Impact of Green HRM Practices On Sustainable Performance: Mediating Role of Green Innovation, Green Culture, and Green Employees' Behavior

Environmental Science and Pollution Research (2023) 30:88524–88547
https://doi.org/10.1007/s11356-023-28498-6
RESEARCH ARTICLE
Impact of green HRM practices on sustainable performance:

mediating role of green innovation, green culture, and green
employees’ behavior
Muhammad Asim Shahzad1 · Du Jianguo1 · Muhammad Junaid1
Received: 24 April 2023 / Accepted: 25 June 2023 / Published online: 12 July 2023
© The Author(s), under exclusive licence to Springer-Verlag GmbH Germany, part of Springer Nature 2023
Abstract
The concept of sustainability in the context of human resource management (HRM), or more precisely, green HRM, has
significantly transformed in recent years. Human resources are an important and valuable asset of a firm. In this research,
green HRM is concentrated on the areas where HRM is held accountable for the company’s sustainability initiatives. The
research examines the effects of green HRM on organizational performance in China while considering the mediating roles
of green innovation (GI), green employee behavior (GEB), and organizational culture. The data was gathered from 316 HR
specialists working in various Chinese manufacturing businesses to meet the study’s goals. A self-administered question-
naire utilizing the preexisting scale is used to obtain the data (detail is provided in Table 1). The smart PLS 4 structural
equation modeling approach is applied for the data analysis. The study results indicate that green HRM practices influence
green innovation (GI), green culture (GC), and green employee behavior (GEB). Furthermore, results also suggest that GI,
GC, and GEB influence the organization’s sustainable performance (SP). The research has several theoretical, methodologi-
cal, and practical ramifications for many stakeholders, including the Chinese security exchange commissions, firms’ senior
management, academics, and HR specialists.
Keywords Green HRM practices · Green innovation · Green culture · Green employee behavior · Sustainable performance
Introduction laws and regulations are designed and supported by NGOs

and the government. These rules and regulations consider
Concerns about climate change have been shown to rise the negative consequences of companies in terms of pollu-
in recent years. In the twenty-first century, environmental tion, poisonous chemicals, and other waste products. Also,
issues have attracted more attention globally (Herrera and de these rules and initiatives seek to reduce how destructive
las Heras-Rosas, 2020; Yong, Yusliza, Ramayah, Chiappetta environmental issues are to communities, cultures, and liv-
Jabbour, et al. 2019). International environmentalism’s need ing things (Christmann and Taylor, 2002; Srivastava, 2007;
to halt climate change has also been recognized through Zhu et al. 2008). It has been noted that companies within the
specific treaties (Rashid et al. 2021; Shah, 2019). To slow existing situation, particularly in the context of China, need
down and stop the depletion of natural resources, various to find methods and approaches to cope with the current eco-
nomic problems and the environment while reducing their
Responsible Editor: Arshian Sharif ecological footprints. Companies must increasingly focus on
social, environmental, and economic concerns and maximize
* Muhammad Asim Shahzad shareholder wealth to gain legitimacy, a social license to
[email protected]
operate, long-term success, and survival (Daily et al. 2009;
Du Jianguo Govindarajulu and Daily, 2004; Jamal et al. 2021). A capable
[email protected]
leader must systematically develop and implement corpo-
Muhammad Junaid rate sustainability plans (Glavas et al. 2010). Since the idea
[email protected] of “Green” has been integrated into the business strategy,
1
School of Management, Jiangsu University, Zhenjiang, sustainability issues are quickly raising the priority list of
China corporate executives. Yet, most practitioners are still uneasy
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with the human resource component of the field (Beer and more sustainable via green HRM practices. The study’s con-
Eisenstat, 1996). Meanwhile, businesses may boost their textual factors were given so much attention (Shah, 2019).
brand recognition and increase market competitiveness via Consequently, this research explores the effects of SP, GI,
GPDI (Weng et al. 2015) by using green intellectual capital and HRM. Also, very little research has been done on the
as environmental awareness among stakeholders increases significance of GC, GI, and employee behavior in the Chi-
significantly (Mansoor et al. 2021). Intellectual capital is a nese environment. Even though there is a wide range of
group of intangible assets like resources, capabilities, and literature on the subject of green HRM and corporate sus-
competences that improve a firm’s performance and value. tainability, there is still uncertainty regarding the effective
Intellectual capital, an intangible asset, includes people’s and successful implementation of green HRM and corpo-
knowledge, skills, competencies, experience, ability, and rate sustainability performance of the firms for achieving
customer relationships that help organizations compete (S. the ultimate GC in the business context (Patel, 2018; Rashid
U. Rehman et al. 2022). et al. 2021; Rothenberg et al. 2017). Members are important
Over the past 30 years, GHRM has evolved. Job seekers change agents in this process because green culture can alter
frequently favor environmentally conscientious businesses current organizational thinking (S. U. Rehman et al. 2023).
(S. U. Rehman et al. 2021). The introduction of sustain- This study analyzed the extensive and relevant literature that
ability in the framework of HRM, or more precisely, green addressed many elements of green HRM to determine how
HRM, has lately resulted in significant changes to human human resource policies may be created in firms to become
resources as a valued and significant asset of a firm. This green. Global challenges, including environmental degrada-
study’s “green HRM” discussion focuses on where HRM tion, social group marginalization, and innovation in both
is held accountable for the organization’s environmental public and private settings, are constantly at the forefront of
management. To further improve employee morale and sat- the sustainability discussion. A criterion for development
isfaction, Mampra (2013) defines green HRM as the policies is necessary to treat social, economic, and environmental
and actions that channel resources sustainably and for the issues equally.
cause of environmentalism. Others define green HRM as Moreover, a connection between feasibility and actions
using HRM policies, processes, practices, and philosophies taken within the framework of a company must be created.
to enhance corporate resources sustainably and prevent any Private and public groups have historically been at the fore-
damage caused by environmental issues inside the enterprise front of bringing about social and environmental changes,
(Zoogah et al. 2011). By attaining green goals and green notably the most severe and dangerous forms of global
initiatives across the whole recruiting, selection, training and warming. Given this, various stakeholders, including the
development, remuneration, and employee relation process, public, the government, regulatory agencies, the academic
green HRM and productivity of the green HRM support community, and the media, look to companies to improve
GC and GI in the firm (Dutta 2012; Shah 2019). The HR society or clean up the mess they cause regarding noise,
procedures implement the necessary green HR policies (D. air, and other forms of pollution. According to the stake-
Renwick et al. 2008a). Hence, the significance of human holder perspective, which holds that businesses are respon-
capital for achieving goals connected to sustainable business sible for any harm they do to society, the environment, or
performance cannot be understated (Sudin, 2011). natural resources, these expectations are also legitimate and
The failure of a firm is cited as a result of poor employee reasonable.
participation, selection, remuneration, and recruiting practices On the other hand, an agency approach assumes that busi-
(Huselid, 1995). As a consequence, the HR function may nesses were founded to generate money, not to provide social
bring about organizational transformation. In this period of services. The strategy assumes managers should increase
fast growth, it is necessary to acknowledge that there are new company profitability to maximize returns to sharehold-
areas, such as the intersection of sustainability and HRM. To ers. Furthermore, according to earlier research, GC and
effectively execute organizational strategy, it is essential to employee behavior efficiently create and implement struc-
synchronize HR systems (Jackson et al. 2011a). Cherian and tural and cultural changes that will promote sustainability
Jacob (2012) observed that emphasizing staff orientation, inside businesses (Jamal et al. 2021). So, this research aims
motivation, recruiting, and incentives might help implement to determine if green HRM, as a mechanism of sustain-
green projects effectively. Findings show that modifications in ability, enhances sustainable organizational performance.
HRM practices are necessary to hire the best people for green The research also investigates how GC, innovation, and
performance (Opatha, 2013). Incorporating GI, employee employee behavior influence the relation between G_HRM
behavior, and corporate culture, green HRM practices are and SP. The research would bring knowledge for policy and
essential to sustainable company growth (Aykan, 2017a). practice in addition to addressing the identified gap in the lit-
In China, relatively little research has been done on the erature, particularly by examining the novel mediators in the
study’s practical applications that may aid firms in becoming link between green HRM and organizational performance.
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The conceptual framework is important because it uses a and Clark, 2007). It should not surprise that most HR theo-
holistic approach and handles several fresh linkages that rists employed RBV to investigate how human resources
have never been studied by the preceding literature or tried, affect organizational performance since they are socially
save in fragments. complicated (Wright and McMahan, 1992; Yong, Yusliza,
If a company’s human resource policies and plans align Ramayah, Chiappetta Jabbour, et al. 2019a). To establish
with and are compatible with its environmental management significant enterprises, Pacific Humanoids will invest in
policies and strategies, will they be successful (Rashid et al. human capital to improve awareness of crucial human fac-
2021; Shah, 2019; Yong, Yusliza, Ramayah, and Fawehinmi, tors while adopting new organizational techniques (Becker
2019)? Employers’ environmental plans and policies might and Huselid, 2006; Wright et al. 1994) to enhance organi-
align with their workforce via various initiatives, such as zational performance (Delaney and Huselid 1996) and to
GHRM (Gholami et al. 2016). Unfortunately, green HRM keep businesses at a competitive edge that will be difficult
is only practiced in a few regions or countries worldwide, for rivals to replicate.
such as Europe (L. D. Zibarras and Coan, 2015) and Aus- The organization’s sustainability, GI, organizational GC,
tralia (Shen et al. 2018). Except for Malaysia (Gholami et al. and employee behaviors are supported by green HRM prac-
2016; Yong and Mohd-Yusoff, 2016) in the Asian context, tices. Similarly, G_HRM practices are required to boost
other countries, including India and Pakistan, are yet to human potential to better meet the organization’s goals.
produce seminal research in the area (Jamal et al. 2021; Resource-based reasoning is essential for these skills to
Mishra, 2017; Shah, 2019). Moreover, a significant body of evolve over time and for businesses to benefit from the
past work that concentrated on a few green HRM practices competitive effects of those changes (Barney 2001). RBV
did not yet result in a comprehensive, all-encompassing, or has therefore been regarded in the literature as a theoretical
integrated approach to GHRM practices. As a result, this cornerstone for the development of green HRM (Chiappetta
research provides a list of 39 green HRM practices broken Jabbour et al. 2017). Also, it was suggested (Nonaka and
down into six main divisions or sections. We determine the Takeuchi 1995) that the resource-based approach offers a
following aims and research questions based on the research thorough foundation for collaborating with many organiza-
gap. As mentioned earlier, the research defines the following tional components to produce something unique and origi-
goals to solve the issue. nal. To improve the company’s competitiveness, HR profes-
sionals must redefine their job as internal consultants (Allen
and Wright 2008). The future of HRM will include sustaina-
Research questions bility management, as was previously stated. Thus, the firm-
specific resources (GHRM) and the competences of GHRM,
The research questions of the study are as follows: which give an edge of competitive edge in the shape of better
organization performance, would be the consequence of sus-
1. How do GHRM practices impact GI, GC, and green tainable organization performance, GI, green organizational
employee behavior? culture, and green employee behavior, according to the RBV
2. What is the impact of GI on SP? theory (Yong, Yusliza, Ramayah, Chiappetta Jabbour, et al.
3. What is the impact of GC on SP? 2019a). The research also applies the core of the stake-
4. What is the impact of GEB on SP? holder theory, which holds that firms have duties to vari-
ous stakeholders in addition to their shareholders, including
consumers, workers, and the community (Donaldson and
Literature review Preston 1995). According to Freeman et al. (2021), every
group that has the potential to influence the accomplish-
Theoretical exposition ment of the organization’s goal is a stakeholder. The theory
goes on to define a stakeholder as someone with an interest
The resource-based view (RBV) paradigm serves as the of any kind in the issues affecting the firm in question. As a
theoretical foundation for this investigation. The RBV result, everybody directly or indirectly impacted by a firm’s
theory’s logic has mostly been applied to or employed in issues has a stake in that business and is thus a stakeholder
strategic management and related domains, where human (Werhane and Painter-Morland 2011). Hence, the stake-
resource management is the most significant. The studies holder may be closer to the business environment and have
in various contexts look at how various available resource a more direct interest in the company, such as employees
types impact the performance of the business in ways that and shareholders. Alternatively, they may be further away
are acceptable to RBV’s principles. According to the RBV and indirectly interested in the business, such as communi-
theory, businesses should have socially sophisticated and ties and individuals or entities outside the firm. According
competent resources to maintain a competitive edge (Barney to stakeholders’ theorists, stakeholder involvement may be
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seen as descriptive, normative, and practical (Donaldson and Green HRM practices
Preston 1995). The descriptive method focuses on how a
company employs its organizational strategies to meet the Green recruitment and selection
stakes of various stakeholders.
On the other hand, the normative approach is founded Nowadays, many businesses strive to provide job
on moral principles and shows how stakeholders and com- descriptions that may identify various environmental
mercial organizations should work together to carry out concerns and activities connected to the obligations
their tasks. The instrumental method explores what tran- and duties of the employment being marketed (D.
spires when a company interacts with its stakeholders in Renwick et al. 2008a). Employers that implement green,
certain ways (Mainardes et al. 2011). The research employs ecologically friendly business methods might draw
green HRM practices and other commitments as techniques potential applicants. Hence, developing a reputation as a
to enhance organizational practices and sustainability prac- “green employer” successfully attracts recruits (Arulrajah
tices in the manner described above. et al. 2015a). To encourage applicants to apply for open
The organizational culture consists of norms, standards, positions, businesses may also advertise their green image,
and codes representing an organization’s overall quality, func- environmental performance, and environmental policy. So,
tioning, and image (Harris and Crane 2002). “GC” refers to an the job description for a specific position should include the
organization’s dedication to achieving its sustainability goals environmental responsibilities associated with that position
