A novel approach to green innovative work behavior: green HRM and employee participation

Abstract

Purpose – Drawing on social exchange theory, this study examines the effect of green human resource management (GHRM) on two types of employee green innovative behavior (in-role and extra-role), with employee participation as a moderator. Design/methodology/approach – The hypotheses were verified based on data from 397 respondents employed in the production departments of manufacturing companies in Poland. PLS-SEM was applied in the statistical process. Drawing on the “House of participation” model, employee participation was treated as a categorical variable in this study. Findings – The study demonstrates that GHRM positively influences two types of employee green innovative behavior; however, the impact of GHRM on extra-role behavior is higher than on in-role behavior. Similarly, the conditional impact of employee participation on the “GHRM – extra-role green innovative behavior” relationship is higher than that on the “GHRM – in-role green innovative behavior” relationship. Practical implications – The results of this study suggest that to foster employee involvement in sustainability efforts, employers should encourage employees to come up with green ideas and initiatives. More independence and autonomy positively interact with GHRM and boost employee enthusiasm to bring new innovative value to the organization. Originality/value – This study adds to the literature on GHRM by exploring a unique research framework covering two types of employee green innovative behavior and the neglected factor of employee participation (including employee structural empowerment as the highest level of participation). It also offers practical implications.