Adoption of Green HRM practices by healthcare sector for Increasing Organizational Citizenship Behavior and its impact on Environmental sustainability

Sujata Das¹, Madhusmita Dash²

¹Research Scholar, Siksha ‘O’ Anusandhan (Deemed to be University), Bhubaneswar, Odisha, India.

²Associate Professor, Siksha ‘O’ Anusandhan (Deemed to be University), Bhubaneswar, Odisha, India.

*Corresponding Author E-mail: d.sujata79@gmail.com, madhusmitadash@soa.ac.in

ABSTRACT:

Since a few decades ago, businesses have been under stress from their investors to embrace ecologically responsive commercial practices, which presents a significant challenge for management in maintaining a competitive advantage in the market. The human resources department must implement some green practices that improve sustainability if it is to maintain its strategic image in the eyes of its stakeholders. This study provides a quick explanation of the significant impact that these green HRM practices had on ecological sustainability performance. Its Green Hiring, Green Training and Engagement, and Green Performance Management and Compensation are self-determining variables. Despite the fact that it acts as a mediator between the independent and dependent variables, organizational citizenship conduct. A quantitative data collection method based on an online survey is used, taking into account the data of 120 participants to apply the SPSS test. Results from the vast majority of participants demonstrate that green performance management and compensation significantly affect an organization's commitment to corporate social responsibility and environmental sustainability. Green Training and Engagement provide the reasonable results for the dependent and mediating variable, while Green Hiring has the least impact. This research will help the management of the Odisha healthcare industry make effective adjustments to its HR practices, and it will also be useful to other researchers and state politicians as they make decisions. Indeed, this research is important, but it also has a number of shortcomings, including a lack of mixed studies and research constraints brought on by the state of Odisha. These problems could reduce the validity of our analysis. This gap can be filled by future academics in their research articles.

KEYWORDS: Green HRM, Green HRM practices, Organizational Citizenship Behavior; Environmental Sustainability.

I. INTRODUCTION:

Amrutha and Geetha; Nuryakin, Maryati; Kanwal, et al., in 2020 in there study states that “Health care industry had not previously employ green human resource supervision practices frequently.

With the utilization of organizational citizenship behavior, Green HRM activities are now directly enhancing the environmental sustainability performance of the sector”. In the. Ahmed and Shah in there study in 2019 states that, “Green HRM primarily refers to the practices and policies of HRM that contribute to the overall environmental framework of the corporation. Every worker must be used to promote industry-wide sustainable practices, and employee sustainability awareness must be raised”. In the opinion of Cheema and Javed, 2017 “When making hiring decisions, green firms take into account environmentally friendly practices to entice talent”. Zaid, Jaaron, and Bon, in 2018; Reinhold, Järvis, and Prause, in 2019; Bombiak, in 2019 in there study states that “Green training and engagement (GTI) can also aid a business in enhancing its sustainable development”. “A few noteworthy green human resource management strategies (together with indicators) are displayed in table 1 below and are applied to the Odisha healthcare industry. The outcomes of this study are noteworthy for the state's healthcare sector because Odisha has a sizeable and effective health care infrastructure”. “Groves, Kayyali, Knott, and Kuiken, in 2016; Chen, Qisheng, et al., in 2020 in there study states that as a powerful and prominent nation, Odisha, the subject of this study, will find its conclusions to be very beneficial and encouraging for the state's healthcare industry. Because it is a sector that is vital to the survival of the country, the health care industry is extremely significant to the country. The broad scope and importance of the overall findings and recommendations produced by this research study are largely attributable to the rapidly growing health activities sector in Odisha”.

LITERATURE REVIEW:

Green HRM:

“According to Ren, Tang, and Jackson in 2018 Human resource management sustainability principles over the previous few years, effective HRM has seen a significant rise in green HRM. To enhance and support the performance of a particular industry, it combines environmental management with sustainable commercial performance. Guerci and Carollo, in 2016 states that According to the GHRM concept, green management is critical for several organizations since it assurances sustained and meaningful environmental performance, often through a supportive system of strategies and practices that encourage green conduct”.

