Hong, Nguyen Thi Hoa e al.
A icle
G een Human Resou ces Managemen and employees’
g een beha io al in en ion: he ole o indi idual g een
alues and co po a e social esponsibili y
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Hong, Nguyen Thi Hoa e al. (2024) : G een Human Resou ces Managemen and
employees’ g een beha io al in en ion: he ole o indi idual g een alues and co po a e social
esponsibili y, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol.
11, Iss. 1, pp. 1-20,
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G een Human Resou ces Managemen and
employees’ g een beha io al in en ion: he ole
o indi idual g een alues and co po a e social
esponsibili y
Nguyen Thi Hoa Hong, T uong Thi Hanh, Nguyen Quynh Anh, Dang Ngoc
Anh, T an Minh Ngoc & Nguyen Duong Lan Nhi
To ci e his a icle: Nguyen Thi Hoa Hong, T uong Thi Hanh, Nguyen Quynh Anh, Dang
Ngoc Anh, T an Minh Ngoc & Nguyen Duong Lan Nhi (2024) G een Human Resou ces
Managemen and employees’ g een beha io al in en ion: he ole o indi idual g een alues
and co po a e social esponsibili y, Cogen Business & Managemen , 11:1, 2386464, DOI:
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ManageMen | ReseaRch aR icle
Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2386464
G een Human Resou ces Managemen and employees’ g een
beha io al in en ion: he ole o indi idual g een alues and
co po a e social esponsibili y
nguyen hi hoa honga , uong hi hanhb, nguyen Quynh anhb, Dang ngoc anhb, an
Minh ngocb and nguyen Duong lan nhib
aFinancial Managemen – s a is ics analysis Depa men , Facul y o Business adminis a ion, Fo eign ade uni e si y, Ha noi,
Vie nam; bFacul y o Business adminis a ion, Fo eign ade uni e si y, Ha noi, Vie nam
ABSTRACT
his s udy examines he ela ionships be ween g een human Resou ces Managemen
and employees’ in en ion o engage in en i onmen ally esponsible beha io s.
conduc ed wi hin he con ex o 380 employees in Vie nam, a de eloping coun y, he
esea ch collec ed da a om hese wo ke s, which we e p ocessed using sma Pls. he
esea ch esul s indica ed ha g een human Resou ces Managemen has a posi i e
impac on employees’ g een beha io al in en ion and also highligh ed he mode a ing
impac o indi idual g een alues and he media ing ole o co po a e social
Responsibili y. hese esul s o e in aluable guidance o o ganiza ions seeking o
cul i a e en i onmen al sus ainabili y h ough e ec i e hRM p ac ices. simul aneously,
hey emphasize he impo ance o p omo ing social esponsibili y and enhancing
business pe o mance wi hin he unique Vie namese business landscape. his esea ch
unde sco es he pi o al ole hRM plays in s ee ing o ganiza ions owa ds a g eene and
mo e socially esponsible u u e, pa icula ly in eme ging economies like Vie nam.
1. In oduc ion
he eme gence o g een human esou ce managemen (g een hRM) is a ibu ed o he escala ion o
en i onmen al conce ns and he impe a i e o sus ainabili y (Ren e al., 2018). g een hRM aligns human
esou ce p ocesses such as aining, pe o mance e alua ion, ec ui men , and ewa ds, wi h he o gani-
za ion’s en i onmen al goals, os e ing en i onmen al esponsibili y ( ang e al., 2018). he equi emen
o g een hRM a ises om o e ing eco- iendly p oduc s and ope a ions, e ec i ely managing co po a e
ecological ini ia i es, and ackling he challenges o implemen ing such p og ams (Weh meye , 2017).
Recen s udies ha e indica ed he impac s o g een hRM a bo h he mac o and mic o le els. Renwick
e al. (2013) con end ha a collec ion o hRM p ac ices enhances ecological pe o mance by implemen -
ing en i onmen al alues and p inciples wi hin he o ganiza ional amewo k. engaging in g een hRM,
such as hi ing, aining, e alua ing pe o mance, and in ol ing employees in g een hRM, can pu some
p essu e on employees by a ec ing hei hough s, social no ms, and how hey hink abou con olling
hei ac ions. consequen ly, hei pe sonal a i udes and social no ms ela ed o he en i onmen would
ha e a posi i e in luence on hei in en ion o engage in en i onmen ally iendly beha io (al-ghazali &
a sa , 2020).
se e al esea ch pape s examine he e ec s o g een hRM on employees’ g een beha io al in en-
ions while men ioning indi idual g een alues. al-ghazali and a sa (2020) indica e ha when employ-
ees app oach g een hRM p ac ices, hey migh be dedica ed and mo i a ed o pa icipa e in
en i onmen ally esponsible ac ions. consequen ly, hei g een alues would likely ha e a posi i e
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT nguyen hi Hoa Hong [email p o ec ed] Financial Managemen – s a is ics analysis Depa men , Facul y o Business
adminis a ion, Fo eign ade uni e si y, 91 Chua Lang s ee , Dong Da Dis ic , Ha noi, Vie nam.
