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Green human resource management (HRM) plays a vital role in improving employees’ green behaviour. A research gap exists in the roles psychological green climate and employee green commitment have in the relationship between green HRM and employees’ green behaviour. Building on social exchange and social identity theories, this study aims to propose a model of the effects of green HRM on employees’ green behaviour through the serial mediation of psychological green climate and employee green commitment.

Data were collected from 297 full-time employees working in various manufacturing organizations in India using cross-sectional research design and self-reported measures. Structural equation modelling was used to examine the model fit of the serial mediation model, and PROCESS macro with a bias-corrected bootstrapping method was used to test the hypotheses.

The result of the study revealed that green HRM impacts employees’ green behaviour. Further, the findings showed that both psychological green climate and employee green commitment individually mediate the relationship between green HRM and employees’ green behaviour. The key outcome of this research is the partial serial mediation of psychological green climate and employee green commitment in the relationship between green HRM and employees’ green behaviour.

This is one of the primary studies that examined the serial mediating effect of psychological green climate and employee green commitment in the relationship between green HRM and employees’ green behaviour. This study contributes to the existing literature on green HRM and green behaviour by evincing the mediating mechanism of psychological green climate and employee green commitment.

Drawing on conservation of resources and social exchange theories, the authors build and test a theoretical model examining the association of environmentally-specific empowering leadership (ESEL) with green creativity as well as the mediating and moderating roles of green knowledge sharing behavior and green psychological climate, respectively, in this association.

Data were collected in three different waves from 265 employees working in three-, four- and five-star hotels located in major cities in Pakistan. EFA, CFA and PROCESS macro were utilized to validate the study's research model and to examine the hypotheses.

The results indicated that ESEL is positively associated with green creativity, and green knowledge sharing behavior is an effective underlying mechanism between the ESEL–green creativity association. Furthermore, this study’s findings suggested that green psychological climate moderates the direct and indirect associations such that the associations were stronger when green psychological climate was more positive rather than less positive.

The study provides important lessons to managers and policymakers about the benefits of ESEL to achieving green employee creativity within the hospitality sector and helps to contextualize the importance and relevance of addressing global challenges in light of the United Nations (UN) Sustainable Development Goals (SDGs).

The study is the first to explore the green adaptation of empowering leadership, its effects, mechanisms and boundary conditions.

This study aims to examine the influence of team-level green human resource management practices (TGHRM) on team-level green creative behavior (TGCB) through team green psychological climate (TGPC). Additionally, it delves into the moderating effects of ethical leadership (EL) and green culture (GC) on the relationships among team-level GHRM, TGPC and TGCB.

Using a cross-sectional design, data were gathered from hotel teams and were analyzed using the PROCESS model.

The results indicate that TGHRM significantly impacts TGCB via TGPC. Moreover, the study provides partial evidence supporting the moderating roles of EL and GC in the relationships between TGHRM, TGPC and TGCB.

These findings offer valuable insights for managers and practitioners. They highlight the potential to enhance TGCB by implementing GHRM practices, nurturing a TGPC and cultivating both EL and a GC within teams.

This research addresses a gap in the literature, focusing on the effects of TGHRM on TGCB and shedding light on the intertwined social and psychological processes. Further, it broadens the discourse by analyzing the moderating influence of EL and GC in the dynamics between TGHRM, TGPC and TGCB.

Debates regarding climate change risk perception (CCRP), particularly its scale and impact on social and environmental sustainability, have continued for decades. CCRP is experiencing a renaissance with an increased focus on environmentally relevant behaviors to mitigate the effects of climate change. However, CCRP lacks investigation from the employee perspective. Supported by the social exchange and value–belief–norm theories, this study aims to address the impact of employees’ CCRP on their proenvironmental behavior (PEB) via the moderating roles of environmental values and psychological contract breach.

The nonprobability convenience sampling technique was used to collect survey data from a sample of 299 employees across 138 manufacturing firms in Pakistan.

The results show that employees’ CCRP positively impacts their PEB and that this relationship is moderated by their environmental values and psychological contract breach. Specifically, environmental values strengthen the CCRP–PEB relationship, while psychological contract breach weakens it.

The findings of the study emphasize useful guidance for managers and practitioners as a future avenue to restructure the climate change framework by emphasizing the conditions (i.e. environmental values and psychological contract breach). In doing so, the study is beneficial for managers and practitioners in helping to increase employees’ PEB through the development of climate change action plans.

To the best of the authors’ knowledge, this study is one of the first investigations into CCRP–employees’ PEB nexus in the developing country context. The study incorporates social exchange and value–belief–norm theory, which serve as the CCRP’s theoretical underpinnings. The findings advance the new knowledge about a firm’s social responsibility to achieve the sustainable development goals outlined in the UN’s 2030 Agenda.

Based on social cognitive theory, this study aims to explore the effect of authentic leadership on employee green creativity by studying the mediating role of reflection and rumination and the moderating role of psychological capital.

This study used experience sampling methodology to test hypothesis. Specifically, this study applied two-level path analysis to analyze 1,290 observations from 129 employees.

The results show that authentic leadership positively influences reflection but negatively influences rumination, which in turn impact employees’ green creativity. Psychological capital positively moderates the effects of authentic leadership on reflection and negatively moderates the effects of authentic leadership on rumination. Furthermore, psychological capital moderates the linkages between authentic leadership, self-reflection and employee green creativity.

Organizations should make efforts in promoting authentic leadership and recruiting employees who possess high psychological capital. Moreover, managers can make effective efforts to stimulate employees’ reflection and mitigate rumination, thereby facilitating organizational sustainable development.

In investigating green issues related to employees’ daily cognitive processes, this study focuses on within-personal reaction mechanism to authentic leadership, concerning the moderating effect of individual psychological capital.

