Green human resource management and green organizational citizenship behavior: do green culture and green values matter?

• DOI: https://doi.org/10.1108/IJM-05-2020-0247
• Published date: 22 September 2021
• Date: 22 September 2021
• Pages: 763-785
• Subject Matter: Economics,Labour economics
• Author: Lai Wan Hooi,Min-Shi Liu,Joe J.J. Lin

Green human resource

management and green

organizational citizenship

behavior: do green culture and

green values matter?

Lai Wan Hooi

College of Management, Chang Jung Christian University, Tainan, Taiwan

Min-Shi Liu

Department of Business Administration, National Chung Cheng University,

Chiayi, Taiwan, and

Joe J.J. Lin

Department of Business Administration, Soochow University, Taipei, Taiwan

Abstract

Purpose –Drawing on the Ability–Motivation–Opportunity (AMO) theory,this study aims to test the effect of

green human resource management (G-HRM) on green organizationalcitizenship behavior (G-OCB) taking into

consideration green culture as the mediator and green values as the moderator.

Design/methodology/approach –Validdata from 240 entities collected in Taiwan were analyzed to test the

five hypotheses. The valid data were analyzed using confirmatory factor model, correlation analysis, structural

equation modeling and bootstrapping analysis.

Findings –The results for all relationships show significant associations. G-HRM is significantly associated

with G-OCB and green culture, while green culture is significantly related to G-OCB. The mediating effect of

green culture on the G-HRM-G-OCB relationship is significant. The moderating effect of green values on the

green culture–G-OCB relationship is significant.

Originality/value –The originality of this study lies in being one of the first study in an advanced emerging

economy utilizing the AMO theory.

Keywords Green human resource management, Green organizational citizenship behavior, Green culture,

Green values, Partial least square structural equation modeling, Taiwan

Paper type Research paper

Introduction

The long-term ecological effect of environmental degradation is perhaps one of the largest

threats in the world today. Ignoring these effects can possibly demolish the entire

ecosystem –the destruction of the environment and the eradication of wildlife. The

ongoing impact has led environmentalists and governments to work tirelessly to mitigate

these environmental concerns. Despite enhanced environmental regulations and laws to

create green awareness among organizations, the implementation of environmental

management strategies in their daily operations remains ambiguous. Kim et al. (2019)

assert that environmental protection practices are present in nearly every industry, but it

cannot be ascertained if this applies to all economies, especially in emerging economies.

Of interest is the role emerging economies play in contributing to environmental

protection, where enforcement of green policies is typically more challenging than in

developed countries (Harrison et al., 2017). However, the need to embrace environmental

protection practices is crucial. Undeniably, the success of an organization’s

G-HRM and

G-OCB

763

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https://www.emerald.com/insight/0143-7720.htm

Received 1 June 2020

Revised 14 November 2020

14 April 2021

28 June 2021

20 August 2021

Accepted 22 August 2021

International Journal of Manpower

Vol. 43 No. 3, 2022

pp. 763-785

© Emerald Publishing Limited

0143-7720

DOI 10.1108/IJM-05-2020-0247

environmental management efforts centers on the management of its human resources to

be pro-environmental in their daily activities.

Integrating environmental management strategies with human resource management

practicesor green human resourcemanagement (G-HRM)and promoting green behaviors,such

as greenorganizational citizenshipbehaviors (G-OCB)potentially contributesto environmental

conservation and ecological sustainability (De Groot and Steg, 2010;Fawehinmi et al., 2020;

Phamet al., 2020;Robertson andBarling, 2017). The term “greenhuman resource management”

defined as “human resource management activities, which enhance positive environmental

outcomes (Kramar, 2014, p. 1,075) refers to the human resource management aspects of

environmentalmanagement (Renwick etal., 2008). While there are variousaspects to gauge G-

HRM practices,the focus of thisstudy is on green recruitment,green rewardand compensation,

green training, and green performance management. These aspects of G-HRM have

increasingly garnered th e attention of researchers ( Pham et al.,2019)andfitthe

underpinning theory applied in this study. “Green organizational citizenship behaviors”can

be defined as individual discretionarybehaviors, not formally rewarded,and that collectively

promoteeffective organizationalenvironmental management.These green behaviors are extra

environmentalprotectionrelated service providedby employees on their owninitiative (Raineri

and Paill

e, 2016) beyond expectations of the workplace.

Anchoredin the Ability–Motivation–Opportunity (AMO) theory,this study aims to explore

the effectof G-HRM on G-OCB and themediating role of green culturein an advanced emerging

economy,namely Taiwan. Additionally,the interactive effectof green culture and greenvalues

on G-OCB is investigated.AMO theory arguesthat strategic HRM practices enhancethe ability

of organizational members, motivate them and provide opportunities for them to engage in

behaviors that contribute to organizational performance (Kim et al., 2015), such as

organizational citizenship behaviors (Snape and Redman, 2010). In the green context, green

training (Jabbour et al., 2013,2019;Pinzone et al.,2019) that emphasizes on green values for

instance, enhance employees’ability to contribute to G-OCB (Daily and Huang, 2001)asit

promotes voluntary green behaviors (Pham et al., 2019). Moreover, it equips employees with

green knowledge, skills and attitudes to creatively address environmental issues

(Govindarajulu and Daily, 2004;Pinzone et al.,2016), which in turn foster a proactive

attitude toward environmental sustainability (Arag~

ao and Jabbour, 2017).

Likewise, green performance management and green rewards possibly motivate employees

to engage in G-OCB. As green performance management appraises employees’contribution to

environmental performance (Pinzone et al.,2016), it motivates employ ees to adopt proactive

attitudes and behaviors (Daily and Huang, 2001)tocontributetotheirfirms’environmental goals

(Renwick et al.,2013). Green performancemanagement enhancesemployees’comprehension of

their expected role in green management, and hence, potentially motivates them to proactively

adopt green behaviors (Pham et al., 2019;Pinzone et al.,2016). Constructive feedbacks from

superiors further enhance employees’green competences (Heba Masri and Jaaron, 2017;Pinzone

et al.,2016),which consequently encourage employees to contribute optimally to green initiatives

(Govindarajulu and Daily, 2004;Pinzone et al.,2016)and adopting green behaviors (Pinzone et al.,

2016). Jabbour et al. (2013) further argue that green rewards motivate employees to contribute to

environmental goals. Apparently, both financial and nonfinancial rewards offered collectively

(Saeed et al.,2018) are more effective in motivating employees to contribute to organizational

green goals (Jabbour and Santos, 2008;Renwick et al.,2013). Nonetheless, scholars such as

Jabbour and Santos (2008) and Jackson et al. (2011) opine that nonfinancial rewards (e.g.

recognition and praise) supersede financial rewards in promoting G-OCB, while others (e.g.

Saeed et al.,2018) recommend green travel benefits, green tax and green recognition.

While organizationsmay provide opportunitiesfor employees to engage in G-OCB through

ad hoc involvement programs (Pinzone et al.,2016), involvement is more intense if employees

willingly participate in green activities (Renwick et al., 2013). Therefore, a well-planned

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