Success of organizational initiatives for environmental sustainability hinges upon employees' proenvironmental behaviors. One of the contemporary important challenges faced by HR professionals is to ensure proper integration of environmental sustainability into human resource policies. The green human resource management (green HRM) has emerged from organizations engaging in practices related to protection of environment and maintaining ecological balance. The aim of this study is to examine the effects of green HRM practices (green recruitment and selection, green training and development, green performance management and appraisal, green reward and compensation, and green empowerment) on employee's proenvironmental behavior. Moreover, this study is going to test the mediating effect of proenvironmental psychological capital and the moderating effect of environmental knowledge on green HRM practices-proenvironmental behavior. Data from 347 employees working in coal generating, power industry, food, chemical, and pharmaceutical industries were collected. Results revealed that green HRM practices positively affected employee's proenvironmental behavior, and proenvironmental psychological capital mediated this link. Employee's environmental knowledge moderated the effect of green HRM practices on proenvironmental behavior. KEYWORDS green empowerment, green HRM, green performance management and appraisal, green recruitment and selection, green reward and compensation, green training and development, proenvironmental behavior, psychological capital

Purpose – The purpose of this paper is to explore the mediating role of psychological empowerment and the moderating role of self-construal (independent and interdependent) on the relationship between transformational leadership and employees’ innovative work behavior (IWB). Design/methodology/approach – A total of 639 followers and 87 leaders filled out questionnaires from cross-industry sample of five most innovative companies of China. Structural equation modeling was used to analyze the relations. Findings – Results revealed that psychological empowerment mediated the relationship between transformational leadership and IWB. The research established that transformational leadership positively influences IWB which includes idea generation as well as idea implementation. The results also showed that the relationship between transformational leadership and IWB was stronger among employees with a higher interdependent self-construal and a lower independent self-construal. Originality/value – This study adds to IWB literature by empirically testing the moderating role of self-construal and the mediating role of psychological empowerment on transformational leadership-IWB link.

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The study proposed that the effect of board diversity on quality of corporate social responsibility (QCSR) disclosure in Pakistan should be patterned differently from existing literature of other nations. The study has focused seven different dimensions of board diversity such as age, gender, nationality, ethnicity, educational level, educational background, and tenure across 86 firms listed in Pakistan Stock Exchange from 2010 to 2017. The results of panel regression supported resource-based view theory and indicated that gender, nation, and tenure diversity are resources improving QCSR disclosure. However, educational background has a negative impact on QCSR disclosure. Further analysis across alternative measurement and estimation techniques produces robust results. The results revealed that there is no universal law of CSR supportive board diversity, due to the unique characteristic of various institutional contexts. This study suggests policy makers to focus on gender,nation, tenure and relevant educational background diversity while setting board diversity framework in Pakistan. KEYWORDS board diversity, Pakistan, quality of CSR disclosure, RBV theory

This study examines how transformational leadership relates to employee's innovative work behavior through intrinsic motivation, psychological empowerment, and creative process engagement. On the basis of an interactional approach, this study hypothesized that (a) there is an interaction between transformational leadership, intrinsic motivation, and psychological empowerment, such that transformational leadership has the strongest positive relationship with innovative work behavior when employees have high levels of intrinsic motivation and psychological empowerment; and (b) creative process engagement mediates the effect that this three-way interaction between transformational leadership, intrinsic motivation, and psychological empowerment has on innovative work behavior. In Study 1, we used a time-lagged research design, collecting multi-source data from 347 software engineers and their respective supervisors, working in IT companies in China. The results of Study 1 supported our hypotheses. In Study 2, we used a more temporally rigorous research design in which data were collected in three stages, with a six-month time interval separating Stages 1 and 2, and Stages 2 and 3. On the basis of the timelagged and multi-source data from 393 software engineers and their respective supervisors, from IT companies in Pakistan, we found that Study 2 produced the same results as Study 1.