The impact of green human resources practices on organizational sustainability: the mediating role of job embeddedness

Background and objectives: green human resource management has become one ofthe most critical components of a forward-thinking for eco-friendly companies. the majorityof academics hold the opinion that in order to implement green human resource managementtechniques, personnel must be encouraged and motivated to be ecofriendly. this studyaims at investigating the impact of green human resources practices on organizationalsustainability: the mediating role of job embeddedness in the pharmaceutical manufacturingcompanies in jordan.methods: the current study looks at the effects of several green human resourcemanagement strategies on organizational sustainability either directly or indirectlythrough job embeddedness. a quantitative approach was used. the data is collectedthrough questionnaire from the study sample included (404) employee in (16) jordanianpharmaceutical manufacturing companies. a structural equation modelling is conducted toachieve study objectives.findings: findings confirmed, that (green work life balance, green reward) showed asignificant positive effect on the organizational sustainability, while (green training, greencareer opportunities) didn’t have direct significant effects on organizational sustainability,as well, the outcomes indicated that all green human resources practices (green work lifebalance, green reward, green training, green career opportunities) had direct significanteffect on job embeddedness. the findings indicated that the mediator (job embeddedness)improved the organizational sustainability. the results illustrate that green work life balanceexerted positive and significant effects on organizational sustainability (β = 0.41) and jobembeddedness (β = 0.27). while no abbreviation in the abstract didn’t has direct significanteffects on organizational sustainability (β = 0.03; t = 0.64; ρ > 0.01), and significant effectson job embeddedness (β = 0.40). also the result indicated that green rewards has directsignificant effects on organizational sustainability (β = 0.24), and job embeddedness (β = 0.26).while gco green career opportunities didn’t has direct significant effects on organizationalsustainability (β = 0.04 t = 0.87; ρ > 0.01) and significant effects on job embeddedness (β =0.39). as well as je exerted positive and significant effects on organizational sustainability (β =0.38). the findings imply that the mediator does increase organizational sustainability.conclusion: the study suggests that the pharmaceutical manufacturing businesses shouldprovide their workers with green benefits and promote a green work-life balance and searchfor other green practices in order to prevent organizational deterioration.