Promoting Voluntary Green Behavior of Employees Through Green Human Resource Management and the Regulatory Role of Ethical Leaders in Vietnamese Manufacturing Enterprises

doi:10.21203/rs.3.rs-5288201/v1

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Promoting Voluntary Green Behavior of Employees Through Green Human Resource Management and the Regulatory Role of Ethical Leaders in Vietnamese Manufacturing Enterprises

https://doi.org/10.21203/rs.3.rs-5288201/v1

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Concerning the mediating role of attitude towards the environment and the regulatory role of ethical leadership, this study was carried out to examine the influence of GHRM on voluntary green behavior. Using survey data from 340 employees of Vietnamese manufacturing companies, the study's hypothesis testing was done using the path analysis method with the bootstrap technique on SmartPLS. Based on attitudes toward the environment, the study's findings indicate that GHRM has a direct and indirect effect on voluntary green behavior. Furthermore, it has been found that ethical leadership strengthens the previously mentioned indirect relationship. According to the findings, companies can use GHRM practices to encourage environmentally conscious behavior among their workforce, which will improve environmental efficiency and support the long-term growth of their companies.

Social science/Business and management

Social science/Environmental studies

environmental

green behavior

green human resource management

manufacturing companies

sustainable development

One of the biggest worldwide concerns of the present era is climate change, a phenomenon heavily influenced by human behavior (Siddique, 2024). The decline of the living environment has been facilitated by resource waste and environmental pollution (Aggarwal & Agarwala, 2023). Consequently, organizations now place a high premium on developing green behaviors (Jiang et al., 2023). However, many companies have broken production guidelines and unintentionally polluted the environment to maximize profits (Rehman et al., 2021). In the face of increasing awareness of environmental issues in business, green human resource management (GHRM) has been developed. It has become one of the important contents in corporate governance (P. Shah et al., 2024). Businesses are gradually switching from traditional to modern management systems in the context of the current global integration. In which business activities are integrated along with sustainable development and environmentally friendly criteria (S. M. A. Shah et al., 2024).

The concept of GHRM is still relatively new in academia (Zihan et al., 2024), and its predictive factors have not been fully explored. However, GHRM is an important strategy in building a green working environment. The main goals of the GHRM include raising environmental awareness among employees, training them in the skills to implement green behaviors in the workplace, and encouraging employees to participate in sustainability initiatives (Aggarwal & Agarwala, 2023). Furthermore, the majority of businesses view GHRM as a social obligation (Islam et al., 2020). Several recent studies have shown that the implementation of GHRM can influence employee behavior, such as pro-environmental behavior (Saeed et al., 2019), organizational behavior towards the environment (Hameed et al., 2020), and green performance of employees (Anwar et al., 2020).

Vietnam is currently experiencing a serious environmental crisis, particularly in the manufacturing sector. Many businesses, especially industrial plants, are facing great challenges from air pollution, wastewater, and solid waste (Kỳ, 2020). A large percentage of production facilities still use outdated technology, leading to substandard discharge of waste into the environment. This not only affects people's health but also negatively impacts ecosystems and natural resources (Vu Tuan Hung & Vu Hong Phong, 2021). There are many challenges to the environmental protection practices of employees at Vietnamese manufacturing companies. Even though most employees understand how important it is to protect the environment, many still lack the knowledge and abilities necessary to take specific action (Thi Huong, 2023). Without self-awareness or a clear understanding of their role in protecting the environment, they only take environmental protection measures as mandated by the company. As a result, they develop an awareness of the environment that is not particularly embedded in their day-to-day activities (Ngô Mỹ et al., 2023). It's essential to have strategies in place to assist employees in increasing their voluntary green behavior. Green human resource management is also responsible for this.

However, research in the field of green human resource management in Vietnam is still limited. There are not many empirical studies that deeply exploit GHRM practice based on the balance between work and green life of employees to improve the green efficiency in manufacturing enterprises (Ngô Mỹ et al., 2023). In addition, studies have focused on analyzing the impact of GHRM on employee green behavior and environmentally friendly behavior (N. T. Pham et al., 2020).

In developed countries, GHRM has proven to be an effective tool to strengthen employee commitment to an organization's sustainability goals (Tang et al., 2018), promote awareness and behavior toward environmental benefits (Aggarwal & Agarwala, 2023; Yuan et al., 2024), encourage them to participate in environmental protection activities and improve the environmental performance (Siddique, 2024). This shows that GHRM has great potential in promoting sustainable development, so GHRM is considered a factor that Vietnamese enterprises need to focus on and fully exploit. However, the research results in these countries are not suitable for Vietnam due to the characteristics of firm size, culture, and relevant regulations. Therefore, more research on this topic is needed in Vietnam. Based on the results of the study, some governance implications on the implementation of the GHRM policy are proposed to help managers upgrade their human resource management model. GHRM is not only a tool to protect the environment, but also a smart business strategy, helping businesses achieve sustainable development and long-term success. By upgrading the human resource management model, enterprises not only contribute to society but also create added value for themselves, contributing to the sustainable development of manufacturing enterprises.

2.1. Theory of Ability, Motivation, and Opportunity (AMO)

This research was conducted based on AMO theory. This theory helps to understand how GHRM improves a company's environmental actions. According to the AMO theory, employees' capacity to do their jobs well, their willingness to help out, and their chance to change things at work determine how well they perform at work, particularly when it comes to environmental activities (Boxall & Purcell, 2002). This idea is very relevant when considering GHRM practices because it emphasizes the importance of having a team that is skilled, eager, and has the opportunity to participate in environmental projects (Siddique, 2024). The objective of this study is to understand the impact of GHRM on environmental management efficiency, the content of the AMO theory is considered to be the foundation that can explain this relationship. This theoretical basis is suitable for building a research model. By using AMO theory with a focus on green values, this study provides deeper insights into how to perfect GHRM practices to create an environmentally friendly company culture. This helps fill in a research gap and provides practical advice for companies that want to do better for the environment.

Through the application of AMO theory to GHRM activities such as participation, pay and reward, recruitment, and training, previous research shows that GHRM plays an important role in promoting environmental efficiency (Renwick và cộng sự, 2013). Training on green practices provides employees with the knowledge and skills they need to take care of the environment and create a premise for promoting environmental efficiency. At the same time, human resource management watches to provide green rewards that can promote environmentally friendly employees (Boxall & Purcell, 2002). The contents argued in the AMO theory are used to build independent variables in the research model, explaining the reasons for environmental management efficiency. Specifically, participating in green activities, paying green salaries and bonuses, green recruitment, and green training are the factors that determine the environmental effectiveness of businesses. In addition, viewing green values as a regulator that incorporates corporate action on employee confidence is key to truly committing to green goals and making GHRM practices more effective.

2.2. Resource-Based Theory (RBV)

The resource-based view is that to achieve and maintain a competitive advantage, enterprise resources play a very important role (Kozlenkova et al., 2014). A company will be successful if it equips the best and most relevant resources to the business and its strategy. This theory not only focuses on the analysis of internal resources but also external environment (Acedo et al., 2006). Competitive advantage will be attracted to which business possesses the best resources. Therefore, according to RBV, competitive advantage is related to the development and exploitation of the core resources. To create a sustainable competitive advantage, resources must be valuable, and they include characteristics such as scarcity. Companies can gain a lasting competitive advantage by identifying and enhancing their operational efficiency, raising the standard of their products, coming up with new ideas, and raising customer satisfaction. In line with the sustainable development trend, companies can innovate their operations to protect the environment (Hameed et al., 2020). Businesses must hire people who have an eco-friendly mindset to comply with this. Green value must also be valued by businesses in the management process. Apply these contents to current research to determine the positive relationship of GHRM to environmental management efficiency under the regulatory impact of green values.

2.3. Green Human Resource Management

GHRM is a combination of environmental management and human resource management (Mittal & Kaur, 2023). According to Mittal & Kaur, 2023, GHRM is the application of human resource management policies to promote the sustainable use of resources in the organization. Aggarwal & Agarwala (2023) state that GHRM contributes to the protection of national natural resources through personnel policies. Besides, Iftikar et al. (2022) also uphold the role of GHRM in creating positive images of the organization, enhancing corporate value to stakeholders, and supporting employees in environmental activities. P. Shah et al. (2024) define GHRM as a set of human resource management activities aimed at developing and retaining the workforce and creating conditions and motivation for employees to contribute to the organization's sustainable development goals. In addition, previous studies have shown that GHRM has a positive impact on employees' green behavior while improving the environmental efficiency of businesses (Vu Tuan Hung & Vu Hong Phong, 2021; Mittal & Kaur, 2023; Yuan et al., 2024).

