BỘ GIÁỌ DỤC VÀ ĐÀỌ TẠO , ĐẠI HỌC KÌNH TẾ THÀNH PHỐ HÒ CHÍ MINH BÁO CẢO TỎNG KÊT ĐÈ TÀI NGHIÊN cứu KHOA HỌC THAM GIA XÉT GIẢI THƯỞNG ‘’NHÀ NGHIÊN CỨU TRẺ UEH” NĂM 2024 GREEN HUMAN RESOURCE FOR THE FUTURE: THE IMPACT OF GREEN HUMAN RESOURCE MANAGEMENT ON PRO-ENVIRONMENTAL BEHAVIOR OF EMPLOYEES IN MANUFACTURING ENTERPRISES IN HO CHI MINH CITY: THE ROLE OF GREEN EMPLOYEE EMPOWERMENT, GREEN PSYCHOLOGICAL CLIMATE AND GREEN COMMITMENT” Thuộc nhóm chuyên ngành : Kinh tê TP. Hồ Chí Minh, tháng 2/2024 SUMMARY Over the past few decades, the preservation of the natural environment has become a significant issue. Most organizations worldwide are paying attention to the environment. Effective green management in a manufacturing enterprise relies on the employees' pro-environmental behavior.
The purpose of this study is to examine the impact of Green Human Resource Management (GHRM) on employees' Pro- Environmental Behavior (PEB). Additionally, it explores the roles of Green Empowerment (GEE), Green Psychological Climate (GPC), and Green Commitment (GC) of employees in the manufacturing industry. The research data was collected from 227 employees working in Ho Chi Minh City manufacturing enterprises. The research results indicate that most of the relationships are accepted and statistically significant, except for the relationship between Green Employee Empowerment and Employees' Green Commitment, which needs to be reconsidered and re-evaluated.
Based on the research findings, the research team offers recommendations and proposals with relevant management implications for each stakeholder involved. These aim to develop suitable green human resource management policies and strategies to shape and promote sustainable development strategies within businesses, with a particular focus on fostering employees' pro-environmental behavior as the ultimate goal. Keywords: Green Human Resource Management, Green Psychological Climate; Green Employee Empowerment; Green Commitment; Pro-environmental Behavior 3 TABLE OF CONTENT SUMMARY. 2 LIST OF ABBREVIATION.
7 LIST OF TABLES. 8 LIST OF FIGURES.7 Structure of this study. 15 CHAPTER 2: LITERATURE REVIEW.1 Green Human Resource Management (GHRM).2 Green Employee Empowerment (GEE).3 Green Psychological Climate (GPC).5 Pro-environmental Behavior (PEB).1 Ability-Motivation-Opportunity Theory (Theory AMO).2 Social Cognitive Theory (SCT).3 Summary of prior research.1 The research of Rabbir Rashedin Tirno and colleagues (2023).2 The research of Mishal Nasir and colleagues (2022).3 The research of Jnaneswar K (2023).4 The research of Shumaila Naz and colleagues (2021).5 The research of Shih-Chin Lee and colleagues (2023).6 The research of Kalimullah Khan and colleagues (2023).4 Hypotheses and research model.1 The relationship between green human resource management and green employee empowerment.2 The relationship between green human resource management and green psychological climate.3 The relationship between green human resource management and green commitment.4 The relationship betw een green human resource management and pro- environmental behavior.5 The relationship betw een green employee empow erment and green commitment.6 The relationship between green psychological climate and green commitment.7 The relationship between green employee empowerment and pro- environmental behavior.8 The relationship between green psychological climate and pro- environmental behavior.9 The relationship between green commitment and pro-environmental behavior.10 The relationship betw een green human resource management, green employee empowerment and pro-environmental behavior.11 The relationship between green human resource management, green psychological climate and pro-environmental behavior.12 The relationship between green human resource management, green commitment and pro-environmental behavior.13 Proposed research model. 46 CHAPTER 3: RESEARCH METHODOLOGY.1 Qualitative research design.2 Qualitative research results.1 Research sample design.3 Data analysis method.1 Sample Descriptive Statistics.2 Evaluation, Analysis, and Testing Results.2 Exploratory Factor Analysis (EFA) Results.3 Confirmatory Factor Analysis (CFA) Results.4 Results of Structural Equation Modeling (SEM) Testing.73 CHAPTER 5: CONCLUSION AND RECOMMENDATIONS.3 Contribution of the Study.4 Recommendations and Managerial Implications.1 For Businesses and Organizations.2 For Government Agencies and the State.5 Limitations and Future Research Directions.2 Further research directions.
103 APPENDIX 1: GROUP DISCUSSION OUTLINE. 103 APPENDIX 2: GROUP DISCUSSION RESULTS. 107 APPENDIX 3: SURVEY FORM. 112 APPENDIX 4: ORIGINAL SCALE.
117 APPENDIX 5: ANALYSIS RESULTS. 1Ỉ9 7 LIST OF ABBREVIATION AMO Ability-Motivation-Opportunity CFA Confirmatory Factor Analysis EFA Exploratory Factor Analysis GC Green Commitment GEE Green Employee Empowerment GHRM Green Human Resource Management GKS Green Knowledge Sharing HRM Human Resource Management PEB Pro-environmental Behavior GPC/PGC Green Psychological Climate SEM Structural Equation Modeling SLT Social Learning Theory SPSS Statistical Package for the Social Sciences GE Green Empowerment EGB Employee Green Behavior 8 LIST OF TABLES Table 1 Green human resource management scale.51 Table 2 Green commitment scale. 51 Table 3 Pro-environmental behavior scale. 52 Table 4 Psychological green climate scale.
53 Table 5 Green employee empowerment scale. 54 Table 6 Survey Target Screening Questions. 59 Table 7 Gender of Survey Respondents. 60 Table 8 Employment Duration of Survey Participants.
60 Table 9 Departments of Employment for Survey Participants. 61 Table 10 Reliability Test of the Green Psychological Climate Scale. 62 Table 11 Reliability Test of the Green Employees Empowerment Scale. 62 Table 12 Reliability Test of the Green Human Resource ManagementScale.
63 Table 13 Reliability Test of the Green Commitment Scale. 64 Table 14 Reliability Test of the Pro-Environmental Behavior Scale (Round 2). 65 Table 15 EFA Analysis Indices (Round 1). 67 Table 16 Results of exploratory factor analysis (Round 2).
68 Table 17 Confirmatory Factor Analysis Results.71 Table 18 Linear Structural Equation Modeling Factor Analysis Results. 73 Table 19 Results of the Analysis of Mediating Relationships. 74 Table 20 Summary of Research Hypotheses. 75 9 LIST OF FIGURES Figure 1 AMO Theory Model.
23 Figure 2 Social Exchange Theory Model. 25 Figure 3 The research model of Rabbir Rashedin Timo and colleagues (2023). 26 Figure 4 The research model of Mishal Nasir and colleagues (2022).27 Figure 5 The research model of Jnaneswar K (2023). 29 Figure 6 The research model of Shumaila Naz and colleagues (2021).
30 Figure 7 The research model of Shih-Chin Lee and colleagues (2023). 31 Figure 8 The research model of Kalimullah Khan and colleagues (2023). 32 Figure 9 Proposed Researh Model.46 Figure 10 Research Process. 47 Figure 11 Confirmatory Factor Analysis Results.
72 Figure 12 Results of linear structural equation modeling analysis.1 Background In the past few decades, we have experienced a significant degradation of the global ecosystem. The increase in production activities and unsustainable environmental exploitation have had serious consequences on the natural environment. Environmental deterioration has now reached a level that endangers human life (Chang & Chen, 2012), making environmental challenges the most pressing issue to address (Sun et al. Therefore, finding solutions to these environmental problems has become an urgent task, calling for immediate human intervention and modification to avoid irreversible repercussions.
The manufacturing industry is considered to make a significant contribution to the global economy. However, the industry confronts many dangers due to growing concerns about production activities causing environmental degradation (Aftab & Veneziani, 2022). Due to its operational nature, this industry consumes numerous resources and produces a considerable amount of waste, polluting soil, water, and air with pollutants (Farrukh et al. Consequently, global manufacturing corporations have launched several environmental initiatives (Zibarras & Coan, 2015), and transformed their business model to minimize their negative impact on the global environment (Majumdar & Sinha, 2019).
Therefore, companies are transitioning towards green manufacturing, a current favored business model to meet new requirements and align with the global development trends. As a result, many manufacturing companies are adopting strategies oriented toward green transformation, advancing in a sustainable and environmentally friendly manner, using green business as a strategic approach and a competitive advantage (Melnyk et al. According to an article by Vu Thi Nhung in 2022, Vietnam is among the nations most profoundly influenced by climate change. Natural disasters such as storms, tropical depressions, floods, droughts, and landslides are all becoming more common.
Therefore, the Party and State have outlined the country’s development orientation for the period 2021-2030, with an emphasis on building an environmentally 11 friendly economy as the ultimate goal. Thus, the Stale consistently enforces policies that encourage businesses to go green, especially those in manufacturing. Therefore, keeping up with the current trend and understanding the State's desire, domestic manufacturing enterprises are shifting towards green production models. They adopt green business as their strategy and competitive advantage which can consequently strengthen their position and enhance competitiveness in both domestic and foreign markets while satisfying new demands and following the worldwide development trend.
However, organizations cannot achieve environmental sustainability without the involvement of employees as internal stakeholders. Current academic research has found that organizations often fail to acknowledge the complexity and diversity of environmental management operations (Luffs & Hahn, 2013) and underestimate the significance of employees' “pro-environmental behavior" (PEB) (Blok et al. As a result, they struggle to achieve their expected sustainable environmental goals (Lu et al. This proactive environmental behavior of employees occurs at the individual level and often beyond the scope of the organization's official reward systems.
However, it still has a positive impact on the firm’s environmental performance, assisting businesses in enhancing their green values, and thereby achieving their green objectives (Boiral, 2009). In this context, it is crucial for businesses to raise environmental awareness and promote pro-environmental behaviors of employees. Therefore, companies need to incentivize employees to engage in pro- environmental behaviors to gain competitive advantage (Elshaer et al. To accomplish this, a productive HRM system is significantly essential to fostering employees' pro-environmental behaviors and increasing their environmental awareness.
Consequently, there is a distinct need to build a robust HRM system that targets green objectives and sustainable development. As a result, green human resource management (GHRM) has come into existence through the integration of human resource management and environmental issues. In several related studies, researchers have investigated the relationship between green human resource management and employees' pro-environmental behaviors (Iftikhar et al., 2022; Farrukh et al., 2022; Patwary et al. According 12 to the research by Iftikar et al., (2022) conducted in the hotel industry in Pakistan, green human resource management positively influences pro-environmental behaviors of employees.
The findings of Farrukh el al., (2022) study in the manufacturing sector also concluded that pro-environmental behavior is promoted by green human resource management. Additionally, research conducted by Patwary et al., (2023) that surveyed 384 hotel employees in Malaysia suggested that the lop managers need to promote GHRM to enhance employees implementing proactively pro-environmental behaviors. Besides the above research, scholars also took into consideration the influence of green human resource management and green psychological climate on green commitment (K, 2023), green human resource management on green empowerment (Timo et al., 2023), and the impact of green empowerment on pro-environmental behaviors (Hameed et al. The current studies about GHRM and pro-environmental behaviors have been widely conducted in developed countries (Chiappetta Jabbour et al., 2019; Yeẹiltaẹ el al.
Nonetheless, there is a scarcity of the related research documents in the context of developing countries, particularly in Vietnam. Based on the factors mentioned above, the research team acknowledges that there are few existing studies simultaneously investigating the effects of GHRM, GEE, GPC, GC on employees’ PEB. Moreover, given the lack of studies on the mediating role of green psychological climate, employees' green commitment and green employees’ empowerment in the correlation between GHRM and pro-environmental behaviors of employees in the context of the manufacturing industry in Vietnam as a whole and specifically Ho Chi Minh city, our research team has carried out the research work: ‘Green human resource for the future: The impact of green human resource management on pro- environmental behavior of employees in manufacturing enterprises in Ho Chi Minh City: the role of green employee empowerment, green psychological climate and green commitment. Through this research, managers within manufacturing enterprises can explore appropriate approaches to encourage pro-environmental behaviors of the employees.2 Research Objectives Firstly, this paper develops the research model about the impact of green human resource management on employees' pro-environmental behaviors in manufacturing enterprises in Ho Chi Minh City through the mediating role of green employee empowerment, green psychological climate, and green commitment.
Secondly, this research tests the model and measures the impact of green human resource management on employees’ pro-environmental behaviors in manufacturing enterprises in Ho Chi Minh City through the mediating role of green employee empowerment, green psychological climate, and green commitment.