HRMARS - Amidst increasing environmental and sustainability pressures, this study investigates the effect of Green Human Resource Management (GHRM) practices—specifically green recruitment, green training and development, and green compensation—on organizational performance in Jordan’s manufacturing sector. The study further examines how leadership style (transactional and transformational) and organizational culture (involvement, mission, consistency, and adaptability) enhance employee performance, which acts as a mediating mechanism linking GHRM to firm-level outcomes. In addition, diversity is proposed as a moderating variable that strengthens the relationship between employee performance and organizational performance. Grounded in the Ability–Motivation–Opportunity (AMO) theory and transformational leadership theory, the study advances a comprehensive conceptual model that explains how GHRM practices improve employees’ abilities, motivation, and opportunities to engage in sustainable behaviors. The proposed relationships will be empirically tested using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The anticipated findings are expected to provide insights into which GHRM practices and internal organizational factors most effectively drive employee performance and sustainable organizational development.
Kharabsheh et al. (Tue,) studied this question.
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