Contemporary research in GHRM is grounded in diverse theoretical and conceptual frameworks, including those aligned with the theory-driven psychological tradition. This approach places a strong emphasis on measuring and modifying individual employee attitudes and behaviours through manager-led practices in pursuit of organizational objectives ([63]). Additionally, academic rigor is emphasized to attain significant publication goals.

Ability-Motivation-Opportunity theory ([10]) suggests that human resource management (HRM) practices that enhance an organization’s human capital through the enhancement of employee capabilities lead to positive performance outcomes, encompassing increased productivity, reduced waste, improved quality, and enhanced profitability ([55]).

The Conservation of Resources (COR) theory, as propounded by ([26]), asserts that individuals are motivated to minimize the overall depletion of their resources, employing proactive resource acquisition strategies to secure additional resources, and investing their existing resources in strategies to preserve their resource pool. Consequently, green-related resources acquired through environmentally conscious human resource practices can foster proactive environmental behaviour among employees ([15]).

Social cognitive theory (SCT), as conceptualized by [11], suggests that a variety of personal, environmental, and behavioural variables catalyses pro-environmental behaviour, ultimately leading to enhanced environmental performance. Furthermore, green intellectual capital, encompassing an individual’s knowledge, abilities, and experience in environmental stewardship, serves as a catalyst for positive behavioural outcomes ([44]). In other words, individuals possessing knowledge, abilities, and experience pertinent to environmental initiatives are more likely to engage in pro-environmental behaviours.

This study also incorporates the person-organization (P-O) fit theory, which suggests that the alignment between an individual’s values and those of the organization exerts a positive influence on the psychological climate and attitudinal motivation within the workplace. These factors, in turn, are anticipated to enhance employee performance and contribute to improved organizational outcomes ([37]).

Building upon the aforementioned theoretical foundations, the subsequent section will delve into a comprehensive review of the study’s theoretical underpinnings. This will entail a thorough examination of the concept of GHRM and its various practices, including green compensation, green performance management, green recruitment and selection, and green training & development. Additionally, the section will provide an in-depth exploration of Perceived Organziational Performance (POP) in the context of organizational sustainability. This will be followed by a review of relevant prior studies, as follows:

The concept of green human resource management (GHRM) encompasses a spectrum of practices that collectively contribute to the reduction of organizational carbon footprints ([28]). These practices span the entire employee lifecycle, from green job design and analysis to green HR planning, recruitment and selection, induction, training and development, performance appraisal, reward systems, and employee relations ([45]). The origins of GHRM can be traced to the growing recognition among organizations of the need to embed sustainability principles into their internal processes and decision-making frameworks ([27]). [4] defined green human resource management (GHRM) as an umbrella term encompassing human resource management practices that foster environmentally responsible resource utilization, thereby enhancing an organization’s environmental efficiency, raising employee understanding of environmental issues, and demonstrating a commitment to addressing environmental management challenges.

GHRM plays a pivotal role in the formulation, development, and implementation of sustainable business strategies within organizations ([58]). The implementation of GHRM practices serves as a catalyst for fostering responsible employee behaviour, empowering them with enhanced environmental stewardship capabilities and a heightened sense of environmental responsibility ([70]).

[9], drawing upon the Ability-Motivation-Opportunity (AMO) theory, have categorized green HRM practices into: green competence-building practices (i.e. green recruitment & selection and green training & development programs), green motivation enhancing practices (i.e. performance appraisal and rewards, and green employee involvement practices).

According to [43], A work environment characterized by GHRM practices exhibits a positive correlation with employees’ capacity to develop environmentally sustainable solutions. [64] suggest that integrating environmental sustainability values and competencies into recruitment and selection procedures is likely to foster a strong alignment between organizational values and those of its employees. Furthermore, conducting customized training and development programs and establishing a learning system that acknowledges ecological issues will also enhance environmentally related knowledge and competencies ([20]).

Regarding performance management, [25] found that tailoring performance appraisals to recognize employees’ environmentally responsible behaviours will positively reinforce their perception of task significance, motivating them to exert additional discretionary effort and exhibit responsible attitudes and commitment when dealing with environmental issues.

In compensation context, increasing employee motivation can be achieved by modifying reward and incentive structures to acknowledge and reinforce employees’ environmentally responsible behaviours and the successful attainment of sustainability-related objectives ([1]).

Based on the above and drawing upon the consensus of various scholars and experts, we can categorize GHRM practices into the following dimensions:

Attracting top talents is a critical human resource objective in the current competitive talent landscape, and companies are leveraging green human resource management (GHRM) practices to establish a strong environmental reputation and enhance their appeal to the growing cohort of ecologically conscious younger generations ([55]). [57] conceptualized green recruitment and selection (GRS) as a three-pronged approach encompassing: 1) assessing job applicants’ environmental awareness, 2) projecting a positive environmental employer brand, and 3) incorporating green principles into the recruitment process to attract environmentally conscious candidates. Implementing GRS effectively communicates an organization’s commitment to environmental sustainability and reinforces its green brand identity ([24]). The evaluation and selection process should be aligned with this eco-conscious approach, incorporating environmental considerations into job descriptions and prioritizing candidates who demonstrate exceptional performance based on these criteria ([55]).

GHRM prioritizes knowledge enrichment, skill development, and the cultivation of environmentally friendly behaviours among employees. This is achieved through green training & development initiatives, enabling employees to acquire the necessary competencies to conserve and protect the environment, contributing significantly to the attainment of organizational sustainability goals ([70]). Training plays a pivotal role in shaping employee attitudes and fostering commitment towards environmentally friendly practices ([14]). GTD can effectively enhance an employee’s knowledge and understanding of eco-conscious activities in the workplace. For example, GTD can equip workers with the necessary environmental knowledge to implement proper waste recycling procedures and elevate their overall ecological sustainability capabilities ([49]).

It is important to evaluate and assess the effectiveness of environmental management practices in relation to the organization’s overall environmental performance ([67]). Green performance management serves as a critical metric for assessing the effectiveness of GHRM practices within organizational settings as it entails the implementation of processes and standards designed to measure, evaluate, and provide feedback on employee performance in relation to environmental sustainability goals ([6]). These standards encompass a range of sustainability initiatives, including mitigating environmental incidents, fulfilling environmental responsibilities, diligently reporting environmental concerns, minimizing resource consumption, and effectively implementing environmental policies and procedures ([62]). Integrating green performance appraisal outcomes into a reward system serves as a powerful motivator for employees to participate in environmental initiatives and to actively contribute to the organization’s sustainability objectives ([23]).

Green compensation encompasses a system of monetary and non-monetary incentives designed to attract, retain, and motivate employees in their pursuit of environmental sustainability goals ([29]). Monetary rewards encompass cash prizes, bonuses, and discounts, while non-monetary rewards may include special recognition or awards. A prevailing consensus among researchers suggests that a combination of monetary and nonmonetary incentives yields superior motivational outcomes ([55]). By implementing a comprehensive green compensation strategy, organizations can effectively encourage employee adoption of sustainable practices, thereby contributing to the achievement of broader environmental goals ([23]).

[52] defined the Perceived Organziational Performance (POP) as the totality of outcomes achieved by a company through the execution of its diverse activities. According to [66], Organizations should strive to conduct their operations in an environmentally responsible manner. GHRM practices are the use of the HRM policies to promote sustainable resource utilization within organizations, fostering both business objectives and environmental sustainability goals ([8]). According to [2], Effective implementation of GHRM practices empowers organizations to enhance their social and Perceived Organziational Performance (POP) in a sustainable manner, while also gaining a competitive advantage, but this necessitates an integration of environmental considerations into the organization’s daily operations, strategic human resource decisions, and policy frameworks. Internationally, few studies are available which have linked GHRM with Perceived Organziational Performance (POP).

[61] conducted a qualitative study and found the benefits of GHRM practices included the creation of an environmentally friendly organizational culture and work climate, increased resource efficiency, a positive corporate image, and improved economic and environmental performance. [69] suggested in their study that GHRM aspects and attributes enhance a combination of ecological, financial, and societal sustainability.

H1: Green HRM is positively associated with Perceived Organziational Performance (POP).

Intellectual capital is an intangible asset that companies can build upon their organizational strengths, expertise, and knowledge to gain a competitive edge and enhance their overall performance ([65]; [53]). [17] defined Green Intellectual Capital (GIC) as a combination of intellectual capital and environmental initiatives, encompassing all intangible assets such as knowledge, expertise, and collaborations at both individual and organizational levels, to foster environmental sustainability. This study adopted three elements to explain GIC, namely green human capital (GHC), green structural capital (GSC) and green relational capital (GRC), as suggested by [17]. [65] defined the three GIC dimensions as following:

1) Green Human capital (GHC): the collective knowledge, skills, expertise, experience, attitudes, wisdom, creativity, and commitment of employees towards environmental protection and green innovation, residing within the individuals themselves rather than the organization.

2) Green Structural Capital (GSC): the cumulative organizational capabilities, commitments, knowledge management systems, reward structures, information technology infrastructure, databases, managerial approaches, operational processes, management philosophies, organizational culture, brand reputation, intellectual property rights, and trademarks that contribute to environmental protection and green innovation within an organization.

3) Green Relational Capital (GRC): an organization’s network of interconnected relationships with customers, suppliers, alliance partners, and stakeholders, fostering collaboration in corporate environmental management and green innovation, ultimately driving value creation and competitive advantage.

[65] explored the connection between green human resource management (GHRM) practices and green intellectual capital (GIC), revealing a significant correlation between various dimensions of GIC and the implementation of GHRM practices ([44]).

[39] demonstrated that green training effectively cultivates employees’ environmental stewardship, enhancing their skills, capabilities, knowledge, commitments, and overall attitude towards environmental management. Their findings further support the notion that green training contributes to the development of green human capital, a crucial component of green intellectual capital.

H2: GHRM is significantly related to Green Intellectual capital (GIC).

According to [34] & [68], by developing the human capital and effectively utilizing green intellectual capital, organizations can simultaneously achieve a competitive edge in the marketplace and contribute to environmental sustainability. [51] undertook a study to investigate the role of green intellectual capital in explaining the processes through which organizations can effectively accomplish their environmental and operational objectives. They found that the Green intellectual capital acts as a tool, converting knowledge and skills, acquired by green training, related to environmental sustainability into practical solutions that enhance operational efficiency. The study also explained how organizations can harness their green resources and capabilities to achieve long-term operational efficiency and secure a competitive edge.

H3: GIC Mediate the relationship between GHRM and POP.

Employees should exhibit a comprehensive understanding and adept application of GHRM practices, encompassing both theoretical comprehension and practical implementation strategies ([21]). [41] argue that establishing individual environmental objectives for employees can foster greater awareness and engagement in achieving the organization’s green goals. This approach instils a sense of personal responsibility and ownership of environmental initiatives, reinforcing the significance of sustainability efforts. In recruitment, [24] suggest that by prioritizing candidates with strong environmental awareness, organizations can cultivate a workforce that is committed to ecological responsibility and contributes to achieving their environmental objectives.

Several studies explored the role of the awareness of GHRM on the relationship between GHRM practices and Perceived Organziational Performance (POP). One of these studies is conducted by [21] in which they found that Employee awareness moderates the relationship between Green HRM practices and Perceived Organziational Performance (POP).

H4: Individual’s Awareness of GHRM practices moderates the relationship between GHRM and OP.

A growing body of research in the field of HRM behaviour suggests that personality traits can serve as a catalyst that either strengthens or diminishes the connections between HRM practices and individual and organizational behaviours and outcomes ([1]). From a psychological standpoint, individuals exhibit varying patterns of behaviour, both voluntary and involuntary, shaped by the degree of alignment between their personal perceptions, needs, values, and goals and the organization’s established norms, practices, and objectives ([47]).

