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

Green human resource management and organizational sustainability In the previous studies, practitioners and researchers are talking more about corporate sustainability. The researchers point out that to achieve economic, environmental, and social performance, stakeholders such as employees, top management, and managers would need to examine sub-dimensions of corporate sustainability (Hengst et al. 2020). Corporate sustainability goals have become the basis of and a component of many organizations' strategic goals. As a result, corporate sustainability is defined in terms of the triple bottom line, i.e., the organization's social, economic, and environmental goals, as well as its performance (Dyllick and Hockets, 2002). Organizations and society face a significant difficulty in achieving corporate sustainability goals (Hussain, Rigoni, and Orij, 2018). Green human resource management (GHRM) is being regarded as a critical tool for developing individuals and organizations that are committed to corporate sustainability and triple-bottom-line results. The goal of the GHRM is to recruit, select, train, and evaluate employees to achieve organizational sustainability goals (Renwick, Redman, and Maguire, 2008). According to the literature, GHRM's outcome will be the development of individuals and the organization's thinking toward corporate sustainability. Furthermore, it motivates individuals and businesses to invest in the technology and innovation required to contribute to society's triple bottom line. The concept of organizational citizenship behaviour for the environment (OCBE) has gotten a lot of attention in the environmental literature, and it appears to be a realistic method for understanding environmentally friendly conduct in the workplace (Daily et al., 2009; Paillé et al., 2013). Employees' OCBE has a good association with strategic human resource management, which is equal to green human resource management (Paillé et al. 2014). This study anticipates GHRM to have a considerable impact on employees' eco-friendly behaviour, based on the previous discussion and synthesis, hence the authors suggest the following hypothesis: H 1 Green human resource management is positively related to employee eco-friendly behaviour Except for the study, few empirical studies have verified the link between employees' OCBE and environmental performance (Paillé et al. 2014). Employee OCBE is a direct driver of environmental performance, according to their findings. Employee environmental initiatives, such as trash reduction, should assist companies in meeting their environmental goals and improving overall environmental performance (Daily et al. 2009). Environmental performance can be improved by combining environmental management systems with the spontaneity of eco-friendly behavior (Roy et al. 2013). As a result, the direct relationship between employees' eco-friendly conduct and hotel environmental performance is investigated in this study. Although current research suggests that green human resource management is a direct contributor to company sustainability, employee eco-friendly behaviour is just as important (Kim et. al. 2019). In addition to GHRM, there is a need to theorize eco- friendly behaviour effects of corporate sustainability. Employee eco-friendly behaviour, according to current research, mediates the relationship between GHRM and business sustainability (Elshaer et al., 2021). Employee environmental obligations are described as employees who voluntarily do duties targeted at environmental conservation that, if not performed, may result in a sense of guilt Environmental obligations have been discussed as moral and ethical dilemmas in the literature on environmental science (Lenzen and Murray, 2010). Environmental obligations are concerned with determining what is right and wrong in terms of individual activities in terms of environmental sustainability. As a result, environmental responsibility would be discussed and evaluated more specifically in the context of individual employees rather than in a broad sense (Hameed et al., 2019). Because environmental responsibility is a direct effect of GHRM and can help with sustainability, it is a matter of personal morality. As a result, its role as a moderator would explain the link between GHRM and corporate social responsibility. The theoretical framework for the study is provided in the Figure 1. H 2 Employee eco-friendly behaviour has a positive impact on employee environmental performance H 3 Employee eco-friendly behaviour is positively associated with Organisational Sustainability (OS). H 4 Employee environmental friendly response is positively associated with organizational sustainability H 5 Employee eco-friendly behaviour mediates the link between green human resource management (GHRM) and Employee environment-friendly response H 6 Employee eco-friendly behaviour mediates the link between GHRM and OS. H 7 Employee eco-friendly behaviour mediates the link between Employee environment-friendly responsibility and organizational susceptibility. H 8 Employee environmental responsibility moderates the link between Employee environment-friendly behaviour and GHRM and organizational susceptibility 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 33 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals