CHAPTER 1

INTRODUCTION
INTRODUCTION

1.1. BACKGROUND OF THE STUDY:

In the 21st century, there is increasing interest in environmental issues everywhere. It has

targeted the earth from every aspect either its political, public or economic, regardless of the

field of interest. Concerns about the environment in developing countries encourage businesses

to shift to sustainable activities and develop green methods. By analyzing the significant impacts

of climate change on local, regional and international levels the responsibility has been fallen

upon cooperate sectors. Companies keeping in mind all these effects must design conditional

systems to meet the worldwide standard for conservation and preservation. "Green human

resource management" is becoming a big management area for everyone. Employees' green

service recovery performance (GSRP) of employees to determine environment-friendly or

unfriendly issues led by environmental commitment and green human resource management

(HRM) methods can help to green the business. Stakeholders are currently paying close attention

to environmental sustainability. As a result, businesses use a variety of techniques to fulfill their

corporate social responsibility obligations. (Kim et al., 2017). In today's corporate world,

sustainability is regarded as a long-term competitive advantage. Sustainable environmental

practices have become essential in shaping organizations reputation and competitive advantage

(Paille´ et al., 2014; Tang et al., 2018). Many companies have acknowledged the importance of

engagement of employees in their efforts to enhance sustainable performance through initiatives

aimed at reducing waste, as well as ensuring efficient usage of energy and other resources (Davis

et al., 2020; El-Kassar and Singh, 2018; Ojo et al., 2020).

This study contributes to the literature by examining how GHRM practices have facilitated

employee involvement in environmental protection actions for a sustainable environment

performance. Our main goal is to explain the strategic implications of GHRM practices.

Sustainable Environmental Practices by Information Technology (IT) employees and it has also

focused on the efficient production and use of IT. A common feature of this research paper is

that it has been studied on the organizational level, whereas, few studies have conducted the

same research at the individual level which shows the Impact of organizational intervention on

employee environmentally conscious behavior (Ojo et al., 2019). Previous studies have

explained the specific meaning related to these practices but did not consider the role of workers

with the Green Initiative. Ren et al. (2018) it is supposed that the study is not yet completely

revealed how employee awareness have influenced GHRM practice to shape environmentally

friendly behavior. This research addresses this issue by examining how employees perceive

GHRM practices and it has encouraged their commitment to environmental protection actions.

As described in above Green HRM is the application of HRM policies which will encourage

companies to use resources efficiently and promote environmental responsibility. This will also

improve employee morale and well-being. Others companies explain that they are using Green

HRM policies, principles, and practices promote the productive use of corporate resources while

avoiding environmental damage caused by the organization. Moreover, management (HRM) is

an important management element for addressing the most important issues of regulation of

resources within your organization. Therefore, sustainability has become an important goal of

human resource management. Because, it is necessary to achieve environmental performance

with human effort.

1.2 PROBLEM STATEMENT:

Many researchers have been conducted with respect to GHRM (Dumont et al.;2017; Hameed et

al.;2020; Rrubel et al.;2021;Benevene& Buonomov,2020)

To accomplish their own green goals and safeguard the environment, firms should embrace

environmental decision-making behavior at the organizational level. As a result, businesses

incorporate environmentally friendly initiatives into their operations and human resource

management in order to gain long-term competitive benefits.Furthermore, these activities will

enable companies to meet their stakeholders' demands for environmental responsibility as well as

current environmental rules and regulations.

Kim et al. (2019) investigated the relationship between employee eco-friendly behavior and

environmental performance.Workers' environmental behavior should coincide with business

sustainable management, according to (Hameed et al. ;2020). Companies should encourage

employees to engage in environmentally friendly activities.

The study's third major finding demonstrates that employee environmental behavior has a direct

impact on organizational sustainability and financial performance. This finding adds to the

growing body of evidence showing employees' environmental behavior has a favorable impact

on company performance, including corporate sustainability. (Ahmad et al., 2021;Hameed et al.,

2020;Kim et al., 2019;Nisar et al., 2021;Paillé and Boiral, 2013)The analysis of environmental

behavior with corporate sustainability performance and financial performance adds to the

literature on environmental behavior research, given the scarcity of studies of organizational

outcomes or competitive benefits of environmental behavior.

Environmental sustainability knowledge among employees is crucial to the company's long-term

existence.An ecologically friendly workplace culture, according to Dumont et al., will give
employees with motivation and happiness, resulting in increased firm performance. As a result,

for empirical testing, the following hypothesis is offered.