Performance in terms of environmental sustainability (ESP) and green hiring (GH):

“According to Mousa and Othman and Pratama et al. in 2020, different sectors and organisations are increasingly aware of the value of employing sustainable practices and development in the workforce, both for the reputation it builds as an environmentally conscious sector and for the operational benefits that permeate throughout the development. Pratama in 2019; Zaid et al., in 2018 in there study states that “As the healthcare industry becomes more aware of the advantages of an eco-friendly workplace and conditions, it is imperative to develop a green hiring strategy with a strong focus on enhancing and stimulating ESP.”.

Performance in terms of environmental sustainability (ESP) and Green training (GT):

“A crucial objective for any business, Green training and participation (GTI) enables the organization to continue to grow (Amrutha and Geetha, 2020). In order to carry out successful environmental management and cleaner production initiatives, it is also crucial. There is concrete evidence” according to Birou, Green, and Inman (2019), that any organization that uses GTI improves its personnel's abilities, product knowledge, and process awareness. These two elements make up the entire process as green training assists in identifying ways and resources for making the greatest use of the resources that are already accessible. According to Hussain, Kamarudin, Thaker and Salem, in 2019 in there study states that the end result of this green training generates harmony and a calm environment for sustainability performance. The organizations are searching for ways and resources to lower their costs, open up new markets, and produce goods at the lowest possible cost. The organization's ability to perform sustainably is greatly influenced by new and beneficial ideas, talents, and changes”.

Performance in terms of environmental sustainability (ESP) and Green performance management (GPM):

“According to Ojo and Raman, in 2019 the process of green performance management (GPM) and compensation involves the adoption of a green indicator and standard that helps in cultivating the environmental sustainability performance of businesses. According to Owino and Kwasira, in 2016 GPM mainly involves the identification of green aims for all the workers, which assists in translating the environmental objectives into action plans”. Mishra, in 2017 in hi study states that different monitoring and reward systems are included in green performance compensation and management, which help in motivating the employees to work for ecological sustainability.

Green hiring (GH) and environmental sustainability performance (ESP): The mediating function of organizational citizenship behavior (OCB):

“OCB, according to Jiang, Zhao, and Ni in 2017, describes a worker's voluntary and elective participation in a business or industry separate from his obligations and responsibilities at work. According to Afsar and Badir in 2016, OCB mostly deals with staff behaviors and activities that are unnecessary. They are crucial to the job, but they also benefit the industry as a whole and promote ESP and industry efficiency in terms of environmental performance”.

Green training and involvement (GTI) hiring (GH) and environmental sustainability performance (ESP): The mediating function of organizational citizenship behavior (OCB):

“Yow in 2016 states that in administrative and industrial mindset, organizational citizenship behavior (OCB) refers to the intended pledge of a person with a company or organization that is not involved in his contractual tasks. Pham, Tuckova and Jabbour, in 2019 states that Green human capital can be deliberated as a major element for organizational citizenship behavior. As a result of increased employee knowledge, awareness, and abilities regarding green human resource management techniques, it has been found that organizational citizenship behavior aids businesses in implementing environmental strategies”.

Green performance management (GPM) and environmental sustainability performance (ESP): The mediating function of organizational citizenship behavior (OCB):

“According to Tuan Trong Luu in 2017, organizational citizenship behavior aids employees in feeling more in charge of their work and activities and a sense of honor when assisting others. The frequency with which employees behave independently and outside of their roles can be used to quantify it. According to Zhao and Zhou in 2019, adopting organizational citizenship behavior aids a business in enhancing its green performance management.” “This is because organizational citizenship behavior encourages a company to adopt a green indication and standard in their operations, according to Jiang et al. in 2017 and Valencia et al. in 2020. This makes it easier to determine the company’s environmental goals and incorporate them into routine tasks. As a result, the company's advancements in green performance management and compensation are greatly influenced by corporate citizenship behavior.”

Conceptual Model of the Study

II. RESEARCH OBJECTIVES:

Main aim of the study is to evaluate existing HRM practices with respect to Green HRM concept and to develop set of practices that will give new dimensions to HRM filed. Considering the above aim, the study will focus on the following objectives:

· To assess how well the healthcare sector in Odisha is performing in terms of sustainability with regard to the environment.

