Theories to be used in study

Two theories will be used to explain the conceptual model of this study.

1. For Green HRM Practices:

“Ability–motivation–opportunity (AMO) theory”

The study will first use ability–motivation–opportunity (AMO) theory.

AMO theory states that HRM practices are connected with performance (Jiang et al., 2012) in
relation to ability, motivation, and opportunity (Appelbaum et al., 2000).
The AMO theory explains that HRM practices boost organization’s human capital via increased
human capabilities, which result in increased performance such as reduced waste and increased
quality . Following the AMO theory, HRM practices might influence employees’ discretionary
behaviors (Shen et al., 2018).

2. For Work engagement & Organizational Commitment:

“Social Exchange Theory (SET)”

According to the SET, employees who show higher levels of work engagement are more likely
to be in a trustful and quality relationship with their organizations, and subsequently will be more
likely to show more positive attitudes (organizational commitment) to their employers (Saks,
2006).
Therefore, when the employer implements successful HRM practices employees will be more
engaged in their work and this will lead to better outcomes and positive attitudes (Bakker and
Demerouti, 2008; Schaufeli and Bakker, 2008).
Therefore, employees in Meezan Bank will perform well at work with the expectations that their
ban will repay back in terms of monetary rewards and other fringe benefits, which is in line with
SET. Therefore, employees will demonstrate higher commitment to their organizations, when
they feel that their efforts are appreciated and recognized (Davies, 2001).

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Work engagement plays a significant mediating effect on the relationship between HRM
practices and organizational commitment. This assumption is in line with the SET, which
explains that work engagement can be seen as way to repay the organization for the resources
provided to employees.
Effective Green HRM practices creates a sense among employees that they need to repay the
organization through engaging more in their jobs and showing high levels of enthusiasm and
energy, which ultimately, will increase their commitment to the organization
When employees take advantage of effective HRM practices, they tend to be highly engaged and
finally show desirable work-related attitudes (Karatepe and Olugbade, 2016).

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References

Appelbaum, E., Bailey, T., Berg, P., K alleberg, A.L. and Bailey, T.A. (2000),
Manufacturing Advantage: Why High-Performance Work S ystems Pay off ,
Cornell Universit y Press, Ithaca, New York.
Bakker, A.B. and Demerouti, E. (2008), “Towards a model of work
engagement ”, Career Development International , Vol. 13 No. 3, pp. 209 -
223.
Bakker, A.B. and Schaufeli, W.B. (2008), “Positive organizational behavior:
Engaged employees in flourishing organizations ”, Journal of
Organizational Behavior: The International Journal of Industrial,
Occupational and Organizational Psychology and Behavior , Vol. 29 No. 2,
pp. 147-154.
Davies, D., Taylor, R. and Savery, L. (2001), “The role of appraisal,
remuneration and training in improving staff relations in the Western
Australian accommodation industry: a comparative study”, Journal of
European Industrial Training, Vol. 25 No. 7, pp. 366 -373.
Davies, H. (2001), “The influence of the environment and enterprise reform on
commitment to technology development in Chi na: an empirical anal ysis ”,
International Journal of Technology Management, Vol. 21 Nos. 1–2, pp.
22-41.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C. (2012), “How does human resource
management influence organizational outcomes? A meta -anal ytic
investigation of mediating mechanisms ”, Academ y of Management
Journal, Vol. 55, pp. 1264 -1294.
Shen, J., Dumont, J. and Deng, X. (2018), “Employees’ perceptions of green
HRM and non-green Employee work outcomes: the social identit y and
stakeholder perspectives ”, Group & Organization Management , Vol. 43,
594-622.
Karatepe, O.M. and Olugbade, O.A. (2016), “The mediating role of work
engagement in the relationship between high -performance work practices
and job outcomes of employees in Nigeria”, International J ournal of
Contemporary Hospitalit y Management , Vol. 28 No. 10, pp. 2350-2371.

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Table of Contents

1. For Green HRM Practices:................................................................................................... 1

2. For Work engagement & Organizational Commitment: ..................................................... 1
References ................................................................................................................................... 3