Global Business and Management Research: An International

Journal Vol. 13, No. 4 (2021)

Impact of Green Human Resource Management

Practices Towards Green Lifestyle and Job
Performance
Soo-Cheng Chuah*,Idaya HusnaMohd, Juliana Noor Binti Kamaruddin, Nadia Md Noh
Faculty of Business and Management, University Teknologi MARA Selangor Branch, Malaysia

Email Address: chuahsc@uitm.edu.my

* Corresponding Author

Abstract
Purpose – Implementation of green human resource management by organizations
contributed to support sustainability environment. The purpose of this study is to examine
the impact of Green Human Resource Management (GHRM) towards green lifestyle and job
performance of workers.
Design/methodology/approach – Non–probability convenient sampling method was used in
the data collection process and 100 questionnaires were collected among academic
and administrative staff in Universiti Teknologi MARA Puncak Alam Campus. Partial
Least Square-Structural Equation Modeling was applied in the study to analyse the data.
Findings – Findings of the study showed that the implementation of GHRM practices has
significant and positive effect on workers’ job performance. However, GHRM practices
were found to not be significantly related to green lifestyle.
Research limitations/implications – This study only focused on UiTM Puncak Alam
Campus and worked with arelatively small sample size. The survey was not disseminated
according to departmental allocation and the proportionate of academic and
administrative staff in the organisation.
Practical implications – This study can be used to motivate human resource practitioners
to implement GHRM practices in the workplace in order to increase workers’ awareness in
the effort to green the world. It also places great emphasis on the introduction of GHRM in
line with the current state of the world that demands it.
Originality/value – There are few studies on green human resource management in the
education institution. The authors related green human resource management with workers’
green llifestyle and job performance, hence contributing to existing literatures.

Keywords: Green human resource management, green lifestyle, job

performance Paper type: Research paper

Introduction
The twenty-first century has exhibited increased concern for nature all around the globe
across various fields, be it related to governmental issues, public concerns, or business
practices. Many organisations has taken initiative moving toward green-oriented agendas
by integrate green management practices in managing their operations.
The green human resource management (GHRM) concept is an initiative where
organisations incorporate environmental sustainability into their internal operations and
decision-making processes (Howard-Grenville et al., 2014) through the application of
human resource management (HRM) policies. GHRM involves the utilisation of HRM
policies, philosophies, and practices to manage the organisation’s assets and any
environmental concerns within the
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organisation (Zoogah, 2011). It can be achieved through recruiting and retaining green
workers with adequate green employee expertise and skills (Sudin, 2011). Employees
who are environmentally aware, competent, and committed towards achieving
environmental friendliness will complement the practices of GHRM implemented by the
organisation (Nejati et al., 2017). GHRM practices will influence the employees’
environmentally friendly behaviour which may affect the organisation’s environmental
performance (Kim et al., 2019). Mampra (2013) characterises GHRM as the utilisation of
HRM to support the practical use of assets inside the organisation and advance the reason for
environmentalism which further lifts up employees’ morale and satisfaction. GHRM,
supported by environmentally friendly behaviour based on a green lifestyle and employee
organisational commitment (Kim et al., 2019), will lead to a boost of workers’ performance
(Pandey et al., 2016). In order to make the environment safer and cleaner, GHRM is a
green corporate strategy and it is part of green management that should be implemented
within an organisation in order to sustain the environmental and ecological balance (Al-
Romeedy, 2019).
GHRM practices may result in lower costs, increase in efficiency, and better employee
engagement (Mathapathi, 2013), increase in organisational performance (Wong et al., 2013),
as well as increase in positive environmental impacts (Arulrajah et al., 2015). Participation
of workers in GHRM activities has resulted in strengthening workplace
environmental management processes such as safe and effective use of resources ((Florida &
Davison, 2001), minimising the presence of substances from workplace that have hazardous
or toxic effects (Kitazawa & Sarkis, 2000), and depletion of wastage (May & Flannery,
1995). The pro- environmental practice displayed by workers is an action that leads to
participation in practices related to the environment (Scherbaum et al., 2008). The practices
of GHRM are beneficial towards the image of an organisation while also indirectly builds up
workers’ green behaviour towards the environment (Cherian & Jacob, 2012). Common
pro-environmental practices displayed in the workplace include double-sided printing,
avoiding the use of disposable cups, switching off lights while out of service, helping
organisations adopt green policies, using bicycles to move around, eliminating waste, and
creating new initiatives to protect the earth from environmental harm. Employee
engagement in discussing environmental concerns and participating in pro-environmental
activities is seen as an important strategy for being an environmentally conscious
company and enhancing environmental performance (Djellal & Gallouj, 2016).
Higher education organizations are anticipated to play significant role in undertaking
current environmental issues (León-Fernández & Domínguez-Vilches, 2015) by
embracing with environmentally friendly practices and go-green velues (Aboramadan,
2020). Thus, higher education organizations have taken initiative to practice environmental
management and green practices. There were studies carried out in various industries,
however, there is lack of studies on GHRM in higher education (Fawehinmietal., 2020;
Gilalet al., 2019). Therefore, this study adopts research model developed by Ragas et al.
(2017) to investigate the influence of GHRM practices towards work performance and its
spillover effect on worker’s green lifestyle of a public university in Malaysia.

