Impact of Green Work–Life Balance and Green Human Resource Management Practices on Corporate Sustainability Performance and Employee Retention: Mediation of Green Innovation and Organisational Culture

Abstract

Green work–life balance (GWLB) has emerged from sustainability and work–life balance (WLB) studies. The goal is to examine how GWLB policies benefit organisations. This focuses how individuals could reduce an organisation’s environmental impact. The sustainability of green human resource management (GHRM) practices and human resource (HR) operations has changed significantly in recent years. HR are an organisation’s most important assets. This study examines how GWLB and GHRM practices affect a corporate sustainability performance (CSP) and employee retention (ER) of UK’s industrial companies. It also examines how organisational culture (OC) andgreen innovation (GI), affect these aspects. This study surveyed 450 operational supervisors in a variety of manufacturing firms in the UK. A self-administered survey using a scale was used to collect data. SPSS 26 and Smart PLS 4 analysed the data. According to research, GHRM practices and GWLB programs improve CSP and ER. The data also show that GI mediates the relationship between GHRM practices, ER, GWLB, and CSP. In the UK manufacturing industry, OC helps maintain a GWLB, ER, implement environmentally friendly HR practices, and achieve CSP goals. This study will methodologically, practically, and theoretically affect HR specialists, academics, and corporate leaders.

1. Introduction

Green human resource management (GHRM) practices are an emerging discipline that focuses on human-resource-management (HRM) practices that emphasise both environmental concerns and employee satisfaction. Maintaining financial viability while endeavouring to achieve social and business objectives is of the utmost importance. GHRM has emerged as a significant area of applied research because it focuses on developing environmentally sustainable business strategies that effectively retain skilled workforce. As Al-Hajri [1] states, GHRM promotes sustainable development and strengthens employees’ dedication to ecological conduct. At present, GHRM’s efforts to foster employee retention (ER) and promote corporate sustainability performance (CSP) have not received adequate attention [2]. The aims of GHRM practices are twofold: to promote ER and foster a CSP by recruiting environmentally conscious individuals, providing suitable training, and establishing monetary incentives [3].The performance and character of the organisation is profoundly affected by the considerable rate of personnel attrition [4].

Work–life balance (WLB) is a critical concern that universally affects employees, irrespective of their profession, age, gender, educational attainment, or family structure [5]. According to Indu and Sinha [6], green work–life balance (GWLB) is an alternative term for WLB activities comprising the existence of an individual. To lead a comprehensive and auspicious existence, it is critical to possess the following: a loving family, good physical health, secure finances, a fulfilling professional pursuit, fulfilment of social responsibilities, intellectual contentment, and spiritual enlightenment [7]. Ensuring equilibrium is a fundamental requirement for the perpetual progression of one’s life. Attaining a state of balanced equilibrium between one’s professional and personal spheres empowers individuals to optimise their capabilities across all facets of life. Most employees face the daily challenge of balancing work and family duties. Despite the inherent difficulty of balancing professional and familial responsibilities, workers strive to attain a state of balance [8].

There is growing awareness among organisations regarding the importance of implementing GHRM practices to improve environmental performance and attain sustainable expansion [9,10,11]. According to a study conducted by Lamane-Harim et al. [12], the adoption of GHRM practices fosters the growth of an organisational culture (OC) that is environmentally aware. This culture mediates the positive correlation between GHRM practices, GWLB, and CSP.

Aggarwal and Agarwal [13] provide empirical evidence that the implementation of a green company culture can bolster environmentally sustainable innovation and confer a competitive edge to businesses. Green innovations (GI) refer to advancements that have an environmental management impact [14]. Organisations are modifying their approaches to environmental management in response to resource imbalances and environmental concerns. To promote sustainability and encourage innovation, it is recommended that modern organisations implement management strategies that are mindful of environmental concerns [15]. The implementation of GI strategies have the potential to substantially enhance resource productivity and mitigate pollution effectively. HR can play a pivotal role in facilitating and supporting such endeavours. GI has emerged as an essential business strategy [16].

In recent years, there has been a surge in the adoption of GHRM practices as an enterprise strategy to proactively improve CSP [13]. GHRM practices refers to advocate for ecological sustainability [17]. He and Wang [18] stated that human resource initiatives, including leadership development, selection, training, and recruiting, can assist personnel in gaining a deeper understanding of sustainable practices. Performance evaluations and incentive systems that emphasise the possibility of enhancing environmental performance continue to motivate recently recruited and trained personnel.

The proliferation of technological innovations has substantially augmented individuals’ capacity to employ synthetic resources, thereby augmenting their standard of living. Due to the negative impacts of overabundance on the environment and sustainability, a delicate equilibrium must exist between resource utilisation and economic development [19]. The task of reconciling economic growth and sustainability occasionally necessitates compromises, which presents economies with substantial obstacles. As stated by Altassan [20], authorities in the field argue that it is difficult to accomplish both objectives simultaneously. The close relationship between innovation and ecological growth is widely acknowledged. Economic progress is generally stimulated by robust industrial activities [21].

Research Gap and Problem

GHRM practices and GWLB have been linked to increased ER and CSP. However, studies on the implementation of environmentally friendly initiatives by environmentally conscious personnel should consider GI and OC. Furthermore, a recent investigation by Fang et al. [22] found that there is a shortage of research into how OC affects CSP. According to Muisyo and Qin [23], uncertainty remains regarding the relationship between CSP, GHRM practices, and OC. Scholars should invest a significant amount of time and resources to examine the complex relationship between OC and GHRM practices [24].

According to a recent study, Mittal and Kaur [25] found that an CSP improves through the use of GHRM practices. Although GHRM has been shown to have positive benefits for both human and organisational outcomes, researchers are still investigating the precise mechanisms and timing by which GHRM promotes GI [26]. According to previous research, using HRM techniques that focus on environmental challenges could boost GI. However, further development is required for this particular subject [27]. Putting GHRM practices ideas into reality is an effective way to promote GI and enhance environmental outcomes. These techniques involve the implementation of strategies and frameworks to engage a higher percentage of staff members in a supervised environment. Empirical research on the connection between GHRM practices and GI in the UK’s manufacturing sector is lacking.

Recent studies conducted by Islam et al. [3] provide insightful viewpoints on a company’s adoption of a OC and how it has affected innovation. Although GI and GHRM practices are known to be good for the Earth, academics have not paid much attention to how they work together [5]. Further research is needed to ascertain the connection between GI, OC, and GHRM practices. Further investigation is necessary to ascertain the potential impacts of these components on the specified performance [13]. By offering empirical insights from the standpoint of a developing nation grappling with environmental degradation and resource depletion, this study addresses the lacuna in the literature. Industrial progress is of the utmost importance, according to both Muisyo and Qin [23], because it simultaneously addresses significant environmental challenges, such as waste minimisation, pollution reduction, and natural resource depletion mitigation, while contributing to national development.

Hoxhaj et al.’s [28] limited research was conducted to assess the performance of businesses, with only a handful of studies endeavouring to fill this void in knowledge. Academic scholars have advised British enterprises to adopt environmentally sustainable practices. There are still unresolved questions concerning the efficacy of GWLB and OC in the manufacturing industry of the UK. These enquiries are specifically associated with the degree of ease in implementing career progression, GWLB-related initiatives, and managers’ concern for their staff’s personal lives and leisure activities. In light of the growing emphasis on WLB, it is imperative to examine the relationship between the OC pertaining to GWLB, the practical execution of GWLB initiatives, and ER. Moreover, prior research has employed the framework of Coelho et al. [29] to assess the OC pertaining to GWLB. However, these studies did not investigate the interrelationships among the different elements of this enquiry.

This study examines the relationship between CSP, ER, GWLB, and GHRM practices,. GI and OC serve as mediating factors in this relationship. Considerable research has been dedicated to examining the interaction between GHRM, GWLB, CSP, and ER in diverse cultural contexts. Nevertheless, the results remain equivocal because of researchers’ inability to establish a conclusive correlation among the variables [30]. Hence, it is authoritative to commence this specific investigation to rectify the issue of inconclusive findings from previous research and obtain current and reliable outcomes by elucidating the interconnections among these variables. This study seeks to fill this knowledge gap by determining the relationship between GHRM practices, GWLB ER, CSP. The GI, and OC as mediators. Firms can use the findings of this study to formulate strategies for retaining current employees, especially among younger demographics. Employees’ commitment to remaining with their current organisations and their perspectives on the outcomes of GHRM practices can provide scholars and practitioners with invaluable information. This will contribute to the resolution of knowledge voids concerning the connection between GHRM practices, GWLB, ER, and CSP.

2. Literature Review

2.1. Theoretical Framework

2.1.1. AMO Theory

Nureen and Nuţă [31] have identified multiple applications of the AMO (ability, motivation, and opportunity) theory in different domains, particularly in the context of GHRM. The capacity of AMO theory to enhance organizational performance lies in its capacity to shape employee behaviour [1,32]. According to a literature evaluation conducted by Nureen and Nuţă [31], the AMO theory consists of common objectives and a willingness to examine individuals’ behaviours concerning the company’s long-term sustainability. Several studies have extensively investigated implementing environmentally friendly HRM methods in various industries [33,34]. Although multiple studies have utilised the AMO theory to elucidate the impact of GHRM practices on CSP, there is a dearth of research that has employed the AMO framework [35,36]. GHRM practices are not given sufficient priority [2]. Wiredu et al. [37] reference studies in the broader field of the management literature that utilises AMO theory to demonstrate that when organisations support GHRM practices, personal motivation is instilled in individuals to compensate for the appreciation that managers have for environmental progress.

2.1.2. Social Exchange Theory (SET)

The foundation of this study’s hypothesis rests on Ahmed et al. [38], which elucidates how employee hope might explain the impact of GI choices on employees’ intentions to stay with firms. According to Thomas and Gupta [39], this social exchange theory (SET) posits that the nature and strength of emotional experiences are influenced by the attainment of implicit or explicit benefits through collaborative social exchange activities involving participating individuals. This study contributes to the body of knowledge on GHRM practices, GI, and GWLB by considering employees’ perspectives [40]. To accomplish this, it is necessary to perceive employees’ hope as an emotional reaction that focuses on cognition. It establishes a connection between employees’ inclination towards GI and GHRM practices, resulting in improved CSP [41]. This perspective is critical because it considers how workers’ positive emotions could improve their firm performance outcomes.

2.2. GHRM Practices and CSP

Previous research has shown that corporations actively endorse effective environmental management strategies to maximise revenue streams and minimise expenses, thereby achieving their fundamental environmental business objectives. The importance of HR departments in organisations is to enhance competitive advantages [42]. Supporting evidence suggests that adopting GHRM practices can significantly enhance the CSP. Yin et al. [43] present an essential approach for businesses to reduce their environmental impact.

When implemented, GHRM practices, such as environmentally responsible HR operations, increase employee engagement and ER, decrease expenses, and boost productivity. Organisations can employ this approach to reduce the environmental impact on personnel [44]. Through GHRM programs that increase employees’ awareness and knowledge of environmental issues, organisations can enhance their CSP [45]. According to Sahan et al. [46], one approach to enhance CSP is the implementation of GHRM practices. Employees of organisations that implement GHRM programs exhibit behaviours and values that are environmentally conscious. The significance of employees in environmental conservation is widely acknowledged because they serve as the bedrock of their respective organisations [20,47,48]. Establishing a GHRM practices workplace in which employees place a high value on and prioritise environmentally friendly activities and practices is supported by prior research. According to the findings of Nson [49], when organisations were endowed with a favourable disposition towards environmental sustainability, it became easier for them to achieve CSP objectives, increase employee engagement, and sustain green initiatives. The following hypothesis is derived from the preceding discourse:

H1. 

GHRM practices positively influence CSP.

2.3. GHRM Practices and ER

Al-Hajri [1] states that effective HRM practices frequently foster employee development by cultivating self-reliance and work enthusiasm. Employee satisfaction is subsequently impacted by these qualities, which in turn affect ER and, ultimately, the efficacy of the organization [3]. An inverse correlation was observed between ER and GHRM practices, including labour management, collaboration, and promotions [50]. These methodologies facilitate personnel progress and enhance their continued employment in institutions. HRM encompasses a range of strategies aimed at augmenting the competencies of personnel, including training, segmentation, performance evaluation, recognition, and employee participation in decision making [7]. GHRM practices, including training and development, job description, remuneration, employment stability, evaluations, and employee participation in decision making, significantly increase ER [51].

In addition to summarising the manager’s duties, the scientific study goes into extensive detail regarding the labour law relationship between management and the limited liability firm, as well as the manager’s commercial obligation relations. The book is enriched by a wealth of case law from Czech and Slovakian courts. This study is aimed to offer an in-depth examination of executive functions using diverse approaches [52]. In contrast, Bekhit et al. [53] found that salaries, employment security, and performance evaluations, which are HRM strategies, had no effect on nurses’ intention to leave Malaysian hospitals. By contrast, Fazal-e-Hasan et al. [54] found that when only salary, organisational commitment, and performance evaluation were considered, nurses in Malaysian hospitals were less likely to wish to resign. Moreover, Khurshid and Darzi [55] posit that to appeal to the varied value systems, beliefs, and attitudes of the millennial generation, organisations ought to adapt their commitment and retention strategies. By incorporating novel approaches and employing state-of-the-art technologies, organisations can bolster the involvement and dedication of millennials and Generation Z employees in relation to the company’s operations [56]. Likhitkar and Verma [50] state that by implementing GHRM practices, organisations can become environmentally conscious employers. The potential results could include increased employee engagement and motivation, reduced employee attrition, and various other benefits. The subsequent hypothesis can be inferred from the preceding discourse:

H2. 

GHRM practices positively influence ER.

