DOING GOOD THROUGH HR: HOW GREEN HRM AND CSR PRACTICES SHAPE SUSTAINABLE PERFORMANCE VIA ENVIRONMENTAL CITIZENSHIP BEHAVIOR

Abstract

Organizations face growing pressure to balance economic, environmental, and social goals, yet many struggle to turn sustainability commitments into real results. Drawing on the ability–motivation–opportunity (AMO) framework and stakeholder theory, this study examines how green human resource management (GHRM) and corporate social responsibility (CSR) influence sustainable performance through organizational citizenship behavior toward the environment (OCBE). It also examines whether green passion moderates the relationship between OCBE and sustainable performance. Survey data were collected from 342 employees working in fast-moving consumer goods (FMCG) manufacturing firms in Pakistan and analyzed using partial least squares structural equation modeling (PLS-SEM). The results show that both GHRM and CSR positively affect OCBE, with GHRM having a much stronger effect. OCBE, in turn, positively affects sustainable performance and mediates the effects of both GHRM and CSR on sustainable performance. Contrary to expectations, green passion did not moderate the relationship between OCBE and sustainable performance. The study contributes to the literature by examining GHRM and CSR together in one model and by identifying employees' voluntary green behavior as a key mechanism through which sustainability initiatives lead to sustainable performance. It also provides new insight into the limited role of green passion as a boundary condition.