Abstract
Orientation: This study investigated the linkage between Green Human Resource Management Practices (GHRMP) and organisational sustainability (OS).
Research purpose: The purpose of this study was to investigate the impact of GHRMP on OS with the mediating effect of green knowledge sharing (GKS).
Motivation for the study: This research is pioneering in the Pakistani context, representing the significance of GHRMP in fostering OS.
Research approach/design and method: This research employed survey questionnaire, and, using purposive sampling, data were collected from 420 managerial-level employees working in the textile industry of Pakistan. Data analysis was done using structural equation modelling with the use of Smart Partial Least Squares 4.0 software.
Main findings: The study established a positive direct relationship between GHRMP and OS and also between GHRMP and GKS. This study also revealed that GKS has a significant mediation role in the relationship between GHRMP and OS.
Practical/managerial implications: Managers in the textile sector can prioritise hiring individuals who value and possess skills in OS. They can implement training programmes that focus on sustainability practices like waste reduction and energy conservation. Managers can integrate environmental criteria into performance evaluation which motivates employees to prioritise sustainability in their roles. Top management support for GHRMP builds competencies that enhance environmental performance. Organisations aiming for sustainability should implement GHRMP at both organisational and individual levels to foster eco-friendly actions across the workforce.
Contribution/value-add: The study provides useful recommendations for organisations on environmental issues especially in an emerging economy like Pakistan. It also innovatively examines the ways by which GHRMP can enhance OS in the textile sector of Punjab, Pakistan, where extensive industrialisation and environmental pollution are evident. Future research could discover additional dimensions of this concept with various mediators and moderators in different geographical contexts.
Keywords: organisational sustainability; green human resource management practices; green knowledge sharing; textile sector of Pakistan; sustainability; Sustainable Development Goals (SDGs); environment; sustainable human resource practices.
Introduction
Sustainability and sustainable development goals
The notion of sustainability gained traction in management research in the 1980s. A comprehensive literature review indicates that a complete understanding of sustainable Human Resource Management began to emerge from the year 2003, with a significant surge in research interest in this arena from the year 2019 to 2022. Sustainability is seen as a competitive tactic that embodies an organisation’s values and goals.
Environmental pollution rose to dangerous levels in the air, water and land as industrialisation accelerated worldwide. This alarming situation prompted organisations to take necessary actions to safeguard the environment for a better future. Consequently, the United Nations documented the gravity of the issue which led to setting the UN Sustainable Development Goals that are aimed to be achieved by 2030 (Zhao et al., 2021). Businesses make a significant contribution to sustainable development by incorporating sustainable practices into their organisational goals.
Organisational sustainability
According to Glavas and Godwin (2012), the ‘organisational rationale for sustainability’ (ORS) is a concept that frequently exerts greater influence than individual beliefs. In the coming years, sustainability is expected to be an important topic for managerial positions within organisations. Organisational sustainability (OS) is the ability to satisfy current and future stakeholders; requirements without sacrificing the ability to satisfy those of direct and indirect stakeholders (Ehnert et al., 2016). Intrinsically, employees may adopt green behaviour because they view environmental preservation as a moral duty (Sharma, 2024).
Extrinsically, they may see environmental protection as beneficial for their organisations; for example, it enhances the status of the organisation and reduces costs. The manufacturing sector’s practices are a major source of untreated industrial waste and unsustainable offices: workspaces that operate without considering their environmental, social and economic impacts, making it a critical focus for sustainability research. Empirically, it adds to the limited literature on the textile sector of developing economies as explained by Podsakoff et al. (2003). In a developing country a large sample size improves the generalisability of findings and also authenticates the social sustainability scale (Jia & Shang, 2024) specifically in Pakistani textile industries.
Green human resource management practices
The term ‘Green Human Resource Management’ (GHRM) was coined by Renwick et al. in 2008 to describe how businesses’ environmental practices align with Human Resource Management (HRM) practices, including employee involvement, training, performance management and recruitment.
This far-reaching approach perceives interweaved idea of practical human asset underscoring the requirement for a comprehensive comprehension of maintainability that integrates both natural and social aspects (Benevene and Buonomo 2020). Sustainability in business involves adopting a green human resource perspective, considering environmental, social and economic performance simultaneously. While there has been significant research on the environmental aspects of sustainability, HRM has received comparatively little attention with respect to this context.
Green knowledge sharing
Green knowledge sharing is defined as the level of green knowledge (GK) disseminated by organisation members to enhance the organisation’s environmental performance (Lin & Chen, 2017). Previous research recognises the importance of knowledge management in organisations (Rubel et al., 2021). The sharing of green knowledge is important for the sustainable competitive advantage of the organisations (Gope et al., 2018; Norton et al., 2014; Song et al., 2019). Prior works such as Ren et al. (2017), Pham et al. (2019), and Rubel et al. (2021) have established that Green Human Resource Management Practices (GHRMP) have a direct link with green knowledge sharing (GKS).
The textile sector of Pakistan
Pakistan exemplifies this situation, being the 5th most populated country with 220 million residents (Rana et al., 2020). The industrial sector, the largest contributor to Pakistan’s Gross Domestic Product (GDP), is also a primary source of carbon emissions (approximately 21%) after agriculture. In spite of being the major sector contributing to GDP, there is a dearth of literature on OS in the textile sector of Pakistan (Hameed et al., 2020).
Problem statement
Organisational sustainability problems in the textile sector of Pakistan
In less developed economies, organisations need to determine, supervise and advance management-associated actions (Pham et al., 2019). There is a dearth of literature on positive lateral relationship of GHRMP and OS textile sector of Pakistan; thus, more researches are required in this regard. However, researchers have pointed out that there is an implementation gap when it comes to environmental regulations in developing countries like Pakistan and other developing countries for a number of reasons, including insufficient capacity and scarcity of resources.
Green human resource management practices problems in the textile sector of Pakistan
Limited research has been conducted to identify the factors driving the adoption and implementation of green practices within the textile industries of Pakistan. This is the rationale for studying the effectiveness of knowledge sharing and transferability concerning the encouragement and implementation of GHRMP, the reasons for adopting and implementing sustainable or green practices in the textile sector of Pakistan and its resultant effect on OS (Nawaz Khan, 2023).
Green knowledge sharing problems in the textile sector of Pakistan
The novelty of this study is to examine the moderating effect of GKS on the relationship between GHRMP and OS. The current study has attempted to address the gaps found in the literature. That is why it is necessary to advance the concept of OS. Pakistan annually contributes 0.4% of the carbon emissions to world pollution (Shahzad et al., 2017). Employees, employers, creditors, suppliers, communities and societies have much concern about the environmental problems of Pakistan and the whole world (Malik et al., 2020).
Relationship between green knowledge sharing, green human resource management practices and organisational sustainability
The lack of basic awareness of green practices among employees in Pakistan’s textile sector is a major setback to GKS. The lack of resources also hinders the development of GHRMP training programmes, thus limiting the ability of employees to practise and discuss sustainability. This makes green objectives to be lacking support from top management because the latter may not take the sustainable efforts seriously. The sector also suffers from a relatively poor knowledge-sharing infrastructure that hinders efficient exchange of green practices among employees.
Previous literature on the effects of GHRMP on OS in the textile sector of Pakistan is scarce, and there is a need for more research in this regard (Amjad et al., 2024). One of the major problems being the resistance to change, where a majority of the employees continue to shun innovative ideas; thus limiting their participation in GHRMP and GKS. Also, there is no regulatory imitative in the absence of which organisations do not receive external push towards sustainability. Lastly, the absence of correct sustainability measures affects the measurement of the impact and overall motivation for the green goals. Addressing these issues is important for the overall improvement of sustainability in the textile sector (Khawaja & Janjua, 2024).
Research objectives
To examine the prospects of GHRMP and its role in driving OS within the textile sector of Pakistan. To study the relationship between GHRMP and OS in the textile sector of Pakistan. To explore the role of GKS to increase OS in Pakistan’s textile industry, with regard to raising environmental consciousness.
The present research holds significance for several reasons. Firstly, the findings have provided an explanation to the issue of ecological dilapidation faced by industries in Pakistan which could have been resolved through the effective implementation of GHRM practices. Secondly, this research has highlighted the mediating role of employees’ GKS in achieving OS. Thirdly, this study has demonstrated a fruitful transition from customary HRMP to GHRMP in achieving OS. Fourthly, it has underscored the role of industries in promoting OS. The results of this research are generalisable to other geographical and economical contexts. This study backs significantly to theory, method and practice.
Literature review
The literature review presents research propositions that highlight gaps and discrepancies in extant literature.
Organisational sustainability in Pakistan’s textile sector
Organisational sustainability is the involvement of resources to attain sustainable goals with the matching economic, environmental and social expenses. (Roosa & Mischen, 2022). Organisational commitment to sustainability is the competitiveness of an organisation (Gupta & Khanna 2024). It is therefore important for the textile industry to embrace sustainability as it is to the buyers and consumers of the textiles (Goswami, 2014). The present frameworks, in theory, are shaped largely by the Western model, which has created a significant contextual void for sectors in Pakistan (Aslam, 2023). The textile industry remains a core area of strategy and sustainability for research on environmental practice and technology within the processes (Dasgupta et al., 2015).
Green human resource management practices and organisational sustainability in Pakistan’s textile sector
The term ‘green HRM’ refers to the ‘systematic, deliberate integration of traditional human resource management techniques with the company’s environmental objectives’ (Jabbour, 2013). The authors Aggarwal and Sharma (2015) highlighted the concept of ‘Green and Green HRM’ and analyse the significance, advantages and disadvantages of Green concept for OS.
Before the present study, Amjad et al. (2021) investigated the correlation between GHRM practices and employee performance in enhancing sustainable organisational performance in the textile sector. This research focused on investigating the effect of GHRMP on OS with mediating variables of environmental and employee performances. A quantitative survey of 165 managerial personnel in the textile organisations of Pakistan presents substantial findings regarding the impacts of GHRMP on sustainability. The study confirms the hypothesised mediation model and is based on stakeholder theory and the resource-based view (RBV). Green Human Resource Management Practices is a relatively new concept in developing countries, and more research is required to focus on sustainability and GHRMP’s effectiveness in textile and manufacturing sectors of Pakistan. These findings are consistent with the findings of other researchers. The study offers valuable lessons for the industrial managers on how to choose GHRMP for OS.
Green knowledge sharing and organisational sustainability in Pakistan’s textile sector
Knowledge sharing is defined as the exchange of facts, information, and know-how to solve problems and create new strategies, policies or practices. It plays a crucial role in fostering a culture of innovation and problem-solving within organisations (Rubel et al., 2021). Particularly in the context of sustainability, knowledge sharing is seen as a key element for influencing employees’ sustainable performance and fostering a culture of environmental responsibility (Rubel et al., 2021). Employees, motivated by the desire to spread awareness and knowledge about environmental challenges, engage in GKS (Rubel et al., 2021).
The underlying premise has been that organisations that are well endowed, financially sound, and have comparative advantages are more likely to expand over time and improve stakeholders’ well-being and sustained competitive advantages. For instance, Rubel et al. (2021) have pointed out that the economic dimension of sustainability encompasses the financial performance, long-term competitive advantage, and economic or financial value for the stakeholder.
The relationship between green knowledge sharing, green human resource management practices and organisational sustainability
Prior studies have examined ways of increasing OS and identified GHRMP such as training, performance appraisal, and rewards as essential in environmental management. The study conducted by Amjad et al. (2021) has analysed the moderating effect of environmental and employee performance on the relationship between GHRMP and OS. Survey data collected from 165 managers in the textile industry of Pakistan provide evidence for the hypothesised mediated relationship between GHRMP and OS. Because GHRMP is still relatively new to developing countries, conducting more research is critical to responding to sustainability issues and evaluating the role of GHRMP in Pakistan’s textile industry (Amjad et al., 2021).
Significant gaps in the literature
There are some significant gaps in the current literature that should be addressed. In prior empirical research, definitions of GHRMP have been either limited or not grounded in academic theory because prior empirical research has generally focused on environmental training for industrial applications (Jabbour et al., 2015). On the other hand, many theoretical papers have pointed out other potential HRM practices for the support of green initiatives which include; recruitment, performance appraisal, pay or reward systems, employee involvement or commitment, and organisational training and learning (Renwick, 2016).
While recent studies on GHRM bundle practices have integrated major HRM roles such as hiring, training and compensation (Gupta & Khanna, 2024). Thus, OS constitutes a promising context for the GHRM scholarship and provides an opportunity for the strategic involvement of HR managers (Yuan, 2013). This occurs in relation to stakeholder management, and its application is less straightforward in an organisational context compared to other forms of ‘green’ activity such as recycling (Renwick, 2016).
Definitions of key concepts
Sustainability
Sustainability has recently come to the centre of attention in the fields of health care and bioethics. It is not a new concept. It was first defined to the international community in 1987 when the World Commission on Environment & Development provided the now famous definition of sustainability as the capacity to ‘meet the needs of the present and the future generations without compromising the capacity of the latter to meet its own needs’ (Brundtland, 1985). The report of the commission has identified three pillars of sustainability, namely Environment, Economy, and People based on the research work done by Weaver (2016).
Organisational sustainability
Organisational sustainability refers to the ability of an organisation to survive the adversities and continue with business as usual (Székely & Knirsch, 2005). Burritt and Schaltegger (2014) have argued that the concept of OS is a broad construct that includes a number of attributes particularly, those related to the contextual integration of the three pillars.
Green human resource management practices
Green human resource management practices denote the application of HRM practices in realising the efficient use of organisational resources in a bid to attain environmental conservation. Green Human Resource Management Practices refer to the concerns of people and managers in coming up with strategies and management of more organisational environmental forecasting (Shafaei et al., 2020).
Green knowledge sharing
One of the key components of knowledge management is sharing of knowledge through the process operative in the Socialization, Externalization, Combination and Internalisation (SECI) model (Nonaka et al., 1996). The identification of this knowledge as documented knowledge and implicit knowledge (Shah, 2009) gives a sound method of understanding the character and the difficulty of the knowledge flowing in organisations (Gope et al., 2018).
Textile sector
Pakistan’s textile sector can be regarded as one of the most important industries within Pakistan because of its impacts on GDP, employment rates and exports. It includes all companies engaged in processing textile fibres into yarns, fabrics and other finished textile products including garments and apparel.
Theoretical framework
The independent variable is GHRMP, encompassing components such as green training, green recruitment, green reward and green empowerment. The dependent variable is OS. Acting as a mediator between these two variables is GKS. This research model aims to examine the impact of green HR practices on OS by nurturing GKS among employees.
Theoretical underpinning
The Ability, Motivation and Opportunity (AMO) theory by Appelbaum (2000) forms the theoretical framework for this research. As per literature, GHRMP fosters GKS among employees, thereby contributing to OS.
The theoretical framework shown in Figure 1 consists of three constructs:
green human resource management practices (GHRMP) green knowledge sharing (GKS) organisational sustainability (OS).
Based on the conceptual model and the literature discussed above, the following hypotheses are formulated:
H1: Green Human Resource Management Practices (GHRMP) has a positive relationship with Organisational Sustainability (OS).
H2: There is a strong positive correlation between Green Knowledge Sharing (GKS) and Organisational Sustainability (OS).
H3: Green Human Resource Management Practices (GHRMP) have a strong positive relationship with Green Knowledge Sharing (GKS).
H4: Green Knowledge Sharing (GKS) therefore serves as a mediator between Green Human Resource Management Practices (GHRMP) and Organisational Sustainability (OS).
Sustainability and ability, motivation and opportunity theory
When researchers started to consider the performance as a feature of training and selection, which means ability, and motivation as critical to performance, a performance model was developed, thus laying the foundation for the AMO model (Marin-Garcia & Martinez Tomas, 2016). The previously mentioned role worked with the understanding that performance depends only on certain human traits, therefore excluding the possibility of external environmental factors affecting an employee’s performance (Marin-Garcia & Martinez Tomas, 2016).
Green human resource management practices, organisational sustainability and the role of ability, motivation and opportunity theory
Out of all the models of HRMP, this study suggests that the AMO model (Appelbaum, 2000) is the most beneficial for HR to comprehend the connection between human resources and sustainability (Stankevičiūtė & Savanevičienė, 2018). Bailey and Bailey (1993) suggested that the performance of an employee requires three elements: the specific knowledge and competencies for the job, sufficient desire to raise the organisational commitment and, finally, the chance (offered by the company) to get involved and be an active member through more self-direction or work cooperation. Therefore, the practices included in the AMO model are appropriate for the employees to embrace and engage with the sustainable objectives of the firm (Renwick, 2016), developing skills in the workers, enhancing their motivation and offering chances to be involved that enhance their obligation to and affinity with their organisation.
Green knowledge sharing and the role of ability, motivation and opportunity theory
Ability, motivation and opportunity theory postulates that employees are likely to perform when they are capable of it (they have the ability); willing to do it (they have the drive and incentive to do it); and can do it given the resources available to them. Ability, motivation and opportunity framework mainly operates at individual level and has been applied extensively in the context of investigating the relationship between HRM and organisational performance (Bos-Nehles et al., 2013). An AMO framework and a systematic review (1998–2011) of GHRMP and environmental management raise the following research question: What is currently known about how GHRMP may help build human capital in an organisation?
Research design
Research philosophy is referred to as the ideology that guides the process of data collection, analysis and the application of a phenomenon (Sekaran & Bougie, 2016). The research philosophy used in the current research is positivism. In this research study, the researcher has used the survey technique to gather data. The survey data for the study was collected from textile manufacturing enterprises located in Punjab (Pakistan). This study has employed a non-probability sampling technique. Non-probability purposive sampling technique is a method of providing best solutions to issues and helps the researcher in identifying situations which will enable him or her to implement decisions (Sun et al., 2022).
Data collection
The data were collected from middle-level managers as well as operation managers of textile organisations in Lahore and Faisalabad cities of Pakistan. The basic information from textiles was collected using a structured questionnaire. The units of analysis include HR managers, leaders, and other employees within these industries. A total of 500 questionnaires were distributed to the respondents using purposive sampling techniques to ensure maximum participation. Ultimately, 420 respondents completed the questionnaires, constituting the final sample size for analysis. To facilitate data collection, the researcher personally distributed the questionnaires, as well as Google link has been shared across the Punjab region for collection of data.
Tools for data collection
In this research, data were gathered through a survey questionnaire. It was developed based on previous research studies of Rubel et al. (2021), Balasubramanian and Balaji (2021), and Dumont et al. (2017). The questionnaire consists of a 5-point Likert scale where one can indicate their responses from strongly agree to strongly disagree. The questionnaire is shown in Appendix 1. In data analysis, the researcher has employed the current Smart Partial Least Squares (PLS) version, which is Smart PLS 4.0. Mediation and regression analysis were conducted using Partial Least Squares Structural Equation Modelling (PLS-SEM).
Analysis of data and results
Validity and reliability
In a bid to increase the validity of the study, we conducted both the convergent and discriminant validity. The convergent validity was assessed using the average variance extracted (AVE), and the acceptable threshold value was 0.5 or higher as suggested by Hair et al. (2021). The reliability which is the extent of homogeneity of the same test was determined using several methods. The most common is Cronbach’s alpha coefficient (Fashina et al., 2020).
In this study, the construct’s composite reliability (CR) has been estimated. For all these measures, acceptable values are those greater than 0.70 (Omri et al., 2019). As indicated in Table 1, the study’s findings indicate that validity and reliability criteria were achieved. In particular, AVE values were higher than 0.50, and all reliability estimates were higher than 0.650.
| TABLE 1: Internal consistency, convergent validity, composite reliability and average variance extracted. |
To test discriminant validity, we employed the ‘Heterotrait-Monotrait (HTMT) ratio’, which according to Henseler et al. (2015) should not exceed 0.90. The HTMT values as presented in Table 2 for the constructs suggest a reasonable discriminant validity. Using HTMT, where a threshold of 0.85 is acceptable, the value obtained for GHRMP and GKS is 0.720. This implies that GHRMP and GKS are different constructs of measures. Quite as expected, the HTMT value is less than 0.85 between the pair GHRMP and OS, meaning that these two constructs have discriminant validity. Using the same approach, the HTMT value between GKS and OS is 0.792, which is within the discretion of 0.85 showing that GKS and OS are indeed different constructs. Given that all HTMT values are below the figure of 0.85, the study established sufficient discriminant validity to affirm that every construct in the model is capturing a distinct attribute.
| TABLE 2: Discriminant validity: Heterotrait-Monotrait ratio of correlations. |
Figure 2 shows the structural model of this study that was analysed using Smart PLS 4.0. This model examines the hypothesised relationships between sustainable HRM practices and OS.
Discussion and findings
The purpose of this paper is to understand and to analyse the applicability of GHRMP in relation to OS and with specific focus on the textile industry of Pakistan. Thus, it complements the existing literature on GHRMP, GKS and OS, as it establishes the state of play of the implementation of communication strategies in support to GKS. The conclusions are similar to the results obtained by other scholars for instance Rubel et al. (2018) whereby GHRMP is crucial in enhancing green organisational outcomes, and Renwick et al. (2013) regarding engagement in sustainability. Moreover, the study also strongly indicates that GHRMP promotes GKS among the employees.
The results obtained in Table 3 fully support the proposed hypotheses to reinforce that GHRMP serves as a significant element in the cultivation of GKS and OS. Green Human Resource Management Practices foster the GKS in a positive manner, underlining the role of the GKS as the means of promoting cooperation and ecological responsibility in textile industries. According to the literature, HRM increases employee’s willingness to share knowledge (Renwick et al., 2013). The conclusion drawn from this study is that GHRMP promotes OS which results in knowledge of green practices within organisations among employees.
| TABLE 3: Properties of the structural model. |
The study results show that GKS among the employees led to higher OS, which supports positive connection between knowledge sharing and performance, aligning with the previous research of Ritala et al. (2015). Furthermore, aligning with Rubel et al. (2023), GKS has been postulated to mediate relationship between GHRMP and OS. The findings also show that GKS partially mediates the relationship between GHRMP and OS. In summary, GHRMP affects OS both directly and indirectly (through GKS), with all pathways supported as significant.
Recommendations
The following recommendations are proposed to the organisations in the textile sector, in light of the findings; the management of organisations in the textile sector should integrate GHRMP with the view of developing the culture of environmental responsibility at the workplaces. It recommends encouraging the sharing of green knowledge to allow employees to share and implement sustainable practices suitably.
Theoretical contributions
The present study aimed at exploring all the four dimensions of GHRMP within the textile industry framework only using the lens of AMO theoretical framework. Taking into account the results of this study, it is possible to conclude that the textile industry might achieve the highest level of OS if adopting GHRMP according to the AMO framework.
Practical implications
This study adds to the body of knowledge that provides guidance for practising managers to determine the potential of GHRMP as means to promote sustainability in their organisations specifically the textile units. Furthermore, the study findings shall help the policymakers, the senior management and the HR practitioners to make better decisions, specifically in regard to the recruitment, training and compensation of the talent pool so as to increase the capacities and the readiness to stay within the organisation.
Limitations of the study
The following are the limitations of this research study. Firstly, its cross-sectional design restricts the possibilities of making causal relationships between the variables. Secondly, the use of self-reported data brings common method and social desirability biases into the analysis. Thirdly, the study conducted in textile sector of Pakistan limits the generalisation of results to other industries or other geographical locations. Lastly, those other variables that could have an impact on GHRMP, GKS and OS have not been considered in this study hence might reduce the richness of the relationship between the three variables.
Future research
Future research could extend data collection for more general use and could use qualitative methods to enhance the findings. Alternatively, further research on other mediators or moderators might also help in improving the understanding of how the GHRMP influence sustainability and this could be useful to the Pakistan HR professional or organisation operating in the emerging economy.
Conclusion
This study explores the role of GKS mediated by GHRMP on sustainability in the textile sector of Pakistan. In this article, while adopting a quantitative research approach, it is revealed that GHRMP has a significant impact on GKS and thereby contributes to the improvement of OS. The findings support the hypothesis that GHRMP are positively related to GKS and OS, and reaffirm GKS as the mediating factor that connects green HR practices to sustainability objectives.
Acknowledgements
Competing interests
The authors declare that they have no financial or personal relationships that may have inappropriately influenced them in writing this article.
Authors’ contributions
A.K. wrote and conceptualised the research article. K.N.J. acted as the supervisor for the study.
Ethical considerations
Ethical clearance to conduct this study was obtained from the Minhaj University, Lahore (No. MNJ/REG/06/32).
Funding information
This research received no specific grant from any funding agency in the public, commercial or not-for-profit sectors.
Data availability
The data that support the findings of this study are available from the corresponding author, A.K. upon reasonable request.
Disclaimer
The views and opinions expressed in this article are those of the authors and are the product of professional research. It does not necessarily reflect the official policy or position of any affiliated institution, funder, agency, or that of the publisher. The authors are responsible for this article’s results, findings and content.
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Appendix 1
QUESTIONNAIRE
MINHAJ UNIVERSITY, LAHORE
SCHOOL OF BUSINESS & MANAGEMENT SCIENCES
EMPLOYEE SURVEY
Dear Participant: This scientific research is being carried out as my research work at Minhaj University, Lahore, Pakistan. The main aim is to support organisations’ decision makers through first-hand and research-led information that how green Human Resource Management practices impact on organisational sustainability. You are the one who can provide valuable information about your work experiences. This is entirely an academic research and any information that you share will be used anonymously and with professional confidentiality. However, if you would like, the general findings of this research will be available to you. Your neutral (unbiased) response will be highly appreciated and will make this research valuable for organisations/institutions operating in Pakistan. I shall be very grateful to you for your time and cooperation.
You are requested to return the filled questionnaire at your earliest convenience.
INSTRUCTIONS: Please answer the following questions:
Name: _________________________________
Contact Number:_________________________
Organisation:__________________________________
Designation: ________________________________
Gender:  Male Female
Marital Status: Married Unmarried
Age: 18–25 Years
26–30 Years
31–35 Years
36–40 Years
41 and above
Level of Education: Matric/Inter Bachelors Masters/M.Phil. Doctorate
Experience:
1–5 Years
6–10 Years
11–15 Years
16–20 Years
21 and above
Job Type: Junior Level Senior Level Managerial Level
Director CEOs
Firm Size:
Small Medium Large
Age of the firm:
1–5 Years
6–10 Years
11–15 Years
16–20 Years
21 and above
INSTRUCTIONS: Below given are the questions related to the Sustainable Human Resource Management practices. A number of statements dealing with various aspects of Human Resources in your organisation are given below. Please indicate the extent to which each statement describes your organisation using the following 5-point scale.
5 = Strongly Agree
4 = Agree
3 = Neutral
2 = Disagree
1 = Strongly Disagree
INSTRUCTIONS: Please indicate the extent to which you agree/disagree with the following statements by using the given scale.
Sustainable Human Resource Management
INSTRUCTIONS: Below given are the questions related to the Green Knowledge Sharing that individuals usually use. The response scale mentioned below indicates the extent to which you Agree/Disagree with the following statements.
GREEN KNOWLEDGE SHARING:
INSTRUCTIONS: Below given are the questions related to the organisational citizenship behaviour for the environment (OCBE) that individuals usually use. Using the response scale shown below, indicate the extent to which you Agree/Disagree with the following statements.
INSTRUCTIONS: Using the response scale shown below, indicate the extent to which you Agree/Disagree with the following statements. This research scale contributes to the understanding about organisational sustainability by analysing the perception of individual employees in your organisation
ORGANISATIONAL SUSTAINABILITY
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