Using green human resource management practices to achieve green performance: Evidence from Italian manufacturing context

Abstract

The effect of green human resource management (GHRM) practices on employees' environmental engagement, attitudes, and behaviors is well‐known. What is less known is which GHRM practices can have a positive influence on achieving green performance through the mediating role played by people's engagement. To address the research gaps, this study used mixed‐method research design. In Phase 1, this study focused on the advanced manufacturing context of Italy by surveying 540 managers to develop a multiple regression model and test six different GHRM practices as the hypotheses. In Phase 2, qualitative data analysis was analyzed. Our findings highlighted that GHRM practices connected with awards and compensations did not affect green performance. Conversely, a correlation was observed between achieving green performance and practices such as training, aligning management with the company's strategic environmental goals and objectives, involving managers in the process of defining the goals and objectives, and the green reputation of the company and the managers who can act as environmentally responsible leaders. This study extends social exchange theory and opens new avenues for further research and proposes several practical suggestions for practitioners.