Despite growing research interest, empirical evidence supporting the moderating influence of personality traits on the relationship between GHRM practices and Perceived Organziational Performance (POP) remains limited. According to [1], a conscientious personality can foster a stronger connection between GHRM practices and employee engagement with environmental initiatives. Individuals with a conscientious personality are characterized by dependability, resourcefulness, self-discipline, and a focus on achieving goals. These traits are likely to align well with the values and activities promoted by GHRM, leading to increased employee involvement in environmental initiatives.

H5: Individuals’ conscientiousness personality moderates the relationship between GHRM and Perceived Organziational Performance (POP).

Based on the above literature review and hypothesis, the following conceptual framework has been derived as shown in Figure 1.

Figure 1. Conceptual framework.

This study is a quantitative study targeting the workers at healthcare sector in Saudi Arabia. To collect the data, questionnaires were made by using Google Form (see Appendix) and distributed through emails and via WhatsApp to healthcare organizations workers in Makkah, Jeddah, Medinah, Riyadh, and Dammam. The purpose of the study has been described to the respondents at the beginning of the questionnaire, and they have been assured of the confidentiality of their data. In this study, simple random sampling technique was employed to select a subset of respondents from a population, ensuring that each member of the population has an equal probability of selection. We collect data from a number of members of the random subset. 365 questionnaires were distributed from March 2025 to August 2025.

The study population consists of hospitals and medical cities in Saudi Arabia that provide the full range of healthcare services offered by the Ministry of Health (MOH). Raw data about these healthcare organizations, including name, location, classification, and other details were reached and utilized by using the official MOH statistical yearbook 2021. The total population size is 64 organizations. To assess the validity, reliability, and consistency of the questionnaire prior to the commencement of the study, a pilot study conducted with a sample of 20 healthcare employees working in these organizations.

The research data collected through Google Forms was subjected to rigorous analysis using SPSS-24. Following data import, the initial stage involved confirmatory analysis employing Cronbach’s alpha coefficient to assess the internal consistency and reliability of the measurement instruments. This crucial step ensures the validity and reliability of the data before proceeding with further analysis.

Subsequently, descriptive statistics were generated to explore the central tendencies (mean) and variability (standard deviation) of the key variables. Additionally, demographic variables were analysed to provide a comprehensive contextual understanding of the sample.

To delve deeper into the relationships between variables, Pearson correlation coefficients has been calculated, revealing the strength and direction of linear associations. Furthermore, Regression analysis was employed to delineate the functional relationships between the dependent and independent variables. This statistical technique facilitates the identification of significant predictors through hypothesis testing and allow for the quantification of their effects through standardized regression coefficients and associated confidence intervals. This multi-pronged approach utilizing SPSS enables a comprehensive and nuanced understanding of the data, ultimately contributing to robust and reliable research conclusions.

A structured questionnaire, based on a five-point Likert scale (1 = strongly disagree, 5 = strongly agree), has been used in this study to collect data from employees (top-level, middle-level, and lower-level management). The questionnaire is originally developed in English language and then will be translated into Arabic.

The questionnaire includes demographic information, as well as questions about GHRM as an independent variable, conscientiousness personality trait and awareness as moderator variables, and Perceived Organization Performance as dependent variable. Based on these variables, as proposed on theoretical model, the questionnaire was developed to contain 42 items divided into five sections. The first section measures the extent of GHRM practice implementation in the organization, including four dimensions: green compensation management, green performance management, green recruitment, and green training. The items in this section were adapted from [59] and [62]. Five-point Likert scale was used in this section with 1 being “strongly disagree” and 5 being “strongly agree.” Two items measure green compensation management practices (e.g., “My organization rewards green skills acquisition.”). Three items measure green performance management practices (e.g., “In my organization, the performance management system includes green criteria to evaluate performance.”). Six items measure green recruitment practices (e.g., “In my organization, job candidates are evaluated against green aspects in job interviews.”). Two items measure green training practices (e.g., “My organization assesses who need training in environmental management.”).

The second section of the questionnaire assesses the respondent’s personality trait of conscientiousness, one of the Big Five personality factors ([31]). This section consists of four items that measure the employee’s striving for achievement (e.g., “I see myself as someone who does a thorough job”), competence (e.g., “I see myself as someone who does things efficiently”), self-discipline (e.g., “I see myself as someone who perseveres until the task is finished”), and dependability (e.g., “I see myself as someone who is a reliable worker”). Scores are measured on a five-point scale, with 1 being “strongly disagree” and 5 being “strongly agree.”

The third section of the questionnaire measures green intellectual capital (GIC) using nine items adapted from [16]. This section is also measured on a five-point Likert scale, with 1 being “strongly disagree” and 5 being “strongly agree.” Three dimensions of GIC are measured in this section: green human capital (e.g., “In my organization, the productivity and contribution of employees concerning environmental protection is better than those of its major competitors”), green structural capital (e.g., “The management system of environmental protection in the company is better than that of its major competitors”), and green relational capital (e.g., “My organization designs its products or services in compliance with the environmental desires of its customers”).

The fourth section of the questionnaire measures Perceived Organziational Performance (POP) in terms of sustainability. This section consists of five items adapted from [35] that are also measured on a five-point Likert scale, with 1 being “strongly disagree” and 5 being “strongly agree.” This section measures the organization’s ability to respond to change effectively (e.g., “My organization adapts quickly to unanticipated changes”) and the level of effort made to improve the effectiveness and efficiency of its operations (e.g., “My organization performs well in improving the effectiveness of services delivered”).

The fifth and final section of the questionnaire measures employee awareness of GHRM practices. The items in this section were adapted from [59] and [62]. It is also a Five-point Likert scale with 1 being “strongly disagree” and 5 being “strongly agree”. This section measures the employee’s awareness of the concept of GHRM (e.g., “My organization offers a shared culture of learning for green awareness and behaviour”), the organization’s efforts to promote GHRM (e.g., “My organization has a clear developmental vision to guide the employees’ actions in environment management”), and task-related GHRM practices (e.g., “In my organization, employees are involved in quality improvement and problem-solving on green issues”).

The reliability of a study tool refers to its ability to consistently produce similar results when applied multiple times to the same sample. It indicates the extent to which the tool provides close and consistent readings each time it is used. Reliability also ensures that the responses obtained from different individuals at different times are consistent and stable.

To assess the reliability of the questionnaire in this study, a pilot sample of 20 participants was selected. Cronbach’s Alpha test was applied to measure the internal consistency of the questionnaire. Table 1 presents the results of the Cronbach’s Alpha test for the pilot sample and Table 2 shows the Demographic profile for the participants.

Table 1. Cronbach’s alpha coefficient to measure the stability of the study tool.

Table 2. Demographic profiles.

In this study, the total number of participants was 365. Of these, 59.5% were male (217 participants), and 40.5% were female (148 participants). The age distribution showed that the largest group was those aged 30 - 40 years, representing 42.5% (155 participants) of the sample, followed by the 41 - 50 years age group at 31.5% (115 participants). The groups less than 30 years and above 50 years were fairly similar in size, at 12.9% (47 participants) and 13.2% (48 participants) respectively.

Regarding the sector of employment, the public sector comprised the majority with 54.5% (199 participants), the semi-public sector included 25.5% (93 participants), and the private sector accounted for 20.0% (73 participants) of the participants. As for educational qualifications, 58.1% had a Bachelor’s degree (212 participants), 24.9% had a Master’s degree (91 participants), and 8.2% held a Ph.D. (30 participants), with the remaining 8.8% having other qualifications.

Concerning the distribution of work experience among the 365 participants 12 individuals (3.3%) had less than one year of experience, 34 individuals (9.3%) had between 15 years, 95 individuals (26%) had between 6 - 10 years, 92 individuals (25.2%) had between 1115 years, 71 individuals (19.5%) had between 16 - 20 years, and 61 individuals (16.7%) had over 20 years of experience.

Regarding the positions held, the majority were employees, with 190 individuals (52.1%) holding this role. There were 71 managers (19.5%), 66 directors (18.1%), and 38 executive directors (10.4%) among the participants.

1) WhatistheextentofapplicationoftheGHRMpractices(Table 3)inthehealthcaresectorinSaudiArabia?

Table 3. GHRM practices.

Based on the descriptive statistics provided, it is evident that the majority of respondents in the healthcare sector in Saudi Arabia tend to agree with the statements related to Green Human Resource Management (GHRM) practices. The responses indicate a consensus towards the positive implementation of GHRM, with a balanced distribution of neutral, strongly agree, and disagree opinions. This suggests that while there is a predominant agreement on the practices, there is also a recognition of areas for potential improvement and varying degrees of commitment among employees. Overall, the data reflects an encouraging trend towards adopting green initiatives within the sector.

2) Dopersonalitytraitsinfluencethegreenbehaviorsofhealthcaresectoremployees?

Simple linear regression was used to answer this question. The overall regression wasn’t statistically significant (R² = 0.005, F = 1.793, p = 0.181). So we accept the null hypothesis and we conclude that personality traits don’t influence the green behaviors of healthcare sector employees. (β = 0.685, p = 0.000).

3) MediationAnalysisofGreenIntellectualCapitalonGHRMPracticesandPerceivedOrganziationalPerformance(POP)

The mediation analysis demonstrates that green intellectual capital serves as a full mediator between Green Human Resource Management (GHRM) practices and Perceived Organzational Performance (POP). As shown in Table 4, both the direct effect (β = 0.777, t = 22.553, p < 0.001) and the indirect effect (β = 0.335, t = 6.881, p < 0.001) are statistically significant, confirming the mediation role. This indicates that GHRM practices significantly impact Perceived Organizational Performance (POP) directly and indirectly through the enhancement of green intellectual capital as partial mediation.

Table 4. Total effects.

4)WhatistherelationshipbetweenGHRMpracticesandthelevelofgreenintellectualcapitalinthehealthcaresectorinSaudiArabia?

The relationship between Green Human Resource Management (GHRM) practices and the level of green intellectual capital in the healthcare sector in Saudi Arabia was assessed using Spearman’s rank-order correlation. The results revealed a positive and statistically significant correlation (r_s = 0.666, N = 365, p = 0.000), indicating that higher engagement in GHRM practices is associated with elevated levels of green intellectual capital in this context.

5)AretherevariationsinthelevelofawarenessofGHRMpracticesamonghealthcaresectoremployeesinSaudiArabiaaccordingtothedemographicvariablesofgender,age,academicqualifications,experience,andmanagerialposition?

As Table 3 examines whether there are statistically significant differences in the level of awareness of Green Human Resource Management (GHRM) practices among healthcare employees based on demographic variables including gender, age, sector, academic qualifications, work experience, and managerial position.

The p-values indicate the significance of differences found between groups within each variable, tested using Kruskal-Wallis or Mann-Whitney tests as appropriate.No significant variations were found by gender (p = 0.228), age groups (p = 0.234), academic qualifications (p = 0.454), or work experience (p = 0.531), suggesting awareness levels are relatively consistent across these groups.Significant differences were observed for sector (p = 0.000), indicating that awareness of GHRM practices varies notably between private, public, and semi-public healthcare sectors.Additionally, managerial position showed significant variation (p = 0.009), with different levels of awareness among employees, managers, directors, and executive directors, highlighting the influence of job role on GHRM awareness.

These findings suggest that organizational context and hierarchical position impact awareness of GHRM practices more than personal demographics such as age, gender, qualification, or experience, underscoring the importance of tailored engagement strategies in different sectors and management levels to promote GHRM awareness effectively.

HypothesisTestingandModelAnalysis

The study tested four hypotheses to examine the relationships among Green Human Resource Management (GHRM) practices, Green Intellectual Capital (GIC), individual awareness of GHRM, and Perceived Organziational Performance (POP) (OP).

H1: GHRM practices have a positive association with Perceived Organziational Performance (POP).H2: GHRM practices are significantly related to green intellectual capital.H3: Green intellectual capital mediates the relationship between GHRM practices and Perceived Organziational Performance (POP).H4: Individual awareness of GHRM practices moderates the relationship between GHRM practices and Perceived Organziational Performance (POP).

Model1: Examined the direct effect of GHRM practices on Perceived Organziational Performance (POP). The results showed a significant positive relationship, with a standardized coefficient (β) of 0.361 (p < 0.01) and a 95% confidence interval (CI) ranging from 0.229 to 0.396. This indicates that higher levels of GHRM practices significantly enhance Perceived Organziational Performance (POP).

Model2: Introduced individual awareness of GHRM practices as a moderating variable. The direct effect of GHRM practices on Perceived Organziational Performance (POP) remained significant but slightly reduced (β = 0.338, p < 0.01, 95% CI [0.197, 0.388]), suggesting a slight weakening of the relationship when considering awareness.

The interaction term representing the moderation effect (GHRM Practices × Individual Awareness) was not statistically significant (β = −0.048, p > 0.05), indicating that individual awareness does not significantly alter the strength or direction of the relationship between GHRM practices and Perceived Organziational Performance (POP).

Additionally, the change in explained variance (∆R²) between Model 1 and Model 2 was minimal (0.002), suggesting that including individual awareness as a moderator adds little explanatory power to the model.

While GHRM practices strongly predict Perceived Organziational Performance (POP), individual awareness of these practices does not significantly moderate this relationship. The findings support hypotheses H1, H2, and H3, highlighting the positive influence of GHRM and the mediating role of green intellectual capital, whereas hypothesis H4 is not supported.

Hypothesis5:ModeratingRoleofIndividuals’ConscientiousnessPersonalityontheRelationshipbetweenGHRMPracticesandPerceivedOrganziationalPerformance(POP).

The analysis tested whether individuals’ conscientiousness personality moderates the effect of Green Human Resource Management (GHRM) practices on Perceived Organziational Performance (POP) (OP).

Model 1 examined the direct effect of GHRM practices on Perceived Organziational Performance (POP). Results indicated a significant positive relationship (β = 0.361, p < 0.01, 95% CI [0.229, 0.396]), confirming that GHRM practices positively contribute to Perceived Organziational Performance (POP).

Model 2 included the interaction term between GHRM practices and individuals’ conscientiousness personality to test the moderation hypothesis. The coefficient for GHRM practices slightly decreased but remained significant (β = 0.341, p < 0.01, 95% CI [0.205, 0.385]). The interaction term itself was positive but non-significant (β = 0.054, p > 0.05, 95% CI [−0.071, 0.224]), indicating no significant moderating effect of conscientiousness personality on the GHRM-OP relationship.

The model fit statistics further support these conclusions. The overall explained variance (R²) showed a minimal increase from 0.131 in Model 1 to 0.133 in Model 2, with a negligible change (∆R² = 0.002), suggesting that adding conscientiousness personality as a moderator does not improve the model’s explanatory power. Table 5 shows the hypothesis testing results as below:

Table 5. Hypothesis testing results.

The results provide robust support for hypotheses H1, H2, and H3, confirming that GHRM practices enhance Perceived Organziational Performance (POP) both directly and indirectly through green intellectual capital. However, the data do not support hypotheses H4 and H5; neither individual awareness of GHRM practices nor individuals’ conscientiousness personality significantly moderates the effect of GHRM on Perceived Organziational Performance (POP). Thus, the impact of GHRM practices on performance appears consistent across different levels of these individual characteristics.