IDEAS home Printed from https://ideas.repec.org/a/eme/ijmpps/ijm-05-2020-0255.html
   My bibliography  Save this article

Green human resource management, leader–member exchange, core self-evaluations and work engagement: the mediating role of human resource management performance attributions

Author

Listed:
  • Gabriel C.W. Gim
  • Say Keat Ooi
  • Siau Teng Teoh
  • Hui Ling Lim
  • Jasmine A.L. Yeap

Abstract

Purpose - Sustainable development concern, coupled with changes in the talent landscape, has led to a heightened focus on green human resource management (GHRM). Drawing on attribution theory and conservation of resources theory, this study examined GHRM, leader–member exchange (LMX) and core self-evaluations (CSE) in relation to work engagement together with human resource management (HRM) performance attributions as a mediator. Design/methodology/approach - Partial least squares structural equation modelling (PLS-SEM) was used to analyse the data collected from 110 respondents working in ISO 14001 certified organisations in Malaysia. Findings - Results revealed that GHRM and LMX were positively related to HRM performance attributions that were intended to improve employee performance. However, CSE was not found to be related to HRM performance attributions. Consequently, HRM performance attributions were positively related to work engagement. Furthermore, GHRM and LMX had positive indirect effects on work engagement through HRM performance attributions as a mediator. Research limitations/implications - Since the data collected were from Malaysia only, it limits the generalisability of the results to other regions. Practical implications - The findings suggest that organisations should adopt GHRM and train its leaders to forge stronger social bonds with their subordinates to elicit higher work engagement by positively influencing employee attributions on the motives of HRM practices. Originality/value - This study contributes to the acknowledged gap on GHRM and HRM attributions by examining the non-green employee outcomes of GHRM and the antecedents of HRM performance attributions. This study also contributes by integrating attribution theory with conservation of resources theory to provide the mediation mechanism in linking GHRM and LMX towards higher work engagement through HRM performance attributions as a mediator; thus empirically illustrating the resource gain spirals.

Suggested Citation

  • Gabriel C.W. Gim & Say Keat Ooi & Siau Teng Teoh & Hui Ling Lim & Jasmine A.L. Yeap, 2021. "Green human resource management, leader–member exchange, core self-evaluations and work engagement: the mediating role of human resource management performance attributions," International Journal of Manpower, Emerald Group Publishing Limited, vol. 43(3), pages 682-700, August.
    • Handle: RePEc:eme:ijmpps:ijm-05-2020-0255
    DOI: 10.1108/IJM-05-2020-0255
    as

    Download full text from publisher

    File URL: https://www.emerald.com/insight/content/doi/10.1108/IJM-05-2020-0255/full/html?utm_source=repec&utm_medium=feed&utm_campaign=repec
    Download Restriction: Access to full text is restricted to subscribers
    File URL: https://www.emerald.com/insight/content/doi/10.1108/IJM-05-2020-0255/full/pdf?utm_source=repec&utm_medium=feed&utm_campaign=repec
    Download Restriction: Access to full text is restricted to subscribers
    File URL: https://libkey.io/10.1108/IJM-05-2020-0255?utm_source=ideas
    LibKey link: if access is restricted and if your library uses this service, LibKey will redirect you to where you can use your library subscription to access this item
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Aida Abdullah & Farihah Hassan & Ahmad Faiz Yaakob & Suhaimi Hj Abdul Samad & Norfadzidatulizwa Farouk Shah, 2024. "The Perceived Green Human Resource Management among HR Personnel in Malaysian Utility Company," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(7), pages 2877-2885, July.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:eme:ijmpps:ijm-05-2020-0255. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Emerald Support (email available below). General contact details of provider: .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.