The Impact of Green Human Resource Management Practices on Brand Citizenship Behavior and Employee Turnover Intention: A Mixed Methods Approach

Abstract

In light of the escalating necessity for sustainability within Lebanese small to medium-sized enterprises, these organizations are considered contributors to ecological damage. As a consequence, many of these enterprises adopted green human resource management practices encouraging employees toward sustainable behaviors. This is in conformity with the principles of the circular economy that aim to shun resource depletion and resonate with the country’s currency devaluation, political instability, and lack of access to resources. Given this background, this study aims to examine the influence of green human resource management practices on organizational pride, brand citizenship behavior, and turnover intention, moderated by individual green values. This study adopted a mixed-methods approach, collecting quantitative data from 202 employees working for small to medium-sized enterprises through a questionnaire, and qualitative insights through semi-structured interviews from eight managers; these were then analyzed using PLS-SEM and thematic analysis. The results showed that green human resource management practices lead to an increase in organizational pride, which positively influences brand citizenship behavior and negatively affects turnover intention. Individual green values positively moderate the aforementioned relationships. Understanding such detailed interrelationships adds insights into the literature of green practices. Moreover, this is the initial empirical investigation that integrates these concepts within the small to medium-sized enterprise context and provides comprehensive insights to stakeholders to enhance sustainability through appropriate human resource management strategies.

1. Introduction

The building of a strong brand in the highly competitive context of small and medium-sized enterprises (SMEs) is considered one of the most crucial points in today’s fast-paced world [1]. Moreover, there is the undeniable need to curb turnover intentions among skilled employees [2,3]. Lebanese SMEs, operating with limited resources and trying to fit in with a constantly changing market, are in a predicament while creating and maintaining their identities [4]. These businesses heavily rely on their brand reputation to win over the market and build consumer trust [5,6], which is closely tied to the retention of reliable and compatible employees on board [7] for the organization’s core values and its success.

Economic instability, reduced resources, and changing consumer preferences are just a few of the challenges that Lebanese SMEs face in their pursuit towards their brand success [8]. Moreover, SMEs are considered to play a critical role for the Lebanese economy in terms of providing economic growth and sustainable development [9]. With this in mind, for SMEs, incorporating environmentally friendly practices into human resources in this modern era is a must that will aid in improving their brand image with regard to sustainability efforts [10].

Many Lebanese firms have followed the global trend of embracing and implementing such green human resource management (GHRM) practices due to its undeniable potential advantages [11]. However, integrating GHRM policies is not an easy demand for such enterprises taking into account that implementing such practices demand many resources and cultural adjustments. Despite these challenges, the adoption of such practices would help provide a promising route for Lebanese SMEs by means of brand reputation and being in line with global sustainability trends.

From a practical perspective, Lebanese SMEs confront fierce competition and operational challenges in building strong brands and retaining skilled employees amidst economic volatility and evolving consumer preferences. Embracing GHRM practices becomes paramount for these enterprises to bolster brand reputation, align with global sustainability norms, and cultivate employee dedication. Understanding these interrelations equips Lebanese SMEs with actionable tips to manage market complexities while advancing environmental sustainability and sustainable development goals. Additionally, implementing GHRM practices can motivate employees by promoting a deeper connection to the company’s values, enhancing their sense of purpose, and increasing overall job satisfaction. This alignment between personal and organizational values can lead to higher levels of motivation and engagement among employees toward environmental values.

The organizations are influenced a lot by the implementation of eco-friendly HR practices, which in turn could influence the attitudes and behaviors of employees. Therefore, eco-conscious HRM procedures can act as a buffer to drive employees toward brand loyalty by instilling a feeling of organizational pride in them [12]. Adding layers to the discourse, establishing a resonance of the values of the employees with green HR practices accentuates employee engagement and commitment toward sustainability initiatives [13]. Furthermore, social identity theory (SIT) throws light on this process with regard to the significance of belonging to a group. If individuals begin to identify themselves by belonging to a group, then the positive aspects of GHRM practices will boost the confidence and self-esteem of the employees, leading them to feel much prouder of the organization [14].

While many studies have examined the impact of GHRM on employee attitudes and behaviors, e.g., [15,16], Most of the previous studies focused on the direct impact of GHRM on organizational outcomes without considering the underlying psychological mechanisms [17]. Furthermore, research has remained limited to examining the interrelationships among positive emotions, such as pride, and environmentally friendly behavior [18,19]. Consequently, research on mediating factors that provide insights into the pathways through which GHRM works is strongly called for.

Furthermore, the literature primarily based on the West has identified many valuable revelations, but there is a significant gap in studies conducted in developing countries [20], such as Lebanon. Therefore, there is a need to understand the dynamics of eco-friendly HRM practices in these countries because of the unique socioeconomic and distinctive cultural factors. Therefore, the aim of this study is to bridge this gap by examining the connection between eco-friendly human resource management and the change in employee behavior; hence, it is concerned with exploring the mediating role played by organizational pride and the moderating effect of individual green values, especially in Lebanese SMEs. Upon a comprehensive understanding of such dynamics, Lebanese SMEs can astutely cope with the challenges in the market while contributing to environmental sustainability and the promotion of sustainable development.

Consequently, this paper seeks to answer the following questions:

• What is the impact of green human resource management practices on employee turnover intention and brand citizenship behavior?
• What is the role of organizational pride in the relationship between green human resource management practices and each of employee turnover intention and brand citizenship behavior?
• Do individual green values buffer the relationship between green human resource management practices and organizational pride?
• Do individual green values buffer the relationship between organizational pride and brand citizenship behavior?

This study holds substantial contributions in both academic and practical realms. Academically, it enriches the existing literature by examining an integrative green human resource management model within Lebanese SMEs. By examining the effects of green human resource management practices on organizational pride, employee turnover intention, and brand citizenship behavior, this study contributes nuanced insights into how sustainable HR strategies can influence organizational dynamics in a competitive market era. Moreover, it addresses gaps by understanding the mediating role of organizational pride and the moderating influence of individual green values, shedding light on the psychological mechanisms that underpin the relationships between GHRM practices and employee behaviors. Furthermore, the qualitative insights from interviews with managers enrich the understanding of how these practices are implemented and perceived within SMEs, offering context-specific recommendations for effective implementation and organizational change. Together, these contributions advance both the theoretical understanding and practical applications of GHRM in enhancing organizational resilience and sustainability in Lebanese SMEs.

2. Theoretical Background

2.1. Green Human Resource Management Practices and Organizational Pride

Green human resource management (GHRM) integrates HR strategies with environmental considerations and has a significant bearing on the prosperity of the organization, apart from sustainability. GHRM practices relate to eco-conscious recruitment, training, performance appraisal, and rewards, which creates environmental accountability and the realization of sustainable development [21]. GHRM initiatives not only strengthen recruitment efforts but also improve employee satisfaction and performance in very competitive segments [22].

Organizational pride (OP) refers to the positive attitude of employees toward their organization, which is based on external ratings of the group’s prestige and accomplishments [23]. OP is an important antecedent to employee attitude and behavior, enhancing employees’ commitment, job satisfaction, and stress resilience [24,25]. Typically, high OP employees show higher loyalty, more proactive behaviors, and greater intentions to stay with the organization [26,27].

Building from the above, GHRM practices have a deep relationship with OP, since organizations concerned with the environment are mostly seen as attractive to potential employees, and even the current employees have pride and satisfaction working in such a company [28]. Green recognition includes non-cash rewards such as public recognition and paid vacations, which instill pride and encourage action to behave in an environmentally friendly manner [29]. The educational approach in GHRM helps increase the employees’ awareness of the environment and their attachment to sustainability [21].

Corporate social responsibility activities also support OP through the creation of community development and conserving resources [30,31]. Additionally, previous studies revealed that OP is a key component to induce an enthusiastic work environment and social affiliation, which is supported by GHRM practices [25]. Moreover, GHRM policies foster an environmentally friendly culture and strengthen employees’ identification with the organization [31,32].

Furthermore, social identity theory (SIT) posits that individuals derive a significant part of their self-concept from their membership in social groups, which in turn influences their behavior and attitudes [33]. In the context of GHRM, when employees perceive their organization as environmentally responsible, they are likely to develop a stronger identification with the organization. This heightened identification can foster a sense of organizational pride (OP) as employees feel proud to be associated with a company that reflects their values and contributes positively to society. The integration of GHRM practices, such as eco-conscious recruitment and green recognition, reinforces this positive organizational identity, thereby enhancing OP. Consequently, employees who identify strongly with their organization are more likely to exhibit increased commitment, job satisfaction, and pro-environmental behaviors, supporting the hypothesis that GHRM positively influences OP.

Expanding from this argument, studies reveal a positive association between GHRM practices and OP, wherein OP acts as a mediating factor between GHRM and pro-environmental behaviors [18,34]. However, further research is required in this domain [35,36]. Hence, the following hypothesis is proposed:

H1. 

There is a positive relationship between GHRM and OP.

2.2. Organizational Pride and Brand Citizenship Behavior

OP is a significant motivator of employee behavior, with implications for the brand citizenship behaviors (BCBs) of employees in an organization [37,38]. As opposed to identity, which is considered mostly cognitive, pride is seen as an affective state that influences constructs, such as BCB, by accentuating the differences and exceeding social norms [39,40]. The association of pride with brand identification implies that the personal–organizational associations are social and psychological in nature; therefore, the pride within the organizations has to be developed [41,42].

The relation between mood and acquiring a supportive behavior from prior studies indicates that pride at work results in a willingness to contribute fully to organizational goals, which is in accordance with the principles of organizational citizenship behavior [43]. Even though OP has received little attention in the literature on internal branding, it is considered critical to the development of the organization’s culture and creating deep employee belongingness, which, in turn, affects work outcomes and brand-related behaviors [44,45].

Moreover, OP serves as both an emotion and a predictor of behaviors. This comes in resonance with the organization’s brand, contributing to perceiving it as a significant influencer of BCB [46]. This motivational catalyst propels employees to exceed conventional expectations, fostering brand advocacy and encouraging employees to exhibit BCB [24,47]. Previous studies by Youn and Kim [48] and Katzenbach [38] further support this notion, indicating that possess the sense of pride in their organization demonstrate higher levels of task performance, job satisfaction, productivity, creativity, and innovation.

In addition, by projecting the SIT theory to these concepts, we can say that when employees experience organizational pride (OP), their identification with the organization strengthens. This strong identification motivates them to engage in brand citizenship behaviors (BCBs), as they align their actions with the organization’s values. By fostering a positive organizational identity through practices that enhance OP, employees are more likely to exhibit BCB, supporting and promoting the brand. Thus, OP significantly motivates BCB, as employees who identify with their organization demonstrate greater loyalty, advocacy, and commitment to the brand’s success.

Acknowledging the previous notions, the relationship between OP and employee behavior has been well recognized but needs more systematic analysis and extensive investigation to contextualize its implications to organizational success [23]. The need for further research to enhance our understanding of the role of OP in driving employees’ behaviors and its implication for business outcomes has been felt over time. In light of the insights drawn above, the following hypothesis is framed:

H2. 

There is a positive relationship between OP and BCB.

2.3. Organizational Pride and Turnover Intention

Experiencing a sense of OP greatly influences an employee’s perception about the organization and the intent to leave [49]. Research by Gouthier and Rhein [23] suggests that there is a solid link between OP and job satisfaction, such that employees who experience the sense of pride in their organization show satisfaction with their jobs. These pride sentiments not only act as a motivator to improve performance but also create more enthusiasm and dedication among employees.

Moreover, Durrah, Chaudhary, and Gharib [50] underline the major contribution of OP in decreasing turnover intention and enhancing employee retention. To deal with the main contributors of OP, such as creating a positive organizational culture and development opportunities, an organization can set up an environment that encourages pride and commitment among employees.

In the same vein, Fiernaningsih et al. [51] suggest that being content with a job is positively influenced by OP, therefore suggesting that cultivating prideful sentiments toward the organization can help solidify workers’ bond as well as induce allegiance with their work. This leads to an increase in job satisfaction, which translates into elevated satisfaction, increased involvement, and lowered intent to leave.

Furthermore, considering recent studies, Chan and Mak [52] and Wang et al. [53] emphasize the role of job satisfaction in enhancing an employee’s commitment to the organization. They also point out that satisfied employees do not quit their job, thus implying an indispensable role of OP in minimizing turnover intention. From that, OP is viewed as one of the key determinants affecting turnover intention. Recent research, however, indicates that emotional exhaustion also plays a crucial role in affecting the intention to leave [54]. Therefore, when trying to study the relationship between OP and turnover intention, a holistic approach taking into account various factors, including OP and emotional exhaustion, cannot be ruled out.

Alongside, according to SIT, when employees experience organizational pride (OP), their identification with the organization strengthens. This strong identification reduces turnover intention, as employees with high OP are less likely to leave. By fostering a positive organizational culture and providing development opportunities, organizations can enhance OP and, consequently, reduce turnover intention. Thus, OP is negatively related to turnover intention, as employees who identify strongly with their organization are more likely to remain committed and loyal.

Based on the previous insights, OP is considered a crucial factor in the process of influencing turnover intention, yet it is not the sole determinant. Other factors such as emotional exhaustion also play a significant role in provoking turnover intentions [25,54]. Therefore, it is essential to consider a more holistic approach in the pursuit of examining the innate association that exists between OP and turnover intention. As a consequence, the following hypothesis is formulated:

H3. 

There is a negative relationship between OP and turnover intention.

2.4. Individual Green Values (IGVs) as a Moderator

For any brand to flourish, it is important to develop a workforce that act as ambassadors and represent positive images of the brand to external stakeholders. Employees’ behaviors tied in with a brand’s values will help build a strong brand image [55]. With that being mentioned, employees who embody the values of their brand demonstrate elevated levels of commitment in addition to spontaneity, aiding in contributing to more favorable performance [56]; as such, IGVs are significant contributors in this alignment. According to social identity theory (SIT), a higher level of IGVs in employees resonates with better organizational harmony when green practices are implemented [33]. These values vary among individuals, and this fluctuation affects the individuals’ commitment to sustainable behaviors within the firm [18]. Acting as a mirror image, IGVs reflect employees’ perspectives on environmental consciousness that catalyze their contributions toward green practices [57]. More specifically, SIT posits that individuals derive part of their identity from the groups they belong to, including their workplace. When employees strongly identify with environmental consciousness (reflected in high IGVs), they are more likely to actively participate in and support green initiatives. Employees who see themselves as part of an environmentally conscious organization are more likely to engage in behaviors that align with these values, such as reducing waste, conserving resources, and promoting sustainability both within and outside the workplace. This alignment between personal and organizational identities not only enhances employee engagement but also contributes to the organization’s overall environmental efforts and sustainability goals. Thus, SIT underscores the importance of organizational values in shaping employee behaviors and fostering a sense of collective responsibility towards environmental stewardship.

Expanding on the discussion, previous research also indicates that employees who hold deep eco-conscious values are prone to maintaining organizational pride while engaging in green practices, with IGVs positively moderating the relationship between eco-conscious HRM actions and employees’ behaviors [12,58,59]. Recent studies highlight the paramount contribution of IGVs in the complex interaction between green HRM practices and organizational performance, showcasing the multi-dimensional nature of this relationship [60,61,62,63]. Given these findings, the following two hypotheses are proposed to further explore the impact of IGVs as a moderator.

H4. 

IGVs moderate the relationship between GHRM and OP.

H5. 

IGVs moderate the relationship between OP and BCB.

2.5. Conceptual Framework

The theoretical framework depicted in Figure 1 serves as a conceptual basis and organizational framework for comprehending the connections among variables and concepts examined in this research.

