Green Human Resources Management and employees’ green behavioral intention: the role of individual green values and corporate social responsibility

Hong, Nguyen Thi Hoa et al. Article Green Human Resources Management and employees’ green behavioral intention: the role of individual green values and corporate social responsibility Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Hong, Nguyen Thi Hoa et al. (2024) : Green Human Resources Management and employees’ green behavioral intention: the role of individual green values and corporate social responsibility, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-20, https://doi.org/10.1080/23311975.2024.2386464 This Version is available at: https://hdl.handle.net/10419/326469 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Green Human Resources Management and employees’ green behavioral intention: the role of individual green values and corporate social responsibility Nguyen Thi Hoa Hong, Truong Thi Hanh, Nguyen Quynh Anh, Dang Ngoc Anh, Tran Minh Ngoc & Nguyen Duong Lan Nhi To cite this article: Nguyen Thi Hoa Hong, Truong Thi Hanh, Nguyen Quynh Anh, Dang Ngoc Anh, Tran Minh Ngoc & Nguyen Duong Lan Nhi (2024) Green Human Resources Management and employees’ green behavioral intention: the role of individual green values and corporate social responsibility, Cogent Business & Management, 11:1, 2386464, DOI: 10.1080/23311975.2024.2386464 To link to this article: https://doi.org/10.1080/23311975.2024.2386464 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group View supplementary material Published online: 01 Aug 2024. Submit your article to this journal Article views: 2918 View related articles View Crossmark data Citing articles: 2 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ManageMent | ReseaRch aRticle Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2386464 Green Human Resources Management and employees’ green behavioral intention: the role of individual green values and corporate social responsibility nguyen thi hoa honga , truong thi hanhb, nguyen Quynh anhb, Dang ngoc anhb, tran Minh ngocb and nguyen Duong lan nhib aFinancial Management – statistics analysis Department, Faculty of Business administration, Foreign trade university, Ha noi, Vietnam; bFaculty of Business administration, Foreign trade university, Ha noi, Vietnam ABSTRACT this study examines the relationships between green human Resources Management and employees’ intention to engage in environmentally responsible behaviors. conducted within the context of 380 employees in Vietnam, a developing country, the research collected data from these workers, which were processed using smartPls. the research results indicated that green human Resources Management has a positive impact on employees’ green behavioral intention and also highlighted the moderating impact of individual green values and the mediating role of corporate social Responsibility. these results offer invaluable guidance for organizations seeking to cultivate environmental sustainability through effective hRM practices. simultaneously, they emphasize the importance of promoting social responsibility and enhancing business performance within the unique Vietnamese business landscape. this research underscores the pivotal role hRM plays in steering organizations towards a greener and more socially responsible future, particularly in emerging economies like Vietnam. 1. Introduction the emergence of green human resource management (green hRM) is attributed to the escalation of environmental concerns and the imperative for sustainability (Ren etal., 2018). green hRM aligns human resource processes such as training, performance evaluation, recruitment, and rewards, with the organization’s environmental goals, fostering environmental responsibility (tang et al., 2018). the requirement for green hRM arises from offering eco-friendly products and operations, effectively managing corporate ecological initiatives, and tackling the challenges of implementing such programs (Wehrmeyer, 2017). Recent studies have indicated the impacts of green hRM at both the macro and micro levels. Renwick etal. (2013) contend that a collection of hRM practices enhances ecological performance by implementing environmental values and principles within the organizational framework. engaging in green hRM, such as hiring, training, evaluating performance, and involving employees in green hRM, can put some pressure on employees by affecting their thoughts, social norms, and how they think about controlling their actions. consequently, their personal attitudes and social norms related to the environment would have a positive influence on their intention to engage in environmentally friendly behavior (al-ghazali & afsar, 2020). several research papers examine the effects of green hRM on employees’ green behavioral intentions while mentioning individual green values. al-ghazali and afsar (2020) indicate that when employees approach green hRM practices, they might be dedicated and