h ps://doi.o g/10.1080/23311975.2024.2386464
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 30 Oc obe 2023
Re ised 9 July 2024
accep ed 25 July 2024
KEYWORDS
co po a e social
esponsibili y; g een
beha io s; g een beha io al
in en ions; g een human
Resou ces Managemen ;
g een alues
SUBJECTS
Business, Managemen
and accoun ing;
en i onmen al economics;
economics
JEL CODE
M12; M14; M54; Q01
2 n. . h. hOng e al.
impac on hei in en ion o engage in eco- iendly beha io . ahmed e al. (2023) ound ha pe sonal
g een alues enhance he connec ion be ween g een hRM p ac ices and employees’ g een beha io al
in en ions. addi ionally, p io s udies ha e p ima ily emphasized he e ec s o g een hRM on i m
pe o mance and employees’ g een beha io al in en ions and only men ioned he ole o co po a e
social esponsibili y (csR) ins ead o conduc ing in-dep h in es iga ions (ahmed e al., 2020; suba
e al., 2021). niazi e al. (2023) ha e in es iga ed ha g een hRM and csR ha e a close ela ionship
and mu ually in luence each o he . Mo eo e , he pe cep ion o csR in ol emen co ela es posi i ely
wi h one’s in en ion o engage in p o-en i onmen al beha io (Wu & ng, 2023). csR seems o hold
conside able impo ance o p omo ing employees’ g een beha io al in en ion h ough using g een
hRM (suba e al., 2021). he e o e, he ques ion a ises: can csR media e he impac o g een hRM on
employees’ g een beha io al in en ion?
acco ding o ngoc lan (2021), g een hRM in ol es he sus ainable u iliza ion o esou ces wi hin a
company o enhance p oduc i i y, boos employee con en men , and os e eco- iendly economic
de elopmen . his app oach is gaining popula i y among businesses globally, including hose in
Vie nam. in Vie nam, mos ecen s udies on g een hRM (luu, 2021; le ha & Uyen, 2021; uan, 2022;
nguyen e al., 2023) ha e been conduc ed wi hin he hospi ali y sec o . al hough nguyen e al. (2018)
designed a comp ehensi e amewo k o unde s anding csR in Vie nam, hei s udy only examined
he co ela ion be ween csR and g een hRM. Resea ching indi idual g een alues also poses ongoing
challenges. Fo example, nguyen e al. (2020) explo ed he impac o cul u al alues on en i onmen-
alism, which shapes unique indi idual alues and beha io s. howe e , hese s udies a e conside ed
no o ha e accu a ely con ex ualized csR wi hin Vie nam’s unique cul u al and social landscape (Phan,
2018). hese s udies ha e limi a ions in ocusing on in es iga ing g een hRM wi hin he b oade eco-
nomic con ex and he ela ionship be ween g een hRM and csR. addi ionally, he e is a ela i ely
limi ed numbe o s udies ocusing on indi idual g een alues as a media ing a iable wi hin he ela-
ionship be ween g een hRM and g een beha io al in en ion. Recen esea ch has p ima ily explo ed
he connec ions be ween indi idual g een alues, g een hRM, and g een beha io , wi hou del ing
signi ican ly in o he na owe aspec o in en ion. Fu he mo e, despi e he g owing in e es in g een
hRM, he e is a lack o comp ehensi e esea ch on his opic wi hin he con ex o de eloping coun-
ies. he e o e, ou s udy aims o in es iga e he impac o g een hRM on employees’ g een beha -
io al in en ion, as well as he media ing ole o csR and he mode a ing ole o indi idual g een alues
in his ela ionship in he Vie nam con ex , by collec ing da a om en e p ises in he wo bigges
ci ies, namely hanoi and ho chi Minh ci y.
Ou pape makes se e al con ibu ions o he exis ing li e a u e. Fi s ly, ou indings om Pls-seM
p o ide addi ional e idence o a posi i e associa ion be ween g een hRM and employees’ g een
beha io al in en ion in he con ex o Vie nam, suppo ing he s udies conduc ed by al-ghazali and
a sa (2020). secondly, while he e a e a ew s udies on g een hRM ha speci ically ocus on analyzing
he link be ween g een hRM, csR, and indi idual g een alues, his s udy examined bo h he mode -
a ing ole o indi idual g een alues and he media ing ole o csR in he ela ionship be ween g een
hRM and employees’ g een beha io al in en ion. niazi e al. (2023) and sabok o e al. (2021) men-
ioned ha g een hRM has posi i e e ec s on csR. addi ionally, in he hospi ali y indus y, employees’
pe cep ions o hese csR ini ia i es impac hei a i udes and beha io s in he wo kplace, ul ima ely
con ibu ing o an inc ease in employees’ in ol emen in en i onmen ally iendly beha io s (De Roeck
& Fa ooq, 2018). When an o ganiza ion impa s en i onmen ally iendly alues o i s employees, yp-
ically h ough g een hRM p ac ices, and hese alues align wi h he employees’ g een alues, employ-
ees show a s onge in en ion o join in g een ac ions. hi dly, ou s udy also has some implica ions
o manage s in cons uc ing g een p og ams in hei companies and he go e nmen owa d sus ain-
able de elopmen .
he emainde o his esea ch pape is s uc u ed as ollows: sec ion 2 elabo a es on ela ed li e -
a u e and he de elopmen o hypo heses; sec ion 3 p o ides he esea ch me hodology, including
da a collec ion, a iables measu emen , and da a analysis me hods. sec ion 4 p esen s empi ical esul s,
while sec ion 5 comp ises he discussion. heo e ical and p ac ical implica ions a e p esen ed in
sec ions 6 and 7, espec i ely. Finally, sec ion 8 ou lines some limi a ions and sugges s di ec ions o
u he esea ch.
cOgen BUsiness & ManageMen 3
2. Li e a u e e iew and hypo heses de elopmen
2.1. The ela ionship be ween G een Human Resou ces Managemen and employees’ g een
beha io al in en ion
g een hRM is ega ded as he a ea o hRM ha in e ac s wi h en i onmen al sus ainabili y s anda ds and
includes hRM policies, philosophies, and p ac ices (ha ey e al.,2013). g een hRM p ac ices a e con-
ce ned wi h en i onmen al issues, including g een hi ing, g een aining, and in ol emen , enhancing
employee engagemen (liu & Zhang, 2022), managemen and app aisal, and ewa d and pay (amjad
e al., 2021). g een hRM is a c ucial ins umen o a aining sus ainable beha io in a company. Many
ecen esea ches ocus on explo ing he ela ionship be ween g een hRM and employees’ g een beha -
io al in en ion (chaudha y, 2019; sabok o e al., 2021; song e al., 2022). he s udies on g een hRM by
chaudha y (2019) and song e al. (2022) p o ide in o ma ion on i s abili y o encou age en i onmen al
beha io among employees h ough ini ia i es and p ac ices. applying he heo y o planned beha io
( PB) (ajzen, 1991), song e al. (2022) p ecisely cla i ied he same linkage be ween pe cei ed g een hRM
and employees’ g een inno a ion beha io . he PB claims ha beha io al in en ion is a us wo hy
subs i u e o ac ual conduc . he ‘g een beha io al in en ion’ o employees is hei dedica ion o ac ing
in an en i onmen ally esponsible manne (no on e al., 2017). acco ding o Ramus and s ege (2000),
an indi idual’s pe cei ed subjec i e inclina ion when engaging in en i onmen al conduc is belie ed o
be his o he inclina ion o ca y ou ha en i onmen al beha io . employees a e mo e likely o engage
in g een beha io because he e ec o en i onmen al beha io al in en ion ac i a es hei mo al obliga-
ion and pe sonal disposi ion and makes hem passiona e abou en i onmen al p o ec ion (Zhang
e al., 2021).
Vie nam’s s ong economic g ow h in ecen yea s has d awn a en ion o social esponsibili y and
en i onmen al sus ainabili y challenges. ( ien e al., 2020). in ha con ex , he deciding ac o and key
compe i i e ad an age o apid, e ec i e, and sus ained de elopmen is high-quali y human esou ces
( ien e al., 2021). he o e a ching goal o enhancing human esou ces in Vie nam was o ele a e he
Vie namese wo k o ce in o a pi o al asse , os e ing sus ainable na ional de elopmen o app oach he
le el o de eloped na ions wo ldwide (go e nmen , 2011). Mos s udies abou he ela ionship be ween
g een hRM and employees’ g een beha io s unde aken in he ho el indus y in Vie nam ha e ound
e idence o he posi i e e ec s o g een hRM and employees’ in en ion o adop g een beha io s
(nguyen e al., 2023; Pham e al., 2020). Pham e al. (2020) indica e ha unde g een hRM me hods and
esponsible leade ship, employees’ pe cei ed esponsibili y and o ganiza ional ci izenship beha io o
he en i onmen a e likely o be mo e s ongly in oked in Vie nam, a coun y wi h a high collec i ism
bu a low long- e m o ien a ion. he e o e, ou s udy expec s ha when we expand he obse a ion in o
en e p ises in di e en indus ies, g een hRM s ill posi i ely a ec s employees’ g een beha io al in en-
ions in Vie nam. he i s hypo hesis is cons uc ed as ollows:
h1: g een human Resou ces Managemen posi i ely a ec s employees’ g een Beha io al in en ion
2.2. The mode a ing ole o indi idual G een alues in he ela ionship be ween G een Human
Resou ces Managemen and employees’ g een beha io al in en ion
g een alues a e he p oduc o sus ainable de elopmen , mainly e e ing o indi idual a i udes and
beha io s in sus ainable de elopmen (Dumon e al., 2017). an o ganiza ion’s commi men o g een
hRM p ac ices may enhance an indi idual’s engagemen in g eening beha io s i hei alues a e oo ed
in en i onmen al es o a ion belie s (al-ghazali & a sa , 2020). s udies by Dumon e al. (2017); gilal e al.
(2019); and islam e al. (2021) suppo he idea ha he associa ion be ween g een hRM and employees’
g een beha io can be mode a ed by pe sonal g een alues. edwa ds and shipp (2007) esea ch poin ed
ou ha ‘when pe sonal alues align wi h hose supplied by he o ganiza ion, his has a posi i e impac
on employee wo k a i udes and beha io ’. Recen s udies on p o-en i onmen al alues u he empha-
size he link be ween g een hRM p ac ices and en i onmen al in en ion by p omo ing eco- iendly
beha io s a wo k (chou, 2014). acco ding o ahmed e al. (2023), indi idual g een alues s eng hen he
ela ionship be ween g een hRM p ac ices and employees’ beha io al in en ions.
4 n. . h. hOng e al.
Based on he a o emen ioned empi ical in es iga ions, we hypo hesize ha when an indi idual’s g een
alues align wi h such p ac ices, g een hRM p ac ices will be mo e e ec i e and p omo e he employees’
g een beha io al in en ion. howe e , in Vie nam, g een alues ha e only ecen ly been ecognized in
s udies as a aluable aspec o g een en ep eneu businesses o a oid di ec con lic s wi h adi ional
compe i o s ( ien e al., 2020) o as a pe sonal esou ce con ibu ing o hospi ali y i ms’ g een goals
( uan, 2022). Despi e i s signi ican in luence on employees’ beha io s and a i udes (low, 2013; hameed
e al., 2022), indi idual g een alues ha e been o e looked in Vie nam’s human esou ce esea ch. as a
esul , we p opose he second hypo hesis as ollows:
h2: indi idual g een Values posi i ely mode a e he ela ionship be ween g een hRM and employees’ g een
Beha io al in en ion
2.3. The media ing ole o co po a e social esponsibili y in he ela ionship be ween G een
Human Resou ces Managemen and employees’ g een beha io al in en ion
co po a e social Responsibili y (csR) in ol es a company’s alignmen wi h social esponsibili y p inciples,
encompassing ac ions, p ocedu es, and ini ia i es ela ed o social ne wo ks (Wood, 1991, an & nguyen,
2021). csR p og ams add ess he en i onmen al, social, and economic impac s o o ganiza ional ope a-
ions beyond p o i maximiza ion (chowdhu y e al., 2019; ga cía‐sánchez & a aújo‐Be na do, 2020). csR
ep esen s a long- e m commi men o e hical business p ac ices and imp o ing socie al well-being
h ough disc e iona y business p ac ices and co po a e esou ces (ahmed e al., 2020). acco ding o su
and swanson (2019), csR includes ac ions ha gene a e posi i e impac s on socie y and he en i on-
men . speci ically, csR in ela ion o g een hRM is abou ul illing a company’s en i onmen al esponsi-
bili ies (si ega & Zulka nain, 2021). Kolk (2016) expands his o include conce ns like pollu ion, esou ce
deple ion, and clima e change, a ec ing bo h in e nal and ex e nal s akeholde s.
he ela ionship be ween csR and g een hRM p ac ices highligh s he impo ance o inclusi e,
sus ainabili y-o ien ed hR s a egies (hameed e al., 2022; sabok o e al., 2021). cheema e al. (2017)
iden i ied ac o s such as manage ial posi ions, ec ui men p ocesses, ewa d sys ems, and pe o mance
app aisals ha posi i ely impac csR. hR unc ions like a ac ion, ec ui men , aining and de elopmen ,
pe o mance managemen , compensa ion, ca ee planning, alen managemen , and employee e en ion
can help c ea e and implemen e ec i e csR ini ia i es, os e ing a ha monious ela ionship be ween
hRM and csR (Jamali e al., 2015).
he connec ion be ween csR and g een beha io al in en ion has been inc easingly s udied. alsuwaidi
e al. (2021) ind ha csR signi ican ly d i es employees’ g een beha io al in en ions, wi h he ho el’s
en i onmen al s a egy se ing as a c ucial mode a ing ac o . his aligns wi h su and swanson (2019)
indings, which indica e ha employees a e mo e likely o engage in eco- iendly beha io s when hei
employe pa icipa es in such ini ia i es. csR ini ia i es encou age employees o adop en i onmen ally
iendly beha io s (De Roeck & Fa ooq, 2018). companies in ol ed in en i onmen al conse a ion mo i-
a e s a o align hei beha io s wi h he company’s g een objec i es (lee e al., 2013).
in summa y, g een hRM posi i ely in luences csR, which in u n enhances employees’ g een
beha io al in en ions, sugges ing ha csR media es he ela ionship be ween g een hRM and
employees’ g een beha io s. his media ion indica es ha implemen ing g een hRM p ac ices
s eng hens csR ini ia i es, os e ing a wo k en i onmen conduci e o sus ainable beha io . csR
ac i i ies p o ide he amewo k and mo i a ion o employees o adop and main ain g een beha -
io s, b idging he gap be ween hRM p ac ices and employees’ ac ions (lee e al., 2013). in de el-
oping coun ies like Vie nam, al hough some schola s ha e in es iga ed csR policies ela ed o
hRM, mos ocus on indi idual p ac ices a he han a comp ehensi e examina ion o he o e all
g een hRM s a egy and i s e ec on employees’ g een beha io al in en ions. nguyen e al. (2020)
and Khuda e al. (2023) examine he impac o csR on ec ui men p ac ices, whe eas hang and
Fassin (2017) and ngo and ngo (2023) explo e ac o s a ec ing g een o ganiza ional commi men
(Figu e 1).
Based on hese insigh s, we o mula e he ollowing hypo heses:
h3: g een human Resou ces Managemen posi i ely a ec s co po a e social Responsibili y
cOgen BUsiness & ManageMen 5
h4: co po a e social Responsibili y posi i ely a ec s employees’ Beha io in en ion
h5: co po a e social Responsibili y media es he ela ionship be ween g een human Resou ces Managemen
and employees’ g een Beha io al in en ion
Based on he abo e assump ions, we designed he esea ch model shown in Figu e 1 below.
3. Resea ch me hodology
3.1. Da a collec ion and sample size
he su ey pa icipan s a e employees wo king in businesses ha unde ake social esponsibili ies
wi hin Vie nam. Wi h he suppo and collabo a ion o he compe i ion commission unde he Minis y
o indus y and ade, we ob ained a lis o 300 social en e p ises and socially impac ul businesses,
along wi h he con ac in o ma ion o hei leade s. We employed a p opo iona e s a i ied andom
sampling me hod o ca ego ize hem based on common cha ac e is ics ela ed o economic de elop-
men and demog aphic di e si y, esul ing in he o ma ion o wo dis inc g oups ( wo s a a): hanoi
and ho chi Minh ci y. app oxima ely 60 companies we e andomly selec ed om each g oup. he
s a i ied andom sampling app oach minimizes bias compa ed o o he limi ed sampling me hods and
o e s g ea e e iciency han he simple andom sampling me hod. Fu he mo e, i ensu es imp o ed
ep esen a ion o each signi ican popula ion segmen and yields iche and mo e dis inc in o ma ion
(Uma, 2009).
ini ially, he leade s o he companies we e con ac ed di ec ly and p o ided wi h in o ma ion abou
he esea ch, including an explana ion o i s necessi y and signi icance. a e ecei ing pe mission om
he company leade s, he ques ionnai e was sen ia email wi h a commi men o in o ma ion secu i y,
accompanied by an incen i e o inc ease esponse a es. he leade s we e awa e ha he ga he ed da a
would be ea ed wi h con iden iali y, p ocessed as agg ega ed da a, and gua an eed comple e anonym-
i y. in addi ion, all esponden s we e ully in o med abou he pu poses o ou s udy and how we would
use and s o e hei esponses. he e o e, be o e esponding o he ques ionnai e, pa icipan s we e
equi ed o comple e a w i en consen o m o indica e hei willingness o pa icipa e. Once consen
was con i med, pa icipan s began answe ing he ques ionnai e p o ided by he companies’ leade s.
e hical app o al was ob ained om ou ins i u ion, Fo eign ade Uni e si y, Vie nam. Mo eo e , we
ensu ed we also ob ained he pa icipan s’ consen be o e collec ing he da a.
Figu e 1. Resea ch model.
6 n. . h. hOng e al.
We ecei ed he illed-ou ques ionnai es h ough an online o m. Upon ecei ing he comple ed
ques ionnai es, any wi h incomple e o unengaged esponses we e excluded, and only he ully com-
ple ed ques ionnai es we e u ilized o da a analysis. subsequen ly, he collec ed da a unde wen inpu ,
cleansing, and e alua ion p ocedu es o ensu e high da a quali y. Finally, a o al o 392 ques ionnai es
we e collec ed. a e excluding esponses ha we e deemed in alid, 380 inal ques ionnai es we e used
o analysis, mee ing he sample size equi emen s o he s uc u al equa ion Modeling (seM) model
(hai e al., 2021).
3.2. Va iables measu emen
he esea ch model consis s o ou concep s: g een human Resou ces Managemen , employees’ g een
Beha io al in en ion, indi idual g een Values, and co po a e social Responsibili y. o e i y he p oposed
esea ch model, he au ho s conduc ed a su ey using a ques ionnai e, based on he applica ion o a
5-poin like scale, anging om ‘1’ - s ongly disag ee o ‘5’ - s ongly ag ee. he ques ionnai e i ems
we e de i ed om a e iew o p io s udies and unde wen a wo-way ansla ion p ocess o ensu e
seman ic accu acy ( able 1). a p elimina y e sion o he ques ionnai e will be pilo - es ed wi h a an-
domly selec ed sample o 50 employees, which he au ho s used andom sampling o choose.
Fu he mo e, we sough eedback and expe opinions om p o essionals in he ields o human esou ce
managemen and co po a e social esponsibili y. hese esponses we e used o assess and e ine he
ques ionnai e’s app op ia eness and cla i y.
3.3. Da a analysis
he s uc u al equa ion Modeling (seM) amewo k is u ilized o es heo ies in a ious ields because
he s a is ical me hods and ma hema ical models o seM a e sui able o es ima ing complex mul i a ia e
s uc u es (Kaplan, 2008). his s udy also op s o he Pls-seM me hod as i is app op ia e o small
sample sizes and sui able o explo a o y modeling s udies (hai e al., 2021). We used sma Pls 4.0
so wa e o analyze his sample. ini ially, he s udy assessed he con e gen alidi y o he measu emen
model by applying s anda d eliabili y and alidi y c i e ia, such as Fac o loadings, c onbach’s alpha,
composi e Reliabili y, and a e age Va iance ex ac ed. Disc iminan alidi y was hen e alua ed by using
he Fo nell-la cke c i e ion and he e o ai -mono ai (h M ) (hai e al., 2021). a e alida ing he mea-
su emen model, he s uc u al model and hypo heses a e es ed. he au ho s use he Boo s apping
echnique in Pls-seM o e alua e he mode a ing ela ionship be ween indi idual g een Values (igV)
and g een Beha io al in en ion (gBi). Besides, in his esea ch, we ha e u ilized sPss e sion 25.0 o
e alua e he demog aphic cha ac e is ics o he sample and conduc desc ip i e s a is ical analyses.
