What Makes Employees Green Advocates? Exploring the Effects of Green Human Resource Management
Abstract
:1. Introduction
2. Theoretical Background and Hypotheses Development
2.1. Cognitive Consistency Theory
2.2. Green Human Resource Management and OBSE
2.2.1. Green Recruitment and Selection and OBSE
2.2.2. Green Training and Development and OBSE
2.2.3. Green Performance Management and OBSE
2.2.4. Green Pay and Reward and OBSE
2.2.5. Green Involvement and OBSE
2.3. The Mediating Role of Organization-Based Self-Esteem
2.4. The Moderating Role of Perceived Organizational Support
3. Method
3.1. Sample and Procedures
3.2. Measures
3.2.1. Control Variables
3.2.2. Green Human Resource Management (GHRM)
3.2.3. Employee Green Advocacy
3.2.4. Organization-Based Self-Esteem (OBSE)
3.2.5. Perceived Organizational Support (POS)
3.3. Analytic Strategy
3.4. The Analytic Method of Mediation
3.5. The Analytic Method of Moderating Effect
4. Results
4.1. Common Method Bias
4.2. Confirmatory Factor Analysis
4.3. Measurement Model Assessment
4.4. Correlation Analysis
4.5. Tests of Mediation
4.6. Tests of Moderation
5. Discussion and Implications
5.1. Discussion
5.2. Theoretical Implications
5.3. Practical Implications
5.4. Limitations and Future Research
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
Green Human Resources Management (GHRM) |
The company’s green claim makes the company more attractive to candidates who regard environmental protection as their job-hunting standard. |
The company uses green employer branding to attract green employees. |
The company recruits employees who have green awareness. |
The company’s training for employees includes environmental management. |
The company has integrated training to create the emotional involvement of employees in environment management. |
The company has green knowledge management (link environmental education and knowledge to behaviors to develop preventative solutions). |
The company uses green performance indicators in our performance management system and appraisals. |
The company sets green targets, goals, and responsibilities for managers and employees. |
In the company, managers have set objectives on achieving green outcomes included in appraisals. |
In the company, there are dis-benefits in the performance management system for non-compliance or not meeting environment management goals. |
The company makes green benefits (transport/travel) available rather than giving out pre-paid cards to purchase green products. |
In the company, there are financial or tax incentives (bicycle loans, use of less polluting cars). |
The company has recognition-based rewards in environment management for staff (public recognition, awards, paid vacations, time off, gift certificates). |
The company has a clear developmental vision to guide the employees’ actions in environment management. |
In the company, there is a mutual learning climate among employees for green behavior and awareness in my company. |
In the company, there are a number of formal or informal communication channels to spread green culture in our company. |
In the company, employees are involved in quality improvement and problem-solving on green issues. |
The company offers practices for employees to participate in environment management, such as newsletters, suggestion schemes, problem-solving groups, low-carbon champions and green action teams. |
Employee green advocacy |
I tried to persuade team members to reuse and recycle office supplies in the workplace. |
My colleagues and I make joint effort to create a more environmentally friendly working environment. |
I share with my colleagues the knowledge, information, and suggestions on preventing pollution in the workplace. |
Organization-based self-esteem (OBSE) |
I count around here. |
I am taken seriously. |
I am important. |
I am trusted in my work. |
There is faith in me. |
I can make a difference. |
I am valuable. |
I am helpful. |
I am efficient. |
I am cooperative. |
Perceived organizational support (POS) |
The organization values my contribution to its well-being. |
The organization really cares about my well-being. |
The organization considers my goals and values. |
Help is available from the organization when I have a problem. |
The organization can forgive me an honest mistake. |
The organization is willing to help me when I need a special favor. |
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Demographic Information | Number of Interviewees | Proportion (%) |
---|---|---|
Age | ||
20–29 | 34 | 25.1 |
30–39 | 75 | 55.5 |
>40 | 26 | 19.4 |
Education level | ||
<Undergraduate education | 79 | 58.6 |
≥Undergraduate education | 56 | 41.4 |
Tenure | ||
<3 years | 32 | 23.4 |
3–5 years | 41 | 30.5 |
5–10 years | 39 | 29.1 |
>10 years | 23 | 17 |
Employment type | ||
Temporary workers | 15 | 11.4 |
Formal workers | 120 | 88.6 |
Organizational size | ||
<20 | 6 | 4.4 |
20–50 | 15 | 11 |
50–100 | 53 | 39.3 |
100–500 | 42 | 31.2 |
>500 | 19 | 14.1 |
Model | χ2 | df | χ2/df | CFI | TLI | SRMR | RMSEA |
---|---|---|---|---|---|---|---|
4 Factors a | 48.442 | 38 | 1.274 | 0.993 | 0.989 | 0.036 | 0.000, 0.081 |
3 Factors b | 81.761 | 41 | 1.994 | 0.971 | 0.961 | 0.055 | 0.059, 0.115 |
3 Factors c | 81.118 | 41 | 1.978 | 0.972 | 0.962 | 0.068 | 0.058, 0.114 |
2 Factors d | 346.102 | 43 | 8.049 | 0.785 | 0.725 | 0.129 | 0.210, 0.255 |
1 Factor e | 517.858 | 44 | 11.770 | 0.664 | 0.581 | 0.164 | 0.265, 0.309 |
Construct | Estimate Factor Loading | Composite Reliability (CR) | Convergence Validity (AVE) | Discriminant Validity | |||
---|---|---|---|---|---|---|---|
GHRM | EGA | OBSE | POS | ||||
GHRM | 0.905~971 | 0.971 | 0.872 | 0.934 | |||
OBSE | 0.824~909 | 0.969 | 0.755 | 0.424 ** | 0.869 | ||
EGA | 0.848~889 | 0.907 | 0.764 | 0.411 ** | 0.650 ** | 0.874 | |
POS | 0.761~915 | 0.913 | 0.642 | 0.406 ** | 0.571 ** | 0.581 ** | 0.801 |
Construct | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 |
---|---|---|---|---|---|---|---|---|---|
1. GHRM | 1 | ||||||||
2. OBSE | 0.424 ** | 1 | |||||||
3. EGA | 0.411 ** | 0.650 ** | 1 | ||||||
4. POS | 0.406 ** | 0.571 ** | 0.581 ** | 1 | |||||
5. OT | 0.311 ** | 0.529 ** | 0.468 ** | 0.277 ** | 1 | ||||
6. OS | 0.250 ** | 0.791 ** | 0.713 ** | 0.413 ** | 0.588 ** | 1 | |||
7. Age | −0.046 | −0.021 | −0.056 | 0.051 | −0.060 | 0.013 | 1 | ||
8. Education | 0.126 | 0.271 ** | 0.179 * | −0.018 | 0.040 | 0.224 ** | −0.300 ** | 1 | |
9. ET | −0.122 | −0.064 | −0.038 | 0.024 | −0.046 | −0.058 | −0.123 | −0.104 | 1 |
Mean | 4.076 | 4.0052 | 4.018 | 3.557 | 3.608 | 3.762 | 33.560 | 3.448 | 1.144 |
SD | 0.594 | 0.445 | 0.513 | 0.384 | 0.555 | 0.520 | 6.214 | 0.643 | 0.212 |
Regression Analysis | Coeff | se | t | p | LLCI | ULCI |
---|---|---|---|---|---|---|
Dependent variable = OBSE a | ||||||
Predictor variables | ||||||
GHRM | 0.318 | 0.057 | 5.608 | 0.000 | 0.206 | 0.431 |
Dependent variable = EGA a | ||||||
Predictor variables | ||||||
GHRM | 0.119 | 0.057 | 2.073 | 0.040 | 0.005 | 0.232 |
OBSE | 0.563 | 0.100 | 5.644 | 0.000 | 0.366 | 0.761 |
Total effect of GHRM on EGA | Effect | SE | t | p | LLCI | ULCI |
0.213 | 0.061 | 3.495 | 0.001 | 0.093 | 0.334 | |
Direct effect of GHRM on EGA | coeff | se | t | p | LLCI | ULCI |
0.119 | 0.057 | 2.073 | 0.040 | 0.005 | 0.232 | |
The indirect effect of GHRM on EGA via | Effect | Boot b SE | Boot LLCI c | Boot ULCI c | ||
OBSE | 0.095 | 0.040 | 0.034 | 0.193 | ||
Normal theory tests for indirect effect | Effect | se | Z | p | ||
0.095 | 0.032 | 2.916 | 0.004 |
Model | R | R-sq | MSE | F | df1 | df2 | p |
---|---|---|---|---|---|---|---|
0.730 | 0.532 | 0.089 | 17.933 | 8.000 | 126.000 | 0.000 | |
Outcome: OBSE | coeff | se | t | p | LLCI | ULCI | |
POS | 0.263 | 0.086 | 3.037 | 0.003 | 0.092 | 0.434 | |
GHRM | 0.149 | 0.050 | 3.003 | 0.003 | 0.051 | 0.247 | |
int_1 GHRM * POS | 0.252 | 0.109 | 2.319 | 0.022 | 0.037 | 0.467 | |
R-square increase due to interaction(s) | R2-chng | F | df1 | df2 | p | ||
int_1 GHRM * POS | 0.02 | 5.378 | 1 | 126 | 0.022 | ||
Conditional effect of GHRM on OBSE at values of the moderator(s) | Effect | se | t | p | LLCI | ULCI | |
0.050 | 0.057 | 0.885 | 0.378 | −0.062 | 0.162 | ||
0.149 | 0.050 | 3.003 | 0.003 | 0.051 | 0.247 | ||
0.247 | 0.073 | 3.396 | 0.001 | 0.103 | 0.392 |
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Cheng, Y.; Liu, H.; Yuan, Y.; Zhang, Z.; Zhao, J. What Makes Employees Green Advocates? Exploring the Effects of Green Human Resource Management. Int. J. Environ. Res. Public Health 2022, 19, 1807. https://doi.org/10.3390/ijerph19031807
Cheng Y, Liu H, Yuan Y, Zhang Z, Zhao J. What Makes Employees Green Advocates? Exploring the Effects of Green Human Resource Management. International Journal of Environmental Research and Public Health. 2022; 19(3):1807. https://doi.org/10.3390/ijerph19031807
Chicago/Turabian StyleCheng, Yufei, Huanxin Liu, Yiwei Yuan, Zhonghao Zhang, and Jinguo Zhao. 2022. "What Makes Employees Green Advocates? Exploring the Effects of Green Human Resource Management" International Journal of Environmental Research and Public Health 19, no. 3: 1807. https://doi.org/10.3390/ijerph19031807