance: An employee-
AFTAB ET AL. 1797
level study. Journal of Business Ethics, 121(3), 451–466. https://doi. Intellectual Capital, 16(2), 364–389. https://doi.org/10.1108/JIC-02-
org/10.1007/s10551-013-1732-0 2015-0016
Pakistan Bureau of Statistics. (2021). Key findings of labor force survey Roscoe, S., Subramanian, N., Jabbour, C. J., & Chong, T. (2019). Green
2020-21. https://www.pbs.gov.pk/sites/default/files//Labour% human resource management and the enablers of green organizational
20Force/publications/lfs2020_21/Key_Findings_of_Labour_Force_ culture: Enhancing a firm's environmental performance for sustainable
Survey_2020-21.pdf development. Business Strategy & the Environment, 28(5), 737–749.
Pakistan Ministry of Finance. (2021). Economic survey of Pakistan https://doi.org/10.1002/bse.2277
2020-2021. https://www.finance.gov.pk/survey/chapters_21/PES_ Rubel, M. R. B., Kee, D. M. H., & Rimi, N. N. (2020). The influence of green
2020_21.pdf HRM practices on green service behaviors: The mediating effect of
Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational green knowledge sharing. Employee Relations, 43(5), 996–1015.
research: Problems and prospects. Journal of Management, 12(4), 531– https://doi.org/10.1108/ER-04-2020-0163
544. https://doi.org/10.1177/014920638601200408 Rubel, M. R. B., Kee, D. M. H., & Rimi, N. N. (2021). Green human resource
Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for esti- management and supervisor pro-environmental behavior: The role of
mating indirect effects in simple mediation models. Behavior Research green work climate perceptions. Journal of Cleaner Production,
Methods, Instruments, & Computers, 36(4), 717–731. https://doi.org/ 313(May), 127669. https://doi.org/10.1016/j.jclepro.2021.127669
10.3758/BF03206553 Saeed, B. B., Afsar, B., Hafeez, S., Khan, I., Tahir, M., & Afridi, M. A. (2019).
Qi, G. Y., Shen, L. Y., Zeng, S. X., & Jorge, O. J. (2010). The drivers for con- Promoting employee's pro-environmental behavior through green
tractors' green innovation: An industry perspective. Journal of Cleaner human resource management practices. Corporate Social Responsibility
Production, 18(14), 1358–1365. https://doi.org/10.1016/j.jclepro. and Environmental Management, 26(2), 424–438. https://doi.org/10.
2010.04.017 1002/csr.1694
Rahman, S., & Bakar, N. A. (2019). Manufacturing sector in Pakistan: A Saifulina, N., Carballo-penela, A., & Ruzo-Sanmartín, E. (2020). Sustainable
comprehensive review for the future growth and development. HRM and green HRM: The role of green HRM in influencing employee
Pakistan Journal of Humanities and Social Sciences, 7(1), 77–91. https:// pro-environmental behavior at work. Journal of Sustainability Research,
doi.org/10.52131/pjhss.2019.0701.0073 2(3), 1–25.
Ren, S., Tang, G., & Jackson, S. E. (2018). Green human resource manage- Sawang, S., & Kivits, R. A. (2014). Greener workplace: Understanding
ment research in emergence: A review and future directions. Asia senior management's adoption decisions through the theory of
Pacific Journal of Management, 35(3), 769–803. https://doi.org/10. planned behaviour. Australasian Journal of Environmental Management,
1007/s10490-017-9532-1 21(1), 22–36. https://doi.org/10.1080/14486563.2013.848418
Ren, S., Tang, G., & Jackson, S. E. (2020). Effects of green HRM and CEO Scherbaum, C. A., Popovich, P. M., & Finlinson, S. (2008). Exploring
ethical leadership on organizations' environmental performance. Inter- individual-level factors related to employee energy-conservation
national Journal of Manpower, 42(6), 961–983. https://doi.org/10. behaviors at work. Journal of Applied Social Psychology, 38(3), 818–
1108/IJM-09-2019-0414 835. https://doi.org/10.1111/j.1559-1816.2007.00328.x
Rennings, K. (2000). Redefining innovation—Eco-innovation research and Shah, N., & Soomro, B. A. (2021). Internal green integration and environ-
the contribution from ecological economics. Ecological Economics, 32, mental performance: The predictive power of proactive environmental
319–332. https://doi.org/10.1016/S0921-8009(99)00112-3 strategy, greening the supplier, and environmental collaboration with
Renwick, D. W. S., Jabbour, C. J. C., Muller-Camen, M., Redman, T., & the supplier. Business Strategy and the Environment, 30(2), 1333–1344.
Wilkinson, A. (2016). Contemporary developments in green (environ- https://doi.org/10.1002/bse.2687
mental) HRM scholarship. International Journal of Human Resource Sharma, R., Jabbour, C. J. C., & de Sousa Jabbour, A. B. L. (2020). Sustain-
Management, 27(2), 114–128. https://doi.org/10.1080/09585192. able manufacturing and industry 4.0: What we know and what we
2015.1105844 don't. Journal of Enterprise Information Management, 34(1), 230–266.
Renwick, D. W. S., Redman, T., & Maguire, S. (2013). Green human Singh, S. K., Del Giudice, M., Chierici, R., & Graziano, D. (2020). Green
resource management: A review and research agenda. International innovation and environmental performance: The role of green trans-
Journal of Management Reviews, 15(1), 1–14. https://doi.org/10.1111/ formational leadership and green human resource management. Tech-
j.1468-2370.2011.00328.x nological Forecasting and Social Change, 150, 119762. https://doi.org/
Ringle, C. M., Wende, S., & Becker, J. M. (2015). SmartPLS 3. SmartPLS 10.1016/j.techfore.2019.119762
GmbH, Boenningstedt. Journal of Service Science and Management, Solovida, G. T., & Latan, H. (2017). Linking environmental strategy to envi-
10(3), 32–49. ronmental performance: Mediation role of environmental management
Ritchie, H., Roser, M., & Rosado, P. (2020). CO₂ and greenhouse gas emis- accounting. Sustainability Accounting, Management and Policy Journal,
sions. Our World in Data. https://ourworldindata.org/co2-emissions? 8, 595–619. https://doi.org/10.1108/SAMPJ-08-2016-0046
utm_source=tri-city%20news&utm_campaign=tricity%20news%3A% Song, W., Yu, H., & Xu, H. (2020). Effects of green human resource man-
20outbound&utm_medium=referral agement and managerial environmental concern on green innovation.
Robertson, J. L., & Barling, J. (2013). Greening organizations through European Journal of Innovation Management, 24(3), 951–967. https://
leaders' influence on employees' pro-environmental behaviors. Journal doi.org/10.1108/EJIM-11-2019-0315
of Organizational Behavior, 36(2), 176–194. https://doi.org/10.1002/ Takeuchi, R., Lepak, D. P., Wang, H., & Takeuchi, K. (2007). An empirical
job.1820 examination of the mechanisms mediating between high-performance
Rodrigue, M., Magnan, M., & Boulianne, E. (2013). Stakeholders' influence work systems and the performance of Japanese organizations. Journal
on environmental strategy and performance indicators: A managerial of Applied Psychology, 92(4), 1069–1083. https://doi.org/10.1037/
perspective. Management Accounting Research, 24(4), 301–316. 0021-9010.92.4.1069
https://doi.org/10.1016/j.mar.2013.06.004 Tang, M., Walsh, G., Lerner, D., Fitza, M. A., & Li, Q. (2018). Green innova-
Rompa, I. (2011). Explorative research on sustainable human resource tion, managerial concern and firm performance: An empirical study.
management. Master's Thesis. The University of Amsterdam. https:// Business Strategy and the Environment, 27(1), 39–51. https://doi.org/
www.innovatiefinwerk.nl/sites/innovatiefinwerk.nl/files/field/bijlage/ 10.1002/bse.1981
sustainable_hrm.pdf Temminck, E., Mearns, K., & Fruhen, L. (2015). Motivating employees
Roos, G., & O'Connor, A. (2015). Government policy implications of intel- towards sustainable behavior. Business Strategy and the Environment,
lectual capital: An Australian manufacturing case study. Journal of 24(6), 402–412. https://doi.org/10.1002/bse.1827
1798 AFTAB ET AL.
Tian, Q., & Robertson, J. L. (2019). How and when does perceived CSR Young, W., Davis, M., McNeill, I. M., Malhotra, B., Russell, S.,
affect employees' engagement in voluntary pro-environmental behav- Unsworth, K., & Clegg, C. W. (2015). Changing behavior: Successful
ior? Journal of Business Ethics, 155(2), 399–412. https://doi.org/10. environmental programs in the workplace. Business Strategy and the
1007/s10551-017-3497-3 Environment, 24(8), 689–703. https://doi.org/10.1002/bse.1836
