Adapting to uncertainty: navigating the pandemic with green and traditional HR practices

Abstract

This research explores the relationship between green human resource management (HR) practices and organizational agility in the context of international organizations based in Karachi, Pakistan, during the COVID-19 pandemic. Drawing upon previous research and theories, the study investigates the impact of traditional and green HR practices on organizational agility. The research underscores the crucial role of organizational support as a predictor of organizational agility during the pandemic. The study utilizes a convenience sample of international firms operating in Karachi, chosen for their potential adoption of green HR practices. Data were collected through a survey questionnaire consisting of two sets of questions, one for organizations implementing green HR practices and the other for those employing traditional HR practices. The survey items measured green training and development, green rewards and recognition, organizational support, and traditional HR counterparts. The internal consistency of the constructs was established through Cronbach’s alpha values, indicating good reliability. The results supported the hypotheses that organizations with green training and development and green rewards and recognition exhibit higher organizational agility levels than their traditional HR counterparts. However, the interaction between green HR practices and organizational support did not significantly predict organizational agility. Despite this, the study highlights the substantial impact of organizational support on organizational agility during the pandemic. These findings emphasize the need for organizations to invest in green HR practices, given their potential to enhance organizational agility. Organizations are encouraged to consider the adoption of green HR practices not only as a sustainability initiative but also as a means to enhance their ability to navigate complex and unpredictable environments.