Green human resource management and environmental knowledge: A moderated mediation model to endorse green CSR

Abstract

Firms use green human resource management (GHRM) as an essential business tactic to “go green”. The current research analyzes an integrative model by examining the indirect impact of GHRM practices on green corporate social responsibility through a pro-environmental psychological climate and pro-environmental behavior. This study also analyzes the moderating effect of resistance to change (RTC) and environmental knowledge on the relationship between GHRM and green CSR. The data was collected through a questionnaire-based survey of 388 executives working in various organizations under the China-Pakistan Economic Corridor (CPEC). The results were analyzed through Smart PLS-3 and present that both GHRM dimensions have indirect positive effects on green CSR through the intervening role of pro-environmental psychological climate and pro-environmental behavior. The results of the study also indicated that resistance to change (RTC) has a counterproductive effect that can impede firms and their employees from fully incorporating green practices and minimizing their negative environmental impact.

Research and green human resource management: A bibliometric analysis

“…Green human resource management can be defined as the alignment of HR practices with the environmental goals of an organization (Jabbour et al, 2022). Green human resource management has emerged as a new concept whose main objective is to preserve and safeguard natural resources affected by organizational activities (Hameed et al, 2023). Green human resource management is a relatively new concept that has gained popularity in recent years due to increasing awareness of environmental sustainability (Chen et al, 2022).…”

Assessing the sustainable development of firms: The moderating role of transformational leadership and firm size

“…The resource-based view (RBV) suggests that a firm's resources, capabilities, and knowledge are the sources of its competitive advantage (Davis & Cobb, 2010;Hameed, Rehman, & Tufail, 2023). It shows how organizational activities, network exchanges, and outcomes are related to resource reliance, and that organizations have a golden opportunity to gain a competitive advantage over their competitors when they have strategic resources as their assets (Lockett et al, 2009).…”

“…Moreover, this study examines the moderating role of transformational leadership (TFL) and firm size (FS). Leaders with the TFL style will work with their teams to bring in change and innovativeness (Awan et al, 2022;Hameed, Rehman, & Tufail, 2023). Such leaders with extensive knowledge of greening the environment would work hard toward GI (Farrukh et al, 2022).…”

“…Despite the growing importance of GI for firms' competitiveness, little is known about the moderating effect of TFL and FS. Moreover, few studies have explored the role of GKM and GDC in enhancing firms' capacity for SD in the context of manufacturing SMEs in Pakistan (Hameed, Rehman, & Tufail, 2023). Therefore, there is a need for empirical evidence to understand the mechanisms through which GKM, GDC, and GCA influence firms' performance in manufacturing SMEs in Pakistan.…”