The role of GHRM practices at the individual and organizational levels is discussed in GHRM

research. GHRM strategies, for example, can improve employees' green behavior (Pham et al.,

2018). (Pham et al., , 2019bLuu, 2019;Dumont et al., 2017). Furthermore, GHRM helps

businesses improve their environmental performance (Singh et al., 2020;Roscoe et al.,

2019;Masri and Jaaron, 2017).

Employee attitudes and behaviors are influenced by GHRM practices through a variety of social

and psychological processes, including a green psychological climate, organizational identity,

perceived organizational support, and collective affective commitment to environmental

management change, according to studies.

Working with employees who support the organization's green initiatives (GHRM) can help

other employees lessen social uncertainty in their work relationships, according to social identity

theory. As a consequence, all employees' perspectives on green information exchange and

service behavior have shifted. We claim that GHRM reduces social ambiguity among employees

by changing their behaviors, expectations, and the degree to which they identify with their

coworkers in terms of green knowledge-sharing and green service behavior. Employees that are

working to maintain this company culture may be encouraged to share green information and

provide green services. These reasons help to connect GHRM, green knowledge sharing, and

green service behavior.

After the United Nations' Brundtland Report (also known as Our Common Future) was published

in the late 1980s, the problem of sustainability became a popular topic. The report emphasized

the need for sustainable development, which is defined as "development that meets current
demands without jeopardizing future generations' ability to satisfy their own needs."The idea of

organizational sustainability was developed on the basis of this definition. Organizational

sustainability (also known as corporate sustainability) is a broad concept that encompasses not

only ecological concerns but also social responsibility and the integration of economic activities

with concern for both the natural and social environment, as this issue has primarily been

addressed by for-profit organizations.

After reviewing the literature, it has been observed that the concept of GHRM is emerging the

gap of environmental behavior of information technology.

Prior GHRM research has only been found in European organizations, and there is a significant

vacuum in the literature, making it an interesting study topic for emerging and developing

economies. Although GHRM is a relatively young field of management research, there is a

scarcity of research in this area that reveals a mismatch between industrial concerns, emerging

trends, and academic research. The coverage of GHRM, models of GHRM, and breadth of

GHRM are all examples of literature gaps (Muster & Schrader, 2011).

Business organizations are currently focused on environmental management and green

management, and incorporating these areas into their organizational policies and strategic goals.

The economy has evolved from a traditional financial and economic system to a more up-to-date,

modern, and capacity-based economic system as a result of corporate globalization. This takes

into account green management as well as green economics. (Ahmad, 2015)

Current organizations are focusing on green human resource management, in which the human

resource department is working to green the organization's culture by maintaining green offices

and green practices. Green HRM is a critical aspect in achieving organizational environmental

goals of being green. This can be accomplished by employing and retaining green staff, as well
as having appropriate green employee knowledge and abilities. As a result, there is a research

deficit in this field in terms of understanding the green competencies and skills that both green

personnel and green management should possess. This gap in the literature needs further

investigation in this area. As a result, the purpose of this paper is to emphasize the importance of

greening human resource management and to investigate the effects of green human resource

management on firm performance from the perspective of Pakistani firms, as well as to

investigate the impact of green learning, training, and development on firm performance in

Pakistan. (Ramus, 2002; Sudin, 2011)

1.3. RESEARCH OBJECTIVE:

The main goal of this study is to look at the impact of green human resource practices on the

environmental performance in the automotive industry.

1.4. RESEARCH QUESTION:

What is the influence of Green HRM practices on environmental performance?

1.5. LIMITATIONS:

By analyzing the independent factors and the dependency of dependent factors on green HRM

will be benefiting future researchers for their studies of linking green HRM with human resource

organizations. This will also be helpful for the practitioners and policymakers for developing

new policies by analyzing the pros and cons of implications of Green HRM in firms.

Furthermore, detailed research on the comparison of the human resources and green human

resources involved in this research may hand round as an instrument for additional studies to

innovate the current strategies that are being engaged in the human resource management
organizations. In considering these questions, this survey provides the following contributions to

existing questions: literature. First, it contributes by being an organizational pioneer of the

environment IT behavior from employee awareness of GHRM practices. Then extend the

resource-based view (RBV) from HRM to the GHRM domain Concept of GHRM practice as an

internal resource to stimulate the employee's environment IT behavior. Moreover, Employees`

contributions towards green initiatives should be recognized at all levels of the organization.