· To determine how green involvement and training affect sustainable performance in Odisha’s healthcare industry.

· To investigate the effects of eco-friendly act supervision and remuneration on the environmentally responsible presentation in the Odisha healthcare industry.

· To examine the ESP in the Odisha healthcare industry and the interceding function of organizational citizenship behavior (OCB).

· To determine the role that OCB plays in mediating the relationship between ESP and green training and involvement in the Odisha healthcare sector.

· To assess the arbitrating effect of OCB on the relationship between green performance management and ESP in the Odisha healthcare industry.

III. HYPOTHESES:

Hypothesis 1:

· Null Hypothesis (H0): Null Hypothesis (H0): Environmental sustainability performance has a favorable correlation with green hiring.

· Alternative Hypothesis (H1): Environmental sustainability performance has not a favorable correlation with green hiring.

Hypothesis 2:

· Null Hypothesis (H0): Null Hypothesis (H0): Environmental sustainability performance (ESP) positively relates to green involvement and training.

· Alternative Hypothesis (H1): Environmental sustainability performance (ESP) does not positively relates to green involvement and training.

Hypothesis 3:

· Null Hypothesis (H0): There is a positive association between remuneration, environmental sustainability performance (ESP), and green performance management (GPM).

· Alternative Hypothesis (H1): There is no positive association between remuneration, environmental sustainability performance (ESP), and green performance management (GPM).

Hypothesis 4:

· Null Hypothesis (H0): The association between green hiring and Environmental sustainability performance (ESP) is considerably mediated by OCB.

· Alternative Hypothesis (H1): The association between green hiring and Environmental sustainability performance (ESP) is not considerably mediated by OCB.

Hypothesis 5:

· Null Hypothesis (H0): The relationship between GTI and ESP is benefited by OCB's mediating effect.

· Alternative Hypothesis (H1): The relationship between GTI and ESP is not benefited by OCB's mediating effect.

Hypothesis 6:

· Null Hypothesis (H0): The relationship between GPM and ESP is positively mediated by OCB.

Table-1: Descriptive Statistics

	N	Minimum	Maximum	Mean		Std. Deviation	Skewness
	Statistic	Statistic	Statistic	Statistic	Std. Error	Statistic	Statistic	Std. Error
Green Hire	120	1	5.00	3.83	1.14	1.621	-0.274	0.221
Green training and Involvement	120	1	5.00	3.80	0.998	0.997	-0.436	0.221
Green performance management	120	1	5.00	3.10	1.06	1.214	-0.523	0.221
Organizational citizenship behavior	120	1	5.25	3.27	1.08	1.896	-0.511	0.221
Environmental sustainability performance	120	1	5.00	3.83	1.08	1.920	-0.547	0.221
Valid N (listwise)

· Alternative Hypothesis (H1): The relationship between GPM and ESP is not positively mediated by OCB.

IV. RESEARCH METHODOLOGY:

A primary research-based quantitative data gathering approach is used, according to Dreyer, Macedo, and Velentgas in 2019 and Hameed, Basheer, Iqbal, Anwar, and Ahmad in 2018, to gather the pertinent outcome and support or refute the hypothesis. When compiling the data from the online survey, preference is given to managers, working employees, and students who are based in the healthcare sector. Through the use of a non-probability influence created specimen approach, an online questionnaire was distributed to people in order to collect the pertinent respondent experience regarding the green human resource management package. The Likert scale is used, which has five outcomes: strongly disagree (1), disagree (2), neutral (3), agree (4), and very agree (5). The Green Human Resource Management Practices, such as Green Hiring, Green Training and Participation, and Green Performance Management and Competition, are viewed as self-determining variables that have an impact on Environmental Sustainable Performance, which is the dependent variable, in this article. On the other hand, organizational citizenship behavior is looked into as a mediating variable that considerably strengthens the association between the independent and dependent variables. The findings show that 150 of the 200 online surveys that were distributed to the right people and gathered as a whole have valid responses that confirm the study’s central claim. The KMO and Bartlett's test is used to determine the model’s fitness in order to gather the pertinent results, and the SPSS statistical test based on structural equation modelling is then utilized to produce a useful result.

