GREENING INNOVATION THROUGH PEOPLE MANAGEMENT: HOW GREEN HRM PRACTICES SHAPE EMPLOYEE GREEN INNOVATIVE BEHAVIOUR

Author(s) : Shaheera Amin and Qurban Ali

Abstract:

This study examines the relationships among green HRM practices and employee green innovative behaviour in public-sector higher-education institutions in Punjab, Pakistan and explains how employees’ perceptions of green HRM practices is translated into employee-initiated green innovation. It distinguishes green psychological climate as a perception-based mechanism from green job crafting as a behavioural work-redesign mechanism and examines green inclusive leadership as a boundary condition. A quantitative, cross-sectional survey design was used. Data were collected from faculty members, administrative employees and academic support staff. After screening 320 distributed questionnaires, 282 usable responses were retained. Partial least squares structural equation modelling (PLS-SEM) in SmartPLS was used to assess the measurement and structural models. Green HRM practices were positively associated with green psychological climate, green job crafting and employee green innovative behaviour. Both indirect effects were significant, indicating complementary partial mediation. Green inclusive leadership positively moderated the green HRM–green innovative behaviour relationship. The plotted conditional relationship was substantially stronger at high green inclusive leadership and markedly attenuated at low green inclusive leadership. The study advances prior green HRM research by explaining how formal HR practices reach employee-initiated green innovation through two theoretically distinct but complementary routes: how employees interpret the organisation’s environmental signal and how they proactively redesign their work in response. It also identifies immediate green inclusive leadership as the local condition that strengthens or constrains this translation in a resource-constrained public-sector setting.