Driving Sustainability from Within: The Strategic Role of Green HRM and Employee Environmental Commitment

Abstract

This paper examines how Green Human Resource Management (GHRM) has strategic implications of other environmental practices (environmental commitment by employees (EEC)) mediated by psychological green climate (PGC) and moderated by environmental transformational leadership (ETL). Based on the Resource-Based View (RBV) and the Social Exchange Theory (SET), the study employs a cross-sectional quantitative design, surveyed the employees in Pakistani organizations that are environmentally active. The evidence shows that GHRM can promote the EEC substantially directly and indirectly. In particular, PGC mediates the EEC GHRM connection, which means that an environmentally supportive organizational culture is significant. Besides, this relationship is even concretized by ETL, which shows that the positive impacts of GHRM practices are reinforced by transformational leaders. The paper has both theoretical and practical implications and clarifies the theoretical and leadership pathways that highlight the relationship between HR practices and environmental results and offers the management practice to integrate sustainability into the organizational culture and human systems. It concludes that sustainability programs tend to work more efficiently when they are people driven as compared to being policy driven.