The effect of GHRM on the sustainable performance of private companies in Qatar

Abstract

This study investigates the impact of green human resource management (GHRM) practices on sustainable performance (SP) in Qatari private companies. A questionnaire survey was conducted among 216 private companies, including top management, human resource managers, quality managers, and employees. Reliability and validity tests were performed on the survey forms, followed by a partial least squares structural equation modelling (PLS-SEM) technique to evaluate the hypothesis. The study found evidence that GHRM practices have a positive impact on SP outcomes in Qatar's private companies. This empirical link between GHRM practices and SP contributes to the literature on GHRM. The results further showed that GHRM practices can lead to green empowerment among employees, thereby improving long-term sustainability. The research demonstrates the importance of GHRM practices for private companies to achieve sustainable development goals. The paper highlights the need to incorporate GHRM practices in the private sector to encourage employees to take an active role in promoting environmental sustainability, leading to long-term business success. The study offers practical implications for private companies in Qatar, suggesting that GHRM practices should be implemented to improve SP.

Green Human Resource Management as a Catalyst for Sustainable Performance: Unveiling the Role of Green Innovations

“…Additionally, the study reveals that the direct impact of GHRM on sustainable performance is more intricate and less straightforward than previously understood, challenging earlier assertions by Alenzi [50] and Al-Shammari [25]. This complexity suggests that a more nuanced and strategic approach to implementing GHRM practices is essential.…”

“…Contrary to the positive associations posited by Alenzi [47] and Al-Shammari [25], Hypothesis 3 (GHRM's direct impact on SP) was not supported (β = 0.004, p = 0.819), suggesting a more complex relationship than previously understood; refer to Table 6. Similarly, Hypothesis 4 (green process innovation's effect on SP; refer to Table 6) found no significant direct impact (β = 0.020, p = 0.226), challenging assertions by Bon [9] and Alenzi [50]. However, Hypothesis 5 was affirmed, with green product innovation showing a significant positive influence on SP (β = 0.106, p < 0.001), in line with Baeshen [18] and Sezen [17].…”

“…Imran [48] and Khan [49] corroborate the positive impact of GHRM on SP, with Khan specifically highlighting the moderating role of external pressures. The significant role of GHRM in boosting SP, particularly in the context of green supply chain management, is accentuated by Bon [9] and Alenzi [50]. Roscoe [44] and Zhao [51] explore mechanisms through which GHRM practices, including proenvironmental HRM and corporate social responsibility, contribute to the development of a green organizational culture and the enhancement of SP.…”