3. Research Design

3.1. Sampling and Data Collection

A triangulation mixed-methods approach is applied in the process of research and gathering of quantitative and qualitative information. Methodological triangulation was employed in this study through the use of both interviews with managers and questionnaires with employees (Appendix A). This approach was implemented to cross-validate findings and to obtain a multifaceted perspective on the topic. By integrating data from multiple sources, the robustness and validity of the research outcomes were enhanced. Convenience sampling is employed for the gathering of quantitative data. Convenience sampling is an approach in non-probability sampling, which is the most prevalent in developmental science, mainly because of the following: cost-effectiveness, time efficiency, and simplicity in execution [64]. According to the Ministry of Economy and Trade in Lebanon, SMEs constitute 70% of the Lebanese workforce. The sample size of the quantitative data was obtained from G*Power, ranging from 131 to 180 participants based on 80% statistical power, f = 0.01 effect size, a criterion R² of 0.10, and an α level of 0.01, as advised by Faul et al. [65] and Hair et al. [66].This range indicates that any sample size above 180 participants is appropriate to analyze the results and make generalizations. Collection of data took place between January and February 2024. In total, 350 questionnaires were given out; 202 SME employees responded to it, which represents a 57.7% response rate. Data collection for this study included SMEs from diverse sectors such as pharmaceuticals, manufacturing, education, healthcare, and technology. Among the respondents in this survey, females are the majority among the participants at 59.9%, while males make up 40.1%. In terms of age, the 45–54 age group is the highest in the sample at 22.6%. Moreover, holders of bachelor’s degrees are the largest educational group in this study at 42.5%.

Additionally, the qualitative data collection was carried out using the purposive sampling technique. In qualitative research, while not random, purposive sampling maintains rigor by allowing for researchers to sample participants possessing the relevant experiences or characteristics that pertain to the study’s objectives, as emphasized by Smith and Osborn [67]. In the process of collecting the qualitative data, purposive sampling was employed to select participants who met specific criteria that are relevant to the research objectives. Addressing each facet of rigor involves attending to various elements that contribute to the quality and reliability of the research [68]. The sample size in purposive sampling is determined by “data saturation” [69]. Saturation of data was reached after “8 interviews” where no new information or themes emerged from later interviews; hence, the managerial insights on the subject under study were fully covered.

Common method bias was addressed in this study through rigorous methodological approaches. Firstly, anonymity and confidentiality were ensured in the questionnaire to encourage honest responses from participants without fear of repercussions. Secondly, data collection employed a dual-source approach, gathering information both from employees via surveys and from employers through semi-structured interviews. This methodological design aimed to minimize bias by capturing perspectives from multiple sources, thereby enhancing the reliability and validity of the findings.

3.2. Measures

The questionnaire items, relating to all the variables, were taken from the available literature and were used in this research. Meant to be answered by the employees, a five-point Likert scale was used for every variable. GHRM practices had been operationalized using six items. This is as suggested by “Kim et al.” [70]. The variable BCB was gauged using a scale of 7 items as suggested by “Van Nguyen et al.” [71]. Operationalizing OP involved the adoption of four items from “Ng, Yam and Aguinis” [72]. The measurement items for the variable turnover intention were measured using a three-item scale implemented by “Long et al.” [73]. Finally, three items to measure IGVs were drawn from Chou’s research [74]. To enhance clarity and comprehension, the survey questions underwent transcription and editing.

The interview questions were semi-structured and based on the concepts of GHRM practices within the organization by “Pavlova, Salminen, and Mattila” [75]. The questions were oriented to reveal specific green initiatives and activities, assess personal perception toward those initiatives, and explore how the managers support them. Organizational pride-oriented questions were posed based on the pride theory by “Wenström, Uusiautti, and Matta” [76], eliciting what makes managers proud and the question of co-operation with other people and its effect on enthusiasm. Actions related to brand citizenship-oriented questions were adapted from “Arda et al.” [77], and those that sought answers related to employee turnover intention were adapted from “Tan et al.” [78] to explore job satisfaction, challenges, and coping strategies. Finally, questions seeking individual green values were designed based on “Perey’s” [79] narrative interview approach—questions that elicited discussion over the submitted suggestions to environmental sustainability and its effects from a managerial point of view.

4. Data Analysis

In the proposed model of this study, partial least squares structural equation modeling (PLS-SEM) was used. According to Hair et al. [80], PLS is considered appropriate for a more comprehensive range of sample sizes and an advanced model with fewer limitations on the data, besides being an efficient technique. Given the presence of multiple items for each factor presented in this study, PLS-SEM allows for better inclusion of these factors in comparison to other statistical methods. PLS-SEM finds application in conducting moderation analyses with continuous variables.

The Gioia methodology was used in collecting and processing qualitative data because of its increased rigor by using the systematic research approach. According to Gioia, Corley, and Hamilton [81], the process involves three key steps: firstly, generating analytic codes and categories, and organizing these into a structured data format consisting of “1st-order” (informant-centered) codes, “2nd-order” (theory-centered) themes, and “aggregate dimensions”. In this study, a manual process was employed to transcribe and perform thematic analysis, in order to screen the data derived from the eight interviews conducted. Each interview was transcribed by hand, which captured the nuances of language and non-verbal cues necessary to piecing together the participants’ views.

