Socially responsible human resource management for sustainable performance in a moderated mediation mechanism

Abstract

This study examines Socially Responsible Human Resource Management (SRHRM) for the common good through the connections between the psychological green climate (PGC) and employee green behavior (EGB). In doing so, it explores the influence of SRHRM and PGC on EGB and sustainable performance (SP) as well as the moderating effect of PGC on EGB for organizing sustainable dimensions of HRM for environmental common goods. Drawing on the notion of the common good, this study mobilizes the ability motivation opportunity theory to articulate the nexus of business ethics and the environment. This study is quantitative in nature, following the deducting reason approach. Data were collected from 307 manufacturing companies using a survey. To ensure robustness, structural equation modeling using the AMOS software was used to analyze the data. The study's results show that both SRHRM and PGC directly influence EGB, which proxies to affect the organizational SP precisely. However, the results also show that SRHRM has no significant direct repercussions on SP, and the analysis of the moderation effect revealed that PGC does not intervene in the relationship between SRHRM and EGB. This paper contributes to an interesting conjuncture of growing literature on the adoption and impact of SRHRM and SP, which we argue can become the epicenter of ethical business processes to ensure the common environmental good. This study shows that organizations can flourish sustainable behavioral aspects, values, norms, and practices in business processes and among employees by nurturing the tenets of SRHRM, PGC, and EGB, which will increase the organizational capacity to transform the environmental common good.