1.6. SIGNIFICANCE OF THE STUDY:

By analyzing the independent factors and the dependency of dependent factors on green HRM

will be benefiting future researchers for their studies of linking green HRM with human resource

organizations. This will also be helpful for the practitioners and policymakers for developing

new policies by analyzing the pros and cons of Green HRM in firms. Furthermore, detailed

research on the comparison of the human resources and green human resources involved in this

research may hand round as tool for additional studies to innovate the current strategies that are

being engaged in the human resource management organizations. In considering these questions,

this survey provides the next contributions to existing questions. First, it contributes by being an

organizational pioneer of the environment IT behavior from employee awareness of green human

resource management practices. Then extend the resource-based view (RBV) from HRM to the

GHRM domain Concept of GHRM practice as an internal resource to stimulate the employee's

environment IT behavior. In addition, employee contributions to the Green Initiative should be

recognized at all levels of the organization.

 1.7. ORGANIZATION OF THE STUDY:

The study's format is intended to serve as a road map for readers as they read and grasp the

dissertation. One part of the Organization of the Study is to rapidly clarify how each chapter is

written to achieve the study goals. The following is the rest of the research. The literature review

is included in Chapter 2. Chapter 3 delves into the strategy. The findings, as well as their

discussion and conclusion, are described in Chapter 4; the study's policy implications and

limitations are discussed in Chapter 5.

CHAPTER 2

LITERATURE

REVIEW
 2.1 THEORETICAL BACKGROUND:

This research on green human resource management has derived its model from its basic

perspectives. GHRM practices create a strategic operational system to help the sustainable

overall performance of businesses. Bowen and Ostroff in 2004anticipatedon that the effect of

human resource management on overall performance will be tested from principal perspectives.

The primary approach is completely based on the organization's view, taking into account the

impact of performance across HRM practices (Ngo et al., 2014; Sancho et al., 2018). The

secondary approach provides a strategic perspective by examining the impact of specific human

resource management practices on performance (BosNehles et al., 2017). Underpinning this

point of view is the specific impact of a company's human resource management practices on

providing employees with the basic skills, knowledge, attitudes, and behaviors to support the

company's goals. Or we can say that, the exact impact of human resource management practices

on productivity is derived from the attitudes and behaviors of workforce. Green human resource

management is extremely influenced by strategic HRM. These changes have a significant impact

on the variables and have shifted to green recruitment and selection (R&S), environmental

learning and development (T&D), green rewards and rewards (R&C), and employee engagement

in environmental sustainability. By linking strategic human resource management practices with

their company's environmental performance, Paille et al. (2014) have established a mediation

effect of employee environmental behavior. Dumont et al. (2017) demonstrated the effect of

GHRM practice on employee environmentally friendly behavior and the mediating effect of

psychologically green climate. However, the elements in when and the way GHRM exercise

influences a company's environmental overall performance continue to be unfounded (Ren et al.,

2018). Therefore, this study examines the direct impact of certain GHRM practices on

sustainable performance through the progressive behavior of employees.

2.2 HYPOTHESIS DEVELOPMENT:

a) Green Recruitment & Selection and Pro-environmental IT Behavior

Green recruitment and selection refer to the procedure of hiring people having behavior,

knowledge, and skills of environment management systems in the organization (Obaid &

Alias, 2015). New employees should be indoctrinated in the organizational policies, values,

and commitment to environmental sustainability (Fernandez et al., 2017; Renwick et al.,

2013). Aside from its impact on the prospective employees’ attractiveness to the

organizations, green recruitment demonstrates the organizational commitment to

sustainability (Masri and Jaaron, 2017; Renwick et al., 2013; Tang et al., 2018).

Accordingly, employees’ pro-environmental IT behaviors can result from their perceptions

of the organization’s commitment to the sustainability agenda, and these behaviors could, in

turn, enhance the organization’s environmental IT performance.

H1: Green recruitment and selection is significantly related to pro-environmental IT

behavior.

a) Green Recruitment & Selection and Pro-environmental IT Behavior

Green recruitment and selection refer to the procedure of hiring people having behavior,

knowledge, and skills of environment management systems in the organization

(Obaid&Alias, 2015). New employees should be indoctrinated in the organizational

policies, values, and commitment to environmental sustainability (Fernandez et al., 2017;

Renwick et al., 2013). Aside from its impact on the prospective employees’ attractiveness to
 the organizations, green recruitment demonstrates the organizational commitment to

sustainability (Masri and Jaaron, 2017; Renwick et al., 2013; Tang et al., 2018).

Accordingly, employees’ pro-environmental IT behaviors can result from their perceptions

of the organization’s commitment to the sustainability agenda, and these behaviors could, in

turn, enhance the organization’s environmental IT performance.