2.4. Green Human Resource Management and Voluntary Green Behavior

The GHRM policy is designed to educate employees on environmental knowledge, skills, and awareness, and to encourage them to implement green behaviors in the workplace (Kumar et al., 2020). Yuan et al. (2024) believe that providing, updating, and sharing information related to environmental protection will have a positive impact on employees' green awareness and behavior. GHRM is also applied in recruitment and training to help improve employees' understanding of environmental protection, improve green skills and behaviors to support them in solving environmental challenges, and take practical actions to improve the working environment (Hameed et al., 2020). GHRM in Vietnamese manufacturing companies is gradually becoming a significant factor in the context of globalization and the rise in environmental protection awareness. Many companies have started implementing sustainable practices to promote employees' voluntary green behavior. Examples of these practices include setting up environmental protection training programs and encouraging involvement in workplace environmental protection initiatives (Vu Tuan Hung & Vu Hong Phong, 2021). However, the current situation shows that there are still many challenges, such as the lack of clear incentive policies and a lack of understanding of the benefits of green behavior (Thi Huong, 2023). This leads to many employees still not fully aware or motivated to participate in green initiatives (Ngô Mỹ et al., 2023). From there, the effectiveness of GHRM for voluntary green behavior needs to be explored. Empirical evidence has proven that effective GHRM has motivated workers to increase green behavior in the workplace (Hameed et al., 2020; Jermsittiparsert, 2021). Based on the above arguments, the author proposes to test the following hypothesis:

Hypothesis H1: GHRM has a positive impact on voluntary green behavior.

2.5. Green Human Resource Management and Attitudes to the Environment

GHRM is a combination of human resource management and environmental protection goals (Rana & Arya, 2024). According to Tang et al. (2018), GHRM emphasizes encouraging the use of resources in an environmentally friendly way, while increasing employee personal awareness and commitment to the organization's environmental protection and sustainability goals. Many Vietnamese manufacturing companies are well aware of the importance of building a sustainable working environment and have implemented policies such as training employees on environmental protection, encouraging the efficient use of resources, and reducing waste (Thi Huong, 2023). However, employees' attitudes towards the environment are still quite scattered (Tâm, 2024). Some people are aware of the importance of protecting the environment and are willing to participate in green activities, while others still keep their old work habits, lacking interest in this issue (Dương et al., 2022). Aggarwal & Agarwala (2023) show that the practice of GHRM has a positive impact on employees' attitudes towards the environment. Similarly, GHRM practices can promote employees' supportive attitudes toward their environmental policies (Hameed et al., 2020). However, this relationship with Vietnamese manufacturing companies is still unclear. Based on empirical studies, the authors believe that GHRM will improve and motivate employees' positive attitudes towards voluntary environmental protection behavior. Therefore, the author proposes the following hypothesis as follows:

Hypothesis H2: GHRM has a positive impact on attitudes towards the environment.

2.6. Attitude towards the environment and voluntary green behavior.

Employees' green behavior is influenced by knowledge, perceptions, attitudes, and concerns about the environment in the workplace (Sabbir & Taufique, 2022). When employees have a clear knowledge and awareness of environmental issues and the importance of eco-friendly activities, they will tend to implement more green behaviors (Zhou & Zheng, 2023). Individuals with good knowledge and awareness of the environment will be able to change the workplace towards sustainable development for the environment (Zihan et al., 2024). In addition, eco-friendly attitudes and positive influence can help organizations encourage green behavior in the workplace (Shoaib et al., 2021). The research results of Rubel et al. (2021) show that employees' support for environmental policies has a positive impact on their green behavior. In Vietnamese manufacturing companies, attitudes towards the environment are gradually changing. Many employees are aware of the importance of environmental protection and are willing to engage in green activities such as waste reduction, recycling, and energy conservation (Vu Tuan Hung & Vu Hong Phong, 2021). However, there is still a large part of employees who show an indifferent attitude or lack of knowledge about environmental issues (Ngô Mỹ et al., 2023). Voluntary green behavior has not become a common habit due to the lack of incentive policies and support from the management (Le, 2020). Based on the above arguments, the author proposes to test the following hypothesis:

Hypothesis H3: Environmental attitudes positively impact employees' green behavior in the workplace

2.7. The Mediating Role of Environmental Attitudes in the Relationship Between GHRM and Voluntary Green Behavior

A person's sense of behavior is influenced by three main factors, including attitudes toward behavior, subjective standards, and behavioral control perceptions (Ajzen, 1991). Attitudes toward behavior are considered to be a powerful factor and cause of behaviors. Varah et al. (2021) emphasized that employees' attitudes toward the environment are a major factor influencing their intention to implement environmentally friendly behaviors in the workplace. The results of the empirical study have confirmed that GHRM practices have a positive impact on employees' green behavior through attitudes towards the environment (Khalid et al., 2022). Therefore, implementing GHRM is a useful strategy for influencing environmental attitudes and encouraging to take action to protect the environment. In Vietnamese manufacturing companies, employees who have a positive attitude towards the environment tend to actively participate in green initiatives and promote environmental protection activities in the organization. Conversely, if employee attitudes are negative or apathetic, GHRM efforts may not be as effective as expected (Nhat Tan Pham et al., 2020). Therefore, raising a positive attitude toward the environment is not only a separate goal but also an essential factor in ensuring the success of GHRM programs, thereby encouraging voluntary green behavior throughout the company (Ngô Mỹ et al., 2023). GHRM is expected to have a positive effect on employees' attitudes towards the environment and encourage green behaviors in their workplaces in this study. Therefore, the following hypothesis is proposed:

Hypothesis H4: GHRM positively impacts employees' green behavior in the workplace through attitudes toward the environment

2.8. The Regulatory Role of Ethical Leadership

Ethical leadership is understood as the actions and decisions of leaders in demonstrating fairness, honesty, caring for the interests of others, and respecting moral values (Islam et al., 2020). People tend to learn and follow the behavior of those they respect, especially leaders (Mittal & Kaur, 2023). When employees feel their leaders are acting ethically, they will tend to trust the organization's policies and programs, including GHRM activities.

Previous research found that ethical leadership is positively associated with job satisfaction, organizational commitment, and employee performance, including environmentally-oriented behaviors (Sabokro et al., 2021). Ethical leadership promotes collaboration, sharing, and mutual support among members of the organization, creating a positive work environment where green behaviors are encouraged and supported (Iqbal và cộng sự, 2023). An ethical leader serves as an example for staff members, assisting them in becoming more conscious of their roles and responsibilities to the environment and society (Khan và cộng sự, 2022). Therefore, when applying GHRM policies, ethical leadership serves as an important catalyst in raising employees' environmental awareness (Ahmad et al., 2022). Ethical leadership will strengthen the relationship between GHRM and employee green behavior. This means that the higher the level of ethical leadership, the stronger the impact of the GHRM on employees' green behavior in the workplace. Subsequently, this research anticipates that leaders possessing robust ethical principles will not only establish a favorable work atmosphere but also steer sustainable business plans for Vietnamese manufacturing firms. They can inspire and encourage employees to develop a positive attitude towards environmental protection, thereby promoting more effective GHRM policies. Based on the aforementioned arguments, the author formulates the subsequent theories:

Hypothesis H5: Ethical leadership has a positive regulatory impact on the relationship between GHRM and attitudes towards the environment.

Hypothesis H6: Ethical leadership has a positive regulatory impact on the indirect relationship between GHRM and green behavior in the workplace through attitudes toward the environment.

Based on the theoretical basis and the above hypotheses, the proposed research model is presented in Fig. 1.

3.1. Measurement

The GHRM scale with six variables observed from the study of Dumont et al. (2017), the Voluntary Green Behavior scale with six variables observed from research by Bissing-Olson et al. (2013), the ethical leadership scale with nine variables observed from the study of Brown et al. (2005), and the environmental attitude scale with four variables observed from the study of Dunlap et al. (2000) are among the scales that have been developed in previous studies that are used in this one. In particular, Table 1 presents the content of the variables that were observed.

