BÁO CÁO TÔNG KẾTĐÈ TÀI NGHIÊN cúu KHOA HỌC THAM GIA XÉT GIẢI THƯỞNG ‘’NHÀ NGHIÊN CƯU TRẺ UEH” NĂM 2024 < The relationship between Corporate Social Responsibility and Green Behavior in t
OVERVIEW
Research Rationale
In an era of depleting natural resources and heightened consumer awareness, businesses globally are under increasing pressure to adopt socially responsible practices As a result, Corporate Social Responsibility (CSR) has emerged as a vital aspect of business operations, defined as actions and policies that address stakeholders' expectations while considering economic, social, and environmental performance According to Forbes Magazine (2023), over 90% of S&P 500 companies now publish ESG (Environmental, Social, Governance) reports, with 63% of investors more likely to invest in companies that align with their values This trend highlights the growing importance of social responsibility, particularly in developed market economies.
The global landscape of Corporate Social Responsibility (CSR) has seen significant changes, yet many businesses in Vietnam historically neglected its importance, engaging in practices such as fraudulent activities, financial irregularities, and violations of labor laws Recently, however, CSR has gained traction in Vietnam, becoming an integral part of corporate culture through impactful campaigns and programs that benefit the environment and improve the lives of many A notable example is Vinamilk, the first Vietnamese company to achieve carbon neutrality for both its factory and farm under the PAS 2060:2014 standard, while also contributing over 42 million nutritional products to children in need through the "Rising Vietnam Milk Fund," valued at over 200 billion VND Other companies are also beginning to embrace CSR, indicating a positive shift in the business landscape.
"Top 20 Businesses with Standardized Business Culture in 2023" include Vietnam
Airlines Corporation, MobiFone Corporation, and Sanest Khanh Hoa Beverage Joint Stock Company.
Previous research predominantly emphasizes the connection between Corporate Social Responsibility (CSR) and external stakeholders, including factors like customer satisfaction, repurchase intentions, and brand loyalty (Pivato et al., 2008; Naylor and Trudel, 2012; Singh et al., 2012; Chen et al., 2012) Conversely, studies focusing on internal business operations usually investigate the relationship between CSR and business performance (Kang et al.).
2010), employee engagement (Tian & Robertson, 2019), and job satisfaction (Collier
Recent research highlights the positive influence of corporate social responsibility (CSR) on employees' environmentally friendly behaviors, emphasizing the crucial mediating role of green human resource management (GHRM) (Yang et al., 2023) Additional studies have explored the intermediary effects of green commitment (Nasir et al., 2022) and green organizational culture (Al-Swidi et al., 2021) in the connection between GHRM and employee green behavior.
A study from 2021 revealed that Green Human Resource Management (GHRM) influences employees' green behavior indirectly by fostering a green organizational culture Additionally, while numerous studies have explored the relationship between Corporate Social Responsibility (CSR) and green behavior—often considering intermediary variables—such research remains limited in Vietnam compared to other countries.
As companies increasingly focus on sustainable development goals, the role of human resources becomes vital in promoting these initiatives Emphasizing employees' green behavior—such as energy conservation, waste reduction, and efficient resource usage—not only helps organizations cut operational costs and lessen their environmental footprint but also fosters a healthier, sustainable community Furthermore, research should include part-time employees and interns, recognizing the contributions of working students in driving sustainability efforts.
Considering the factors mentioned above and reviewing related studies, the authors have decided to conduct research on the topic "The relationship between Corporate
Social Responsibility and Green Behavior in terms of working students of UEH University: The mediating role of Green Human Resource Management, Green
This research highlights the significant role of Corporate Social Responsibility (CSR) in fostering green behavior within organizations, emphasizing the influence of green human resource management, green commitment, and a green organizational culture The findings offer valuable insights for managers to develop effective strategies that enhance eco-friendly practices in the workplace, ultimately supporting the organization's sustainable development objectives.
Research Problem
This study examines the influence of CSR on Green behavior of working students al UEH through the mediating roles of green HRM, green commitment, and green organizational culture.
Research Objectives and Questions
The research model examines the relationship between Corporate Social Responsibility (CSR) and green behavior, highlighting the moderating effects of Green Human Resource Management (HRM), green commitment, and green organizational culture among working students at UEH University.
This study explores the relationship between Corporate Social Responsibility (CSR) and the green behaviors of working students at UEH University, emphasizing the moderating effects of Green Human Resource Management (Green HRM), Green commitment, and Green organizational culture By measuring these dynamics, the research aims to highlight how these factors collectively influence sustainable practices among students engaged in both work and study.
- Proposing some recommendations for enterprises to increase working students' Green behavior in UEH University.
- What factors affect working students' green behavior at students in UEH university?
- How do these factors have an impact on working students' green behavior at students in UEH university?
- What managerial implications and solutions are needed to enhance working students' green behavior?