2.4. GWLB and CSP

The involvement of HR is vital in efforts to achieve environmental sustainability. Organisations encourage employee autonomy and collaboration [57]. Communication between campus-wide environmental care initiatives and HR is an essential function of higher education [58]. Human intervention is indispensable for environmental conservation. The implementation of the environmental performance index (EPI) represents a viable approach for individuals to uphold ecological well-being and guarantee environmental purity [57]. Achieving a harmonious equilibrium between one’s professional and personal spheres constitutes GWLB. For example, according to Setyaningrum et al. [59], WLB is achieved when individuals effectively manage the interplay between their personal and professional spheres, including work hours. According to Adekoya [60], performance can be described as the result of an organisation or firm’s efforts, irrespective of their profit motive or social or nonprofit nature. However, according to Akpa et al. [7], performance is determined by the level of effort exerted by an employee and is impacted by their diligent work ethics. It encompasses both the quantity and quality of labour produced. Sireesha et al. [61] define WLB as the condition in which an individual’s professional and personal responsibilities are in a state of equilibrium. The term “work environment” encompasses all the components found within a professional setting that have the potential to influence employees in various ways [28]. The following hypothesis is a feasible deduction from the preceding discourse:

H3. 

GWLB positively influence CSP.

2.5. GWLB and ER

To promote a healthier GWLB among staff, organisations can consider offering flexible work hours, remote work options, and a conducive work environment that accommodates family obligations [7]. A multitude of studies [7,62,63] have demonstrated that ER is positively impacted by a GWLB. This research demonstrates the critical importance of maintaining a balanced and amicable relationship between one’s professional and domestic lives, primarily for the purpose of retaining valuable personnel. Bekhit et al. [53] found that employees who demonstrate effective management of their GWLB exhibit a greater propensity to remain employed by the organisation. There are several plausible explanations for this. First, it is important to acknowledge that a positive correlation exists between GWLB and enhanced productivity. Consequently, it is rational to hypothesise that personnel would prefer to be employed by establishments that advocate for this equilibrium [64].

Private enterprises and contract workers are not protected by labour legislation despite being subject to a variety of unfair employment practices. Human rights breaches are rampant and have far-reaching societal and economic impacts on informal workers. This study explores into the difficulties faced by non-traditional workers, such as cruel treatment, prejudice, and the loss of basic rights and benefits in the workplace. The aspects of employment protection for non-standard employees were also investigated. Workers who do not conform to the norm are still at risk of physical and mental harm on the job, as well as harassment, unfair treatment, abuse, and the denial of social and economic advantages [53].

Furthermore, as suggested by Rodríguez-Sánchez et al. [65], the maintenance of a GWLB can contribute to reduced stress levels, enhanced work attitude, and increased productivity. Furthermore, Islam et al. [3] asserted that the establishment of a WLB fosters enhanced emotional support for employees. The existing body of research has produced contradictory findings regarding the correlation between WLB and ER. A study conducted by Chang et al. [64] found that employees who are more satisfied with their GWLB are less likely to remain with their current employer. A total of 1813 individuals from diverse sectors, including the public sector, commercial corporations, and nonprofits, participated in the survey. The antecedent discourse provided the foundation for the formulation of the subsequent hypothesis:

H4. 

GWLB positively influence ER.

2.6. GHRM Practices and GI

GHRM practices enable sustainable growth and the implementation of environmentally friendly practices [3]. Researchers have studied the impact of GHRM practices on ecological performance and corporate competitiveness. Singh et al. [66] find that GHRM practices positively impacts financial performance and mediates between stakeholder needs and ecological performance. Nevertheless, there is a scarcity of studies investigating the correlation between GHRM practices and CSP. Kuo et al. [67] propose that corporations can attain their ecological objectives and mitigate their impact by employing innovation. HR development enhances innovation in an organisation. Through this approach, GHRM practices fosters environmentally responsible innovation. Employing individuals who prioritise environmental sustainability enhances public perception and engagement in eco-friendly projects. GI arises from a solid commitment to avoiding negative environmental impacts [68]. The training and involvement of employees empowers them, leading to the cultivation of creativity and innovation. Green training can lead to a new wave of ecologically responsible products and services. Participation in environmentally sustainable initiatives is heightened following the completion of environmental conservation training [69]. Engaging in GI encourages ecologically responsible behaviour and fosters opportunities for eco-friendly innovation within enterprises. According to Muisyo and Qin [23], green performance management guarantees that workers’ enactments align with the organisation’s ecological goals. According to Al Doghan et al. [70], their research revealed a significant boost in individuals’ eco-commitment and a greater inclination towards participating in GI. According to Shahzad et al. [71], acknowledging and commending environmental activities can foster a culture that promotes and incentivises innovation. Managers should not hesitate to relinquish control if they promote innovation in environmentally friendly endeavours [67]. The procedures were developed according to the HRM study conducted by Hu et al. [72]. This implies that the effect on innovation is more significant when HR measures are implemented collectively, rather than individually. Consistent with this rationale, GHRM practices enhances employees’ expertise, motivation, and access to prospects, thus enabling them to gain a deeper understanding of how to enhance GI. Thus, the following theory is proposed:

H5. 

GHRM practices positively influence GI.

2.7. GI and CSP

According to Ding and Li [4,73], there is a favourable correlation between collaborating with clients in the fields of geographic information or environmental planning and engaging in green purchases, which supports the proposed idea. Research indicates that collaboration between government policies and environmental cooperation positively influences the behaviour of suppliers and customers, promoting environmentally friendly and CSP. This, in turn, leads to an increase in the environmental planning of manufacturing companies [74]. Companies can enhance environmental planning by sourcing products with minimal environmental impact through supplier education and monitoring. Khairani and Cholid [75] found that enterprises and communities that adopt environmentally friendly practices generally experience improved health in their workplace and community, respectively. Empirical data indicate that both the social dimensions of workers and society experience positive outcomes when pollution decreases, and production processes become more environmentally friendly. Cai et al. [76] argue that companies have the potential to achieve several social objectives, such as safeguarding consumer rights, promoting market openness, and preserving the environment. Utilizing GI in their day-to-day activities can benefit companies, as Xie and Zhu [77] highlighted. Research conducted by Frempong et al. [78] indicates that adopting GI practices can enhance client loyalty, fortify a company’s reputation, promote fair competition, ensure safety, and foster ethical conduct. Prior studies indicate that implementing environmentally sustainable practices can be advantageous for promoting customer loyalty and strengthening a company’s brand image. Nevertheless, there is a shortage of empirical studies examining the correlation between GI and CSP. Consequently, we propose the following hypothesis:

H6. 

GI positively influence CSP.

2.8. GI and ER

Given that GI and SET theory are insufficient to elucidate the reasons for millennials’ tendency to remain with a single business, this study examine a term explored in the scholarly literature: the “creative climate” at the organizational level. The proposal suggests a combination of both formal and informal procedures and policies to assist workers in their tasks [54]. Addressing unforeseen obstacles, such as staff attrition, necessitates the use of audacious ingenuity and willingness to take calculated risks. Addressing the uncertainty resulting from employees leaving due to a lack of clarity is also a component [79]. Additionally, it entails the generation and dissemination of novel information and skills related to the task at hand. Hence, following the SET model, a creative atmosphere fosters the creation and execution of new concepts. To promote the long-term development and ER, it is essential to create an environment that fosters innovation and creativity [79]. Islam et al. [56] found that promoting a creative environment in firms increased workers’ willingness to take risks. This, in turn, enhances their exposure to new information and enables them to apply their knowledge innovatively.

Furthermore, Waqas et al. [80] support the idea that firms could reduce employee turnover by fostering a conducive work environment that promotes creativity. Papa et al. [81] argue that it is crucial to examine the practical consequences of millennials’ proficiency in generating and experimenting with novel ideas and their constant pursuit of knowledge. The following hypothesis is derived from the previous discussion:

H7. 

GI positively influence ER.

2.9. GWLB and GI

Collaborative workspaces provide workers with increased autonomy in determining the timing and location of their professional tasks [82]. Flextime refers to the ability to adjust working hours within certain limits, as defined in [83]. Conversely, Flexplace refers to the extent to which workers have the freedom to choose where they work. Gechbaia et al. [84] designed initiatives to assist individuals in attaining an improved equilibrium between work and personal life. WLB is attained when individuals experience happiness and fulfilment in their careers and family lives [57]. Workers can achieve high levels of inter-role facilitation, according to Vasa and Thatta [61], by being flexible in terms of time and geography, which enhances the impression of GWLB. Research by Akpa et al. [7] suggests that perceiving more significant time and geographical flexibility is associated with achieving a better GWLB. However, it is essential to note that this research was not conducted in a collaborative workplace.

To enhance workers’ perspective of control over their work environment and minimise negative emotions, it is possible to foster a positive perception among customer service personnel regarding their ability to manage the interaction between their work and personal life domains [28]. This can stimulate individuals to generate supplementary and GI. Moreover, individuals’ GI can be liberated and their capacity for innovation and creativity can be heightened when they are more adept at managing the interface between their professional and personal lives. This can be achieved by reducing stress levels and diminishing the sense of overwhelming responsibilities [83]. Based on the above discussion, it is feasible to derive the following hypothesis:

H8. 

GWLB positively influence GI.

2.10. GHRM Practices and OC

Based on explicit explanation of the influence of HR processes on company culture is required. Instead of gathering data from individuals, we used information at the organizational level to represent employees’ overall feelings and opinions as a group. An OC can evolve and adapt to changing circumstances [85]. According to Yin et al. [86], OC is primarily characterised by specific references, such as safety and service. Prior studies have also examined significant OC components, such as emphasising results, attention to processes, incentives, job prospects, and mental well-being assistance. According to Doghan et al. [70], businesses require comprehensive policies and procedures that encompass several areas, such as recruitment, training, compensation, and leadership philosophies. These strategies and measures contribute to ER and behaviour management [71].

Organisations can counteract ecological degradation, foster a positive mindset, and foster an environmentally conscious culture by improving their GHRM practices and reaping their advantages. In summary, firms can cultivate and sustain an ecologically aware corporate culture by implementing essential GHRM practices, even when facing environmental challenges [5,75]. Therefore, this study suggests the following potential outcomes:

H9. 

GHRM positively influence OC.

2.11. OC and CSP

Green culture is an environmental ideology that promotes the long-term sustainability of the environment and economy by focusing on aesthetics. Firms began implementing this technique in their corporate social responsibility (CSR) programs a few years ago. Companies recognise that this change in mindset would lead to altered customer behaviour, resulting in increased sales and profits [87]. The organisation embraced sustainability and social consciousness as a direct consequence of the new concepts facilitated by this environmentally aware shift, aligning with its goals. Thus, an environmentally friendly plan would enhance OC. This study propose adopting OC to improve an organisation’s environmental performance. We argue that ecological performance improvement standards can be improved by four OC characteristics: emphasis on leadership, credibility of messages, empowerment of employees, and involvement of peers [88]. When leaders take a proactive stance on environmental concerns, they are more capable of recognising environmental challenges and implementing beneficial ecological practices, such as recycling and sustainable development programs [89]. Moreover, individuals genuinely concerned about the environment are more inclined to behave appropriately when they receive authentic pro-environmental communication from higher-ranking executives [90]. Employees are more inclined to convey CSP to collaborators when messaging aligns with their objective of minimising environmental harm [91]. A higher sustainability index score and additional investment may arise from stakeholders’ perceptions of a CSP [92].

To foster a culture of ongoing environmental enhancement, granting employees autonomy to assess their own and their peers’ procedures is feasible. Studies have demonstrated that giving employees authority and autonomy enhances their understanding of environmental concerns and significantly influences a CSP [79]. This study hypothesises that a OC serves as the catalyst for achieving optimal CSP, and this assertion is grounded in the following rationale. This compels us to hypothesise the following:

H10. 

OC positively influence CSP.

2.12. OC and ER

According to Madueke and Emerole [93], a standard set of norms and values influences interactions between individuals and groups inside the bank and with external parties. OC encompasses shared beliefs and ideals regarding the objectives that company members should pursue and viewpoints on the performance standards that bank colleagues should adhere attain these goals. An OC establishes the rules and expectations that dictate its members’ behaviour towards each other and guide their actions in certain circumstance [94].

The overall effectiveness of a corporation is directly correlated with its capacity to ER. Insufficient employment levels in organisations hinder their ability to meet their primary consumers’ needs, reducing the likelihood of achieving their objectives. Based on studies conducted by Altassan and Rahman [95], rehabilitation can have significant financial and temporal costs. Moreover, it can substantially impact the overall knowledge and productivity of a company, which varies depending on the categorisation of the individual. The expense incurred by the organisation in replacing highly skilled employees increases compared with the cost of replacing employees with lower performance levels [96]. If not all aspects of a corporation function harmoniously, their primary goals will not be accomplished. Firms must devote significant resources to recruiting and educating new employees when facing excessive staff turnover. Setiawan and Hastuti [97] found that more than a quarter of employees leave a company because of their negative culture. The preceding discussion allows for the formulation of the following hypothesis:

H11. 

OC positively influence ER.

2.13. GWLB and OC

Subsequently, the researcher provides a concise overview of previous studies that examined the correlation between WLB and OC. In the realm of OC, Iddagoda et al. [57] found that the ease of use of WLB programs has a positive impact on achieving a balance between work and family, as well as work and leisure. Additionally, they observed that WLB programs that receive colleagues’ support also contribute to balancing work and leisure. Conversely, numerous women refrained from participating in WLB programs because they believed that these programs would not enable them to attain WLB [98]. The WLB of employed women was enhanced by assistance from their families, colleagues, and superiors, and Deshpande and Srivastava [58] identified several elements that impact WLB. The variables examined in this study encompassed individual factors, such as views about GWLB and resilience; family factors, such as support for work–life integration and contentment with household responsibilities; and organizational factors, such as OC and a culture of inefficiency in the workplace. Furthermore, GWLB is influenced favourably by the ability of individuals to regulate themselves, the level of contentment within the family about the division of household responsibilities, the organizational factors related to a culture that promotes WLB, and the presence of an ineffective OC [99,100]. This theory was derived from the data gathered in this investigation.

H12. 

GWLB positively influence OC.

2.14. Mediating Role of GI between GHRM Practices, GWLB, and CSP

Tolliver et al. [101] define GI as the practice of integrating eco-design concepts into product development to create environmentally friendly goods and services. This involves utilising a smaller quantity of materials, mitigating pollution, and preserving water, energy, and other valuable resources. According to Shehzad et al. [102], companies that engage in GI are highly competitive. On average, GI companies outperform their competitors because of their effective utilisation of green capital, prompt and accurate responses to client demands, and integration of wealth and intangible assets [68]. Research conducted by Tang et al. [103] and Singh et al. [66] indicates that both GHRM practices and GWLB play significant roles in fostering GI and enhancing the CSP.