Literature Review
Theoretical Framework
This study applied two theories that are related with “green” which are the Spillover
Theory and the Ability-Motivation-Opportunity (AMO) Theory. According to the Spillover
Theory (Muster & Schrader, 2011), transfer of traits, resources, and specific experiences
can occur between the areas of work and personal life and the spillover effects can be positive
or negative (Edwards & Rothbard, 2000, as cited in Datta, 2015). The components of
spillover effects,
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which are conflict (negative impact) and enrichment (positive impact) are based on private
life- work life interactions (Muster & Schrader, 2011; Gayathri & Karthikeyan, 2013; Datta,
2015; Ragas et al., 2017). Work and personal lives may be influenced by individual
experiences. Positive behaviour caused by positive experience in the workplace such as
receiving an award or reaching a quota may bring happiness in personal life, while on the
other hand, bad or negative feeling in personal life may negatively impact a worker’s job
performance. Thus, the implementation of GHRM practices may lead to a spillover effect on
workers’ personal life by influencing workers to perform environmentally friendly behaviour.
According to Tutueanu and Serban (2013), the AMO Theory stresses that ability,
motivation, and opportunity are factors that determine an individual’s job performance.
As GHRM processes are a people-management practice (Renwick et al., 2012, as cited in
Mishra et al., 2014), they increase productivity, quality, organisational performance,
and profit while reducing waste created by organisations through developing workers’
green abilities and motivating them by giving green rewards and opportunities such as
work of praise from superiors and provide incentive to increase their performance.
Green Human Resource Management (GHRM) Practices
The term GHRM originated more than 10 years ago (Renwick et al., 2013) and is used as
a guide in incorporating an organisation's environmental management programme into
an organisation's human resources management system. It is the process of strategically
aligning HRM policies and practices towards environmentally friendly policies and practices.
It aims to reduce employees’ carbon footprint and provide them with a balanced and
inspired work culture. In order to ensure a sustainability of the environment, organisations
are taking the initiative to practise GHRM concept (Al-Romeedy, 2019). According to
Tang et al., 2017), there are five dimensions of GHRM – green recruitment selection,
green training, green performance management, green pay and reward, and green
involvement.
The major aim of the GHRM is to redirect the views and culture of an organisation
towards environmental sustainability. This is a challenging process as initiating a new
green concept and implementing GHRM practices may not be accepted by the workers as
they are used to their status quo (Yong et al., 2019). GHRM is the integration of human
resource practices, for instance recruitment and selection, training, and performance and
rewards that are aligned with the company’s green goals. Green concepts are recommended
for employees to practise in their personal lives.

Green Lifestyle
Each organisation is made up of workers with different characteristics, preferences, and
experiences, and as a result, they perform various activities in their daily lives that have
various environmental consequences (Söderholm, 2010). It has been noted that employees
who are enthusiastic and actively engage in fundamental environmental policy will play a
crucial role in achieving more favourable or successful environmental policies (Bangwal &
Tiwari, 2015). Green lifestyle is referred to as green behaviour that is practised in an
individual’s daily practices. Lifestyle of a person maybe affected by the consumption design
of green behaviour (Muster & Schrader, 2011). Shaikh (2010) assures that GHRM practices
assist employees to develop eco-friendly products and be natural resources operation savvy.
“Greening employees” at the workplace empowers them to practise green work-life balance
and GHRM (Muster & Schrader, 2011). Employee participation in green initiatives
strengthens the possibility of effective green management.
The GHRM practices contend that workers’ participation in GHRM practices entail (1)
The management’s obligation to take individuals on environmental work; (2) Skill
building between individuals; and (3) Stabilisation in practices and structures of the
environmental work
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(Forman & Jorgensen, 2001).