(Ramasamy et al. 2017), establishing and developing a GC and the abilities and information applicants will need to
support and strengthening the firm’s and its workers’ com- complete environmental activities (Chaudhary 2018). Green
mitment to environmentally friendly operations and activities hiring (GH) is a significant component of GHRM practices;
(Ramasamy et al. 2017). Promoting GC inside a company also it emphasizes the need to develop a staff concerned with
involves regulating and disciplining all official and informal environmental problems, which may enhance SP (Zibarras
communication channels (Tang et al. 2018). An organization’s et al. 2015).
purpose must include considerations for organizational sus-
tainability. These procedures must be covered by the depart- Green performance management
mental budget, green-themed activities, and concern for the
well-being of staff (Gupta 2018). G_HRM methods improve A strategy known as “GPM” evaluates an employee’s
GEB toward care and protection for sustainable development. performance based on his or her actions concerning
It also promotes numerous environmental education initia- environmental management (Tseng et al. 2013). Regarding
tives and employee programs (Chaudhary 2019). It encour- green hiring, the focus is on promoting the company’s
ages staff members to participate in initiatives that could green image to attract professionals who care about
create a positive, effective, cost-effective, and ecologically the environment (Tang et al. 2018). Previous research
friendly workplace. The ideas and approaches of (GHRM) suggests that an employee’s performance management and
include setting green standards, planning for environmental appreciation in moral and monetary terms attract upper-
management-related activities and duties, educating workers edge applicants who are devoted to the environmental
as well as fostering a green interpersonal citizenship attitude, management of the business (Guerci et al. 2015), (Ahmed
informing employees with feedback every day to keep them et al. 2019).
motivated to achieve green objectives, and including them in
several green projects and programs (Renwick et al. 2013). Green training and development
According to Tseng et al. (2013), to raise workers’ desire to
adopt and enhance pro-environmental attitudes and behav- Since it helps a company’s sustainable growth, green
iors, positions should be created to motivate employees to be training and development (GTD) is a top priority (Pinzone
concerned about the environment and their surroundings and et al. 2019), also; it is important for carrying out effective
report on environmental management. According to (Jiang environmental management-related operations and cleaner
et al. 2012), HRM mainly focuses on the attitudes and behav- production (Resources et al. 2013). Employee green training
iors of workers as they relate to their jobs. Considering this, and development is crucial for environmental and social
HRM’s primary duty is to mold workers’ attitudes and actions responsibility since it will support employee commitment to
to achieve the company’s overall green strategy. Representa- environmental objectives, which is a significant component
tives participate in and get recognized for innovative envi- in enhancing the performance of EM systems (Chander et al.
ronmental performance and an organization’s efforts. Green 2020). These systems provide advantages, including less waste,
HRM influences pro-environmental workplace attitudes efficient resource use, and decreased pollution. Employee
among representatives inside the company (Chaudhary 2019). T&D in green projects will increase chances to improve green
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management since it will help organize employees’ green due to using green practices, which may improve an
goals, incentives, and skills (Florida et al. 2001) organization’s position compared to other businesses in the
industrial sector (Zhu et al. 2008). In this approach, modern
Green compensation and benefits organizations have a social obligation to balance their
economic, social, and environmental performance (Longoni
Enhancing a company’s SP (SP) will enhance its economic, et al. 2018). Green activities and behaviors like waste
social, and environmental performance (Stefan et al. 2008). elimination and recycling must be identified and practiced
Implementing a green standard and indicator is thus essen- inside an enterprise to improve long-term sustainability.
tial for enhancing (Wang et al. 2018) since doing so will Also, knowledge of the function of GHRM in sustainability
allow all workforces to incorporate environmental goals concerns is required, including developing a GC, utilizing
into action plans (Clair et al. 1996). Attaining SP (Berrone resources more efficiently, minimizing adverse environmental
and Gomez-Mejia, 2009) emphasized the significance of effects, and motivating workers to eliminate waste (Rayner
inspired environmental behaviors. Likewise, businesses and Morgan 2018). Most of the literature on green HRM
could promote environmental measures by rewarding per- focuses on industrial companies, whereas the contributions of
sonnel based on SP criteria. According to Merriman and GHRM to the service industries have not received the same
Mousa et al. (2012), indirect green remuneration gains from attention (Jabbour et al. 2013). Yet, there is a substantial gap
sustainable initiatives sufficiently justify staff members to in managing environmental effects in developing nations,
support environmental goals. The idea of sustainability is which has to be addressed in further research (Haider et al.
now a global concern and is becoming more important in 2015). According to several experts, there is also a need
HRM. Under pressure from regulators, stakeholders, rivals, for further investigation across other organizational roles,
and society, organizations have emphasized balancing eco- where only a small number of quantitative research has
nomic and environmental performance (Rehman et al. 2016). been conducted in a GHRM setting. Moreover, in advanced
As a result, there is a significant connection between research, GHRM should be examined in connection to other
economic performance, environmental management, and disciplines and cross-functions, such as sustainability.
SP. Moreover, there are a variety of HR strategies that may
improve SP (Siyambalapitiya et al. 2018). Governments, Green employee relations
communities, corporate executives, and consumers
embrace sustainability (Rayner and Morgan, 2018). Also, Giving workers a chance to engage in various environmental
evaluating the performance of the three pillars of SP— management tasks is one way to promote green participation
economic, environmental, and social factors—can impact (Renwick et al. 2013). The term “G_HRM practices”
an estimate of SP; these three pillars are evaluated equally. describes using all personnel to support sustainable practices
Researchers are starting to recognize the connection between and enhance personnel commitments and attention to
human resources (HR) and environmental sustainability sustainability challenges (Rani and Mishra 2014). GER
(Jabbour 2013); as a result, HR is viewed as having strong is the GHRM practice that is examined in this study.
practices for integrating workers with new initiatives and GER refers to actions taken by businesses to encourage
for enabling businesses to align their HR practices with employee involvement, participation, and involvement in
their environmental targets, aiding them in achieving creating reasonable solutions to environmental problems
environmental sustainability (Haddock-Millar et al. 2016). (Oyedokun, 2019). By matching workers’ skills and goals
In addition, social performance refers to the effects of with environmentally friendly practices, Das and Singh
GHRM practices on social issues; it is associated with an (2019) emphasized how important employee involvement in
organization’s and its products’ reputation from the views environmental projects is to ensure ecological sustainability.
of many stakeholders (Makov et al. 2016). According to As a result, current resources are used sustainably.
Chaudhary (2019), green initiatives help HR foster more Moreover, green HRM emphasizes the importance of
employee social responsibility. As a result, it is crucial to employee relations and union support when implementing
create and enhance SP. Dubey et al. (2018) emphasized corporate environmental management programs that may
the relevance of GHRM in enhancing sustainability, improve an organization’s SP (Arulrajah et al. 2015b).
which involves understanding environmental concerns and GER is also a strategy that offers environmentally friendly
economic and social performance. They also discussed options. Aykan (2017b) asserts that the key prerequisite for
how these programs might raise employee awareness and implementing green HRM practices is for the company to
encourage sustainable behaviors. Economic performance is internalize environmental concerns. Offering to participate
connected to improving marketing and financial performance and contribute to environmental initiatives to all employees,
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from the bottom to the top level, is one way to achieve this. the most thorough definition of GI, defining it as “hardware
Executives should coordinate with all staff members to revive or software innovation that is related to green products or
a desire to adopt green practices. In other words, employee processes, including the innovation in technologies that
relations may accomplish the company’s competencies in are involved in energy-saving, pollution-prevention, waste
reforming the organization by supporting environmental and recycling, green product designs, or corporate environmental
green concepts. Aishwarya and Thahriani (2020) mentioned management.” Researchers have put a lot of effort into
IBM UK as an example of a real-world company that employs defining GI as well as spotting its aspects. The aspects of
GER. This company’s action-team initiative provides funding GI are typically stated as being “green product innovation”
to encourage staff members and their families to participate and “green process innovation” (Achi et al. 2022; Huang and
in environmental projects. As a result, it demonstrates the Chen 2022). The definition of a “green product innovation”
existence of organizations that support GER. Also, human is “innovation that results in the design, manufacture, and
resource professionals must create a work environment where distribution of a goods with minimal or little impact on people
workers can develop their ideas (Mukherjee et al. 2020). The and the environment across its lifecycle and outperforms
result is a clear and enthusiastic workplace. Some earlier the traditional frequently used competing for alternatives”
research has also mentioned GER. According to a survey (Wagner 2013). On the other side, “advancements in
by Arora and Kaul (2020), 85% of firms allow their workers technology and processes that lead to the manufacture of
to participate in green suggestion programs. According to commodities with no or reduced environmental effect” is
Oyedokun’s (2019) findings, GER positively and significantly what is meant by “green process innovation” (Chen 2008).
affects the manufacturing industry’s ability to maintain a Researchers have attempted to examine the effect of green
competitive advantage. As a result, it becomes clear that this product and process innovation on the company’s SP, but the
factor is a major tool for gaining a competitive edge. findings are ambiguous and need more study to be clarified
Consequently, the empirical study by Jamal et al. (2021) (Afum et al. 2023; Aisjah and Prabandari 2021). Recent
showed a beneficial impact of green staff participation research has introduced the idea of green management
on business sustainability. The same applies to how GER innovation, which is seen as a new depth of GI (Burki et al.
greatly improved individual and corporate green results 2018). Green management innovation refers to managers
(Begum and Arshi 2020). However, according to Raut et al.’s changing how their organizations are run to comply with
(2020) study, green employee engagement and labor man- environmental regulations (Burki et al. 2018). Instead, green
agement relied on other factors. process innovation refers to using a company’s resources
to minimize environmental damage while manufacturing
Green innovation occurs (Sellitto et al. 2020; Wang et al. 2021). This research
focuses on green management and process improvements
GI focuses on enhancing currently available goods and since the literature is divided on how these aspects affect
procedures to make them more environmentally friendly the organization’s performance. As not every company
(Rehman et al. 2021). GI has received much attention recently, can implement green product innovation because of the
and the word is often used in literature interchangeably inherent qualities of its product, it is not covered (Huang
with other concepts like environmental, ecological, and and Chen 2022). For instance, an automobile can develop its
sustainable innovation. According to their concept of technology and produce greener goods, but the glass or leather
applicability, researchers have defined these terms. For industries cannot do the same. Since our research is focused
example, Oltra and Saint Jean (2009) defined environmental on all manufacturing sectors, green product innovation
innovation as “innovations that consist of new or modified was excluded from our study. According to the literature
processes, practices, systems, and products which benefit the study, companies must collaborate, exchange information,
environment and contribute to environmental sustainability.” transfer expertise, and create networking channels with
According to Graczyk et al. (2018), ecological innovations are external stakeholders to implement GI (Quist and Tukker,
“new goods and processes that give consumer and company 2013). GI is more frequent in companies with more effective
value but dramatically lower environmental consequences” external networks. Also, according to the DCV, GIs are
or “enterprises that provide a trinity of social, economic, and vital competencies for manufacturing companies, offering
environmental advantages.” Sustainable innovation, according benefits in the marketplace, cost reductions, and higher
to Berkowitz (2018), is defined as “socially desirable results financial returns (Afum et al. 2023). As a result, this research
addressing the requirements of the contemporary without emphasizes clarifying any uncertainties in the literature, with
compromising the potential of future generations to satisfy the study’s subsequent section developing the hypothesis.
their own requirements.” Finally, Chen et al. (2006) provide
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Green culture environmental impact. Employees can voice their ideas on

