Impact of green human resource management on organizational reputation and attractiveness: The mediated-moderated model

Abstract

There is increasing global concern for environmental sustainability, with firms being monitored by different stakeholders: customers, government, suppliers, and current and potential employees. This research aims to explore the impacts of green human resource management (GHRM) on organizational reputation (OR) and organizational attractiveness (OA). The conceptual model of the study is derived from social identity theory. A close-ended questionnaire was administered to collect data through a web-based survey link which was shared with 331 employees in a Democratic Republic of Congo hospitality organization. A partial least-square structural equation modeling approach was employed to run data analysis through SmartPLS 3.0 software. The findings of the study reflect that all of the hypotheses were supported. In particular, GHRM has a strong influence on both OR and OA. An OR of green culture and personal environmental orientation strongly affected OA, while it positively and significantly mediated the relationship between GHRM and OA. Personal environmental orientation significantly moderated the link between GHRM and OA. We could find no support for a positive moderating effect of green culture on the connection between GHRM and OA. This study enhanced the scope of social identity theory by proposing that OA can be improved by GHRM, OR, green culture, and personal environmental orientation. In addition, this research suggests that managers in the hospitality sector must incorporate green practices, promote green behavior and initiative, and increase environmental awareness so that employees feel pride in being part of the organization and are attracted to it.

“Searching for Gold” with Sustainable Human Resources Management and Internal Communication: Evaluating the Mediating Role of Employer Attractiveness for Explaining Turnover Intention and Performance

“…Also relevant and worthy of consideration is a certain absence of knowledge regarding the relationship between SHRM and organizational attractiveness, despite relevant clues seeming to suggest a relation. Existing research presents concrete evidence of an association between green human resources management and organizational attractiveness (e.g., Umrani et al 2022;Merlin and Chen 2022;Chaudhary and Firoz 2022). This relation seems expected and justified by the importance of green HRM to current workers' evaluation of the values that their employer holds.…”

“…Furthermore, the association between sustainable HRM and attractiveness has also been worthy of consideration, showing promising positive and meaningful associations in both conceptual (e.g., App et al 2012) and empirical studies (e.g., Jafri 2021). Also worthy of consideration regarding this issue is a study developed by Merlin and Chen (2022), in which the authors found green human resource management to have a positive and significant influence on organizational reputation and organizational attractiveness. Likewise, Chaudhary (2020) also established a positive relationship between green human resources management and organizational attractiveness, in which attractiveness played a mediatory role in explaining the intention to pursue a career in an organization.…”

Green human resource management and job pursuit intention: mediating role of corporate social responsibility and organizational reputation

“…This study builds on previous research by examining how green HRM, especially organizational reputation (OR) and corporate social responsibility (CSR), affects job pursuit intention (JPI). This study builds on the work of Merlin and Chen (2022), which looked at how different parts of GHRM affect a company's reputation. This also adds to the results of Chaudhary (2018Chaudhary ( , 2019aChaudhary ( , 2019b, who used a single mediator to examine the effect of GHRM on JPI.…”

“…It creates a green workforce that uses green practices in all parts of the HRM process such as hiring, training, pay, development, and promotion. Tulsi and Ji (2020) and Ansari et al (2022) identified four functions of GHRM: green recruitment and selection, green training and development, green performance management and appraisal, and green rewards and compensation (Zaid et al 2018, Malik et al 2021, Merlin andChen 2022). Chaudhary (2019aChaudhary ( , 2019b found that GHRM activities affect an organization and its employees by conveying that the organization cares about the environment and its stakeholders.…”

Green human resource management and employee pro-environmental behaviors: The role of individual green value

“…PEBs are thought to be mostly guided by their own green values (Merlin & Chen, 2022). According to earlier research, green actions are significantly influenced by one's personal green values (Chaudhary, 2019).…”