Analysis and Interpretation of Results:

In order to objectively assess the impact of green human resource management practices on the environmental sustainable performance component, the following descriptive statistics looked at all the related outcomes. (Table-1).

The afore mentioned descriptive statistic indicates that, Compared to the other variables, the standard deviation of the green performance management and compensation value differs less from its mean location, whereas it deviates significantly from its standard mean position for the other variables. It implies that the performance of environmental sustainability is substantially more influenced by fewer divergent variables. The data's mean value ranges from 3.2 to 3.5, and the standard error is 0.122.” “The Kaiser-Meyer-Olkin measure of sample adequacy value of 0.932 is determined to be within their threshold range based on the test statistics provided above. Additionally, the variable difference value is 300 and the significance level is 0.000 (less than 0.05), showing that the model is a great fit for generating an analytically sound outcome.”

Table 2: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy.	0.951
Bartlett's Test of Sphericity Approx. Chi-Square	18189.888
df	567

“The Kaiser-Meyer-Olkin measure of sample capability significance of 0.951 means inside their inception assortment is made in light of the aforementioned test data. Also, this model’s variable difference value is 300 and its consequence significance is 0.000 (lower than 0.05), indicating that it is a strong fit for producing an analytically sound result.”

According to the results in the table above, all rotational constituent matrix standards are higher than 0.7 (the normal value), indicating that they are within their threshold range. The procedure for uploading the factors is now straightforward, and it is simple to see that all the variables have been correctly put into the model. Well, it is convergent and discriminant validity based statistical outcomes are shown in the following table 4.

Table 3: Rotated Component Matrix

Component
	1	2	3	4	5
Gh1				0.812
Gh2				0.894
Gh3				0.830
Gh4				0.775
Gh5				0.841
Gh6				0.853
Gt1		0.737
Gt2		0.681
Gt3		0.793
Gt4		0.812
Gt5		0.739
Gt6		0.839
Gt7		0.856
Gt8		0.816
Gp1	0.864
Gp2	0.868
Gp3	0.782
Gp4	0.854
Gp5	0.874
Gp6	0.895
Gp7	0.847
Gp8	0.825
Ocb1			0.718
Ocb2			0.815
Ocb3			0.748
Ocb4			0.852
Ocb5			0.845
Ocb6			0.835
Esp1					0.785
Esp 2					0.749
Esp 3					0.823
Esp 4					0.852
Esp 5					0.881
Esp 6					0.882

Table 4: Convergent and Discriminant Validity

	CR	AVE	MSV	OC	GTI	GH	SP	GP
OC	0.952	0.774	0.340	0.881
GTI	0.945	0.688	0.264	0.453	0.831
GH	0.950	0.763	0.253	0.487	0.494	0.873
SP	0.947	0.753	0.293	0.451	0.514	0.481	0.867
GP	0.916	0.843	0.342	0.583	0.486	0.501	0.541	0.918

The average extracted variance value for each tested variable is more than 0.5 on the above table, and the combined dependability standards are all higher than 0.7, indicating that there were no issues with convergent validity during uploading of these variables. The strong letters for each variable in descending order also look for any concerns with discriminant validity in the SPSS test findings.

Table 5: Model Fit Indices

CFA Indicators	CMIN/DF	GFI	IFI	CFI	RMSEA
Threshold Value	≤ 3.0	≥ 0.81	≥ 0.91	≥ 0.91	≤ 0.07
Observed Value	2.845	0.821	0.946	0.984	0.096

All of the observed values of CMIN/ DF, GFI, IFI, CFI, and RMSEA are within the threshold range, according to this model fit indices-based analysis. In this instance, the GFI value is 0.821, higher than the predicted value of 0.81, but the CMIN/DF value is 2.845, lower than the expected value of 3.IFI and CFI measurements added together equal 0.946, which is better than the 0.91 result. In addition, it has an overall RMSEA value of 0.096, which is less than 0.08. Every one of these observed values from this statistical model demonstrates that all variables have been successfully uploaded into the CFA model and that the model is a good match for producing results that are consistent with the constructive hypothesis.

