Leveraging Green HRM to Foster Organizational Agility and Green Culture: Pathways to Enhanced Sustainable Social and Environmental Performance

Md. Abu Issa Gazi (), Sabuj Dhali, Abdullah Al Masud (), Alsadig Ahmed, Mohammad Bin Amin (), Naznin Sultana Chaity, Abdul Rahman bin S Senathirajah and Masuk Abdullah
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Md. Abu Issa Gazi: School of Management, Jiujiang University, Jiujiang 332005, China
Sabuj Dhali: Department of Management Studies, University of Barishal, Barishal 8254, Bangladesh
Abdullah Al Masud: Department of Management Studies, University of Barishal, Barishal 8254, Bangladesh
Alsadig Ahmed: Applied Management Program, Applied College at Muhyle Assir, King Khalid University, Abha 61421, Asir, Saudi Arabia
Mohammad Bin Amin: Doctoral School of Management and Business, Faculty of Economics and Business, University of Debrecen, Böszörményi út 138, 4032 Debrecen, Hungary
Naznin Sultana Chaity: School of Business, Ahsanullah University of Science and Technology, Dhaka 1208, Bangladesh
Abdul Rahman bin S Senathirajah: Faculty of Business and Communications, INTI International University, Persiaran Perdana BBN Putra Nilai, Nilai 71800, Negeri Sembilan, Malaysia
Masuk Abdullah: Department of Vehicles Engineering, Faculty of Engineering, University of Debrecen, Ótemető Street 2-4, 4028 Debrecen, Hungary

Sustainability, 2024, vol. 16, issue 20, 1-25

Abstract: The purpose of this study is to understand Green Human Resource Management (GHRM) practices, considerations that facilitate Green Organizational Culture (GOC) and Organizational Agility (OA), and the connection between these factors and the social performance (SP) and environmental performance (EP) of businesses. The target population of the current study comprises a Bangladeshi organization (manufacturing, university and service). In this quantitative study, data were collected using structured questionnaires. The final sample consisted of 445 respondents, and the data were analyzed using the Structural Equation Modeling (SEM) technique. Both Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted to ensure the validity and reliability of the measurement model. The results show that social GHRM has a beneficial effect on social and environmental performance factors. This research also discovered employee’s ideas about GRRM, GOC OA, and improving an organization’s social and environmental performance for long-term growth. Our results show that hiring, teaching, evaluating, and rewarding employees in ways that avoid harming the natural world are all examples of HR management practices that help create a green workplace culture. This work adds to the resource-based view (RBV) and transitive leadership (TL) theory by showing the things that contribute to an organization’s green culture and agility help the link between social and environmental performance and green HRM practices. Organizations in Bangladesh can benefit greatly from the GHRM model that this study suggests, as OC and OA have a good effect on both society and the environment.

Keywords: GHRM; green human resource practices; organization culture; organizational agility; environmental performance; sustainable growth (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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