H1: Green recruitment and selection is significantly related to pro-environmental IT

behavior.

b) Green Training & Development and Pro-environmental IT Behavior

Green Training and development refer to a system of activities that motivate employees to learn

environment protection skills and pay attention to environmental issues, which is a key in

accomplishing environmental objectives (Jabbour, 2011). Employees can attend introductory

training programmes to gain the necessary knowledge about environmental management

standards. (Fernandez et al., 2017). Furthermore, they may be interested in and motivated to

engage in pro-environmental practices (Zibarras and Coan, 2015). Training is vital in creating

and nurturing the green consciousness and culture in an organization (Opatha and Arulrajah,

2014). As a result, we propose that training will expose employees to important environmental

knowledge, perhaps triggering their environmental concern. As a result, people will be

encouraged to engage in pro-environmental conduct at work, which will have an impact on

environmental performance. As a result, the following theory is put forth: Indirect and direct

variables are the fourth and fifth variables, respectively.

H2: Green training and development is significantly related to pro-environmental IT

behavior.
c) Green Performance Management and Pro-environmental IT Behavior

The use of organization-wide measures for measuring resource utilisation and waste is critical

for long-term environmental success. An environmental management information system, which

tracks and audits the flow and use of resources, is also required for success in this area. (Jackson

and Seo, 2010; Masri and Jaaron, 2017). Employees will alter their behaviour in accordance with

the main indications used to evaluate task performance in the allocated job. (Ojo and Raman,

2019). The environmental indicators ensure that the employees are made accountable for

environmental management (Zibarras and Coan, 2015). Employees are likely to alter their

behaviour in line with the key performance indicators that are reviewed through green

performance management, according to the research. As a result, the following hypothesis is

formulated:

H3: Green performance management is significantly related to pro-environmental IT

behavior.

d) Green Reward & Compensation & Pro-environmental IT Behavior

In line with a strategic approach to reward management, green reward and compensation are a

system of financial and non-financial rewards, aiming at attracting, retaining, and motivating

employees to contribute to environmental goals (Jabbour et al., 2013). It has been argued that

employees may feel more motivated by non-financial rewards through green pay and reward,

such as recognition and praise (Jabbour et al., 2008; Jackson et al., 2011). Financial incentives

such as these have been introduced by U.K. companies and have a major effect on employees'

willingness to protect the environment (Haque, 2017). Linking employee participation with

promotion (career development) and utilising incentives to drive environmentally friendly

behaviours like as recycling and waste management are two more important techniques for

rewarding employees' engagement in green practises. (Ojo and Raman, 2019).As a result,

rewarding employees for their participation in GIT efforts is a positive way of encouraging pro-

environmental IT behaviour, which has an impact on environmental IT performance. As a result,

we propose the following hypothesis::

H4: Green reward and compensation is significantly related to pro-environmental IT

behavior.

e) Green Employee Empowerment & Pro-environmental IT Behavior

Employees can be provided with opportunities to participate in environmental management,

which stimulates them to support the prevention of pollution and identify environmental

opportunities (Renwick et al., 2013). A great deal of research has shown that employees' green

involvement is crucial in improving the performance of environmental management systems,

such as reducing waste and pollution in workplaces and making full use of resources (Tseng,

Tan, &SiribanManalang, 2013). Employees become socially and environmentally responsible for

the environment as a result of their participation in launching and influencing the firm's green

efforts. (Masri and Jaaron, 2017). Employees can be motivated to participate in environmental

management by offering green activities, such as writing newsletters, developing problem-

solving groups, or setting up green teams (Vallaster, 2017). Renwick et al. (2013) highlighted a

number of processes of employee green involvement from an integrated perspective. The

following possibilities are presented in light of these studies.:

H5: Green empowerment and participation is significantly related to pro-environmental IT

behavior.
f) Pro-environmental information technology behavior and environmental information

technology performance

Employee's pro-environmental behavior has been defined as “willingness to engage in pro-

environmental activities” (Scherbaum, Popovich, &Finlinson, 2008). Ramus (2001) stated that

Collaborative work methods that promote the exchange of ideas on new approaches to reduce

environmental pollution improve environmental performance. (Chen et al., 2015). Employee's

pro-environmental behavior essentially contributes to promoting environmental performance

(Vicente Molina et al., 2013). The participation of employees to address environmental issues

and engage in pro-environmental behaviors is considered an effective strategy to become an

environmentally responsible organization and enhance environmental performance

(Djellal&Gallouj, 2016; Kangasniemi, Kallio, &Pietilä, 2014). The favourable association

between employees' pro-environmental conduct and environmental performance has been

established by empirical studies. (Boiral et al., 2015; Ojo and Fauzi, 2020; Paille et al., 2014).