Implementation of GHRM practices may facilitate workers to perform green behaviour
(Muster & Schrader, 2011). There is a relationship between work and private lives, thus
workers’ private life may be influenced by their work attitudes and behaviour (Datta,
2015). Green practices in the workplace may influence workers to have responsible
behaviour towards the environment and furthermore, it will influence their private lives and
this is explained as the spillover effect (Rashid et al., 2006).
Ragas et al. (2017), Muster and Schrader (2011), and Datta (2015) demonstrate that when
an employee experiences GHRM practices at the workplace, they can absorb it into their
lifestyle. Greenhouse gas emission reduction practices can be reflected when the concept of
spillover encourages “greening the mind” of individual employees. In order to be an
environmentally responsible individual, taking part in activities involving sustainability
may motivate the employees. Hence, it is hypothesized that:

H1 : There is positive relationship between GHRM practices and green lifestyle

Job Performance
To achieve organisational goals, workers are expected to give the best performance.
The behaviour of employees who did their job is called as job performance
(Jankingthong & Rurkkhum, 2012) and in order to shape the organisation, a high job
performance level is necessary.
According to the Mohamed Sherifetal. (2014) it is necessary to enhance employee
satisfaction to achieve organisational productivity in order to sustain employee motivation.
According to AMO Theory in HRM (Appelbaum et al., 2000), GHRM procedures play a
part in human resource practices (Renwick et al., 2013). A firm needs to develop
green skills, inspire employees by using green benefits, and provide green incentives for
employees to enhance their performance, resulting in improved productivity, quality,
operational efficiency, reduced waste, and income (Renwick et al., 2013).
Podsakoffetal. (2014) suggest that in order to improve organisational performance,
employees may support each other with employment-related issues. Employees taking an
active part in distributing organisational information and allow them to learn new skills,
which will enhance the capacity of an organisation to respond to changes in its
environment. According to the research of Delmas and Pekovic (2013),a company that has a
higher labour productivity tends to implement environmental practices and policies that boost
the productivity and sustainability of the employees and the company. This is achieved by
introducing GHRM practices, a move which will drive sustainable improvements of the
organisation’s performance in a long term (Wong et al., 2013; Ragas et al., 2017).
Green performance is viewed as an employee’s performance with the addition of
GHRM practices in the management strategy and the performance that is impacted by the
behaviour which has been infused with the green values during some period of time by the
employee who practices and follows the policies of green practices (Arulrajah & Opatha,
2015). Ragas et al. (2017) found positive effect of GHRM practices on job performance.
Therefore, the next hypothesis would be:

H2 : There is positive relationship between GHRM practices and job performance

This study adopted the theoretical framework proposed by Ragas et al. (2017) as illustrated
in Figure 1.

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Green Lifestyle

GHRM
Practices
Job Performance

Figure 1: Theoretical framework model

Methodology
This study applied non-probability convenience sampling method to collect data using
a questionnaire adopted from previous studies and distributed among the administrative
and academic staff of UiTM Puncak Alam. A total of 100 responses were collected from
among the academic and administrative staff in UiTM Puncak Alam through online
questionnaire. G*Power was used to decide the appropriate sample size for the study (Faulet
al., 2007). With the statistical power of 85% and effect size of 0.15 as recommended by
Cohen (1988) for behavioural science research, a minimum sample size of 62 was required.

This study adopted theoretical framework research model developed by Ragas et al.
(2017) with 13 items to measure GHRM Practices, 9 to measure green lifestyle, and 23
items to measure work performance. All items were measured using multiple-item scales
of 5-point Likert scale (1 = “strongly disagree” to 5 = “strongly agree”).
WebPower online tool was used to examine multivariate normality. The Mardia’s
multivariate skewness and kurtosis coefficient of p-value that was less than 0.05 indicate
that data were multivariate non-normal in nature. This study employed the variance-based
partial least square structural equation modelling (PLS-SEM) method in order to test the
model by using Smart PLS 3.2.8 software (Ringle et al., 2015). That decision was based on
the nature of the study, which was exploratory with the issue of non-normality. PLS-SEM
Model comprises of a measurement model and a structural model.
The measurement model determines the relationship between latent variable and the
indicators or items which are designed to measure latent variable. The measurement model
assessment consists of factor loadings, average variance extracted (AVE),consistency
reliability (CR), and Heterotrait-Monotrait Ratio (HTMT) (Hair et al., 2017). The structural
model determines the relation between the non-observed variables.

Results and discussion

The demographic characteristics of respondents’ result are displayed in Table 1.
The respondents’ demographic information in this study shows that more than half were
female (62%) and the rest male (38%). The age range distribution of the respondents is almost
equally distributed within three groups: 41 years old and above (37%), 19 to 30 years old
(32%), and between 31 to 40 years old (31%). 61% of the total respondents were
administrative staff and the other 39% were academic.

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Table 1: Respondents’ Demographic Analysis

Profile Frequency (n=100) Percentage (%)
Gender
Male 28 28.0
Female 62 62.0
Age
19–30 years old 32 32.0
31–40 years old 31 31.0
Above 41 years old 37 37.0
Staff
Academic staff 39 39.0
Administrative staff 61 61.0

Measurement Model
The results of the measurement model of convergent validity were examined as shown in
Table 2, including factor loadings, AVE, and CR. The factor loadings were higher than
0.5,the AVE higher than 0.5, and CR values higher than 0.7, indicating that the constructs
are valid and reliable.

