These aim to develop suitable green human resource management policies and strategies to shape and promote sustainable development strategies within businesses, with a particular focus o
INTRODUCTION
Background
In recent decades, the global ecosystem has faced significant degradation due to increased production activities and unsustainable environmental exploitation This deterioration now poses a serious threat to human life, making environmental challenges the most urgent issue to address Consequently, it is imperative to find solutions to these problems, necessitating immediate human intervention to prevent irreversible consequences.
The manufacturing industry plays a crucial role in the global economy but faces significant challenges due to environmental concerns related to production activities (Aftab & Veneziani, 2022) This sector is resource-intensive and generates substantial waste, leading to soil, water, and air pollution (Farrukh et al., 2022) In response, global manufacturing corporations are implementing various environmental initiatives (Zibarras & Coan, 2015) and reshaping their business models to reduce their ecological footprint (Majumdar & Sinha, 2019) As companies shift towards green manufacturing, they are adopting strategies that promote sustainability and align with global development trends, leveraging green business practices as a strategic advantage (Melnyk et al., 2003).
Vietnam is significantly impacted by climate change, facing increasing natural disasters such as storms, floods, and droughts In response, the Vietnamese government has set a development orientation for 2021-2030 focused on creating an environmentally friendly economy Policies are being implemented to encourage businesses, particularly in manufacturing, to adopt green practices As a result, domestic manufacturers are transitioning to green production models, leveraging sustainability as a strategic advantage to enhance their competitiveness in both local and international markets while aligning with global development trends.
Organizations cannot achieve environmental sustainability without actively involving employees as internal stakeholders Research indicates that many organizations overlook the complexity of environmental management and underestimate the importance of employees' pro-environmental behavior (PEB), which hinders their ability to meet sustainability goals PEB often manifests at the individual level and outside formal reward systems, yet it significantly enhances a company's environmental performance and supports the attainment of green objectives To foster this behavior, businesses must raise environmental awareness and incentivize employees, thus gaining a competitive advantage A productive human resource management (HRM) system is essential for promoting PEB and increasing environmental consciousness among staff Consequently, the emergence of green human resource management (GHRM) reflects the integration of HRM practices with environmental sustainability efforts.
Recent studies have explored the connection between green human resource management (GHRM) and employees' pro-environmental behaviors Research by Iftikhar et al (2022) in Pakistan's hotel industry found that GHRM positively impacts employees' eco-friendly actions Similarly, Farrukh et al (2022) discovered that GHRM fosters pro-environmental behavior in the manufacturing sector Furthermore, Patwary et al (2023) reinforced these findings through their survey, highlighting the significant role of GHRM in promoting sustainable practices among employees.
384 hotel employees in Malaysia suggested that the lop managers need to promote GHRM to enhance employees implementing proactively pro-environmental behaviors.
Recent studies have explored the significant roles of green human resource management and green psychological climate in fostering green commitment (K, 2023) Additionally, research by Timo et al (2023) highlights the influence of green human resource management on green empowerment, while Hameed et al (2023) examine how green empowerment affects pro-environmental behaviors.
Research on Green Human Resource Management (GHRM) and pro-environmental behaviors has predominantly focused on developed countries, leaving a notable gap in studies within developing nations, particularly Vietnam The existing literature lacks comprehensive investigations into the simultaneous effects of GHRM, Green Employee Engagement (GEE), Green Psychological Climate (GPC), and Green Commitment (GC) on employees' pro-environmental behaviors (PEB) Additionally, there is insufficient exploration of the mediating roles of green psychological climate, employee green commitment, and empowerment in the relationship between GHRM and PEB, especially within the manufacturing sector in Ho Chi Minh City To address these gaps, our research team has undertaken a study titled "Green Human Resource for the Future," focusing on the impact of GHRM on employees' pro-environmental behaviors in manufacturing enterprises in Ho Chi Minh City, emphasizing the importance of green employee empowerment, psychological climate, and commitment.
Through this research, managers within manufacturing enterprises can explore appropriate approaches to encourage pro-environmental behaviors of the employees.
Research Objectives
This study explores the influence of green human resource management on pro-environmental behaviors among employees in manufacturing companies in Ho Chi Minh City It emphasizes the mediating effects of green employee empowerment, green psychological climate, and green commitment in this relationship.
This study examines the influence of green human resource management on pro-environmental behaviors among employees in manufacturing companies in Ho Chi Minh City It highlights the mediating effects of green employee empowerment, green psychological climate, and green commitment in this relationship.
This article offers essential recommendations and effective strategies for managers and businesses in Ho Chi Minh City to foster and enhance employees' pro-environmental behaviors Additionally, it suggests actionable insights for relevant stakeholders, including government entities and employees themselves.
Research Subjects
The research subjects of this study are green human resource management, green employee empowerment, green psychological climate, green commitment, and pro-environmental behavior.
Research scope
The research has been conducted in Ho Chi Minh City, which has the most dynamic economy in Vietnam and a large concentration of domestic and foreign businesses.
The research has been conducted from December 2023 to February 2024
This research is considered to survey a group of employees who are working in manufacturing enterprises in Ho Chi Minh City
Research method
The research mainly applies two main research methods: qualitative research method and quantitative research method.
The qualitative research process aims to explore and develop components that contribute to a theoretical framework tailored to the practical context of the study Additionally, it helps refine language to ensure clarity and understanding for respondents, specifically employees in manufacturing enterprises in Ho Chi Minh City.
