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Article

Importance of Top Management Commitment to Organizational Citizenship Behaviour towards the Environment, Green Training and Environmental Performance in Pakistani Industries

by
Salman Bashir Memon
1,
Amran Rasli
2,*,
Abdul Samad Dahri
1 and
Imelda Hermilinda Abas
3
1
Department of Business Administration, Shaheed Benazir Bhutto University, Shaheed Benazirabad 67450, Pakistan
2
Faculty of Business and Communication, Inti International University, Nilai 71800, Malaysia
3
School of Liberal Arts, Shinawatra University, Pathum Thani 12160, Thailand
*
Author to whom correspondence should be addressed.
Sustainability 2022, 14(17), 11059; https://doi.org/10.3390/su141711059
Submission received: 7 July 2022 / Revised: 22 August 2022 / Accepted: 26 August 2022 / Published: 5 September 2022
(This article belongs to the Section Economic and Business Aspects of Sustainability)
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Abstract

:
This research examines the interplay of green training, organisational citizenship behaviour toward the environment, top management commitment, and environmental performance in four different industrial units in Pakistan. These units have been implementing environmentally friendly policies and conforming their environmental activities to the regulatory framework of Pakistan’s National Environment Quality Standards in a sustainable manner. In particular, this research aims to ascertain how green training affects organisational citizenship behaviour toward the environment, and to evaluate the impact of top management commitment to environmental performance and green training. According to hypothesis testing results based on 222 key informants randomly recruited from the industry, green training positively relates to civic organisational behaviour toward the environment. In addition, top management commitment is entirely related to environmental performance. In contrast, green training is also positively associated with top management commitment. This study supports the ability motivation opportunity and resource-based view theories by demonstrating that top management commitment is a key factor in encouraging environmental performance and promoting green training that leads to organisational citizenship behaviour toward the environment. This study has several limitations, as the cross-sectional data were only from the manufacturing sector in Pakistan. The researchers strongly suggest that future studies use mixed-method research to understand the phenomenon better. Future researchers could conduct comparative research by using the current instrument in the service sector. Finally, future researchers could use multilevel modelling and potential moderators and mediators to constructively re-examine the model tested in this study by incorporating new variables accordingly.

1. Introduction

Top management commitment is critical in ensuring that an organisation’s mission is realised to improve firm performance. In this sense, it can be demonstrated that the successful achievement of any organisational goal depends on its top management’s commitment [1]. In addition, top management commitment is critical in effectively implementing Green Human Resource Management (GHRM) practices to achieve positive environmental performance [2]. GHRM practices such as recruitment and selection, training and development (green abilities), performance management, reward and compensation (green motivation), and employee involvement and leadership (green opportunities) have a significant positive impact on the firm’s green competitive advantage [3]. As such, GHRM refers to policies, procedures and systems that make an organisation’s employees green for the benefit of the individual, society, the natural environment and the business [4,5]. However, this study focuses on a specific GHRM practice that has received little attention in the literature. Green training is implemented in response to the need for changes in environmental operations within firms. Managers believe that conducting environmental training and education and instilling an eco-culture among employees is the best way to develop more engaging employees with an awareness of organisations’ environmental initiatives [6,7]. In order to compete with ever-changing environmental concerns, organisations are attempting to implement new programmes and ideas that benefit not only the organisations and stakeholders but also the entire society by creating the working conditions and policies that are most compatible with the environment and its long-term environmental performance and sustainability.
The ISO 14001 demonstrates an organisational commitment to sustainable manufacturing processes because of ongoing global environmental and climate change challenges. For instance, many companies are now implementing ISO 14001: 2015-Environmental Management Systems (EMS) globally to give an organisation a guideline for performing continual improvement in their environmental performance [8]. The claimed benefits achieved through the implementation of EMS by surveyed companies come in the form of risk prevention, better management of environmental activities, and the creation of new targets for reducing energy and waste [9], albeit with increased bureaucracy, increased complexity of environmental procedures, and difficulty in increasing employee environmental awareness [10].
In addition, top management is committed to promoting green training that supports organisational citizenship behaviour toward the environment (OCB-E), an area where research is emerging. Studies have investigated the relationship between environmental training and environmental management maturity [11], green supply chain management [12], and environmental performance [13]. Researchers have begun to focus on organisational citizenship behaviour toward the environment in response to employees’ roles in the organisation’s long-term development [14,15]. OCB-E refers to a distinctive and flexible social behaviour [16] that contributes to social well-being for value creation [17]. However, in this study, OCB-E refers to environmental efforts that are individual, voluntary and discretionary acts within the organisation but are not explicitly rewarded or required by the formal management system.
The researchers believe that OCB-E entails implementing environmentally friendly HR practices that increase productivity, reduce costs, and improve employee engagement and retention. Companies with greater corporate responsibility performance can reduce their average turnover by as much as 50 percent over time [18]. It also helps to create a ‘green workforce’ that can promote and appreciate ‘green culture’ in an organisation. An environmentally friendly organisation often depends on the top management’s commitment, resulting in better environmental performance [19] and an increased competitive advantage [20].
Environmental performance can be measured in the areas of energy, carbon release, water use, and waste production, and also in the use of environmental initiatives [21]. Environmental performance is dependent on environmental management that inspires people to ‘think green and act green’ and encourages employees to be more environmentally conscious by engaging in activities such as power rationing; participating in go-green surveys; going paperless by using apps, software and e-HR; teleconferencing instead of travelling; recycling waste; and conserving water. Some relatively simple sustainability strategies can improve energy efficiency and resource conservation without needing extensive restructuring or a significant financial investment. Creating a greener workplace shows the commitment of top management to ensure environmental sustainability. For example, paper usage can be reduced significantly by digitising some aspects of HR, such as training material(s) and health insurance document(s), which can be placed in a centralised document storage system. Furthermore, intranets can reduce the use of printed materials that must be shared. In this regard, several businesses have significantly reduced their paper usage. Using the intranet and saving documents in an online storage system may reduce the use of paper reporting by up to 30 percent or more [22]. Other than digitising documents and utilising the intranet, applying sensors to adjust the air-conditioner temperature, installing energy-saving LED lights, and using laptops in place of desktop computers can help minimise electricity usage at the office. According to EnergyAustralia, the larger the computer monitor screen, the more energy it consumes [23].
Organisations can achieve positive consequences if they minimise the use of natural resources by using alternatives with small environmental footprints, recycling waste material, and using scarce resources effectively and efficiently to protect the environment from harmful products [15]. However, the interplay of green training and top management commitment needs to be studied in order to better understand their roles in promoting environmental performance and OCB-E. As such, the objectives of this study are as follows: (1) to assess the relationship between green training and organisational citizenship behaviour toward the environment; (2) to determine the relationship between top management commitment and environmental performance; and (3) to study the relationship between top management commitment and green training.

2. Literature Review and Research Hypotheses

2.1. Underpinning Theories

The Resource-Based View (RBV) and Ability Motivation Opportunity (AMO) theories will be applied in this study. According to the RBV theory [24], an organisation can be considered a collection of human, physical and organisational resources. These unique and irreplaceable resources are the primary driver of sustained high returns and long-term competitive advantage [25]. Organizations own a variety of assets, and such assets are vital to them because the assets help them to survive and compete in the market. In addition, workers are the most valuable assets for employers to achieve competitive growth [8,26,27,28]. As such, management plans and implements ways to achieve sustainability through green objectives, using human resources to their fullest potential [29]. In this study, top management commitment is perceived as the primary resource to achieving a competitive advantage through environmental performance.
Based on the AMO framework, there is an interaction of practices to improve employee ability and create employee opportunities [30]. This entails improving benefits through employee ability (e.g., training), which is dependent on the work perspective in organisations, such as a supportive organisation or a friendly working climate (or the organisational culture). In addition, within the environmental context, when a company provides green training programmes and green opportunities for employees, they will exhibit reciprocal behaviour toward the company. In addition, organisational citizenship behaviour toward the environment (OCB-E) has been identified as one of the reciprocal behaviours in environmental management studies [31,32]. OCB-E implementation could not be delegated without appropriate intervention, such as green training in conjunction with manager encouragement and a supportive environment [25]. In this study, the AMO Theory is applied in the interaction between top management commitment (TMC), green training (GT) and OCB-E (Figure 1).

2.2. Green Training and Organizational Citizenship Behaviour toward the Environment

Because most studies have focused on Green HRM [21,26,33], this study will focus on green training; research on green training, environmental performance, and behaviours are lacking. The literature on OCB-E has mainly focused on the definition, scope [34] and potential applications of OCB-E [17]. Environmental protection, renewable energy, waste reduction, and energy-saving training are also essential components of Green HRM implementation [35]. Employees can gain ecological knowledge and raise environmental awareness through this training. According to past studies, this is the most important component of the human resource management process, and it facilitates the achievement of environmental goals [36,37]. Studies have shown that OCB-E has significant and possible contributory factors through green training and other Green HR practices [38]. Hence, Hypothesis 1 can be suggested as follows:
Hypothesis 1.
Green training positively affects organisational citizenship behaviour toward the environment.

2.3. Top Management Commitment and Environmental Performance

Although most organisations have implemented those environmental management practices, the consciousness of EP is considered to be a panacea for many issues, such as environmental degradation, climate change and marginalisation [39]. EP is a source of protection for the natural environment. Therefore, there are a number of eco-initiatives implemented by the organisations through which environmental performance can be improved and measured in the field of pollution, recycling, mitigating environmental releases and waste management [40]. In addition, friendly environmental behaviours can improve EP in the organisation. The concept of a green economy and the natural environment significantly achieve the economic objects [41]. For the achievement of sustainable environmental performance, Green HRM has acquired a distinctive position.
The top management has substantial competence to upkeep the actual formulation and deployment of environmental initiatives throughout the organisation. Once top management recognises the latent benefits that might result from certain environmental initiatives, they will be encouraged to obligate to environmental sustainability. For example, top management commitment directly impacts how organisations respond to environmental issues and formulate strategies [42]. The level of the organisation’s top management commitment to environmental protection in some organisations ranges from light green to dark green [43]. Specifically, light green is a reactive approach which eases environmental practices through the environmental system. In contrast, dark green is an active approach to the implementation of environmental practices without adopting any environmental system but to meet the requirement with indigenous efforts. An organisation’s top management which is committed to improving environmental performance through environmental policy, such as organisational structure, must be set with vibrant lines of authority and communication channels, such that all of the organisational activities will be documented and recognised, whilst environmental reviews audits need to be carried out, and the environmental influence of products must be calculated through life cycle assessment [44]. Top management’s commitment has been shown to affect environmental practices and reduce negative environmental influences [45].
Similarly, top management commitment has been proven to motivate positivity in environmental structure [20]. When top management’s commitment to the environment is high, the relationship between institutional pressure and corporate environmental responsiveness to the pressure is enhanced [46]. Studies have shown that top management’s commitment to environmental sustainability will be transformed into environmental performance through the environmental information system [47]. Thus, top management’s commitment is positively related to environmental performance [46]. For instance, the top management is liable for an environmental revelation, business policy, and overall strategies to monitor the firm’s efforts to accomplish the vision. In other words, the starring role of top management is commitment, participation, and belief in achieving environmental performance through the reconfiguration of a manufacturing system [35]. The presence of an environmental team in organisations reflects top management’s commitment to environmental issues. As a result, corporate environmental management performance improves [48]. Hence, Hypothesis 2 can be suggested:
Hypothesis 2.
Top management’s commitment positively affects environmental performance.

2.4. Top Management Commitment and Green Training

Training and development can be defined as the “development of attitudes, behaviours, knowledge and skills that curb the deterioration of environment-related attitudes, skills and knowledge” [49] (p. 119). Generally, training is considered to be preparation for multi-talented employees who acquire the knowledge, skills, and abilities required for continuous growth and improvement in their talent for the firm’s and its employees’ mutual benefit. However, the term ‘green training’ has emerged as an essential dimension of Green HRM to educate employees about the value(s) of ‘environmental management’ (EM). EM is aimed at sustainable practice for the internal and external environment that conserves energy, reduces waste, causes environmental awareness to thrive, and provides an opportunity to engage employees in environmental problem-solving [49]. In addition, green training may also be termed as the technique taught by firms to train their employees in a manner that requires eco-friendly and environmentally friendly behaviours, e.g., using less paper; turning the switch off for unnecessary lights, electric fans and air conditioning; giving employees flexible work arrangements; reducing waste (i.e., waste management), and so forth.
Green training is an emerging trend in HRM practices. Almost every organisation encourages green training. Green training will generally help firms enhance their green inventory network, and help the executives coordinate with clients and actualise green buying. On the other hand, organisations with no comprehensive green training program may have possible limitations [50]. For the implementation of EM and EP, top management commitment is crucial. It not only educates employees about the worth of EM but also creates a sense of responsibility for green training(s) such as waste management, energy conservation, and environmental protection [49]. Likewise, the successful adoption and implementation of green training could only be possible with top management’s willingness and support for the current HR practices [51]. Therefore, Hypothesis 3 is suggested as follows:
Hypothesis 3.
Top management’s commitment positively affects green training.

3. Research Variables and Measurement

The research model illustrated in Figure 1 contains four variables based on two independent variables (i.e., green training and top management commitment) and three dependent variables (i.e., organisational citizenship behaviour towards the environment, environmental performance, and green training). This study aims to understand the relationship of the observed variables [52], particularly based on the three hypotheses discussed earlier. Additional relationships between OCB-E and GT and other forms of mediation analyses are outside this study’s scope.
Environmental performance (EP) was measured using nine items [48] to assess reductions in hazardous waste and emissions, collaboration with green suppliers, the use of green materials, and compliance with specific environmental criteria based on the scale [53]. In addition, top management commitment (TMC) was measured using five items [54]. Finally, organisational citizenship behaviour towards the environment (OCB-E) was assessed with 12 items [55]. In contrast, Green Training (GT) was assessed with three items [56]. The instrument was pre-tested with a few lecturers, and was pilot tested in an MBA class to ensure content validity and statistical reliability.

4. Research Methodology

This study engaged a cross-sectional research design in which data was gathered from the employees and managers in selected industries located in Korangi Industrial Area, Karachi (KIA). KIA is one of the largest industrial zones of Pakistan, in which more than 400 commercial, service, and industrial units employ roughly twenty-five hundred thousand workers. Most companies have implemented Green HR practices, but some of them partially implemented these practices. The population consists of both management and employees. The samples were drawn randomly from a large population pool from 4 different industrial units/clusters registered under the Pakistan National Environment Quality Standards and responsible for implementing environmentally friendly policies and conforming to environmental activities. As such, the management and employees are perceived to be homogenous, thus allowing for clearer generalisation [57].
Consequently, by using cluster sampling, 222 key respondents were selected from the four major industries in KIA. The four major industries, i.e., textiles, pharmaceuticals, rubber, and chemicals and fertilisers (including paint), have caused adverse impacts on the environment in the past [58]. For this purpose, the list of managers and employees in the selected industries was obtained and randomly chosen from the four industries to obtain 525 respondents. The respondents were asked to complete the self-administered survey during field visits. In addition, the researchers ensured the privacy of all of the respondents. Each respondent was given the questionnaire survey in sealed envelopes. Participation in the survey was voluntary, and the respondents were not forced to fill it out. Only 222 questionnaires were eventually used for data analysis out of the 525 collected.
Table 1 shows that 68% and 32% of the respondents are male and female, respectively. In total, 9.5% of the respondents are in the 18–24 age range, 21.6% are in the 25–34 age range, 34.7% are in the 35–44 age range, 24.8% are in the 45–54, and 9.5% are at the 55–64 age range. Regarding education, 9.5% are intermediate, 23% hold technical diplomas, 41% are bachelors, and 26.6% are postgraduates. In total, 13.1% of respondents are junior-level employees, 68% are mid-level employees, and 18.9% are senior-level employees. In terms of employment experience, 7.7% of the respondents have 1–4 months, 14% have 5–8 months, 16.7% have 9–12 months, and 61.7% have more than one year. Approximately 22% of the respondents work in the textile industry, 13.1% in the pharmaceutical industry, 28.4% in the rubber industry, and 32% in the chemical and fertiliser industry.

5. Data Analysis

5.1. Outer Model (Factor Model) Analysis

For the factor analysis, an initial factorial model (see Figure 2) was analysed in SmartPLS 3.0. The structural equation models based on the partial least square technique instead of the covariance-based technique can be suitable for the assessment of multifaceted, hierarchical model(s) signifying reliability with a relatively smaller sample size than conventional CB-SEM [59].
The consistent PLS algorithm was run to correct reflective construct correlations by connecting all of the latent variables to estimate more consistent latent variable scores [60]. Methodically, an initial model is executed on a basic PLS algorithm in which no other parameter specification is required for the correction [61]. However, consistent PLS bootstrapping was performed on top of consistent PLS to test the statistical significance of various PLS-SEM results such as path coefficients, reliability (i.e., Cronbach’s alpha, CR, and AVE), discriminate validity (i.e., Fornell Larker and HTMT) and R2 values. Statistically, the parametric significance tests may not be expedient to test the significance of path coefficients, outer loadings, and outer weights. Therefore, the significance of the results was ensured through bootstrapping, as consistent PLS bootstrapping is a nonparametric technique which requires no prior specification [59]. Based on the guidelines, the systematic process of analysis in PLS-SEM was administered to analyse the integrity of the effect on the association between exogenous and endogenous variables [62].
The factor model exhibited in Figure 2 was analysed twice by connecting all of the latent variables to examine the convergent and discriminant validity. The convergent validity of all four constructs was sustained, as most of the factor loadings loaded the desired 0.7 threshold limit (See Table 2). Subsequently, the observed variables contain the substantial variance deemed necessary to explain specific factors [63]. The Cronbach’s alpha values and the composite reliability (CR) values itemised in Table 2 are more than the desired 0.6 thresholds. This signifies the constructs’ uni-dimensionality and internal consistency reliability [64]. In addition to the internal consistency reliability, a more rigorous measure of reliability, i.e., average variance extracted (AVE), was used to measure the discriminate validity of the construct. The AVE result showed that the variance captured by four constructs (i.e., EP GT, OCB-E and TMC) is more than 0.5. This indicates that more than 50% of the variance is captured by the constructs, instead of by measurement error [65].
Based on the bootstrapping process (1000 samples), all of the formative indictors’ outer loadings, outer weights, and associated significance testing p-values are assessed and summarised in Table 3. Besides this, the outer loadings (e.g., EP1 0.756; TMC1 = 0.719; GT1 = 0.982; OCB-E9 = 0.738) generated in PLS bootstrapping indicated that all of the bootstrap-based t-test values were found to be highly significant at p < 0.05. Hence, it can be concluded that all of the indicators loaded on their original constructs, and no evidence of cross-loading was observed.

5.2. Inner Model (Path Model) Analysis

The inner model analysis was carried out to measure the ‘nomological validity’ of the constructs, in order to find the possible relationships. For this purpose, the R2 and model fit results presented in Table 4 confirmed the sufficient portion of the variance explained by the model. For example, the R2 values of underlying constructs such as EP = 0.585, GT= 0.013, and OCB-E = 0.06 indicate the nomological validity of the constructs [66].
The path coefficients presented in Table 5 and Figure 3 indicated a causal relationship between the hypothesised model structure based on green training, top management commitment, and environmental performance. Item loading values of 0.574 to 0.878 are acceptable to maximize the convergent validity of the measurement model [67,68,69]. Bootstrapping with 1000 resampling iterations was used to measure the causal relationship more accurately in determining the confidence intervals, variance, and prediction error. It restricts bias in sampling estimates. The number of bootstrap samples, i.e., 1000, tends to provide reasonable standard error estimates to assess the significance of the path coefficients [70].
The results indicate that green training positively correlates with organisational citizenship behaviour toward the environment (GT → OCB-E = 0.245 at p ≤ 0.000), thereby supporting H1. Similarly, top management commitment is positively associated with environmental performance (TMC → EP = 0.765 at p ≤ 0.000), thereby supporting H2. The results showed that the top management commitment positively correlates with green training (TMC → GT = 0.113, at p ≤ 0.000), also supporting H3. The direct effect of causal relationships (i.e., GT → OCB-E, TMC → EP and TMC → GT) based on hypotheses H1, H2, and H3 can be seen in Table 5.

6. Discussion

Green HRM is an emergent topic of the present scenario. Companies instantaneously expanded to go green as the world moved toward a green economy. However, the researchers argued that HR should be practiced in the organisation and allied with the corporate strategic goals. The practice will assist in accomplishing HR efficiency and the basic means through which firms can affect the entities’ behaviour, attitudes and skills to do their job and achieve the firm’s objectives [49]. Similarly, suppose that firms have the right people with the right abilities and skills; in that case, the environmental management system can be effectively implemented. Formerly, organisations have had a penchant for integrating Green HRM into their corporate strategy. However, they now recognise that ignoring negative effects on the environment will be expensive in the future.
Therefore, Green HRM is the emerging topic that attracts management scholars’ attention. Specifically, the notion of ‘environmentalism’, in order to enhance competitive advantage and economic performance, is widely acknowledged in the extant literature. Until recently, it was becoming prevalent not only because of the ‘bandwagon effect’ but also because researchers and practitioners believe that ‘environmentally friendly activities’ in line with environmental sustainability are crucial for the sustainable use of resources to improve employee morale and efficiency in a reasonable way. However, the adaptability rate of environmentally friendly activities bolsters employees to ‘think green and go green’ to overcome post-technological challenges. Green HRM practices have become integral to many companies, and could not be consummated without top management commitment [71].
This study aimed to investigate the influence of green training on organisational citizenship behaviour toward the environment. In addition, the influence of top management commitment was also assessed on environmental performance and green training. The three research hypotheses considered in this study were addressed through data analysis based on 222 randomly selected informed participants.
The first hypothesis investigated was that green training influences organisational citizenship behaviour toward the environment. The results confirmed that GT is positively associated with OCB-E (i.e., GT → OCB-E = 0.245 at p ≤ 0.000). Green training(s) such as waste management, energy conservation, and environmental protection for the implementation of EM and EP creates a sense of responsibility [47]. This finding further extends the result of a study on corporate ecological responsiveness [45], which affirmed that perceived supervisory support positively influences OCB-E. Specifically, it implies that environmental management, i.e., environmental education and knowledge to develop preventative solutions, accelerates employees’ emotional involvement in OCB-E.
The second hypothesis investigated was that top management commitment influences environmental performance. The results confirmed that TMC is positively associated with EP (i.e., TMC → EP = 0.765 at p ≤ 0.000). Top management commitment is crucial for the implementation of EM and EP. The hypothesis testing result implies that TMC educates employees regarding the worth of EM and substantiates a sense of responsibility for environmental protection [46].
The third hypothesis investigated was that TMC influences GT. The results confirmed that TMC is positively associated with GT (i.e., TMC → GT = 0.113, at p ≤ 0.000). The successful adoption and implementation of GT could only be possible with TMC and willingness toward the current HR practices. This result further supports the supposition that top management commitment is required in order to implement a comprehensive green training program(s) [54].

7. Conclusions

The closest and related studies in Pakistan involve a mediation analysis of organisational citizenship behaviour toward the environment, corporate social responsibility, and green human resource management [52], a moderating analysis of organisational citizenship behaviour toward the environment on the relationship between green supply chain management practices and sustainable performance [72], and a study on the mediating role of green human capital in the relationship between green human resource management practices towards organisational commitment [73]. Thus, an empirical study must be conducted on the interplay of green training, organizational citizenship behaviour toward the environment, top management commitment, and environmental performance.
Evidence-based implications were provided for manufacturing industry leaders regarding the significance and contributions of green training to organisational citizenship behaviour toward the environment and top management commitment to environmental performance. This study’s findings and results will assist policymakers in the manufacturing sector in reshaping the pro-environmental behaviour of all of the stakeholders concerned. The key is top management commitment that will encourage green training and create organisational citizenship behaviour toward the environment. At the same time, top management commitment will also improve the organisation’s environmental performance. The researchers believe that green training programmes will assist businesses in raising environmental awareness among employees, resulting in a more positive environmental outlook and mindset. Similarly, providing incentives will encourage employees and stakeholders to put extra effort into environmental activities initiated by the firms. Focusing on such areas will assist firms in motivating their employees to participate in reducing environmental issues voluntarily. Employees should be informed about such activities, and adopting environmentally friendly behaviour will improve long-term environmental performance.

7.1. Theoretical Contribution

This study has investigated the interplay of green training (GT), organizational citizenship behaviour toward the environment (OCB-E), top management commitment (TMC) and environmental performance (EP) based on ability motivation opportunity (AMO) theory and resource-based view (RBV) theory as the underpinning theories to explain linking mechanisms between GT and OCB-E, as well as the TMC and EP of organisations. The current study added to the body of knowledge on green training, organizational citizenship behaviour toward the environment, top management commitment and environmental performance. The current study also validated the scales used to measure green training, organizational citizenship behaviour toward the environment, top management commitment, and environmental performance based on PLS’s reliability and convergent validity analyses. The four instruments were validated and developed in other countries, and it was critical to validate those scales in Pakistan, and even more so when they were combined in a single questionnaire.
The manufacturing sector is a significant contributor to Pakistan’s economy and environmental problems, in spite of the regulatory framework of the ‘National Environment Quality Standards’. This study shows the importance of TMC that leads to EP. In addition, GT helps firms to attain a competitive advantage and achieve OCB-E. As a result, it is critical to reduce environmental issues through green initiatives, and to acknowledge top management’s critical role in promoting environmental concern and performance. These findings are useful contributions to the new body of knowledge.

7.2. Limitation and Directions for Future Research

Despite its many strengths, this study has several limitations. The first is that the data were only from the manufacturing sector in Pakistan. Future researchers could use the current questionnaire in this study to compare the service industry and manufacturing sector. In addition, the researchers anticipate that future researchers could use multilevel modelling and potential moderators and mediators to constructively re-examine the model tested in this study by incorporating new variables such as green intellectual capital, green social capital, green work-life balance, and green health and safety. Second, the data used and analysed were cross-sectional, i.e., the questionnaire is a snapshot of what was happening during the survey. The researchers strongly suggest that future studies use qualitative and quantitative data, i.e., mixed-methods research, for a more in-depth understanding and to reduce the possibility of bias through the triangulation of the research findings.

Author Contributions

Conceptualization, S.B.M. and A.S.D.; methodology, A.R.; software, S.B.M.; validation, A.R. and S.B.M.; formal analysis, A.S.D.; investigation, S.B.M.; resources, A.R.; data curation, A.R.; writing—original draft preparation, S.B.M. and A.S.D.; writing—review and editing, S.B.M., A.R. and I.H.A.; visualization, A.R.; supervision, A.R.; project administration, A.R.; funding acquisition, A.R. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Not applicable.

Data Availability Statement

Some or all data, models, or codes that support the findings of this study are available from the first author upon reasonable request.

Acknowledgments

The authors would like to thank all the participants of the study.

Conflicts of Interest

The authors declare no conflict of interest.

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Sustainability 14 11059 g001 550
Figure 1. Research framework.
Figure 1. Research framework.
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Figure 2. Factor Model: PLS algorithm (Left) and PLS bootstrapping (Right).
Figure 2. Factor Model: PLS algorithm (Left) and PLS bootstrapping (Right).
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Figure 3. Inner model: PLS algorithm (Left) and PLS bootstrapping (Right).
Figure 3. Inner model: PLS algorithm (Left) and PLS bootstrapping (Right).
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Table
Table 1. Profiles of the participants.
Table 1. Profiles of the participants.
Variable (s)Sample (n = 222)Percentage (%)
Gender
Male15168.00%
Female7132.00%
Age
18–24219.50%
25–344821.60%
35–447734.70%
45–545524.80%
55–64219.50%
Education
Intermediate219.50%
Technical Diploma5123.00%
Graduate9141.00%
Postgraduate5926.60%
Position
Junior-level employee/manager2913.10%
Mid-level employee/manager15168.00%
Senior-level employee/manager4218.90%
Employment Experience
1–4 months177.70%
5–8 months3114.00%
9–12 months3716.70%
More than 1 year13761.70%
Industry Type
Textile4922.10%
Pharmaceutical2913.10%
Rubber6328.40%
Chemical & Fertilisers7132.00%
Table
Table 2. Reliability and discriminate validity.
Table 2. Reliability and discriminate validity.
ConstructCodeItemFactor LoadingsCronbach’s AlphaAVECR
Environmental performance (EP)EP1My company is dedicated to reduce air emission0.7560.8890.6320.872
EP2My company is dedicated to reduce hazardous waste/scrap0.764
EP3My company is dedicated to reduce consumption of gasoline/fuel0.751
EP4My company is dedicated to improvise partnership with green companies and suppliers0.737
EP5My company is dedicated to environmental compliance0.731
EP6My company is keen to use environmental friendly material0.791
Top management commitment (TMC)TMC1My company expresses how green supply chain partnering will provide significant business benefits to the firm0.7190.8730.6810.802
TMC2My company expresses how green supply chain partnering will create a significant competitive arena0.836
TMC3My company articulates vision for green supply chain collaboration0.858
TMC4My company establishes the metrics to monitor green supply chain success through partnering0.759
TMC5My company formulates strategy for effective information sharing0.719
Green training (GT)GT1We develop training programs in environment management to increase environmental awareness, skills and expertise of employees0.9820.8260.5710.888
GT2We have integrated training to create the emotional involvement of employees in environment management0.822
Organisational Citizenship Behaviour towards Environment (OCB-E)OCB-E1I am a person who recycles my bottles and other containers.0.5560.7670.6030.805
OCB-E9I am a person who uses a reusable water bottle instead of a paper cup at the water cooler.0.738
OCB-E10I am a person who uses a reusable coffee cup instead of a paper cup.0.752
OCB-E11I am a person who properly disposes of electronic waste.0.799
OCB-E12I am a person who makes sure all of the lights are turned off if I am the last to leave.0.795
Table
Table 3. Outer loadings and outer weights.
Table 3. Outer loadings and outer weights.
Outer LoadingsOuter Weights
EPGTOCB-ETMCEPGTOCB-ETMC
EP10.821 0.195
EP20.815 0.207
EP30.82 0.186
EP40.784 0.193
EP50.782 0.183
EP60.779 0.287
GT1 0.878 0.439
GT2 0.853 0.43
GT3 0.847 0.292
OCB_E1 0.574 0.466
OCB_E10 0.605 0.105
OCB_E11 0.821 0.378
OCB_E12 0.813 0.357
OCB_E9 0.635 0.108
TMC1 0.847 0.266
TMC2 0.846 0.312
TMC3 0.867 0.31
TMC4 0.843 0.286
Table
Table 4. R square and model fit.
Table 4. R square and model fit.
R SquareR Square Adjusted
EP0.5850.584
GT0.0130.01
OCB-E0.060.057
Model Fit
SRMR0.128
Chi-Square1743.95
NFI0.629
Table
Table 5. Path coefficient.
Table 5. Path coefficient.
Original SampleSample MeanStd. DevT-Statisticsp-Values
GT → OCB-E0.2450.2640.0514.8810.000 **
TMC → EP0.7650.7690.02728.2440.000 **
TMC → GT0.1130.1150.0651.7370.001 **
** Significant at 0.05 and 0.01 levels.
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Memon, S.B.; Rasli, A.; Dahri, A.S.; Hermilinda Abas, I. Importance of Top Management Commitment to Organizational Citizenship Behaviour towards the Environment, Green Training and Environmental Performance in Pakistani Industries. Sustainability 2022, 14, 11059. https://doi.org/10.3390/su141711059

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Memon SB, Rasli A, Dahri AS, Hermilinda Abas I. Importance of Top Management Commitment to Organizational Citizenship Behaviour towards the Environment, Green Training and Environmental Performance in Pakistani Industries. Sustainability. 2022; 14(17):11059. https://doi.org/10.3390/su141711059

Chicago/Turabian Style

Memon, Salman Bashir, Amran Rasli, Abdul Samad Dahri, and Imelda Hermilinda Abas. 2022. "Importance of Top Management Commitment to Organizational Citizenship Behaviour towards the Environment, Green Training and Environmental Performance in Pakistani Industries" Sustainability 14, no. 17: 11059. https://doi.org/10.3390/su141711059

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