Therefore, we suggest the following hypothesis:

H6: Pro-environmental IT behavior is significantly related to environmental IT

performance.
Conceptual Model:
 CHAPTER 3

METHODOLOGY
METHODOLOGY

3.1 RESEARCH PURPOSE:

The current research project's goal is to explain something. Explanatory study allows for a

more efficient explanation of the problem. Explanatory research is primarily concerned with

answering "WHY" questions. The goal of explanatory research is to improve

comprehension. The goal of this study is to identify and group major works on Green HRM

research, which integrates environmental management with HRM, in order to identify gaps,

challenges, and research opportunities.

3.2 RESEARCH APPROACH:

This is a quantitative study. Quantitative research focuses on the examination of data using

statistical or computational tools. The goal of quantitative research is to collect data from a

sample and then use mathematical models to generalize it to the entire population.

3.3 RESEARCH DESIGN:

In this study, the nature of the relation between dependent and independent variables was

defined through a correlation research technique. In this study, we are using a dependent

correlation variable.

3.4 TECHNIQUE OF THE SAMPLING:

We employed a non-probabilistic practical sampling strategy in this work. We are looking

for people that use a convenience sampling strategy and are easily accessible and available.
Convenience sampling is an unusual sampling strategy that allows a researcher to obtain

important information and data for his or her study while also providing easy access.

3.5 TARGET POPULATION:

The present study's target audience is the automobile sector, which uses a green HRM

platform.

3.6 SIZE OF THE SAMPLE:

The present study has a sample size of 170 respondents.

3.7 STATISTICAL TECHNIQUE:

For the statistical technique we will use the SPSS Software and Smart PLS software for

SPSS software we will use the deceptive for the analysis of demographics and we use smart

PLS software for PLS SEM technique and PLS SEM are divided into two types one is i)

Measurements model ii) Structuralmodel. In measurement model there are two tests, i)

conversion validity ii) discrent validity. The discrent validity have three tests and

conversion validity have four tests and in structure model is done with regression analysis.

3.8 QUESTIONNAIRE AND MEASUREMENT INSTRUMENT:

The data was gathered using a 5-point Liker scale ranging from (1) Strongly Disagree (2)

Disagree (3) Neutral (4) Agree (5) Strongly Disagree. Before being submitted to our

responders, the supervisor drafted and reviewed the agreement. The measuring scales for all

variables were generated from existing research to capture the context of the current study.

As first-order independent formative constructs, we looked at the GHRM practices of

 training and development, recruitment and selection, performance management, reward and

compensation, and empowerment and participation., and adapted the measurement items

from Masri and Jaaron (2017) and Jabbour (2011). Consistent with existing studies, pro-

environmental IT behavior was measured as a formative construct with seven items adapted

from Paille´ et al. (2014), and environmental IT performance as a formative construct with

five items (Chiou et al., 2011; Gholami et al., 2013).

3.9 ETHICAL CONSIDERATION:

Because the questionnaire will involve human participation, it is critical that human

research ethics approval be acquired. So, before beginning data collection, we obtained

participant approval and avoided queries that were personal or hurtful to anyone's

sentiments. The main purpose to acknowledge the student about automotive industry.The

research was correctly explained to the participants, what they would be asked to do, how

the data would be used, and what the outcome or repercussions would be.

3.10 DEMOGRAPHICS:

Table I, provides demographics information based on the data obtained. Respondents in gender

ratio according to the table are 64% male and 36% female. In the category of age 85.8% of

respondents were between 20-30 years of age, 13.1% were years of age 30-40 and 3.4% were

years of age 40-50. Moreover, when it came to educational levels of the respondents, the

majority of 36.9% were graduated, 26.7% post-graduates, 23.3% post-graduated, 13.6%

undergraduates and 1.8% remained from others.

Age
Valid
Frequenc Perce Perce Cumulativ
  y nt nt e Percent
Vali   3 2 2 2
d 20-30 142 82 82 83.3
30-40 22 13 13 96
40-50 6 3.4 3.4 99.4
Age 1 1 1 100
Total 174 100 100  
           
Gender
Valid
Frequenc Perce Perce Cumulativ
  y nt nt e Percent
Vali   3 2 2 2
d Female 62 36 36 37.4
Male 108 62.1 62.1 99.4
Gender 1 1 1 100
Total 174 100 100  
           
Qualification
Valid Cumulati
Frequen Perce Perce ve
  cy nt nt Percent
Vali   4 2.3 2.3 2.3
d Post-
graduate 67 39 39 41
Graduate 102 59 59 99.4
Qualificati
on 1 1 1 100
Total 174 100 100  
 CHAPTER 4

DATA ANALYSIS
4.1 DATA ANALYSIS:

Structural equation modeling (SEM) is a method is used to evaluate the theory validity with the

support of statistical facts (Aboelmaged, 2018). The two techniques normally apply covariance

based and variance based in this research the variance-based method is used to access the

hypothetical model. The PLS.SEM executes with the smart PLS 3.2.3 software (ringle, 2014)

and a booting up resampling of 250 sub sample was used. The evaluation was based on the

guideline of two step technique. In step 1 the reliability and validity of the model has been

evaluated moreover in step 2 the evaluation of structure model and hypothesis were tested.

4.2 MEASUREMENT MODEL:

A measurement model explores the relationship between rate and variables for the purposes of

determining their measures. Construct reliability, individual item reliability, convergent validity,

and discriminate validity are all used to evaluate this model. As seen in Table II, all of the

variables have Cronbach's alpha and composite reliability more than 0.7, which meets Straub's

criterion (1989). Individual reliability for all variables is more than 0.7, which meets Churchill's

criterion (1979). He argues that each loading should be more than 0.7, with loadings less than 0.4

being removed. The instrument's dependability is confirmed by a loading exceeding 0.7. Average

variance extracted (AVE) was used to assess convergent validity and all variables has a

minimum value of 0.50, which meets the Fornell and Larcker criterion (1981). After determining

the convergent validity, the discriminate validity was determined using cross loading analysis

and AVE. Table III shows the square root of AVE in diagonal form, which meets Fornell and

Larcker's (1981) criteria of AVE being greater than the correlation between the variables. Table

IV shown the Individual items of each construct are loaded higher in their relevant constructs
than in the other constructs, and the cross-loading difference is also higher than the

recommended criteria of 0.1 (Gefen and Straub, 2005; Qazi et al., 2016), explaining the

discriminate validity adequacy. Table V further indicates that none of the HTMT criteria are

higher than 0.85, indicating that the heterotrait–monotrait ratio of correlations (HTMT)

(Henseler et al., 2015; Raza et al., 2018). The variable individuality is confirmed by the

measurement model, which also demonstrates convergent and discriminate validity and may be

used to evaluate the structural model.

CONVERGENT VALIDITY:

Convergent Validity was investigated by considering the thing stacking of the factors, CA and

the normal change extricated (AVE). As displayed in Table 2, loadings for every one of the

things were over the 0.50 level suggested by Hair et al. (2010). Convergent Validity gives us two

distinct viewpoints that ought to evaluate the discoveries and the other is to shows that they are

associated.

Table 2 Measurement model Results.

Average
Construct Cronbach's Composite Variance
Items Loadings
s Alpha Reliability Extracted
(AVE)

EP1 0.742

EP EP2 0.818 0.789 0.824 0.610

EP3 0.781

GC1 0.887

GR GC2 0.882 0.806 0.882 0.714

GC3 0.760
 GE1 0.825

GE GE2 0.881 0.811 0.888 0.726

GE3 0.850

GP1 0.796

GP GP2 0.839 0.757 0.860 0.672

GP3 0.825

GR1 0.851

GR GR2 0.793 0.710 0.838 0.634

GR3 0.740

GT1 0.816

GT GT2 0.895 0.809 0.887 0.724

GT3 0.840

IT1 0.826

IT IT2 0.808 0.714 0.839 0.635

IT3 0.755

Discriminate Validity:

The Discriminate Validity estimates AVE, Cross Loading and HTMT. It addresses the square

root AVE in inclining construction and fulfills the guideline, of Fornell and Larcker (1981). AVE

should be higher than the connection b/w factors; exactly the same thing is occurred in Table 4

addressing that the techniques used in this examination are extraordinary.

Table 3 Summary Statistics:

  EP GR GE GP GR GT IT

EP 0.781

GC 0.536 0.845

GE 0.528 0.689 0.852

GP 0.522 0.600 0.616 0.820

GR 0.485 0.658 0.697 0.690 0.796

GT 0.532 0.581 0.623 0.621 0.617 0.851

IT 0.540 0.479 0.515 0.594 0.538 0.556 0.797

In table 3 we can see that individual items in each construct have loaded in higher in their

significant construct whereas the value criteria is greater than 0.7, it represents summary statistic

the diagonal shows the square root of average variance extricated which provide us that each

construct has correlation matrix.