Quantitative research methods are employed after obtaining the survey questionnaire results The research team utilized convenience sampling to gather data from 227 employees of manufacturing enterprises in Ho Chi Minh City through the designed survey questionnaire.
Once the data has been cleansed and coded, descriptive statistics will be performed to characterize the sample Following this, the Amos 22 software will be utilized to evaluate the model and test the research hypothesis through structural equation modeling (SEM).
Research Significance
This study enhances existing theories related to green human resource management, employee empowerment, psychological climate, commitment, and pro-environmental behaviors By re-evaluating previous findings, it lays a solid foundation for future research articles focused on promoting pro-environmental behaviors in the workplace.
This article offers essential recommendations for managers and businesses in Ho Chi Minh City to enhance employees' pro-environmental behaviors by implementing Green Human Resource Management (GHRM) practices It emphasizes the importance of fostering green employee empowerment, cultivating a green psychological climate, and strengthening green commitment Additionally, the article provides suggestions for relevant stakeholders, including government entities and employees, to support these initiatives effectively.
Structure of this study
The study consists of 5 chapters, the structure is as follows:
Chapter 1: Research overview This chapter presents the reasons why the research team chose the topic, research objectives, research subjects, research scope, methods used to conduct the research, research significance, and structure of the study.
Chapter 2: Literature review This chapter provides an overall understanding of variable definitions, an overview of previous research, and the theories used for the research From there, propose the hypotheses and research model.
Chapter 3: Research methodology In this chapter, the authors present the research process and methods that are used to test and evaluate, calibrate the scale, and test the model and research hypotheses proposed
Chapter 4: Results The chapter evaluates the analysis results and the scale and whether the proposed hypotheses are supported or not.
Chapter 5: Conclusion and Recommendations Possible implications from the research results are discussed, and practical recommendations are proposed for enterprises The chapter also presents the limitations of the current study to overcome the shortcomings for future research directions.
LITERATURE REVIEW
Variable Definitions
2.1.1 Green Human Resource Management (GHRM)
To mitigate the adverse effects on the global environment, businesses are prioritizing environmental management and sustainable development as essential components of their operations This necessitates that Human Resource Management (HRM) be flexible in adjusting policies to support sustainable practices Additionally, HRM should cultivate a mindset among employees that promotes environmental stewardship, creating a workplace that motivates individuals to adhere to the organization’s green standards Companies are leveraging HRM to develop and enforce environmentally sustainable policies (Renwick et al., 2013).
To fulfill practical requirements, a new term has emerged in response to the development and innovation in management thinking (Dutta, 2012), known as
Green Human Resource Management (GHRM) integrates green management principles into various HR functions, including job design, staffing, training, and development This approach aims to enhance employee pro-environment behaviors, fulfill employee expectations, and support the achievement of organizational goals (Kara et al., 2023).
Green Human Resource Management (GHRM) focuses on enhancing employee commitment to sustainability by promoting interest in environmental issues and fostering a creative, environmentally friendly organizational culture It reflects a company's strategic dedication to environmental sustainability, encouraging senior management to integrate green practices into planning and operations GHRM encompasses various HR functions, including recruitment, rewards, training, and assessment, all aimed at creating a sustainable workplace and reducing environmental emissions (Farrukh et al., 2022; Darvishmotevali & Altinay, 2022).
Based on the insights of Dumont et al (2017), our research team recognizes the definition of Green Human Resource Management (GHRM) proposed by Kara et al (2023) as the most suitable for our study objectives This definition highlights two critical aspects: environmental protection and effective human resource management GHRM plays a vital role in organizational HR strategies, fostering behaviors and attitudes that promote environmental preservation and sustainable development.
Empowerment involves granting employees the power, responsibility, and freedom to make swift decisions and take initiative in their roles without needing approval from higher-ups (Moraes et al., 2019) In this context, green empowerment specifically allows employees to make environmentally conscious choices (Jabbour et al., 2015) Thus, green empowerment can be defined as a process where organizations empower their employees to tackle environmental challenges effectively (Masri & Jaaron, 2017).
Encouraging employee involvement in problem-solving and allowing them to share suggestions is crucial for enhancing participation in environmental management initiatives, significantly improving organizational environmental performance (Ahmad, 2015) Human resource managers play a vital role in motivating employees to engage in green initiatives and generate eco-friendly ideas through green empowerment (Masri & Jaaron, 2017) This empowerment fosters employee independence, leading to innovative solutions for environmental challenges Ultimately, green empowerment not only enhances green management practices but also boosts employee motivation and performance (Tariq et al., 2016), inspiring them to tackle environmental issues and improving the company's overall environmental performance.
In our study, we identified the definition of green empowerment by Masri & Jaaron (2017) as the most pertinent for our research objectives Green empowerment is defined as the process by which businesses empower their employees with the authority, responsibility, and autonomy to tackle environmental challenges This approach not only promotes employee involvement in green initiatives but also fosters the development of innovative, eco-friendly ideas.
Green psychological climate (GPC) encompasses employees' perceptions of their organization's environmental policies at an individual level, as noted by James et al (2008) In contrast, Dumont et al (2017) define GPC as the employees' understanding of eco-friendly strategies, procedures, and practices that embody the organization's commitment to green values.