Growing environmental challenge awareness among consumers is today's business reality that pushes for sustainable product development. Governments, industries, and consumers' attention are significantly moved from traditional products to eco-friendly product development. Green product development is the future for manufacturing businesses' survival in most markets. Green product development is an emerging phenomenon and, unfortunately, lacks theoretical and empirical research regarding effective organizational policies and practices for green product development. This study aims at filling research gaps towards green product development by highlighting green employee aspects influenced by leadership for sustainable business growth. The study hypothesized relations between the green effect of transformational leadership on green product development as an outcome through green behaviour, green climate, and green innovative creativity. Data was collected from small and medium enterprises (SMEs) of Karachi through a self-administered survey questionnaire. Results revealed significant support for hypothesized relations through the partial least square statistical tool. This study contributes theoretical and empirical advancement in past literature wherein leadership style influences employee behaviour that leads to predict product development from an environmental perspective. Study inferences suggest for visionary green leadership style for sustainable business growth. Limitations of this study regarding other variable inclusiveness, sampling, and geography are potential extensions for further scholarly investigation.

This chapter The Grass Is Greener Where You Water It! delves deeper into explicating Employee Green Behaviour (EGB), which outlines the eco-friendly behaviours practiced by employees. The section provides a more thorough explanation of EGB, including its origins, theoretical foundations, and practical applications in a social and physical environment to create environmentally conscious workplaces. The in-role and extra-role of EGB are discussed to strengthen its execution, and its significance considering the present ecological exigency. This chapter outlines the five-features-hierarchical framework for EGB: Sustainability Initiatives, Non-Harmful Action, Resource Conservation, Peer Influence, and Individual Commitment. The environmental history, ecosystems, and biodiversity and their interaction with humans from the ancient period to the present day are provided. The later unit explores organizational plans to encourage EGB, focussing on the role of HR policies, practices, and systems in nurturing the culture of sustainability within organizations. This chapter reviews current studies on EGB, emphasizing the role of employee engagement, transformational environmental leadership, and corporate culture in promoting green practices. It contributes to the academic literature by analyzing EGB, its relevance, and the effects it can have on organizations and society. It is a great tool for academics, government officials, and business heads to make workplaces environmentally friendly.

The purpose of this paper is to argue that green hope (GH) and green organizational identification (GOI) play critical roles in transforming top management green commitment (TMGC) into desired employees task-related green behavior (TRGB) and voluntary workplace green behavior (VWGB) based on positive psychology.

The authors test the multilevel moderated mediation model by analyzing data collected from 491 hospitality employees and their direct supervisors in 103 teams. At Time 1, the authors conducted a survey of 905 team members to provide demographic information and evaluate TMGC, as well as their own GOI. At Time 2, the authors sent a follow-up questionnaire to employees who participated Time 1, asking them to evaluate their GH in the workplace. At Time 3, the authors sent questionnaires to the leaders of the respondents of T2 survey and invited them to evaluate TRGB and VWGB in the workplace.

The results show that TMGC facilitates two types of employees’ behaviors toward both TRGB and VWGB by enhancing hospitality employees’ GH. As a team-level variable, GOI has a positive moderating effect on the association between TMGC and GH. The authors discuss the theoretical implications as well as practical implications for managers seeking to promote sustainability in their hospitality industry.

This is one of the first empirical studies to investigate the mediating effects of a positive psychology variable, namely, GH – and the moderating effects of GOI on the relationship between TMGC and employee green behavior (EGB).

In light of the widely acknowledged significance of GHRM practices, this study improves comprehension pertaining to GHRM practices and employee workplace outcome relationships. Drawing on the conservation of resource (COR) theory, the association between GHRM practices and employee workplace outcomes, namely green commitment and thriving at work, was explored, with a specific focus on the mediating role of organizational pride.

A quantitative research design was adopted, and data was collected through a multistage sampling technique, yielding a sample of 255 employees working in six textile manufacturing organizations in Pakistan, all of which held the ISO 14001 certification. The model was tested using Partial Least Square Structural Equation Modeling (PLS-SEM).

The findings of this study reveal a significant link between GHRM practices and organizational pride. Moreover, organizational pride was found to mediate the relationship between GHRM practices and thriving at work while partially mediating the relationship between GHRM practices and green commitment.

The outcomes of this study have implications for organizations seeking to enhance sustainability and employee well-being by adopting GHRM practices. Specifically, fostering a sense of organizational pride can further enhance thriving at work and green commitment among employees.

The findings contribute to the existing literature by highlighting the positive impact of GHRM practices on employee workplace outcomes and the importance of organizational pride as a mediating mechanism.

This study examines how sustainable leadership influences organizational citizenship behavior toward the environment, directly and through a green organizational climate. This study also investigates the moderating effect of person-organization fit on the relationship between green organizational climate and employees' organizational citizenship behavior for the environment.

Data were collected from 241 employees of manufacturing firms in China with one month's lag. Statistical analyses were conducted with the use of PLS-SEM.

This study confirmed that sustainable leadership significantly influenced organizational citizenship behavior for the environment, both directly and indirectly through a green organizational climate. It also revealed that the relationship between green organizational climate and employees' organizational citizenship behavior for the environment was contingent on the person-organization fit.

To the best of the authors' knowledge, this study is the first to analyze how sustainable leadership reinforces employees' organizational citizenship behavior for the environment by providing insight into the mediating role of green organizational climate and person-organization fit as a moderator. Moreover, through a combination of three theoretical perspectives (social learning theory, social exchange theory and the theory of person-organization fit), this study advances the academic knowledge on how organizational citizenship behavior for the environment develops, thus providing a more complex explanation of the relationship between the examined variables.