Umrani, W. A., Channa, N. A., Yousaf, A., Ahmed, U., Pahi, M. H., & Zaid, A. A., Jaaron, A. A., & Bon, A. T. (2018). The impact of green
Ramayah, T. (2020). Greening the workforce to achieve environmental human resource management and green supply chain management
performance in the hotel industry: A serial mediation model. Journal of practices on sustainable performance: An empirical study. Journal of
Hospitality and Tourism Management, 44, 50–60. https://doi.org/10. Cleaner Production, 204, 965–979. https://doi.org/10.1016/j.jclepro.
1016/j.jhtm.2020.05.007 2018.09.062
Verburg, R. M., Hartog, D. N. D., & Koopman, P. L. (2007). Configurations Zailani, S., Jeyaraman, K., Vengadasan, G., & Premkumar, R. (2012). Sus-
of human resource management practices: A model and test of inter- tainable supply chain management (SSCM) in Malaysia: A survey. Inter-
nal fit. International Journal of Human Resource Management, 18(2), national Journal of Production Economics, 140(1), 330–340. https://doi.
184–208. https://doi.org/10.1080/09585190601102349 org/10.1016/j.ijpe.2012.02.008
Vicente-Molina, M. A., Fernández-Sáinz, A., & Izagirre-Olaizola, J. (2013). Zhang, S., Wang, Z., & Zhao, X. (2019). Effects of proactive environmental
Environmental knowledge and other variables affecting pro- strategy on environmental performance: Mediation and moderation
environmental behavior: Comparison of university students from analyses. Journal of Cleaner Production, 235, 1438–1449. https://doi.
emerging and advanced countries. Journal of Cleaner Production, 61, org/10.1016/j.jclepro.2019.06.220
130–138. https://doi.org/10.1016/j.jclepro.2013.05.015 Zhou, Y., Shu, C., Jiang, W., & Gao, S. (2019). Green management, firm
Wang, Z. (2005). Organizational effectiveness through technology innova- innovations, and environmental turbulence. Business Strategy and the
tion and HRM strategies. International Journal of Manpower, 26(6), Environment, 28(4), 567–581. https://doi.org/10.1002/bse.2265
481–487. https://doi.org/10.1108/01437720510625403 Zibarras, L. D., & Coan, P. (2015). HRM practices used to promote pro-
Weng, H. H. R., Chen, J. S., & Chen, P. C. (2015). Effects of green innova- environmental behavior: A UK survey. International Journal of Human
tion on environmental and corporate performance: A stakeholder per- Resource Management, 26(16), 2121–2142. https://doi.org/10.1080/
spective. Sustainability (Switzerland), 7(5), 4997–5026. https://doi.org/ 09585192.2014.972429
10.3390/su7054997 Zollo, M., Cennamo, C., & Neumann, K. (2013). Beyond what and why:
Wu, T., Wu, Y. C. J., Chen, Y. J., & Goh, M. (2014). Aligning supply chain Understanding organizational evolution towards sustainable enterprise
strategy with corporate environmental strategy: A contingency models. Organization & Environment, 26(3), 241–259. https://doi.org/
approach. International Journal of Production Economics, 146(Part B), 10.1177/1086026613496433
220–229. https://doi.org/10.1016/j.ijpe.2013.02.027
Yang, D., Wang, A. X., Zhou, K. Z., & Jiang, W. (2019). Environmental strat-
egy, institutional force, and innovation capability: A managerial cogni-
tion perspective. Journal of Business Ethics, 159(4), 1147–1161. How to cite this article: Aftab, J., Abid, N., Cucari, N., &
https://doi.org/10.1007/s10551-018-3830-5
Savastano, M. (2023). Green human resource management
Yong, J. Y., Yusliza, M. Y., & Fawehinmi, O. O. (2019). Green human
resource management: A systematic literature review from 2007 to and environmental performance: The role of green innovation
2019. Benchmarking: An International Journal, 27(7), 2005–2027. and environmental strategy in a developing country. Business
https://doi.org/10.1108/BIJ-12-2018-0438 Strategy and the Environment, 32(4), 1782–1798. https://doi.
Yong, J. Y., Yusliza, M. Y., Ramayah, T., Chiappetta Jabbour, C. J.,
org/10.1002/bse.3219
Sehnem, S., & Mani, V. (2020). Pathways towards sustainability in
manufacturing organizations: Empirical evidence on the role of green
human resource management. Business Strategy and the Environment,
29(1), 212–228. https://doi.org/10.1002/bse.2359

