Introduction
In the last few decades, the increased attention to environmental issues has resulted in the development of sustainable practices. These undertakings involve using resources efficiently, reducing waste and pollution, and conserving energy and natural resources (Aboramadan & Karatepe, 2021; Bartolacci et al., 2020; Yong et al., 2020). More organizations are going green due to heightened environmental consciousness, improved government regulations, market pressure, and the need for more sustainable practices (Pham, Hoang, et al., 2020; Siraj et al., 2022). Green human resource management (GHRM) can be used to promote sustainability within an organization (Aftab et al., 2022; Luu, 2019a). According to (Kramar, 2014), GHRM is HRM activities that enhance positive environmental outcomes. Therefore, it can be used to get people to act green by establishing things such as green education and performance reviews.
GHRM can help promote a culture of sustainability by developing pro-environment business practices. Previous studies suggest that GHRM may help organizations lower costs and improve environmental performance (Hameed et al., 2022). Luu (2019a) investigated the association between the GHRM and the environment. He found that collective green crafting could mediate between the environment and the organization’s citizenship behavior. Dumont et al. (2017) examined the relationship between extra-role and in-role conduct and GHRM, in which they found that the rational green climate acted as a mediator. Even though GHRM is being studied more, little is known about how it can affect green and non-green results (Ahmad et al., 2021; Gilal et al., 2019). Thus, GHRM can encourage sustainable behavior among employees by offering incentives, such as flexible work hours and rewards for green initiatives.
GHRM has the ability to assist individuals in developing a green mindset. Furthermore, since the literature on GHRM is scarce, more research is needed to help determine how GHRM might affect organizations in ways that are beneficial to people (Aboramadan, 2022; Chams & Garca-Blandon, 2019; Hameed et al., 2022; Sabbir & Taufique, 2022; Irani et al., 2022). Besides, extant literature has focused on examining the role of GHRM in green outcomes (Muisyo et al., 2022; Pham, Thanh, et al., 2020; Xie & Zhu, 2020). However, research regarding the influence of GHRM on non-green results is scarce (Abualigah et al., 2022; Umrani et al., 2022). Therefore, a gap needs to be filled to determine the impact of GHRM on businesses and influence employees.
One of the important non-green organizational outcomes that may result from implementing GHRM is organizational attractiveness (OA), which measures how much a worker thinks a company is a favorable place to work. Therefore, the relationship between GHRM practices and OA to existing employees needs a detailed investigation (Guillot-Soulez et al., 2022). Given the importance of public sector organizations, these organizations are projected to play an integral role in addressing environmental concerns through green operations (Stritch et al., 2014; Paulet et al., 2021). Employees in the public sector play an important role in implementing green practices. They are likewise impacting governance techniques as a citizen or supporter of declining business exercises that might hurt the environment in any capacity.
Statement of the Problem
Over the last few decades, environmentalism and the application of sustainable operations have gained increasing attention due to the negative consequences associated with climate change. Even though a study on the impacts of GHRM is emerging (Darvishmotevali & Altinay, 2022; Pham, Hoang, et al., 2019), recent studies have shown how important it is to study the role of GHRM on non-green outcomes (Aboramadan& Karatepe, 2021; Guerci et al., 2016; Cooke et al., 2020). Such research is needed to extend the potential of GHRM. Thus, due to the negative effects of climate change, more people are paying attention to environmentalism and using sustainable business practices.
There is an increasing need for organizations to become sustainable. Khalid et al. (2021) asserted that developing countries face issues in the integration of sustainability in routine organizational norms, especially in public sector organizations, due to bureaucratic working patterns. Therefore, a study is required on GHRM operations and their implications for the developing economy and public sector (Umrani et al., 2022). In light of this, the purpose of this research is to find out how GHRM affects OA in the public sector of the UAE. This study seeks to fill in these gaps in the research by looking at how green work engagement (GWE) affects the link between GHRM and OA. It looks at how supportive leadership (SL) affects the link between GHRM and green work involvement.
Need and justification of the study
Drawing from the above discussion, this research addresses important gaps in the literature as follows. Firstly, current literature highlights the necessity to delve into how GHRM affects non-green outcomes (Aboramadan & Karatepe, 2021; Murillo-Ramos et al., 2022). This study is a response to a recent call to determine how GHRM is connected to OA (Abualigah et al., 2022). Secondly, this research aims to determine the fundamental mechanisms connecting OA and GHRM by using a combination of GWE as a mediator and supportive leadership as a moderator. Thirdly, despite the lack of evidence about the causes and effects of GWE, this study adds to what is already known by looking at the role of GWE as a mediator between GHRM and OA (Karatepe et al., 2022). As a result, there is a need to explore the relationship between OA and GHRM.
