Green human resource management in nonprofit organizations: effects on employee green behavior and the role of perceived green organizational support


  • Aboramadan Mohammed
  • Kundi Yasir Mansoor
  • Becker Annika

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Purpose Building on the theories of social exchange and organizational support, this study proposes a research model to investigate the impact of green human resources management (GHRM) on nonprofit employees' green work-related outcomes, namely green voice behavior, green knowledge-sharing behavior and green helping behavior. In the model, perceived green organizational support (PGOS) is theorized and employed as an intervening mechanism between the examined linkages. Design/methodology/approach Data were collected in two different waves from 408 employees working in the Palestinian nonprofit sector. Covariance based-structural equation modeling was used to validate the study's research model and to examine the hypotheses. Findings The results indicated that GHRM is positively associated with green voice behavior, green knowledge-sharing behavior and green helping behavior. Moreover, the results show that PGOS exhibits a significant mediation effect between the aforesaid links. This study thus provides initial empirical evidence in the field of GHRM, with particular focus on the nonprofit sector. Research limitations/implications This research provides a roadmap to nonprofit managers and practitioners on how GHRM can encourage employees to speak up, share information and help others in the environmental and green domain. By supporting nonprofit managers strengthening green employee behavior, it provides an additional source to fostering intrinsically motivated behaviors in the workplace. Originality/value In response to urgent environmental threats, this study contributes to green and sustainable management research with a focus on GHRM, thereby providing initial empirical research from a nonprofit perspective.

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