Abstract
Green HRM has gained significance in organizations, be it as a social good or under institutional pressure or for strategic considerations such as employer branding. The focus has been on green outcomes to establish the importance of Green HRM. However, for Green HRM to gain widespread acceptability in the organization, employee perception regarding its intent and implementation would play a critical role. This would, in turn, affect work-related non-green outcomes. Embedded in the Attribution Theory, the mediated mediation model of Green HRM in this study empirically examines the following three aspects: one, the link between Green HRM and one of the non-green outcomes (work engagement); two, mechanism facilitating this relationship (organizational identification); and three, social context of the organization (ethical climate) that fosters Green HRM and its impact. The study has important implications for the top management teams, HR centres of expertise, and HR business partners.
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