4. Empi ical esul s
4.1. Desc ip i e s a is ics
able 2 shows he desc ip i e s a is ics o he demog aphic in o ma ion o he esea ch sample. in e ms
o gende , he esea ch sample consis ed o 46.1% male pa icipan s, 47.6% emale indi iduals, and he
emaining 6.3% iden i ied as o he gende s. Rega ding he age o pa icipan s, he da a e eals ha
19.2% belong o he age g oup o 18 o unde 22, 26.8% a e be ween 22 o unde 30 yea s old, 22.4%
all wi hin he ange o 30 o unde 40, 18.2% a e aged be ween 40 and unde 50 yea s old, and he
emaining 13.4% a e 50 o olde . as o he p esen p o essional loca ion, 51.6% o he pa icipan s in
he esea ch sample a e p esen ly employed in hanoi, and he emaining 48.4% wo k in an o ice in ho
chi Minh ci y. conce ning he oca ional domains o all esponden s, 23.7% wo k in he educa ion and
aining sec o , 20.5% a e a ilia ed wi h he heal hca e ield, 32.4% a e employed in he inance sec o ,
and 23.4% a e associa ed wi h he e ail sec o . in e ms o he o ganiza ional cha ac e is ics o he
esponden ’s wo kplace, 28.7% o he pa icipan s a e employed in public sec o o ganiza ions, an equi -
alen p opo ion o 28.7% wo k in p i a e sec o o ganiza ions wi hou o eign in es men , and 39.2% o
esponden s a e employed in p i a e sec o o ganiza ions wi h o eign in es men .
cOgen BUsiness & ManageMen 7
Table 1. Measu e i ems o a iables.
Fac o Cons uc s/i ems Re e ences
g een HRM (gHRM)
G een ec ui men and
selec ion (GRS)
gRs1 o include en i onmen al c i e ia in he ec ui men messages opa ha, 2013; Mas i &
Jaa on, 2017gRs2 Look o candida es who a e pe sonally commi ed o en i onmen al
sus ainabili y
gRs3 his o ganiza ion conside s candida es’ en i onmen al conce ns and
in e es s as selec ion c i e ia
gRs4 include ques ions on he en i onmen in he in e iew p ocess o
assess whe he an applican ’s alues a e cong uen wi h he
company’s mission
gRs5 Job desc ip ion speci ica ion includes en i onmen al conce ns
G een aining and
de elopmen (GTD)
g D1 My company akes in o accoun he needs o en i onmen al issues
when aining equi emen s analyzed
Mas i & Jaa on, 2017; islam
e al., 2021; Haldo ai
e al., 2022g D2 in my o ganiza ion, en i onmen al aining is con inuous
g D3 in my o ganiza ion, en i onmen al aining is an impo an
in es men
g D4 all aining ma e ials a e a ailable online o employees o educe
pape cos
g D5 o ganiza ional membe s who ecei e ecological aining ha e he
oppo uni y o implemen g een knowledge in e e yday ac i i ies
G een pe o mance
managemen and
app aisal (GPMA)
gPMa1 employees know hei speci ic g een a ge s, goals and
esponsibili ies
Mas i & Jaa on, 2017; saeed
e al., 2019; al-ghazali &
a sa , 2020gPMa2 Co po a e inco po a es en i onmen al managemen objec i es and
a ge s wi h he pe o mance e alua ion sys em o he
o ganiza ion
gPMa3 his o ganiza ion p o ides egula eedback o he employees o
eams o achie e en i onmen al goals o imp o e hei
en i onmen al pe o mance
gPMa4 includes a sepa a e componen o p og ess on g eening in he
pe o mance eedback in e iew
G een ewa d and
compensa ion (GRC)
gRC1 My company o e s a mone a y bonuses o eco- iendly
achie emen s
Mas i & Jaa on, 2017;
al-ghazali & a sa , 2020
gRC2 My company o e s ex a paid ime o o pa icipa ing in
sus ainabili y ini ia i es
gRC3 employees’ sugges ions o inno a i e en i onmen al ini ia i e a e
ewa ded
gRC4 My company o e s ca ee ad ancemen oppo uni ies o
sus ainabili y champions
gRC5 en i onmen al pe o mance is ecognized publically
G een empowe men and
pa icipa ion (GEP)
geP1 i am in ol ed in making g een decisions ha a ec my wo k Mas i & Jaa on, 2017; saeed
e al., 2019; al-ghazali &
a sa , 2020
geP2 op manage s use eamwo k o success ully manage and p oduce
awa eness o he en i onmen al issues o he company
geP3 My company o e s wo kshops o o ums o s a o imp o e
en i onmen al beha io and exchange hei aci knowledge
geP4 My o ganiza ion has in oduced communica ion channels and
help-lines o suppo g een ini ia i es
geP5 My company ecognize employee as a key s akeholde in
en i onmen al managemen
employee’s g een
beha io al in en ion
(gBi)
gBi1 i in end o ca y ou en i onmen ally iendly beha io s a wo k no on e al., 2017; Kau ish
& sha ma, 2019gBi2 i plan o s op was ing na u al esou ces in he o hcoming mon h
gBi3 i would ecommend he g een p oduc s o my iends and/o o he s
gBi4 i would like o inc ease pu chase/use o g een p oduc s in he
u u e
gBi5 i in end o encou age my co-wo ke s o implemen g een p ac ices
Co po a e social
Responsibili y (CsR)
CsR1 he company has special p og ams and policies o minimize ad e se
en i onmen al e ec s
Modak e al., 2019; sabok o
e al., 2021
CsR2 ou company makes well-planned in es men s o a oid
en i onmen al deg ada ion
CsR3 ou company encou ages i s employees o engage in social
olun ee ing ela ed o en i onmen al p ese a ion
CsR4 ou company ex ends e o s o pa icipa e in communi y se ices
and olun ee ism
CsR5 ou company helps o imp o e educa ional ins i u es
CsR6 ou company ex ends e o s o imp o e he wel a e o he
communi y
indi idual g een alue
(igV)
igV1 i eel obliged o bea he en i onmen and na u e in mind in my
daily beha io
s eg e al., 2005; Bissing‐
olson e al., 2013; islam
e al., 2021igV2 i eel obliged o sa e he en i onmen om deg ada ion, ega dless
o wha o he s do
igV3 i would p e e o buy eco‐ iendly appliances
igV4 i ook he ini ia i e o ac in en i onmen ally iendly ways a wo k
igV5 i eel guil y when i con ibu e o en i onmen al deg ada ion
14 n. . h. hOng e al.