4.1. Results

In the process of investigating the relationship between GHRM practices and their impact on BCB and turnover intention, both questionnaires and semi-structured interviews were undertaken. The research calls upon a triangulation approach in which quantitative analysis is combined with qualitative inquiry; this allows for gaining insights into employee and managerial viewpoints. Such concurrent usage of methods enhances both the robustness and the depth of findings, thereby adding to the validity and reliability of research. Triangulation helps in the process of uncovering the reality inherent in the data, as noted by Denzin [82] and Denzin and Lincoln [83]. Further, through the use of diversified datasets, methodologies, theories, and investigators, triangulation enhances the depth of research and allows for the derivation of deep-seated conclusions, as noted by Ajemba and Chinwe [84].

4.1.1. Quantitative Results

The measurements were checked for both reliability and validity before further analysis.

Table 1. Measurement model.

Constructs	Indicators	Standardized Loadings	CR	α	Rho A	AVE
Green human resource management practices (GHRs)	GHR1	0.851	0.807	0.910	0.846	0.583
	GHR2	0.840
	GHR3	0.821
	GHR4	0.733
	GHR5	0.745
	GHR6	0.819
Organizational pride (OP)	OP1	0.731	0.814	0.823	0.809	0.642
	OP2	0.833
	OP3	0.919
	OP4	0.703
Brand citizenship behavior (BCB)	BCB1	0.845	0.874	0.843	0.867	0.733
	BCB2	0.826
	BCB3	0.871
	BCB4	0.747
	BCB5	0.788
	BCB6	0.706
	BCB7	0.896
Employee turnover intention (ETI)	ETI1	0.825	0.801	0.829	0.842	0.723
	ETI2	0.841
	ETI3	0.756
Individual green values (IGV)	IGV1	0.886	0.773	0.756	0.721	0.679
	IGV2	0.704
	IGV3	0.892

shows that the standardized loading exceeds the threshold that is 0.5. In addition to that, Cronbach’s Alpha values and the composite reliability (CR) coefficients surpassed the acceptable thresholds: the Cronbach’s Alpha values were above 0.6, in accordance with Vaske et al. [85], while the CR values were above 0.7, following the suggestions of Hair et al. [66] indicating internal consistency. The average variance extracted (AVE) crossed the threshold of 0.5, this proves that a satisfactory convergent validity exist. The heterotrait/monotrait (HT-MT) ratio was used for discriminant validity, as demonstrated in

Table 2. Heterotrait–monotrait ratio (HT-MT).

	GHR	OP	BCB	ETI
GHR
OP	0.711
BCB	0.604	0.628
ETI	0.705	0.611	0.743
IGV	0.680	0.802	0.579	0.554

, by comparing the correlation between indicators of different constructs to those of the same construct. All HT-MT values fall below 0.85, which is considered satisfactory, according to Hair et al. [66]. This means that the constructs in the model represent distinct concepts, each measuring different underlying concepts. Based on this, as evidenced by the outcomes of Table 1 and Table 2, the measurement model is adequate.

In addition to the fact that the measurement model is valid, the structural model also went through a process of analyzing and verification. Indicators such as the normal fit index (NFI = 0.931) were considered, and the standardized root mean square residual (SRMR = 0.021) was found to be within acceptable thresholds, indicating no multicollinearity issues. Additionally, in behavioral research, achieving an R² value of 0.20 is considered a notable standard [80]. Likewise, Q² values exceeded the recommended threshold of 0.0 [86]. Moreover, this study judges the appropriateness of the model by comparing the differences in observed variances and correlations using the “Standardized Root Mean Square Residual”. An SRMR < 0.08 has been considered by Hu and Bentler [87] to indicate an adequate fit. The SRMR value of the proposed model, standing at 0.021, signifies an adequate model fit. These findings, presented in

Table 3. Structural model assessment and hypotheses testing.

Effects	Relations	ß	t-Statistics	F2	Decision
H1	GHR → OP	0.304	5.205 ***	0.114	Supported
H2	OP → BCB	0.309	5.362 ***	0.118	Supported
H3	OP → ETI	−0.204	−2.971 **	0.086	Supported
H4	GHR×IGV → OP	0.409	6.797 ***	0.159	Supported
H5	OP×IGV → BCB	0.412	6.834 ***	0.156	Supported

R²_OP = 0.37/Q²_OP = 0.17; R²_BCB = 0.47/Q²_BCB = 0.26; R²_ETI = 0.61/Q²_ETI = 0.37; SRMR: 0.021; NFI: 0.931; 0.01 **, 0.001 ***.

, confirm a good fit for the statistical model. Moreover, Figure 2 and Figure 3 represent the interaction effect in a plot, where IGVs enhanced the positive linkages between GHRM and OP, and also between OP and BCB, respectively, even on lower levels (i.e., the lower line in each figure is also ascending but with a smaller slope).

4.1.2. Qualitative Results

Through the eight interviews performed with the managers of the SMEs, managerial perspectives are collected on green initiatives to gain deeper insights. The interviews probed into the different aspects of organizational attributes, including the implementation of and importance given to green initiatives, the role of managers, and the implications for the organizational performance.

Table 4. Characteristics and responses for GHRM open questions.

Characteristic

Quotes

Green Initiatives Importance of Green Initiatives Manager’s Role

Q1.P1: “We are sensitive to plastic waste, and we recycle so that it does not cause any harm to the environment.” Q1.P3: “Recently, we established a water refining station to enhance our sustainability efforts.” Q1.P6: “Neither the company nor the government really care about the environment.” Q2.P1: “Through these actions, we ensure the satisfaction of our neighbors while minimizing disruptions.” Q2.P8: “These activities are the company’s public face in the community. Q3.P3: “The management responsibilities involve the planning of the budget to be used in executing these processes and laying out financial strategies for these processes.” Q3.P7: “We must lead by example for our workers as we take this first step.”

summarizes key themes with representative quotes from the interview responses regarding green practices, their importance, and role in advancing these initiatives.

To understand the drivers of organizational pride in Lebanese SMEs, the managers shared their views of the work environment, practices that are positive, and collaboration.

Table 5. Themes and quotes on organizational pride.

Characteristics	Quotes
Work Description and Inspiration Incentives	Q4. P1: “In our workplace, open communication flourishes, such that everyone’s views are considered, which improves our organizational culture.” Q4. P1: “I take pride in my work, particularly in the industrial field; it is not a form of employment to me.” Q4. P2: “Our company promotes teamwork, and hence everyone supports each other like a family, which helps our work culture a lot.” Q4. P7: “Our organization offers equal pay and is also reputed to be a company in society, with an ISO certificate.”
Positive Practices Interaction and Collaboration	Q5. P2: “Participation in activities including exhibitions or even events related to societal issues shows our commitment to making a positive impact.” Q5. P3: “We prioritize sustainable development to ensure a brighter tomorrow.” Q5. P7: “We do value innovation and new ideas.” Q6. P6: “Group working is almost non-existent; people work for their own benefit.” Q6. P5: “It definitely increases productivity by leveraging diverse skills.” Q6. P8: “I can’t deny that collective performance surpasses individual one.”

outlines the key themes and includes selected quotes from their responses.

To comprehend managers’ perception on how they support the brand, managers offered a reflection on their broad experiences and techniques to enhance brand reputation.

Table 6. Themes and quotes on brand citizenship behavior.

Characteristic	Quotes
General Experience and Perception to Support Brand Image	Q7. P1: “Word of mouth remains a powerful tool for us, to enhance our reputation among customers.” Q7. P3: “Dedication to work and commitment are important, so committed employees help to deliver exceptional service.” Q7. P5: “Leveraging social media allows us to engage with a broader audience.” Q7. P6: “Quality of product is crucial to us.” Q7. P7: “post-sales services have undeniable significance to our customer satisfaction Q7. P8: “Transparency in operations is key to maintaining trust and loyalty among our customers.”
Positive Practices and Methods to Enhance Brand Reputation	Q8. P2: “Participating in exhibitions enables us to showcase our products and can help with this.” Q8. P3: “We recognize that our employees are the face of our company, and we prioritize their training and support to keep customers satisfied.” Q8. P5: “Expanding our marketing helps us reach new audiences.”

accentuates different themes and prominent responses that these managers have provided.

To get more holistic insights about aspects that impact employees leaving intentions within SMEs in Lebanon, managers explained their miscellaneous strategies in how they address such intentions and how they foster the retention of employees.

Table 7. Characteristics and responses for turnover intention open questions.

Characteristic	Quotes
Job Satisfaction	Q9. P2: “feeling secure is essential to maintain employee satisfaction.” Q9. P4: “Creating a healthy environment is vital for promoting employee well-being and maintaining a positive workplace culture.” Q9. P5: “Fostering a professional and inclusive work environment is essential for employee satisfaction and retention.” Q9. P7: “Offering competitive salaries and benefits is crucial.”
Consideration of Leaving	Q10. P3: “I weigh my work-life balance when contemplating whether to stay or leave my current role.” Q10. P5: “I carefully evaluate the compensations and benefits offered to me, as they play a vital role in my decision-making process.” Q10. P8: “The level of job satisfaction is a significant factor.”
Managing Intention to Leave	Q11. P1: “As a manager, I assess the issue and actively work to solve it before any employee decides to leave the organization.” Q11. P6: “Staying or leaving depend on various issues.” Q11. P7: “Employee feedback is important to keep their voices heard.”
Addressing Difficulties	Q12. P1: “Adaptation is a key in addition to finding creative solutions.” Q12. P2: “Sometimes, a person should ignore minor issues that don’t have a deep impact.” Q12. P5: “I evaluate the problem, and I try to think of an acceptable solution.”

presents key themes and attributes from the managers responses.

Managers perspectives and insights are shared regarding IGVs including different suggestions for sustainability that has been recommended, the nature of such recommendations, in addition to the importance of such prompts within the SMEs.

Table 8. Characteristics and responses for IGVs open questions.

Characteristic	Quotes
Suggestions for Sustainability	Q13. P1: “We work on implementing and enhancing our green strategies throughout our operations to reduce our environmental footprint.” Q13. P2: “The best way is to partner with environmental organizations.” Q13. P6: “When I went to the work domain, nobody cared about these activities.” Q13. P7: “Using economizers to minimize resource consumption.”
Nature of these Suggestions	Q14. P1: “Reviewing and updating our green policies is imperative.” Q14. P5: “Implementing a plastic recycling program to reduce plastic waste.” Q14. P2: “Installing a water refining system to manage water consumption.” Q14. P8: “Advocating for renewable energy adoption.”
Significance of Green Suggestions	Q15. P1: “Encouraging everyone to contribute green suggestions fosters environmental responsibility.” Q15. P2: “Involving all members taps into diverse ideas for more sustainable practices.” Q15. P4: “Some suggestions may not impact managerial roles.” Q15. P5: “These suggestions are important for both environment and employees.” Q15. P8: “People think about how to overcome economic and health issues over the environment.”

presents these characteristics and quotes.

