Impact of Green Human Resource Management Practices on Employees Performance

Abstract

Today, the construction industry of the country is confronted with diverse sustainability challenges. Factors like colossal daily demolition waste and the labor-intensive nature of the industry make eco-friendliness even more relevant. As a result, there is a growing interest among stakeholders to adopt sustainable strategies in the industry, such as green human resource management (HRM) practices. Thus, it is considered prudent to explore how green HRM can enhance environmental performance. This study, therefore, examines the causal relationship between green HRM practices and employees' environmental performance, by exploring the mediating role of extrinsic and intrinsic motivation, as well as the moderating role of green transformational leadership. Data were collected from construction industry employees at managerial levels, and Smart PLS was used to carry out tests (e.g., validity and reliability) and to design a structural equation model to test hypotheses. This study contributes to the existing body of knowledge and suggests practical implications and recommendations for managers and researchers in the construction industry. By embracing green HRM practices, the industry may improve its environmental performance and contribute to a more sustainable future. Keywords: