Abstract

     Green innovation is an essential and burning topic for environmental and organizational performance. Therefore, this research aims to examine the effect of green innovation on environmental performance, which leads to organizational performance. Another objective is to measure the impact of two dimensions of green innovation, such as green process & green product measures, on green innovation. The second prime aim of this research is to evaluate the moderation of management commitment & human resource practices in an association between green innovation and organizational & environmental performance. A total of 320 employees provided their perspectives on a self-administrated questionnaire from the textile industry of Pakistan. We have employed SEM-based multivariate modeling to examine the data. This research has measured the reflective indicators measurement model through confirmatory factor analysis, an obvious choice of structural equation modeling to examine observed and unobserved variables and indicators using PLS-SEM (partial least square-structural equation modeling). The research findings reveal a positive & significant effect of product & process innovation on green innovation. Further, green innovation significantly impacts environmental and organizational performance. A two-way interaction (moderation) of human resource practices & green innovation does not have a cogent moderating effect on organizational & environmental performance. However, management commitment has a significant moderation between green innovation & organizational performance. A three-way interaction (moderated moderation) model finds a substantial effect on organizational attainment but an insignificant impact on environmental performance. The research outcomes significantly contribute and suggest that practitioners and policymakers must institutionalize green innovation practices in their organizations to enhance their organizational and environmental performance. HR practitioners play a vibrant role in creating green norms and organizational culture. The study findings also suggest that management commitment to green innovation advocates organization-level transformations toward adopting green practices.

Introduction

     With the advent of technology and scientific advancements, the world has provided immense exposure to artificial resources, making life leisurely. However, artificial resource opulence has come at the cost of sustainability and the environment. The world has thus been facing issues with balance acquisition between sustainable usage of resources and economic development [1,2]. Managing both have been a great concern for the economies as one comes at an expense and tradeoff. Researchers have observed that economic growth and sustainability cannot go together [3,4]. Green growth and general innovation are well recognized for their interrelationship [5]. It is essential to observe that national economic development is established through soaring industrial activities [6]. In this essence, Segerstrom [7] validated through his proposed model that firm-level innovations immensely support economic growth. Green innovation is beneficial to prevent the environment from pollution, help in recycling waste, and could also save non-biodegradable energy [8,9]. Moreover, green technologies could achieve sustainable development [10,11]. In order to implement and achieve the target of green innovativeness, firms need to adopt teamwork within their organizational ecosystems (Muisyo et al., 2022). The said process can be run by key parameters such as the organizations’ access to large-scale data, the commitment of the management, and proper usage of human reserves [12,13], among other considerations. The outcomes demonstrated that firms are enticed to accept green innovation practices when internally and externally motivated organizations. Internal motives combine management’s commitment and supplier’s partnership, whereas external motives are regulations and demand pressures from customers. Thus, there is a direct relationship between the two [14]; (Parmar et al., 2022). Organizations can enhance their performance through green innovation as green practices guide them to devise strategies that can help them use fewer resources, reduce the chances of harm, and create a carbon footprint in the organization [15]. The green revolution is a unique strategy that permits organizations to create new techniques and systems that help organizations enhance their performance [16,17].

Conclusion 

     This study evaluated the connotation between green product & process innovations and green innovation. Moreover, the study examined the impact of green innovation in affiliation with organizational & environmental attainment. The study’s findings explored all the hypotheses devised to meet study objectives. Moderation effects of management commitment towards greening and green human resource practices were also examined between the primary relationship. Primary responses were obtained from the mid-career and upper management of the textile sector of Pakistan. This research revealed that product & process innovations have a cogent and affirmative effect on green innovation. The findings further demonstrated that green innovation exerted an affirmative and cogent effect on organizational & environmental performance. Thus, the senior management should seriously consider green innovation projects to increase the firm’s environmental performance and the long run, sustainable competitive growth. While evaluating the moderating effect of HR practices on environmental attainment, the findings are not supported.

Abstract

The study examined the role of green human resource management (HRM) practices on environmental sustainability (ES) among workers in Ghana. An explanatory research design was adopted for the study. Using a structured questionnaire, data was drawn from 221 workers from various sectors. Data gathered was analysed with Partial Least Square-Structural Equation Modelling. The study found that there is a direct link between green HRM and ES behaviour among workers in Ghana. The novelty of the findings of this study relates to workers’ perspectives across multiple sectors in Ghana and is the first study to have applied value alignment theory to argue for green HRM and ES from the Global South. The study offers insights into how organisations in Ghana can integrate sustainable practices into human resource management strategies, fostering a more environmentally conscious workforce and contributing to national, regional and international sustainable development goals.

Introduction

Environmental sustainability remains a major global developmental agenda captured under the sustainable development goals (SDGs) guiding the world until 2030 [1]. Six out of the seventeen SDGs are directly crafted to achieve environmental sustainability. These six SDGs (SDGs 6, 7, 11, 12, 13, and 14) focused on clean water and sanitation, affordable and clean energy, sustainable cities and communities, responsible consumption and production, climate action, and finally, life below water. The operations of organisations apart from individual activities are critical in achieving these goals. Businesses in a wide range of industries have realised how important it is to implement eco-friendly practices [2, 3, 4, 5, 6]. Human resource management is one area in organisations where this shift toward sustainability is picking up [2,3].

In an effort to build a sustainable workplace and encourage employees to internalise environmental sustainability, green human resource management (green HRM) practices have evolved as a strategic approach to integrating environmental sustainability into the fundamental HRM functions [1,7,8] of organisations. Green HRM encompasses how employers enable environmentally sustainable behaviour of employees at the workplace through various practices to achieve environmental sustainability [8, 9, 10, 11, 12] Green HRM relates to the integration of ecological consciousness into organisational human resource management functions or practices such as job analysis, recruitment and selection, orientation and training, performance appraisal, rewards and compensations, and health and safety at work [12,13].

Results and findings

In this part, the results are presented in two ways. The study’s primary hypotheses and the respondents’ demographic features.

4.1 Demographic characteristics of respondents
Two sets of results are provided: the primary findings for the research hypotheses and demographic information about the participants. Table 2 displays the results for the respondents’ demographic attributes. The findings showed that the majority of respondents were male (57.0 %), were between the ages of 31 and 40 (56.6 %), worked in the education sector (23.1 %), had one to five years of experience in their respective fields (50.2 %), and held non-managerial positions (62.4 %).