3.2. Data collection

Based on the percentage of businesses that operate in Vietnam's largest cities, this study uses the stratification method to choose the sample. It guarantees representativeness because a large concentration of businesses and employees are located here. Using a random list that managers had supplied, the author got in touch with business managers to inquire about workers who had signed labor contracts. The data was collected in three periods, each one month apart. This process helps to separate independent variables, regulatory variables, intermediate variables, and dependencies, minimizing methodological variance bias (Podsakoff et al., 2012). Podsakoff et al. (2012) also note that the interval between surveys needs to be adjusted reasonably. If the time between episodes is too long, external factors can affect the relationship between variables. Conversely, if the time is too short, the participant may recall and associate the previous answer, leading to a bias in the results.

The first survey was conducted for executives or managers to collect data on GHRM and ethical leadership. Those who agree to participate receive a survey link via email, accompanied by a reminder email to send in ten days to those who have not responded. After the first survey, the results received 463 valid responses from 500 participants (the response rate reached 92.6%). In May 2024, we invited 463 participants to participate in the second survey to collect data on attitudes toward the environment and received 415 valid responses (89.6% response rate). By June 2024, 415 people in the second survey continued to participate in providing data on the WGB, and we collected 340 valid responses (81.9% response rate). Thus, the final sample size for the study was 340 observations that met the analysis conditions.

Of the 340 employees, 50.4% were male and 49.6% were female. The highest proportion of age was 18–24 years old (46.7%), followed by 25–34 years old (35%). The majority of participants had a university education (78.2%), and 48.8% held office worker positions. In terms of seniority, 57.4% have worked for less than 3 years and 17.6% have 3–5 years of seniority. The majority of employees work in joint-stock companies (35.3%) and limited liability companies (30.3%), mainly concentrated in Ho Chi Minh City, Hanoi and Da Nang.

4.1. Measurement model evaluation results

The reliability of the scale was assessed in this study by using Cronbach's Alpha, a composite reliability factor, and outer loading. Meanwhile, the Heterotrait-Monotrait Ratio (HTMT) assesses the scale's differentiation while the mean of variance extracted (AVE) assesses the scale's convergence (Hair et al., 2012).

Table 1

Measurement model evaluation results
Variable symbol	Item	Outer Loading	Cronbach’s Alpha	Composite Reliability (rho_A)	Average Variance Extracted (AVE)	VIF
Green Human Resource Management (GHRM))
GHRM1	Green targets are set for employees by my company.	0.80	0.93	0.93	0.63	1.99
GHRM2	To support a green environment, my company offers green training to the employees.	0.73				1.74
GHRM3	My company provides employees with a green training program to develop their competencies, skills, and knowledge.	0.77				1.81
GHRM4	My company considers green behavior in the workplace of employees in performance appraisal.	0.79				1.98
GHRM5	My company links green behaviors in the workplace with rewards and compensation.	0.82				2.17
GHRM6	My company considers employees' workplace green behavior in promotion.	0.73				1.65
Voluntary Green Behavior (VGB))
VGB1	I have fully completed the assigned tasks in the direction of environmental friendliness.	0.79	0.87	0.87	0.60	1.98
VGB2	I have carried out my duties in an environmentally responsible manner as specified in my job description.	0.82				2.79
VGB3	I am allowed to participate in activities related to environmental protection in the workplace	0.79				1.85
VGB4	I have the opportunity to actively participate in environmental protection in the workplace.	0.73				1.61
VGB5	I've decided to act in a way that is environmentally friendly in the workplace	0.78				2.29
VGB6	I've done more for the workplace environment than I expected	0.71				2.28
Ethical Leadership (ELS)
ELS1	My company disciplines employees who violate ethical standards.	0.84	0.87	0.88	0.59	1.54
ELS2	My company behaves ethically in my personal life	0.79				2.05
ELS3	My company always has the best interests of its employees in mind.	0.73				1.98
ELS4	My company makes fair and balanced decisions.	0.83				1.68
ELS5	My company is reliable	0.87				1.58
ELS6	My company discusses ethics or business values with employees	0.73				2.02
ELS7	My company sets an example of how to do things ethically correctly	0.79				1.06
ELS8	My company affirms its success not only by the results but also by the way it is achieved.	0.74				2.15
ELS9	My company thinks that when making a decision, ask "What is the right thing to do”	0.79				2.16
Attitude towards the environment (ATE)
ATE1	I think environmental protection is essential in the workplace.	0.82	0.81	0.81	0.63	1.75
ATE2	I believe that promoting sustainable development is important in the workplace.	0.77				1.83
ATE3	I think that raising awareness of environmental protection is important for employees	0.79				1.90
ATE4	I think that financial investment to encourage the improvement of environmental protection is essential.	0.79				1.62
(Source: Calculation results from SmartPLS 4.0 software)

