Na , Sima; Bilgili, Ahme ; O gu , Emine Deme
A icle
The e ec o g een human esou ces managemen
p ac ices on co po a e sus ainabili y om he pe spec i e
o employees
Economics: The Open-Access, Open-Assessmen Jou nal
P o ided in Coope a ion wi h:
De G uy e B ill
Sugges ed Ci a ion: Na , Sima; Bilgili, Ahme ; O gu , Emine Deme (2024) : The e ec o g een
human esou ces managemen p ac ices on co po a e sus ainabili y om he pe spec i e o
employees, Economics: The Open-Access, Open-Assessmen Jou nal, ISSN 1864-6042, De G uy e ,
Be lin, Vol. 18, Iss. 1, pp. 1-14,
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Resea ch A icle
Sima Na *, Ahme Bilgili, and Emine Deme O gu
The Effec o G een Human Resou ces
Managemen P ac ices on Co po a e
Sus ainabili y om he Pe spec i e o Employees
h ps://doi.o g/10.1515/econ-2022-0060
ecei ed Feb ua y 07, 2023; accep ed No embe 17, 2023
Abs ac : This s udy examines he impac o G een Human
Resou ces Managemen (GHRM) in he ex ile and ashion
indus y on co po a e sus ainabili y (CS). In addi ion, he
indi ec effec s o o ganiza ions’en i onmen al pe o -
mance (EP) and employee commi men o CS a e also
examined. The esea ch was ca ied ou wi h he pa ici-
pa ion o he employees (n=129) o Tu kish o ganiza ions
ope a ing in he ashion and ex ile sec o ha adop a
sus ainable business managemen app oach. S uc u al
equa ion modeling ia sma PLS was used o da a ana-
lysis. The findings showed ha GHRM posi i ely affec s CS,
and EP media es his ela ionship. Howe e , employee
commi men did no ha e a media ing effec in his ela-
ionship. These esul s p o ide CS expe s and manage s
wi h e idence-based insigh s in o designing GHRM p ac-
ices and sus ainabili y s a egies.
Keywo ds: co po a e sus ainabili y, sus ainabili y, g een
human esou ces managemen , en i onmen al pe o mance,
employee commi men
JEL classifica ion codes: M1, M10, M14
1 In oduc ion
Global en i onmen al p oblems ha e led o he de elop-
men o he unde s anding o sus ainabili y and inc eased
sensi i i y o his issue. F om a business pe spec i e,
sus ainabili y ep esen s a window in o he o ganiza-
ion’s u u e ha deals wi h c i ical en i onmen al, eco-
nomic, and social s a egies de e mining whe he he
o ganiza ion will succeed in he ma ke . Al hough adi-
ional exp essions such as co po a e social esponsibili y
andco po a eci izenshipa es illcommonwi hin he
scope o sus ainabili y p ac ices, hey ha e begun o be
eplaced by a b oade and mo e comp ehensi e e m,
co po a e sus ainabili y (Jamal e al., 2021). Co po a e sus-
ainabili y (CS) is an app oach ha c ea es long- e m
sha eholde alue by u ilizing he oppo uni ies and mana-
ging he isks eme ging om economic, en i onmen al, and
social de elopmen s.
Inc easing he en i onmen al consciousness o o gani-
za ions and effo s o o e come ecological p oblems b ing
he g een managemen app oach o he o e. The success o
g een-o ien ed managemen p ac ices is highly dependen
on he p esence o employees who a e awa e o ecological
p oblems, accep he associa ed esponsibili y, and a e
eady o ake he ini ia i e in his ega d. In his con ex ,
GHRM is he mos p ac ical app oach ha suppo s g een
ec ui men and selec ion, g een aining, wage and ewa d
p ocesses, and employee pa icipa ion in sus ainable goals
(Yong e al., 2020). GHRM ocuses on de eloping s a egies
and o ganiza ional policies o c ea e an en i onmen al-
o ien ed o ganiza ional cul u e.
The ex ile and ashion sec o is among hose indus-
ies ha cause pa icula ha m o he en i onmen and
he balance o he ecosys em and ha e a des uc i e effec
on na u al esou ces. Thus, s udies on he sus ainabili y o
he ex ile and ashion indus ies ha e pa icula impo -
ance. One o he p ominen esea ch opics is he exam-
ina ion o he p ocess o achie ing sus ainable goals wi h
he employees o ashion companies (Lo inco á e al.,
2019). The e a e wo main easons ha his issue comes
o he o e. Fi s , human esou ces a e among he mos
c i ical de e minan s o o ganiza ions being able o achie e
hei goals (Ambe g & McGaughey, 2019). In addi ion, he
effec o success ul g een managemen p ac ices can achie e
posi i e de elopmen , and his inc eases he sensi i i y o
* Co esponding au ho : Sima Na , Saka ya Business School, Saka ya
Uni e si y, Saka ya, Tu key, e-mail: [email p o ec ed]
Ahme Bilgili: Saka ya G adua e School o Business, Saka ya Uni e si y,
Saka ya, Tu key, e-mail: [email p o ec ed]
Emine Deme O gu : Saka ya G adua e School o Business, Saka ya
Uni e si y, Saka ya, Tu key, e-mail: [email p o ec ed]
ORCID: Sima Na 0000-0002-8264-9828; Ahme Bilgili 0000-0001-6956-
0936; Emine Deme O gu 0000-0002-2213-0186
Economics 2024; 18: 20220060
Open Access. © 2024 he au ho (s), published by De G uy e . This wo k is licensed unde he C ea i e Commons A ibu ion 4.0 In e na ional License.
he subjec . Second, i is known ha employees’commi -
men o he o ganiza ion can posi i ely affec o ganiza ional
pe o mance and achie emen o goals. In his con ex , i
ashion o ganiza ions se sus ainable goals and hei
employees a e commi ed o hem, he p obabili y o o ga-
niza ions achie ing hem will inc ease (Paillé e al., 2020).
1.1 Pu pose
The p ima y pu pose o his a icle is o explo e he ex ile
and ashion indus y’s pe spec i e on he impac o GHRM
p ac ices on CS p ac ices. Ou s udy in es iga es and es s
he in e ela ionships be ween GHRM, en i onmen al
pe o mance (EP), o ganiza ional commi men (OC), and
CS wi hin he scope o he esea ch model p esen ed.
Acco dingly, ou a icle add esses h ee c i ical esea ch
ques ions:
–Wha is he na u e o he associa ion be ween GHRM
and CS?
–Wha a e he effec s o GHRM p ac ices on EP and OC?
–Do EP and OC ac as media o s in he effec o GHRM
p ac ices on CS?
1.2 Con ibu ion
O ganiza ions apidly adop GHRM o de elop an en i on-
men ally iendly cul u e o ensu e CS. Howe e , adop ing
a g een o ganiza ional unde s anding spanning all depa -
men s is c i ical o success. The e o e, he e is a need o
esea ch ha deals wi h GHRM and o ganiza ional pe o -
mance ela ionships in de ail. The e a e a small numbe o
s udies ha link GHRM wi h o ganiza ional pe o mance
a ailable in he li e a u e. Al hough GHRM has gained
popula i y and he e has been an inc ease in he associa ed
esea ch, mos s udies on GHRM do no ocus on he links
be ween co po a e s a egy and human esou ce manage-
men s a egy alignmen o human esou ce unc ions
(Tano a & Bayighomog, 2022). Ins ead, he ocus o GHRM
s udies o e he pas decade has mainly been on he indi i-
dual human esou ce managemen unc ions o ec ui men
and selec ion, aining and de elopmen , pe o mance man-
agemen , ewa ds, and compensa ion sys ems (Pham e al.,
2019). Also, GHRM implica ions a e mainly examined om
manage s’pe spec i es (Singh e al., 2020; Tuan, 2022). I is
known ha GHRM p ac ices should se e he o ganiza ion’s
sus ainabili y, jus like o he mode n manage ial p ac ices
(Ullah, 2017). Howe e , in he cu en si ua ion, he effec o
GHRM p ac ices on CS needs o be adequa ely examined
om he employee’spe spec i e.In hiss udy, ofill his
gap, he effec s o GHRM p ac ices on CS goals a e discussed
om he pe spec i e o employees, and he a emp made o
explain he links ha will ensu e s a egic ha mony. Thus,
ins ead o conside ing GHRM p ac ices independen ly om
o he human esou ces managemen ac i i ies, i could
po en ially con ibu e o ha monizing co po a e s a egy
and GHRM p ac ices.
1.3 Tex ile and Fashion Indus y in Tü kiye
Tu key is he six h-la ges p oduce coun y in he wo ld in
he expo o ex ile and ashion p oduc s. I can be seen
ha he p ima y de e minan affec ing he s a egies o he
en e p isesin hissec o is hede elopmen a ising om
global clima e change. Fo example, acco ding o he
Eu opean Union G een Deal o 2019, he Eu opean Union
has se he goal o being a clima e-neu al con inen by
2050. To achie e his goal, new sus ainable p ac ices, which
a e pa o he Ci cula Economy Ac ion Plan, will also be
implemen ed in he ex ile and appa el indus ies. Since
he EU sou ces mos o i s eady-made clo hing and ex ile
p oduc s om coun ies ou side he EU, i can be p edic ed
ha supplie coun ies will be expec ed o keep up wi h
his ans o ma ion. Tu key is he hi d-la ges supplie o
he Eu opean Union appa el indus y. The e o e, he en y
o he Eu opean Union in o a p ocess o o al change will
o ce he o ganiza ions in he Tu kish ex ile and ashion
sec o o change. Resea ch ha p o ides insigh om
wi hin he o ganiza ion is needed o guide his change. In
his con ex , he findings om his s udy a e expec ed o
p o ide aluable clues om he pe spec i es o Tu kish
ex ile and ashion business employees ega ding he
ans o ma ion o human esou ces p ac ices wi hin he
amewo k o he g een pe spec i e.
2 Theo e ical F amewo k,
Hypo heses, and Resea ch Model
The concep ual model o he esea ch is based on wo
heo ies. The fi s heo y is he s akeholde heo y, which
ocuses on he impo ance o s akeholde g oups in
imp o ing an o ganiza ion’s pe o mance. An o ganiza-
ion’s s akeholde s a e he g oups wi h which i in e ac s,
cons i u ing he a ge audience o whom he o ganiza ion
2Sima Na e al.
ulfills i s esponsibili ies (F eeman & Dmy iye , 2017);
ul ima ely, o ganiza ions can only achie e sus ainabili y
wi h he suppo o s akeholde s (Dmy iye e al., 2021).
S akeholde heo y aims o help o ganiza ions s eng hen
hei ela ionships wi h hei in e nal and ex e nal en i -
onmen s o gain a compe i i e ad an age. To ensu e CS and
unde s and en i onmen al and social impac s, an o gani-
za ion needs o look a bo h i s in e nal and ex e nal
s akeholde s. O ganiza ions can ocus on CS by aining
employees and de eloping s a egies o policies ha ensu e
sus ainabili y. By p omo ing sus ainabili y and imple-
men ing GHRM, he o ganiza ion mee s he demands o
mul iple s akeholde s. Thus, CS and GHRM a e wo in e -
ela ed issues (Jamal e al., 2021) because bo h seek o
se e he in e es s o in e nal and ex e nal s akeholde s.
The second is he abili y-mo i a ion-oppo uni y (AMO)
heo y. Acco ding o he heo y, h ee componen s p o ide
he employee’sdisc e iona yeffo . These employees ha e
he necessa y abili ies and need app op ia e mo i a ion,
and employe s offe employees he oppo uni y o pa ici-
pa e (Appelbaum e al., 2001). AMO heo y is widely accep ed
in he HRM li e a u e o explain he link be ween human
esou ce p ac ices and pe o mance (Ma in-Ga cia &
Tomas, 2016). O ganiza ional pe o mance inc eases i
employees a e mo i a ed and enabled o use hei skills.
Mo i a ion is conside ed he e o be a condi ion o he
use o indi idual skills. Al hough he ela ionship be ween A
(abili y) and M (mo i a ion) in he model is explained in his
di ec ion, O (oppo uni y) p esen s he c ea ion o op ions in
he o ganiza ion whe e employees can use hei skills.
Al hough employees may be highly skilled and ha e he
necessa y mo i a ion, hey will only be able o use hese i
gi en he oppo uni y. The e o e, he e is a need o a bal-
ance in which hese h ee a iables can be applied oge he
(Alsubaie, 2016).
2.1 CS
The pessimis ic p edic ions o ou plane a e leading o ga-
niza ions o be mo e sus ainable. CS is an umb ella e m
ha includes many o he e ms, such as co po a e social
esponsibili y and co po a e go e nance. When e alua ed
in e ms o o ganiza ions, CS is gene ally associa ed
wi h o ganiza ions’mobiliza ion o accoun able ac ions.
Implemen ing accoun able ac ions in o ganiza ions adds
alue o socie y and he en i onmen and suppo s he
sus ainabili y o o ganiza ions.
CS is an in e wined sys em o economic, social, and
ecological componen s (Bansal, 2005; Camille i, 2017). I is
also cha ac e ized by a ious economic, en i onmen al,
and social objec i es, all o which seem indi idually desi -
able bu which a e “indissolubly connec ed and in e de-
penden ”(Bansal, 2002). In his con ex , six essen ial
c i e ia can be lis ed: eco-efficiency, socio-efficiency, socio-
efficiency, adequacy, and ecological equali y (Dyllick &
Hocke s, 2002). The CS o ien a ion enables o ganiza ions
o in eg a e CS in o hei s a egies, policies, and manage-
men sys ems.
Legal egula ions, en i onmen al p o ec ion awa e-
ness, inc easing cus ome s, and demands om o he
s akeholde s play a decisi e ole in he o ien a ion o
o ganiza ions o CS p ac ices. While de e mining he
necessa y ope a ions o mee hese expec a ions, he sup-
po ecei ed om wi hin he o ganiza ion and compliance
wi h he s a egies o sus ainabili y gain impo ance. In his
con ex , p ac ices such as in-o ganiza ion aining on en i -
onmen al p o ec ion, employee empowe men , eamwo k,
and g een ewa d sys ems a e likely o b ing he o ganiza-
ion oge he a ound g een alues. In o he wo ds, applying
g een unde s anding in human esou ces managemen is
necessa y o an o ganiza ion o be sus ainable because
s akeholde s expec o ganiza ions o p o ec he en i on-
men , use na u al esou ces mo e efficien ly, suppo
ecycling, and educe all possible en i onmen al pollu-
ion and oxici y. The s a egic objec i es o CS a e economic
de elopmen , co po a e effec i eness, s akeholde ocus,
and sus ainable ecosys ems (Dyllick & Hocke s, 2002).
2.2 GHRM
GHRM is a managemen app oach ha suppo s human
esou ces policies and p ac ices wi hin he scope o en i -
onmen al sus ainabili y. O ganiza ions’managemen p ac-
ices o en i onmen al p o ec ion and sus ainabili y a e
di ec ly ela ed o human esou ces managemen , whe e
human esou ces cons i u e he li eblood o an o ganiza-
ion (Saeed, e al., 2019). GHRM e e s o policies and p ac-
ices ha make HR p ocesses g een o benefi employees,
socie y, he na u al en i onmen , and he o ganiza ion
i sel (Opa ha & A ul ajah, 2014). Unlike adi ional HR,
his ep esen s he execu ion o human esou ces p ac ices
in acco dance wi h he o ganiza ion’s en i onmen al goals
and a planned manne . GHRM p ac ices upg ade o ganiza-
ional ope a ions by encou aging employees’p o-en i on-
men al beha io s (A ab e al., 2023; A i e al., 2020; Fawehinmi
e al., 2020; Sai ulina e al., 2020). Employees who ha e
adop ed a g een unde s anding a e expec ed o con ibu e
mo e o he pe o mance and u u e o he o ganiza ion by
implemen ing g een p ac ices and policies o socie y, he
en i onmen , and business li e.
Effec o G een Human Resou ces Managemen P ac ices 3
Some o he p ac ices adop ed by o ganiza ions wi hin
he scope o g een HRM a e as ollows: swi ching o pape -
less offices, suppo ing ca sha ing o sa e uel and ime in
affic, conduc ing aining and mee ings online, benefi ing
om dayligh , suppo ing he cons uc ion o g een build-
ings ha allow na u al hea ing and ligh ing, ewa ding
employees o sus ainable g een ideas, and gi ing back
in o ming abou ecycling awa eness and was e con ol
(Naga ajan, 2020; Pandey e al., 2016). When e alua ed in
e ms o ec ui men p ocesses, i can be seen ha g een
job defini ions a e o med ha include awa eness o can-
dida es abou en i onmen al p oblems and solu ions.
Employees who can li e and implemen he g een cul u e
adop ed by o ganiza ions should be p io i ized du ing
ec ui men . Employees wi h hese qualifica ions can ensu e
ha he g een cul u e o o ganiza ions is eflec ed ou side.
In his way, he g een cul u e and p ac ices o he o ganiza-
ion will be isible o hose ou side he o ganiza ion. Ran-
ga ajan and Rahm (2011) s a ed ha when o ganiza ions
implemen GHRM s a egies, hey ha e a s ong co po a e
social agenda, alue employees’en i onmen and social
p io i ies, and inc ease hei o ganiza ional p es ige. This
posi i e image is essen ial o a ac ing employees and cus-
ome s o he o ganiza ion and ensu ing hei pa icipa ion
in achie ing en i onmen al goals. Employee pa icipa ion in
g een p ocesses inc eases he effec i eness o g een man-
agemen p ac ices by aligning employees’mo i a ions and
goals wi h such. A de ailed e iew o he ele an li e a u e
shows ha mo e esea ch needs o be done on GHRM in
en i onmen al sus ainabili y esea ch.
Cheema and Ja ed (2017) showed ha g een human
esou ce managemen is a c i ical de e minan o a sus-
ainable en i onmen . In hei esea ch based on o gani-
za ional suppo heo y, Can o e al. (2012) s a ed ha
human esou ce p ac ices can affec employees’pe cep-
ions o o ganiza ional ca e. In his way, he endency o
employees o exhibi sus ainable beha io inc eases wi h
hei desi e o make pe sonal con ibu ions. To build a
sus ainable o ganiza ion, i is essen ial o in eg a e sus ain-
abili y in o he o ganiza ion’s human esou ces amewo k
(Jabbou e al., 2019). All o he a o emen ioned leads us o
es ablish he ollowing esea ch hypo hesis.
H1: G een human esou ces managemen posi i ely
ela es o CS.
2.3 OC
OC is one o he a ious opics ha has long been popula
in o ganiza ional psychology. The eason o his is he
di ec and indi ec con ibu ions o he employees who
a e iden ified wi h he o ganiza ion (Ka asch, 2017). The
iden ifica ion o employees wi h hei o ganiza ions and
adop ing o ganiza ional goals is a c i ical issue o o gani-
za ions o achie e hei goals. In his con ex , o ganiza ions
employ qualified pe sonnel o ensu e hei p o essional
de elopmen and keep employees wi hin he o ganiza ion.
Th ough his, o ganiza ions gain a compe i i e ad an age
agains hei compe i o s and se e o ealize hei p i-
ma y goals (Be na din & Russell, 2006). Resea ch shows
ha he inc ease in employees’commi men o hei o ga-
niza ions posi i ely affec s a ious c i ical o ganiza ional
goals, such as cus ome sa is ac ion (Se yaning um, 2017),
employee p oduc i i y (Bha i & Qu eshi, 2007), and job
sa is ac ion (Eslami & Gha akhani, 2012).
Social iden i y heo y sugges s ce ain heo e ical
connec ions be ween employees’pe cep ions o co po a e
esponsibili y p ac ices and OC (Ash o h & Mael, 1989;Le
e al., 2013). Acco ding o social iden i y heo y, indi iduals’
iews a e influenced by hei membe ship in social o ga-
niza ions, including he o ganiza ions in which hey wo k.
Indi iduals a emp o o m o de elop posi i e sel -con-
cep s by compa ing hei cha ac e is ics wi h o he g oups;
posi i e compa isons lead o an enhanced sel -concep . I
an o ganiza ion s i es o engage in co po a e esponsi-
bili y ac i i ies, i s employees a e gene ally p oud o be
membe s o such an o ganiza ion. Employees likely eel
ha hei o ganiza ion ca es abou hei p esen and u u e.
I employees posi i ely e alua e an o ganiza ion’s e hical
p inciples, alues, and social sensi i i y, hey a e expec ed
o de elop posi i e a i udes owa d he o ganiza ion. Fo
his eason, employee commi men can be essen ial o
achie ing a company’s goals.
The oppo uni ies ha o ganiza ions offe o hei
employees, he en i onmen , and s akeholde s and he
indi ec eflec ions o hei a emp s o comply wi h e hical
p inciples can also be explained by he heo y o social
change (Blau, 1964). The g een goals de e mined by o ga-
niza ions wi hin he scope o GHRM and he g een aining
and ewa d sys ems hey apply ha e an inc easing effec
on he loyal y and us o he employees in he o ganiza-
ion. A he same ime, i is expec ed ha o ganiza ions’
applica ion o ema kable p ac ices in e ms o mac o-
en i onmen al sensi i i y will o m he basis o bo h
ex e nal s akeholde s and employees o de elop posi i e
a i udes owa d he o ganiza ion (Abo amadan, 2020;
Tano a & Bayighomog, 2022).
O ganiza ions ha implemen GHRM define g een a -
ge s and offe hei employees g een aining p og ams
and ewa d sys ems ha include g een indica o s. In his
way, employees’in e es and pa icipa ion in en i onmen al
4Sima Na e al.
issues can be inc eased. This s eng hens employees’com-
mi men o hei o ganiza ions and enables he la e o
achie e success ul en i onmen al ou comes (Úbeda-Ga cía
e al., 2021). Employees’commi men o he en i onmen
depends on hei willingness o sha e, and ca e abou , hei
o ganiza ion’s en i onmen al conce ns (Paillé e al., 2020).
Thus, o ganiza ional g een goals can be achie ed i employees
a e commi ed. On he basis o he a o emen ioned discussion,
we p opose ha :
H2: G een human esou ces managemen posi i ely
ela es o OC.
H3: O ganiza ional commi men posi i ely ela es o CS.
To success ully in eg a e CS in o an o ganiza ion, adical
changes mus be made o he o ganiza ional cul u e. This
change equi es he eo ganiza ion o exis ing policies,
p ocesses, and p ac ices acco ding o en i onmen al, eco-
nomic, and social goals, which a e he subdimensions o
sus ainabili y (Aguile a e al., 2007). In his con ex , com-
mi men is impo an because i guides people’s beha io
in ways ha suppo achie ing inclusi e goals ha ans-
cend indi idual in e es s (Meye & He sco i ch, 2001;
Raine i & Paillè, 2016). This mindse can di ec employees’
beha io s owa d ac i i ies compa ible wi h CS effo s
(Temminck e al., 2015). The e o e, employees’commi -
men o sus ainable goals will di ec ly affec o ganiza ional
success. GHRM p omo es esponsible beha io , a i udes,
and commi men o employees. This concep , which can be
exp essed as he g een commi men o employees, egu-
la es employees’ eelings owa d he en i onmen , b ings
hem oge he a ound o ganiza ional alues, and suppo s
hei effo s owa d en i onmen al goals (Pham e al., 2019;
Saeed e al., 2019). Employees’commi men o hei o ga-
niza ion’s en i onmen al goals is a esul o GHRM p ac-
ices (Ansa i e al., 2021).
The commi men o employees o he o ganiza ion and
i s goals is c ucial because i guides people’s beha io in a
way ha suppo s he achie emen o inclusi e goals ha
anscend indi idual in e es s (Meye & He sco i ch, 2001;
Raine i & Paillè, 2016). This mindse can di ec employee
beha io s o ac i i ies compa ible wi h CS effo s (Tem-
minck e al., 2015). The wo kplace p o ided by g een-
ocused o ganiza ions wi h GHRM mo i a es employees
o change hei opinions, alues, and no ms o adap o
he company’s g een cul u e and goals (Pinzone e al.,
2016). Fo example, g een aining p og ams enhance+
employees’unde s anding o en i onmen al issues and
help hem adop skills ha can esul in a las ing com-
mi men o he en i onmen (Pe on e al., 2006). S udies in
he li e a u e p o ide e idence ha GHRM p ac ices con-
ibu e o employees de eloping a g een commi men
owa d o ganiza ion’s en i onmen al goals (Ansa i e al.,
2021). In addi ion, employee commi men is expec ed o
media e he o ganiza ional ou comes o GHRM p ac ices.
A limi ed numbe o s udies deal wi h he indi ec effec s o
commi men on pe o mance ou comes. Based on hese
explana ions, he ollowing hypo hesis can be o mula ed:
H4: O ganiza ional commi men media es he ela ion-
ship be ween g een human esou ces managemen and CS.
2.4 EP
EP e e s o he commi men o o ganiza ions o demon-
s a e measu able ope a ional pa ame e s wi hin he con-
ex o en i onmen al p o ec ion objec i es (Roscoe e al,
2019). GHRM is seen as he mos app op ia e s a egy
h ough which o suppo employees’abili y o achie e
he EP goals o he o ganiza ion (Amui e al., 2017; Ren
e al., 2018). GHRM is an impo an esou ce o achie ing
co po a e goals and inc easing an o ganiza ion’s EP h ough
employee engagemen (A ab e al., 2023). In his con ex ,
GHRM p ac ices such as g een ec ui men and selec ion,
g een aining, and g een pe o mance e alua ion ha e a
c i ical ole in employees’effo s o inc ease EP. The e a e
s udies poin ing ou he posi i e effec s o hese p ac ices on
he success o EP p og ams (La an e al., 2018; Yusoffe al.,
2020). By o ce o GHRM, he en i onmen al p o ec ion pe -
spec i e o he o ganiza ion is quickly adop ed by he
employees. A he same ime, employees a e b ough
oge he ega ding common en i onmen al goals and
a e mo e willing o exe mo e effo in his ega d. In
pa icula , g een aining aises he consciousness o
en i onmen al p oblems in he wo kplace and encou ages
employees o sol e hem (Jabbou e al., 2010). G een
aining empowe s employees by p o iding hem wi h
he “knowledge, a i udes, and skills” o help hem iden-
i y en i onmen al issues and ake app op ia e ac ion in
he wo kplace o imp o e g een pe o mance (La an
e al., 2018). Mo eo e , e alua ing employees’g een pe -
o mance inc eases he associa ed sense o esponsibili y.
G een pe o mance app aisal is essen ial o achie ing EP
goals because i p o ides a s a egy o measu ing employee
pe o mance agains g een c i e ia (Jabbou , 2011). I
imp o es EP by ha monizing beha io s a ound common
goals (Gue ci e al., 2016). Thus, hey p o ide an oppo u-
ni y o educe was e, inc ease p oduc i i y, and de elop
inno a i e solu ions (Mousa & O hman, 2020; Pinzone
e al., 2016). Howe e , mo e empi ical wo k is needed,
especially o guide ex ile and ashion companies o pa i-
cipa e in en i onmen ally iendly managemen p ac ices.
Based on he li e a u e, he ollowing hypo heses ha e
been p oposed:
Effec o G een Human Resou ces Managemen P ac ices 5
H5: G een human esou ces managemen posi i ely
affec s he o ganiza ion’s EP.
H6: En i onmen al pe o mance posi i ely ela es o CS.
HRM p ac ices s eng hen he o ganiza ion’s human
capi al by imp o ing employee skills and inc easing pe -
o mance. GHRM p ac ices, on he o he hand, conside
g een c i e ia in ec ui ing, imp o e employees’g een
skills h ough aining, and p o ide hem wi h he oppo -
uni y o pa icipa e in g een p ac ices so ha g een man-
agemen pe o mance can imp o e (Mas i & Jaa on, 2017;
Pinzone e al., 2016). A he same ime, GHRM c ea es an
en i onmen ally iendly o ganiza ional cul u e and
encou ages en i onmen al beha io amongs employees.
Thus, he company’s EP is posi i ely affec ed (Kim e al.,
2019). CS is he ou come o o ganiza ional policies and
unc ions ha ocus on he de elopmen o an o ganiza ion
and he na u al en i onmen . GHRM implemen s hese
policies and p ocedu es wi h a s a egic pe spec i e
(Adubo e al., 2022). We a gue ha GHRM p ac ices, which
ha e a posi i e effec on bo h EP and CS, ha e a posi i e
effec on CS h ough EP. In o he wo ds, i hypo heses H1,
H5, and H6 a e significan , EP is expec ed o media e he
ela ionship be ween GHRM and CS. The ollowing hypo h-
esis was de eloped o analyze he di ec and indi ec oles
o GHRM p ac ices on CS:
H7: G een human esou ces managemen affec s CS
h ough he o ganiza ion’s en i onmen al pe o mance.
2.5 Resea ch Model
Figu e 1 depic s he in e ela ionships o GHRM, OC, EP,
and CS. As he model con ends, he a ailabili y o GHRM
p ac ices s imula es employees’pe cep ions o OC o CS.
Simila ly, GHRM p ac ices igge employees’effo s owa d
en i onmen al pe o mance o CS. These ela ionships al o-
ge he sugges ha OC and EP media e he impac o GHRM
on CS.
3 Me hodology
3.1 Sample P ocedu e and Da a Collec ion
The quan i a i e esea ch ype was p e e ed o es he
ela ionships be ween a iables in he s udy’s esea ch
model. In his con ex , an online ques ionnai e o m was
c ea ed o collec he necessa y da a and es he hypo h-
eses. The esea ch popula ion consis s o he employees o
ashion and ex ile o ganiza ions wi h CS p ac ices. Mos
o ganiza ions ope a ing in he ex ile sec o in Tu key a e
wi hin he scope o SMEs. The e o e, he employees o a
limi ed numbe o o ganiza ions a e included in he popu-
la ion. In he cu en si ua ion, es ima ing he numbe o
employees in he popula ion akes conside able wo k.
The e o e, an a emp was made o each he employees
o he o ganiza ions ope a ing in he na ional a ena, ins i u-
ionalized, and well known, and i is e iden ha hey apply
o CS p ac ices wi h he con enience sampling me hod.
Pa icipa ion was olun a y, so he decision o join o
exi he s udy a any ime was allowed. I was sha ed wi h
he pa icipan s ha he e we e no igh o w ong answe s
and ha hey should gi e he answe ha bes eflec ed
hei eelings on he ma e . I was ensu ed ha he pa i-
cipan s did no e eal any iden i y in o ma ion. I was
s a ed ha he answe s gi en would be used only o
esea ch and would no be sha ed wi h hi d pa ies. In
Co po a e Sus ainabili y
(CS)
G een Human
Resou ces Managemen
(GHRM)
En i onmen al
Pe o mance
(
EP
)
O ganizaonal
Commi men
(OC)
H1
H5
H2
H6
H3
H7
H4
Figu e 1: Resea ch model.