Abstract

Several studies have explored firm performance in the post-Covid-19 pandemic era. However, there is not much research to find reports divulging the complex relationship dynamics between business intelligence, organizational and network learning, customer value anticipation, and creative economy-based small-medium enterprises (SMEs) performance in developing countries. This study aims to uncover the complexity of those relationships. The quantitative data were collected from 313 creative economy-based SMEs in East Java, Indonesia. Using PLS-SEM, this study disclosed that business intelligence practices could not directly impact SMEs’ performance. Business intelligence will be crucial to SMEs’ performance with the support of organizational learning as a mediator. The finding also confirmed the presence of serial mediation of organizational learning and innovation in the relationship between business intelligence and SMEs’ performance. However, the role of network learning and innovation is also important, considering their relatively large direct impact on SMEs’ performance. The theoretical implications of this research broke the boundaries of strategic management theory in resource-based view and knowledge-based view in the latest era, where creative economy-based SMEs have been able to mobilize resources to carry out business intelligence to realize innovation and high performance. Further research is suggested to explore the role of business intelligence in promoting specific performance areas, such as marketing performance, financial performance, and human resource management. In addition, it is advisable to choose more specific research subjects, including those in the culinary subsector, and pay attention to other areas, e.g., the demographics of respondents in the model as a control variable.

Introduction

The performance of small-medium enterprises (SMEs) in the post-pandemic era of Covid-19 has been in the spotlight of many scientists, e.g. Ref. [1] highlighted the declining performance of 273 SMEs at the company level operating in commercial, manufacturing, service, or construction industries in certain geographical areas in Finland due to a competitive mindset contaminated by high-performance growth aspirations [2], examined the impact of identity-based entrepreneurial passion on the performance of 193 established SMEs in Ghana [3], identified the mediating role of green product innovation between green entrepreneurial orientation, green transformational leadership, and the performance of 384 manufacturing SMEs operating in Amman, Jordan [4], discussed the export performance of 329 SMEs in Vietnam and how they are developing their internal skills to face external challenges arising from the digitalization process and the COVID-19 crisis [5], analyzed the role of learning in an organization while measuring and managing the sustainable performance of 710 manufacturing sector SMEs operating in Laos [6], examined the impact of international resources on the sustainable performance of 380 Pakistani SMEs through the mediating role of green entrepreneurial orientation [7], tested the influence of organizational creativity and open innovation on the performance of 206 SMEs spread across several regions in Indonesia., and [8] explored how 247 Vietnamese SMEs can leverage information technology (IT) to overcome crises, exploit innovative opportunities, adapt to changing market conditions, and drive new competitive initiatives. This is due to the prominent role of creative economy-based SMEs as the drivers of economic growth in Indonesia and other countries [9]. East Java is no exception; one of the regions contributing 14.92% of Indonesia’s national gross domestic product (GDP) [10]. This province has much potential in the creative economy sector, which is supported by 113 startups [11,12] to face the turbulent business environment as a result of accelerating digital transformation [13] during the Covid-19 pandemic. The number of creative economy-based SMEs will continue to grow, even from the activities of homemakers who are familiar with digital literacy and the ease of doing business today [14].

Conclusion

This research has attempted to investigate the link between business intelligence, organizational learning, network learning, customer value anticipation (CVA), innovation, and creative economy-based SMEs performance in East Java of Indonesia. The findings indicate that business intelligence does not directly impact SMEs’ performance because the data generated from business intelligence practices needs to be integrated into knowledge that must be learned through organizational learning. If this is offset by CVA, it will give birth to innovations that ultimately impact SMEs’ performance. Hence, even though the impact of serial mediation network learning and innovation presence on the relationship between business intelligence and performance is not supported by field data in this study, network learning still need attention to improve SMEs’ performance. The theoretical implications of this research break the boundaries of strategic management theory resource-based view (RBV) and knowledge-based view (KBV) in the latest era, where creative economy-based SMEs in developing countries have been able to mobilize resources to carry out business intelligence, even though in a simple way, to realize Innovation and high performance.

The limitation of this research is that it has yet to explore the causes of the insignificant effect of network learning on innovation. Thus, future research can conduct qualitative studies to obtain more in-depth information regarding the relationship between network learning with Innovation. In addition, this research still uses economy creative-based SMEs as samples, while future research is recommended to involve specific samples, for example, in the culinary sector only, the sector with the highest number in East Java. Researchers can also pay attention to other provinces, such as West Java, which has the largest creative economy exports in Indonesia. Further scholars are also expected to explore the role of business intelligence in more specific performance areas, such as marketing performance, financial performance, and human resource management, and include the demographics of respondents in the model as a control variable. The data distribution in PLS-SEM analysis is only possible to assess statistical significance using the Bootstrapping technique.

Abstract

This dataset delves into the intricate dynamics linking organizational commitment (OC) and job performance (JP) within the realm of State-Owned Enterprises (SOEs). Centering on the water supply industry, it seeks to unravel the nuances of organizational citizenship behavior (OCB) in an economy oriented by socialist values. The compilation of this dataset represents a balanced integration of qualitative and quantitative methodologies, incorporating insights from expert interviews alongside data gathered from employee surveys. It encompasses 336 valid responses, which have been meticulously analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM). This approach facilitates a deeper understanding of the interconnections between OC, OCB, and EP. The dataset is instrumental in highlighting the pivotal role of professional integrity and voluntary dedication within SOEs, underscoring their critical function in representing state interests and effectively serving the public.

Background

The dataset presents an in-depth exploration of the raw data related to the intricate relationship between organizational commitment (OC) and job performance (JP) in State-Owned Enterprises (SOEs), with a specific focus on the water supply sector. This sector is highlighted for its pivotal role in public service and the socialist market economy. The data provides insights into how various forms of organizational commitment—emotional, continuous, and normative—affect employee behavior and performance in SOEs. A key aspect of the dataset is its analysis of Organizational Citizenship Behavior (OCB) and its impact on employee engagement and contributions beyond formal job requirements, underscoring its importance in public sector service delivery. The dataset is unique in its use of hybrid methods combining both qualitative and quantitative data, offering a comprehensive view of the factors influencing SOE employee commitment, civic behaviors, and their subsequent effects on organizational performance, which are essential for informed policymaking, effective management, and enhancing the efficiency of the public sector.

