IMPACT OF GREEN HRM PRACTICES ON WORK-LIFE BALANCE:AN EMPIRICAL STUDY OF GENERATION Z EMPLOYEES IN INDIA

DOI: https://doi.org/10.5281/zenodo.19710466

Authors:

Dr. Sabahat Anjum, Dr. Sunil Kumar, Dr. Md Kaish

Keywords:

Green HRM; work-life balance; Generation Z; India; sustainability; Conservation of Resources Theory; Social Exchange Theory; SEM; green culture; organisational behaviour

Abstract:

The escalating environmental awareness and aging labour force have forced organisations to incorporate Green Human Resource Management (Green HRM) policies in their strategic human resource management strategies. The article is an empirical study aimed at researching how Green HRM practices namely green recruitment and selection, green training and development, green performance appraisal, green compensation and rewards, green employee involvement influence the work-life balance (WLB) of Generation Z (Gen Z) employees (born 19972012) in India. The study is based on the Conservation of Resources Theory (COR), Social Exchange Theory (SET), and Person-Environment Fit (PE Fit) model with a sample of N = 200 Gen Z employees chosen among six industries in four metropolitan cities in India. Descriptive statistics, Pearson correlation analysis, exploratory factor analysis (EFA), confirmatory factor analysis (CFA), multiple linear regression, one-way ANOVA, mediation analysis with PROCESS macro (bootstrapped, 5000 iterations) and structural equation modelling (SEM) with AMOS v.26 were used to analyse the data. Findings show that the practices of Green HRM are significantly correlated and have a considerable effect on the work-life balance of Gen Z ( 0.46, p <.001, 0.21). The strongest individual predictors were green training and development ( = 0.31, p <.001) and green employee involvement ( = 0.28, p <.001). Organisational green culture mediated the relationship between Green HRM and WLB (indirect B = 0.19, 95% CI [0.12, 0.27]). Significant industry-sector differences in WLB were observed (F(5, 194) = 7.12, p < .001, η² = .16). SEM showed great model fit (CFI =.95, RMSEA =.061). HR policy, generational management and sustainable organisational design implications are discussed.

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