According to Norton et al., (2017), green psychological climate is defined as
“employees' general awareness and understanding of organizational guidelines, procedures and actions related to ecological sustainability that reflect the organization's green values" Nisar et al., (2021) proposed that the terms
The concepts of "psychological environment" and "green environment" form the basis for a "green psychological climate," which plays a crucial role in shaping employees' green workplace behavior through Green Human Resource Management (GHRM) The psychological climate is defined as the collective perceptions individuals have regarding the characteristics of their work environment (Burke et al., 2002).
Employees' perceptions of their organization significantly influence the psychological climate, which is shaped by social interactions and organizational policies (Patterson et al., 2005; Norton et al., 2017) The green environment serves as a crucial mechanism for businesses aiming to achieve sustainability through the implementation of eco-friendly policies (Chou, 2014; Norton et al., 2014) Consequently, green psychological climate is defined as employees' awareness and understanding of organizational guidelines and actions related to ecological sustainability, reflecting the organization's commitment to green values (Norton et al., 2017).
Research shows that Green Performance Culture (GPC) encourages employees to engage in environmental initiatives (Amrutha & Geetha, 2021; Norton et al., 2017) GPC significantly impacts employees' emotions, values, attitudes, and behaviors (Saleem et al., 2021) When employees recognize that their company's actions positively affect their well-being, they are more motivated to engage in behaviors that align with the company's values and to voluntarily participate in pro-environmental behaviors (PEB).
Based on the research by Nisar et al (2021) and our study objectives, we assert that Norton et al.'s (2017) definition of "green psychological climate" is the most comprehensive and applicable for our analysis We define "green psychological climate" as the collective awareness and understanding among employees regarding organizational policies and strategies that promote environmental protection and ecological sustainability, as reflected in the organization's commitment to green values.
Green commitment refers to an employee's psychological engagement and awareness of their work environment, encompassing feelings of responsibility towards preserving the natural environment Scholars define it as the internal motivation driven by a sense of obligation to protect ecological sustainability This commitment is influenced by individuals' psychological dedication and the alignment of organizational goals and values with a collective responsibility to achieve the organization's mission.
Employee green commitment, as defined by Paillé et al (2017), encompasses a mental and psychological state characterized by attachment, identity, responsibility, and obligation toward environmental concerns in the workplace This commitment reflects the degree to which employees align with their organization's goals, demonstrate engagement, and maintain a long-term intention to stay with the organization.
Employees often overlook environmental concerns in their workplace and daily lives unless they possess a deep commitment to sustainability To achieve the organization's green sustainable goals, it is essential to foster employees' dedication to the organization's environmental objectives and interests.
Theories
2.2.1 Ability-Motivation-Opportunity Theory (Theory AMO)
The Ability-Motivation-Opportunity (AMO) framework, introduced by Blumberg and Pringle in 1982, posits that employee performance aligns with organizational goals when individuals are equipped with the right ability, motivation, and opportunities This theory is instrumental in organizational behavior and management, enabling managers to understand key factors affecting performance In our study, we utilized the AMO theory to examine how Green Human Resource Management (GHRM) and Green Employee Engagement (GEE) contribute to enhancing policies and practices that foster a sustainable work environment.
According to the AMO theory models, Green Human Resource Management (GHRM) is essential for fostering a sustainable work environment by enhancing employees' "Ability" through effective recruitment and training that maximizes productivity and potential It also boosts employee "Motivation" by implementing HRM strategies like rewards and performance appraisals, which inspire them to achieve their goals Furthermore, GHRM provides "Opportunity" by optimizing human resource management practices, creating a cohesive and empowering atmosphere that enhances decision-making capabilities and promotes a sense of responsibility among employees.
By focusing on the interconnection of ability, motivation, and opportunity, GHRM managers can create an engaging workplace that empowers employees to adopt and maintain green practices This approach not only fosters effective sustainable behaviors but also enhances overall company performance by cultivating a culture of environmental responsibility.
Green employee empowerment (GEE) is crucial in the AMO theory, as it offers employees opportunities to enhance their skills and boosts their motivation to perform tasks effectively.
GEE fosters employee growth by promoting both personal and professional development through the delegation of responsibility and authority By trusting employees with significant tasks, GEE provides them with valuable opportunities to gain experience, enhance their knowledge, and cultivate new skills.
Green employee empowerment fosters a workplace where employees feel they play a vital and impactful role in their jobs This sense of authority and autonomy encourages them to make decisions and suggest solutions, leading to increased excitement and motivation As a result, employees are more likely to engage actively, showcase their skills, and contribute effectively to the organization's environmental protection initiatives.
GEE fosters a supportive environment that empowers employees to enhance their decision-making skills and encourages creativity in exploring new ideas for environmental sustainability This green empowerment also provides employees with the necessary resources, information, and support to excel in their roles, ultimately aiding in skill development, boosting knowledge, and improving overall performance.
GHRM plays a vital role in fostering PEB by enhancing GEE and GC, which ultimately supports employee development It is essential to focus on the interconnection between GHRM and GEE within the AMO theory, paving the way for a future where employees feel satisfied and deeply aligned with the organization’s core mission and values.
Social Cognitive Theory (SCT), which evolved from Albert Bandura's Social Learning Theory (SLT) in 1986, elucidates how individuals learn and demonstrate behaviors within social settings SCT posits that learning is influenced by the dynamic interplay of three key elements: individuals, their behaviors, and the surrounding environment.
