The Mediating Effect of Organisational Sustainability and Employee

Behaviour on the Relationship between GHRM and Sustainable

Performance in Qatar

MOHAMAD A. S ALENZI1, AMAR HISHAM JAAFFAR2, MOHAMMAD KHUDARI1

Jalan IKRAM-UNITEN, 43000, Kajang, Selangor, MALAYSIA

Jalan IKRAM-UNITEN, 43000, Kajang, Selangor, MALAYSIA

reliability and validity were examined. Data was investigated using the PLS-SEM route modeling technique to

test the hypothesis. The empirical data demonstrate that GHRM practices considerably impact SP, with EB

acting as a mediating factor. Theoretically, this study has added to the GHRM literature by identifying a link

between GHRM practices and EP results in Qatari private enterprises. By examining the indirect effects of

GHRM practices on SP via OS and EB, this study adds to the body of knowledge. According to the findings,

GHRM practices may encourage employees to engage in green behavior to improve environmental

performance.

Key-Words: - Employee Behaviour, GHRM, Organisational Sustainability, PLS-SEM, Sustainable

Performance

years, notably since the current industrial revolution,

which has led to the environmental deterioration [2].

As a result of the integration of processes, technical

advancement, and systemic implementation, the

image of environmentally friendly products is now

an important economic feature [3]. Sustainability

has become essential for green businesses as they

strive for better results than their traditional rivals.

As a result of environmental concerns in developing

countries, textile manufacturers must review,

to resources and human civilization. Organizations

are under increasing pressure to improve their long-

term efficiency due to these two considerations [2].

The resource-based [5] states that human resources

are different resources of a company; they cannot be

replicated by competitors and can provide a distinct

competitive advantage for enterprises. The

synergistic effect of aligning human capital and

environmental challenges in companies is

envisaged. Firms also participate in methods such as

behavior might shift depending on their work

environment and challenges. Therefore, they must

adopt green habits voluntarily [9]. By requiring

employees to show PEB, organizations can improve

their environmental performance [10],

environmental sustainability [7], employee job

performance [11], and gain a competitive edge [12].

As a result, following the GHRM philosophy has

multiple benefits for a business. Various researches

and strategic management and leadership have

eliminating travel fuel and unused waste products,

and focusing on the entire organization's lifecycle

related to HR processes [15]. A survey of corporate

responsibility conducted by KPMG in 2021 found

that only 16 percent of Qatar's top private

companies exercised their corporate responsibility

by reporting on their SDGs, 97 percent of Qatar's

The GRI-compliant sustainability reports produced

by 19 percent of Qatar's private corporations and the

formal assurance statements provided by 8 percent

of the companies were also noteworthy. Most

private Qatari businesses (36 percent)

acknowledged human rights as a business

sustainability issue, yet only 33 percent of those

businesses made an effort to improve their supply

chains' ESG performance. Comparatively, just 30

percent of worldwide corporations said they were

in 2018; these results match Qatar's GCI 4.0 2019

ranking. A lack of concern about environmental

changes that could significantly influence

productivity could indicate Qatari organizations'

lack of interest in sustainable development [16]. All

stakeholders, including private sector businesses and

the general public, must accept and implement

environmentally friendly practices in their daily

lives. Since there is a gap in the literature regarding

the mediating effect of organizational sustainability

presented. Section 2 contains the literature review.

Section 3 discusses the hypotheses development.

Section 4 shows the methodology. Section 5

discusses the results. Chapter 6 covers discussion,

and lastly, Section 7 covers the conclusions.

2 Literature Review

2.1 Sustainable Performance

Sustainable organizational change can be described

in various ways; it can't be defined for a single

company [17]. A triple bottom line strategy that

examines a corporation's social, environmental, and

economic aspects all at once has been realized by

business executives. Sustainable development does

not imply that economic growth will occur.

method according to [2].

friendly activities can take many forms, as [19]

explain. Recruitment and selection, training and

development, performance management, and

incentives for environmental sustainability are all

part of GHRM's mission statement. The second

definition of "sustainability" is "development that

meets present demands without endangering the

ability of future generations to meet their needs"

