The Mediating Role of Green Human Capital in the Relationship Between Green Human Resource Management Practices and Green Employee Behavior for a Sustainable Future

Abstract

Organizations are increasingly expected to integrate sustainability into their workforce systems. However, the pathways through which Green Human Resource Management practices influence Green Employee Behavior remain underexplored, particularly in developing country contexts. Building on the Ability–Motivation–Opportunity framework and Resource-Based View, this study examines the mediating role of Green Human Capital as a mechanism that links organizational practices with pro-environmental behavior. A quantitative research design was employed, with data collected from 171 rank-and-file employees in selected food service companies in Iligan City, Philippines. Partial Least Squares Structural Equation Modeling was used to analyze the relationships among the constructs, given its suitability for predictive models and modest sample sizes. The findings reveal that the direct effect of Green Human Resource Management practices on Green Employee Behavior is not significant. Instead, the indirect effect through Green Human Capital is substantial, confirming that Green Human Capital fully mediates the relationship between the two constructs. These results emphasize that developing employees’ environmental knowledge, skills, and attitudes is the key pathway through which organizations can foster sustainability-oriented behaviors. By embedding Green Human Capital development in workforce strategies, organizations can strengthen their role in promoting environmental responsibility and contribute to a more sustainable future.

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