limi a ion is he esea ch’s limi ed geog aphical scope, p ima ily ocusing on majo Vie namese ci ies like
hanoi and ho chi Minh ci y. While his p o ides aluable insigh s in o u ban se ings, i es ic s he
gene alizabili y o indings o a b oade con ex . o add ess his, u u e esea ch should conside expand-
ing i s scope o encompass mo e di e se egions, bo h wi hin and beyond Vie nam, acili a ing a mo e
comp ehensi e unde s anding o how g een hRM p ac ices in luence g een beha io al in en ions ac oss
a ied con ex s.
ano he key limi a ion conce ns he measu emen ins umen s used o e alua e hRM p ac ices, g een al-
ues, and csR ini ia i es. Fu u e esea ch should p io i ize he de elopmen o mo e accu a e measu emen ools
o cap u e he in ica e ela ionships be ween g een hRM, indi idual g een alues, csR, and g een beha io al
in en ions. hese e inemen s hold he po en ial o o e deepe insigh s in o he complex in e play o ac o s
ha d i e sus ainable business p ac ices and enhance employee engagemen on a global scale, bene i ing
bo h academia and he business wo ld. Fu he mo e, u u e esea ch should conside new a iables as sug-
ges ed by ecen s udies, including he connec ions be ween co po a e sus ainabili y, o ganiza ional esilience,
and co po a e pu pose, as examined by Flo ez-Jimenez e al. (2024), and he de imen al e ec s o job- ela ed
unce ain y on employees’ well-being, which a e media ed by job anxie y, as emphasized by gu ié ez-B oncano
e al. (2024). By inco po a ing hese a iables in o u u e esea ch, we could enhance ou comp ehension o he
ways in which ex e nal p essu es and o ganiza ional esilience a ec he e icacy o g een hRM and csR ini ia-
i es, he eby in luencing employees’ g een beha io al in en ions.
Au ho s’ con ibu ions
nguyen hi hoa hong: concei ed and designed he wo k; Re ised he pape c i ically o in ellec ual con en ; Final
app o al o he e sion o be published. uong hi hanh: concei ed and designed he wo k; analyzed ools and
da a; D a ed he pape . nguyen Quynh anh: acqui ed and analyzed he da a o he wo k, analyzed ools and da a;
D a ed he pape . Dang ngoc anh: acqui ed and analyzed he ma e ials o he wo k; D a ed he pape . an Minh
ngoc: acqui ed and analyzed he ma e ials o he wo k; D a ed he pape . nguyen Duong lan nhi: acqui ed and
analyzed he ma e ials and da a o he wo k; D a ed he pape .
Disclosu e s a emen
no po en ial con lic o in e es was epo ed by he au ho (s).
E hical app o al
e hical app o al was ob ained om he au ho s’ ins i u ion – Fo eign ade Uni e si y, Vie nam. he au ho s also
ob ained he pa icipan s’ consen be o e collec ing he da a.
Funding
no unding was ecei ed.
Abou he au ho s
D . Nguyen Thi Hoa Hong is a lec u e o inancial managemen in Facul y o Business adminis a ion a Fo eign
ade Uni e si y (F U), Vie nam. she is in e es ed in co po a e inance, en e p ise isk managemen , co po a e
go e nance and sus ainable de elopmen .
T uong Thi Hanh, Nguyen Quynh Anh, Dang Ngoc Anh, T an Minh Ngoc and Nguyen Duong Lan Nhi a e senio s u-
den s majo ing in in e na ional Business Managemen , Facul y o Business adminis a ion, Fo eign ade Uni e si y
(F U), Vie nam. hey a e in e es ed in co po a e sus ainable de elopmen .
ORCID
nguyen hi hoa hong h p://o cid.o g/0000-0003-0648-0028
cOgen BUsiness & ManageMen 15
Da a a ailabili y s a emen
he da ase s used and/o analysed du ing he cu en s udy a e a ailable om he co esponding au ho on eason-
able eques .
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Appendix - Ques ionnai e
We, a collec i e comp ising lec u e s and s uden s a ilia ed wi h he Facul y o Business adminis a ion, Fo eign
ade Uni e si y, Vie nam, a e cu en ly engaged in a esea ch pape pe aining o he opic ‘g een human Resou ces
Managemen and employees’ g een Beha io al in en ion: he ole o indi idual g een Values and co po a e social
Responsibili y’. You eedback is in aluable o ou e o s in e ining his esea ch. Res assu ed, all da a p o ided will
be used solely o academic pu poses, wi h a s ic commi men o main aining he con iden iali y o all sha ed in-
o ma ion. We ex end ou since e g a i ude o you coope a ion and assis ance in his pu sui .
Pa 1 - demog aphic ques ions
1. Wha is you gende ?
1. Male
2. Femal
3. O he s
2. Wha is you age?
1. 18 o unde 22 yea s old
2. 22 o unde 30 yea s old
3. 30 o unde 40 yea s old
4. 40 o unde 50 yea s old
5. 50 yea s old o olde
3. Whe e is you cu en wo kplace?
1. hanoi
2. ho chi Minh
4. Wha is you occupa ional ield?
1. educa ion and aining
2. heal hca e
3. Finance
4. Re ail
5. Wha is he cha ac e is ic o you cu en o ganiza ion?
1. Public sec o
2. P i a e sec o wi hou o eign in es men
3. P i a e sec o wi h o eign in es men
cOgen BUsiness & ManageMen 19
Pa 2 - main measu emen ques ions
Below we p o ide scale ques ions ega ding g een human Resou ce Managemen and employees’ g een Beha io al in en ions. Kindly indica e you le el o disag eemen /
ag eemen wi h each s a emen down he e.
C i e ia s a emen
Le el o ag eemen
(1: o ally disag ee, 5: o ally ag ee)
1 2 3 4 5
g een ec ui men and selec ion
(gRs)
o include en i onmen al c i e ia in he ec ui men messages
Look o candida es who a e pe sonally commi ed o en i onmen al sus ainabili y
his o ganiza ion conside s candida es’ en i onmen al conce ns and in e es s as selec ion c i e ia
include ques ions on he en i onmen in he in e iew p ocess o assess whe he an applican ’s alues a e cong uen
wi h he company’s mission
Job desc ip ion speci ica ion includes en i onmen al conce ns
g een aining and de elopmen
(g D)
My company akes in o accoun he needs o en i onmen al issues when aining equi emen s analyzed
in my o ganiza ion, en i onmen al aining is con inuous
in my o ganiza ion, en i onmen al aining is an impo an in es men
all aining ma e ials a e a ailable online o employees o educe pape cos
o ganiza ional membe s who ecei e ecological aining ha e he oppo uni y o implemen g een knowledge in
e e yday ac i i ies
g een pe o mance managemen
and app aisal (gPMa)
employees know hei speci ic g een a ge s, goals and esponsibili ies
Co po a e inco po a es en i onmen al managemen objec i es and a ge s wi h he pe o mance e alua ion sys em o
he o ganiza ion
his o ganiza ion p o ides egula eedback o he employees o eams o achie e en i onmen al goals o imp o e
hei en i onmen al pe o mance
includes a sepa a e componen o p og ess on g eening in he pe o mance eedback in e iew
g een ewa d and compensa ion
(gRC)
My company o e s a mone a y bonuses o eco- iendly achie emen s
My company o e s ex a paid ime o o pa icipa ing in sus ainabili y ini ia i es
employees’ sugges ions o inno a i e en i onmen al ini ia i e a e ewa ded
My company o e s ca ee ad ancemen oppo uni ies o sus ainabili y champions
en i onmen al pe o mance is ecognized publically
g een empowe men and
pa icipa ion (geP)
i am in ol ed in making g een decisions ha a ec my wo k
op manage s use eamwo k o success ully manage and p oduce awa eness o he en i onmen al issues o he
company
My company o e s wo kshops o o ums o s a o imp o e en i onmen al beha io and exchange hei aci
knowledge
My o ganiza ion has in oduced communica ion channels and help-lines o suppo g een ini ia i es
My company ecognizes employees as a key s akeholde in en i onmen al managemen
employee’s g een beha io al
in en ion (gBi)
i in end o ca y ou en i onmen ally iendly beha io s a wo k
i plan o s op was ing na u al esou ces in he o hcoming mon h
i would ecommend he g een p oduc s o my iends and/o o he s
i would like o inc ease he pu chase/use o g een p oduc s in he u u e
i in end o encou age my co-wo ke s o implemen g een p ac ices
Co po a e social Responsibili y
(CsR)
he company has special p og ams and policies o minimize ad e se en i onmen al e ec s
ou company makes well-planned in es men s o a oid en i onmen al deg ada ion
ou company encou ages i s employees o engage in social olun ee ing ela ed o en i onmen al p ese a ion
ou company ex ends e o s o pa icipa e in communi y se ices and olun ee ism
ou company helps o imp o e educa ional ins i u es
ou company ex ends e o s o imp o e he wel a e o he communi y
indi idual g een alue (igV) i eel obliged o bea he en i onmen and na u e in mind in my daily beha io
i eel obliged o sa e he en i onmen om deg ada ion, ega dless o wha o he s do
i would p e e o buy eco‐ iendly appliances
i ook he ini ia i e o ac in en i onmen ally iendly ways a wo k
i eel guil y when i con ibu e o en i onmen al deg ada ion