Experimental Design, Materials and Methods

This research adopted a mixed-methods approach to gain a comprehensive understanding of organizational commitment within the water supply industry by seamlessly integrating qualitative and quantitative methodologies. First, a comprehensive review of relevant literature guided the development of key constructs, and questions were crafted to capture these, ensuring clarity and relevance. The questionnaire underwent a rigorous validation process, including expert reviews and pilot testing with a group representative of the study population, leading to refinements based on the feedback received. In the initial qualitative phase of data collection, a series of in-depth one-on-one discussions with a select group of five experts, including two seasoned professionals from the water supply sector and three scientists, were conducted. These discussions were essential for clarifying and refining the constructs related to OC, OCB, JP. The selection of these experts was strategically done, adhering to the principle of information saturation, where the number of interviews was determined based on the emergence of no new information. The insights obtained from these interactions were pivotal in tailoring the measurement scales to suit the specific context of the Vietnamese water supply industry, particularly focusing on Ho Chi Minh City. This process involved a meticulous adaptation and translation of existing scales from prior studies, ensuring the precision and comprehensibility of the questionnaires. These refined scales subsequently formed the basis of a preliminary questionnaire, which was further evaluated and improved through a focused group discussion with seven key personnel from the Saigon Water Corporation. This phase was crucial in providing a thorough understanding of the context and played an instrumental role in the validation and refinement of the quantitative survey instruments. Through these qualitative interactions, the questionnaire items were meticulously modified and clarified to enhance their relevance and comprehension in the specific context of the water supply industry. After the qualitative phase, data collection was conducted via in-person interviews, email, and an online questionnaire. The questionnaire, which included a declaration on data ethics and confidentiality, had two primary sections. The first part gathered gender, marital status, age, education, and position. The key research variables in the second segment were assessed using a 7-point Likert scale with 30 items Table 8 provides details on the sample characteristics, including frequency and percentage tests.

Abstract

As customer service quality becomes an important factor that is responsible for the firms’ overall successes, many organizations are trying to seek all related clues which can help them to enhance it. Thus, this research aimed to examine how job stress, job satisfaction, and organizational commitment affected customer service quality among bank employees in Cambodia. To accomplish this objective, 630 bank employees working at different banks in Cambodia were invited to answer questionnaires. Furthermore, a structural equation model was used to analyse data. Results indicated that banks could receive high organizational commitment when their employees obtained significant changes in job satisfaction and job stress. Meanwhile, banks could improve customer service quality if there were significant changes in organizational commitment and job stress, except job satisfaction. Finally, a mediation testing result confirmed organizational commitment as a full mediator between job satisfaction and customer service quality. Despite the results highlighted the significant impacts of job stress and organizational commitment on customer service quality, organizational commitment was the stronger factor promoting better customer service quality as this factor contributed higher degree of impact on customer service quality. Therefore, banks should pay more attention to prioritize and promote their organizational commitment among their employees.

Introduction

Customer service quality represents a critical component of business success, encompassing the delivery of accurate information and high-performance interactions to meet consumers’ needs [ 1 ]. Extensive research has underscored the pivotal role of superior customer service quality in garnering positive evaluations from customers, thereby fostering heightened satisfaction with firms [ 2 ]. Furthermore, it has been well-established that high service quality serves as a potent risk mitigator, engendering greater customer trust [ 3 ] and fostering enduring loyalty towards the same firms [ 4 ]. This symbiotic relationship between customer service quality, satisfaction, and loyalty not only fortifies customer retention rates but also contributes substantially to sustained revenues and business sustainability [ 5 , 6 ]. Given the prevalence of research in this area, including the focus of Goh et al. (2016) [ 7 ] on examining satisfaction in Internet banking within the Malaysian context, it is clear that a nuanced understanding of the root causes underpinning customer service quality is imperative for firms seeking to thrive in today’s competitive landscape.

Meanwhile, amidst the economic resurgence of Cambodia, a dynamic Southeast Asian nation, following the upheaval wrought by the COVID-19 pandemic, the nation has demonstrated an impressive average economic growth rate of approximately 5.1 % [ 8 ]. This economic revitalization has catalysed the resumption of business operations across various sectors, including small and medium enterprises (SMEs), underscoring the country’s resilient spirit and commitment to progress [ 9 ]. Notably, banks have played a pivotal role in this resurgence, extending an array of financial services to support businesses in Cambodia’s evolving economic landscape [ 10 , 11 ]. Amidst the proliferation of financial service offerings, banks have emerged as crucial facilitators, providing essential services such as e-banking, loans, and various card services (ATM, debit, and credit cards) to meet the diverse needs of businesses [ 11 ]. In this context, the delivery of exemplary customer service quality emerges as a paramount differentiator for banks seeking to distinguish themselves amidst intensifying competition [ 12 ]. Failure to meet customer expectations in terms of service quality may not only jeopardize satisfaction and trust but also impede customer retention, as businesses vie to attract and retain customers amidst an increasingly crowded marketplace [ 10 ]. Thus, it is imperative for banks to discern and comprehend the underlying factors influencing customer service quality to maintain their competitive edge and foster sustainable growth.

Conclusion

The main goal of this research was to examine the effects of job stress, job satisfaction, and organizational commitment on customer service quality in the banking industry. To achieve this aim, 630 bank employees who were from different banks in Cambodia were invited to fill in the survey with 100 % response rate. The results of this study indicated that banks’ organizational commitment was significantly influenced by their employees’ job stress and satisfaction. Moreover, organizational commitment and job stress significantly affected customer service quality while job satisfaction did not show any significant impact on customer service quality. Finally, the mediation testing result confirmed that organizational commitment was the mediator between job satisfaction and customer service quality. To sum up, organizational commitment was the main predictor of customer service quality because this factor had the strongest effect on customer service quality.

Despite achieving its primary objectives, this research is not without limitations. Firstly, reliance on self-reported responses from respondents may introduce bias into the findings. Respondents’ subjective interpretations of questionnaire items could influence their responses, potentially skewing the results. Future studies could mitigate this limitation by employing structured interviews to control for respondent bias and ensure more objective data collection. Secondly, the findings of this research are primarily contextualised within the banking industry, limiting their generalizability to other sectors such as airlines, tourism, and online shopping services. Variables affecting customer service quality may vary across industries due to unique customer expectations and service delivery mechanisms. Thus, future research should explore the applicability of identified variables in diverse industry contexts to enhance understanding of customer service quality across sectors.

Abstract

The primary purpose of this article is to determine the relationship between employer brand attractiveness, which is considered to be critical in achieving sustainable human resource management and organizational commitment, and to reveal the moderating role of perceived organizational support in this relationship. The research was conducted on the employees of 5-star hotels in Manavgat, one of the most popular tourist destinations in Turkey. Data were collected between June and October 2023. The hypothetical model was developed based on the results obtained and was tested using the AMOS program (IBM SPSS AMOS 22). Accordingly, the Process macro (model 1) was found to be the most appropriate model for determining moderating effects. The results of this study revealed a positive relationship between the economic, social, development, and application dimensions of employer brand attractiveness and organizational commitment. On the other hand, it was concluded that interest value did not have a statistically significant effect on organizational commitment. Moreover, it was also determined in the results of this study that perceived organizational support has a moderating role in the relationship between employer brand attractiveness dimensions and organizational commitment. It is believed that the research findings concerning the relationships between the variables and the moderating effect of perceived organizational support will contribute to filling a gap in the relevant literature. In light of the findings, a number of theoretical and practical implications have been presented for tourism and hospitality organizations and academicians on sustainable human resource management.

Introduction

The gradual deterioration of the natural environment caused by human activity has led to the necessity of proposing the concept of sustainable development. Consequently, the safeguarding of the natural environment and resources for the benefit of future generations has become a global obligation [1]. In addition, contemporary businesses are developing novel management strategies in response to the global imperative [2]. The concept of sustainable development is not limited to economic considerations but encompasses social and ecological aspects as well [3]. The application of the concept of sustainable development at the business level necessitates an understanding of the social and ecological contributions of business processes while seeking to meet the expectations of all stakeholders. This encompasses the financial expectations of owners and shareholders and the security and stability needs of employees and other groups that interact with the business [4]. The most crucial aspect of sustainable enterprise development is the identification of the optimal human resources [5]. It can be observed that the enhancement of the social and environmental efficacy of enterprises is contingent upon the role of the human factor. The implementation of environmentally oriented policies and procedures can be effectively carried out by individuals who possess a positive attitude towards the environment, possess the requisite competencies and knowledge to understand and address ecological issues, and are aware of the potential consequences of their actions on the environment. In this context, there are a number of advantages to be gained by businesses that adopt sustainable human resources practices in their personnel selection procedures [6].

Conclusions

In the tourism sector, which is a labor-intensive sector, it is quite important to create brand attractiveness and the desire of employees to continue working in the organization. An employee who is loyal to the company he/she serves will significantly lower the employee turnover rate. In the present study, considering these aspects, the relationship between employer brand attractiveness, continuance commitment, and perceived organizational support has been determined. The effects of economic value, social value, development value, interest value, and application value, which are the sub-dimensions of employer brand attractiveness, on continuance commitment were analyzed. The concept of organizational support suggests that when employees feel supported by the organization, their behaviors tend to benefit the company. Employer Branding is an important tool within the talent management process. In this context, this study has investigated the potential moderating role of perceived organizational support in the relationship between the sub-dimensions of employer brand attractiveness and continuance commitment. A model has been developed and evaluated based on these obtained data.

After examining the effect of employer brand attractiveness sub-dimensions on organizational commitment, it was found that the sub-dimensions of employer brand attractiveness, including economic value, social value, developmental value, and application value, affect organizational commitment. It is well known that employer brand value affects the variables of job satisfaction, organizational loyalty, behavioral intention, branding in tourism, and affective organization commitment, and this study has confirmed its effect on continuance commitment. An important finding of this study is that the benefit value does not influence continuance commitment.

Abstract

The focus of this research is to investigate the factors that influence employee voice behaviour by examining the integration of high-performance work systems, stewardship climate, and trust in supervisor. Drawing on social exchange theory and leader-member exchange, this study investigates the positive relationship between trust in supervisor, high-performance work systems, stewardship climate and employee voice. Data were collected in three stages from 376 Nigerian telecommunications customer-contact employees. Partial Least Squares–Structural Equation Modelling was used to test the dataset. The findings indicate that high-performance work systems have a favourable association with employee voice, while stewardship climate has an adverse correlation with employee voice. Moreover, trust in supervisor is found to mediate and enhance the favourable relationship between high-performance work systems, stewardship climate, and employee voice. The relevance of this study to service industries, management research, and its practical implications is discussed.

Introduction

In the current business landscape, employee voice (EV) is widely regarded as a crucial factor for improving organisational competitiveness and efficacy [1–7]. EV refers to the voluntary and self-initiated actions of employees who express their thoughts and opinions regarding work-related matters through verbal communication, intending to improve workplace conditions and learn from mistakes and weaknesses [8,9]. This behaviour seeks to challenge the established norms and drive positive change [10]. Despite the benefits of EV behaviour (EVB), it is often viewed as risky. For instance, employees may be hesitant to speak up in the workplace out of fear of damaging social relationships or being perceived negatively by others [7,11]. This is especially true when it comes to addressing employers-supervisors’ issues, as they have significant influence over resources and career opportunities [12]. The significance of EV is paramount, given its ability to provide employees with a platform to communicate their ideas and concerns. Through EV, individuals can proactively engage with their workplace and participate in shaping their work environment. Without this outlet, employees may resort to negative actions such as quitting their job, remaining silent about workplace issues, or openly expressing discontent with management decisions and work processes [13,14]. Hence, it is imperative to acknowledge and prioritise the role of EV in promoting a positive and productive workplace culture. The foremost concern of ‘How can organisations influence employees’ voice?’ is a vital question for academics and practitioners, particularly when they have potentially relevant information [15]. The empirical evidence discussed above supports the notion that high-performance work systems (HPWS) [16], organisational climate through stewardship [17], and trust in supervisors (TIS) [18] are crucial factors that contribute to enhancing EVB. These preconditions are crucial in creating a productive and supportive work environment. By prioritising these factors, organisations can create an atmosphere where EV is not only encouraged but also valued and integrated into decision-making processes.