Numerous studies have utilized Albert Bandura's social cognitive theory (SCT) to understand and analyze employee behavior, particularly within organizations striving for sustainable objectives.
In this study, we utilized social cognitive theory (SCT) as a theoretical framework to explore how individual and environmental factors impact employees' pro-environmental behaviors within an organization.
According to the SCT model, both individual factors like green commitment and environmental elements such as Green Human Resource Management (GHRM) and Green Performance Culture (GPC) influence employees' pro-environmental behaviors through their interactions.
Employees' green commitment is the degree to which they recognize and engage with their organization's environmental initiatives This commitment highlights their understanding of the significance of environmental preservation, facilitated by Green Human Resource Management (GHRM) policies Such policies provide managers with valuable insights into how employees embrace and align with the organization's green objectives and values.
Green Human Resource Management (GHRM) encompasses the implementation of eco-friendly policies and practices, including green recruitment, training, and disciplinary measures, while also focusing on encouraging employee engagement in environmentally responsible behaviors A positive Green Psychological Climate (GPC) fosters a workplace that enhances awareness and promotes pro-environmental actions among employees by creating a sustainable work environment, facilitating open communication, and nurturing a culture that values environmental stewardship.
The dynamic interaction among green commitment, Green Human Resource Management (GHRM), and a supportive green psychological climate fosters a motivating work environment for employees This synergy encourages pro-environmental behavior, leading to a positive feedback loop that enhances the organization's sustainable development and strengthens its environmental protection initiatives.
Summary of prior research
2.3.1 The research of Rabbir Rashedin Tirno and colleagues (2023)
Timo et al., (2023) study on Green HRM and ecofriendly behavior of employees: Relevance of pro-ecological climate and environmental knowledge.
Research subjects: GHRM, pro-ecological climate, green empowerment, eco friendly behavior, and environmental knowledge.
This study aimed to explore how green Human Resource Management (HRM) impacts employees' eco-friendly behaviors, both in their roles and beyond It specifically examined the mediating roles of pro-ecological climate and green empowerment in fostering these environmentally conscious actions among workers.
This study employed a two-stage structural equation modeling (SEM) approach to analyze data, utilizing purposive sampling An empirically validated questionnaire was administered to gather responses from employees in the service sector of Bangladesh.
Research shows that Green Human Resource Management (GHRM) significantly boosts organizational initiatives aimed at promoting green policies and empowering employees By facilitating the implementation of GHRM strategies in everyday tasks, green empowerment (GE) enhances both employees' eco-friendly behaviors and the overall operational performance of the organization.
Figure 3 The research model of Rabbir Rashedin Timo and colleagues (2023)
2.3.2 The research of Mishal Nasir and colleagues (2022)
Nasir et al., (2022) study on Analyzing the pro-environmental behavior of pharmaceutical employees through Green HRM practices: the mediating role of green commitment.
Research subjects: Green training and development, green rewards and compensation, green employee empowerment, green commitment and pro- environmental behavior.
This study investigates how green human resource management practices, including green training and development, green rewards and compensation, and the empowerment of green employees, influence pro-environmental behavior among employees Additionally, it explores the mediating effect of green commitment in this relationship.
This study addresses the gap in research regarding the influence of Green Human Resource Management (GHRM) practices on pro-environmental behavior (PEB), which has not been extensively explored in prior studies Utilizing quantitative methods, data was gathered from 279 employees in Pakistan's pharmaceutical sector through convenience sampling The authors employed structural equation modeling (SEM) to analyze the established frameworks, providing valuable insights into the relationship between GHRM practices and green behavior.
Research indicates that green commitment mediates the relationship between green human resource management practices and employees' pro-environmental behavior Key practices such as green training and development, green rewards and compensation, and empowering employees in environmental protection not only enhance pro-environmental behavior but also cultivate green commitment within the organization These practices exert both a direct influence on employees’ pro-environmental actions and an indirect effect through green commitment, ultimately supporting the organization’s sustainable development goals.
This study offers significant theoretical and practical insights by highlighting green human resource management practices as a precursor to green behavior, thereby addressing gaps in existing literature It enhances understanding of organizational behavior, environmental issues, and human resource management Furthermore, the research reinforces the AMO theoretical framework by utilizing its findings to elucidate employees’ perspectives on green behaviors resulting from the adoption of green human resource management practices.
Figure 4 The research mode! of Mishal Nasir and colleagues (2022)
Jnaneswar K, (2023) study on Green HRM and employee green behavior in the manufacturing firms: do psychological green climate and employee green commitment matter?
Research subjects: Green HRM, green psychological climate, green commitment, and employee green behavior.
This study expands previous research work by introducing the psychological green climate and employee green commitment as sequential mediators in the relationship between GHRM and employee green behavior.
This study, grounded in social exchange and social identity theories, proposes a model that demonstrates how green Human Resource Management (HRM) influences employees' green behavior through the sequential mediation of psychological green climate and employee green commitment A survey was conducted with 297 full-time employees from diverse manufacturing organizations in India, utilizing a cross-sectional research design and self-report assessments.
Research shows that Green HRM (GHRM) significantly improves the psychological green climate (GPC), which in turn increases employee commitment to environmental sustainability and promotes pro-environmental behavior (PEB) in the workplace The innovative sequential mediation model developed in this study underscores the importance of GHRM, GPC, and green culture (GC) in fostering employees' environmentally friendly actions at work.
Figure 5 The research model of J noneswar K (2023)
2.3.4 The research of Shumaila Naz and colleagues (2021)
Naz et al., (2021) study on Green HRM, psychological green climate and pro- environmental behaviors: An efficacious drive towards environmental performance in China.
Research subjects: Green HRM, corporate environmental strategy, psychological green climate, pro-environmental behaviors, environmental knowledge, and environmental performance.
This study examines the effectiveness of Green Human Resource Management (GHRM) practices on the environment, focusing on the psychological green climate and pro-environmental behaviors.
A study involving 370 employees engaged in green initiatives in Jiangsu, China, utilized PLS-SEM analysis to uncover a positive correlation between green Human Resource Management (HRM) practices and corporate environmental strategies This relationship fosters a psychological green climate that motivates employees to adopt pro-environmental behaviors.
The findings underscore the vital importance of environmental knowledge in influencing the link between pro-environmental behaviors and organizational environmental performance This study enhances the current understanding by incorporating corporate environmental strategy as a key factor in predicting both behavior and environmental outcomes Additionally, the research offers important insights for management and policy, emphasizing the need to foster employee commitment to green HRM practices and environmental strategies to achieve optimal environmental performance.
Figure 6 The research model of Shumai la Naz and colleagues (2021)
2.3.5 The research of Shih-Chin Lee and colleagues (2023)
Lee Ct al., (2023) study on “Why Do Employees Show Pro-Environmental Behaviors? A Perspective of Environment Social Responsibility”.
Research subjects: Institutional pressure, green commitment, institutional pressure and pro-environmental behaviors.
This study utilized social identity theory to examine how perceptions of environmental social responsibility impact green commitment, subsequently influencing pro-environmental behaviors, with institutional pressure acting as a moderator Data were gathered from 100 employees in Taiwan's technology sector, and the findings confirmed all proposed hypotheses The focus on technology companies was intentional, given Taiwan's global reputation for technological excellence, which helps reduce potential sampling biases related to environmental knowledge.
The research findings establish a causal link between environmental social responsibility, green commitment, institutional pressures, and pro-environmental behaviors It further explores how environmental social responsibility influences pro-environmental behaviors through the mediation of green commitment and the moderation of institutional pressures, revealing a new black-box mechanism that aligns with existing studies.
This study enhances the existing literature on sustainability in organizational management and introduces a model designed to help companies adopt pro-environmental practices By doing so, businesses can achieve a competitive advantage while working towards their sustainable development goals.
Figure 7 The research model of Shih-Chin Lee and colleagues (2023)
2.3.6 The research of Kalimullah Khan and colleagues (2023)
Khan et al., (2022) study on the relationship among Green Human Resource Management, Green Knowledge Sharing, Green Commitment, and Green Behavior: A Moderated Mediation Model.
Research subjects: Green HRM, green knowledge sharing, green commitment, and green behavior.
This study aimed to discover the fundamental mechanism behind the relationship between Green Human Resource Management and Employee Green Behavior.
This study investigates the role of Green Commitment as a mediator and Green Knowledge Sharing as a moderator in the relationship between Green Human Resource Management (GHRM) and Environmental Green Behavior (EGB) Utilizing partial least squares structural equation modeling (PLS-SEM), the research analyzed 329 responses gathered from Pakistan's textile industries over two distinct time periods.
Hypotheses and research model
2.4.1 The relationship between green human resource management and green employee empowerment
Green employee empowerment (GEE) plays a vital role in aligning employees with organizational goals and enhancing their performance As an integral aspect of green management, GEE motivates employees to fulfill their responsibilities, significantly contributing to the achievement of environmental objectives (Dumont et al., 2017) Research by Laschinger et al (2004) indicates that GEE serves as a strategic tool, encouraging employees to reassess job requirements, find purpose in their roles, and enhance their competencies Studies show that empowered employees are more willing to engage in environmental management initiatives (Kitazawa & Sarkis, 2000; Simpson & Samson, 2010) Additionally, empowering employees fosters internal motivation and boosts job satisfaction, leading to increased productivity in their work.
According to AMO theory (Appelbaum et al., 2000), Green Human Resource Management (GHRM) significantly influences employees' abilities and motivations to pursue and achieve environmental goals Current research identifies three key components of GHRM activities: (1) training that enhances employees' green competencies; (2) motivation strategies that drive performance in green initiatives; and (3) employee empowerment that fosters participation in sustainability efforts (Guerci et al., 2016; Masri and Jaaron, 2017; Pinzone et al., 2016).
Green human resource management elements play a crucial role in fostering green employee empowerment, which is vital for motivating employees to excel in their roles and improve overall performance This enhancement not only benefits individual job satisfaction but also supports the achievement of organizational green objectives, as highlighted by recent research findings from Timo et al.
(2023) also suggest that GHRM has a positive influence on green employee empowerment Therefore, we propose the following hypothesis:
Hl: Green human resource management positively impacts green employee empowerment.
2.4.2 The relationship between green human resource management and green psychological climate
Green Human Resource Management (GHRM) is an innovative approach that aligns business operations with human resource strategies to promote environmental sustainability By enhancing working conditions and raising employee awareness about environmental issues, GHRM fosters a positive mindset towards the living environment This approach not only deepens employees' understanding of environmental challenges but also demonstrates the organization's commitment to eco-friendly practices Ultimately, GHRM cultivates a workforce that is knowledgeable about and engaged in the organization's green values and policies.
The psychological climate among employees is shaped by their interactions within the workplace, leading to a collective understanding of work procedures and organizational policies (Dumont et al., 2017; Norton et al., 2017) When organizations implement procedures and policies that promote environmental sustainability, these green values contribute to a healthier workplace culture and enhance the psychological climate for employees (Dumont et al., 2017; Norton et al., 2014).
Green Human Resource Management (GHRM) plays a crucial role in developing work plans and designing workplaces that foster a green psychological climate By raising employee awareness of environmental issues and sustainable practices, GHRM contributes to a positive organizational atmosphere Research by Naz et al (2021) supports the notion that green HRM is positively associated with employees' green psychological climate Therefore, we propose the following hypothesis:
H2: Green human resource management positively impacts employee green psychological climate.
2.4.3 The relationship between green human resource management and green commitment
Research by Khan et al (2022) highlights the link between green human resource management (GHRM) and green commitment (GC), suggesting that effective HRM systems can enhance employees' understanding of environmental sustainability through targeted training and development This approach not only fosters a higher level of green commitment among employees but also signals the organization's appreciation for their contributions towards shared goals and concern for their individual interests As a result, employees are more likely to engage in proactive green behaviors that align with the organization's environmental objectives.
Research indicates that employees in the same work unit can influence each other's work attitudes, which enhances their green values and fosters greater environmental awareness and behavior within the organization.
Human resource managers increasingly prioritize environmental criteria in hiring to attract candidates who value sustainability They also implement environmental training to enhance awareness of pressing ecological issues Additionally, organizations assess and reward employees for their innovative environmental practices, fostering a sense of responsibility towards sustainability These green human resource management initiatives communicate a clear organizational commitment to environmental goals, encouraging employees to align their attitudes and behaviors with the company’s eco-friendly vision.
To achieve long-term green goals, organizations must enhance employee green commitment by aligning HRM activities with their environmental objectives As noted by Rubel et al (2020), fostering a strong connection between employees and the organization involves orienting goals, raising environmental awareness, and providing enthusiastic support This approach not only strengthens the bond between employees and the organization but also enhances employees' sense of responsibility in the workplace.
Based on the findings reported in the literature and a comparative analysis of the previous results, we propose the following hypothesis:
H3: Green human resource management has a positive impact on green commitment of employees.
2.3.4 The relationship between green human resource management and pro- environmental behavior
Recent research highlights the significant impact of green human resource management (GHRM) on employees’ job attitudes and work behaviors (Pham et al., 2020) GHRM fosters pro-environmental behavior among employees, enabling businesses to reduce costs, enhance performance, and strengthen employee relationships while promoting sustainable practices By implementing green policies, GHRM encourages employee participation in environmental initiatives, ultimately contributing to improved organizational environmental performance.
Green human resource management aims to empower employees by providing them with the resources and opportunities necessary to improve their environmental skills and accomplishments This approach enables staff to effectively tackle complex issues related to environmental management within the organization.
Implementing green human resource management (GHRM) initiatives empowers employees to take control of their environmental impact while enhancing job satisfaction By rewarding environmentally friendly behaviors, organizations provide strong incentives for employees to engage in pro-environmental actions When employees feel that their contributions to sustainability are valued, they are more likely to commit to and actively participate in the organization's environmental policies and practices.
Research by Dumont et al (2017), Saeed et al (2019), and Zhang et al (2019) indicates that the adoption of Green Human Resource Management (GHRM) practices positively influences employees' pro-environmental behaviors, enhancing organizational performance and fostering greater environmental awareness among staff However, these studies primarily focused on developed countries and the Middle East, where environmental regulations and GHRM practices vary significantly from those in Vietnam To explore the relevance and accuracy of these findings within the Vietnamese context, particularly in Ho Chi Minh City, a major economic hub, we propose the following hypothesis.
H4: Green human resource management positively impacts employees' pro- environmental behaviors.
2.4.5 The relationship between green employee empowerment and green commitment
Research by Aladwan et al (2015) highlights a direct link between employee empowerment and commitment, indicating that motivated employees are more dedicated to achieving their goals (Tariq et al., 2016) Furthermore, the study emphasizes that employees' skills can only be effectively utilized when they receive proper support, motivation, and sufficient job autonomy to carry out their responsibilities.
RESEARCH METHODOLOGY
Qualitative research
The qualitative research process aims to explore and enhance components while establishing a theoretical framework tailored to the practical context of the study Additionally, it helps refine language to ensure clarity and comprehension for respondents, specifically employees in the manufacturing sector in Ho Chi Minh City.
The research scale has been developed and validated through prior studies, serving as a theoretical foundation for creating a draft scale for group discussions In early January 2024, we facilitated a group discussion involving 10 employees from manufacturing companies in Ho Chi Minh City.
The following content is what was covered in the group discussion:
The research team outlined the discussion's objectives and offered foundational insights into the research topic Key concepts were introduced, including green human resource management, green psychological climate, green empowerment, green commitment, and pro-environmental behavior Subsequently, the team shared the proposed scales in Chapter 2 with employees to gather their feedback.
