Leveraging green human resource practices to achieve environmental sustainability

Abstract

The topic of green human resource management has attracted considerable attention during this last decade. Despite this interest little research has been conducted with the aim to explore the effect of practices in achieving workplace goals in environmental sustainability. Using conditional process analysis (n = 221), this study tested a moderated-mediation model in which employee environmental satisfaction was expected to increase the indirect effect of green human resource management practices on individual environmental performance through perceived organizational support for the environment. The results reveal that (1) training is the best green human resource management practice in predicting individual environmental performance and (2) perceived organizational support for the environment only increases the effect of individual environmental performance when employees are highly environmentally satisfied with organizational environmental engagement. Through findings this study contributes to the emerging literature on green human resource management and has practical implications for organizations seeking to achieve environmental performance.