Population and scope
This study will concentrate on current students at the University of Economics Ho Chi Minh City (UEH) who are either currently employed or have previously worked in businesses, companies, or organizations outside the university The research will not include alumni or students from other educational institutions.
- Time: The scientific research will utilize data collected by the authoring team from December 2023 to February 2024.
- The research subjects of this study include the following factors: (1) Corporate Social Responsibility, (2) Green Human Resource Management, (3) Green Commitment, (4) Green Organizational Culture, and (5) Green Behavior.
The survey focuses on undergraduate students aged 18-22 at the University of Economics Ho Chi Minh City (UEH) who are currently employed, categorizing them into specific groups for analysis.
Students aged 18-20, typically in their first and second years of university, often express a keen interest in environmental issues and a desire to contribute to society, yet they generally lack practical experience in corporate settings, resulting in limited knowledge about sustainability and corporate social responsibility In contrast, students aged 21-22, who are in their third and final years, focus more on career-oriented topics and the future, demonstrating a more profound understanding of environmental challenges, sustainable development, and corporate social responsibility, bolstered by practical work experience gained during their studies.
Students with less than 6 months of work experience are typically in the early stages of adapting to their work environment, often lacking a full understanding of organizational culture and green human resource management Those with 6 to 12 months of experience begin to recognize the significance of green behavior and corporate social responsibility, benefiting from training programs that enhance their skills in sustainable practices In contrast, students with over 12 months of experience have likely developed substantial knowledge about environmental issues and become advocates for green initiatives within their organizations, understanding the critical role of corporate social responsibility in shaping organizational culture and employee commitment to sustainable behaviors.
Methodology
The study employs two main research methods: qualitative research method and quantitative research method.
The qualitative research method employed in this study utilizes focus group discussions to establish preliminary research directions, refine the research model, and enhance the measurement scale for the survey context, ultimately improving the formal interview questionnaire This research is conducted by a team of four students from the Faculty of Management and the International Business - Marketing Department at the School of Business, University of Economics Ho Chi Minh City Following the focus group discussions, the team synthesized and selected key opinions, adjusted the measurement scale, clarified concepts, and identified variables within the research model.
The quantitative research method was employed following the analysis of survey questionnaire results, utilizing convenient sampling to gather data from 350 students at the University of Economics Ho Chi Minh City who work in external companies The research team applied Structural Equation Modeling (SEM) to evaluate both the measurement and structural models After collecting relevant data, SmartPLS 4.0 software was used for analysis, enabling the research team to comprehensively and accurately address the issues identified in the study.
Research Structure
The research is structured into 5 chapters:
Chapter 1: Introduction to the research topic - Presenting the reasons for choosing the research topic, research issues, objectives and research questions, research subjects and scope, research methods, research structure, and significance of the research.
Chapter 2: Theoretical basis and research model - Presenting the theoretical basis and literature review of related previous studies, proposing the research model and conceptual measurement scales.
Chapter 3: Research methodology - Presenting the research process, sampling methods, data collection procedures, data processing tools, and analysis techniques to be used in the study.
Chapter 4: Research findings - Presenting and interpreting the results of data processing, analysis of research data, and discussing research results.
Chapter 5: Conclusion and managerial implications - Summarizing research findings, drawing conclusions and implications for managers as well as limitations of the study to guide further research.
Contributions
Examining the green behavior of working students at ƯEH University reveals the significant impact of various factors on their environmental actions This understanding enables businesses to better comprehend the elements influencing their employees' sustainable practices, allowing for the development of effective management strategies.
THEORETICAL FRAMEWORK AND RESEARCH MODEL
Concepts
The increasing importance of environmental regulations and stakeholder expectations has made Corporate Social Responsibility (CSR) essential for organizations to effectively address environmental challenges Stakeholders, including government entities, suppliers, customers, and employees, demand responsible corporate behavior In today's fast-paced work environment, influenced by factors such as long working hours, a competitive labor market, and technological advancements, employee attitudes and behaviors are significantly impacted Therefore, organizations must implement practices that prioritize employee well-being and promote positive workplace attitudes CSR serves as a catalyst for encouraging employees to engage in positive, environmentally friendly behaviors Research indicates that employees' perceptions of their organization's CSR efforts, rather than the actual strategies employed, largely shape their attitudes and behaviors CSR is defined as initiatives that align with societal objectives and values, emphasizing the importance of responsible corporate actions.
"expectations regarding legal, ethical, and discretionary economic actions that a society has of organizations at a given point in time" (p 500) According to (Dahlsrud,
Corporate Social Responsibility (CSR) has been defined in numerous ways since 2008, but it typically includes environmental, social, economic, stakeholder, and voluntary elements At its core, CSR reflects an organization's commitment to enhance societal welfare through various social initiatives and benefits (Islam, Ahmed, All, & Sadiq, 2016).
Corporate Social Responsibility (CSR) involves organizational initiatives that benefit society and shape employee and customer perceptions Understanding the relationship between CSR, employee attitudes, and green behavior is essential for working students at UEH University, where both the organizational and educational contexts play a significant role This study explores how Green Human Resource Management (GHRM), Green Commitment, and Green Organizational Culture mediate the effects of CSR on the green behaviors of these students By focusing on UEH University, the research aims to offer insights for academics and industry professionals to foster sustainable practices and responsible citizenship among young employees For working students, CSR extends beyond merely reducing environmental impacts; it includes empowering them to embrace green behaviors in all aspects of life This requires embedding sustainability into HR practices, nurturing green commitment, and establishing a culture that prioritizes environmental sustainability Ultimately, CSR serves as a strategic tool for organizations to align with sustainability goals and influence working students' attitudes and behaviors towards adopting eco-friendly practices, contributing to a more sustainable future.
2.1.2 Green Human Resources Management (GHRM)
Green Human Resource Management (GHRM) has emerged as a crucial framework within organizational studies, blending strategic management, performance improvement, organizational culture, and employee development (Haddock-Millar,
Green Human Resource Management (GHRM) refers to proactive organizational practices aimed at promoting environmental management and sustainability, which significantly enhance both in-role and extra-role green behaviors Acting as a catalyst for organizational change, GHRM facilitates the adoption of environmentally conscious strategies through various HR practices such as recruitment, selection, performance management, training, and rewards These initiatives are essential for aligning organizational objectives with environmental goals, ultimately improving performance in sectors like manufacturing Furthermore, GHRM not only fosters environmental awareness but also encourages extra-role behaviors that contribute to broader social and economic well-being Recent studies demonstrate that integrating green HR practices can significantly enhance employees' environmental responsibility and concern, thereby promoting overall organizational sustainability.
GHRM practices strategically align human resource processes with sustainability goals, transforming operations into environmentally friendly practices that enhance competency and reduce ecological impact By recruiting, training, and empowering individuals who embrace environmental values, organizations can cultivate a green culture and improve their environmental performance.
GHRM practices significantly influence firm performance by shaping employees’ attitudes and behaviors, aligning with the resource-based view that positions human resources as a vital competitive advantage Key practices such as selection, training, and rewards play a strategic role in engaging employees in environmental initiatives, thereby enhancing firms' environmental performance However, further research is needed to clarify how GHRM practices specifically affect environmental outcomes, highlighting the importance of continuous exploration and improvement of green HR strategies Ultimately, GHRM serves as a comprehensive approach essential for organizations aiming for environmental sustainability and competitive edge in today's business environment.
This study explores the influence of Green Human Resource Management (GHRM) practices on the relationship between Corporate Social Responsibility (CSR) initiatives and eco-friendly behaviors among employed university students By examining these dynamics, we seek to offer insights into how organizations can foster a sustainability culture among working students, ultimately promoting environmental stewardship and contributing to organizational success.
Commitment is a psychological state reflecting an individual’s attachment to their organization, as noted by Meyer and Allen (1991) and Meyer and Herscovitch (2001) Organizational commitment involves strong identification and involvement with the organization, belief in its values and goals, willingness to exert extra effort, and dedication to membership, according to Brooke et al (1988) Afsar and Umrani (2019) describe this commitment as an emotional bond between individuals and their organization In the context of environmental concerns, Green Commitment refers to an employee's voluntary dedication to environmental objectives, showcasing a personal connection to environmental preservation, as highlighted by Rahman and Reynolds (2016).
Research on individual-level environmental commitment is still limited, with a lack of clear definitions in the literature (Afsar & Umrani, 2019) However, studies indicate that employees who demonstrate strong green commitment play a significant role in advancing organizational environmental initiatives and supporting sustainability goals (Luu, 2018) Furthermore, Tuan (2019) highlights that these environmentally committed employees engage in eco-friendly behaviors, actively participate in ecological initiatives, and act as catalysts for environmental conservation efforts.
Individuals with a strong commitment to the environment often embrace eco-friendly practices, including energy conservation, minimizing paper use, and participating in recycling initiatives (Afsar and Umrani, 2019) Understanding the green commitment of working students at UEH University can offer valuable insights into their role in promoting environmental sustainability within the institution.
Green Organizational Culture (GOC) represents the collective values, beliefs, and attitudes within an organization that promote environmentally sustainable practices It showcases how an organization's principles and practices reflect a commitment to environmental responsibility GOC plays a crucial role in integrating environmental considerations into organizational processes, guiding efforts toward sustainability According to social identity theory, GOC thrives when members actively engage in environmentally positive actions.
Green Organizational Culture (GOC) is defined by the degree, diffusion, and depth of practices that promote environmental sustainability The degree reflects the prevalence of green values in organizational artifacts, while diffusion pertains to the spread of these values across all departments Depth involves the individual adoption of these values by members of the organization GOC aligns with the resource-based view theory, indicating its potential to provide a competitive advantage as an intangible asset that is difficult for competitors to replicate Ultimately, GOC embodies an organizational culture where environmental stewardship is prioritized over profit, aiming to reduce negative impacts on the natural environment.
It may also be termed as pro-environmental culture, green consciousness, sustainability culture, or eco-friendly culture.
In the study of CSR and green behavior among working students at UEH University, GOC serves as a crucial mediator, linking CSR initiatives with green human resource management, green commitment, and sustainable environmental behavior By fostering a culture that prioritizes environmental responsibility, GOC enhances and supports green behavior among students, significantly boosting the effectiveness of CSR initiatives and green HRM practices within the university.
Employee green behavior encompasses the actions and attitudes of individuals within an organization aimed at promoting environmental sustainability This includes activities like recycling, resource conservation, and participation in environmental initiatives According to DuBois and Debois (2012), such behavior is a strategic approach for organizations to enhance environmental performance and meet sustainability targets De Roeck and Farooq (2017) highlight that it involves employees engaging in eco-friendly actions at work, including both task-related and voluntary initiatives Furthermore, Stern (2000) defines employee green behavior as intentional actions taken to reduce the negative environmental impacts of human activities, influenced by factors such as environmental awareness, internal motivation, social norms, moral values, and attitudes toward sustainability (Bamberg and Moser, 2007).
In the study of working students at UEH University, green behavior is categorized into two types: task green behavior and voluntary green behavior Task green behavior, as defined by Norton et al (2015), includes environmentally friendly actions performed as part of job responsibilities, while voluntary green behavior consists of proactive, self-initiated efforts to promote environmental sustainability beyond specific job duties This research aims to explore the relationship between Corporate Social Responsibility (CSR) and green behavior among UEH University working students, highlighting a range of environmentally conscious actions and attitudes influenced by organizational factors such as Green Human Resource Management, Green Commitment, and Green Organizational Culture.
Literature Review
2.2.1 Ability-Motivation-Opportunity Theory -AMO
The AMO (Ability-Motivation-Opportunity) theory, introduced by Appelbaum et al (2005), provides a framework for understanding how Green Human Resource Management Practices (HRMP) can promote environmentally responsible behavior among employees through green commitment The increasing adoption of the AMO model in HRM research, as noted by Edgar et al (2019), underscores its relevance in micro-level studies This theory emphasizes High-Performance Work Practices (HPWS), which encompass three dimensions: Ability, Motivation, and Opportunity For example, strategies like recruiting environmentally conscious candidates (Kim et al., 2019) and offering training in environmental management (Yu et al., 2020) enhance employees' green Ability Furthermore, Motivation is cultivated through support for green initiatives and rewards, such as gem points and green gift cards, which motivate employees to excel (Renwick et al., 2013) Additionally, providing Green Opportunities at work increases employees' commitment and satisfaction towards their organization's environmental efforts (Ren et al., 2018).
The AMO theory posits that the process begins with Ability, Motivation, and Opportunity (AMO), leading to discretionary efforts that significantly affect employee behavior (Boselie, 2010) Alternatively, research indicates that the relationship between Human Resource Management Practices (HRMP) and employee behavioral outcomes is influenced by employees' attitudes, such as commitment (Marin-Garcia and Tomas, 2016) In this context, HR practices shape employees' attitudes, particularly green commitment, which subsequently drives their environmentally responsible actions This interplay between attitude and behavior ultimately enhances the overall performance of the organization (Almutawa et al., 2016; Appelbaum et al., 2000; Boselie, 2010).
Social Identity Theory, introduced by Tajfel and colleagues in the 1970s, posits that an individual's societal membership influences their thoughts and behaviors People align with like-minded groups to promote positive behaviors, and belonging to an optimistic group encourages similar habits, enhancing self-realization This theory explores how social identities affect attitudes toward ingroups and outgroups, emphasizing the emotional bonds formed when group membership is integral to self-concept Group affiliation boosts self-esteem through processes like within-group assimilation and intergroup biases Additionally, Social Identity Theory clarifies the relationship between organizations and employees, suggesting that deeper integration leads to greater commitment, ultimately enriching our understanding of organizational dynamics.
The Social Exchange Theory (SET) is a significant framework in organizational behavior, as highlighted by Cropanzano et al (2005) Since its inception, exchange theory has been a central theme in social psychology, with foundational contributions from scholars such as Homans (1961), Blau (1964), and Emerson (1962).
Social Exchange Theory (SET) is a vital framework for understanding workplace behavior, as it emphasizes the voluntary actions of individuals motivated by the anticipated returns from others (Blau, 1964) This theory highlights the assessment of benefits and costs through a series of interactions (Cropanzano et al., 2005), resulting in both direct and indirect exchanges among multiple parties (Molm et al., 2014).
The Social Exchange Theory (SET) is a significant framework in organizational behavior, highlighting the importance of social interactions and exchanges Rooted in social psychology, SET has been shaped by foundational contributions from theorists such as Homans, Blau, and Emerson.
Social Exchange Theory (SET), as defined by Blau (1964), emphasizes the voluntary actions of individuals driven by the anticipated returns from others This framework is essential for understanding workplace behavior, as it examines the evaluation of benefits and costs through a series of interactions (Cropanzano et al 2005) SET highlights the nature of both direct and indirect exchanges among multiple parties (Molm et al 2014).
Related research
2.3.1 Assessing the Impact of Corporate Social Responsibility, Green Shared Vision on Voluntary Green Work Behavior: Mediating Role of Green Human Resource Management
This study explores the intricate relationships between Corporate Social Responsibility (CSR), Green Shared Vision (GSV), Green Human Resource Management (GHRM), and Voluntary Green Work Behavior (VGWB) in Pakistan's manufacturing sector It highlights the pivotal role of GHRM as a mediator that enhances the positive impacts of CSR and GSV on employee green behavior Data was collected from 100 diverse manufacturing firms, achieving a response rate of 71.42% with 500 completed surveys from 700 distributed questionnaires Utilizing advanced structural equation modeling through smart PLS software, significant connections among CSR, GSV, GHRM practices, and VGWB were established, with GHRM identified as a key factor in mediating the relationships between CSR, GSV, and employee green behavior.
This research provides valuable insights for managers and policymakers, emphasizing the crucial role of Green Human Resource Management (GHRM) in developing a sustainable workforce through Corporate Social Responsibility (CSR) and Green Supply Value (GSV) initiatives It advocates for targeted awareness campaigns in the manufacturing sector to promote the advantages of green practices and responsible social behavior While this study marks a significant advancement, it acknowledges limitations due to reliance on single-source data, suggesting future research adopt diverse methodologies for a more comprehensive understanding Longitudinal studies could explore dynamic relationships, and investigating additional factors like green intellectual capital may enhance insights Expanding the research to include various sectors and countries would provide broader perspectives, ensuring the framework's relevance across different contexts.
Figure 2.1 Research model of Jiang Yang et al (2023)
2.3.2 Perceived corporate social responsibility's impact on the well-being and T supportive green behaviors of hotel employees: The mediating role of the employee-corporate relationship
This study examines the impact of employees' perceptions of corporate social responsibility (CSR) on their organizational trust, identification, well-being, and engagement in green workplace behaviors, involving 441 employees from eight hotels in Changsha, China The results reveal that CSR significantly influences organizational trust and identification, which in turn affect employee well-being and green behaviors Additionally, employee well-being promotes green behavior, while organizational trust and identification partially mediate the relationship between perceived CSR and both employee well-being and green behavior.
The study reinforces previous findings that corporate social responsibility (CSR) positively impacts employee trust and identification with their organization, ultimately strengthening employee-company relationships Notably, it reveals that CSR initiatives enhance employee well-being within the hotel industry, a significant new insight Additionally, CSR is shown to foster environmentally friendly behaviors among employees, supporting recent theories that workplace social initiatives can promote sustainability The research highlights the critical role of organizational trust and identification in boosting employee well-being and encouraging green practices, underlining the necessity of examining employee-company dynamics in the context of CSR Overall, the results indicate that socially responsible actions by firms can enhance these relationships, mediating the effects of CSR on employee well-being and eco-friendly behaviors.
Transparent communication about CSR activities is crucial for building employee trust and fostering a strong connection with the organization Companies should prioritize authentic CSR efforts over deceptive practices, as this understanding enhances the employee-company relationship and leads to positive outcomes Furthermore, the study highlights that employee well-being significantly impacts green behavior, emphasizing the need for investments in initiatives that address psychological needs and cultivate a positive workplace Implementing training and team-building activities can further improve employee well-being, promoting a sense of security and acceptance within the organization.
2.3.3 Examining the relationship between corporate social responsibility, performance, employees’ pro-environmental behavior at work with green practices as mediator
This study investigates the relationship between Corporate Social Responsibility (CSR) initiatives, green practices, and their effects on workplace performance and employees' Pro-Environmental Behavior (PEB) Through a comprehensive literature review, seven hypotheses were formulated and tested, revealing that green practices partially mediate the link between CSR and performance, while their mediation between CSR and employees' PEB was found to be insignificant The research enhances existing literature by outlining the implications of the conceptual framework for India and demonstrating how organizations can effectively integrate CSR and green practices to improve performance and promote PEB for corporate sustainability Further research is needed to explore the interconnections of these constructs over various timeframes and dimensions.
This study confirms a positive relationship between Corporate Social Responsibility (CSR) and organizational performance, highlighting a significant correlation between CSR and green practices It reveals that green practices partially mediate the link between CSR and performance, emphasizing the need for organizations to adopt environmentally friendly initiatives and engage stakeholders in CSR efforts to boost overall performance In today's globalized economy, prioritizing environmental protection is essential for all stakeholders Furthermore, the research illustrates the important connection between CSR activities and employees' pro-environmental behavior (PEB) at work However, the study acknowledges limitations and suggests that future research should explore other factors influencing employees' PEB beyond CSR and green practices.
Figure 2.3 Research model of L Suganthi (2019)
Research indicates a strong link between Corporate Social Responsibility (CSR) and employee behavior, emphasizing the roles of organizational trust, identification, well-being, and engagement in eco-friendly practices The findings underscore the importance of mediating factors like Green Human Resource Management (GHRM) and the employee-corporate relationship in influencing sustainable behavior within organizations.
Conceptual framework and research hypotheses
Recent research highlights the link between Corporate Social Responsibility (CSR) initiatives and employee Green Behavior (GB), indicating that employees' participation in eco-friendly activities, such as recycling and resource efficiency, is influenced by their perception of the workplace environment According to Social Exchange Theory, individuals assess the costs and benefits of their social interactions, leading employees to view CSR initiatives as a reflection of the company's commitment to social and environmental issues This perception subsequently affects their attitudes and encourages the adoption of green practices within the organization.
Research indicates a strong link between perceived Corporate Social Responsibility (CSR) and environmentally conscious behaviors among hotel customers (Su et al., 2017), suggesting that CSR initiatives shape customer perceptions and actions Furthermore, Kim et al (2017) found that employees in socially responsible organizations exhibit higher levels of organizational citizenship behaviors, engaging in activities that benefit the company beyond their basic responsibilities Studies by Karassin and Bar-Haim (2016) and Tian and Robertson (2017) highlight the significance of organizational factors in influencing CSR outcomes, particularly in promoting employee involvement in pro-environmental actions Additionally, the work of Blok et al (2015) and Wesselink et al (2017) emphasizes the critical role of voluntary measures in enhancing CSR efforts.
CSR activities play a crucial role in fostering environmental change within organizations, significantly influenced by leadership support Evidence indicates that CSR initiatives have a direct impact on promoting Green Behavior among employees When employees perceive CSR as a reflection of their company's values, they are more likely to engage in eco-friendly practices, thereby enhancing the organization's sustainability efforts Hence, the following hypothesis is proposed:
Hypothesis 1: CSR positively relates to GB
The integration of Corporate Social Responsibility (CSR) initiatives is crucial for organizations aiming to adopt environmentally responsible practices Research highlights that government regulations, customer pressures, and environmental uncertainties significantly influence this shift towards green practices While regulatory frameworks are important, voluntary CSR activities have emerged as key drivers of environmental sustainability Studies reveal a strong correlation between CSR initiatives and emission reduction, particularly in carbon-intensive sectors, and demonstrate that CSR fosters the adoption of green practices within organizations As the demand for cleaner production and a greener environment grows, the role of CSR in achieving these goals becomes increasingly vital.
The exploration of Green Human Resource Management (GHRM) reveals its significant role in fostering corporate social responsibility (CSR) initiatives Employees are essential stakeholders in these initiatives, actively participating in their implementation, which is vital for organizations striving to meet sustainability objectives.
Corporate Social Responsibility (CSR) policies require the active participation of all departments in green initiatives, highlighting the crucial role of human resources in CSR implementation The instrumental view of CSR and Human Resource Management (HRM) emphasizes their alignment in enhancing organizational performance Conversely, an integrative perspective considers CSR as a key factor in the adoption of Green Human Resource Management (GHRM) practices, recognizing its influence on employee attitudes, values, and behaviors toward environmental sustainability.
Grounded in the Ability-Motivation-Opportunity (AMO) theory, Green Human Resource Management (GHRM) practices focus on developing employees' green skills, motivation, and opportunities These practices include essential HR functions like recruitment, training, performance management, and rewards, all aimed at promoting green values and encouraging environmentally responsible behavior among staff.
In summary, the literature strongly supports the hypothesis that Corporate Social Responsibility (CSR) positively influences Green Human Resource Management (GHRM), which is crucial for understanding the link between CSR and eco-friendly behaviors among working students at UEH University By incorporating CSR initiatives, organizations promote environmental sustainability and foster a green organizational culture through GHRM practices, thereby enhancing green commitment and establishing a sustainable business framework.
All of the above leads US to establish the following research hypothesis.
Hypothesis 2: CSR positively relates to GHRM
2.4.3 Green HRM and Green Commitment
Human Resource Management (HRM) significantly influences employee commitment and performance by fostering strong connections between employees and the organization Strategic HRM practices not only enhance employee dedication but also directly contribute to their commitment Chaudhary (2020) highlights that implementing Green HRM practices can further boost employees' commitment to environmental issues, aiding organizations in achieving sustainability goals Research by Luu (2018) indicates that employees are more likely to show increased environmental commitment when they perceive their organization as actively engaging in environmentally friendly practices Overall, these insights emphasize the essential role of Green HRM in enhancing employee commitment and advancing organizational sustainability initiatives.
Hypothesis 3 : GHRM positively relates to GC
2.4.4 Green HRM and Green Behaviour
The connection between Green Human Resource Management (GHRM) and employees' Green Behaviors (GB) is crucial for promoting sustainability in organizations GHRM strategies are designed to synchronize company goals with environmental sustainability objectives, effectively encouraging employees to adopt eco-friendly practices.
Green Human Resource Management (GHRM) incorporates various practices that influence employee engagement in environmentally friendly behaviors A key element is the integration of environmental values into recruitment and selection, which raises candidates' awareness of the organization's commitment to sustainability from the beginning (Renwick et al., 2013) Additionally, involving employees in green initiatives and offering training on sustainable practices enhances their knowledge and skills, promoting a psychological readiness to adopt green behaviors (Fawehinmi et al.).
The adoption of Green Human Resource Management (GHRM) practices is crucial for fostering employee understanding and commitment, as highlighted by HRM theories The effectiveness of GHRM in encouraging desirable behaviors is significantly diminished without employee buy-in Empirical studies in countries like China and Indonesia have demonstrated a clear connection between GHRM and employees' green behaviors, including organizational citizenship behaviors.
Dumont et al (2017) enhance our understanding of Green Human Resource Management (GHRM) by illustrating its direct and indirect effects on both in-role and extra-role green behaviors They emphasize that while GHRM practices directly influence in-role behaviors, extra-role behaviors are mediated by the Green Psychological Climate (GPC) in the workplace This relationship is further explained through Social Exchange Theory (SET), which suggests that employees are more inclined to adopt environmentally friendly practices when they perceive benefits from their organization's green initiatives (Paillé & Meija-Morelos, 2019) Research indicates that GHRM practices, including training and involvement in green initiatives, significantly enhance employees' commitment and promote organizational citizenship behaviors towards the environment (Pham et al., 2020; Kim et al., 2019).
According to Pham et al (2020), Green Human Resource Management (GHRM) plays a crucial role in fostering both task-related and proactive behaviors among hotel employees Task-related behaviors, which are integral to formal performance policies, are significantly shaped by GHRM practices In contrast, proactive behaviors arise from employees' recognition of the organization's commitment to sustainability and their individual dedication to environmental stewardship, as noted by Dumont et al.
The effectiveness of Green Human Resource Management (GHRM) in fostering environmentally friendly behaviors is highlighted by key HR practices, including green training and development, green reward and compensation, and green employee empowerment These practices significantly enhance employees' environmental awareness and responsibility, while also motivating them to engage actively in environmental initiatives.
RESEARCH METHODOLOGY
Research process
This study explores the connection between Corporate Social Responsibility (CSR) and Green Behavior among working students at UEH University, emphasizing the mediating role of Green Human Resource Management and Green Commitment The research group systematically followed the outlined steps in the model to analyze these relationships.
Step 1: Identify the research problem.
Step 2: Theoretical basis of the research.
This article reviews essential theories such as the Ability-Motivation-Opportunity (AMO) Theory, Social Identity Theory, and Social Exchange Theory, which provide a framework for understanding organizational behavior It also establishes clear definitions of key concepts, including Corporate Social Responsibility (CSR) and Green Human Resource Management (GHRM), highlighting their significance in fostering sustainable business practices and employee engagement.
Resource Management, Green Commitment, Green Organizational Culture, and Green Behavior towards the organization and research on the relationship between concepts.
Step 3: Build a research model and proposed measurement scale.
Informed by literature reviews, we propose a theoretical model grounded in the Ability-Motivation-Opportunity Theory, Social Identity Theory, and Social Exchange Theory We develop pertinent hypotheses and adapt measurement scales to fit the practical context of working students at UEH University.
Step 4: Conduct qualitative research to build an official measurement scale through group discussion.
Through focused group discussions, develop and refine the measurement scale to be suitable and understandable for the survey participants before deploying the formal survey.
Step 5: Conduct surveys and collect data.
Distribute the survey questionnaire to the research subjects through both direct and online methods and collect the results.
Step 6: Analyze survey results, validate the model, and test proposed hypotheses.
Utilize statistical methods, including Cronbach's Alpha for measuring scale reliability, Structural Equation Modeling (SEM) for model validation, and Bootstrap testing for hypothesis validation.
Step 7: Discuss research findings and propose managerial implications for Ho Chi Minh City.
Discuss the implications of the research results and propose managerial insights relevant to Ho Chi Minh City.
Qualitative research
The research team utilizes established measurement scales that have been previously developed and tested by researchers, leveraging the theoretical foundation from earlier studies These scales are translated into a draft that serves as a foundation for group discussions.
Interview working students in Ho Chi Minh City (Appendix 2).
The content of the group discussion is as follows:
The research team initiates the discussion session by outlining its purpose and providing foundational content on the topic Key concepts such as Corporate Social Responsibility (CSR), Green Human Resource Management (GHRM), Green Commitment (GC), Green Organizational Culture (GOC), and Green Behavior (GB) are introduced Members then review the measurement scales proposed in Chapter 2, sharing their insights on each variable Contributions and feedback are recorded, and in instances of differing opinions, further discussions are conducted to reach a consensus Ultimately, all opinions regarding the model, measurement scales, and necessary linguistic adjustments are synthesized into a cohesive document.
The discussion is conducted following the detailed outline provided in Appendix 1.
After discussion, group interview results showed:
- Regarding the research model: We agree to maintain the original proposed theoretical model, including 04 factors affecting the Green Behavior in terms of working students of ƯEH University.
We adopt and refine the measurement scales from prior research on Corporate Social Responsibility, Green Human Resource Management, Green Commitment, Green Organizational Culture, and Green Behavior to ensure consistency and relevance in our study.
The sample size in a study is influenced by the analysis method and the number of variables involved In this research, we utilized the PLS-SEM linear structural model analysis method According to Hair et al (2006), a minimum sample size of 125 is recommended, with an ideal size being even larger for optimal results.
The structural configuration analysis for SEM involved a sample size of 360, achieved by distributing 380 questionnaires using convenient sampling methods The measurement variable and damage were assessed at a ratio of 1:5.
The questionnaire is the result after using qualitative methods - interviewing 7 people and calibrating the draft scale The questionnaire includes 3 parts:
Part 1: Questions to filter respondents
Includes 2 questions with the answer "Yes" or "No" to check whether the survey subject belongs to the subject needed for the research article or not to avoid shifting the results and eliminating people related to the topic when participating in the survey
Includes 20 questions related to the research topic The question is evaluated on a Likerl-5 scale to measure the level of the impact of the relationship between CSR and working students' green behavior through the moderating role of Green HRM, Green commitment in Ho Chi Minh City
Likert scale with 5 levels from 1-5 as follows:
Collect respondent information about gender, age, and monthly income.
Once the data has been cleaned and coded, descriptive statistics will be utilized to characterize the sample Subsequently, the research hypothesis and model will be evaluated through SEM linear structural model analysis using SmartPLS 4.0 software.
After collecting survey responses, the data cleaning process is essential to eliminate invalid entries, such as those that do not meet the survey criteria or contain incomplete or misleading answers that could distort results and lead to inaccurate decisions To ensure data integrity, errors like incorrect entries, missing information, and abnormal samples are addressed by verifying statistical outputs, including frequency tables and cross-tabulations, before the data is analyzed and processed.
Descriptive statistics summarize and present data in a meaningful way, allowing us to understand the characteristics and patterns within a dataset In this research, we utilize SPSS software to apply descriptive statistics effectively.
The Structural Equation Modeling (SEM) model is a statistical tool designed to illustrate complex relationships between observed and unobserved variables It serves various purposes, including hypothesis testing, outcome forecasting, theory assessment, and concept measurement As noted by Hair et al (2014b), SEM consists of two components: the measurement model, which links observed variables (indicators) to unobserved variables (latent variables or constructs), and the structural model, which depicts the relationships among latent variables and other observed variables SEM can be implemented using various techniques, such as Partial Least Squares SEM (PLS-SEM) and Covariance-Based SEM (CB-SEM).
The measurement model in Structural Equation Modeling (SEM) outlines the relationship between observed variables and latent variables, also known as constructs It is crucial for establishing the validity and reliability of indicators and constructs, as it assesses their effectiveness in measuring the underlying concepts.
Fornell and Larcker (1981) pioneered the calculation of composite reliability, which is widely used to assess the generalized variability of variables tested by latent constructs Composite Reliability (CR) serves as an index reflecting the internal consistency of indicators on a scale, with values ranging from 0 to 1; a CR value closer to 1 indicates higher reliability Typically, a CR value of 0.7 or above is deemed acceptable (Joseph et al., 2010).
The acceptable values of alpha vary according to different reports, from 0.70 to 0.95
A high alpha value, particularly one reaching up to 0.90, may suggest that certain items are redundant, as they evaluate the same concept in varying ways (Mohsen Tavakol and Reg Dennick, 2010).
The correlation between the observed variables (Blumberg et al., 2014) is the convergent validity Whether a factor has convergent validity can be determined by the indices below:
• Hair et al (2016) suggest that the exception loading factor needs to be greater than or equal to 0.708, the observed variable is quality.
• Average Variance Extracted Index AVE (Average Variance Extracted) is greater than 0.5 (Hock el al., 2010), it is said that a scale has convergent validity.
Discriminant validity measures the extent to which factors are distinct and unrelated One method to assess this validity is the Fornell and Larcker criterion established in 1981 This approach involves comparing the square root of the Average Variance Extracted (AVE) of a factor with the correlation coefficients of two unobserved variables For discriminant validity to be confirmed, the square root of the AVE for a factor must exceed the highest correlation coefficient between that factor and any other factors.
In this research, we use some criteria to evaluate the measurement model:
• The square root AVE of a factor must be greater than the largest correlation coefficient of that factor and other factors.