The study empirically examines the impact of green human resource management and green intellectual capital on sustainable performance

This study aims to determine how sustainability performance is impacted by GHRM green analysis and job description, green recruitment and selection, green training, green performance ass

BÁO CÁO TÓNG KẾT

DỀ TÀI NGHIÊN CỨU KHOA HỌC THAM GIA XÉT GIÁI THƯỞNG

“NHÀ NGHIÊN CỨU TRẺ UEH” NĂM 2024

<THE STUDY EMPIRICALLY EXAMINES THE

IMPACT OF GREEN HUMAN RESOURCE

MANAGEMENT AND GREEN INTELLECTUAL

CAPITAL ON SUSTAINABLE

PERFORMANCE>

Thuộc nhóm chuyên ngành: Quán trị kinh doanh

TP Hồ Chí Minh, tháng 02/2024

In the context of growing trends towards green lifestyles and sustainable development, companies are emphasizing GHRM and the development of GIC.Companies need to integrate these trends into their daily operations To achieve this, employees must see the value of living sustainably Employees can make small changes

to enhance the business's sustainable performance from there

This study aims to determine how sustainability performance is impacted by GHRM (green analysis and job description, green recruitment and selection, green training, green performance assessment) and GIC (green human capital, green structuralcapital, green relationship capital) In particular, consider how these variables affect sustainability in manufacturing companies from three perspectives: social, environmental, and economic performance After that, the study will present the main impacts on the relationship between GHRM, GIC, and SNP in Vietnam

Sustainable performance is considered a new trend This also motivated theresearch team to choose the following topic to provide a practical perspective: “ The

study empirically examines the impact of green human resource management and green intellectual capital on sustainable performance. ‘‘The study was conducted with 386 survey samples Data were collected using non-probability convenience samplingthrough forms Research results were typed using PLS-SEM data

2.3.4 Green analysis and job descriptions 15

2.5 Hypothesis development and research model 35

2.5.1 Green analysis and job description 35

2.5.7 Green relational capital 40

4.3.2 Coefficient of determination and adjusted R-squared 74

4.3.4 Path coefficients and hypothesis testing 76

LIST OF TABLE

Table 1 Empirical result summary of prior research

Table 2 Summary of hypotheses testing

Table 4.1 Demographic characteristics of survey subjects

Table 4.2 Construct reliability and validity

Table 4.3 Fornell-Larcker criterion

Table 4.4 Heterotrait-monolrait results (HTMT)

Table 4.5 Collinearity Statistic (VIF) results

Table 4.6 R-squarcd and R-squarcd adjusted

Table 4.7 Effect size f-squared

Table 4.8 Summary of hypothesis testing

Figure 1: Proposed research model

Figure 2: Research process

Figure 3: Constructs/items used in the research questionnaire.Figure 4: PLS results for research model

LIST OF ABBREVIATIONS

NRBV Natural Resource-Based View Theory

WCED World Commission on Environment and Development

GHRM Green human resource management

HRM Human Resource Management

GIC Green intellectual capital

GAJ Green analysis and job description

GRS Green recruitment and selection

GT Green training

GPA Green performance assessment

GHC Green human capital

GSC Green structural capital

GRC Green relational capital

SNP Sustainable performance

ECP Economic performance

ENP Environment performance

SCP Social performance

1 Introduction

1.1 Background

The landscape of profit-driven companies is evolving at a swift pace Corporations have come to recognize that individuals are the driving force behind all operations Consequently, this has led to a transformation in the corporate sphere,resulting in corporate sustainability and the establishment of enduring value for customers and employees through the implementation of '’green" strategies The

"Green" strategy emphasizes the natural environment by considering all aspects of business operations and their impact on society, culture, economy, and the environment

From a resource-based perspective, human resources are considered firm-specific resources Competitors cannot easily copy these, creating a unique competitive advantage for the company Against this background, collaboration between humanresources and environmental issues in companies may have a synergistic effect Todifferentiate themselves from competitors, companies often invest in uniquedifferentiation practices and the internalization of values and attributes associated withmanagement This means everything from recruiting environmentally consciousemployees to supporting selection processes that assess candidates' commitment andconsistency with people and the environment to training that clarifies a company'senvironmental and social obligations and desired attitudes—reflected in a series of measures, from providing performance reviews and rewards that add value to the company's sustainable goals Furthermore, this workforce must demonstrate a "green culture" and provide society with products and sendees focused on the planet’ssustainability In other words, green human resource management (GHRM) is a trend

The concept of GHRM is still in its nascent stages, with some organizations adopting eco-friendly practices In contrast, others view it as a human resources approach to Bolster pro-environmental corporate governance Conversely, companies needing a comprehensive GHRM program may face certain limitations, which could impede their efforts in efficient environmental management

Incorporating environmental human resource practices can lead to enhanced processes, improved efficiency, reduced ecological waste, and increased adoption of eco-friendly behavior While it is uncertain whether sustainable practices are driven by GHRM initiatives such as green job descriptions, recruitment, performance assessment,human, structural capital, or relational capital, there is a strong correlation between GIC and business sustainability, particularly in emerging economies This study highlights the importance of GIC in promoting organizational transformation and success inknowledge-based industries, ultimately leading to greater competitiveness GIC is a vital element of a company’s intellectual capital, deeply ingrained within the organization, fostering unique innovations and serving as a foundation for profound innovation.

1.2 Research motivation

In recent times, the significance of sustainable development has gainedmomentum More and more organizations are realizing the need to balance economicgrowth, environmental preservation, and social responsibility This can be attributed toseveral factors, including the pressing global climate change concerns and environmental degradation There has been a rise in environmental issues such aspollution, resource depletion, and climate change, coupled with the introduction of sustainability regulations and requirements from governments and customers Businesses must implement sustainable measures to reduce their impact on the environment

Green human resource management is still in the early stages of development inVietnam While there has been some research on the theoretical aspects of GHRM, more empirical studies on its impact on sustainable performance need to be done However,businesses can reap many benefits from implementing GHRM practices, such asreducing energy and raw material costs, increasing employee awareness and environmentally friendly behavior, and fostering a sense of pride and attachment to thecompany by positively protecting the environment

Vietnam has taken significant strides toward adopting a sustainable development perspective This can be observed in the approval of the Sustainable Development Strategy for 2023 - 2030, with a vision to 2050, by the Prime Minister in Decision No.322/QD-TTg on February 20,2023 This strategy serves as a blueprint to steer Vietnam's sustainable development over the next decade Its overarching objective is to promote rapid, sustainable, and inclusive social and economic development, enhance thepopulace's well-being, bolster national security and defense, and respond effectively toclimate change and environmental protection The aim is to transform into a developing country with a high middle-income status by 2030 and a fully developed country with

high-income status by 2050 These policies underscore the Party's and State's commitment to sustainable development Accordingly, this study evaluates the impact

of green human resource management and intellectual capital on sustainable performance The findings will equip decision-makers with a solid foundation toenhance the sustainable performance oftheir organizations

1.3 Research objectives

Firstly, this paper delves into the various factors that affect the implementation

of green human resource management (GHRM) practices and green intellectual capital(GIC) regarding sustainability performance

Additionally, the study aims to determine the correlation between sustainability performance and manufacturing organizations Intending to attain the overarching goal, define the following concrete objectives

1.4 Research questions

This paper aims to address the following inquiries:

(1) What factors affect green human resource management (GHRM) practicesand green intellectual capital (GIC) concerning sustainability performance?

(2) In what ways do factors influence green human resource management (GHRM) practices and green intellectual capital (GIC) concerning sustainability performance?

1.5 Research subject

Organizations in Vietnam, including businesses, nonprofit organizations, and government agencies People who work in the organizations mentioned above, such asemployees, managers, etc

The study's first phase involved sifting through information from real-worldsources and relevant research articles A measurement scale was developed, and aninitial survey was created This was followed by a consultation with the instructor torefine the content of the scale in the actual survey context

The formal research methodology employed in this study is quantitative research, with data collected through a questionnaire The survey consists of closed questions designed to collect specific information and is based on a 5-level Likert scale, ranging from 1 (strongly disagree) to 5 (strongly agree) for each option The research findings were analyzed using PLS-SEM data

1.8 Research structure

The layout of the research topic is divided into five chapters:

(1) Introduction: Present an overview of the research situation, Reason for choosing the topic, topic goals, research subjects, Research Methods, and scope of research;

(2) Literature overview: Presenting the theoretical basis, Research context,Research hypotheses, and concepts related lo GHRM, GIC to SNP At the same lime, the research results are presented and discussed;

(3) Research method: Presenting the research process, preliminary researchmethods, and official quantitative research used to analyze and measure research concepts and build measurement scales;

(4) Result and discussion: Presenting research results, information about survey samples, testing models, measuring research concepts, and analyzing and evaluating the results;

(5) Implication: Conclusion on the research content carried out Evaluate thenew contributions of the topic and the applicability of the research results;Recommendations are drawn from research results

2 Literature review

2.1 Theoretical background

According to the resource-based view theory (RBV), an organization can be seen

as a combination of organizational, human, and physical resources These resources include brand names, in-house knowledge, skilled labor, efficient procedures,machinery, and trade contracts They are valuable, rare, and difficult to copy, giving organizations a strategic advantage over their competitors (Wernerfelt, 1984) Tangible assets such as buildings, machinery, and products, as well as intangible assets liketrademarks and goodwill, are crucial for businesses to compete and survive in the marketplace However, intellectual capital and human resources are the most essentialresources

The RBV has led to a convergence of strategic HRM and strategic management,emphasizing the importance of HR practices and sustainability for organizations (Wright et al., 2001) Scholars have shown how HR practices and organizationalsustainability are related and how greening human resources can increase productivity and market share (Jabbour & Santos., 2008; Jackson & Seo., 2010) Given the variouspressures and factors managers must consider, HRM is crucial in finding sustainable organizations (Schncm cl al., 2019).

2.2 Research context

Companies strive to increase output and profits in today’s economy whilepromoting industrialization and modernization to advance the country’s economy.However, this progress has come at a cost, as environmental pollution poses a significantthreat to human health and the planet Resource depletion, environmental degradation, and other negative impacts have resulted from manufacturing operations With climate change looming, each country, locality, and company must promote effective environmental protection measures

To attain this, the author defines the following concrete objectives The humanresources department is critical in assisting senior management to implement sustainable management practices and carry out management tasks Investing in green intellectualcapital, like green human resource management, is vital for long-term economic and social growth Governments worldwide have recognized the value of green intellectualcapital and are investing significantly in this area as the green product and service marketexpands

2.3 Descriptions of constructs

2.3.1 Sustainable performance

The World Commission on Environment and Development (WCED, 1987)defines sustainability as "development that meets the needs of the present withoutcompromising the ability of future generations to meet their own needs." The triplebottom line principle encompasses three key dimensions: social performance, economicperformance, and environmental performance Social performance relates to the well-

being of stakeholders, societies, customers, and employees, while economic performance pertains to financial matters Meanwhile, environmental performancefocuses on minimizing environmental damage and reducing resource exploitation.

Companies can benefit from employing workers with expertise in GHRM and GIC to achieve sustainability goals Training employees to support a company's green initiatives can provide a competitive advantage Notably, a company's sociallyresponsible behavior is viewed as more crucial for sustainability than its environmental behavior With climate change and global warming becoming increasingly pressing,organizations must prioritize sustainable performance to ensure a better future for all Increasing sustainable performance, given the growing calls for environmental andsocial responsibility from both society and government As such, corporate executivesemphasize sustainable performance, often including it as a critical strategic goal

The significance ofsustainability is acknowledged by lop-level management, not only in financial matters but also in environmental and social welfare Consequently,corporations are placing a greater emphasis on eco-friendly initiatives and fostering a people-centric outlook Sustainability is tackling societal, ecological, and economicconcerns by creating and refining solutions

2.3.2 Green human resource management

In simpler terms, Green human resource management (GHRM) focuses on promoting environmentally friendly behaviors among employees and encouraging them

to contribute to the organization's environmental goals With the increasing urgency of climate change and environmental challenges, GHRM has become a crucial aspect of business strategy By implementing effective GHRM practices, companies can worktowards creating a more sustainable future both now and in the long run (Noor et al., 2020) GHRM is an all-encompassing strategy that aligns employees with the organization's environmental objectives This definition of GHRM involves integratingenvironmental considerations into HRM practices to achieve environmental goals.GHRM is often examined through a comprehensive range of HRM practices, such as

green analysis and job descriptions, green recruitment and selection, green training, andgreen performance assessment.

2.3.3 Green intellectual capital

The concept of intellectual capital (IC) was first introduced in 1969 by JohnKenneth Galbraith and further popularized by Stewart and Ruckdeschel (1998) Stewart’s definition of IC includes a range of factors that contribute to an organization's competitive advantage, such as knowledge, information, technology, intellectualproperty rights, experience, organizational learning, team communication systems, customer relations, and branding Other contributors in the field have described IC asintangible assets that enable an organization to function Intellectual capital is recognized as a multifaceted concept that is a non-monetary and non-physical resource for organizations Knowledge can take many forms within an organization, including enterprise databases, individuals, external or internal relationships, business processes,

and systems Green intellectual capital refers to the sum ofan organization's knowledgethat is leveraged in conducting environmental management to gain a competitive advantage There are three types of green intellectual capital: human, relational, andstructural

2.3.4 Green analysis and job descriptions

Over the past few decades, job analysis and description have significantlyexpanded in scope and application Despite decreased academic publications by the1950s, job analysis had already become a crucial management tool in the business and industry sectors (Gatewood & Field., 1994; Ghorpade & Atchison., 1980) Job analysishas become increasingly important with changes in work and the workforce Individuals

and human resource management must clearly understand each person's work, personality, and demographic factors, such as gender and region This understandingensures that each person is assigned the appropriate authority, mission, tasks, andabilities, adding value to work performance By delineating the functions and responsibilities of each position through job analysis, the contribution of each position

is understood at all levels of the organizational structure When employees are assigned

work according to their abilities and authority, they work according to their potential, reducing resource waste such as paper and electricity costs FPT Corporation, one oftheleading technology corporations in Vietnam, has been using recycled paper for printingand photocopying since 2018 This initiative has significantly reduced the amount of paper discharged into the environment yearly and reduced fixed costs, contributing to increased profits and economic performance.

2.3.5 Green recruitment and selection

In today's world, there is a growing emphasis on recruiting and selecting environmentally conscious companies HR managers are keen to attract and retain top talent, particularly those with high environmental awareness To achieve this, companies are adopting a new approach - going green Doing so can enhance their reputation, attract superiortalent, and motivate their employees This situation is a win-win for all involved(Jing el al., 2019) Our research builds on previous studies to identify three critical aspects of green recruitment strategies (GRS) designed to attract talent: candidates' green awareness, green employer branding, and the application of green criteria duringthe recruitment process The foundation of GRS is candidates' green awareness, which encompasses personality traits that align with an organization's environmental goals,such as a solid ecological consciousness, conscientiousness, and agreeableness Studies reveal that environmentally-minded employees are eager to expand their environmental knowledge in the workplace Green employer branding is a company's image and reputation concerning environmental management, which can be established throughGHRM practices Through green employer branding, job seekers can assess thealignment between their values and an organization's environmental commitments This alignment can foster a sense of pride and belonging in working for a company with a robust environmental reputation, ultimately leading to a more engaged and motivated workforce Incorporating environmental considerations into the evaluation and selection

of employees is a crucial aspect of green recruitment strategies Organizations can attract and select candidates with the knowledge and values necessary to contribute to theirenvironmental goals

2.3.6 Green training

"Green training" is a series of activities designed to educate and motivate employees about environmental protection and its significance in achievingenvironmental goals According to Del Brio, Junquera, and Ordiz (2008), green training

is the most influential HR practice for supporting environmental management It plays

a vital role in building environmental awareness in employees and initiatingenvironmental strategics (Unnikrishnan & Hcgdc., 2007) Therefore, companies must ensure all personnel receive green training and educational opportunities Companies can help their employees gain professional knowledge by organizing conferences, seminars, and courses to develop their green skills For instance, Minh Duong Food Joint Stock Company in Vietnam conducts propaganda sessions to promote safe productionand environmental protection to help workers understand that the working environment

is crucial to safeguarding their health Furthermore, companies can allow employees to participate in environmental problem-solving activities To achieve these objectives, they must be integrated into training and career development plans to achieve theseobjectives Sammalisto and Brorson (2008) suggest that green training serves twopurposes: (a) educating employees about the company's environmental policy and procedures and (b) altering employees' attitudes and raising their environmental awareness

2.3.7 Green performance assessment

Businesses aim to reduce environmental issues and promote sustainability by establishing and pursuing goals These goals are communicated to employees, and theirperformance is assessed through a process known as green performance assessment andevaluation The management and human resources department evaluates the workforce's actual and targeted performance, using the results to score employees based on theircontributions, particularly those with ISO 14001 certification Green performanceassessments serve several purposes, including determining salaries, identifyingstrengths and weaknesses to enhance operational efficiency, and promoting corporate growth Practical performance assessments offer valuable feedback, supportingcontinuous improvement in environmental achievements, particularly when companies

have pollution prevention goals and encourage environmental innovations Therefore,these assessments identify strengths and weaknesses, enabling companies to understandthe effectiveness oftheir environmental efforts, providing performance information, and

an opportunity to learn and improve (Jabbour et al., 2010; Jackson et al., 2011)

2.3.8 Green human capital

"Green human capital - GHC" refers to an employee's dedication, ingenuity, mindset, experience, and proficiency toward promoting environmental sustainability

As a result, skilled workers typically contribute to the sustainability of their workplace.Additionally, De Vos and Van der Heijden (2017) have noted that the competence and expertise of employees within an organization determine its longevity Both employees and companies have acknowledged that training programs can help cultivate green skills and that human capital is the most valuable intangible asset because it boosts job satisfaction Consequently, companies must prioritize GHC in their work environments

to enhance sustainability Recent research by Vu Tuan Hung and Vu Hong Phong (2021) has revealed a positive correlation between GHC and the business performance of Vietnam’s manufacturing industry Hence, GHC-based business strategies must ensureemployees possess the required skills and competencies

2.3.9 Green structural capital

Refers to an organization’s non-human or intangible assets “Green structuralcapital” describes a company's brand, patents, organizational culture, management style,image, organic, etc., to protect the environment and incorporate Green innovation in its operations The contest "Creating Logos and Slogans on Sustainable Production and Consumption" will look for products, including logos and stakeholder inquiries regarding the National Program on Production And sustainable consumption in theperiod 2021-2030 The program, organized by the Industry and Trade Magazine, aims

to spread the use of green products through changing brand logos to attract consumers and is increasingly being responded to by companies In addition, Previous research has

shown that a firm's competitive advantage is positively affected by its structural capital(Grantham et al., 1997) Furthermore, Shrivastava (1995), Berry, and Rondinelli (1998) argue that businesses that prioritize environmental management and green innovation will not only prosper in the face of opposition or sanctions related to environmentalprotection but will also enhance corporate reputation, increase productivity, create newenvironmental markets and thereby gain competitive advantage.

2.3.10 Green relational capital

Chen (2007) introduced the concept of green relational capital, which refers to a company’s intangible assets that arise from its relationships with stakeholders, including suppliers, customers, network members, partners, and green innovation This approach

is rooted in Stakeholder Theory, which recognizes that managing stakeholderrelationships is vital to maximizing a firm's long-term wealth (Donaldson & Preston, 1995) Indeed, businesses that prioritize their relationships with stakeholders can achieve sustainable success (Post et al., 2008) Green relational capital has shifted the focus of businesses from product-oriented concerns to customer-oriented ones, emphasizing the importance of relationships between customers, stakeholders, andbusinesses in the exchange of environmental knowledge and information necessary for long-term success The Coffee House in Vietnam provides an excellent example of this approach, switching from plastic straws to paper ones to reduce environmental harm while enhancing the aesthetic appeal of their products (Tonial et al., 2019) As such,today's businesses increasingly prioritize customers over Products and recognize theimportance of green relational capital in achieving sustainable success Businesses face constant pressure and stakeholder inquiries, but implementing green supply chainmanagement can effectively address these concerns Research has shown that this strategy is valuable (Jabbour et al., 2019), (Longoni & Cagliano, 2018), (Zhu et al., 2017) Thus, collaboration between a company and its stakeholders plays a crucial role

2.4 Summary of prior research

Numerous studies have examined the impact of various factors on businesses globally However, there needs to be more research on how green human resource management and intellectual capital contribute to sustainable performance in Vietnam.Conversely, several studies have explored the effects of GHRM and GIC factors on sustainable performance, covering economic, social, and environmental perspectives.Previous works by Longoni and Gagliano (2018), Zaid, Jaaron, and Talib Bon (2018), Gucrci, Longoni, and Luzzini (2016), Masri and Jaaron (2017), Yusoff cl al (2019) have delved into this topic In this study, the authors have synthesized these publishedfindings to comprehensively understand the factors influencing sustainable performance

in Vietnam's organizational context

Awwad Al-Shammari el al (2022) research provides valuable insights forbusinesses seeking to manage their environmental responsibilities more effectively The study examines the relationship between various organizational functions andsustainability performance components, including ENP, ECP, and SCP Findingssuggest that green human resource management (GHRM) practices and sustainable performance (SNP) correlate positively GHRM practices promote natural management­based philosophies among employees, enabling organizations to contribute significantly

to environmental development A committed and skilled workforce can also add economic value to a company By implementing GHRM practices and SNPs, companies can enjoy cost savings, sustainability, and improved corporate social responsibility These benefits can enhance a company's reputation and promote community welfare.Nonetheless, it is worth noting that the Study mentioned above did not delve intoemployees’ Environmental beliefs and values, which significantly influence theconnection between HRM and performance As such, the authors proposed that forthcoming research should acknowledge the significance of employees' environmental values and beliefs to understand better how green HRM ultimately impacts sustainable performance Additionally, they recommend broadening the conceptual framework to encompass non-manufacturing sectors in future studies

According to a study by Yusliza et al (2019), possessing knowledge, skills, and attitudes related to environmental protection can significantly aid in reducing carbon emissions These capabilities are considered crucial components of green intellectualcapital, essential for sustainable performance across various social, environmental, and economic domains The study highlights that individual competencies are vital inaligning sustainable performance.

Renwick, Redman, and Maguire (2013) demonstrated that businesses can enhance their use of green intellectual capital by implementing green human resource management (GHRM), ultimately leading to greater sustainability By incorporating environmental management practices into human resources and innovation sectors,firms can achieve a higher level of sustainability This study highlights the importance

of cross-functional collaboration in realizing green management, revealing how GHRM can transform a resource (i.c., a talented, competent, and motivated staff) into a crucial component of green intellectual capital

While the results of this study are robust and noteworthy, it is essential to note a few limitations The selected factors used to evaluate green HRM practices inorganizations can be deemed satisfactory, but additional variables may also play a role

in this system Furthermore, the framework requires further development, refinement, and balance to encompass other organizations and countries A cross-country studycould enhance the generalizability of the findings and potentially influence theoutcomes

Table I Result summary of prior research.

Year Article title Authors Source title Independen

t variable

Moderating variable

Dependent variable

Types of research Result

the

Environment.

Green analysis and

job

description,

green

recruitment, green reward,

green

performance assessment (green performance evaluation),

green

selection, green training.

Sustainability Quantitative H1: Green analysis and job

description => sustainability (b =-.105, p = 0.18) => not

supported.

H2: Green recruitment => sustainability (b - 244, p -

0.048) => supported.

113: Green selection > sustainability (b = - 015, p = 0.472) -> not supported.

H4: Green training =>

sustainability (b - 264 p

=0.02) => supported.

115: Green performance assessment => sustainability

H6: Green rewards =>

sustainability (b = 074 p = 0.325) => not supported.

Green selection and

recruitment, green training

and

development, green

assessment rewards, green human

resource management.

management practices => sustainable performance (b = 210, p = 000) => Accepted.

Hl a: Green recruitment and selection => sustainable performance (b = 291, p = 000) -> Accepted.

Hlb: Green training and development -> sustainable performance (b = J 17, p = 00) -> Accepted.

HIc: Green assessment and rewards positively =>

sustainable performance (b = 062 p = !□)=> Reject.

Green performance evaluation, green rewards.

Selection => sustainable performance (b = 0.632 p <

H2: Green Environmental Training > sustainable performance (b = 0.733 p <

H3: Green Performance

Evaluation -> sustainable performance (b = 0.693 p <

H4: Green Rewards =>

Al-Frontiers in Environmenta

1 Science.

GHRM

practices (Green hiring, Green training

and

involvement, Green

performance management

and

compensation) ,GL

WSEAS Transactions

on Business

and

Economics.

Green human resource (Human resource training, human resource knowledge.

Organizational sustainability

Employee behavior.

Sustainability performance

Performance (b = 0.348, p = 0.000) -> supported.

Performance Sustainability

=> Sustainable Performance (b = 0.520 p = 0.000) =>

Performance in

Qatar.

green compensation, human

resource performance management system, and

H4: Employee Behaviour _> Sustainable Performance (b = 0.137 p = 0.000) =>

supported.

115: GiIRM -> Employee Behaviour (b = 0.774, p = 0.000) => supported.

H6: Organizational

Sustainable Performance ~> not supported.

H7: Employee Behaviour ->

GHRM => Sustainable Performance -> not

Green intellectual capital.

Sustainable performance

Quantitative HI: GIC => Economic

Performance (b = 0.234 p =

GIC => Environmental Performance (b = 0.234 p

Muhammad Mohsin Weiying

Jiang Hasnain Abbas.

Environmenta

Pollution Research.

green human capital

(GHC), green structural

and green relationship

H2: Green relational capital

Journal of Cleaner Production.

Green human

capital

(GHC), green

structural capital (GSC)

and green

relational

capital (GRC).

Business sustainability

H3b: GRC => ENP (b =

0.202, p< 0.01) =>

supported.

H3c:GRC-> SP(b- 0.392.

= 0.113, p < 0.01) =>

supported.

H6c: GC => GRC => SNP (b

- 0.029, b-0.721)-> not supported.

capital).

(Economic performance, Environmcnta

1

performance

Social performance)

Quantitative Hla: GHC=>EP(b = 0.242,

2.5 Hypothesis development and research model

As sustainability becomes a top priority for organizations, the human resources function is well-positioned to aid in creating and implementing sustainable strategies (Cohen, 2013) De Souza Freitas et al (2012) conducted a case study on a leading Brazilian company, revealing that human resources can bridge the gap between sustainability practices and values by designing a communication system Jackson and Seo (2010) assert that HRM is the key to achieving environmental sustainability in a company The RBV perspective suggests that resources should be unique, uncommon, non-comparable, and non-substitutable to give businesses a competitive advantage According to research by Allameh (2018), human capital is based on the skills and knowledge that employees bring when transitioning betweenjobs This capital is equally essential for organizations and can be developed through training exercises to promote environmentally friendly practices, as suggested by Yusliza et al (2019) However,Jardon and Dasilva (2017) argued that human capital alone is insufficient for achievinglong-term sustainability; structural capital is also needed (Huang, C.L and Kung F.H 2011)further supported this claim, stating that structural capital can provide a competitive advantage and long-term success For business sustainability, green HRM practices such as green analysis and job description, recruitment, selection, training, performance assessment, and rewards are recommended These practices and green human and structural capital development can help organizations recognize theirintangible assets and promote environmentally friendly activities

2.5.1 Green analysis and job description

The significance of job analysis has been elevated due to shifts in the workforce

and employment trends When the tasks and responsibilities of a particular position areclearly defined through job analysis, every level of the organization's structure can understand how it contributes to the product or service development Additionally, job Analysis ensures that incumbents fulfill their responsibilities with minimal duplication

and resource wastage Numerous businesses have reported that job analysis canpositively impact productivity, expenses, work environment, and administrative

efficiency Jose Chiappetta Jabbour (2011) has shown that job descriptions can increase staff engagement in environmental management activities Vingroup has implemented

a Competency-based Job Analysis model to identify necessary employee capabilities forpractical work However, more research should be done on green analytics and jobdescriptions in green human resource management practices Collaborative research(Yong et al et al 2019) suggests little data on this topic, resulting in p = -0.105 Furtherresearch is needed to investigate how this model affects sustainable performance inbusiness organizations, particularly in Vietnam's public and private sectors It is hypothesized that green analysis and job descriptions can lead to sustainability, but rigorous investigation is necessary to confirm this hypothesis

Hl: Green analysis and job description are positively related to sustainability performance.

2.5.2 Green recruitment and selection

In today's corporate world, there is a growing awareness of the significance of green recruitment and selection HR professionals arc mainly concerned with attractingand retaining talented individuals with a solid environmental consciousness capable of bringing about change These green choices refer to individuals with high-level skillsmotivated to contribute to environmental stewardship (Tang et al., 2018) However, attracting the right talent can be a complex and challenging process HR professionalsface the difficult task of recruiting and retaining highly qualified and skilledprofessionals Nevertheless, (Yong et al., 2019) argue that businesses now recognize the importance ofbecoming green employers and are using it as a tool and strategy to attract talented employees By focusing on sustainability and the environment, organizations can attract individuals with the necessary skills, qualifications, awareness, and training

to contribute to their sustainability and create a green environment Green recruitmentand selection (GRS) can be categorized into three areas: (a) candidate green awareness, (b) green employer branding, and (c) green criteria to attract candidates (Tang et al., 2018) Although different studies have shown conflicting results regarding the effectiveness of green recruitment and selection (Jing et al., 2019; Noor et al., 2020),

further investigation is still required This study explores how GRS can facilitate sustainable performance in organizations by positively examining its economic, environmental, and social facets Our objective is to actively seek and investigateopportunities for achieving this goal For instance, SHEIN's objective in Vietnam is toproduce eco-friendly and sustainable products The company must recruit designers withexpertise and proficiency in green fashion to achieve this As such, we propose thefollowing hypothesis.

H2: Green recruitment and selection are associated with improved sustainability performance.

2.5.3 Green performance assessment

Green performance assessment focuses mainly on environmental incidents, assigning environmental responsibilities, and policy However, businesses often need help collecting relevant data on workers' environmental performance and measuringenvironmental performance requirements across departments (Renwick et al., 2013).Despite these challenges, performance evaluation is still used as a gauge to establish employee awards and variable compensation, according to Jose Chiappetta Jabbour (2011) Additionally, literature on GHRM highlights that performance appraisal is a critical factor in building a more environmentally sustainable workplace culture(Renwick et al., 2013) Evidence from Vietnamese companies shows that SamsungElectronics Vietnam Thai Nguyen Co., Ltd conducted a periodic environmental performance assessment in 2023, which revealed that the company had successfully achieved its goals ofreducing pollution and effectively using resources The correlation between green performance management and sustainability criteria has been extensivelyresearched, with economic, social, and environmental factors showing a significantcorrelation Zaid Ct al (2018); Guerci cl al., 2016; Masri and Jaaron (2017) Recentstudies by Yong et al (2019) and Alharbi (2020) have provided contrasting results,showing a small but positive impact of green management on performance sustainability (p=0.009), while Alharbi found a stronger positive correlation (p=0.693) These

inconsistencies and the details in Table 2 have led the author group to propose a hypothesis.

H3: Green performance assessment is positively related to sustainability performance.

2.5.4 Green training

Green training is a comprehensive approach that encourages employees toparticipate in environmental protection initiatives Businesses can effectively support the achievement of environmental goals by equipping them with the necessary skills tointegrate environmental considerations into their daily operations Encouraging the use

of recyclable items, reducing waste, and conserving energy and water resources are all ways in which employees can contribute to a more eco-friendly workplace Regular green training activities can help to enhance employees' knowledge and foster positive attitudes towards sustainability This creates a symbiotic relationship between employees, the business, and the environment For instance, Vingroup has provided its employees with numerous environmentally friendly training opportunities, including technical instruction on energy and resource conservation instruction

Furthermore, research has shown that green HRM strategics that integratelearning and development, labor systems, performance appraisal, recruitment, and rewards can lead to more ecologically sustainable workplace cultures (Renwick et al., 2013) According to (Pinzone el al., 2019), green training can benefit both managerialand non-managerial employees by fostering positive attitudes, behaviors, andenvironmental awareness While Yong et al (2019) overall study data (p = 0.264) doesnot align with the findings of Ullah et al (2020) (P = 0.117), previous research and evidence gathered in Vietnam suggest that green training positively impacts economic(Zaid et al., 2018), social (Zaid et al., 2018), and environmental (Guerci et al., 2016; Longoni et al., 2016; Masri and Jaaron (2017); Zaid et al., (2018) factors, thereby contributing to sustainability performance GHRM, a distinctive approach to humanresource management, ensures sustainable outcomes across all three areas of economic,

environmental, and social performance The following theoretical frameworks support the proposed findings.

H4: Green training is perceived to impact sustainability performance positively.

2.5.5 Green human capital

A company's success in achieving sustainability depends on its employees' qualifications in guaranteeing environmentally friendly practices Green human capitalrefers to workers' skills, attitudes, experiences, and creativity that contribute to long­term sustainability while minimizing negative environmental and societal impacts.Studies have shown a positive correlation between employee green behavior and thecompany's environmental, social, and economic performance Utilizing humanresources has greatly aided in achieving sustainability, as seen in the case of the FPT Joint Stock Company in Vietnam, which implemented the "FPT Green" program to raiseemployees' awareness of environmental protection The efforts made by FPT Joint SlockCompany have significantly increased employees' awareness of environmental protection According to a study by Ullah Ct al (2020), the result was (3=0.22 Similarly, Yusoff et al (2019) found that Green Human Capital has a positive impact on sustainable performance with (3=0.034 However, inconsistencies in published results have led to conflicts between previous studies Therefore, within the scope of this study, the author anticipates that Green Human Capital will positively impact sustainable performance in three aspects

H5: Green human capital has a positive effect on sustainability performance.

2.5.6 Green structure capital

Previous research has explored the impact of green structure capital on sustainability performance For instance, Ullah et al (2020) found that the relationship between the two variables resulted in |3 = 0.107 Similarly, Soomro et al (2022) reported

a consistent relationship between green structure capital and sustainability performance, with (3 = 0.117 From these studies, it can be concluded that green structured capital

positively impacts sustainable performance in businesses This helps create a sustainable environment, contributes to economic sustainability, and promotes consumer trends and green usage for society Many companies in emerging economies prioritize green structure capital, building solid relationships with suppliers to ensure businesssustainability and compliance with environmental standards (Yusliza et al., 2019).Adopting sustainable practices and focusing on environmental causes can benefit businesses operating in emerging economics worldwide, enabling them to develop eco­friendly products and use green production methods to improve their performance(Fernando et al., 2019) Market research shows that around 80% of Vietnamese consumers are willing to pay a premium for environmentally friendly products and brands Cocoon Company's "green commitment" products, such as those made without microplastics, from eco-friendly materials, and with recyclable packaging, have enhanced its reputation for caring for human health and the environment, making it stand out and attracting customers As such, the author proposes testing the relationship between green structure capital and sustainability performance as part of the study.

H6: Green structural capital has a positive effect on sustainability performance.

2.5.7 Green relational capital

Sustainability has become a crucial concern for organizations as it allows them

to demonstrate their commitment to environmental preservation and management, asper the research by Golicic and Smith (2013).Customers now expect companies to prioritize sustainable practices along with their products, sendees, and prices, ashighlighted by Dangelico and Pujari (2010) and Sajjad and Eweje (2014) In today'scompetitive landscape, customer relationships arc the critical component of relational capital, as emphasized by Tonial et al (2019)

To stay ahead, companies must focus on building and maintaining long-termpartnerships with their customers through effective knowledge exchange (Tonial et al., 2019) Previous studies have consistently shown a positive correlation between GRCand sustainability performance One example is Long An Co., Ltd., which has