Table 4 Loadings and Cross Loadings:

EP GR GE GP GR GT IT

EP1 0.742 0.371 0.321 0.411 0.328 0.305 0.429

EP2 0.818 0.461 0.463 0.408 0.415 0.449 0.424

EP3 0.781 0.424 0.454 0.401 0.393 0.495 0.410

GR1 0.420 0.887 0.623 0.544 0.586 0.547 0.507

GR2 0.506 0.882 0.594 0.484 0.557 0.464 0.369

GR3 0.464 0.760 0.521 0.494 0.524 0.447 0.288

GE1 0.411 0.578 0.825 0.545 0.651 0.563 0.444

GE2 0.478 0.627 0.881 0.500 0.564 0.539 0.441

GE3 0.461 0.555 0.850 0.528 0.564 0.489 0.431

GP1 0.474 0.466 0.499 0.796 0.540 0.527 0.536

GP2 0.470 0.502 0.508 0.839 0.546 0.459 0.434

GP3 0.335 0.509 0.505 0.825 0.610 0.531 0.477

GR1 0.398 0.514 0.495 0.539 0.851 0.553 0.478

GR2 0.370 0.516 0.528 0.563 0.793 0.487 0.377

GR3 0.388 0.544 0.648 0.552 0.740 0.427 0.421

GT1 0.482 0.525 0.494 0.515 0.516 0.816 0.466

 GT2 0.470 0.474 0.547 0.583 0.527 0.895 0.512

GT3 0.402 0.486 0.550 0.480 0.534 0.840 0.439

IT1 0.362 0.383 0.339 0.468 0.416 0.458 0.826

IT2 0.402 0.328 0.384 0.460 0.445 0.427 0.808

IT3 0.509 0.425 0.491 0.485 0.422 0.442 0.755

In Table 4 we can see the cross loading of all the items of each variable and the criteria for the

vales is greater than 0.7 which is being fulfilled in this study.

Table 5 Heterotrait-Monotrait Ratio:

EP GC GE GP GR GT IT

EP

GR 0.738

GE 0.713 0.844

GP 0.724 0.766 0.784

GR 0.699 0.869 0.692 0.694

GT 0.719 0.711 0.770 0.784 0.813

IT 0.764 0.596 0.667 0.795 0.748 0.728

In Table 5 we can see that the Heterotrait-Monotrait Ratio of correlation indicates that HTMT

criteria which is not greater than 0.85. (Henseler et al., 2015). The study fulfills these criteria as

all values are less than 0.85 of this study.

Structural Method:

The structural model is considered to be an evaluated for the estimates and hypothesis tests

shown in the path diagram for the causal relationship between extrinsic and intrinsic variables.

Table-6: Standardized regression weights for the research model

Hypothesis Regression Path Effect type SRW P Remarks

Values

H1 GR -> IT Direct effect 0.034 0.736 Not Supported

H2 GE -> IT Direct effect 0.091 0.476 Not Supported

H3 GP -> IT Direct effect 0.307 0.002 Supported

H4 GR -> IT Direct effect 0.100 0.333 Not Supported

H5 GT -> IT Direct effect 0.228 0.013 Supported

H6 IT -> EP Direct effect 0.540 0.000 Supported

The above table analyzes the regression analysis from the research. This hypothesis is analyzed

on the basis of standardized regression weight and P-value. And the second method is P-value

criteria that is 1%, 5% or 10% in this table we considered the 0.1 p value. From regression path
where GR -> IT the P-value is greater than 0.1 so the H1 is rejected, same goes for in the case of

H2 and H4 so these hypotheses are also rejected. On the contrary, regression paths GP -> IT, GT

-> IT and IT -> EP indicates the values which are less than the P-value 0.1 which roadmaps

toward the support of hypothesis H3, H5 and H6. Concluding the results, among six hypotheses

half of them are selected while the half of them is rejected.

DISCUSSION PART:

In this study all Beta Coefficient have a direct relationship if one variable is increase the other

one also increase. Moreover all P-values are significant because all are below 0.10 except H1,

H2 and H4.

The result of first hypothesis shows that there is a positive impact and significant relationship

among Green recruitment and IT use as (β = 0.014, p > 0.001). Moreover, the reason of this

result is due to green recruitment process which paper free is automatically promoting IT within

the work environment. The studies which support the relationship includes (Pham & Paillé,

2020)

The result of second hypothesis shows that there is a positive impact and significant relationship

among Green Employee Empowerment and IT use as (β = 0.014, p > 0.001). The studies which

support the relationship includes are mentioned as above. An organization tends to follow more

Information technology when employee more motivated to perform environmental tasks which

pay to be green. Human resources are truly the back bone of any successful organization, so

motivated green workforce has a deep influential effect on social organizational profitability and

productivity (Tariq, Jan, & Ahmad, 2016)

The result of third hypothesis show that there is positive impact and significant relationship

between Green Performance and IT as (β = 0.153, p < 0.001). Green performance is when the

field of HR focuses on expanding its role to support the organization in the pursuit of

sustainability. In green HR, HRM policies are used to stimulate and support the sustainable use

of resources and preserve the natural environment. The studies which support that relationship

includes (Pham & Paillé, 2020).

