Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 4

behaviour in improving environmental outcomes, empirical studies linking human resource management to environmental performance through employee commitment and behaviour are lacking (Fernández et al., 2003; Paillé et al., 2014). Hiring and retaining environmentally friendly personnel, providing environmental training, and reflecting on employees' environmentally friendly contributions in employee performance reviews are all part of GHRM (Guest, 1997). With the primary focus of GHRM on the environmental management of business organizations, the GHRM is shape and boost worker’s ecological conscious behaviour by mitigating organization’s carbon footprint and contributing to its green credentials (Renwick et al., 2013). The green HRM practices significantly enhanced workplace sustainability (Jeronimo et al., 2020; Jeronimo et al., 2020a). In general, only profit maximization is the main aspect and focus of all organizations leaving organizational sustainability, however, organizations did not exist without society and the environment. Employees' environmentally friendly behaviour is critical to a company's environmental management success since it enhances the company's overall environmental performance. (Daily et al., 2009). Organizational commitment functions as a mediator of GHRM on eco-friendly behaviour, and social identity theory provides a theoretical foundation for employees' psychological process of a firm's green initiatives. Employees are likely to integrate positive organizational ideals, according to social identity theory (Ashforth and Mael, 1989; Carmeli, 2005; Peterson, 2004). Employee attitude is influenced by organizational commitment because it leads to altruistic or prosocial behaviour, such as organizational citizenship behaviour (Balfour and Wechsler, 1996; Carmeli, 2005; O’Reilly and Chatman, 1986). II. R eview of L iterature Shoaib et al., (2021) reported that green HRM practices promote organizational commitment through green human capital. Adoption of GHRM policies and practices promotes green behaviour in the workplace and enhances environmental performance (Yong and Yusoff, 2016). There is a research study reported on GHRM and organizational sustainability (Yong et al., 2020). The employees perceive that organizational sustainability will boost pro-sustainability behaviour for developing green workplace environments (Jeronimo et al., 2020). Amrutha and Geetha (2020) through their comprehensive analysis reported more research studies to understand the relationship between GHRM and organizational sustainability. Renwick et al. (2013) linked HRM with environmental management coining it as “green human resource management” or “environmental resource management”. According to social identity theory, people feel delighted when they join groups with great reputations since belonging helps to reinforce their self-concept concerning their relationship with the group (Ashforth and Mael, 1989; Tajfel and Turner, 2004).The relationship between a firm and its employees can be explained using social identity theory. Employees who incorporate their company's positive actions and beliefs, according to some researchers, display significant organizational commitment. (Ashforth and Mael, 1989; Peterson, 2004). Employees that have a positive attitude toward corporate social responsibility activities are more likely to be committed to the company (Brammer et al., 2007; Turker, 2009). Furthermore, according to social identity theory, employees' organizational commitment is linked to their conduct (Yen et al., 2013). Employees' organizational commitment accelerates their extra-role conduct, also known as organizational citizenship behaviour, beyond their responsibilities (O’Reilly and Chatman 1986). The strategic HRM policies and practices influence employee commitment, and attitudes (Domínguez-Falcón et al., 2016; Gould-Williams and Davies, 2005; Takeuchi et al., 2009). The strategic HRM policies and procedures enhance employee performance by empowering employees to achieve the objectives of an organization (Gould-Williams and Davies, 2005). The GHRM in this empirical study attempted to address the environmental and organizational sustainability issues. III. R esearch G ap The rising social and environmental concerns are due to inadequate HR policies and there is a need to examine the organizational sustainability with green HRM to address social, economic and environmental issues in developing countries in general and Information technology industry in particular. Further Employees' eco-friendly behaviour has rarely been examined as an outcome variable of corporate commitment in prior studies. The study focuses on organizational sustainability concerning green HRM that has been not reported by earlier researchers (Ababneh, 2021; Shoaib et al, 2020). The green human resource management can provide organizational sustainability if applied correctly, and also motivate the employees. In conclusion, there has been a noteworthy dearth of research on how GHRM encourages staff engagement and environmentally beneficial behaviour, enabling hotels to improve their environmental performance. The primary goal of this study is to gain a better understanding of how GHRM practices improve environmental performance by increasing employee engagement and eco-friendly behaviour and enhancing organizational sustainability. The Effect of Green Human Resource Management on Employee Eco-Friendly Behaviour, Employee Environment-Friendly Response and Organizational Sustainability: An Empirical Study Concerning IT Industry in Hyderabad Metro 32 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals