Green Training, Recruitment, and Performance Management Driving Employee Green Behavior: Mediation by Green Self-Efficacy

Abstract

Companies throughout the world have adopted Green Human Resource Management (GHRM) in response to the need of a strategic tool for encouraging pro environmental behavior. Sustainability's urgency is growing among staff members. Although other studies have looked into how GHRM practices affect company performance, not much have examined their direct effects on Employee Green attitude (EGB) through psychological processes in developing countries.  This study examines how three GHRM practices Green Training, Green Recruitment, and Green Performance Management influence Employee Green Behavior (EGB), testing Green Self-Efficacy (GSE) as a psychological mediator. This was a cross-sectional survey of N = 360 employees from medium and large scale manufacturing organizations. Data was collected from departmental managers using multi item likert scale instrument and analyzed with structural equation modeling (SEM). A 5,000 sample bias corrected bootstrapping approach was further applied to evaluate indirect mediation pathways. Reliability for all constructs exceeded α = .80. SEM indicated significant direct effects of Green Training (β = .40, p < .01), Green Recruitment (β = .35, p < .01), and Green Performance Management (β = .47, p < .01) on EGB. GSE had a positive effect on EGB (β = .41, p < .01) and partially mediated all three relationships. Model fit indices met recommended thresholds. The study integrates three core HR levers with a green self efficacy (GSE) in a single model and provides manufacturing sector evidence from an emerging economy context, a setting underrepresented in prior work. Findings guide HR leaders to pair structural HR practices with efficacy-building micro-interventions to amplify green outcomes.