Green HRM impact on environmental performance in higher education with mediating roles of management support and green culture

Abstract

Purpose This paper aims to investigate the direct relationship between green human resource management (GHRM) practices and environmental performance (EP) in Palestinian universities, as well as the mediating role of management support (MS) and green organisational culture (GOC) in this relationship. Design/methodology/approach A quantitative approach was used in this study. The data were collected from 351 employees working in Palestinian universities through a questionnaire and analysed using partial least squares structural equation modelling. Findings The study finds that the implementation of GHRM practices positively enhances EP. The results further demonstrate that GHRM practices influence both MS and GOC. Furthermore, this study reveals that both MS and GOC play a significant role in mediating the relationship between GHRM and EP. Practical implications This study adds to the existing literature by providing a conceptual framework and empirical evidence of the correlation between GHRM, GOC, MS and EP, specifically in university settings. Educational institutions can use this study’s findings to foster a green culture and gain endorsement from top-level management. This approach promotes the adoption of eco-friendly practices and the development of environmental strategies that can influence EP. Originality/value This study contributes to the field by enhancing the understanding of the ability–motivation–opportunity theory in the context of Palestinian universities. Specifically, this study investigates how GHRM practices and GOC establish core competence for sustainable EP. Furthermore, the findings reveal a positive influence of GHRM practices on both GOC and MS. Finally, this study’s empirical evidence highlights the significance of GHRM practices in fostering GOC, MS and, ultimately, improving EP within universities.

Fostering environmental preservation: exploring the synergy of green human resource management and corporate environmental ethics

“…The core principle of RBV highlights the contribution of inner organizational resources that are “valuable, rare, inimitable, non-substitutable (VRIN)” as the foundation for achieving exceptional performance (Ren et al , 2021: 962). In line with this, GHRM is regarded as an effective strategy for advancing ecological sustainability (Aftab et al , 2023) and is viewed as a key resource for the firm through which it can achieve a competitive advantage (Al-Alawneh et al , 2023). An underlying principle of GHRM is that it enhances the competitiveness of firms, for example, through streamlining production processes, innovating new products and services, fostering collaboration across functions and promoting organizational learning (Ren et al , 2021).…”

“…Viewing CEE as a resource, Chang (2011) contends that possessing an ethical culture can represent a resource that is VRIN. By recognizing the factors that influence employee green behavior (CEE in this case), organizations can enhance GHRM practices that lead to positive ecological results (Al-Alawneh et al , 2023). Within the scope of the present investigation, we recognize GHRM and CEE as important organizational resources (Gabler et al , 2022; Ren et al , 2021) that constitute a potential source of competitive edge.…”

Effects of university organizational culture on student academic behavior in Indonesia

“…Organizational culture as one of the organizational factors determine the success or failure of management in the workplace. Many studies relate its effectiveness depends on particular organizational culture in which it operates (Al-Alawneh et al ., 2023; Bass, 1997; Erkutlu, 2011; Yukl et al. , 2020).…”

“…The specific norms, values and expectations of workplace culture underpin both leadership behavior and followers' performance (Hofstede, 1980; Robbins et al ., 2006). Previous studies found these elements to be antecedents to preferred leader behaviors (Dorfman and House, 2004), as well as influencing the way leadership process is carried out and its effects regarded by subordinates (Al-Alawneh et al ., 2023; Ferreira and Hill, 2008).…”

“…There are contextual factors of organizations found to influence organizational performance in universities' leadership (Al-Alawneh et al ., 2023; Amtu et al ., 2021). These could include history, type or status (private/government) and size (Vaccaro et al ., 2012); the nature of the jobs assigned to employees (Hackman and Oldham, 1980) and organization culture (Bryman, 2007; Ferreira and Hill, 2008; Lok and Crawford, 2004; Wallach, 1983).…”