Previous research has shown that GI is influenced by both GHRM practices and GWLB [84]. Studies conducted by Subramanian and Suresh [34,99], indicate that HRM bundles or structures influence innovation. HRM bonds or procedures exerted control over executive, legal, and product innovation in 2008, and startups with smaller human capital. Zhou and Zheng [104] state that HRM systems are the primary source of GI. A firm’s GI focus is enhanced by HRM strategies that prioritise dedication rather than simply complying. Ahmed et al. [38] found that businesses with a progressive atmosphere and a flat organizational structure are more prone to strategic HRM driven product innovations.

Furthermore, studies indicate that while making recruitment decisions, green hiring procedures should consider candidates’ environmental attitudes [104]. Consequently, potential employees gain an understanding of the company’s ecological principles and preferences and recognise the significance that businesses attach to these matters [10]. Green remuneration and compensation, green training and development, and wLB are all necessary HRM techniques for achieving environmental efficiency [100]. Research conducted by Setyaningrum and Muafi [105] showed that GHRM practices and WLB positively impact sustained performance. This link is mediated by the GPI (General Performance Index). Specifically, Aftab et al. [106] contended that Big Data is a prelude to environmentally sustainable advancements. Both green supply chain management methods and green employee empowerment mediate the relationship between GHRM and CSP. This relationship was examined further by Edinsel and Kara [107]. These findings establish the foundation for the following theories:

H13. 

GI mediates the relationship between GHRM practices and CSP.

H14. 

GI mediates the relationship between GWLB and CSP.

2.15. Mediating Role of GI between GHRM Practices, GWLB and ER

Rana and Arya [108] define GI as the firm’s environmentally conscious and sustainable activities, operations, and initiatives. Employees are more inclined to engage in ecologically conscious behaviour when employed by organisations that strive to adopt green strategies and practices. Within the context of an organisation, GI refers to the plans and actions that emphasise environmental impact. Research undertaken by Singh et al. [66] showed that employees express environmental consciousness in the workplace through their actions and techniques.

In current GI research, AMO contributes to the existing knowledge of SET and its practical application. In addition, according to Shoaib et al. [109], AMO is an essential framework for examining the connection between GHRM practices, GWLB, and ER. It encompasses HR practices and policies at various levels, including departmental and managerial. These practices and policies encompass hiring, development, compensation, performance review, and employee engagement. There is a correlation between all components of AMO and the impact on employee outcomes, namely in terms of ER, resulting from implementing GHRM practices and GWLB.

Consequently, skills are primarily considered in the recruitment process, the implementation of career paths through training, and the selection and recruitment of new employees. Bonuses and other types of financial incentives are systems that incentivise personnel. The opportunity component of the AMO is effectively addressed by providing assistance and encouragement, as well as by involving employees [110].

The present study posits that implementing GHRM practices and establishing GWLB, both grounded in the AMO framework, can explain the positive outcomes for employees, particularly in terms of ER. The importance of GHRM practices and GWLB is amplified when considering the adoption of policies and procedures that prioritise employees, particularly when the organisation’s processes and strategic planning align with environmental goals and efforts. The rationale behind this is that GHRM practices a work environment that promotes development, inclusiveness, and creativity. Consequently, employees’ interaction with the company is favourable, leading to an increased inclination to remain with the organization [111,112,113]. The following hypothesis is derived from the previous discussion:

H15. 

GI mediates the relationship between GHRM practices and ER.

H16. 

GI mediates the relationship between the GWLB and ER.

2.16. Mediating Role of OC between GHRM Practices, GWLB, and CSP

Engaging in environmental practices is expected to impact organisations’ ecological footprints and enhance their overall performance [114]. Adopting environmentally friendly HR practices and promoting a GWLB requires a business focus on ecological sustainability. To meet environmental performance goals, a company must commit to implementing environmentally friendly practices. This commitment is dependent on maintaining a healthy balance between work and personal life, and adopting GHRM practices that prioritise environmental consciousness [115]. Furthermore, CSP can be enhanced by implementing green OC [116]. When it comes to recruiting, training, evaluating, and rewarding staff, GHRM practices should prioritise nurturing a sustainable OC [113]. To accomplish the environmental objectives of a firm by fostering favourable employee attitudes and behaviours, GHRM practices involves the deliberate and structured integration of conventional HRM methods. Organisations can implement environmental management by utilising GHRM practices and prioritising WLB [102].

Green OC promotes the dissemination of environmentally friendly values among all staff members by leading the organisation’s green management and sustainability initiatives. To address increasing environmental awareness, the HR department can have to include environmental management strategies in its HRM activities [117]. In addition, a study conducted by [58] found that green OC positively mediates the interaction between WLB, GHRM practices, and CSP. Furthermore, the study also revealed that GHRM practices and GWLB enhance green OC. A green OC refers to employees’ collective ideals, attitudes, and behaviours towards the environment [20]. The following hypotheses are derived from the previous discussion:

H17. 

OC mediates the relationship between GHRM practices and CSP.

H18. 

OC mediates the relationship between GWLB and CSP.

2.17. Mediating Role of OC between GHRM Practices, GWLB, and ER

WLB practices encompass a range of formal and informal strategies and establish structural and procedural structures within institutions that aid individuals in effectively managing the conflicting demands of their professional and personal lives. Osterman [118] conducted this research. Although there is ongoing discussion regarding the exact definition of WLB practices, some typical examples include rules that grant employees greater flexibility to take care of themselves and their families, more adjustable work schedules, and compensated time off for personal or family-related issues [14].

Modern organisations are increasingly implementing flexible work hours, various scheduling alternatives, leave policies to accommodate family care responsibilities, employee aid programs, and other initiatives in response to the growing demand for more than traditional HR interventions. These programs are occasionally called ‘WLB practices’ or ‘family-friendly policies’ in academic settings [107,119]. The most regularly stated policies in research on work–family policies are paid parental leave, schedule flexibility, information about community day care, onsite day care, cost help, and paternity and maternity leave with re-employment [120]. Kuntadi et al. [121] found a strong and meaningful relationship between employees’ ability to utilise family-friendly policies, their level of commitment to the firm, and their intention to remain employed; conversely, problems related to maintaining a healthy equilibrium between work and personal life are linked to behaviours of disengagement, such as employees leaving their jobs and taking unwarranted sick leave [122].

Numerous variables, including work environment, OC, safety, and negotiation, have a substantial impact on the relationship between OC and CSP among IT sector professionals, according to a study by Rashid et al. [123]. Finally, it was determined that each employee had an understanding of the importance of cultivating a favourable OC in order to improve its performance. Additionally, the organisational ethos of a company impacts ER. According to Rahaman et al. [124], the establishment of innovative and creative OC is the responsibility of HR departments to implement a proactive strategic approach. According to Aggarwal and Agarwala [13] found that employees are more inclined to maintain long-term employment with an organisation that prioritises collaboration, mutual respect, and robust relationships. The following hypotheses are derived from the preceding discourse:

H19. 

OC mediates the relationship between GHRM practices and ER.

H20. 

OC mediates the relationship between GWLB practices and ER.

Based on the explanation above, this research proposed the following model, shown in Figure 1.

3. Methodology

3.1. Data and Sampling

This study targets UK manufacturing companies and staff members. Employee data were also collected. Our sample frame was based on the UK stock-exchange-listed register manufacturer. We randomly selected 100 firms and called their HR departments and workers to request for employee engagement. We obtained 75 of the 100 organizations. The primary research used surveys to assess respondents’ perspectives. This study used a survey to predict how GWLB, GHRM practices, GI, and OC affect CSP and ER. Surveys outperform interviews, grounded theory, and experiments in terms of response rate and reach. This study used primary, descriptive, cross-sectional, and quantitative random sampling to identify manufacturing industry GWLB, GHRM practices, GI, and OC affect CSP and ER. The pilot tests assessed the scale’s reliability and validity before it was released to the public. A total of 30 workers were polled for this purpose. The pilot test findings were used to modify the survey instrument prior to data collection. These changes removed unnecessary elements and rephrased unclear sentences. The updated questionnaire is clearer. The questionnaire also included age, sex, present level, and education. After completion, the questionnaire was administered to the participants. Respondents knew the research goals and were promised that their replies would remain confidential. The cover letter of the survey indicated the conditions for primary participants to submit the questionnaire. Personal connections, alumni, and friends shared links with the intended participants, and most surveys were disseminated online. Approximately 750 questionnaires were distributed to 75 employees of industrial companies. Some responders were disengaged in the first test. Therefore, we deleted all unqualified replies. Some questions remained unanswered despite 500 replies. The final analysis included 450 questionnaires.

3.2. Measurement

The evaluation of each item comprising the four primary constructs of this study was conducted using a five-point Likert scale. On the scale, 1 denotes strong disagreement and 5 represents strong agreement (see

Table 1. Measurement.

Variable	Items	Source of Scale
GHRM Practices	10	[71,125]
Green Work–Life Balance	6	[126]
Organizational Culture	7	[96]
Green Innovation	6	[71,127]
Corporate Sustainability Performance	9	[71,128]
Employee Retention	5	[96]

).

4. Analysis and Results

Table 2. Profiles of participants.

Demographics	Category	Frequency	Percentage (%)
Gender	Male	263	58.44
	Female	187	41.55
Marital Status	Single	210	46.7
	Married	240	53.3
Age Group	25–30	113	25.11
	31–35	107	223.7
	36–40	117	26.0
	41–45	51	11.33
	46–50	62	13.7
Education	Diploma	70	15.55
	Bachelor’s	132	29.33
	Master’s	229	50.80
	PhD	19	4.22
Experience	0–5	112	24.88
	5–10	171	38.0
	10–15	103	22.88
	16 and over	64	14.22
Position	Top level	146	32.44
	Middle level	216	48.0
	Line manager	40	8.8
	Entry level	48	10.66

shows that there were 450 respondents, of whom 263 were male and 187 were female. Of these, 210 were single and 240 were married. There were 113 participants in the 25–30 age group; 107 were in the 31–35 age group; 117 were in the 36–40 age group; 51 participants were 41–45; and 62 respondents were 46–50. A total of 70 participants had their diploma; 132 had completed a bachelor’s degree, 229 participants had completed a master’s degree; and 19 participants had completed PhDs. A total of 112 participants had experience of 0–5 years; 171 participants had experience of 5–10 years; 103 participants had experience of 10–15 years; and 64 participants had experience of over 16 years. A total of 146 participants were top-level managers, 216 participants were middle-level managers, 40 participants were line managers, and 48 participants were entry-level managers.

4.1. Reliability and Validity

Partial Least Squares Structural Equation Modelling (PLS-SEM) includes several techniques to evaluate the accuracy of the research model. These techniques involve examining factor loadings and validity (such as convergent validity, specifically using average variance extracted [AVE]), as proposed by [129], as well as reliability (measured by Composite Reliability [CR]). Hair et al. [130] suggests that a factor dosage of 0.7 should be utilised for each individual article. When evaluating the dependability of the measurements, it is recommended to employ CR values ≥0.7 or greater [130]. Convergent validity can be assessed using the average variance extracted (AVE) criteria, as proposed by [129]. The AVE value should be equal to or greater than 0.5. The heterotrait–monotrait (HTMT) correlation ratio criterion or the Fornell and Larcker criterion may be utilised to assess discriminant validity [129,131]. According to the criterion established by [129], the highest loading on the associated construct should be assigned to each individual item. The factor loadings ascertain the extent to which the items utilised for assessing the constructions measure an identical construct with precision. In general, factor loadings range between 0.5 and 0.9. In contrast, construct validity was deemed to be present when the item factor loadings surpassed 0.70.

Table 3. Reliability and validity.

Variable	Items	Loadings	CR	AVE
GHRM Practices	GHRM1	0.911	0.903	0.812
	GHRM2	0.883
	GHRM3	0.906
	GHRM4	0.844
	GHRM5	0.856
	GHRM6	0.857
	GHRM7	0.821
	GHRM8	0.903
	GHRM9	0.857
	GHRM10	0.876
Green Work–Life Balance	GWLB1	0.860	0.892	0.723
	GWLB2	0.903
	GWLB3	0.867
	GWLB4	0.823
	GWLB5	0.843
Organizational Culture	OC1	0.890	0.884	0.721
	OC2	0.885
	OC3	0.844
	OC4	0.862
	OC5	0.843
	OC6	0.893
	OC7	0.886
Green Innovation	GI1	0.847	0.907	0.743
	GI2	0.843
	GI3	0.889
	GI4	0.890
	GI5	0.877
	GI6	0.867
Corporate Sustainability Performance	CSP1	0.901	0.911	0.763
	CSP2	0.891
	CSP3	0.834
	CSP4	0.889
	CSP5	0.891
	CSP6	0.911
	CSP7	0.893
	CSP8	0.863
	CSP9	0.876
Employee Retention	ER1	0.663	0.890	0.753
	ER2	0.877
	ER3	0.844
	ER4	0.870
	ER5	0.845

Note: CR is composite reliability, and AVE is average variance extracted.

presents the factor loadings of the components that correspond to each construct in the model. The findings indicate that the observed factor values span the range of 0.663 to 0.911. According to the findings, the factor loadings for all the items exceeded 0.50. More precisely, items with factor loadings less than 0.5 are associated with an improvement in the validity of the model. Therefore, the findings indicate that the instruments employed to assess the notion accurately quantify it, thus validating its soundness. The outcomes of AVE, composite reliability, and Cronbach’s alpha are presented in Table 3. The assessment of data dependability was conducted using Cronbach’s alpha and composite reliability outcomes. These results demonstrate that all model constructs had values that fell within the acceptable range, which was greater than 0.70. Furthermore, the AVE for each model design exceeded 0.50.

4.2. Common Method Bias

Single-source and single-time data may cause common method bias (CMB), which can lead to aberrant findings. This study examined CMB using the following methods: multicollinearity. The ‘variance inflation factor’ (VIF) was first used to assess study construct multicollinearity. VIF values below 3.3 suggest no multicollinearity [130]. GHRM practices (1.62), GWLB (1.98), CSP (1.76), ER (1.02), GI (1.85), and OV (1.40) had VIF values below 3.3.

4.3. Discriminant Validity

The findings showed in Table 3 demonstrate the reliability of the items and scales used in the study. This was demonstrated by the presence of factor loading and CR values that met or exceeded the minimum criterion of 0.7, as stated in [130]. Additionally, to validate convergent validity, AVE was employed. The procedure involved verifying that every recorded value exceeded 0.5, in accordance with the advice provided by [129]. Furthermore, discriminant validity was validated through the implementation of the HTMT method, as outlined in

Table 4. Discriminant validity—Fornell–Lacker criteria.

	GHRM	GWLB	OC	GI	CSP	ER
GHRM	0.789
GWLB	0.503	0.843
OC	0.522	0.670	0.834
GI	0.503	0.540	0.574	0.851
CSP	0.489	0.603	0.530	0.573	0.882
ER	0.477	0.577	0.489	0.520	0.677	0.799
DISCRIMINANT VALIDITY (HTMT)
GHRM	0.722
GWLB	0.619	0.695
OC	0.556	0.654	0.731
GI	0.672	0.671	0.568	0.689
CSP	0.543	0.490	0.443	0.661	0.730
ER	0.712	0.690	0.680	0.560	0.653	0.551

GHRM: green human resource management practices; GWLB: green work–life balance; OC: organisational culture; GI: green innovation; CSP: corporate sustainability performance; ER: employee retention.

by [129]. Overall, the measurement model satisfies every validity and reliability criterion that was specified. To determine whether a measurement model possesses discriminant validity, the Fornell–Lacker criterion is utilised. According to this criterion, the square root of the AVE in the initial cell of each column must exceed the correlation between variables. The square root of the AVE for GHRM practices is 0.789, which is greater than the values in the corresponding column, as shown in Table 4. Likewise, within an identical column, the initial value of every model construct exceeded all other values. The results presented in Table 4 support the notion that the measurement model employed in this study exhibits discriminant validity. Discriminant validity was assessed by computing the HTMT ratio, as shown in Table 4.

4.4. Hypothesis Results

The initial phase involved examining the impact of GI, GHRM practices, GWLB, and OC on ER and CSP. Furthermore, as shown in Figure 2, a study was conducted to examine this inverse relationship.

Table 5. Hypothesis direct-effect path analysis.

Paths	Coefficient	SD	T-Value	p-Values	Decision
GHRM Practices → Corporate Sustainability Performance	0.421	0.035	12.029	0.000	Accepted
GHRM Practices → Employee Retention	0.120	0.065	1.846	0.068	Rejected
Green Work–Life Balance → Corporate Sustainability Performance	0.067	0.052	1.288	0.201	Rejected
Green Work–Life Balance → Employee Retention	0.567	0.044	12.886	0.000	Accepted
GHRM practices → Green Innovation	0.324	0.038	8.526	0.000	Accepted
Green innovation → Corporate Sustainability Performance	0.461	0.034	13.559	0.000	Accepted
Green innovation → Employee Retention	0.362	0.042	8.619	0.000	Accepted
Green Work–Life Balance → Green innovation	0.556	0.075	7.413	0.000	Accepted
GHRM Practices → Organizational Culture	0.362	0.062	5.839	0.000	Accepted
Organizational Culture → Corporate Sustainability Performance	0.443	0.066	6.712	0.000	Accepted
Organizational Culture → Employee Retention	0.362	0.051	7.098	0.000	Accepted
Green Work–Life Balance → Organizational Culture	0.399	0.045	8.867	0.000	Accepted

displays the outcomes of the hypothesis testing, including the t-value and beta values. An essential aspect of this methodology’s hypothesis testing approach involves analysing both the direct and indirect correlations between variables, and the significance of the hypothesis can only be determined if the p-value is less than or equal to 0.05 and the t-value is equal to or less than 1.96. The implementation of GHRM practices has a positive and statistically significant impact on the CSP, as evidenced by the findings presented in Figure 2 and Table 5. The fact that the p-value was less than 0.05 and the beta coefficient was 0.421 supports this statement. The beta coefficient of 0.120 and the p-value more than 0.05 indicate that GHRM practices do not have a significant and positive impact on ER. The beta coefficient of 0.067 and the p-value more than 0.005 indicate a positive and statistically not significant association between GWLB and CSP. A beta coefficient of 0.567 and a p-value of less than 0.01 indicate a positive and statistically significant correlation between GWLB and ER. The beta coefficient of 0.324 and a p-value below 0.05 indicate a significant and beneficial impact of GHRM practices on GI. The results indicate a significant and favourable correlation between GI and the CSP. The data analysis revealed a strong and substantial positive correlation, indicated by a beta coefficient of 0.461 and a p-value of less than 0.05. A beta coefficient of 0.362 and a p-value of less than 0.05 indicate that GI has a significantly positive impact on ER rates. A beta coefficient of 0.556 and a p-value < 0.05 indicate a significant and robust influence of GWLB on GI, while a beta coefficient of 0.362 and a p-value less than 0.05 provide strong and statistically significant evidence that GHRM practices have a considerable impact on OC, with a beta coefficient of 0.443 and a p-value of less than 0.05, indicating a strong and statistically significant link between OC and CSP. The statistical analysis showed a substantial and positive correlation between OC and ER, as indicated by a beta coefficient of 0.362 and a p-value below 0.05.

4.5. GI and OC as Mediator

This study examines how OC and GI influence the connection between GHRM practices and GWLB. The primary objective is to ascertain the impact of these elements on ER and the CSP. During the hypothesis testing part of this methodology, we examined both direct and indirect relationships between variables, which can be regarded as significant if the p-value is less than 0.05 and the t-value is less than or equal to 1.96. The results (

Table 6. Hypothesis indirect-effect path analysis.

Paths	Coefficient	SD	T-Value	p-Values	Decision
GHRM Practices → Green Innovation → Corporate Sustainability Performance	0.350	0.070	5.000	0.002	Accepted
Green Work–Life Balance → Green innovation → Corporate Sustainability Performance	0.280	0.065	4.308	0.004	Accepted
GHRM Practices → Green Innovation → Employee Retention	0.320	0.068	4.706	0.001	Accepted
Green Work–Life Balance → Green innovation → Employee Retention	0.290	0.060	4.833	0.003	Accepted
GHRM Practices → Organizational Culture → Corporate Sustainability Performance	0.400	0.075	5.333	0.000	Accepted
Green Work–Life Balance → Organizational Culture → Corporate Sustainability Performance	0.310	0.062	5.000	0.002	Accepted
GHRM Practices → Organizational Culture → Employee Retention	0.360	0.073	4.932	0.001	Accepted
Green Work–Life Balance → Organizational Culture → Employee Retention	0.305	0.066	4.621	0.004	Accepted

and Figure 2) indicate that GI mediates the relationship between GHRM practices and CSP. The beta coefficient was 0.350 and the p-value was less than 0.05. When considering a CSP efforts, GI acts as a mediator to achieve a balance between GWLB and CSP, this association was quantified by a beta coefficient of 0.280 and a p-value of less than 0.05. GI serves as a mediator between GHRM practices and ER, with a beta coefficient of 0.320 and a p-value of less than 0.05. The findings indicate that GI acts as a mediator between GWLB and ER, path analysis showed a statistically significant positive association, the beta coefficient had a value of 0.290 and the p-value was less than 0.05. A beta coefficient of 0.400 and a p-value below 0.05 indicate that OC has a significant influence on the relationship between GHRM practices and CSP. A beta coefficient of 0.310 and a p-value below 0.05 indicate a significant influence of an OC on the relationship between a GWLB and the CSP. OC has a significant impact on the relationship between GHRM practices and ER (β = 0.360, p < 0.05). A beta coefficient of 0.305 and a p-value of less than 0.05 indicate that OC plays a significant role in determining the relationship between maintaining a GWLB and ER.

