The impact of GHRM practices on employee workplace outcomes and organizational pride: a conservation of resource theory perspective
| Date | 15 February 2024 |
| Pages | 383-407 |
| DOI | https://doi.org/10.1108/ER-05-2023-0249 |
| Published date | 15 February 2024 |
| Subject Matter | HR & organizational behaviour,Industrial/labour relations,Employment law |
| Author | Aiman Niazi,Muhammad Imran Qureshi,Mehwish Iftikhar,Asifa Obaid |
The impact of GHRM practices on
employee workplace outcomes
and organizational pride:
a conservation of resource
theory perspective
Aiman Niazi
Department of Management Sciences, National University of Modern Languages,
Islamabad, Pakistan
Muhammad Imran Qureshi
Teesside University International Business School, Middlesbrough, UK, and
Mehwish Iftikhar and Asifa Obaid
NUST Business School, National University of Sciences and Technology,
Islamabad, Pakistan
Abstract
Purpose –In light of the widely acknowledged significance of GHRM practices, this study improves
comprehension pertaining to GHRM practices and employee workplace outcome relationships. Drawing on the
conservation of resource (COR) theory, the association between GHRM practices and employee workplace
outcomes, namely green commitment and thriving at work, was explored, with a specific focus on the
mediating role of organizational pride.
Design/methodology/approach –A quantitative research design was adopted, and data was collected
through a multistage sampling technique, yielding a sample of 255 employees working in six textile
manufacturing organizations in Pakistan, all of which held the ISO 14001 certification. The model was tested
using Partial Least Square Structural Equation Modeling (PLS-SEM).
Findings –The findings of this study reveal a significant link between GHRM practices and organizational
pride. Moreover, organizational pride was found to mediate the relationship between GHRM practices and
thriving at work while partially mediating the relationship between GHRM practices and green commitment.
Research limitations/implications –The outcomes of this study have implications for organizations
seeking to enhance sustainability and employee well-being by adopting GHRM practices. Specifically, fostering
a sense of organizational pride can further enhance thriving at work and green commitment among employees.
Originality/value –The findings contribute to the existing literature by highlighting the positive impact of
GHRM practices on employee workplace outcomes and the importance of organizational pride as a mediating
mechanism.
Keywords GHRM, Green commitment, Thriving at work, Organizational pride
Paper type Research paper
1. Introduction
The Sustainable Development Goals (SDGs) of the United Nations have heightened the
conversation around sustainability, and companies now realize how crucial it is to include
environmental sustainab ility in their operations alo ngside the economic and social
dimensions (Elshaer et al.,2021;Obeidat et al.,2023) . Environmental concerns are
becoming worldwide issues that pose challenges for businesses and society. Climate
commitments point to a 2.4–2.6 8C increase in average global temperature this century
(United Nations Environmental Programme [UNEP], 2022). As we enter the era of “global
boiling”(Niranjan, 2023), an urgent systematic overhaul towards climate action is required,
Impact of
GHRM
practices
383
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/0142-5455.htm
Received 17 May 2023
Revised 11 September 2023
18 November 2023
29 December 2023
Accepted 4 January 2024
Employee Relations: The
International Journal
Vol. 46 No. 2, 2024
pp. 383-407
© Emerald Publishing Limited
0142-5455
DOI 10.1108/ER-05-2023-0249
with the industrial sector bearing significant responsibility. Owing to its substantial
contribution to both economic growth and environmental damage (Malik et al., 2021),
sustainability has become an important concern for the manufacturing sector (Khan et al.,
2021). External stakeholder pressure (Jamal et al., 2021), combined with the potential of green
initiatives to allow firms to achieve corporate sustainability, has obliged organizations to pay
attention to this area. Accordingly, ongoing environmental conservation necessitates
advocating responsible behaviors in every sector and setting high expectations for all
participants of the society.
The mounting concern of sustainability issues is compelling firms to implement
environmental activities into their business models (Ercantan and Eyupo glu, 2022).
Nevertheless, in order to implement organizational strategy and achieve business goals,
human resource management (HRM) is essential (Alavi and Aghakhani, 2023;Kundu et al.,
2023). To minimize harmful effects on the environment, save expenses and increase
efficiency, GHRM practices aim to make HR policies and practices environmentally favorable
(Li et al., 2023). In doing so, GHRM practices allow organizations to achieve sustainability
agenda by integrating green strategic goals into HR practices (Ren et al., 2018). Such practices
ensure that environmental management strategies are integrated into all HRM functions,
including recruitment and selection, training, development and performance management
(Renwick et al., 2013). Consequently, it is crucial to integrate a green agenda into HRM
practices to support sustainability goals.
In part, owing to human resources’significance in the organization, management
academics have given the area of GHRM a great deal of attention. The concept of “green”has
gained momentum in organizations and academic circles in recent past (Paulet et al., 2021;
Paill
eet al., 2020). The significance of human resources in achieving sustainability has been
asserted in numerous studies. In this regard, a recent bibliometric analysis drew inferences
from significant studies in the GHRM scholarship (Bahuguna et al., 2023). Furthermore, in
their systematic review, Amrutha and Geetha (2020) discussed the role of GHRM in achieving
green workplace behaviors and organizational sustainability. Ren et al. (2018) went into
greater detail, demonstrating how GHRM might potentially have both specific and more
general desirable outcomes at the organizational and employee levels. In a similar vein,
Benevene and Buonomo (2020), provided an evidence-based analysis of the GHRM outcomes.
By and large, GHRM has been a focus of considerable research, with a primary focus on how
it affects business performance outcomes (Ali et al., 2022;Elshaer et al., 2021;Ren et al., 2022;
Ghouri et al., 2020;Muisyo et al., 2022). Individual-level research has also explored the impact
of GHRM on employees’green and non-green consequences through mechanisms such as
green employee empowerment and green psychological climate (Sabokro et al., 2021;Hameed
et al., 2020).
Despite this emphasis, there are significant gaps in GHRM literature. For instance,
notwithstanding GHRM’s acknowledged influence on green outcomes, only peripheral
prominence has been accorded to comprehend how it influences non-green outcomes like
employee behaviours and attitudes (Zhu et al., 2021). The literature indicates that HRM
practices may shape various employee work attitudes and behaviors through underlying
social and psychological mechanisms (e.g., Liu et al., 2020a,b,c;Shen et al., 2018). As a
substantial determinant of human sustainability and sustainable performance, “thriving at
work”is gaining significance in the organizational behavior literature (Jiang et al., 2020).
However, while the impact of efficient systems on thriving at work has been investigated,
GHRM practices have not yet been considered in relation to thriving at work (Wang et al.,
2021). Furthermore, green commitment, as an antecedent of environmental performance, and
hence the environmental sustainability dimension of the organization, is a significant
outcome of GHRM practices (Ren et al., 2022). A lack of empirical research regarding the
connection between GHRM and environmental commitment is another area of concern
ER
46,2
384
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