Table 6: Structural Equation Modeling

Total effect	Green PM	Green TrIn	Green Hire	Org Cit Beh
OrgCitBeh	0.385	0.186	0.187	0.000
EnvSPerf	0.276	0.307	0.155	0.211
Direct Effect	Green PM	Green TrIn	Green Hire	Org Cit Beh
OrgCitBeh	0.384	0.187	0.187	0.000
EnvSPerf	0.194	0.267	0.115	0.211
Indirect Effect	Green PM	Green TrIn	Green Hire	Org Cit Beh
OrgCitBeh	0.000	0.000	0.000	0.000
EnvSPerf	0.081	0.039	0.039	0.000

The aforementioned statistical findings from structural equation modelling provide conclusive evidence of the direct relationship between the evaluated independent, mediating, and independent factors. For every 1% variation in the mediator function of organizational citizenship behavior, the environmental sustainability performance factor varies by 21.1% (Thaker et al., 2020). Similar direct effects on both of these variables are produced by the independent factors. For example, a 1% change in green performance management and pay has a 38.5% influence on organizational citizenship behavior and a 27.6% impact on ecologically sustainable performance. In the instance of the green training and involvement component, the dependent variable increased by 30.7% and saw an 18.6% shift. The efficiency of organizational citizenship behavior changes by 18.7% when there is a 1% shift towards green hiring, and environmental sustainable performance deviates by 15.5%. All of these statistical findings show that green human resource management practices have a significant impact on an organizational structure’s effectiveness.

V. DISCUSSION:

“The statistical findings demonstrate that, in contrast to other self-governing factors that have a comparable impact on the intermediary variable, the influence of green performance management and remuneration has a significant influence on organizational citizenship behavior. As stated by Nankervis, Baird, Coffey, and Shields in 2019, the green training and involvement factor cause a major influence on the environmental sustainable performance, which means if the management majorly works on enhancing its green HRM-related strategical approach, then more productive outcomes will be generated that will add values in their future performance “The finding that green hiring has the least impact on the dependent and interceding variables suggests that the workforces in Odisha are not much impacted by such an innovative employment mechanism. They were only enthralled by the environment-focused training, involvement, remuneration, and other successful performance management that improved their perception of how the company was managed and made them feel like a part of it. This tactical approach boosts internal resources and employee enthusiasm to help businesses thrive sustainably.

VI. CONCLUSION AND FUTURE IMPLICATIONS:

After carefully examining the statistical findings based on structural equation modeling, it was determined that green performance management and compensation significantly affected both variables, particularly structural social responsibility behavior and atmosphere supportable enactment. The results of the participants show that green recruiting has the smallest effect on the ecological civic performance of Odisha personnel, whereas green immersion in training and other activities has a negligible impact on the effectiveness of the interactive approach of healthcare HRM. The healthcare management sector in Odisha would experience faster and more environmentally friendly growth if it embraced a number of efficient and sustainable human resource management (HR) related practices, according to this analysis based on measureable data. Management in the healthcare industry will benefit from this study's valuable information as they implement green HRM practices into corporate citizenship practices. This knowledge can also help policymakers and researchers in related sectors make better decisions that will endure a long time.

VII. LIMITATIONS AND FUTURE RESEARCHES:

The validity of this study’s analysis and its consequences could both be jeopardized by some faults. For instance, insufficient interviews or study techniques combinations prevent the production of a diversified body of research. Additionally, only information from the Odisha healthcare industry and its associated workers is included while performing statistical analysis. Comparing its data to those of other industrialized nations' healthcare systems will yield a more reliable and accurate result. The validity of this study is also compromised by the paucity of data regarding how employee turnover affects green HRM practices. Therefore, upcoming researchers have the chance to remedy its flaws and create a valuable and insightful research analysis

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Received on 19.04.2023 Modified on 11.05.2023

Asian Journal of Management. 2023;14(3):178-184.

DOI: 10.52711/2321-5763.2023.00030