Integrating Green HRM Practices to Drive Sustainable Organizational Performance: An Empirical Approach

Abstract

This paper examines the contribution of Green Human Resource Management (GHRM) towards organizational sustainability. A conceptual framework was formulated for the direct effect of GHRM practices as well as the indirect effects of mediating and moderating effects. The sample consisted of 372 managers and employees in manufacturing and service industries, and their data were analyzed by structural equation modeling. The findings reveal that GHRM plays a significant role in an organization's long-term success. Green innovation and organizational culture act as mediators, and leadership practices and organizational values act as the key channels through which HR strategies can be converted into sustainable outcomes. Besides, environmental leadership and CSR initiatives are other contextual issues that enhance the positive association between GHRM and performance. This research is based on the Resource-Based View (RBV) and Ability Motivation Opportunity (AMO) theory and argues that GHRM is a strategic tool to achieve long-term competitive advantage. It also provides useful information on how to incorporate CSR in HR procedures, instill environmental principles into the work of the workforce, and cultivate green leadership. The findings have a policy implication since it highlight the significance of incentives as well as institutional frameworks that nurture the adoption of GHRM. On the whole, the research proves that GHRM helps organizations to attain sustainability through integrating people, culture, and leadership with environmental and social concerns.