Impact of Green Work–Life Balance and Green Human Resource Management Practices on Corporate Sustainability Performance and Employee Retention: Mediation of Green Innovation and Organisational Culture

Zi Lin (), Hai Gu, Kiran Zahara Gillani and Mochammad Fahlevi ()
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Zi Lin: Research Center of Health Policy and Management, Nanjing University, Nanjing 210023, China
Hai Gu: Research Center of Health Policy and Management, Nanjing University, Nanjing 210023, China
Kiran Zahara Gillani: Department of Management Sciences, University of Okara, Lahore 56300, Pakistan

Sustainability, 2024, vol. 16, issue 15, 1-26

Abstract: Green work–life balance (GWLB) has emerged from sustainability and work–life balance (WLB) studies. The goal is to examine how GWLB policies benefit organisations. This focuses how individuals could reduce an organisation’s environmental impact. The sustainability of green human resource management (GHRM) practices and human resource (HR) operations has changed significantly in recent years. HR are an organisation’s most important assets. This study examines how GWLB and GHRM practices affect a corporate sustainability performance (CSP) and employee retention (ER) of UK’s industrial companies. It also examines how organisational culture (OC) andgreen innovation (GI), affect these aspects. This study surveyed 450 operational supervisors in a variety of manufacturing firms in the UK. A self-administered survey using a scale was used to collect data. SPSS 26 and Smart PLS 4 analysed the data. According to research, GHRM practices and GWLB programs improve CSP and ER. The data also show that GI mediates the relationship between GHRM practices, ER, GWLB, and CSP. In the UK manufacturing industry, OC helps maintain a GWLB, ER, implement environmentally friendly HR practices, and achieve CSP goals. This study will methodologically, practically, and theoretically affect HR specialists, academics, and corporate leaders.

Keywords: green work-life balance; green human resource management practices; green innovation; organisation culture; employee retention; corporate sustainability performance (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2024
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