6Sima Na e al.
addi ion, each a iable in he ques ionnai e was sha ed on
sepa a e pages in he online su ey o m. Th ough hese
ac ions, he a emp was made o educe po en ial h ea s
and common me hod bias. The su ey o m link was sen
o he employees o he companies ha had ag eed o pa i-
cipa e in he s udy by hei manage s. The ques ionnai e was
applied online be ween No embe 2022 and Janua y 2023.
Businesses ope a ing in he ashion and ex ile sec o
in he sense o CS in Tu key cons i u e he gene al popula-
ion o he esea ch. Employees o a well-known b and,
who a e ep esen a i e o he popula ion wi h s o es in
Tu key and ab oad, make e ail sales, and a e manu ac-
u e s o women’s ashion and ex ile p oduc s, cons i u e
he esea ch popula ion.
The con enience sampling me hod was chosen as he
p e e ed da a collec ion me hod in he s udy. The con e-
nience sampling me hod is gene ally p e e ed because o
ime and cos cons ain s. A e elimina ing missing and
sloppy ques ionnai es, he final sample size consis ed o
129 pa icipan s. Al hough he sample size is limi ed, since
he numbe o o ganiza ions ha mee he c i e ia o he
popula ion is limi ed (as men ioned in Tu key, he majo i y
o ex ile fi ms a e SMEs), i is expec ed ha he cu en
sample size will be easonably ep esen a i e o he
popula ion.
3.2 Pa icipan s
In he demog aphic in o ma ion sec ion, pe sonal in o ma-
ion was collec ed on subjec s such as gende posi ion
and age. O he 129 pa icipan s who ully answe ed he
ques ionnai e, 57% (75 pe sons) we e women and 43% (54
pe sons) we e men. In e ms o employmen s a us, he
maximum esponse was ound o be expe s (p oduc ion,
pu chasing, and HR depa men s, designe , e c.) a 64% (82
people), while middle manage s cons i u ed 36% (47 people).
In wo age g oups (younge han 40 yea s and olde han 40
yea s), he e we e 72% (92 people) and 28% (37 people) in he
sampled g oups, espec i ely.
3.3 Scales
All cons uc s in his s udy we e measu ed wi h pe o med
scales ini ially published in English. The scales we e ans-
la ed in o Tu kish using he ansla ion-back ansla ion
me hod. All s uc u es included in he model ha e been
made a ailable based on p e iously alida ed ools.
To measu e he “co po a e sus ainabili y”pe cep ions
o he pa icipan s, a scale consis ing o 10 i ems adap ed
by Yang and Jang (2020) was used. The scale de eloped by
Raine i and Paillè (2016) o measu e “o ganiza ional com-
mi men ”was used. G een Human Resou ces Managemen
p ac ices we e measu ed using a fi e-i em scale om Abo -
amadan and Ka a epe (2021), and finally, he scale mea-
su ing “en i onmen al pe o mance”was adap ed om
he scale used by Lee and Ha-B ookshi e (2017). All scales
a e sco ed ia a fi e-poin Like scale. The ques ionnai e
was adminis e ed in Tu kish. Tu kish e sions can be
ob ained om he co esponding au ho upon eques .
4 Resul s
4.1 Measu emen Model: Validi y and
Reliabili y
The pa ial leas squa es s uc u al equa ion modeling
(PLS-SEM) echnique was used o es he measu emen
( alidi y and eliabili y) and s uc u al models (hypo hesis
es ing). Measu emen and s uc u al models we e ana-
lyzed using he Sma PLS e sion 4 so wa e package.
Be o e he esea ch model analysis, he fi s hing o do
is o mee all he necessa y c i e ia in he measu emen
model (Hai e al., 2019). In e nal consis ency eliabili y,
con e gen alidi y, and disc iminan alidi y we e e alu-
a ed in his con ex . The C onbach’s alpha and CR (compo-
si e eliabili y) coefficien s we e used o measu e in e nal
consis ency eliabili y, and ac o loads and AVE (a e age
a iance ex ac ed) alues we e used o con e gen
alidi y. Fac o loads we e ≥0.708; C onbach’s alpha and
CR coefficien s we e ≥0.70; he explained a e age a iance
alue (AVE) should also be ≥0.50 (Fo nell & La cke , 1981;
Hai e al., 2019). In con e gen alidi y, he HTMT c i e ion
p oposed by Fo nell and La cke (1981) and Hensele e al.
(2015) ecommended ha HTMT c i e ia should be me .
Acco ding o he HTMT c i e ion, he squa e oo o he
explained mean a iances (AVE) o he s uc u es in he
esea ch should be highe han he co ela ions be ween
he s uc u es in he esea ch (Fo nell & La cke , 1981). In
he HTMT c i e ion, Hensele e al. (2015) s a e ha i
should be below 0.90 o close concep s and below 0.85
o dis an concep s.
The esul s o he in e nal consis ency eliabili y, con-
e gen alidi y, and he HTMT c i e ia o he cons uc s in
he s udy a e p esen ed in Table 1, and linea i y and HTMT
c i e ia a e gi en in Table 2.