motivated to participate in environmentally responsible actions. consequently, their green values would likely have a positive © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT nguyen thi Hoa Hong [email protected] Financial Management – statistics analysis Department, Faculty of Business administration, Foreign trade university, 91 Chua Lang street, Dong Da District, Ha noi, Vietnam. https://doi.org/10.1080/23311975.2024.2386464 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 30 October 2023 Revised 9 July 2024 accepted 25 July 2024 KEYWORDS corporate social responsibility; green behaviors; green behavioral intentions; green human Resources Management; green values SUBJECTS Business, Management and accounting; environmental economics; economics JEL CODE M12; M14; M54; Q01 2 n. t. h. hOng etal. impact on their intention to engage in eco-friendly behavior. ahmed et al. (2023) found that personal green values enhance the connection between green hRM practices and employees’ green behavioral intentions. additionally, prior studies have primarily emphasized the effects of green hRM on firm performance and employees’ green behavioral intentions and only mentioned the role of corporate social responsibility (csR) instead of conducting in-depth investigations (ahmed et al., 2020; suba et al., 2021). niazi et al. (2023) have investigated that green hRM and csR have a close relationship and mutually influence each other. Moreover, the perception of csR involvement correlates positively with one’s intention to engage in pro-environmental behavior (Wut & ng, 2023). csR seems to hold considerable importance for promoting employees’ green behavioral intention through using green hRM (suba etal., 2021). therefore, the question arises: can csR mediate the impact of green hRM on employees’ green behavioral intention? according to ngoc lan (2021), green hRM involves the sustainable utilization of resources within a company to enhance productivity, boost employee contentment, and foster eco-friendly economic development. this approach is gaining popularity among businesses globally, including those in Vietnam. in Vietnam, most recent studies on green hRM (luu, 2021; le ha & Uyen, 2021; tuan, 2022; nguyen etal., 2023) have been conducted within the hospitality sector. although nguyen etal. (2018) designed a comprehensive framework for understanding csR in Vietnam, their study only examined the correlation between csR and green hRM. Researching individual green values also poses ongoing challenges. For example, nguyen et al. (2020) explored the impact of cultural values on environmentalism, which shapes unique individual values and behaviors. however, these studies are considered not to have accurately contextualized csR within Vietnam’s unique cultural and social landscape (Phan, 2018). these studies have limitations in focusing on investigating green hRM within the broader economic context and the relationship between green hRM and csR. additionally, there is a relatively limited number of studies focusing on individual green values as a mediating variable within the relationship between green hRM and green behavioral intention. Recent research has primarily explored the connections between individual green values, green hRM, and green behavior, without delving significantly into the narrower aspect of intention. Furthermore, despite the growing interest in green hRM, there is a lack of comprehensive research on this topic within the context of developing countries. therefore, our study aims to investigate the impact of green hRM on employees’ green behavioral intention, as well as the mediating role of csR and the moderating role of individual green values in this relationship in the Vietnam context, by collecting data from enterprises in the two biggest cities, namely hanoi and ho chi Minh city. Our paper makes several contributions to the existing literature. Firstly, our findings from Pls-seM provide additional evidence of a positive association between green hRM and employees’ green behavioral intention in the context of Vietnam, supporting the studies conducted by al-ghazali and afsar (2020). secondly, while there are a few studies on green hRM that specifically focus on analyzing the link between green hRM, csR, and individual green values, this study examined both the moderating role of individual green values and the mediating role of csR in the relationship between green hRM and employees’ green behavioral intention. niazi et al. (2023) and sabokro et al. (2021) mentioned that green hRM has positive effects on csR. additionally, in the hospitality industry, employees’ perceptions of these csR initiatives impact their attitudes and behaviors in the workplace, ultimately contributing to an increase in employees’ involvement in environmentally friendly behaviors (De Roeck & Farooq, 2018). When an organization imparts environmentally friendly values to its employees, typically through green hRM practices, and these values align with the employees’ green values, employees show a stronger intention to join in green actions. thirdly, our study also has some implications for managers in constructing green programs in their companies and the government toward sustainable development. the remainder of this research paper is structured as follows: section 2 elaborates on related literature and the development of hypotheses; section 3 provides the research methodology, including data collection, variables measurement, and data analysis methods. section 4 presents empirical results, while section 5 comprises the discussion. theoretical and practical implications are presented in sections 6 and 7, respectively. Finally, section 8 outlines some limitations and suggests directions for further research. cOgent BUsiness & ManageMent 3 2. Literature review and hypotheses development 2.1. The relationship between Green Human Resources Management and employees’ green behavioral intention green hRM is regarded as the area of hRM that interacts with environmental sustainability standards and includes hRM policies, philosophies, and practices (harvey et al.,2013). green hRM practices are concerned with environmental issues, including green hiring, green training, and involvement, enhancing employee engagement (liu & Zhang, 2022), management and appraisal, and reward and pay (amjad et al., 2021). green hRM is a crucial instrument for attaining sustainable behavior in a company. Many recent researches focus on exploring the relationship between green hRM and employees’ green behavioral intention (chaudhary, 2019; sabokro et al., 2021; song et al., 2022). the studies on green hRM by chaudhary (2019) and song et al. (2022) provide information on its ability to encourage environmental behavior among employees through initiatives and practices. applying the theory of planned behavior (tPB) (ajzen, 1991), song etal. (2022) precisely clarified the same linkage between perceived green hRM and employees’ green innovation behavior. the tPB claims that behavioral intention is a trustworthy substitute for actual conduct. the ‘green behavioral intention’ of employees is their dedication to acting in an environmentally responsible manner (norton et al., 2017). according to Ramus and steger (2000), an individual’s perceived subjective inclination when engaging in environmental conduct is believed to be his or her inclination to carry out that environmental behavior. employees are more likely to engage in green behavior because the effect of environmental behavioral intention activates their moral obligation and personal disposition and makes them passionate about environmental protection (Zhang et al., 2021). Vietnam’s strong economic growth in recent years has drawn attention to social responsibility and environmental sustainability challenges. (tien et al., 2020). in that context, the deciding factor and key competitive advantage for rapid, effective, and sustained development is high-quality human resources (tien et al., 2021). the overarching goal of enhancing human resources in Vietnam was to elevate the Vietnamese workforce into a pivotal asset, fostering sustainable national development to approach the level of developed nations worldwide (government, 2011). Most studies about the relationship between green hRM and employees’ green behaviors undertaken in the hotel industry in Vietnam have found evidence of the positive effects of green hRM and employees’ intention to adopt green behaviors (nguyen etal., 2023; Pham et al., 2020). Pham etal. (2020) indicate that under green hRM methods and responsible leadership, employees’ perceived responsibility and organizational citizenship behavior for the environment are likely to be more strongly invoked in Vietnam, a country with a high collectivism but a low long-term orientation. therefore, our study expects that when we expand the observation into enterprises in different industries, green hRM still positively affects employees’ green behavioral intentions in Vietnam. the first hypothesis is constructed as follows: h1: green human Resources Management positively affects employees’ green Behavioral intention 2.2. The moderating role of individual Green values in the relationship between Green Human Resources Management and employees’ green behavioral intention green values are the product of sustainable development, mainly referring to individual attitudes and behaviors in sustainable development (Dumont et al., 2017). an organization’s commitment to green hRM practices may enhance an individual’s engagement in greening behaviors if their values are rooted in environmental restoration beliefs (al-ghazali & afsar, 2020). studies by Dumont etal. (2017); gilal etal. (2019); and islam etal. (2021) support the idea that the association between green hRM and employees’ green behavior can be moderated by personal green values. edwards and shipp (2007) research pointed out that ‘when personal values align with those supplied by the organization, this has a positive impact on employee work attitudes and behavior’. Recent studies on pro-environmental values further emphasize the link between green hRM practices and environmental intention by promoting eco-friendly behaviors at work (chou, 2014). according to ahmed etal. (2023), individual green values strengthen the relationship between green hRM practices and employees’ behavioral intentions. 4 n. t. h. hOng etal. Based on the aforementioned empirical investigations, we hypothesize that when an individual’s green values align with such practices, green hRM practices will be more effective and promote the employees’ green behavioral intention. however, in Vietnam, green values have only recently been recognized in studies as a valuable aspect of green entrepreneur businesses to avoid direct conflicts with traditional competitors (tien et al., 2020) or as a personal resource contributing to hospitality firms’ green goals (tuan, 2022). Despite its significant influence on employees’ behaviors and attitudes (low, 2013; hameed et al., 2022), individual green values have been overlooked in Vietnam’s human resource research. as a result, we propose the second hypothesis as follows: h2: individual green Values positively moderate the relationship between green hRM and employees’ green Behavioral intention 2.3. The mediating role of corporate social responsibility in the relationship between Green Human Resources Management and employees’ green behavioral intention corporate social Responsibility (csR) involves a company’s alignment with social responsibility principles, encompassing actions, procedures, and initiatives related to social networks (Wood, 1991, tran & nguyen, 2021). csR programs address the environmental, social, and economic impacts of organizational operations beyond profit maximization (chowdhury etal., 2019; garcía‐sánchez & araújo‐Bernardo, 2020). csR represents a long-term commitment to ethical business practices and improving societal well-being through discretionary business practices and corporate resources (ahmed et al., 2020). according to su and swanson (2019), csR includes actions that generate positive impacts on society and the environment. specifically, csR in relation to green hRM is about fulfilling a company’s environmental responsibilities (siregar & Zulkarnain, 2021). Kolk (2016) expands this to include concerns like pollution, resource depletion, and climate change, affecting both internal and external stakeholders. the relationship between csR and green hRM practices highlights the importance of inclusive, sustainability-oriented hR strategies (hameed et al., 2022; sabokro et al., 2021). cheema et al. (2017) identified factors such as managerial positions, recruitment processes, reward systems, and performance appraisals that positively impact csR. hR functions like attraction, recruitment, training and development, performance management, compensation, career planning, talent management, and employee retention can help create and implement effective csR initiatives, fostering a harmonious relationship between hRM and csR (Jamali et al., 2015). the connection between csR and green behavioral intention has been increasingly studied. alsuwaidi et al. (2021) find that csR significantly drives employees’ green behavioral intentions, with the hotel’s environmental strategy serving as a crucial moderating factor. this aligns with su and swanson (2019) findings, which indicate that employees are more likely to engage in eco-friendly behaviors when their employer participates in such initiatives. csR initiatives encourage employees to adopt environmentally friendly behaviors (De Roeck & Farooq, 2018). companies involved in environmental conservation motivate staff to align their behaviors with the company’s green objectives (lee et al., 2013). in summary, green hRM positively influences csR, which in turn enhances employees’ green behavioral intentions, suggesting that csR mediates the relationship between green hRM and employees’ green behaviors. this mediation indicates that implementing green hRM practices strengthens csR initiatives, fostering a work environment conducive to sustainable behavior. csR activities provide the framework and motivation for employees to adopt and maintain green behaviors, bridging the gap between hRM practices and employees’ actions (lee et al., 2013). in developing countries like Vietnam, although some scholars have investigated csR policies related to hRM, most focus on individual practices rather than a comprehensive examination of the overall green hRM strategy and its effect on employees’ green behavioral intentions. nguyen et al. (2020) and Khuda et al. (2023) examine the impact of csR on recruitment practices, whereas thang and Fassin (2017) and ngo and ngo (2023) explore factors affecting green organizational commitment (Figure 1). Based on these insights, we formulate the following hypotheses: h3: green human Resources Management positively affects corporate social Responsibility cOgent BUsiness & ManageMent 5 h4: corporate social Responsibility positively affects employees’ Behavior intention h5: corporate social Responsibility mediates the relationship between green human Resources Management and employees’ green Behavioral intention Based on the above assumptions, we designed the research model shown in Figure 1 below. 3. Research methodology 3.1. Data collection and sample size the survey participants are employees working in businesses that undertake social responsibilities within Vietnam. With the support and collaboration of the competition commission under the Ministry of industry and trade, we obtained a list of 300 social enterprises and socially impactful businesses, along with the contact information of their leaders. We employed a proportionate stratified random sampling method to categorize them based on common characteristics related to economic development and demographic diversity, resulting in the formation of two distinct groups (two strata): hanoi and ho chi Minh city. approximately 60 companies were randomly selected from each group. the stratified random sampling approach minimizes bias compared to other limited sampling methods and offers greater efficiency than the simple random sampling method. Furthermore, it ensures improved representation of each significant population segment and yields richer and more distinct information (Uma, 2009). initially, the leaders of the companies were contacted directly and provided with information about the research, including an explanation of its necessity and significance. after receiving permission from the company leaders, the questionnaire was sent via email with a commitment to information security, accompanied by an incentive to increase response rates. the leaders were aware that the gathered data would be treated with confidentiality, processed as aggregated data, and guaranteed complete anonymity. in addition, all respondents were fully informed about the purposes of our study and how we would use and store their responses. therefore, before responding to the questionnaire, participants were required to complete a written consent form to indicate their willingness to participate. Once consent was confirmed, participants began answering the questionnaire provided by the companies’ leaders. ethical approval was obtained from our institution, Foreign trade University, Vietnam. Moreover, we ensured we also obtained the participants’ consent before collecting the data. Figure 1. Research model. 6 n. t. h. hOng etal. We received the filled-out questionnaires through an online form. Upon receiving the completed questionnaires, any with incomplete or unengaged responses were excluded, and only the fully completed questionnaires were utilized for data analysis. subsequently, the collected data underwent input, cleansing, and evaluation procedures to ensure high data quality. Finally, a total of 392 questionnaires were collected. after excluding responses that were deemed invalid, 380 final questionnaires were used for analysis, meeting the sample size requirements for the structural equation Modeling (seM) model (hair et al., 2021). 3.2. Variables measurement the research model consists of four concepts: green human Resources Management, employees’ green Behavioral intention, individual green Values, and corporate social Responsibility. to verify the proposed research model, the authors conducted a survey using a questionnaire, based on the application of a 5-point likert scale, ranging from ‘1’ - strongly disagree to ‘5’ - strongly agree. the questionnaire items were derived from a review of prior studies and underwent a two-way translation process to ensure semantic accuracy (table 1). a preliminary version of the questionnaire will be pilot-tested with a randomly selected sample of 50 employees, which the authors used random sampling to choose. Furthermore, we sought feedback and expert opinions from professionals in the fields of human resource management and corporate social responsibility. these responses were used to assess and refine the questionnaire’s appropriateness and clarity. 3.3. Data analysis the structural equation Modeling (seM) framework is utilized to test theories in various fields because the statistical methods and mathematical models of seM are suitable for estimating complex multivariate structures (Kaplan, 2008). this study also opts for the Pls-seM method as it is appropriate for small sample sizes and suitable for exploratory modeling studies (hair et al., 2021). We used smartPls 4.0 software to analyze this sample. initially, the study assessed the convergent validity of the measurement model by applying standard reliability and validity criteria, such as Factor loadings, cronbach’s alpha, composite Reliability, and average Variance extracted. Discriminant validity was then evaluated by using the Fornell-larcker criterion and heterotrait-monotrait (htMt) (hair etal., 2021). after validating the measurement model, the structural model and hypotheses are tested. the authors use the Bootstrapping technique in Pls-seM to evaluate the moderating relationship between individual green Values (igV) and green Behavioral intention (gBi). Besides, in this research, we have utilized sPss version 25.0 to evaluate the demographic characteristics of the sample and conduct descriptive statistical analyses. 4. Empirical results 4.1. Descriptive statistics table 2 shows the descriptive statistics for the demographic information of the research sample. in terms of gender, the research sample consisted of 46.1% male participants, 47.6% female individuals, and the remaining 6.3% identified as other genders. Regarding the age of participants, the data reveals that 19.2% belong to the age group of 18 to under 22, 26.8% are between 22 to under 30 years old, 22.4% fall within the range of 30 to under 40, 18.2% are aged between 40 and under 50 years old, and the remaining 13.4% are 50 or older. as for the present professional location, 51.6% of the participants in the research sample are presently employed in hanoi, and the remaining 48.4% work in an office in ho chi Minh city. concerning the vocational domains of all respondents, 23.7% work in the education and training sector, 20.5% are affiliated with the healthcare field, 32.4% are employed in the finance sector, and 23.4% are associated with the retail sector. in terms of the organizational characteristics of the respondent’s workplace, 28.7% of the participants are employed in public sector organizations, an equivalent proportion of 28.7% work in private sector organizations without foreign investment, and 39.2% of respondents are employed in private sector organizations with foreign investment. cOgent BUsiness & ManageMent 7 Table 1. Measure items for variables. Factor Constructs/items References green HRM (gHRM) Green recruitment and selection (GRS) gRs1 to include environmental criteria in the recruitment messages opatha, 2013; Masri & Jaaron, 2017gRs2 Look for candidates who are personally committed to environmental sustainability gRs3 this organization considers candidates’ environmental concerns and interests as selection criteria gRs4 include questions on the environment in the interview process to assess whether an applicant’s values are congruent with the company’s mission gRs5 Job description specification includes environmental concerns Green training and development (GTD) gtD1 My company takes into account the needs of environmental issues when training requirements analyzed Masri & Jaaron, 2017; islam et al., 2021; Haldorai et al., 2022gtD2 in my organization, environmental training is continuous gtD3 in my organization, environmental training is an important investment gtD4 all training materials are available online for employees to reduce paper cost gtD5 organizational members who receive ecological training have the opportunity to implement green knowledge in everyday activities Green performance management and appraisal (GPMA) gPMa1 employees know their specific green targets, goals and responsibilities Masri & Jaaron, 2017; saeed et al., 2019; al-ghazali & afsar, 2020gPMa2 Corporate incorporates environmental management objectives and targets with the performance evaluation system of the organization gPMa3 this organization provides regular feedback to the employees or teams to achieve environmental goals or improve their environmental performance gPMa4 includes a separate component for progress on greening in the performance feedback interview Green reward and compensation (GRC) gRC1 My company offers a monetary bonuses for eco-friendly achievements Masri & Jaaron, 2017; al-ghazali & afsar, 2020 gRC2 My company offers extra paid time off for participating in sustainability initiatives gRC3 employees’ suggestions for innovative environmental initiative are rewarded gRC4 My company offers career advancement opportunities for sustainability champions gRC5 environmental performance is recognized publically Green empowerment and participation (GEP) geP1 i am involved in making green decisions that affect my work Masri & Jaaron, 2017; saeed et al., 2019; al-ghazali & afsar, 2020 geP2 top managers use teamwork to successfully manage and produce awareness of the environmental issues of the company geP3 My company offers workshops or forums for staff to improve environmental behavior and exchange their tacit knowledge geP4 My organization has introduced communication channels and help-lines to support green initiatives geP5 My company recognize employee as a key stakeholder in environmental management employee’s green behavioral intention (gBi) gBi1 i intend to carry out environmentally friendly behaviors at work norton et al., 2017; Kautish & sharma, 2019gBi2 i plan to stop wasting natural resources in the forthcoming month gBi3 i would recommend the green products to my friends and/or others gBi4 i would like to increase purchase/use of green products in the future gBi5 i intend to encourage my co-workers to implement green practices Corporate social Responsibility (CsR) CsR1 the company has special programs and policies to minimize adverse environmental effects Modak et al., 2019; sabokro et al., 2021 CsR2 our company makes well-planned investments to avoid environmental degradation CsR3 our company encourages its employees to engage in social volunteering related to environmental preservation CsR4 our company extends efforts to participate in community services and volunteerism CsR5 our company helps to improve educational institutes CsR6 our company extends efforts to improve the welfare of the community individual green value (igV) igV1 i feel obliged to bear the environment and nature in mind in my daily behavior steg et al., 2005; Bissing‐ olson et al., 2013; islam et al., 2021igV2 i feel obliged to save the environment from degradation, regardless of what others do igV3 i would prefer to buy eco‐friendly appliances igV4 i took the initiative to act in environmentally friendly ways at work igV5 i feel guilty when i contribute to environmental degradation 14 n. t. h. hOng etal. limitation is the research’s limited geographical scope, primarily focusing on major Vietnamese cities like hanoi and ho chi Minh city. While this provides valuable insights into urban settings, it restricts the generalizability of findings to a broader context. to address this, future research should consider expanding its scope to encompass more diverse regions, both within and beyond Vietnam, facilitating a more comprehensive understanding of how green hRM practices influence green behavioral intentions across varied contexts. another key limitation concerns the measurement instruments used to evaluate hRM practices, green values, and csR initiatives. Future research should prioritize the development of more accurate measurement tools to capture the intricate relationships between green hRM, individual green values, csR, and green behavioral intentions. these refinements hold the potential to offer deeper insights into the complex interplay of factors that drive sustainable business practices and enhance employee engagement on a global scale, benefiting both academia and the business world. Furthermore, future research should consider new variables as suggested by recent studies, including the connections between corporate sustainability, organizational resilience, and corporate purpose, as examined by Florez-Jimenez et al. (2024), and the detrimental effects of job-related uncertainty on employees’ well-being, which are mediated by job anxiety, as emphasized by gutiérrez-Broncano etal. (2024). By incorporating these variables into future research, we could enhance our comprehension of the ways in which external pressures and organizational resilience affect the efficacy of green hRM and csR initiatives, thereby influencing employees’ green behavioral intentions. Authors’ contributions nguyen thi hoa hong: conceived and designed the work; Revised the paper critically for intellectual content; Final approval of the version to be published. truong thi hanh: conceived and designed the work; analyzed tools and data; Drafted the paper. nguyen Quynh anh: acquired and analyzed the data for the work, analyzed tools and data; Drafted the paper. Dang ngoc anh: acquired and analyzed the materials for the work; Drafted the paper. tran Minh ngoc: acquired and analyzed the materials for the work; Drafted the paper. nguyen Duong lan nhi: acquired and analyzed the materials and data for the work; Drafted the paper. Disclosure statement no potential conflict of interest was reported by the author(s). Ethical approval ethical approval was obtained from the authors’ institution – Foreign trade University, Vietnam. the authors also obtained the participants’ consent before collecting the data. Funding no funding was received. About the authors Dr. Nguyen Thi Hoa Hong is a lecturer of financial management in Faculty of Business administration at Foreign trade University (FtU), Vietnam. she is interested in corporate finance, enterprise risk management, corporate governance and sustainable development. Truong Thi Hanh, Nguyen Quynh Anh, Dang Ngoc Anh, Tran Minh Ngoc and Nguyen Duong Lan Nhi are senior students majoring in international Business Management, Faculty of Business administration, Foreign trade University (FtU), Vietnam. they are interested in corporate sustainable development. ORCID nguyen thi hoa hong http://orcid.org/0000-0003-0648-0028 cOgent BUsiness & ManageMent 15 Data availability statement the datasets used and/or analysed during the current study are available from the corresponding author on reasonable request. References ahmed, i., islam, t., & Umar, a. (2023). Bridging organisational and individual green actions through green knowledge sharing & individual values. 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Appendix - Questionnaire We, a collective comprising lecturers and students affiliated with the Faculty of Business administration, Foreign trade University, Vietnam, are currently engaged in a research paper pertaining to the topic ‘green human Resources Management and employees’ green Behavioral intention: the role of individual green Values and corporate social Responsibility’. Your feedback is invaluable to our efforts in refining this research. Rest assured, all data provided will be used solely for academic purposes, with a strict commitment to maintaining the confidentiality of all shared information. We extend our sincere gratitude for your cooperation and assistance in this pursuit. Part 1 - demographic questions 1. What is your gender? 1. Male 2. Femal 3. Others 2. What is your age? 1. 18 to under 22 years old 2. 22 to under 30 years old 3. 30 to under 40 years old 4. 40 to under 50 years old 5. 50 years old or older 3. Where is your current workplace? 1. hanoi 2. ho chi Minh 4. What is your occupational field? 1. education and training 2. healthcare 3. Finance 4. Retail 5. What is the characteristic of your current organization? 1. Public sector 2. Private sector without foreign investment 3. Private sector with foreign investment cOgent BUsiness & ManageMent 19 Part 2 - main measurement questions Below we provide scale questions regarding green human Resource Management and employees’ green Behavioral intentions. Kindly indicate your level of disagreement/ agreement with each statement down here. Criteria statement Level of agreement (1: totally disagree, 5: totally agree) 1 2 3 4 5 green recruitment and selection (gRs) to include environmental criteria in the recruitment messages Look for candidates who are personally committed to environmental sustainability this organization considers candidates’ environmental concerns and interests as selection criteria include questions on the environment in the interview process to assess whether an applicant’s values are congruent with the company’s mission Job description specification includes environmental concerns green training and development (gtD) My company takes into account the needs of environmental issues when training requirements analyzed in my organization, environmental training is continuous in my organization, environmental training is an important investment all training materials are available online for employees to reduce paper cost organizational members who receive ecological training have the opportunity to implement green knowledge in everyday activities green performance management and appraisal (gPMa) employees know their specific green targets, goals and responsibilities Corporate incorporates environmental management objectives and targets with the performance evaluation system of the organization this organization provides regular feedback to the employees or teams to achieve environmental goals or improve their environmental performance includes a separate component for progress on greening in the performance feedback interview green reward and compensation (gRC) My company offers a monetary bonuses for eco-friendly achievements My company offers extra paid time off for participating in sustainability initiatives employees’ suggestions for innovative environmental initiative are rewarded My company offers career advancement opportunities for sustainability champions environmental performance is recognized publically green empowerment and participation (geP) i am involved in making green decisions that affect my work top managers use teamwork to successfully manage and produce awareness of the environmental issues of the company My company offers workshops or forums for staff to improve environmental behavior and exchange their tacit knowledge My organization has introduced communication channels and help-lines to support green initiatives My company recognizes employees as a key stakeholder in environmental management employee’s green behavioral intention (gBi) i intend to carry out environmentally friendly behaviors at work i plan to stop wasting natural resources in the forthcoming month i would recommend the green products to my friends and/or others i would like to increase the purchase/use of green products in the future i intend to encourage my co-workers to implement green practices Corporate social Responsibility (CsR) the company has special programs and policies to minimize adverse environmental effects our company makes well-planned investments to avoid environmental degradation our company encourages its employees to engage in social volunteering related to environmental preservation our company extends efforts to participate in community services and volunteerism our company helps to improve educational institutes our company extends efforts to improve the welfare of the community individual green value (igV) i feel obliged to bear the environment and nature in mind in my daily behavior i feel obliged to save the environment from degradation, regardless of what others do i would prefer to buy eco‐friendly appliances i took the initiative to act in environmentally friendly ways at work i feel guilty when i contribute to environmental degradation