5. Discussion

This study explores the relationship between GHRM practices, GWLB, ER, and CSP, taking into account the mediating effects of GI and OC. In order to enhance a CSP and ER rates, it is advisable to implement eco-friendly HRM strategies [1,14,20,51,111,132]. The findings suggest that the use of environmentally conscious HRM strategies can encourage sustainable innovations. Our primary contention is that firms that embrace GHRM practices are more likely to engage in GI. This finding aligns with the research conducted by Zhou and Zheng [104], who showed that implementing GHRM practices has a positive impact on GI by increasing workers’ environmental awareness, knowledge, and competence. The data suggest that GI acts as a mediator between GHRM practices and the CSP. Furthermore, GI influences the relationship between GHRM practices and ER. The findings indicate that the correlation between GHRM practices and CSP is significantly impacted by OC. The association between GHRM practices and ER is influenced by OC. Several UK industrial businesses experienced significant enhancements in their CSP and ER rates following the implementation of environmentally conscious WLB policies [20,28,100,125,132]. Environmentally conscious innovation has made considerable and positive progress following the implementation of GWLB. Implementing environmentally friendly policies and processes significantly and positively influences the whole OC [34,51,111,113,133,134]. The findings indicate that GI acts as a fully mediator between the link between GWLB and the CSP. The relationship between GHRM practices and ER is fully mediated by the OC that results from these policies. The results indicate that OC fully mediates the relationship between GWLB and the CSP. A noteworthy finding is that the connection between maintaining a healthy balance between work and personal life and the ability to retain employees is entirely influenced by the OC. The impact of OC on ER and company resilience during economic downturns is significant and beneficial. GI has a favourable impact on an organisation’s long-term sustainability and capacity to retain employees.

Companies that actively foster an environmentally friendly work environment are likely to achieve long-term success. Extensive research has been conducted on the correlation between OC and CSP [28,134,135]. The implementation of environmentally friendly practices is greatly influenced by OC, leading to an enhancement in CSP [58]. The findings of our study provide evidence that OC has a favourable impact on long-term performance, corroborating the assertion made by [124]. According to the findings, this is achieved by advocating CSP and establishing a work atmosphere that fosters employees’ environmental consciousness. Promoting staff involvement and passion for environmental sustainability can promote CSP as an additional benefit.

5.1. Conclusions

We examined the correlation between GHRM practices and GWLB, the level of CSP, and the ER rate. Additionally, we examined how GI and OC influenced these correlations, and the study’s conclusions indicate that the adoption of GHRM practices methodologies has a significant influence on the promotion of GI, development of OC, formation of green employee behaviour, and enhancement of CSP. The findings emphasise the need for firms to promote ecological responsibility and integrate sustainability principles into HR policies and practices. Improving long-term effectiveness and ER can be accomplished by implementing GWLB initiatives and promoting environmentally conscious behaviour among workers. GI significantly influences the relationship between GHRM practices and ER. Implementing GHRM practices improves long-term performance in an environmentally and socially responsible manner. OC is directly linked to GHRM practices, CSP, and ER. A mediator facilitates the connection between GI and various outcomes, such as GWLB, CSP, and ER. OC plays a role in connecting GWLB, CSP, and ER.

5.2. Practical Contribution

The results of this study have several practical implications. An ongoing project is currently underway to establish a model that demonstrates the interconnections between GHRM practices, GWLB, CSP, and ER across manufacturing firms in the UK. This study aims to have a significant impact in two ways. First, we identify the existing environmentally sustainable methods implemented in HRM. Additionally, a preliminary investigation will be carried out in manufacturing organisations in the UK to establish the connections between environmentally conscious HRM methods and a well-balanced work–life situation. This equilibrium fosters sustainability and plays a crucial role in these enterprises’ long-term success. The implementation of GHRM practices significantly affects the social, environmental, and financial outcomes of sustainable companies. This study aims to provide professionals and executives with a comprehensive understanding of sustainability-focused HRM techniques and facilitate their implementation.

5.3. Theoretical Contribution

This study contributes to management theory in several ways. The impact of GHRM practices and GWLB on CSP and ER. The mediation of GI and OC. This study supports the AMO theory by linking CSP and GHRM. Starting with the AMO theory, it expands GHRM practices. According to [136], all agree that classical AMO theory can improve CSP. The impact of GHRM practices on CSP is still being studied, and the lack of empirical research and conflicting findings limit our understanding. GHRM practices and GWLB affect CSP, and AMO is used to empirically analyse and theoretically describe them. This novel paradigm supports the AMO theory, which states that a corporation gains a competitive edge by executing its business plan, which helps spread social information. This theory links ER to GHRM practices [137]. SET helps define and evaluate the influence of GWLB and HRM policies on ER.

Third, no study has examined how GI and OC improve the nexus between GWLB, GHRM practices, CSP, and ER [104]. This study tests an integrative model to show that GI, OC, GWLB, and GHRM practices mediate CSP and ER. GI and OC increase ER and improve CSP, according to our research. This study shows how GI and OC can enhance GWLB, GHRM practices, CSP, and ER, expanding the literature on the topic [110,113,138].

5.4. Limitations and Future Recommendations

The limitations of this study and recommendations for future research are also discussed. Given that our study exclusively focuses on the UK manufacturing sector, the findings are not applicable to other types of enterprises. We suggest that, in future endeavours to achieve this objective, our theoretical framework should be broadened to include the financial, services, education, and non-manufacturing industries. This study did not examine the impact of individual-level environmental ideas and principles on the relationship between HRM and performance. Hence, we propose that further investigation of the correlation between GHRM practices and GI should focus on the influence of workers’ environmental perspectives and principles. This study has limitations as it focused exclusively on internal variables related to CSP. Subsequent studies should investigate both internal and external factors in order to fully understand the process of developing, implementing, and sustaining proactive sustainability strategies. In order to gain a comprehensive understanding of GI and CSP, future research should seek input from important stakeholders both within and outside the business. Future research should explore additional personal characteristics, such as job satisfaction and organisational engagement, as well as different types of debt, including vehicle loans, student loans, and credit card debt. These variables have potential affect the relationship between GWLB and ER. This study aims to comprehend the variables of GHRM, GWLB, CSP, and ER. The only criteria for evaluating CSP and ER are the GHRM practices and GWLB. Future research should investigate additional work habits that have the potential to affect CSP and their ability to retain employees. In addition, the examined model could be validated by broadening the study’s geographical scope to encompass a greater number of countries. Moreover, while evaluating the main aspects, especially in terms of the effectiveness of CSP and the ability to retain employees, it is advisable to consider other factors, such as GWLB and GHRM practices. Possible elements that could influence this situation include the alignment of interests, advancements in the environment, levels of CO2 emissions, attitudes and actions of environmentally conscious managers, ethical behaviour of managers, and the drive for sustainable development.