Tugas Critical Review Dan Jurnal - Jurnal Yovone Marbun Nim 2391811004

Diunggah oleh

Informasi Dokumen

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Tugas Critical Review Dan Jurnal - Jurnal Yovone Marbun Nim 2391811004

Diunggah oleh

Hak Cipta:

Format Tersedia

TUGAS CRITICAL REVIEW

MANAJEMEN SUMBER DAYA MANUSIA

PERBANDINGAN CRITICAL REVIEW ARTICLE

ARTIKEL PENDUKUNG 1– Green human resource management and

ARTIKEL PENDUKUNG 2– Towards sustainable development in the

PROGRAM MAGISTER MANAJEMEN

FAKULTAS EKONOMI DAN BISNIS

INSTITUT BISNIS NUSANTARA

Tahun 2023 2022 2022

Pengaruh Gaya Kepemimpinan Transformasional dan Stres Kerja Terhadap

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

1. Analisis Outer Model

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

HASIL DAN PEMBAHASAN

Merancang Path Outer Model

Tabel 2 Outer Loadings

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Tabel 3 Average Variance Extracted (AVE)

Variabel Average Variance Extracted

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Analisa Inner Model

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Tabel 6 Path Coefficient

Gaya Kepemimpinan -0,002 -0,004 0,112 0,014 0,989

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Variabel Original Sample Standard T Statistics P Values

Implikasi Hasil Penelitian Untuk Teoritis

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Copyright @ Bela Amanda Wandasari, Retno Purwani Setyaningrum

Towards sustainable development in the hospitality sector:

Ahmad Abualigah 1 | Tamer Koburtay 2 | Islam Bourini 3 | Kamal Badar 4 |

1 | I N T RO DU CT I O N (Aboramadan & Karatepe, 2021; Bartolacci et al., 2020; Yong

Bus Strat Env. 2023;32:3217–3232. wileyonlinelibrary.com/journal/bse 3217

H1. There is a positive relationship between GHRM

According to Bakker and Demerouti (2008), engaged workers perform

TABLE 1 Factor loadings, AVE and

TABLE 2 Mean, standard deviations, intercorrelations and discriminant validity

1 2 3 4 effect between spiritual leadership and GHRM significantly predicted

TABLE 4 Results of the structural

95% CI Bias Corrected

95% CI bias corrected

Moderator (SL) Conditional indirect effect SE LL UL

Green human resource management and environmental

Junaid Aftab1 | Nabila Abid2 | Nicola Cucari3 | Marco Savastano3

1 | I N T RO DU CT I O N environmental performance and preserves an organisation's long-run

1782 wileyonlinelibrary.com/journal/bse Bus Strat Env. 2023;32:1782–1798.

FIGURE 1 Conceptual model

5 | A N A L Y S I S A N D RE S U L T S There are several justifications for choosing PLS-SEM for our

FIGURE 2 Measurement model

Abbreviation: FL, factor loadings.

FIGURE 3 Structural model

TABLE 2 Results of hypotheses

have suggested exploring employees' E-PEB in organisations (Ansari

manufacturing firms have to invest in GHRM practices and regard OR CID

Anda mungkin juga menyukai