environmental management when there is regular contact,
Management teams establish a similar set of beliefs, attitudes, which promotes GEB (Robertson and Barling, 2017). Work-
and values known as an “organizational culture” to help shape ers who exhibit GEB are more likely to initiate actions to
organizational actions and mindsets toward accomplishing enhance the organization’s sustainability, encourage cow-
shared corporate objectives (Al-widi et al. 2021; Wang 2019). orkers to adopt environmentally friendly behaviors, and
“GC” (OGC) refers to an organization’s attitude toward participate in the organization’s environmental programs or
environmental conservation. So, the mission statement of activities, particularly when there is a combination of organi-
the company incorporates an employee core value, making zational outcomes (Paille et al. 2020) and leaders’ motivated
each team member feel accountable for environmental vision. Moreover, according to Amrutha and Geetha (2021),
sustainability (Abbas and Dogan 2022). Green culture is a organizational and supervisor support perceptions contribute
crucial resource for firms that can boost green performance to increased commitment to GEB. Workers try to maintain
and help them gain a competitive edge (S. U. Rehman et al. the business’ pro-environmental reputation and use caution
2023). Employees’ increased awareness of environmental while resolving environmental challenges. Researchers refer
concerns due to GC has a favorable effect on their ability to these behaviors as “GEB” since they are behaviors that
to do their jobs. Managers must be more concerned about workers engage in on their own will and are strengthened
environmental preservation to grow GC. An organization by G-HRM. G-HRM emphasizes organizational efforts to
adopting a GC fosters innovation and opposes the status quo develop a long-term interaction relationship with workers and
(Cherian et al. 2012). Also, a strong GC encourages workers generates a good green environment by including recruiting,
to critically consider environmental challenges. Establishing incentives, performance management, training and develop-
“eco-environmental values,” the basis of a specific framework ment, and employee involvement (Pellegrini et al. 2018).
for GC, may assist a company in implementing green
modifications to its processes (Tahir et al. 2020). A company’s Sustainable performance
green organizational culture may transform a pro-environment
policy into GI (Cherian et al. 2012). The greatest choice for an organization’s survival in today’s
Nonetheless, businesses that deal with environmental quickly changing environment is to have green capabilities
challenges can benefit from green corporate culture that can achieve sustainable competitive advantage and
(Al-Swidi et al. 2021). The capacity of an organization exceptional performance (S. U. Rehman et al. 2021).
to absorb green waste increases its capacity to execute Through sustainable corporate performance and cleaner
GIs (Nureen and Liu 2023). Those that work in green practices, organizations must avoid and reduce their negative
environments care more about their environment (Abbas and environmental effect. Corporate sustainability performance
Dogan 2022). Previous study shows that an OGC impacts is reflected in how well environmental protection plans
team members’ attitudes and actions in a good manner and procedures are implemented. Companies will take
toward environmental protection, which may further drive active responsibility for their obligations if environmental
workers to preserve the environment if a business can handle conservation has advantages. As a result, they will focus
environmental challenges. Consequently, workers will care more on them. As a result, both environmental preservation
about the environment more as a company’s culture becomes and economic gains will coexist. As a result, it is critical to
more environmentally conscious. According to researchers, look at the connection between SP and financial performance
businesses must adopt green organizational culture ideals effect (e.g., adopting sustainability initiatives, environmental
to generate eco-friendly products. This research uses GC protection, ecological legislation, pollution prevention
as a dividing line across GHRM practices and sustainable technology, or waste reduction methods) (Latan et al. 2018).
organizational performance due to the significance of culture To achieve this, there must be a link and harmony among the
and its influence on organizational activities. It asserts that many sustainable operations, good stakeholder management,
GC, which serves as the boundary condition, improves the and the corporate finance viewpoint. Businesses that include
connection between GHRM practices and SP. sustainability in their core strategy are more likely to have
successful corporate sustainability outcomes. In addition,
Green employee behavior the capital structure, risk exposure, and profit margins
are affected by decreased capital costs combined with
Employees are expected to communicate actively with the increased and improved access to financial and political
business and their peers by mentoring them or making rec- resources (Wang et al. 2021). Hence, the capital structure,
ommendations to assist the organization in managing its risk exposure, and profit margins are impacted by declining
13
capital costs and access to more and better social, economic, and Jimenez-Jimenez (2018), employees who are satisfied
and environmental resources (Wang et al. 2021). The SP with the organizational culture, rewards, and compensation
of the environmental firm should eventually increase as a will work effectively to achieve the organization’s SP, with
result. As a result, we think that an organization’s SP may HRM systems directly influencing innovation performance.
favor its overall performance. Employee satisfaction is also correlated to product innova-
tion and the employee’s innovative work behavior. Its effect
Hypothesis development seems to rely on the kind of innovation—a process, product,
organization, or marketing—as well as its context (Belso-
Green HRM practices and green innovation Martinez et al. 2018). Green HRM adoption is anticipated
to contribute to environmental sustainability and improve
GHRM is increasingly recognized as essential for imple- the organization’s external reputation as a good corporate
menting green practices, improving SP, and encouraging citizen. Employees are more likely to adopt actions that
long-term growth (Dragomir 2020). Literature has exam- help their firm accomplish its goals and function sustainably
ined how and when GHRM influences SP, which may give concerning the environment due to the improved corporate
firms a strategic advantage (Ali et al. 2019). For instance, image. Additionally, implementing green HRM practices
Guerci et al. (2016) noted how GHRM influences the link will probably help employees advance their skills and pro-
between SP and stakeholder demands. Studies (e.g., Harb vide them with chances to add value to green inventiveness
and Ahmed 2019) investigated the impact of GHRM on per- and creative thinking (Shen et al. 2018).
ceived SP in the manufacturing industry. GI is the desire Employees can help their organization go green by par-
and capacity of an industry to accept new ideas, practices, ticipating in GER (GER) practice. This engagement fosters
and technology and provide distinctive service offerings a positive workplace atmosphere where employees may
(Xiong et al. 2022). Literature has underlined how HRM express their opinions on pressing environmental concerns
enhances workers’ competencies, knowledge, and skills, and provide solutions (Liebowitz, 2010). Researchers such
which promotes business processes and product innovation as Boiral and Paille (2012) highlight that including workers
(Seeck and Diehl 2017). To create and sustain innovation, in the execution and creation of an environmental strategy
manufacturing companies must hire and promote people is likely to improve their capacity and knowledge to address
who actively participate in environmental initiatives (Ren- environmental issues, ultimately assisting in product and
wick et al. 2013). process and managing innovation. Employee interactions
Green training and development (GTD) strategies raise also produce eco-intrapreneurs who support the business’s
staff members’ environmental awareness, attitudes, skills, environmental innovation (Sathasivam et al. 2021). As a
and knowledge (Gim et al. 2022). They also help employees result, staff members would be better equipped to handle
become more aware of environmental challenges and green environmental issues rationally and provide chances for the
values, resolving problems that arise using green working business to achieve its sustainable objectives. Employees
practices (Aboramadan et al. 2022). Competing in the manu- may be persuaded to engage in task-related and voluntary
facturing sector requires crucial human capital and compe- green performance behaviors linked to green corporate goals
tencies exclusive to each firm and is difficult for other sectors through GER activities. GI for the environment and GER
to replicate (Zahra et al. 2020). Thus, through organizational (GER) correlate positively (Rubel et al. 2021).
employees’ training and development participation activi- GHRM practices are directly significant to GI (Wang
ties—essential for advancing the organizational performance et al. 2021). Hence, eco-friendly performance manage-
and GI—employees may acquire the knowledge and neces- ment and compensation procedures may help employees
sary skills to develop their creativity and invention. Employ- align their behavior with business objectives (Sepahvand
ees understand the links between their behaviors and how et al. 2022). Performance assessment and compensation
they affect the environment. This equips workers with the are essential HRM practices that support the growth of the
skills to identify environmental concerns, take appropriate industry’s human capital as well as innovation in products
actions to mitigate them, and develop a healthy environment and processes and managerial innovation (Amrutha and
where they learn new things that play a significant role in Geetha 2021; Arshad et al. 2022). As a consequence, the
product and process innovation (Zoogah, 2011). following hypotheses are made. Thus, the following pro-
Rekalde et al. (2017) also show that executive coaching posed hypotheses are:
significantly contributes to creating management training
methodologies and attractive benefits and compensation H1a: GRS positively influences GI.
for the organization’s employees. According to Sanz-Valle H2a: GTD positively influences GI.
13
H3a: GCB positively influences GI. improve green organizational culture and SP (Turban
H4a: GER positively influences GI. and Greening, 1997). A competent workforce devoted
H5a: GPM positively influences GI. to environmental concerns will undoubtedly be hired if
employers provide competitive pay and benefits and recruit
Green HRM practices and GC workers interested in environmental development. Similarly,
encouraging employee participation and dedication in
Organizational members are strongly concerned for environmental initiatives and providing green training,
the environment via their values, attitudes, and actions moral appreciation, and attractive compensation to enhance
engaged in a GC (Roscoe et al. 2019). As a result, human their satisfaction level may improve workers’ knowledge
resource management strategies significantly impact and abilities and growing organizations’ SP (Longoni
the adoption of contemporary sustainability practices. et al. 2018). This research thus implies that a previous
According to recent research, HRM plays a significant study has shown a positive relationship between green
role in achieving the organization’s green sustainability employees’ culture and employee relations (Roscoe et al.
goals (Jabbour et al. 2013). In particular, where GHRM 2019), demonstrating that companies with greater employee
practices emphasize the importance of creating an employee interactions may create better GCs (Pellegrini et al. 2018).
concerning environmental issues, which can enhance their Indubitably, it all comes down to how the firm manages
organizational culture, green practices are vital steps that its employees and how its executives foster a GC. The HR
support the maintenance and execution of EMs, which will department is essential in this regard (Roscoe et al. 2019),
help corporations achieve greater sustainability performance as it performs a vital function in coordinating company
(Arulrajah et al. 2015b). GHRM practices are essential for ideology with employee beliefs and actions. Therefore,
effectively promoting GC. Organizational culture, GHRM this study suggests that according to Srinivasan and Kurey
practices, and sustainable development, which depend on (2014), GPM is essential to creating leadership attention,
teamwork, green compensation and benefits, and analyzing message credibility and performance evaluation, peer
and evaluating environmental goals, can improve the SP of participation, employee empowerment and remuneration,
organizations (Jabbour et al. 2008). Adopting green practices and organizational culture transformation. GPM, for
will have tangible advantages and improve the ability to instance, encourages leaders to demonstrate excellent
attract and retain the best talent, making GHRM practices environmental management habits that often spread to the
an essential component of EMs (Patel, 2018). The following employees. Making the environment a priority, leaders
hypothesis thus investigates the beneficial connections establish environmental goals for each department and its
between GHRM practices and green corporate culture. employees to foster a GC (Roscoe et al. 2019). GC is more
Wagner (2013) presented quantitative results regarding likely to be promoted when environmental messages are
the advantages of applying GHRM practices in businesses, relevant, practical, attractive, and delivered by a credible
emphasizing a favorable correlation between green hiring authority who can be trusted (Srinivasan and Kurey, 2014).
and selection methods and a company’s GC. Moreover, by Peer participation is centered on cooperation, and firms may
aligning green hiring and selection practices with sustain- use workers’ pride in one another to motivate staff to work
ability principles, businesses can accomplish their imme- together on environmental projects and promote a GC. GPM,
diate financial and long-term sustainable goals (El-Kassar which starts with green recruiting and continues via green
and Singh 2019). Thus, we hypothesized that the HR divi- rewards, performance management, and training, essentially
sion must encourage employees to be environmentally con- brings individuals with similar environmental interests
scious and engage in pro-environmental behaviors through together. It would seem obvious that GPM is the foundation
internal training and development programs. HR can lead for the growth of GC. Accordingly, we hypothesize that:
by institutionalizing “green functions” that motivate staff
to support environmental causes. For instance, employees’ H1b: GRS positively influences the GC of firms in China.
values, beliefs, and behaviors are shaped by green hiring, H2b: GTD positively influences GC of firms in China.
rewards, performance management, and training and devel- H3b: GCB positively influences GC of firms in China.
opment. Moreover, these environmentally friendly HR poli- H4b: GEB positively influences the GC of firms in China.
cies encourage staff members to engage in the environmental H5b: GPM positively influences GC.
causes that the firm supports (Pellegrini et al. 2018). When
organizational members assist one another in their sustain- Green HRM practices and GEB
ability programs and advance GC at work, GC will likely
change over time. G-HRM has been correlated favorably to SP in previous
Eco-conscious practices like GHRM are connected to research (Muisyo and Qin, 2021), and businesses with
employee competence and engagement, which may help greater G-HRM levels outperformed their competitors (Ren
13
et al. 2018). Another research by Anwar et al. (2020) and employers must check job candidates for the desired environ-
Chaudhary (2019) revealed a strong correlation between mental competencies related to organizational efforts toward
G-HRM and proactively adopted green practices. Compa- SP (Wehrmeyer 2017). By nature, such screening assures
nies use G-HRM to promote an environmental protection that new green hires eventually help the firm achieve its sus-
attitude, reaffirm the organization’s environmental protec- tainable objectives (Saeed et al. 2021). The recruiter must
tion aim, and motivate workers to help achieve that goal by be trained in candidate environmental assessment to match
providing the right incentives (Jackson et al. 2011b). Hence, candidates who are knowledgeable and committed to envi-
G-HRM opens the door for a long-term investment view ronmental management practices with green selection criteria
on human capital to encourage desired behaviors, highly to ensure such initiatives’ success (Pinzone et al. 2019).
appreciate workers’ contributions, and increase employees’ Green training also “gives staff the requisite information
career growth (Robertson and Barling, 2017). Organizations about a company’s environmental policy, its procedures, and
encourage ongoing employee feedback on their product to appropriate attitudes”. Renwick et al. (2013) prioritize GTD
optimize the (ROI) of their workers (Jabbour et al. 2013). as the most effective G-HRM practice for fostering superior
Undoubtedly, businesses use a variety of strategies to pro- GEB, in line with the AMO theory. GTD seems to improve
mote G-HRM. Green hiring, compensation and benefits, employees’ green aptitudes and behavior and encourages
performance management, training and development, and them to look for chances to take part in environmental man-
employee relations are all relevant to this study. Encourag- agement initiatives. Their ability to effectively fulfill their
ing green employee behaviors requires carefully selecting environmental obligations to implement green objectives is
environmentally conscious personnel and pro-environmental ultimately made possible by their awareness, knowledge,
incentives, performance management, and training (Pham skills, commitments, attitudes, and partnerships at the indi-
et al. 2019b). Employees must actively communicate with vidual and organizational levels (Nisaret al. 2021).
the organization and their peers by mentoring them or mak- Similarly, green benefits and compensation are defined as
ing recommendations to enhance the company’s long-term “the implementation of a system of financial and nonfinan-
performance. Frequent contact among staff members allows cial compensation for employees with a distinct potential
them to express their views on environmental management, to contribute to environmental management,” which may
fostering GEB (Robertson and Barling, 2017). Particularly in help to grow GEB. Organizations have used additional
the context of supervisory support and leaders’ motivational leave, prize money, and promotions to encourage people
vision, staff members who exhibit GEB are more likely to and teams to perform well in environmental protection and
make efforts to enhance the organization’s SP, encourage acquire environmental protection skills (Stanwick and Stan-
coworkers to adopt environmentally friendly behaviors, and wick 2001). Both monetary and non-monetary remuneration
participate in programs or activities connected to the envi- are effective methods for inspiring people to perform at their
ronment (Paille et al. 2020). highest level. To advance GEB, compensation and benefits
Moreover, according to Amrutha and Geetha (2021), combine organizational goals with employee interests (Jack-
organizational and supervisor support perceptions contribute son et al. 2011b).
to increased commitment to GEB. Employees try to main- Moreover, enhancing commitment and promoting GEB
tain the business’ pro-environmental reputation and use cau- via internal career advancement that aligns with workers’
tion while resolving environmental challenges. Research- green interests are achieved through GER (Cop et al. 2020).
ers refer to these behaviors as “GEB” because they occur So far, enterprises must use various G-HRM tools for effec-
when employees engage in cooperative behaviors on their tive GEB. According to the interdependent concept of the
initiative due to G-HRM. In essence, G-HRM emphasizes AMO theory, G-HRM techniques support one another for
organizational efforts to develop a long-term relationship the best outcomes (Fawehinmiet al. 2020). For instance,
of exchange with workers and generates a good green envi- although green hiring and green training improve workers’
ronment by including recruiting, incentives, performance skills, GER is essential for receiving constructive criticism
management, and training (Pellegrini et al. 2018). and determining future green training requirements. In other
Regarding green hiring, the focus is on promoting the words, green hiring guarantees that workers are prepared for
company’s green image to attract professionals who care training, while GER ensures proper green training. Appro-
about the environment. Previous research suggests that a priate GER is required to attract green talent and inspire staff
company’s green image attracts leading applicants devoted to demonstrate GEB by participating in green projects (Ren
to the business’s environmental management (e.g., Guerci et al. 2018). Workers that stand to gain from the commitment
et al. 2015; Shah 2019). Employing new hires who display are psychologically more likely to exhibit GEB. GPM, which
good green behaviors using green selection process may is concerned with “the appraisal and registration of employ-
eventually convert to GEB (Saeed et al. 2021). Therefore, ees’ environmental performance throughout their careers in
13
a company and provides them with feedback about their on investment, and a competitive edge (Dangelico and
performance to prevent undesirable attitudes or reinforce Pujari 2010). GI can improve a company’s market and
exemplary behavior,” also contributes to GEB. Organiza- sustainability performance. Investments in GI impact
tions must include environmental management contributions a company’s sustainability because they may improve
among the evaluation criteria to evaluate performance man- customer satisfaction, increase sales, boost productivity,
agement effectively. Employees could be eager to take on and increase a company’s return on investment (Lin et al.
more responsibility, becoming more devoted to the company 2014). Due to its ability to assist businesses in expanding
and wanting to remain, which, in turn, encourages GEB as into new markets, introducing new goods, and launching
an area of performance management that might boost pros- innovative and profitable green products, GI may also
pects for advancement. help businesses perform better in the market (Aguilera-
Caracuel and Ortiz-de-Mandojana, 2013). Due to its abil-
H1c: GRS positively influences GEB of firms in China. ity to assist businesses in expanding into new markets,
H2c: GTD positively influences GEB of firms in China. introducing new goods, and launching innovative and
H3c: GCB positively influences GEB of firms in China. profitable green products, GI may also help organiza-
H4c: Green employees’ relations positively influence tions perform better in the market (Aguilera-Caracuel
GEB of firms in China. and Ortiz-de-Mandojana 2013). Therefore, we hypoth-
H5c: GPM positively influences GEB of firms in China. esize that:
H6: GI is positively influencing the SP of firms in China.

Green innovation and sustainable performance
Green culture and sustainable performance
We categorize GI in three parts: GPDI stands for green prod-
uct innovation, GPOI stands for green process innovation, and Past studies have shown that OGC can transform organizations’
GMI stands for green managerial innovation. Compared to current paradigms of thought and that members play a
similar goods on the market, GPDI strives to lessen its adverse significant role as change agents in this approach (Rao and
effects on the environment. The application of environmen- Holt, 2005). According to Fergusson and Langford (2006),
tally friendly technology in manufacturing processes to cre- organizations are likelier to implement a GC strategy if their
ate products and services with minimum adverse influence human resources prioritize environmental preservation and
on the environment is known as “GI,” and the management demonstrate care. Formal OGC may facilitate the operational
of the organization develops a mechanism that protects the integration of various environmentally friendly goods inside
informant, known as managerial innovation. Changing mar- a company based on eco-environmental principles (Banerjee
ketplaces helps organizations reduce costs and become more et al. 2003). As a result, OGC may be a valuable tool for
competitive (Dangelico et al. 2017). Businesses that support businesses as they work to implement environmentally
GI always prefer recycled materials because they are econom- conscious initiatives that result in SP (Schlegelmilch et al.
ical and environmentally beneficial. 1996). The managerial challenge for manufacturing companies
By distinguishing goods in a market, we claim that GI under environmental pressure is balancing two competing
relies on green dynamic skills and increases enterprises’ goals: choosing the best level of SP even though it might result
chances of entering certain marketplaces where consumers in lower profits and achieving the lowest level of sustainability
are environmentally sensitive (Dangelico et al. 2017). How- possible to maximize profits (Russo and Fouts, 1997). When
ever, we point out that prior research on the relationships companies without a GC have limited resources to devote
between GI and company success has produced mixed find- to their green strategy, top management may divert those
ings. GI companies have not experienced improved financial resources from environmental standards and instead use them
success compared to non-green businesses (Driessen et al. for other important organizational needs.
2013). Since GI costs more for firms, on the other hand, we Nonetheless, such resources are required to support
contend that developing green products and processes posi- environmental action. This encourages a manufactur-
tively correlates with a competitive advantage and strongly ing company to choose the second goal. On the other
predicts SP (El-Kassar and Singh 2019). hand, OGC may be a major factor in developing SP when
Additionally, businesses’ environmental actions enterprises with OGC are under pressure from ecologi-
related to their products and processes positively impact cal sustainability to produce and evaluate green perfor-
SP. We also highlight that when environmental sustain- mance. The best alternative may be the primary goal for
ability concerns and product development are combined, the highest degree of sustained performance. Hence, it is
they forecast new markets, higher sales, a higher return assumed that:
13
H7: GC is positively influencing the SP of firms in China. previous literature has been relied upon and used G Power
software and recommended for calculation of sample size
that works on predictors and other outcome variables with-
Green employee behavior and sustainable performance out having any knowledge about the population of study
under consideration. The software determined a sample of
Our results demonstrate that personal green values posi- 316 respondents; however, for methodological precision,
tively affect individuals’ green behavior and SP because robust results, and overcoming the non-response rate and
employees’ green conduct is naturally prosocial (Chou, outliers in the data, the study distributed the questionnaire
2014). Employee commitment to attaining corporate to 10% additional (31) total of 347 respondents. So, 400
objectives will increase if green practices are consistent survey questioners were distributed, and we received 352
with organizational values. From a practical standpoint, responses and 316 responses considered for data analysis
if a person exhibits green behavior at work, this behavior according to software determine the sample size, late and
probably includes in- and out-of-role activity (Cheema inaccurate or incomplete responses not considered. After
et al. 2020). According to Ramus and Killmer (2007), calculating the sample size, the questionnaire is developed
an organization’s results may benefit from its employ- based on the previous literature (see Table 1 for detail) for
ees’ additional effort and behavior. Employees passionate the data collection.
about the environment work harder to protect it and even-
tually improve the organization’s sustainability, which
benefits individual and organizational performance. Research approach and instrument development
When employees rate their green beliefs highly, this link
will become much stronger. As a result, we suggest the The proposed quantitative study involves collecting primary
following: data through a self-administered questionnaire from manu-
facturing firms in China (Table 2). To collect relevant data,
H8: GEB positively influences the SP of firms in China. a 5-point Likert scale will be used to record the responses
of individuals ranging from 1 = strongly disagree to 5 =
Figure 1 shows the proposed research model of this study. strongly agree. Table 1 shows the dimensions and items of
the questionnaire.
Research methodology Reliability and convergent validity
Data and sampling Smart PLS (Ali Memon et al. 2021) has gained popular-
ity for its advanced estimations, leading recent research to
The manufacturing firms carrying out their operations in utilize PLS-SEM for data analysis (Rasoolimanesh et al.
China are considered the population of the proposed study. 2018). The study endeavored to forecast and explain the con-
As estimating the total population is not an easy task, structs; thus, PLS is deemed more suitable for examination,
Fig. 1 Conceptual framework of Green