The results of the analysis in Table 2 show that all scales for the concepts meet the reliability requirements (≥ 0,7). Specifically, Cronbach's Alpha ranged from 0.81 to 0.93, indicating a response scale of reliability and aggregate reliability (rho_a) ensure the upper limit, all coefficients reach the permissible value (≥ 0,7). Specifically, the values all reached and ranged from 0.81 to 0.93 (Henseler và cộng sự, 2016). The results of the AVE analysis show that the conceptual scales reach convergence values, the average extracted variance is over 50%, and the values range from 0.59 to 0.63. In addition, the external load factor of all observations is valued between 0.71 and 0.84. Thus, it can be concluded that the scales are satisfactory to evaluate the convergence reliability of the scale.

Table 2

HTMT Analysis Results
	ATE	ELS	GHRM	VGB
ATE
ELS	0,89
GHRM	0,84	0,85
VGB	0,82	0,84	0,81
ELS x GHR	0,17	0,12	0,19	0,24
(Source: Calculation results from SmartPLS 4.0 software)

Similarly, the HTMT standard is used to further evaluate the distinction. The results in Table 3 show that all research concepts are markedly different at the HTMT threshold of 0.90 (Henseler et al., 2016). The research also performed multi-linear testing through VIF. The results show that the VIF coefficients of the variables are all less than 3, indicating that there is no multi-collinear phenomenon (Table 1).

4.2. Results of structural model evaluation

The objective of this study is to investigate the impact of GHRM on voluntary green behavior under the mediated impact of attitudes toward the environment and the regulatory influence of ethical leadership. Thus, this study explores the relationship between variables in the model and focuses on the target variable, which is the environmental management efficiency variable. Therefore, using the partial least squared-based linear structure analysis method (PLS-SEM) is the most appropriate (Hair et al., 2011). This method is handled with the help of SmartPLS 4.0 software, model validation, and research hypotheses. The research performs a combination of Bootstrap analysis with n = 5,000, the initial estimate results and the Bootstrap average show that all paths are stable. This is a good quality model for explaining the relationship between concepts.

Table 3

Regression Analysis Results
Hypothesis	Relationship	Beta	t-value	p-value	Conclusion
Direct effect
H3	ATE -> VGB	0.49	12.23	0.000	Accept
H2	GHRM -> ATE	0.47	8.13	0.000	Accept
H1	GHRM -> VGB	0.44	11.21	0.000	Accept
Indirect effect
H4	GHRM -> ATE -> VGB	0.24	7.79	0.000	Accept
H5	ELS -> ATE -> VGB	0.21	5.69	0.000	Accept
H6	ELS x GHRM -> ATE -> VGB	0.31	6.88	0.000	Accept
Hệ số xác định R² = 0.7941, AdjR² = 0.792
(Source: Calculation results from SmartPLS 4.0 software)

The results of the direct effects were statistically significant, accepting the H1, H2, and H3 hypotheses. The indirect impact of attitudes on the environment in the relationship between GHRM and VGB also shows significant statistical significance, and the H4 hypothesis is accepted. The regulatory impact of green values has also been confirmed. Thus, the H5 and H6 hypotheses are accepted (Table 3).

Specifically, the results of the analysis show that GHRM has a positive effect on VGB and ATE of workers at manufacturing companies. The corresponding path coefficients are 0.44 (p < 0.01), and 0.47 (p < 0.01) respectively. This result is similar to the study of Hameed et al. (2020); Jermsittiparsert (2021); Hameed et al. (2020). Through this result, it can be seen that GHRM has a relatively equal impact on voluntary microgreens and attitudes towards the environment. These results show the importance of GHRM. GHRM activities such as recruitment, training, and reward are effective in promoting voluntary green behavior of employees. High beta values emphasize the potential of green training and participation as a lever for environmental sustainability.

GHRM has an indirect impact on green behavior in the workplace through the mediating role of attitudes towards the environment (indirect impact coefficient = 0.24, p = 0.000 < 0.001), similar to the research results of Ngô Mỹ et al. (2023). Ethical leadership plays an important role in positively regulating the relationship between green human resource management (GHRM) and employees' attitudes towards the environment. When leaders demonstrate a strong commitment to sustainable values, they not only create a positive work environment but also encourage employees to engage in environmental protection activities. This increases employee awareness and responsibility for the company's green initiatives.

Ethical leadership had a positive regulatory effect on the relationship between GHRM and attitudes towards the environment (β = 0.31, p < 0.001). This result is similar to the study by Ahmad et al. (2022) which suggested that ethical leadership can modulate the positive relationship between GHRM and employee attitudes towards the environment. In addition, ethical leadership has a positive regulatory impact on the indirect relationship between GHRM and green behavior in the workplace through attitudes toward the environment. When employees feel support and guidance from their leaders, they tend to develop a more positive attitude towards the environment. The combination of GHRM and ethical leadership creates an ecosystem where employees are inspired to implement green behaviors, thereby promoting sustainability in manufacturing operations.

5.1. Conclusion

The results of the study show that GHRM has a positive impact on employees' green behavior. In addition, attitudes towards the environment not only have a direct impact on green behavior but also play a mediating role in the relationship between GHRM and employees' green behavior in the workplace. Furthermore, ethical leadership has also been shown to increase the relationship between GHRM and employees' green behavior through environmental awareness.

The results of the study have added to the knowledge of GHRM, especially in clarifying the indirect relationship between GHRM and employees' green behavior through attitudes toward the environment. This study applies and implements two theories, RBV and AMO, upgrading the human resource management model towards the goal of sustainable development. Specifically, GHRM practices play an important role in improving attitudes and forming green behaviors among employees, being a bridge to connect business goals with environmental protection goals, and creating a closed circle, which is beneficial to both businesses and society. The results of this study provide an important scientific basis for business executives at manufacturing companies to practice ethical leadership and improve attitudes toward the environment. At the same time, the research results are also a premise for the application of GHRM in corporate governance to achieve sustainable development.

5.2. Management implication

Based on the results of the study, the authors propose some governance implications to enhance the implementation of GHRM policies and improve employees' awareness, attitudes, and behaviors towards the workplace environment. Firstly, businesses should actively implement the work of attracting and recruiting green human resources, prioritizing the selection and training of individuals with a good awareness of the environment and a passion for environment-oriented activities. In the process of screening candidates, enterprises should focus on the candidates' experiences and activities related to environmental protection. Evaluation criteria may include participation in green projects, certificates in environmental protection, and volunteer activities in the field of the environment. In addition, during interview sessions, questions should be designed to assess not only the candidate's skills and experience but also environmental awareness and personal commitment to sustainable development goals. Practical situations related to environmental protection can be included in the evaluation of applicants. Most importantly, enterprises need to pay attention to building a good reputation to create a humane working environment for employees, to attract and strengthen their cohesion as well as minimize misbehaviors that pollute the environment.

Second, after recruitment, businesses should provide training programs that focus on raising environmental awareness and developing green skills for new employees. Training courses should include content on the company's environmental protection policy, how to implement green behaviors in daily work, and opportunities to participate in environmental protection initiatives such as: limiting the use of paper and plastic bags, completely turning off electrical equipment when not in use, etc. saving electricity and water, sorting garbage, periodically cleaning workplaces, planting more trees, using recycled products,... These programs not only help employees understand GHRM policies but also increase their awareness and attitude toward environmental protection. Above all, enterprises need to orient employees on the vision, goals, and core values related to environmental training and education programs so that they have a more objective view of environmental awareness and attitude. When employees understand and take pride in environmental values, they will voluntarily participate in and implement green behaviors in a more positive way in the workplace.