[20]. Green HR practices were implemented as a

performance-based appraisal system to raise

variable in terms of the services used by the

organization. As a result, a company's economic

performance is expected to improve as a result of

this [33]. By recognizing GHRM activities,

organizations can improve their environmental

performance over time [34]. In other environmental

management literature, it is acknowledged that

greener [35]. On the other hand, even organizations

dedicated to environmental preservation cannot take

action without the help of their employees, who

must be made more knowledgeable, skilled,

engaged, and productive as a result. In the modern

era, green human resource programs focus primarily

on enhancing process competency, reducing and

eliminating environmental harm, repairing goods,

and human resources processes that result in

increased productivity and lower costs. "Greening"

operations are green human resource activities

themselves. Green human resource practices can

affect and modify green efficiency, green attitudes,

green thinking, and green human resource

management abilities. The financial success of a

company is also influenced by employee-level

outcomes (e.g., knowledge, involvement, and

encouragement of employees) connected with

environmentally-oriented activities, according to

various researchers [38] [39]. We cannot deny the

environmental activities and providing them with

environmental training and objectives [40]. Some

research suggests that better economic presentation

may be possible if the number of employees, such as

ability bonuses, results from bottle green jobs at

their company. There will be a greater number of

employees affected by a company's supplier list if

increase their EP in a healthy way. Hence, this study

hypothesizes that:

H1: There is a significant and positive effect of

GHRM on Sustainable Performance

focuses on how companies create and maintain it

[9]. The company's information-based philosophy

believes that expertise is its most important

resource. This notion, which comes from RBV, is

ingrained in an organization's subculture and

identity, rules, workouts, files, systems, and

employee performance [41]. According to research,

company's performance and competitive advantages

[27]. Employee recruitment, performance, and

training in the company's green plans (Renwick et

al. 2015), employee relations policies, and reward

systems are all considered in this sector. Modern

HR methods and new EM, however, should be

investigated by firms to improve their long-term

sustainability and competitive edge [37]. In an early

study, it was discovered that after jobs have gained a

specific amount of proficiency in their assigned

using partial least squares structural equation

modeling on a sample of 161 Iranian industrial

businesses. Human resources management and

green management should be integrated, according

to a study that found a large and favorable influence

on supply chain management (GSCM). GSCM is

most positively affected by the GHRM practices of

"Green Development and Training," "Green

Employee Behavior," and "Green Pay and Reward,"

all of which managers should pay special attention

This study is the first empirical effort to

comprehend the GHRM-GSCM relationship in Iran

better and hence adds value to the existing

contributions. Because of the severity of climate

change's effects, [12] argues that businesses must

now implement green practices. Many businesses

and economies worldwide have implemented "green

environmental sustainability by imposing formal

policies and processes, implementing activities, and

adopting technologies for these businesses. The

employees' discretionary actions and willingness to

evaluate their actions regarding environmental

impacts and proactively suggest initiatives and

activities to management to improve energy

economic growth, jeopardizing millennia of

prosperity and threatening life on Earth if it is not

remedied. A more inclusive economy may be the

only alternative, as this is the recommendation. It's

possible to speed up the adoption of green practices

by influencing employees' pro-environmental

behavior (PEB). Pro-environmental behavior at

work can be measured using a variety of factors,

including the following: For organizations in Qatar,

this can be used as a guideline for promoting

were taken from a list of Qatari manufacturing

enterprises that the Ministry had approved of

Industry and Trade. Using the Convenience-

Sampling Method, the response rate was higher than

50%. In the current workforce, organizational

citizenship behavior toward the environment

(OCBE) is strongly influenced by the management

the organization to boost productivity. Hence, the

following hypotheses were developed:

H4: There is a significant and positive effect of

Employee Behaviour on Sustainable Performance

H5: There is a significant and positive effect of

GHRM on Employee Behaviour

H7: Employee Behaviour mediates the effect of

GHRM on Sustainable Performance

Based on the existing literature and the developed

Fig. 1: Proposed Framework

The research work was a quantitative method. It

obtained data from employees of private enterprises

in Qatar using a self-administered questionnaire.

Employees of private companies took part in this

study. The sample size for this research was

estimated using the G*Power (2017) calculator. As

a result, the sample size for this study is 383

employees, according to the G*Power (2017)

researcher. The questionnaire was administered by a

professional researcher who was aware of the

study's aims to collect data more promptly and

within a defined timeframe. Employees were given

383 questionnaires to fill out. A total of 216

questionnaires were analyzed, with 167 surveys

being invalid. The respondent scored each of four

measuring devices on a five-point Likert scale (1 =

strongly disagree and 5 = strongly agree). Finally,

5 Results

The measurement model's reliability and validity are

presented in Table 1 below. The acquired

standardized factor loading of each of the items of

all four measuring instruments of GHRM, OS, EB,

and SP scales was greater than 0.70, demonstrating

the convergent validity of all the constructs [47].

This study also looked at the factor loading of

model was unidimensional. Tables 1 showed that

the standard loading of an individual item on its

intended construct is between 0.704 and 0.882 [48],

the Cronbach alpha coefficient of the scales is

between 0.887 and 0.938, and the AVEs of the

constructs in the study are between 0.587 and 0.651.

The scale composite reliability is greater than 0.80

with other constructs, implying that the constructs in

our study have discriminant validity. As a result, it's

possible that the study's latent constructs had

distinct sets of elements. They are conceptually

distinct, reflecting the discriminant validity of the

measurement model [50]. This study employed

SEM to test three direct and two mediating

hypotheses in the study, as outlined in the

conceptual research framework.

Table 2. Discriminants Validity

The organizational sustainability and sustainable

performance model is shown in Table 4 by the route

(e.g., human resource training, human resource

knowledge, green compensation, human resource

performance management system, and green

recruitment). Table 4 shows that GHRM had a

positive and significant impact on sustainability

performance (=0.348, T-value= 16.301) which

supports H1. In other words, improved long-term

indicating support for H2. To put it another way, a

greater degree of GHRM would lead to a more

sustainable organization. Table 4 depicted the

findings demonstrated that GHRM had a favorable

and substantial impact on employee behavior

(=0.774, T-value= 47.14), supporting H3. A positive

and statistically significant correlation (= 0.520, T-

value = 16.49) was identified in Table 4, indicating

support for Hypothesis 4. These findings confirm

over the long term is correlated with its ability to

maintain its current sustainability. Another premise

for this research is that employee behavior and long-

term performance are intertwined. A statistically

significant and positive (= 0.137=, T-value of 3.865)

association between the proposed relationship and

H5 was identified in Table 4. These findings

confirmed that employee behavior impacts long-

term performance and has a favorable impact on

long-term performance directly. As the employee's

and the indirect influence of green human resource

management techniques and sustainable

performance. After conducting the bootstrapping

technique with 216 observations, 5000 subsamples,

and no sign changes, the researcher examined the

structural model results, which contained the earlier

mediator resulting from the bootstrapping

connection to one another for this condition to be

true. As a result of this, both H6 and H7 were

backed. In addition, the variance accounted for

(VAF) value was obtained by determining the

indirect impact's size in relation to the total effect's

size. Here's the formula for calculating VAF, which

is:

VAF=0.348/(0.348+0.520)=0.348/0.868

VAF=0.401

VAF=40%

The mediating effect of employee behavior on the

relationship between green human resource

management practices and sustainable performance

VAF=0.718

VAF=72%

6 Discussion

GHRM practices' effect on manufacturing's

assessed the effectiveness of GHRM strategies in

from employees. According to this article,

environmental sustainability should be incorporated

into human resource management practices.

According to previous research, GHRM techniques

are used in various industries [9]. There was an

investigation to evaluate if GHRM practices (in

general) in manufacturing organizations had an

dissemination of environmental knowledge and

values through GHRM practices improves the EM

by empowering and motivating employees [18]. As

a result, employees can contribute to a more positive

work atmosphere [37]. Using these findings, [32]

examined how an organization's EP policies affect

its employees' incentive to work harder toward EM.

' Numerous similarities can be seen between the

findings of this study and those of [3] [40]. Human

resources management (HRM) is critical to an

Employees can create green abilities and engage in

green activities if they receive green training and

recognition for their achievements [18]. Due to their

enhanced psychological availability and job

happiness, their EP is expected to climb. [45]

claimed that employees must be trained and

empowered to help the organization embrace green

practices. Green hiring methods are more likely to

attract environmentally conscious employees (Zaid

et al., 2018). In line with past research, hypothesis 2

on employee behavior and engagement (e.g.,

employee training and development, recognition

programs). The green practices provided to its

employees by the industrial sector improve the

environmental performance of this industry.

Employees believe that GHRM initiatives

strengthen their allegiance to the business. An

design and implement environmental activities and

goals that support and identify with these

psychological and emotional objectives. Green

competency advancement, knowledge sharing, eco-

initiatives implementation, and inventive solutions

to various environmental problems are all made

easier with the GHRM on the staff's side.

possible to increase employee participation in

environmental improvement activities, such as

corporate engagement and cooperative

environmental development projects. As predicted

by the theory, EB acts as a mediating factor in the

link between GHRM practice and SP. This is partly

due to employees' sense of duty and perception of

their employer's environmental policies. If

environmental activities were pushed more broadly,

they might strengthen the social interchange

examine how GHRM and SP are fundamentally

linked, as previous research has revealed (Hameed

et al., 2019).

7 Conclusion