5. Discussion

The first hypothesis, which was related to the impact of the environmentally conscious HRM practices on OP, was supported by the current study and is in line with prior research by Elshaer et al. [18], Jabbour, Santos and Nagano [28], Maior et al. [88], Onwezen et al. [89], and Bissing-Olson et al. [90]. The insights obtained from interviews with managers in the Lebanese SMEs focused mainly on the environment showed an elevated level of pride. According to insights shared by managers, amidst Lebanon’s current economic and political challenges, the government’s neglect of green issues has amplified the importance of environmental initiatives embraced by SMEs. As per their observations, these initiatives are seen not just as obligatory actions but as authentic demonstrations of the company’s concern for the environment and social responsibility toward society. This genuine commitment, as perceived by the managers, fosters a heightened sense of organizational pride among employees.

In a similar vein, this study’s quantitative results showing that there is indeed a positive relationship between OP and brand loyalty behaviors, as theorized in hypothesis 2, confirm the previous theories. The results corroborate those of Tyler and Blader [26], and Elshaer et al. [18]. Based on the qualitative findings, employees’ pride in their companies significantly influences brand loyalty [91]. Ajzen [92] suggests that attitude predicts behavior. From this viewpoint, pride owners will be more loyal to the organization. Key factors contributing to this pride include meaningful job roles, personal attachment to the job, organizational culture, training initiatives, competitive remuneration, and career prospects. Team working was highlighted by managers as important in productivity, but its degree of adoption is variable in organizations. Moreover, there is a clear indication that managers high in organizational pride are strongly committed to protecting the reputation of the brand, consistent with the conclusions of Ilyas et al. [93]. In light of that, it is an important awareness to have in order to support the perception of the brand and encourage employee ambassadors of the brand.

Further, in the quantitative data analysis, it was found that statistical analysis shows an inverse relationship between OP and employee turnover intention. In fact, the findings support hypothesis 3. These findings are consistent with the prior studies conducted by Brown et al. [94], Kraemer and Gouthier [25], and Gouthier and Rhein [23]. While looking at the qualitative data analysis, it is found that OP is significantly influencing the management of turnover intention within the organizations. Based on the insights of interviewed managers, it is shown that those who have higher OP show more proactive approaches toward addressing turnover intention. They have paid more attention to issues such as job satisfaction, well-being of the employees, and employee retention strategies. OP develops a sense of belonging and commitment among the employees, which in turn lessens the desire for a switch to another employment. Additionally, job satisfaction, well-being of employees, fair compensation, and positive organizational cultures are important issues influencing both OP and the rate of employee retention, which is consistent with the revelations of Alam and Asim [95]. The impact of OP on turnover intentions is very important for organizations trying to reduce turnover rates and maintain greater stability in their workforce. The factors, as informed by the managers, include the state of economic conditions, the political environment, career growth opportunities, job satisfaction, and work–life balance.

Additionally, the results from the PLS-SEM analysis supported the moderating effect of IGVs on the relationships between GHRM-OP association, as proposed in hypothesis 4. These findings are in line with previous studies that show when the values of the organization match personal values, there is a significant improvement in employees’ attitudes and behaviors toward their work, e.g., [17,18,62]. In addition, from this study, qualitative insights can be derived that contribute valuable understanding to the subject, enriching our comprehension. Societal priorities are shifting; hence, new times require a second look at the GHRM-OP relationship. The current economic stability and health-related problems may overshadow the engagement in GHRM practices, thereby resulting in a potential mismatch. Understanding how economic and health factors interact with perceptions of OP and GHRM enables an organization to adapt these practices strategically to enhance sustainability. This rich understanding facilitates the effectiveness of the GHRM initiatives, even when challenged by external factors. These results reconcile with previous studies that have shed light on the significant role of green human resource management practices in improving the conditions of developing countries, e.g., [96,97].

Likewise, the results from the quantitative analysis supported the mediating impact of IGVs on the OP-BCB association as hypothesized in hypothesis 5. The results were expected since the previous literature shows that IGVs strengthen the association between GHRM practices and employees’ environmental enthusiasm [12,18] and add to citizenship behavior in general [62]. Qualitatively, managers underlined the necessity of valuing the employees’ green insights and suggestions, indicating that when their voices are being heard and they are trusted by their organization, they will show loyalty and a strong sense of belonging. Questions here come up with regard to the effect of employee involvement and trust on their citizenship behavior.

More specifically, the interviews conducted with managers further justified these ideas. Managers observed that GHRM practices do more than just promote environmental responsibility; they also foster a sense of organizational pride among employees. This pride is crucial as it enhances brand citizenship behavior, where employees actively support and promote the organization’s brand values. Managers noted that employees who feel proud of their organization’s green initiatives are more likely to engage in behaviors that reflect positively on the organization, thereby strengthening its brand image.

Moreover, the managers highlighted that organizational pride reduces turnover intention. Employees who are proud of their organization’s commitment to environmental sustainability are more likely to feel a strong sense of loyalty and are less inclined to seek employment elsewhere. This reduced turnover intention is beneficial for organizational stability and continuity.

Importantly, individual green values (IGVs) were found to amplify these positive outcomes. Managers reported that employees with strong personal environmental values resonate more with the organization’s GHRM practices, leading to a deeper alignment between personal and organizational values. This alignment enhances employees’ commitment and dedication to the organization, driving both enhanced brand citizenship behavior and lower turnover rates.

6. Conclusions

This research investigates the impact of green HRM practices on OP, BCB, and turnover intention as well as the moderating effect of IGVs in Lebanese SMEs, drawing mainly from the insights of SET and SIT. The revealed findings show that GHRM practices indeed are related positively to OP and BCB, while higher OP relates to lower turnover intention. IGVs moderately affect these associations; hence, HRM practices need to match and resonate the values of the employees. The conclusions and implications drawn from the quantitative and qualitative analyses enable one to draw more comprehensive insights toward furthering sustainability and success in Lebanese SMEs through ensuring tailormade HRM practices within the local context. Above all, this research reveals the acute role of GHRM practices in increasing organizational success and offers practical recommendations for managers of SMEs who seek to achieve a better degree of fit between their HRM practices and employee engagement and retention.

The findings can be integrated at many levels, such as practitioners, policymakers, and academicians. First, the managers in SMEs can utilize insights from GHRM practices to further elevate their organizational sustainability efforts. With green HRM, like green training, communication, recruitment, and performance management, managers are able to develop and maintain sustainable behavior of their employees besides improving the general organizational sustainability performance.

Policymakers can benefit from knowing what the regulatory framework and government control do regarding sustainability, particularly in the case of SMEs. The effectiveness of existing policies and identification of regulatory gaps can provide grounds for recommendations to improve regulatory mechanisms in view of sustainable business practices. The understanding will be material to establishing a conducive atmosphere for SMEs to adopt and implement green initiatives effectively.

Combining the theoretical framework with empirical evidence, this study indeed gives a roadmap for SMEs to adopt sustainable HRM strategies. In a practical sense, this study would provide valuable information for SME managers on how to manage initiatives that would create organizational pride and good brand citizenship, hence creating an environment that would best attract and retain human talent. Ultimately, the adoption of strategic HRM approaches, tailored to the needs of Lebanese SMEs, can facilitate flourishing and long-term development.

Based on the above, the research findings highlight significant implications for both managerial practices and academic discourse, particularly in the context of Lebanese SMEs.

6.1. Managerial Implications

Managers in SMEs in Lebanon can gain significant insights from this study to enhance their organizational sustainability efforts. This paper presents novel implications for the strategic implementation of GHRM practices, such as green training, communication, recruitment, and performance management, which collectively foster sustainable behaviors among employees. By aligning HRM strategies with employee values, managers can improve organizational sustainability performance while enhancing employee engagement and retention.

Given Lebanon’s unique environmental challenges, it is imperative for SMEs to adopt eco-conscious practices. The findings underscore the critical role of GHRM in driving organizational success through tailored practices that resonate with employee values. Managers in Lebanese SMEs can leverage these insights to develop and refine HR policies that emphasize sustainability, embedding green values into the organizational culture. This supports environmental goals and builds a positive reputation, attracting talent and strengthening employee and customer loyalty. Moreover, it is crucial for managers to stay informed about and adapt to regulatory initiatives concerning sustainability, especially in Lebanon. Continuously refining and upgrading codes of conduct and regulatory frameworks ensures alignment with legal requirements and industry standards, safeguarding long-term viability.

In Lebanon, where economic and environmental stability are interconnected, establishing a conducive environment for SMEs to implement green HRM initiatives is vital for national sustainable development. This study shows how Lebanese SMEs can contribute to broader sustainability goals by integrating green practices into their HRM strategies. By fostering a green organizational culture, Lebanese SMEs can address environmental issues and enhance their resilience and success in a challenging economic era.

6.2. Academic Implications

Academicians can use the theoretical framework and empirical evidence presented in this study to further academic discourse on sustainable HRM strategies. By combining insights from social exchange theory (SET) and social identity theory (SIT) with empirical findings, this study offers a novel roadmap for SMEs to adopt and implement sustainable HRM practices effectively. This integrated model has not been extensively examined before, especially in the Middle East.

This study fills a critical gap in the existing literature by examining how GHRM practices influence organizational pride (OP), brand citizenship behavior (BCB), and turnover intention in SMEs. It highlights the strategic value of aligning HRM practices with environmental sustainability goals, demonstrating the positive impact on employee engagement and retention.

Empirical evidence from qualitative interviews with managers in Lebanon adds depth to the theoretical insights, revealing real-world applications of GHRM practices in a region where such research is sparse. This validation strengthens the theoretical framework and provides a robust basis for future research.

7. Limitations and Recommendations

Acknowledging the constraints of the study pave the way for future research directions on green HRM practice to overcome such limitations. Although the research offers valuable insights into the determinants affecting the adoption and efficacy of eco-friendly HRM practices, the existence of extension possibilities is undeniable. Future research can extend the given model by considering other variables, such as organizational culture, styles of leadership, trust, and employee perception. Additionally, longitudinal studies would have the advantage of monitoring the longer-term effects of eco-conscious HRM initiatives on green and non-green organizational outcomes as well as employee behaviors. Moreover, further studies can delve into the impact of external factors, such as regulatory frameworks and market dynamics, on the GHRM practices efficacy. In addition to that, different managerial strategies need to be investigated to provide a much broader basis of understanding regarding the implementation of such practices. Moreover, convenience sampling was used to collect questionnaires, introducing potential biases that may affect sample representativeness and the generalizability of findings. Future research could utilize probability sampling methods and conduct normality tests for more robust results. Lastly, comparative studies across diverse industries and geographical regions would enhance the generalizability of findings and the wider debate on sustainable HRM practices.