During the discussion, employees provided insights on each variable, and we documented their comments and feedback In cases of conflicting viewpoints, we facilitated further discussions until a consensus was reached Ultimately, we synthesized all opinions regarding the model and scale, including adjustments to the scale’s wording, and compiled them into a cohesive document.
Discussion is carried out based on the detailed outline in Appendix 1.
After discussion, group interview results indicated that:
• Regarding the research model: agreed to maintain the initially proposed theoretical model.
The group decided to adopt and refine measurement scales from prior research, focusing on green human resource management, green psychological climate, green empowerment, green commitment, and environmental behavior, as established by global researchers.
3.2.2.1 Green human resource management scale (revised):
The Green Human Resource Management (GHRM) scale, adapted from Dumont et al (2017), has been refined through feedback from a discussion group to better align with the needs of employees in the manufacturing sector This revised scale consists of six observed variables, labeled GHRM1 to GHRM6, as detailed in Table 1.
My company organizes environmental training programs for employees to promote green values.
My company organizes environmental training programs to develop the necessary knowledge and skills about green management for employees Additionally, my company incorporates green workplace behavior of employees into our reward and compensation policies.
Table I Green human resource management scale
GHRMl My company sets green goals for its employees.
GHRM2 My company organizes environmental training programs for employees to promote green values.
GHRM3 My company organizes environmental training programs to develop necessary knowledge and skills about green management for employees.
GHRM4 My company considers employees’ workplace green behavior in performance appraisals.
GHRM5 My company incorporates green workplace behavior of employees with reward and compensation policies.
GHRM6 My company considers employees' workplace green behaviors in promotion.
The Green commitment scale is referenced from the scale of Raineri, N., & Paillé, p (2016) The scale includes 7 observed variables labeled from GO to GC7 and presented as table 2.
GCl I really care about the environmental concerns of my company.
GC2 I would feel guilty about not supporting the environmental efforts of my company.
GC3 The environmental concern of my company means a lot to me.
GC4 I feel a sense of duly to support the environmental efforts of my company.GC5 I really feel as if my company's environmental problems arc my own.
GC6 Ĩ feel personally attached to the environmental concerns of my company.
GC7 I strongly value the environmental efforts of my company.
3.2.2.3 Pro-environmental behavior scale (revised)
The pro-environmental behavior scale, adapted from Zhang and Huang (2019), underwent modifications based on the insights gathered from the discussion group These adjustments refined the observed variables within the scale, enhancing its relevance and applicability.
9 observed variables labeled from PEB1 to PEB9 and presented as table 3.
At work, I perform environmental tasks that are not required by the company Additionally, I strive to save resources possessed by the company.
Table 3 Pro-environmental behavior scale
PEBl At work, I try to learn more about the environment.
PEB2 Al work, 1 find the ways of working that are better for the environment.
PEB3 At work, I try not to waste water.
PEB4 At work, I perform environmental tasks that are not required by the company.
PEB5 At work, I join in environmental activities that are not required by my job. PEB6 Al work, 1 encourage others to think about the environment.
PEB7 At work, when environmentally unfriendly behavior happens, I will prevent timely.
PEB8 At work, I question practices that are likely to hurt the environment.
PEB9 At work, I try to save resources possessed by the company.
The scale of Psychological green climate is used from the research paper of Nisar et al., (2021) developed based on Norton et al., (2014) study The scale includes
4 observed variables, labeled from GPC1 to GPC4 and presented in Table 4.
Table 4 Psychological green climate scale
GPCl My company is interested in supporting environmental degradation causes. GPC2 My company believes that it is important to protect the environment.
GPC3 My company is concerned with becoming more environmentally friendly. GPC4 My company would like to be seen as environmentally friendly.
3.2.2.5 Green employee empowerment scale (revised)
The Green Employee Empowerment Scale is an updated version of the original scale developed by Jaaron in 2017 Following a thorough discussion and synthesis of feedback from a focus group, several modifications were made to the observed variables within the scale.
5 observed variables labeled from GEE1 to GEE5 and presented as table 5.
The company has a help-line and complaint line for environment-related issues It creates opportunities for me to propose ideas and participate in discussions to solve environmental problems My company organizes seminars or forums for employees to provide knowledge and improve their environmental behavior Additionally, my company always encourages employees to participate in building environmental strategies Top managers use teamwork methods to manage and raise employee awareness of environmental issues.
Table 5 Green employee empowerment scale
GEEl The company has a help-lines and complaint line for environment-related issues.
GEE2 The company creates opportunities for me to propose ideas and participate in discussions to solve environmental problems.
GEE3 My company organizes seminars or forums for employees to provide knowledge and improve their environmental behavior.
GEE4 My company always encourages employees to participate in building environmental strategies.
GEE5 Top managers use teamwork methods to manage and raise employee awareness of environmental issues.
Quantitative research
The sample size in this study is determined by the analysis method and the number of observed variables, specifically utilizing the CB-SEM structural equation modeling approach According to Kline B Rex (2011), the sample size should ideally be at least 5 to 10 times greater than the number of observed variables With 5 created variables and 31 observed variables in our scale, the research indicates that a minimum sample size of 155 is necessary, achieved through the quota sampling method.
The questionnaire is the result after testing and adjusting the draft scale The survey questionnaire consists of three parts:
Part I: Questions to filter respondents.