HPWS is a set of HR practices, which can improve employees’ capability, willingness, and opportunity to participate, while also enhancing an organisation’s sustainability and competitive advantage [19,20]. When implemented appropriately, HPWS can increase employee knowledge, skills, and abilities, leading to improved EV [21]. For instance, HPWS is essential for EV because it may act as a link to build an all-encompassing research model that incorporates the two concepts and highlights their linkages within a unified framework [22,23]. The strategic characteristic of HPWS can influence employees’ perception of EVB and provides the appropriate motivation and opportunity to influence their voice behaviour [23]. Therefore, the establishment of a synergistic HR system, known as ‘best practice’, is necessary in stimulating EVB through HPWS.

Results

In the first step, items with low standardised loading were removed for the CFA, consistent with previous studies [135,136]. Forty-nine out of fifty items (loadings) were above 0.70, as shown in Table 2. All composite reliability scores were larger than 0.60 for each of the latent constructs (HPWS 0.894, STC 0.889, TIS 0.938, and EV 0.861), indicating that all measures were reliable [130,137]. All Cronbach’s alpha (HPWS 0.818, STC 0.811, TIS 0.920, EV 0.804) were above 0.70 indicating the findings are reliable. It also showed that the average variance extracted (AVE) for each latent variable was above the threshold (0.50); that is, the indicators’ principal components were extracted.

Abstract

Sustainability issues have long been a critical notion in business, while successful green human resource management (GHRM) has the potential to help organizations perform better in terms of environmental sustainability. The current paper evaluates the mechanism through which green human resource management affects green organizational commitment, green innovation practices and low-carbon behaviour among 610 employees in South Africa. The study further evaluates the mediation connection among the variables and the moderating influence of green transformational leadership through social cognitive theory. The stratified sampling approach was applied in selecting the respondents, and the structural equation model was applied to test the hypotheses. The empirical outcome of this research is as follows: (1) GHRM has a positive and substantial effect on green organizational commitment, green innovation practices and low-carbon behaviour. (2) The findings also revealed that green organizational commitment and green innovation practices affect low-carbon behaviour among staff. (3) The results suggest that green organizational commitment and green innovation practices have a substantial mediation influence on the connection between green human resource management and low-carbon behaviour. (4) Last, green transformational leadership discovered a positive moderating effect on the link between green human resource management and low-carbon behaviour. The paper makes several practical recommendations for strengthening low-carbon behaviour. Therefore, human resource management managers should outline measures that can be used to empower and engage employees in environmental issues and provide them with autonomy to address these challenges.

Introduction

Governments are pressured globally to accelerate carbon cuts and align national climate action plans with the Paris Agreement (Cai et al., 2022a; Sampene et al., 2021; Wiredu et al., 2023). Steg et al. (2017) believe these programs and interventions will achieve their target when focused on people’s behavioural concepts. Similarly, Wang et al. (2021) proposed that addressing environmental challenges requires behavioural and cognitive changes from all societal sectors and levels. Hence, it is prudent to examine employees’ low-carbon behaviour (LCB) and how it contributes to environmental performance (EP) among small and medium-sized enterprises (SMEs) in the Republic of South Africa. South Africa is the world’s 14th largest emitter of greenhouse gases (Adebayo and Odugbesan, 2021; Shikwambana et al., 2021). Therefore, South Africa plans to reduce its unemployment rate through SMEs and the manufacturing sector; however, van Staden (2022) believes this may put pressure on the energy sector, contributing significantly to the country’s higher levels of environmental pollution. This is because the country’s CO2 emissions are principally high due to a heavy dependence on non-renewable energy sources from SMEs.

Hence, it is imperative to advance research on pollution from SMEs in this era, where there is a growing debate for SMEs to go into “green initiatives.” As Meissner (2022) revealed, green innovation practices (GIPs) and green organizational commitment (GOC) have several implications, such as reducing production costs and improving firms’ EP. In addition, GIP helps firms reduce waste generation, reduce harmful emissions, and preserve natural resources. Firms’ involvement in GIP also helps attract customers who support environmental management initiatives (Bass, 2020; Meissner, 2022). Therefore, this study identified various drivers to improve LCB among SMEs in light of this discussion. LCB has been described as human activities geared toward protecting the environment. LCB is also known in some studies as “environmentally friendly behaviour”, “green environmental behaviour”, and “pro-environmental behaviour” (Foster et al., 2022; Yuan and Li, 2023). As a result of the upsurge in climate issues caused by human behaviour, one subject matter that has attracted interest in environmental sustainability research is LCB (Ansari et al., 2021). To understand the concept of employee LCB, the researcher envisioned social cognitive theory (SCT). SCT emphasizes that individual behaviour influences the environment. This relation is reciprocal determinism; thus, people’s behaviour is defined as the interplay of environmental factors, behavioural concepts, and cognitive factors. As a result, this article extends SCT and evaluates the effect of employees’ LCB.

Conclusions and research implications

6.1. Conclusions
International organizations such as the United Nations and the recent Glasgow Agreement are championing the need for carbon emissions and preserving the environment for future generations. This call has necessitated the importance of this study, which focuses on low-carbon behaviour among employees of SMEs from an emerging country (South Africa). The research hypothesis was evaluated through the SEM-PLS methodology and the IPMA (importance-performance map analysis) analysis approach. The analysis from this research revealed that (1) GHRM has a positive and substantial effect on GIP, GOC, and LCB. (2) The findings also revealed that GOC and GIP positively influence LCB among staff. (3) The results suggest that GIP and GOC have a substantial mediation influence on the connection between GHRM and LCB. (3) Last, GTFL revealed a positive iterative effect on the link between GHRM and LCB. The following is an explanation of the theoretical and practical contributions based on the empirical results of the current analysis.

6.2. Theoretical implications
An integral theoretical contribution of this study is that while some evidence has been provided on the influence of GHRM on LCB (Shoaib et al., 2021), little environmental research has examined the intermediary effect of GOC and GIP on these concepts. More specifically, the evidence outlined in this paper demonstrated that GOC and GIP mediate the connection between GHRM and LCB. This research outcome indicates these variables’ significance in developing green innovation actions. In other words, the commitment levels and innovation practices exhibited by staff members can be influenced by GHRM policies, eventually affecting staff LCB. Furthermore, the study provided empirical evidence indicating that SMEs should invest in GIP and improve their staff’s GOC, as it has been established to be an effective tool for improving EP. Thus, GIP and GOC are future initiatives that bring about dynamic changes in institutions, technologies, and commercial strategies and help improve environmental sustainability. In addition, incorporating GTFL as a moderator provides a novel perspective on leadership’s role in promoting GHRM and LCB. Thus, the research proved that GTFL inspires workers to achieve better results. The research has revealed how vital GTFL is in improving the connection between GHRM-LCB. Therefore, managers must practice the GTFL approach to help foster the improvement of both ecological behaviour and firms’ EP.

Abstract

This study aims to analyze the role of green transformational leadership and human resource management in organizational performance with the mediating effect of green innovation. The study also proposes the moderating role of commitment to management change. The study used a quantitative research method with a random sampling technique and surveyed 235 managers from the Cement industry across Pakistan. The statistical techniques used to assess the study’s hypotheses were partial least squares structural equation modeling (PLS-SEM) and SPSS. The findings show that green transformational leadership and HRM positively impact organizational performance, with green innovation partially mediating effect. Furthermore, affective commitment to management change strongly moderates the relationship between green innovation and organizational performance. In addition, the proposed relationship is based on the resource-based view (RBV) theory. Therefore, Managers and executives should adopt green principles and practices and build an environmentally friendly culture that encourages employees to engage in green behaviors and activities to improve organizational performance. To successfully implement green practices in a developing country like Pakistan, the Cement sector must understand how the cement industry improves its performance and whether employees demonstrate green innovation.

Introduction

In recent decades, scholars have recognized the significance of Green HRM and green leadership in shaping the operational practices in modern firms [1]. In this regard, and for the efficient and effective management of operations, technology advancements, and rising stakeholder pressure have motivated firms to discover and implement cost-effective and long-term methods to improve organizational performance [2,3]. Enhancing performance has emerged as a primary problem for businesses, requiring the effective utilization of organizational resources and adopting environmentally sustainable practices in Green HRM and eco-friendly activities [4]. The significant rise in globalization and social responsibilities demands justifications for adopting optimal Green HRM practices and integrating data analytics to enhance decision-making [5,6]. To ensure the sustainability and advancement of green business activities, dominant policies encompassing Green HRM, innovation, leadership, environmental quality, and social well-being are essential. Businesses can mitigate their adverse environmental and societal impacts by implementing GHRM, green leadership, and innovative practices [7]. Green HRM comprises three crucial components: motivating employees to enhance their engagement, providing them with green opportunities, and assisting in developing their green skills, which are essential abilities [8]. The underlined components of Green HRM address staff recruitment, selection, development, and training with an environmentally conscious focus; the potential for adopting green practices encompasses employee involvement and green leadership [9].

Discussion

Our empirical work has examined the interactions among variables such as green transformational leadership, HRM, innovation, affective commitment to management change, and organizational performance of the cement industry in Pakistan using theoretical insights from RBV theory. Our study has thoroughly explained all three hypotheses and their sub-hypotheses, showing that the performance of an organization can be improved through green transformational leadership and HRM. This improvement is achieved through the mediating role of green innovation and the moderating role of affective commitment to management change. There is a strong and positive association between all three hypotheses.

Our study found that green transformational leadership influences firm performance by establishing a clear environmental vision, motivating individuals to adopt green practices, increasing employee commitment to achieving environmental goals, and encouraging staff to create and disseminate new green practices; these results are similar to past findings [41]. The results demonstrate that transformational leaders who foster their employees’ green practices to motivate them have excellent potential to execute green prospects effectively.

Abstract

Purpose
This study examined the effect of human resource development practices on employee performance, with job satisfaction as a mediating variable among academic staff at Mizan Tepi University.

Methods
A standardized Likert-scale questionnaire was administered to academic staff members selected through stratified random sampling from eight colleges at Mizan Tepi University. Descriptive and inferential statistics, including a structural equation model and t-tests, were used for data analysis.

Results
The study found a significant positive correlation between human resource development practices and employee performance. Job satisfaction was identified as a mediator between HRM practices and employee performance. Specific dimensions of human resource development practices, such as training and development, academic career development, teamwork spirit, and counseling, had significant effects on employee performance, with both positive and negative impacts observed. Additionally, academic career development, succession planning, and counseling were found to have a statistically significant positive effect on the academic staff at Mizan Tepi University.

Conclusions
This study found that training and development, academic career development, teamwork, counseling, and job satisfaction significantly impact employee performance. The results of the regression analysis using the SEM model revealed that job satisfaction, training and development, and teamwork positively affect academic staff performance while negatively affecting academic career development and counseling. Academic career development, teamwork, counseling, and succession planning were found to have a positive effect on job satisfaction. The mediation analysis indicated that academic career development and counseling partially mediate employee performance, while succession planning fully mediates it. Therefore, focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling is essential to enhancing job satisfaction among academic staff at Mizan Tepi University.

Introduction

A framework for increasing human capital inside an organization by developing the company and its employees to boost performance is known as human resource development [1]. Through planned learning activities, human resource development practices create essential competencies that people in companies need to accomplish their present and future roles. Consequently, the concept of HR development has emerged as a strategy to enhance the capacity of existing employees in organizations to perform their duties efficiently. Human resource development (HRD) practices apply to various types of organizations within the business sector that use HRD to initiate and manipulate exchanges that include knowledge sharing, skill development, information transfer, collaboration, feedback, or mentorship. HRD also guarantees a healthy balance between the desires of individual employees and those of the entire organization [1]. According to published studies [2], the foundation of human resource development is the enhancement of organizational performance through the work and skills of people. It seeks to enhance the accomplishment of the purposes and objectives of an organization. The main aim of HRD is to prepare employees to work in the current environment to the best of their abilities and to develop these abilities in preparation for upcoming challenges. Training and development programs create awareness to contribute to employee effectiveness, job performance, and overall organizational success among employees through the use of new technologies [3]. According to Ref. [4], one of the vital traits in the field of HRD is the focus on work-based training, or what may often be referred to as informal education techniques. To accomplish their objectives, organizations must improve the skills and capacities of their workforce by supporting individual training and creating settings where knowledge may be generated, shared, and used by a variety of stakeholders as well as by individual workers. According to Ref. [5], the relationship and impact of HRD practices on job satisfaction indicate that the HRD climate has a definite impact on job satisfaction, which in turn leads to increased organizational performance. They studied the impact of HRD on the job satisfaction of employees in selected public sector enterprises and subsequently studied the impact of HRD on employees and organizational performance. According to Ref. [6], there is a significant relationship between the HRD environment and job performance, and any positive change in the HRD environment will bring about positive changes in job performance. The HRD climate refers to the overall environment, culture, and practices within an organization that support and promote human resource development. HRD practices are the primary way organizations attempt to maintain the competency levels of their employees, thus increasing their performance levels. Ineffective HRD practices can result in various problems, such as a reduction in employees’ ability to develop and apply new skills, a decrease in staff productivity, an increase in employee turnover, and lower overall performance levels within organizations [7]. Problems relating to HRD result from HRD programs failing to address organizational and staff needs. When HRD initiatives are carried out effectively, they may boost productivity and save costs associated with personnel turnover, services, strikes, and losses. HRD plays a vital role in improving job performance and overall organizational effectiveness. Some studies have addressed current HRD practices as an HRM issue. For example, new-entry academic staff, especially those who receive training in SPSS, STATA, and SEM and who have skill gaps, will be more effective as a result of HRD practices. This means that they are better equipped with the necessary skills, knowledge, abilities, and competencies to perform their job tasks successfully and contribute to organizational effectiveness because the formal educational system does not adequately teach specific job skills for a position in a particular organization, so such employees will not have the requisite skills, knowledge, abilities, and competencies needed to perform a specific job. As a result, HRD activities are required to enhance their performance and to help them make substantive contributions to the organization’s growth. However, inefficient HRD practices can lead to many problems, such as reduced employee enthusiasm for learning and applying new skills, decreased employee productivity, low morale, and higher employee turnover rates [8]. One of the most prominent and well-respected jobs in the world is teaching.

Conclusions

The main objective of this study was to examine the effect of human resources development practices on employee performance and explore whether job satisfaction mediates the relationship between human resources development practices and employee performance. The study focused on academic staff at Mizan Tepi University as the sample population. The following conclusions have been drawn in light of the study’s objectives and findings:

Firstly, the analysis of demographic variables revealed that there were no significant mean differences between male and female respondents in terms of job satisfaction. However, gender affects employee performance. This suggests that gender diversity should be promoted in organizations, creating an inclusive environment and policies that eliminate gender-based discrimination.

Secondly, the results of the correlation analysis showed a positive and significant relationship between training and development, academic career development, teamwork, counseling, and job satisfaction. It implies that when the university effectively implements human development practices, such as rewarding employees, implementing succession planning, promoting academic career development, and fostering teamwork, there is a proportional improvement in employee performance. Furthermore, all the HRD practices showed significant and positive relationships with employee job satisfaction. This underscores the significance of focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling to enhance job satisfaction among academic staff at Mizan Tepi University.

Abstract

     Recent literature suggests entrepreneurs struggle to pivot—or fundamentally change aspects of their venture—due to identity-based resistance to change. Yet, when entrepreneurs receive negative feedback, overcoming this resistance may be important to pivoting their business model. We adopt a convergent, mixed methods research design to explore when and why some entrepreneurs overcome resistance to change in response to negative feedback during early-stage business model experimentation. Building upon qualitative data that we gathered and analyzed, we theorize entrepreneurs may resist pivoting their value proposition relative to other business model components despite receiving negative feedback on this aspect of their business model. However, we find three factors – entrepreneurial experience, startup mentoring, and team size – may enable entrepreneurs to pivot in response to negative feedback. We theorize that these factors broaden a startup team’s perspective, enabling value proposition pivoting during early-stage business model experimentation. We test these relationships with quantitative data from 80 startups engaged in business model experimentation and find support across hypotheses. We contribute to understanding when and why entrepreneurs pivot aspects of their business models in response to negative feedback during early-stage business model experimentation.

Introduction

     The entrepreneurship literature suggests startups may benefit from experimentation and pivoting business model components in response to negative feedback from stakeholders (Andries et al., 2021; Blank and Eckhardt, 2023; Camuffo et al., 2020; Ries, 2011). In early stages of a new venture, a business model refers to a cognitive schema of a potential activity system designed to create and capture value (Massa et al., 2017; Shepherd and Gruber, 2021; Snihur & Eisenhardt, 2022). Business model experimentation is the process of testing assumptions underlying a potential business model schema and pivoting aspects of the business model in response to negative feedback (Andries et al., 2013; McDonald and Eisenhardt, 2020; Leatherbee and Katila, 2020). Building upon prior literature, we define business model pivoting as a fundamental change to a business model component (Berends et al., 2021; Shepherd et al., 2023; Shepherd et al., 2023). Yet, startup founders often struggle to change business model assumptions in response to negative feedback. Identity-based motives to preserve beliefs and assumptions related to founders’ self-concept may conflict with the capacity to change aspects of an emerging business model in response to negative feedback (Grimes, 2018; Kirtley and O’Mahony, 2023; Zuzul and Tripsas, 2020). Despite the general understanding that founders struggle to change their ideas, however, the entrepreneurship literature currently lacks precise insight into when and why some founders can overcome resistance to pivoting distinct business model components during early-stage business model experimentation.

     In this research, we use a convergent, mixed-methods research design to explore when and why startups pivot different aspects of their business model. We do so within the context of early-stage business model experimentation, wherein startup founders explicitly state business model assumptions, test those assumptions against stakeholder feedback, and are encouraged to pivot business model components in response to negative feedback. Through an exploratory qualitative analysis in Study One, we observe that founders are more willing to pivot when negative feedback relates to peripheral aspects of their business model—the activity system designed to deliver value. By contrast, founders resist pivoting the value proposition of their business model despite receiving negative feedback from stakeholders. This finding is important because the value proposition may be critical to pivot in response to negative feedback during early-stage business model experimentation to realize value creation (Camuffo et al., 2020; Danneels, 2007; Marvel et al., 2020; Zellweger and Zenger, 2021; Zott and Amit, 2007, 2008).

Conclusion

     Our research explored how startups experiment with and pivot their business models in response to negative feedback. Using a mixed-methods research design, we highlight founders are more likely to pivot certain aspects of their business model as opposed to other aspects of their business model. To overcome this resistance to change, startups can gain entrepreneurial experience, engage frequently with startup mentors, and expand the size of their team. We suggest these factors enable pivoting because they increase breadth of perspective, which in turn allows founders to consider more alternative solutions when facing negative feedback. Overall, we contribute to understanding the social psychological mechanisms that enable startups to pivot different aspects of their emerging business model schemas during early-stage experimentation.

Abstract

Human Resource Management (HRM) helps develop an ecofriendly culture by molding employee behavior. However, numerous elements also play critical roles. The intent of this article was to inspect the influence of green HRM on workers’ in-role and extra role ecofriendly behavior using the mediating effect of proecological climate and green empowerment. The regulating effect of environmental knowledge on workers’ extra role behavior was also planned to investigate. To inspect the data, this study employed a two-stage approach of structural equation modeling (SEM). Purposive sampling was applied to collect data for the study, which included an empirically verified questionnaire. The discoveries from the study revealed that environmental knowledge doesn’t strengthen the affiliation between GHRM and employees’ extra role ecofriendly behavior. Besides, proecological climate and green engagement have an important role to shape employees’ ecofriendly activities. The results of the study can assist the industry-wide decision-making process. It will also open new ground to study other sectors.

Introduction

Convergence on the environmental issues connected to global warming, ecological pollution, an increase of CO2, technological affluence so on and so forth pushed back the business organization to reform the environmental performance in a greener way to condense the adverse impact on the environment. Environmental injustice, climate change, ethical quandaries concerning the environment, social responsibility, the marginalization of environmental issues, the emergence of powerful interest groups, radicalism, & anti-capitalist protests have all stumped up the environmental awareness toward society [1]. Green Human Resource Management (GHRM) is a concept of this effort to promote HR practices that contribute to the business, society, and the environment to a greater extent. GHRM is defined by different authors in various literature. It symbolizes the HRM policies & practices by incorporating environment-friendly HR inauguration for sustainable use of resources with efficiencies. It also focuses on waste reduction, promotion of job-related attitude, balanced work/life, the introduction of vehicle sharing program, e-filing, telecommuting, simulated conferences, online training, recycling, energy-efficient office space, and so on to promote green behavior or ecofriendly behavior not only for employees but also for the society [2]. Functions of HRM, for instance, recruitment & selection, performance management, training & development, and compensation management are next to the vision, mission, and strategy of the firm for achieving competitive advantage [3]. GHRM efforts have been noted in a variety of academic works such as “green recruitment & selection, green training, green performance management, green pay & reward, green involvement, green leadership, green induction” [[4], [5], [6]].

Conclusions and recommendations

Our investigation attempted to explain the consequences of GHRM activities including the regulating and interceding effects of some relevant factors like EK, GE, and PEC. Based on the responses that we have collected from the staff employed in the service sector in Bangladesh we can summarize that GHRM activities help employees to develop green concerns and behave in an environmentally friendly way. Though EK doesn’t have any impact on the employee’s behavior, we believe that this finding created a new dimension to explore more factors that might have a significant influence on their behavior. In addition, a workplace having an ecofriendly atmosphere encourages employees to assimilate their behavior in a green manner. Moreover, regulating effect of EK with the association between GHRM and ERGB was not significant enough.

Abstract

     The efficient use of an organisation’s valuable human resources is crucial to its success. Organizations are embracing HRIS more and more to ensure the efficient utilization of their human resources (a relatively new technology in HRM). However, enterprises, especially manufacturing firms, are lagging in reaping the benefits of modern technology due to a slew of challenges. To close the stated gaps, the current study investigated the role of human resource information system on employees’ behavioural outcomes in selected manufacturing firms in Nigeria. The diffusion of innovation theory was used to explain the inevitability of new technology in HRM. The target population comprised managers and supervisors of Nigeria’s selected Fast Moving Consumer Goods firms (FMCGs). Specifically, the purposive sampling technique was adopted to select the participants for this study. Copies of the questionnaire was used to collect data from a diverse cross-section of the managers and supervisors. The information collected was analyzed using structural equation modeling. The findings revealed that manpower planning information, performance appraisal information and succession planning information are predictors of employees’ behavioural outcomes. It was concluded that management apprehension, employee privacy concerns, internal organisational opposition, and conversion costs are the most significant barriers to effective HRIS implementation. Finally, several quantifiable approaches to improve new technology in HRM were proffered.

Introduction

     Organizations nowadays are under pressure to reduce operational costs while also responding to client demands. It is more intense for the manufacturing sector across the globe. The usage of human resource information system (HRIS) positively impacts the company since it reduces expenses, improves communication, and shortens the time it takes to complete HR-related tasks [[1],[2]]. Despite the undeniable benefits of modern technology, most manufacturing firms, particularly small and medium-sized businesses, cannot profit from it fully. In 2012, the Institute of Management and Administration performed a poll, in the survey, respondents identified a lack of employees, a lack of budget, difficulty with time management, the need to collaborate with other departments, and a lack of information technology assistance as challenges in administering HRIS [[3]], because these are general barriers to any information system, a list of more specific barriers may arise throughout the implementation and management of HRIS. Some of these roadblocks are related to ambiguity in identifying the key people responsible for basic HRIS design, the difficulty in formulating HR policies under multiple national laws, the risk of losing personal data stored in HRIS, and the difficulty in measuring the behavioural dispositions of manufacturing employees [[4]].

Conclusion and recommendations

     With the undeniable advantages of HRIS, businesses should choose to assure successful implementation by understanding the difficult and disruptive difficulties. The findings of this study may be useful to HR executives in identifying obstacles that obstruct the efficient implementation of this technology in HRM activities. Top management support is the most important aspect of the overall success of an HRIS plan. Before addressing enhanced capabilities, an effective HRIS approach should be progressive and include the development of a stable core capability. Strategic enablement and future-facing activities such as planning and predictive analytics will be based on a solid foundation and plan. To achieve the organisational intended outcome, manufacturing firms should be prepared to work through various barriers and challenges during the HRIS deployment. Based on the findings, it was recommended that:

     Firstly, a suitable amount of time should be allocated for managers and employees to learn how to use the new system, and they should be involved as much as possible in the system’s implementation and modification, so as they have better understanding of the system’s interface. Secondly, managing change is not the same as training; nonetheless, it can be discussed at HRIS training meetings. After training, additional assistance should be given to help employees adjust to utilizing the new system on a regular basis. Managers should make it clear how and when employees can contact them with questions about the new changes, for as by email or during designated office hours. Finally, the management of the Nigerian manufacturing firms should also motivate their staff while implementing technologically friendly HRM practices in order to drive positive behavioural tendencies.