Green Human Resource Management, Psychological Empowerment, and Employee Engagement: Testing Green Behaviour Mediation
DOI:
https://doi.org/10.70550/joseb.v3i3.695Keywords:
Green Human Resource Management, Psychological Empowerment, Green Behaviour, Employee Engagement, PLS-SEMAbstract
Objectives: This study examines how green human resource management and psychological empowerment relate to employee engagement, directly and through green behaviour, among employees of Bank Indonesia.
Methodology: A quantitative, cross-sectional survey was conducted with 140 respondents selected from a population of 215 employees through purposive sampling. Responses to a five-point Likert questionnaire were analysed using partial least squares structural equation modelling in SmartPLS 4. Measurement quality, structural explanatory power, and seven hypotheses were assessed, with significance tested through 5,000 bootstrap subsamples.
Finding: Green human resource management positively affected both green behaviour and employee engagement. Psychological empowerment likewise positively affected green behaviour and employee engagement, and green behaviour in turn positively affected employee engagement. However, green behaviour did not significantly mediate the relationships between either green human resource management or psychological empowerment and employee engagement.
Conclusion: Organisational green practices and psychological empowerment primarily strengthen engagement through direct, parallel responses. Green behaviour remains valuable, but it is not the principal mediation pathway in this setting.
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