To ensure the validity of our research findings and eliminate bias, the initial section of the survey poses a single question requiring respondents to answer "Yes" or "No." This approach effectively identifies participants who fit our targeted research criteria, allowing us to exclude individuals who are not relevant to the study.
The second section includes questions designed to assess the research structure's measuring scales These questions utilize a 5-point Likert scale to evaluate the influence of green human resource management on various factors, such as green empowerment, green psychological climate, green commitment, and the pro-environmental behaviors of employees in the manufacturing sector of Ho Chi Minh City.
Likert scale has five levels ranging from 1 to 5, as follows:
3: Neither agree nor disagree 4: Agree
The third part records personal information of participants including gender, age and seniority at the current organization.
Once the data has been cleansed and coded, descriptive statistics will be performed to characterize the sample Following this, the Amos 22 software will be utilized to test the research model and hypotheses by analyzing structural equation modeling (SEM).
After collecting survey data, the data cleansing process is essential to remove invalid samples, including those that are incomplete or misleading, to ensure accurate analysis and decision-making This involves checking for errors during data entry, such as incorrect entries or omissions, and eliminating outliers through statistical testing methods like frequency and combination tables.
This study uses a descriptive statistics method in SPSS Descriptive statistics summarize and describe the basic characteristics of the collected data set, giving a general assessment of the survey participants.
Testing the reliability of measurement scales is essential in research to ensure their accuracy and effectiveness Prior to utilization, scales must be validated for reliability, with each scale incorporating at least three observed variables Cronbach’s Alpha is commonly employed to assess reliability and remove irrelevant variables, with a value above 0.6 indicating usability and a range of 0.8 to 1 signifying high reliability Additionally, the corrected item-total correlation is analyzed to confirm the relationship among observed variables, requiring a minimum value of 0.3 for adequacy The research team carefully examines both Cronbach’s alpha and corrected item-total correlation results to discard unsuitable variables and scales.
In the research model mentioned above, there are 05 scales used, including: green human resource management (06 observed variables), green commitment (07 observed variables), pro-environmental behavior (09 variables), green employee empowerment
(05 observed variables), and green psychological climate (04 observed variables) These scales will in turn be tested for reliability through Cronbach's Alpha coefficient.
* Rules for testing Cronbach Alpha index:
• From 0.6 - 0.7: The scale can be used if the measurement concept is new or new to the respondents.
Following the assessment of reliability using Cronbach's Alpha, the scales undergo exploratory factor analysis (EFA), a statistical method aimed at condensing a collection of observed variables into more meaningful factor groups while retaining the majority of the original content (J F Hair et al., 2009) Once the variables demonstrate adequate reliability, they will be utilized in the exploratory factor analysis, adhering to the guidelines set forth by Henson and Roberts (2006).
Factor loading indicates the strength of the correlation between an observed variable and a specific factor, with higher values reflecting a stronger relationship A factor loading greater than 0.5 signifies a significant correlation, highlighting the importance of the observed variable in relation to the factor.
• KMO coefficient is an index used to consider the appropriateness of factor analysis The value of KMO must be in segment 1 > KMO > 0.5 to qualify for appropriate factor analysis.
Bartlett’s test of sphericity assesses the correlation among observed variables in a factor analysis A significance level of less than 0.05 indicates that the observed variables are significantly correlated with each other.
• Eigenvalue is used to determine the number of factors in EFA analysis With this criterion, only factors with Eigenvalue > 1 will be retained in the analytical model.
• Total Variance Explained > 50%, the EFA model is appropriate.
• Factor loading of observed variables should be 0.5 or higher which is optimal for most sample sizes.
• To ensure discrimination between factors, the difference between the factor loading coefficient of an observed variable loaded between factors is > 0.3.
After testing the influencing factors and the suitability of the factors for the scale The research team continued to conduct confirmatory factor analysis (CFA).
When evaluating the appropriateness of a model in Exploratory Factor Analysis (EFA), key criteria include GFI, TLI, and CFI values being greater than or equal to 0.9, CMIN/df being less than or equal to 2, and RMSEA being less than or equal to 0.08 A model is deemed suitable if it meets TLI and CFI values greater than 0.9, CMIN/df less than 2, and RMSEA under 0.08, as noted by N Đ Tho and Trang (2009) Additionally, a model is acceptable with TLI and CFI values between 0.8 and 0.9, CMIN/df under 5, and RMSEA less than 0.08, according to Awang (2012) and Forza and Filippini (1998) Furthermore, Hu and Bentler (1999) suggest that a model fits well if CFI exceeds 0.95, SRMR is less than 0.08, and RMSEA is below 0.06 However, due to sample size constraints, a GFI value of 0.8 is also considered acceptable, as per Baumgartner and Homburg (1996) and Doll et al (1994).
To summarize this study, we will evaluate the results according to J Hair et al (2010):CMIN/df < 2 is good, CMIN/df < 5 is acceptable
- CFI > 0.9 is good, CFI > 0.95 is very good, CFI > 0.8 is acceptable
- GFI > 0.9 is good, GFI > 0.95 is very good
- RMSEA < 0.08 is good, RMSEA < 0.03 is very good
33.3.6 Check the structural equation modeling (SEM)
Following the confirmatory factor analysis (CFA), the research team assessed the model's suitability and tested the original hypotheses The evaluation metrics remained consistent with those used in the CFA.