The term Green HRM has become the buzz word within the business field at present and

its
significance is increasing manifold with the passage of time. This term has also its secured
position as a hot topic in recent research works since the awareness on environmental
management and sustainable development has been increasingly rising day by day all around
the globe. Today the topic Green HRM not only includes awareness toward environmental
affairs, but also stands for the social as well as economic well-being of both the organization
and the employees within a broader prospect. “Green HRM is the use of HRM policies to
promote the sustainable use of resources within organizations and, more generally promotes
the causes of environment sustainability”. GHRM is directly responsible in creating green
workforce that understands, appreciates, and practices green initiative and maintains its green
objectives all throughout the HRM process of recruiting, hiring, training, compensating,
developing, and advancing the firms human capital. It refers to the policies, practices, and
systems that make employees of the organization green for the benefit of the individual,
society, natural environment, and the business. Green HRM practices would lead to
psychological green climate perceptions, which are in turn significantly related to individual
workplace green behavior. The HRM behavioral literature suggests that HRM influences
organizational performance through its effect on employee work attitudes and behavior. Green
HRM affects employee workplace green behavior for the following reasons. First, green HRM
practices, such as disseminating the information about the organization’s green focus and
emphasizing individual green values in recruitment and selection, and promoting green values
through training, are likely to increase employee green cognition. work and job design that
meet environmental requirements and green training practices designed to improve employee
knowledge, skills, and competence are key processes to encourage employees to conduct green
activities. the HRM attribution literature suggests that employees’ perception of why the
organization adopts certain HRM practices determines the effectiveness of HRM practices on
employee work behavior.

it is necessary for organizations to promote and ultimately change employee behavior so that
such behavior is aligned with organizational green goals. HRM policies and practices are related
to individual level employee pro-environmental behaviors. The HR behavioral literature
suggests that different HRM practices may influence the same employee behavior through
different social and psychological processes. As such, how and when green HRM influences
employee workplace green behavior remains largely unknown. HRM would be significantly
related to employee green behavior. It is argued that organizational policies and practices, such
as HRM, shape employee psychological climate, that is, individuals’ perceptions of the work
environment.
This study intended to make several theoretical contributions. First, it adds to the knowledge
base of the HRM behavioral literature by exploring employee workplace outcomes of green
HRM, which has not been empirically studied sufficiently, to provide a better understanding of
the concept and its consequences.
Companies are now changing their business strategies and efforts toward a more
environmentally focused agenda, HR must adjust its mandate and expand its scope by
incorporating environmental management so as to transform how it performs its core HR
functions. HR has the ability to measure and influence employee sustainability-related
behavior, attitudes, knowledge, and motivation. Hence, organizations can utilize HRM to
effectively deliver and implement environmentally sustainable policies. the firm has
recruitment strategies aimed at attracting employees who have similar environmental values
and beliefs as the organization; development, performance, and reward practices that take into
account individual environmental performance; and effective training programs that develop
environmental awareness, attitudes, skills, and knowledge. One interesting finding of this study
is that both in-role and extra-role green behaviors are related to organizational green HRM
practices; however, this occurs through different social and psychological processes.
Discussion:
The current study takes a step further to empirically explore employee workplace green
behavioral outcomes of green HRM. To achieve this research objective, they first developed
measures for green HRM. They utilized the behavioral HRM and organizational climate
literature to examine how green HRM predicts employee workplace green behavior through
the mediation of psychological green climate. They also applied supplies-values fit theory to
explore the moderating effect of individual green values on the relationships of green HRM and
psychological. Some findings are
HRM practices influence organizational performance through the impact on employee
workplace behavior. Attributes of HRM practices determine what employee behavior is likely to
be affected may influence employee workplace outcomes through certain underlying
mechanism such as organizational climates. The result also shows that individual green values
moderate the effect of psychological green climate on extra-role green behavior. This finding
provides some support to the supplies-values fit theory indicating that congruence between
individual values and values overtly demonstrated by the organization results in positive
employee workplace outcomes.
Implications for Practices
Although this research was conducted in the national context of China, it has significant
implications for management in general, due to the fact that green management has become a
contemporary global issue. It is suggested that organizations should adopt green HRM practices
to effectively and successfully implement organizational green policies. the current study
provides empirical evidence of positive relationships of green HRM with employee in-role and
extra-role workplace green behavior, through the mediation of psychological green climate. the
mediation of psychological green climate. Based on the findings of the current study,
organizations should put green HRM practices in place if they decide to set up and seek to
successfully achieve a green goal agenda. they should design work tasks to meet organizational
green policy requirements and consider providing employees with adequate green training and
educational opportunities. It helps to equip employees with the necessary skills and expertise
for the successful implementation of green management goals. It increases employee
awareness and cognition of green management and organizational green values. This research
did not include “considering attitudes toward green management in recruitment and selection”.
in the measure for green HRM due to the participating firm not having this practice in place.
However, this research reveals that individual green values moderate the effect of
psychological green climate on employee extra-role green behavior,

Research Limitations and Further Research Directions

This study has several limitations that need to be addressed. The participating firm of this study
is an Australian multinational enterprise operating in China. HRM practices of multinational
enterprises are subject to the effect of country of origin. Also, the requirements for, and
standards of, green management at the national level in China may be different from other
countries. Any HRM practices may take time to exert maximum influence on employee
workplace outcomes. The data for the current study were collected at one point in time. As
such, this research design may not enable the effect of HRM to be fully explored. To address
this limitation, future research may consider conducting longitudinal studies by investigating
the changes to employee green behavior resulting from the adoption of green HRM. The HRM
literature suggests that HRM influences employee work outcomes through multiple underlying
mechanisms. It was not possible for our study to account for every mediator or moderator that
could influence the green HRM green behavior relationship. Multilevel modeling is currently
gaining growing popularity in HRM research. This is because perceptions of HRM practices tend
to be similar among employees in the same organization and different between different
organizations, and, consequently, employee outcomes of HRM practices are subject to
organizational contextual effects

Environmental management in organizations is becoming a more and more prominent way to give full
play to the role of GHRM to mobilize the willingness of every employee to participate in promoting the
greening of office spaces, and this has become an important research issue. Results revealed that green
HRM both directly and indirectly influenced in-role green behavior, but only indirectly influenced extra-
role green behavior, through the mediation of psychological green climate. Individual green values
moderated the effect of psychological green climate on extra-role green behavior, but it did not
moderate the effect of either green HRM or psychological green climate on in-role green behavior. T