The result of fourth hypothesis shows that there is a positive impact and significant relationship

among Green Reward and IT use as (β = 0.014, p > 0.001) because Green Rewards is an

interactive programmed for all staff and students at the University, rewarding you for the

behaviors that improve individual and university-wide sustainability and wellbeing (Tariq et al.,

2016)

The result of Fifth hypothesis show that there is positive impact and significant relationship

between Green Training and Development and IT as (β = 0.153, p < 0.001) because the process

of equipping employees with working approaches that ensure adequate resource utilization,

reduce waste, energy conservation, and environmental degradation cause reduction. (Tariq et al.,

2016)

The result of sixth hypothesis show that there is positive impact and significant relationship

between IT and pro environmental performance use as (β = 0.153, p < 0.001) behaviors in which

individuals take protective actions toward the environment  (Pham & Paillé, 2020)
CHAPTER 5

CONCLUSION
5.1 CONCLUSION:

This study aimed to examine the impact of green recruitment & selection (GR), green training &

development (GT), green performance management (GP), green reward & compensation (GC),

and green employee empowerment (GE) on pro-environmental IT behaviour (IT) and

environmental information technology performance (EP). The present study has a sample of 170

respondents. We use the SPSS software and Smart PLS software for SPSS software. We use the

deceptive for the analysis of demographics and we use Smart PLS software for the PLS SEM

technique. To accumulate the information, data was collected through questionnaires and then

evaluated by the partial least square equation model SMART PLS-SEM. According to this study,

Green Employee Empowerment (GE) and Green Reward & Compensation (GC) have an

insignificant impact on pro-environmental IT behavior (IT), whereas Green Training &

Development (GT) and Green Performance Management (GP) have a significant impact on pro-

environmental IT behavior (IT). Green Recruitment & Selection (GR) has an insignificant

impact on pro-environmental IT behavior (IT). According to the study findings, IT has a

significant impact on EP, and thus their relationship is supported.

5.2 MANAGERIAL IMPLICATIONS:

Information technology is one of the most immeasurably growing fields in Pakistan. According

to the findings, Green Human Resource practices promote employee intrinsic and extrinsic
enthusiasm. It also has a positive effect on active environmental maturity. When IT brings in

green practices, it creates an encouraging picture in the eyes of the workforce. The first

recommendation would be that the managers of the companies should be encouraged to develop

Green HRMP to motivate their employees. Eventually, as employees begin to recognize the

importance of environmentally friendly practices in the organization they will be motivated to

adopt the green strategies. In addition, management at the organizational level needs to promote

the philosophy of Green human resource management so that the traditional operation of the

specific sector can be transformed into a sustainable and efficient operation. Second

recommendation would be the needs to reward its employees based on an environmentally

friendly approach. Most importantly, management needs to perform a survey to determine if

employees are motivated by internal satisfaction or by monetary or non-monetary compensation.

Ultimately, when the organization properly rewards employees and adopts green HRM practices

to protect the environment, it promotes employee motivation and leads to environmental

performance. Thirdly, Fourth, HR managers and practitioners are responsible for providing

environmental education and awareness to their employees by properly organizing training

programs, workshops, and seminars for successful Green HR practices. This allows staff to

understand the organization's environmental policy, learn how to make it, and promote eco-

friendly behavior among its employees.

In conclusion, it is recommended that they should not impose anything on your employees, as

they are pleased with the practice and motivation of the GHRM. Therefore, they need to create an

environment that is friendly to their employees. In addition, along with customers they need to

inspire employees to improve their environmental performance as they are the organization's most

important asset.
5.3 FUTURE RECOMMENDATIONS:

The research combines the literature on Green Human Resource Management to provide a

theoretical model and empirical insights into the impact of GHRM practices on workers' pro-

environmental IT behavior and performance. The future recommendation of this study can be

discussed as more variables should be added which are relevant to perceptual and motivational

factors. such as, environmental awareness, approach, organizational culture, employee attitude

and management support and interlinking them with the Information technology targeting

different sectors. Moreover, another future recommendation should be the use of mixed-method

approach which will help the researchers in more depth analysis of GHRM. Another

recommendation for future researchers is that they should use employees from different levels or

from different organizational sectors. Additional recommendation is that the future research

should shed light on organizational politics, reduce acts that are harmful to the environment.

Research should also delve into development process green behavior and perception.