Improving employee performance through green human resource management practices
DOI:
https://doi.org/10.18196/jbti.v16i1.26205Keywords:
Green HRM practices, Transformational leadership, Employee effective commitment, Readiness to change capability, Employee performanceAbstract
This study explores the effect of green human resource management (HRM) practices on employee performance, specifically within the state banking sector. It also examines three factors—transformational leadership, employee affective commitment, and readiness to change capability—that may influence this relationship. The research used purposive sampling to select participants and collected data through questionnaires distributed both online via Google Forms and in person. To boost the response rate, follow-up reminders and calls were made three months after the initial distribution. Out of 500 distributed questionnaires, 390 were returned, with 360 considered valid for analysis. A quantitative approach was applied, using structural equation modeling to test the hypotheses, and multivariate analysis was performed to verify the data and assess the relationships. The results indicate that green HRM practices have a positive effect on employee performance, with employee affective commitment, transformational leadership, and readiness to change capability serving as mediating factors. Transformational leadership was also found to improve employee performance by influencing readiness to change capability.
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