Third, enterprises need to properly evaluate the green behavior of employees and incorporate the criteria for the results of green behavior into the process of promotion, salary, remuneration, and reward. This will encourage employees and create more motivation for them to participate in green activities, contributing to the GHRM work of the enterprise. Enterprises need to build an appropriate salary and bonus regime not only to ensure business activities but also to create satisfaction, trust, and commitment of employees. A transparent compensation system represents fairness, helps employees improve productivity, and limits negative attitudes and behaviors, as well as conflicts of personal interests. Enterprises also need to create opportunities and conditions for employees to develop themselves, help them feel a professional working environment, and be ready to contribute to the overall development of the enterprise.

In addition to theoretical and practical contributions, current research has certain limitations as follows. First, this study only focused on workers in Vietnam. Therefore, the following studies should expand the scope of research to many different subjects and regions to ensure higher representativeness. Secondly, the study mainly analyzes workers working at manufacturing companies with different ages, qualifications, and occupations. This can lead to limitations in understanding GHRM at enterprises. Therefore, the following studies should delve into different fields and offer specific solutions for each industry. Finally, the study has shown a correlation between GHRM, environmental attitudes, and green behaviors, but there are still potential intermediaries that affect this relationship that have not yet been considered. Therefore, later studies should further investigate the mechanism of action of other mediating and regulatory variables in this relationship.

The datasets can be acquired from the first author, and the email is [email protected].

Competing interests

The authors declare that they have no competing interests.

Ethical approval

Ethical approval has been granted by the scientific council of University of Economics Ho Chi Minh City College of Business (UEH). This research was conducted in accordance with the UEH and relevant ethical guidelines. Ethical approval was obtained from our institutional review board, and informed consent was secured from all participants, ensuring they were fully aware of the study's purpose, procedures, and potential risks. Participant confidentiality and anonymity were maintained, and individuals were free to withdraw from the study at any time. We prioritized the rights and welfare of all participants throughout the research process.

Informed consent

Informed consent was given to each participant prior to the start of the study, attesting to their voluntary participation and comprehension of the objectives, goals, and use of their data. Their consent to participate was freely given, free from undue pressure or influence, and they were given thorough information about the purpose and nature of the study.

Author contributions

Tang My Sang is responsible for the following contents: Visualization, Methodology, Software, Formal Analysis, Data Curation, Writing – Original Draft, Funding Acquisition

Nguyen Quoc Anh is responsible for the following contents: Conceptualization, Investigation, Resources, Writing – Review & Editing, Supervision, Project Administration, Funding Acquisition

Funding

This research is partly funded by University of Economics Ho Chi Minh City (UEH), Vietnam.

This research is partly funded by the Ho Chi Minh City University of Economics and Finance (UEF), Vietnam.

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No competing interests reported.

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Promoting Voluntary Green Behavior of Employees Through Green Human Resource Management and the Regulatory Role of Ethical Leaders in Vietnamese Manufacturing Enterprises

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Abstract

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1. INTRODUCTION

2. LITERATURE REVIEW

2.1. Theory of Ability, Motivation, and Opportunity (AMO)

2.2. Resource-Based Theory (RBV)

2.3. Green Human Resource Management

2.4. Green Human Resource Management and Voluntary Green Behavior

2.5. Green Human Resource Management and Attitudes to the Environment

2.6. Attitude towards the environment and voluntary green behavior.

2.7. The Mediating Role of Environmental Attitudes in the Relationship Between GHRM and Voluntary Green Behavior

2.8. The Regulatory Role of Ethical Leadership

3. RESEARCH METHODOLOGY

3.1. Measurement

3.2. Data collection

4. ANALYSIS RESULTS

4.1. Measurement model evaluation results

4.2. Results of structural model evaluation

5. CONCLUSION AND MANAGEMENT IMPLICATION

5.1. Conclusion

5.2. Management implication

6. RESEARCH LIMITATION

7. DATA AVAILABILITY

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References

Additional Declarations

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