Table 2: Measurement model: Convergent validity

Variable Item Loading AVE CR
GHRM GP4 0.612 0.573 0.801
Practices GP6 0.804
GP7 0.721
GP9 0.730
GP20 0.737
GP11 0.652
Green Lifestyle GL5 0.732 0.507 0.860
GL7 0.741
GL8 0.896
Job JP6 0.675 0.502 0.901
Performance JP9 0.714
JP10 0.693
JP12 0.689
JP15 0.701
JP16 0.688
JP17 0.769
JP18 0.756
JP19 0.687

According to Henseler et al. (2015), HTMT criterion can be used to assess

discriminant validity. As shown in Table 3, the HTMT value was less than the threshold value
of 0.85 (Kline,
2011), therefore implying the discriminant validity was confirmed.

Table 3: Discriminant Validity (HTMT Criterion)

Variable GL GP JP
GL

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GP 0.443
JP 0.309 0.424

Structural Model
The variance inflation factor (VIF) was examined prior to testing the hypotheses to assess
the existence of multicollinearity problem in the model. In both samples, the VIF values
were below 5 and ranged from 1.000 to 2.088. Therefore, no problem of collinearity in the
model exists (Hair et al., 2017).
The hypotheses were tested by taking a bootstrapping procedure of a resample of 5,000
(Hair et al., 2017) to compute the beta coefficients, t-values,p-values, and bootstrapped
confidence intervals. Path coefficients analysis results shown in Table 4.

Table 4: Structural Model

Hypotheses Std Std t-value p-value BCI BCI Decision
Beta Error LL UL
H1 : GP 0.345 0.141 2.443 0.007 0.385 0.473 Supported
GL
H2 : GP JP 0.392 0.074 5.323 0.000 0.274 0.494 Supported

The path coefficients analysis revealed that GHRM practices were statistically
significant positively related to the green lifestyle of workers (β = 0.345, t = 2.443 and p <
0.01). Thus, hypothesis H1 was supported. This consistent with findings by Ragas et al.
(2017) and Anwar et al. (2019) regarding the significant of GHRM implementation in
influencing employees to perform green. The spillover effect of GHRM is meaningful in
facilitate the individual green practice reflected in their daily life.
GHRM practices was found to be statistically significant positively related to job
performance among workers (β = 0.392, t = 5.323. and p < 0.01). Thus, hypothesis H2 was
supported. This indicates that enforcing GHRM practices into action in the workplace
improves the work performance among staff in UiTM Puncak Alam. This is consistent
with findings of Muster and Schrader (2011) and Ragas et al. (2017) that show that workers’
job performance improve with implementation of GHRM practices in organisations.
According to Mehta and Chugan (2015), products, tools, processes, and policies may
help to boost productivity when implementing GHRM practices. Ajala (2012) and Miller
et al. (2009) indicate that the working environment affects employee performance and
productivity. That workers’ job satisfaction and productivity could be increased with the
implementation of GHRM practices is also supported by past studies (Ragas et al., 2017;
Ashrafet al., 2015; Delmas & Pekovic, 2012; Cherian & Jacob, 2012). GHRM practices
also foster employee loyalty towards their organisations thereby creating a strong
commitment (Goswami & Ranjan, 2015) that improves retention of employees (Nijhawan,
2014).

Conclusion
The study aimed to test the hypothesised model on the influence of the implementation
of GHRM practices on green lifestyle and job performance among workers in UiTM
Puncak Alam. Findings of this study revealed that implementation of GHRM workplace
practices had a positive impact on the job performance of the employees. This indicates that
human resource practitioners play a significant role in ensuring that implementation of
GHRM activities within the organisation would positively influence workers’ job
performance. GHRM motivates employees to perform better and complete their task
more efficient (Ragas et al., 2017). Likewise, the task of the employees is to follow the
policies for successful implementation. It
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is crucial for HR to implement and monitor green practices for employees to perform better.
The study results revealed that the introduction of GHRM activities in the workplace have
spillover effects on the green lifestyle of workers inUiTM Puncak Alam. Organization’s green
initiatives or practices are aspiring workers to perform sustainable behavior and
employees’ are appropriate and understand the meaning of GHRM implementation in the
organisation as spillover into their personal lifestyles.
This study only focused on UiTM Puncak Alam Campus and worked with a relatively
small sample size. The survey was not disseminated according to departmental allocation
and the proportionate of academic and administrative staff in the organisation. Further
exploration on the effects of GHRM by including other factors as environmental
knowledge and green behaviour should be undertaken in the future.

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