the study Recruitment
& Selection
Green
Innovation
Green
Performance
Management
Sustainable
Green Green Culture
Performance
Training &
Development
Green Green
Compensation Employee
& Benefits Behavior
Green
Employee
Relations
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Table 1 Questionnaire items of the study

S. no. Construct Dimensions Items Sources
1. Green HRM practices Green recruitment and selection 05 (Shah, 2019; Tang et al. 2018; Yong, Yusliza, Ramayah,
Green training and development 05 Chiappetta Jabbour, et al. 2019)
Green compensation and benefits 05
Green performance management 05
Green employee relations 05
2. Green innovation Managerial, product and process 07 (El-kassar and Kumar, 2018)
3. Green culture 06 (Pham et al. 2019; Roscoe et al. 2019)
4. Green employees behavior 06 (Mcconnaughy, 2014)
5. Sustainable performance Social, environmental, and economic 07 (Tom, 2015; Yong, Yusliza, Ramayah, Chiappetta Jabbour,
et al. 2019)
Table 2 Demographic profile reliability. Subsequently, the structural model was analyzed
Respondents’ profile Categories Percentages
in the subsequent stage to verify the hypotheses (Henseler
et al. 2009).
Gender Male 68.05%
Female 31.95% Measurement model
Age 25–30 6.05%
30–35 16.05% Primary data is collected from 316 respondents from the
35–40 26.05% manufacturing sector, one respondent from each firm, using
40–45 24.05% an online questionnaire from the study participants and ana-
Above 50 28.0% lyzed using PLS-SEM; however, the measurement model
Experience Below 3 years 6.05% is assessed before PLS-SEM. Factor loadings determine
5–10 years 11.05% whether the items used to measure the constructs exactly
10–15 years 14.05% measure the same construct or not. Factor loadings usually
15–20 years 19.05% range from 0.50 to 0.9; however, the value of factor loadings
Above 20 years 49.75% of items greater than 0.70 ensure the validity of the con-
Qualification Bachelor 30.05% struct. Figure 2 and Table 3 showed factor loadings of items
Master 64.05% for each construct of the model. The results showed that the
PhD 5.90% value of factors ranges from 0.57 to 0.81. The results showed
Position Top level 48.5% that the factor loading for each item is greater than 0.50, and
Middle level 24.5% those items which factor loading less than 0.5 are related to
Line manager 18.5% an increase in the model’s validity. Thus, the results dem-
Entry level 9.85% onstrated that the items used to measure the construct are
measuring the same construct, which ensures the validity
of the construct. In addition, Table 4 reported the Cronbach
as validated by (J. F. Hair et al. 2020). The (PLS-SEM) is alpha, composite reliability, and average variance extraction
a valuable instrument for analyzing and implementing the (AVE) results. The results of Cronbach alpha and composite
structural model to clarify and evaluate the constructs. Fur- reliability ensured the reliability of the data as the values for
thermore, the adaptable instrument is employed for con- all model constructs are in the acceptable range (> 0.70). In
structing models in cases where the investigation encom- the same way, the AVE for each construct of the model is
passes numerous theories. As mentioned above, the tool greater than the cutoff value of 0.50.
is utilized to obtain specific results while mitigating the The Fornell-Lacker criterion is used to check the discri-
concerns surrounding sample size and data normality. The minant validity of the measurement model. According to this
research employed a two-stage technique to analyze the out- criterion, the square root of AVE reported in each column’s
comes, as suggested by the PLS-SEM literature (Anderson first cell should be greater than the correlation between vari-
et al. 1988; Henseler et al. 2009; Siyal et al. 2019; Yap et al. ables. It can be observed from Table 4 that the square root of
2012). In the initial stage of the PLS-SEM methodology, AVE of GC is 0.759, which is greater than the other values
the measurement aspect was scrutinized to assess inter-item in the same column. In the same way, the first value for each
reliability, convergent validity, and internal consistency construct of the model is greater than the other values in the
13
Fig. 2 Hypothesized model
same column. The results of Table 4 confirmed the discri- employee behavior, except for GPM -> GC -> SP, GCB
minant validity of the measurement model of this study. In -> GEB -> SP, GRS -> GC -> SP, and GCB -> GI -> SP.
addition, the heterotrait-monotrait ratio also confirmed the The value of R-square showed that 49.2% of variations
discriminant validity (Table 5). in GC, 45.4% in green employee behavior, and 55.7% in
GI are explained by GRS, GPM, GTD, GCB, and green
Results of bootstrapping model employee behavior. Moreover, 52.5% of the employees’ SP
variations are explained by GRS, GPM, GTD, GCB, and
In this study, PLS-SEM is employed to achieve the study’s green employee behavior (Table 8).
objectives. Table 6 presented the results of path coefficients,
and Fig. 2 presented the values of T-statistics of path coef-
ficients, demonstrating the strength and significance of the Discussion on results
relationship between study variables. The results showed
that G-HRM practices (GRS, GPM, GTD, GCB, and GER) G-HRM has emerged as a key strategy for organizations
are positively affected by GI, GC, and green employee that aim to integrate environmental sustainability into their
behavior, while GI, GC, and GEB are also positively and operations. G-HRM practices refer to a set of HRM prac-
significantly affected by SP. tices that focus on the environmental impact of an organiza-
We have also computed the specific indirect effects. The tion’s activities and aim to minimize the negative impact
results reported in Table 7 represent that all the green HRM while enhancing sustainability. Consulting the previous,
practices indirectly affect SP through GI, GC, and green we included G-HRM practices such as GRS, GPM, green
13
Table 3 Factor loadings Item Factor loading Cronbach’s alpha Composite AVE
reliability
Green recruitment and selection GRS1 0.757 0.720 0.725 0.542

GRS2 0.692
GRS3 0.756
GRS5 0.736
Green training and development GTD1 0.737 0.802 0.807 0.556
GTD2 0.781
GTD3 0.727
GTD4 0.710
GTD5 0.773
Green compensation and benefits GCB2 0.765 0.825 0.829 0.588
GCB3 0.796
GCB4 0.748
GCB5 0.769
Green performance management GPM1 0.690 0.823 0.825 0.587
GPM2 0.794
GPM3 0.782
GPM4 0.808
GPM5 0.751
Green employees relations GER1 0.818 0.823 0.769 0.573
GER2 0.813
GER3 0.793
GER4 0.579
Green innovation GI1 0.704 0.751 0.755 0.500
GI2 0.684
GI3 0.739
GI5 0.692
GI7 0.717
Green culture GC1 0.722 0.815 0.816 0.576
GC2 0.808
GC3 0.754
GC4 0.765
GC5 0.742
Green employee behavior GEB2 0.762 0.812 0.827 0.640
GEB3 0.863
GEB4 0.770
GFB6 0.801
Sustainable performance SP1 0.747 0.875 0.876 0.572
SP2 0.745
SP3 0.749
SP4 0.751
SP5 0.783
SP6 0.813
SP7 0.703
training and development, green compensation and benefits, Zeng and Zhao (2021) study, which found that green HRM
and GER in our study. The results reported a positive rela- practices positively influence GI by enhancing employee
tionship between green HRM practices and GI. We argue environmental awareness, knowledge, and skills.
that organizations adopting G-HRM practices are more Similarly, Saeed et al. (2021) found that green HRM
likely to engage in GI activities. The results align with the practices positively influence GI by fostering a culture of
13
Table 4 Discriminant validity— GC GCB GEB GER GI GPM GRS GTD SP

Fornell-Lacker criteria
GC 0.759
GCB 0.588 0.767
GEB 0.528 0.546 0.800
GER 0.604 0.539 0.504 0.757
GI 0.610 0.574 0.646 0.643 0.707
GPM 0.544 0.661 0.564 0.553 0.620 0.766
GRS 0.437 0.485 0.504 0.385 0.494 0.506 0.736
GTD 0.518 0.561 0.534 0.483 0.547 0.543 0.536 0.746
SP 0.615 0.593 0.602 0.553 0.640 0.588 0.369 0.481 0.756
Table 5 Discriminant validity GC GCB GEB GER GI GPM GRS GTD SP

(HTMT)
GC
GCB 0.709
GEB 0.638 0.655
GER 0.770 0.683 0.635
GI 0.777 0.720 0.829 0.846
GPM 0.659 0.801 0.680 0.705 0.781
GRS 0.550 0.617 0.652 0.508 0.662 0.640
GTD 0.628 0.671 0.641 0.611 0.685 0.654 0.688
SP 0.722 0.695 0.701 0.679 0.779 0.692 0.459 0.563
Table 6 Path analysis Table 7 Specific indirect effects

Path Coefficient STDEV T-statistics P values Path Coefficient STDEV T-statistics P values
GCB -> GC 0.236 0.084 2.794 0.005 GPM -> GC -> SP 0.028 0.022 1.276 0.202
GCB -> GEB 0.146 0.071 2.057 0.040 GER -> GEB -> SP 0.043 0.020 2.136 0.033
GCB -> GI 0.103 0.062 1.662 0.097 GTD -> GEB -> SP 0.043 0.017 2.514 0.012
GER -> GC 0.332 0.059 5.624 0.000 GCB -> GC -> SP 0.072 0.035 2.037 0.042
GER -> GEB 0.168 0.067 2.499 0.012 GER -> GC -> SP 0.101 0.026 3.811 0.000
GER -> GI 0.353 0.056 6.334 0.000 GTD -> GI -> SP 0.038 0.018 2.079 0.038
GPM -> GC 0.093 0.066 1.413 0.158 GRS -> GI -> SP 0.036 0.017 2.130 0.033
GPM -> GEB 0.191 0.058 3.267 0.001 GCB -> GEB -> SP 0.037 0.022 1.666 0.096
GPM -> GI 0.223 0.062 3.617 0.000 GRS -> GEB -> SP 0.046 0.020 2.289 0.022
GRS -> GC 0.076 0.063 1.207 0.227 GER -> GI -> SP 0.103 0.030 3.375 0.001
GRS -> GEB 0.180 0.070 2.581 0.010 GRS -> GC -> SP 0.023 0.018 1.248 0.212
GRS -> GI 0.125 0.056 2.245 0.025 GTD -> GC -> SP 0.041 0.020 2.023 0.043
GTD -> GC 0.135 0.064 2.099 0.036 GCB -> GI -> SP 0.030 0.022 1.345 0.179
GTD -> GEB 0.171 0.059 2.907 0.004 GPM -> GEB -> SP 0.048 0.019 2.501 0.012
GTD -> GI 0.130 0.052 2.485 0.013 GPM -> GI -> SP 0.065 0.025 2.539 0.011
GC -> SP 0.303 0.065 4.665 0.000
GEB -> SP 0.254 0.057 4.432 0.000
GI -> SP 0.290 0.074 3.916 0.000 Table 8 R-square
Constructs R-square R-square adjusted
GC 0.492 0.484
sustainability and encouraging employees to participate
GEB 0.454 0.445
in GI initiatives. Therefore, we argue that G-HRM prac-
GI 0.557 0.550
tices enhance an organization’s environmental perfor-
SP 0.525 0.520
mance by reducing its impact. For example, GRS can help
13
organizations identify and hire environmentally conscious environmental sustainability initiatives and creating a sup-
employees with the skills and knowledge needed to con- portive work environment that encourages environmentally
tribute to GI. Green training and development practices can sustainable behaviors (Saeed et al. 2021). G-HRM practices
help employees develop the skills and knowledge to identify positively influence GC by promoting employee participa-
and implement environmentally sustainable practices and tion in environmental sustainability initiatives and providing
technologies. In addition, green compensation and benefit opportunities for employees to learn about environmental
practices can motivate employees to engage in GI activi- sustainability (Aziz et al. 2020). For example, green com-
ties by rewarding environmentally sustainable behaviors and pensation and benefit practices can reward employees for
practices. GER practices, as providing a safe and healthy engaging in environmentally sustainable behaviors, moti-
work environment and encouraging employee participation vating them to continue these behaviors. Green training and
in sustainability initiatives, can also enhance the motivation development practices can give employees the knowledge
and engagement of employees in GI activities. and skills to engage in environmentally sustainable behav-
On the other hand, GC is a set of beliefs, values, and iors, enhancing their motivation.
practices that promote environmental sustainability within Similarly, we found a positive relationship between GI
an organization. The results of our study suggest that there and SP, meaning that organizations that engage in GI are
is a positive relationship between G-HRM practices and GC. more likely to achieve SP. GI positively influences SP by
G-HRM practices can also enhance an organization’s envi- reducing the environmental impact of an organization’s
ronmental performance by reducing its impact. GRS can products and services, improving the organization’s repu-
help organizations identify and hire environmentally con- tation for environmental sustainability, and enhancing the
scious employees with the skills and knowledge needed to organization’s competitiveness in the market (Zhu et al.
contribute to a GC. Green training and development prac- 2020). We also argue that GI positively influences SP by
tices can help employees develop the skills and knowledge reducing resource consumption and waste generation,
to identify and implement environmentally sustainable increasing energy efficiency, and reducing environmental
practices and technologies. In addition, green compensation pollution. GI can also contribute to SP by reducing costs and
and benefit practices can motivate employees to engage in improving resource efficiency, for example, green technolo-
environmentally sustainable behaviors by rewarding envi- gies can reduce energy and resource consumption, saving
ronmentally sustainable behaviors and practices. GER prac- costs, and improving efficiency. Green products and services
tices, such as providing a safe and healthy work environment can also improve resource efficiency and reduce waste, con-
and encouraging employee participation in sustainability ini- tributing to SP (Aziz et al. 2020).
tiatives, can also enhance the motivation and engagement The results also revealed a positive relationship between
of employees in environmental sustainability. Our results GC and SP, meaning that organizations that promote a
confirm the findings of previous studies that have found culture of environmental sustainability are more likely to
that organizations that adopt green HRM practices are more achieve SP. Several studies have examined the relationship
likely to foster a GC within their organization, such as a between GC and SP. Organizational culture significantly
study by Saeed et al. (2021) found that green HRM practices impacts adopting environmentally sustainable practices,
positively influence GC by creating a sense of environmen- positively influencing SP (Berrone et al. 2013). Our results
tal responsibility and promoting environmental awareness support the claim of Rahman et al. (2019), who argued that
among employees. Aziz et al. (2020) argued that green HRM GC positively influences SP by promoting environmentally
practices positively influence GC by promoting employee sustainable practices and creating a supportive work envi-
participation in environmental sustainability initiatives and ronment that encourages environmentally sustainable behav-
providing opportunities for employees to learn about envi- iors. GC can also contribute to SP by improving employee
ronmental sustainability. engagement and motivation toward environmental sustain-
Furthermore, results pointed out that G-HRM practices ability. Employees who feel that their organization values
have a positive relationship with green employee behavior, environmental sustainability and promotes environmentally
meaning that organizations that adopt green HRM practices sustainable practices are likelier to engage in such practices.
are likelier to have employees who engage in environmen- This can improve environmental performance and contribute
tally sustainable behaviors. The results align with a study by to the organization’s overall success.
Jiang et al. (2019) in which green HRM practices positively Finally, we have identified a positive relationship between
influence employee environmental behavior by increasing GEB and SP, meaning that organizations with employees
their environmental awareness and promoting their sense who engage in environmentally sustainable behaviors are
of responsibility toward the environment. G-HRM practices more likely to achieve SP. Several studies have examined the
positively influence employee pro-environmental behavior relationship between GEB and SP. Our results support the
by providing opportunities for employees to participate in claims of Ren et al. (2019) and Wu et al. (2020), who argued
13
that GEB positively influences SP by reducing resource con- enhance sustainable performance, managers should incor-
sumption and waste generation, improving environmental porate environmental sustainability into HRM procedures,
performance, and enhancing the organization’s reputation foster a culture of environmental governance, and promote
for environmental sustainability. GEB can also contribute green innovation. These procedures can achieve long-term
to SP by improving resource efficiency and reducing waste. success, improving worker motivation, engagement, and
Employees engaging in environmentally sustainable prac- overall environmental performance.
tices, such as reducing energy and resource consumption, The void in the body of knowledge about the associa-
can save costs and improve efficiency. This can contribute tion between G-HRM, GI, and SP, particularly in emerging
to SP by reducing the organization’s environmental impact and developing nations, is filled by this study. It proposes
while improving its financial performance. an integrated model that illustrates the relationship between
G-HRM and SP in Chinese firms and validates the most
recent green HRM scales. The study’s results provide infor-
Conclusion mation for future research and practical applications while
also advancing our understanding of green practices in the
Our investigation concluded after examining the connec- HRM sector. These insights can help managers and practi-
tions between G-HRM practices, GI, GC, GEB, and sus- tioners understand and execute green HRM strategies and
tainable performance (SP). According to the study’s find- initiatives, promoting sustainability in their firms.
ings, implementing G-HRM practices can significantly
impact encouraging green innovation, green culture, green
employee behavior, and ultimately sustainable performance.
Limitation and future research agenda
The findings highlight how important it is for firms to cul-
tivate a culture of environmental responsibility and include
This research has several limitations. Operational employ-
environmental sustainability in their HRM processes. More-
ees, who would have useful information to share with the
over, investing in environmentally friendly innovation and
researcher, were not considered in this study, primarily
encouraging environmentally responsible conduct in the
concerned with middle and top management data. Future
workplace can further boost sustainable performance. As a
research must consider these to acquire a deeper understand-
result, the research will verify the accuracy of the recently
ing of the subject. Due to managers being required to opera-
created green HRM scales by Shah (2019) in Pakistan and
tionalize the research tool, information was obtained based
Tang et al. (2018) in Chinese. An integrated model is being
on what they believed their companies were doing, which
created to demonstrate the relationship between green HRM
might have resulted in bias. Biases cannot be completely
and SP in Chinese enterprises. This research aims to sig-
removed, despite the author’s best efforts. Future researchers
nificantly contribute in two ways: first, it will identify green
should thus include information from many sources, such
practices within the human resource management division.
as yearly financial reports. Moreover, extending the study’s
Second, exploratory research will be conducted in Chinese
geographic reach to additional countries might confirm the
companies to show the connections between green HRM
analyzed model. Also, it is advised to include other factors
practices and several elements essential to manufacturing
into the test of the key constructions, GHRM and SP, such
organizations’ long-term success in China. HRM signifi-
as alignment of interest, capacity building, carbon neutral-
cantly influences sustainable companies’ economic, social,
ity, employee work engagement, personal ethical code, and
and environmental performance. This study will serve as a
sustainable development.
foundation for future research to assist managers and prac-
titioners in comprehending and implementing green HRM
and green initiatives for fostering sustainability. Author contributions Conceptualization: Muhammad Asim Shahzad;
formal statistical analysis: Muhammad Asim Shahzad; DATA collec-
tion: Muhammad Asim Shahzad and Muhammad Junaid; investigation:
Muhammad Asim Shahzad; methodology: Muhammad Asim Shahzad
Theoretical and managerial implications and Muhammad Junaid; supervision: Du Jianguo; writing final draft:
Muhammad Asim Shahzad; review and editing: Muhammad Asim
Our research advances theoretical knowledge of the connec- Shahzad, Muhammad Junaid, and Du Jianguo.
tions between G-HRM, GI, GC, GEB, and SP. It shows the
Funding This work is partly supported by the special scientific research
significance of incorporating environmental sustainability project of School of Emergency Management, Jiangsu University (KY-
into HRM procedures and a green culture’s contribution A-04 and KY-C-05).
to fostering environmentally friendly behavior. Our find-
Data availability The raw used for analysis purpose will be provided
ings also have managerial ramifications for businesses. To
on demand by contacting the corresponding author.
13
Declarations Amrutha VN, Geetha SN (2021) Linking organizational green train-

ing and voluntary workplace green behavior: mediating role of
Ethical approval Not applicable. green supporting climate and employees’ green satisfaction. J
Clean Prod 290:125876
Consent to participate I am free to contact any research people to seek Anderson JC, Gerbing DW (1988) Structural equation modeling
further clarification and information. in practice: a review and recommended two-step approach.
Psychol Bull 103(3):411–423 https://p sycnet.a pa.o rg/b uy/
Consent for publication We do not have any concern and obligation 1989-14190-001
if our paper is accepted for publication after the peer review process. Anwar N, Mahmood NHN, Yusliza MY, Ramayah T, Faezah JN,
Khalid W (2020) Green human resource management for
Competing interests The authors declare no competing interests. organisational citizenship behaviour towards the environment
and environmental performance on a university campus. J
Clean Prod 256:120401
Arora M, Kaul A (2020) Green human resource management:
an empirical study of India. Visegr J Bioecon Sustain Dev
9(2):61–66
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Impact of Green HRM Practices On Sustainable Performance: Mediating Role of Green Innovation, Green Culture, and Green Employees' Behavior

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Environmental Science and Pollution Research (2023) 30:88524–88547

Impact of green HRM practices on sustainable performance:

Introduction laws and regulations are designed and supported by NGOs

Green culture environmental impact. Employees can voice their ideas on

H6: GI is positively influencing the SP of firms in China.

Research methodology Reliability and convergent validity

Fig. 1 Conceptual framework of Green

Table 1 Questionnaire items of the study

Fig. 2 Hypothesized model

Green recruitment and selection GRS1 0.757 0.720 0.725 0.542

Table 4 Discriminant validity— GC GCB GEB GER GI GPM GRS GTD SP

Table 5 Discriminant validity GC GCB GEB GER GI GPM GRS GTD SP

Table 6 Path analysis Table 7 Specific indirect effects

Declarations Amrutha VN, Geetha SN (2021) Linking organizational green train-

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