Green Human Resource Management and Employee Green Work Behavior: The Mediating Roles of Green Work Engagement and Green Psychological Climate in Chinese Higher Education Institutions

Abstract

Aim/Purpose: Amid mounting environmental challenges, such as climate change, resource depletion, and ecological degradation, organizations are increasingly emphasizing sustainable operations. Within this paradigm, Green Human Resource Management (GHRM) has emerged as a strategic tool to cultivate employees’ environmental awareness and promote pro-environmental behaviors. This research aimed to examine the influence of GHRM initiatives on employees’ green work behaviors, including both mandatory in-role and voluntary extra-role behaviors, within the context of Chinese higher education institutions (HEIs). Moreover, it investigated the mediation effects of Green Work Engagement (GWE) and Green Psychological Climate (GPC) in converting GHRM policies into workplace sustainability outcomes. Introduction/Background: Sustainability has become a critical consideration in organizational strategy, requiring HRM practices to integrate environmentally responsible principles. Previous research has indicated that green human resource management (GHRM) can shape employee attitudes, awareness, and behaviors toward environmental responsibility, thereby supporting organizational sustainability objectives. Employee green behaviors, including task-specific and voluntary eco-friendly actions, are essential for achieving sustainability performance. GHRM facilitates these outcomes through green recruitment, training, performance evaluation, and reward systems that foster an environmentally focused organizational culture. Green work engagement (GWE) further mediates this process by reflecting employees’ psychological commitment, energy, and absorption in environmental activities. Higher education institutions (HEIs), as knowledge-intensive organizations, are uniquely positioned to promote sustainability through academic instruction and environmentally conscious management practices. In China, HEIs play a strategic role in advancing sustainability in line with national carbon neutrality goals and educational policies. However, the mechanisms through which GHRM translates these into green behaviors, particularly the roles of GWE and green psychological climate (GPC), remain underexplored, highlighting the need for this research. Methodology: Data were gathered from academic and administrative personnel at higher education institutions in Shenyang, China, selected due to their industrial history and ongoing environmental initiatives. A minimum sample of 399 was determined using Yamane’s formula (1973), and 420 valid responses were obtained through an online questionnaire distributed via email and WeChat. Measurement scales were adapted from prior studies: GHRM (Dumont et al., 2017), GWE (Schaufeli et al., 2006), GPC (Norton et al., 2014), and green work behavior (Bissing-Olson et al., 2013). The survey instrument underwent translation and back-translation to ensure linguistic accuracy. Statistical analyses included assessments of normality, reliability, validity, multicollinearity, and common method bias, followed by structural equation modeling and mediation analysis using SPSS and AMOS. Control variables such as gender, age, and educational background were included to account for potential influences on green work behaviors. Findings: The results indicated significant positive relationships between GHRM and both in-role and extra-role green behaviors, supporting the theoretical underpinnings of Social Exchange Theory (SET), which postulates that employees reciprocate organizational commitment with engagement in sustainability initiatives. GHRM also positively influenced GWE, consistent with the Job Demands-Resources (JDR) model, indicating that green HR practices serve as motivational resources enhancing employee engagement in sustainability-related tasks. Moreover, GWE was found to mediate the relationship between GHRM and green behaviors, suggesting that employee engagement plays a critical role in translating HR-driven environmental strategies into both mandatory and discretionary eco-friendly workplace actions. However, GPC did not demonstrate a significant mediating effect, suggesting that employees’ perceptions of an organization’s sustainability climate alone may not be sufficient to drive green behaviors without associated structural and managerial support. Contribution/Impact on Society: This research extends the GHRM literature by simultaneously examining both in-role and extra-role green behaviors, incorporating dual mediators, GWE and GPC, within the underexplored context of Chinese HEIs. The study provides theoretical insights by integrating SET, JDR, Broaden-and-Build Theory, and Social Cognitive Theory to explain the processes linking GHRM to employee green behaviors. Practically, the findings inform HEI management on effective strategies to cultivate sustainable workplace practices. By implementing sustainability into HR policies, institutions can enhance employee participation in eco-friendly initiatives, thereby improving institutional environmental performance and promoting broader societal sustainability outcomes. Recommendations: HEIs should integrate GHRM into their core HR policies by implementing green recruitment, sustainability training, performance evaluation, and incentive schemes to foster both mandatory and voluntary green behaviors. Institutions should cultivate a culture that promotes GWE through collaborative spaces, recognition of sustainability initiatives, and participatory decision-making. Partnerships with government and industry can support knowledge sharing and sustainability innovation. Behavioral nudges, such as environmental reminders and infrastructure adjustments, can reinforce engagement while reducing ecological footprints. Continuous monitoring of GHRM initiatives, together with green infrastructure investments, can ensure employees are psychologically motivated and practically equipped to engage in sustainable actions. Research Limitations: The research was limited by self-reported data, the focus on a single Chinese city, and a cross-sectional design, which constrain generalizability and causal inference. Only two mediating variables were examined, and findings were confined to HEIs in China, limiting applicability to other sectors and cultural contexts. Future Research: Future studies should employ longitudinal designs, multiple data sources, and cross-cultural comparisons to enhance validity and generalizability. Additional mediators and moderators, such as individual green values, leadership styles, and organizational culture, should be investigated. Research should also extend beyond HEIs to explore industry-specific issues and opportunities in implementing GHRM measures, thereby contributing to a more comprehensive knowledge of sustainability strategies across diverse organizational contexts.