Effec o G een Human Resou ces Managemen P ac ices 7
The ac o loadings and significance le els o he ac-
o s a e a an accep able h eshold (abo e 0.708 and sig-
nifican a p<0.01). Howe e , i em 18 ( ac o load 0.538),
he i em o o ganiza ional commi men (OC), is below he
h eshold alue o 0.708. Acco ding o he s udy by Hai
e al. (2021), i ems wi h ac o loads be ween 0.40 and 0.70
a e no excluded om he model i hei AVE o CR alues
a e abo e he h eshold alue. The e o e, acco ding o
Table 1, since he calcula ed AVE and CR alues a e abo e
he h eshold alues, o ganiza ional commi men i em 18
( ac o load 0.538) was no excluded om he measu emen
model. In addi ion, he “CS”i em 3, “En i onmen al Pe o -
mance (EP),”i em 7, “G een Human Resou ces Managemen
(GHRM),”and i em 8, “G een Human Resou ces Manage-
men (GHRM)”we e excluded om he esea ch model.
Since he C onbach’s alpha and CR coefficien s we e
0.70 and abo e, in e nal consis ency eliabili y was ensu ed.
Con e gen alidi y is p o ided since he s uc u e’s ac o
loads a e be ween 0.538 and 0.840, and he explained mean-
a iance alues (AVE) a e abo e he 0.50 h eshold alue.
As shown in Table 1, he squa e oo o he AVE o each
s uc u e is highe han he co ela ion wi h o he s uc-
u es. I mee s Fo nell and La cke ’s (1981) dis inc i eness
HTMT c i e ion. Table 2 shows ha he HTMT alues a e
below 0.85. This u he confi ms he disc iminan alidi y
o he cons uc s. Finally, Hai e al. (2019) s a e ha he e
is no linea i y p oblem when VIF <3 be ween a iables.
Thus, since he VIF alues be ween a iables in Table 2 a e
lowe han he h eshold alue o 3, i is unde s ood ha
he e is no linea i y p oblem.
4.2 Tes o Hypo heses
To es he s uc u al model and hypo heses o he esea ch,
5,000 subsamples we e aken om he sample wi h boo -
s apping a a 95% confidence in e al and es ed using a
bias-co ec ed boo s apping echnique. Figu e 2 p esen s
he model.
When he R
2
alues o he model a e examined, one
can de e mine ha CS is explained a a significan a e o
79%, OC a 39%, and en i onmen al pe o mance (EP) a
39% (Hai e al., 2019).
Effec size coefficien s
2
≥0.020 low,
2
≥0.150 medium,
and
2
≥0.350 a e conside ed significan effec s (Cohen,
1988). In his con ex , when he effec size coefficien s
we e examined as epo ed in Table 3, i could be seen
ha he effec s o GHRM on EP, GHRM on OC, GHRM on
CS, and EP on CS had a high effec size. The effec o OC on
CS can be exp essed as a low effec .
Hai e al. (2019) claim ha he p edic i e powe
coefficien s (Q
2
) calcula ed o endogenous a iables a e
g ea e han ze o, indica ing ha he esea ch model can
p edic endogenous a iables. In addi ion, i he Q
2
alue is
g ea e han 0.25, i is a medium-le el es ima ion, and i i
is g ea e han 0.50, a la ge es ima ion can be conside ed.
Thus, i can be deduced ha he esea ch model has he
powe o p edic endogenous a iables since Q
2
alues a e
g ea e han ze o, acco ding o Table 2. While EP and OC
endogenous a iables ha e mode a e p edic i e powe ,
hey ha e high p edic i e powe o he CS a iable.
Acco ding o Table 4, while six o he se en hypo heses
we e suppo ed, wo hypo heses (H4 and H6) we e ejec ed.
Acco ding o he findings ob ained, g een human esou ce
managemen >en i onmen al pe o mance (β=0.627; p<
0.01); g een human esou ce managemen >o ganiza ional
commi men (β=0.625; p<0.01); g een human esou ce
managemen >co po a e sus ainabili y (β=0.492; p<0.01);
Table 1: Reliabili y and alidi y assessmen
Measu es CαCR AVE 1 2 3 4
1. Co po a e sus ainabili y 0.938 0.940 0.683 0.826
2. En i onmen al pe o mance 0.904 0.908 0.763 0.801 0.873
3. G een human esou ces managemen 0.945 0.946 0.774 0.805 0.627 0.880
4. O ganiza ional commi men 0.819 0.843 0.589 0.665 0.698 0.625 0.768
No es:Cα, C onbach’s alpha; CR, composi e eliabili y; AVE, a e age a iance ex ac ed. Values along he diagonal a e he FTMT c i e ion, which is he
squa e oo o he explained mean- a iance (AVE) alues o he s uc u es in he s udy. Values unde he diagonal a e he co ela ion be ween
s uc u es.
Table 2: Disc iminan alidi y –HTMT c i e ion
Measu es VIF 1 2 3 4
1. Co po a e sus ainabili y N/A —
2. En i onmen al pe o mance 2.209 0.802 —
3. G een human esou ces
managemen
2.200 0.803 0.628 —
4. O ganiza ional commi men 1.857 0.651 0.705 0.595 —
No e: VIF, a iance infla ion ac o .
8Sima Na e al.