The United Arab Emirates (UAE) is committed to achieving a green economy. This is evidenced by the various initiatives it has undertaken to protect the environment (Moccae, 2019). The effects of global warming on the UAE have been increasing over the past couple of years. This is due to the country’s rapid development and the increasing demand for energy and water. The country’s rapid urbanization and the rise of its population have contributed to the increasing greenhouse gas emissions. (Moccae, 2019). UAE is known for its high greenhouse gas emissions. The UAE has raised its goal of reducing greenhouse gas emissions from 23.5% to 31% by 2030 (WAM, 2022). By 2025, the country is also expected to have a manufacturing industry contributing 25% more to its GDP (Gulf news, 2019). UAE is among the countries that are trying to become sustainable.
The country is committed to reducing its oil and gas flaring by implementing carbon capture and storage (CCS) technologies. It is exploring new ways to improve the energy efficiency of its future. As the GCC and the UAE’s manufacturers look to achieve long-term sustainability, they are continuously looking for solutions to help them achieve this. (Khaleej times, 2018). The diversification efforts of the UAE have been acknowledged as one of the most successful strategies in the region. The country’s trade growth is expected to be driven by the services sector, which is expected to account for 74% of the country’s GDP by 2030 (Gulf news, 2019). This sector has been supported by the country’s investments in various financial and tourism industries.
Public-sector organizations need to implement effective HR practices that can help minimize environmental issues’ effects to ensure that the country’s economic environment continues to be sustainable. Numerous organizations in the UAE have responded to environmental issues by using GHRM procedures that are environmentally principled. As it is a rising issue, individuals ought to know about the environmental consequences of business tasks, for example, environmental change and contamination, and their effects on society.
Research Aims, Objectives and Questions
This study aims to explain the relationship between GHRM and OA through the mediating implication of GWE in the UAE public sector. The purpose is to examine the role of SL as a moderator on the GHRM-green work engagement link. Based on this, this research attempts to achieve the following objectives:
- RO1: To investigate the influence of GHRM on OA.
- RO2: To examine the impact of GHRM on GWE.
- RO3: To investigate the influence of GWE on OA.
- RO4: To examine the mediating role of GWE between GHRM and OA.
- RO5: To examine the moderating role of SL between GHRM and GWE.
To achieve the objectives, this research has suggested a research model in which the link between GHRM and OA in the public sector of the UAE is mediated by GWE, while SL moderates the association between GHRM and GWE. In particular, this study looks at the effect of GHRM on GWE and OA, the effect of GWE on OA, and the role of GWE as a mediator in the relationships above. In addition, the study tends to determine the role of SL as a mediator in the relationship between GHRM and green work engagement and (5) the interaction between GHRM, SL, GWE, and OA that used a conceptual framework.
Therefore, the following research questions were designed to attain the study mentioned above objectives:
- RQ1: What is the role of GHRM on OA?
- RQ2: What is the effect of GHRM on GWE?
- RQ3: What is the role of GWE on OA?
- RQ4: Does GWE mediate the association between GHRM and OA?
- RQ5: Does SL moderate the link between GHRM and GWE?
Definition of Terms
The four main terms used in this study are GHRM, OA, GWE, and SL. These terms are defined in Table 1 below.
Table 1: Definition of Terms
Limitations of The Study
This research has some shortcomings that may provide avenues for future research:
- This research is limited to public sector organizations within the UAE. Hence, the outcome cannot be comprehensive to other sectors in the Middle East and western contexts.
- The study uses a quantitative method to collect data. Therefore, Future research may conduct qualitative studies to provide an in-depth understanding of the factors that may enhance organizational attractiveness.
- This study uses GWE as a mediator and OA as an outcome. Other studies may determine the ability of other mediators, such as psychological meaningfulness, and other outcomes, such as organizational citizenship behavior and green innovation.
- In the future, the research should gather data from the public and private sectors, which may be useful for comparative analysis.
Literature Review and Hypotheses
Through an organization’s functional techniques, GHRM practices incorporate customary HRM methodology that helps environmental goals and their vital HRM components. The meaning of eco-accommodating HRM systems has been recognized and explained in detail (Jackson & Seo, 2010). Furthermore, Jabbour et al. (2015) assert that expression such as green HRM mentions the parts of environmental management (EM) that connect with human resources (HRM) on how HRM might assist a business with forestalling contamination. Therefore, GHRM undertakings are integral because they assist in developing a sustainable culture in an organization.
To sort out GHRM activities, several researchers have begun to perceive the accomplishment of GHRM in associations as another research pattern in EM. However, Tang et al. (2018) argued that this framework should address green standards, spur employees to act in manners that are reliable with these qualities through HRM operations, ensure that the set policies are adopted, and be refreshed routinely utilizing green innovation. As per this definition, GHRM is the ecological part of the more extensive practical HRM idea (Renwick et al., 2012; Asghar et al., 2021; De Souza & Hancer, 2021). The literature demonstrates different meanings of GHRM as the HRM of environmental management or the HR policies and practices of enrolling, determination, preparing, execution management, prizes, and contribution to environmental security make a comparative assessment.
Organizational Attractiveness (OA)
OA is identified as a strong element that a firm draws in competitors through making positive culture, eco-accommodating environment, and concordance without being bigoted. It helps an organization advance solid business exercises among employees and propels the employees’ tasks, which gives them the ability to contend locally and worldwide with different associations (Umrani et al., 2022; Chaudhary, 2021). This ability is likely going to give the organization an upper hand as it develops its candidate bank, working on its ability to track down new candidates
Employees are bound to work in an eco-well-disposed environment that upholds society. When an organization upholds society, most certainly, it will reach its employees (Chaudhary, 2021). Hierarchical engagement of quality becomes an interest to scholastics and specialists through choosing, preparing, and holding employees through steady recruiting. Even though by figuring out that their organization is socially capable, fulfilling its employees feel cheerful and propelled in relation with a firm. This is because it is worth their kin and advances GHRM exercises.
Because there is a lack of available labor and a strong push toward green culture, OA is frequently essential for the lodging industry. According to the findings of studies, this sector has been making efforts to broaden its environmental responsibilities (Franco, 2021; Darvishmotevali & Altinay, 2022; Muisyo et al., 2022). In addition, most of this investigation took place in a shopping center (Ahmed et al., 2021). As a result, this study aims to investigate what the GHRM might mean for OA or potentially for those who work in the hospitality industry.
Green Work Engagement (GWE)
Green work engagement (GWE) is a term used to describe the connection between employees and their work environment regarding sustainability, environmental responsibility, and green practices. There is a shortage of proof of the antecedents and outcomes of GWE (Abualigah et al., 2022; Bhutto et al., 2021; Karatepe et al., 2022). This is a critical void since public organizations need a pool of representatives with the energy to place in their environmental approaches and green undertakings. Representatives who are green work-drew would add to the organization through their PEBs. Considering this, utilizing social exchange theory in managing green work practices leads to green innovativeness, task-related work procedures, and proactive HRM strategies focused on the green work results of GWE (Wang & Chen, 2020). Thus, little is known about the implications of green work engagement.
Work engagement in representatives attempts their hardest to be better entertainers working, are glad for their work, and dedicate critical thoughtfulness regarding their work. Many studies have been done on work engagement (Rich et al., 2010). For instance, the ongoing publications investigated the precursors and outcomes, such as task execution, turnover goal, and work engagement (Ugwu et al., 2021). However, evidence regarding the mediating effect of GWE is scarce (Abualigah et al., 2022; Karatepe et al., 2022). This research tends to be the first to investigate the mediating role that GWE plays in the GHRM-OA nexus. It is the first to examine the relationship described in the public sector, particularly in the UAE.
There are shared responsibilities between the association and workers, assuming they show consistency with the guidelines of trade, which feature correspondence or reimbursement rules. In particular, workers would add to the OA and safeguarding and security of the working environment by displaying higher GWE as a reaction to the organization’s interest in improving their green information and abilities (Karatepe et al., 2021; Cropanzano & Mitchell, 2005). This recommendation is predictable to Ansari et al. (2021) argument that when there are different green human asset approaches in the work environment, like green awards, green-specific recruitment, and green management openings, representatives feel indebted to reimburse the organization through higher work commitment. Thus, employees are more likely to embrace a green culture when motivated.
Supportive Leadership (SL)
Supportive leadership provides guidance, encouragement, and motivation to team members through positive reinforcement, clear communication, and constructive feedback. Coop et al. (2021) determine how a leader’s extraordinary ability to resolve environmental issues is an area of strength for assembling capital in the organization. Respondents gave supporting information by dispersing 351 polls to staff individuals in a hotel in Turkey. The review recommends that leadership and GHRM assist employees in performing better at work, effectively participating in the positions’ capabilities, and removing the hostile environment which causes awful impact and has adverse consequences on business practices. The main objective of GHRM is to enhance individuals’ abilities to protect the environment by providing them with green knowledge and skills. This will help to achieve environmental goals and make the organization more attractive.
Supportive leadership is essential for successfully adopting green practices in an organization. Li et al. (2020) researched the connection between green HR leadership, green characteristics and extraneous inspiration, and manageable business execution. This overview gathered experiences from the IT industry. As per the review, GHRM leadership cultivates outward and characteristic drive notwithstanding green advancement. The workers’ advantages or abilities permit them to create eco-accommodating labor and products. Subsequently, the organization could encounter practical business development. Thus, leaders can foster a culture of sustainability, which will benefit the organization and the environment.
Creating green revolutionary leadership is significant for working on corporate execution. According to Peng et al. (2020). GHRM leadership puts an accentuation on the group’s general execution and elevates and prods adherents to contemplate integrating greener practices into their everyday work. The pioneer keeps open lines of contact with their devotees to tempt them to give their ideas to upgrading green business execution and making long-haul progress. Reference to the preparation, strengthening, and grants planned to work on environmental obligation as well as the correspondence of the environmental strategy.
GHRM and OA
Organizational attractiveness is a concept that is closely tied to GHRM. Ansari et al. (2021) assert that organizations that use GHRM strategies to enhance their environmental responsibility are more likely to boost their reputation with internal and external stakeholders. According to social identity theory, people opt to work for companies that fit their personalities (Abrams & Hogg, 1988). Using social identity theory as a guide, employers who use GHRM practices set themselves apart, which helps them get more applicants and improve their reputations (Kim et al., 2019; Ansari et al., 2021). As such, the results of this study point to the following ideas:
GHRM and GWE
The association between GHRM and green work involvement is not well explored in the existing literature. The GHRM-green work engagement nexus can be explained by the motivating process of the job demands-resources (JD-R) theory (Bakker & Demerouti, 2017; Karatepe et al., 2022). According to the JD-R paradigm, increasing work engagement largely depends upon job resources’ availability. There may be physical, social, organizational, or psychological resources for the job that helps people reach their goals (Bakker & Demerouti, 2017). Based on JD-R theory, the availability of GHRM undertakings will likely improve workers’ green knowledge, skills, and abilities, therefore being more engaged in their green tasks. Thus, this study hypothesizes that:
GWE and OA
GWE is a form of engagement where employees are motivated to pursue sustainability-related objectives, such as reducing their environmental impact and promoting sustainability in the workplace. According to the JD-R theory, work engagement can help enhance job-related outcomes, such as creativity. A body of prior literature has also supported this idea. For instance, a study by (Ismail et al., 2019) revealed that work engagement positively affects creativity. Umrani et al. (2022) suggest that organizational work engagement positively affects the outcomes for both employees and the firm. People may find value dispositions in organizations that are good for the environment. Thus, one can argue that when people use GHRM approaches well, their GWE makes them like the organization more and makes them feel more emotionally connected to that as well. Thus, we hypothesize that:
Mediating role of GWE
The motivational route of the JD-R theory provides the foundation for the mediating function of GWE. This is because they encourage learning and development, employee growth, and job resources like GHRM undertakings may set off a motivating apparatus to improve workers’ engagement in green work (Bakker & Demerouti, 2017). This is the first study to determine the association between GHRM and OA via the mediating impact of green work involvement. Based on the discussion, the following theory is developed:
Moderating Role Of SL
The role of SL in an organization’s efforts to achieve GWE is a key component to achieving this objective. Developing policies and practices that address employees’ needs and the firm’s vision are crucial for achieving sustainable business performance (Tang et al., 2018). The social exchange theory illustrates that there are shared responsibilities between the association and workers, assuming they are consistent with trade guidelines, which feature correspondence or reimbursement rules (Cropanzano & Mitchell, 2005). Likewise, representatives will decide to show GWE as a reaction to the assets they get from the organization. This may improve the impact of GHRM on GWE by developing a sustainable culture. Based on the discussion, the following hypothesis is formulated:
Based on the above hypotheses, GWE serves as a mediator in the relationship between GHRM (H4), and the fact that SL plays a moderating role in the relationship between GHRM and GWE (H5), the current investigation presupposes a moderated mediation framework in which SL moderates the indirect implications of GHRM on OA via GWE. In light of what has been discussed up to this point, the following hypothesis is consequently put forward for consideration:
Figure 1 shows the research framework of this study.
Research Approach and Methodology
The study’s explanatory technique with descriptive data analysis was deemed a suitable and appropriate research design. The descriptive design will enable the collection of quantitative data to answer the research questions (Saunders et al., 2019). Exploratory technique alone cannot produce an accurate, efficient, and pertinent analysis, which is supported by descriptive methodology. Figure 2 illustrates the steps in the research process. First, the research need, aim, objectives, and questions are given. The next step is an extensive literature review and developing the research framework. The research method will be determined, and the population and sample size will be identified. Once the research methodologies are identified, the data collection process takes place. Then, the data collected will be analyzed, showing data analysis and results. Finally, the research concludes and makes recommendations along with identifying implications and acknowledging any limitations and possibilities for future research.
Population and Sample Size
The study population consists of employees working in the UAE public sector. The purposive sampling method is reasonable as members can be chosen arbitrarily with fitting appraisals (Creswell & Creswell, 2017). Hence, the sample chosen will run over with the opportunity premise of fairness. The other sampling technique, which is quite helpful in answering the research questions, is convenient sampling by targeting employees available during the survey (Creamer, 2017). The employees were chosen as participants because they have the knowledge, experience, and relation to the study’s purpose.
The population estimates are required to finalize the sample size. According to Hopkins (2020), the UAE population reached above 9.5 million. The UAE Government (2019) reported that the country’s workforce population is above 7.3 million. This labor population size can be used to determine the sample size in the proposed research. Since the population size is above one million, it is deemed appropriate to use the sample size table designed by Krejcie and Morgan (Togia & Malliari, 2017). The use of the table is to acquire the right sample size from the population, which should be visible in table 2. A sample size surpassing 1 million is recommended to be 384 (Togia & Malliari, 2017). Therefore, 384 respondents are the suggested sample size for the survey of public organizations’ employees in the UAE.
Table 2: Sample size determination by Krejcie and Morgan (1970) cited in Togia & Malliari (2017)
Quantitative Method
In this study, researchers will use a quantitative method (testing the hypotheses) approach, and the survey questionnaire will be completed online. This is because the study aims to investigate the effect of GHRM on OA, in addition to the mechanisms and boundary conditions governing the linkage between the two. As a result, the quantitative method allows researchers to accomplish their aims and find answers to their questions, which can subsequently be incorporated into an actual study.
Measuring Instrument
Previously established measures were employed to assess the study’s main variables. The scales use the Likert scale with five levels from (1) “Totally disagree” to (5) “Totally agree.” Table 3 shows the measurement scales used.
Procedure for Data Analysis
The data analysis will be based on a quantitative technique (hypothesis-testing) approach through online surveys (hypothesis-testing). Including previously developed measurement scales was suitable, as these scales had undergone prior evaluation and validation. Data will be collected using the time lag method to limit the common method bias’s effect. Creswell and Creswell (2017) assert that the quantitative data analysis technique involves a clear and specific process for grouping data after it has been analyzed and presenting data in tables and graphs based on statistical analysis. In this research, SPSS will be used to look at the data. With the help of multiple linear regression and moderation regression analysis, analysis methods will be used to examine the associations between independent, dependent, mediating, and mediating factors.
Ethical Consideration
Ethical consideration plays a significant role in data collection. It is necessary to obtain the consent of respondents before starting data collection. Research participants will be informed about the purpose of the study and any potential risks or benefits before agreeing to participate. The study will protect the privacy and confidentiality of participants and their data. For example, the research will not include any personally identifying information or details to protect the respondents’ right to confidentiality.
Research Plan and Gantt chart
An approximate duration of twelve months is projected to be necessary for the completion of all research and the writing of the research report. An estimated period of twelve months is estimated to be necessary for the completion of all research and the writing of the final report on that study (including publishing). Table 4 outlines the schedule for the various stages of the research (Gantt chart). Target journals (considering aims and scope):
- Personnel Review
- International Journal of Organizational Analysis
Table 4: Research Work Plan (Gantt chart)
