An Najah National University  

Faculty of Graduate Studies 

 
ASSESSMENT OF SOCIAL RESPONSIBILITY 

PRACTICES AND ORGANIZATIONAL 

BEHAVIOR OF CORPORATE CITIZENSHIP 

ON GREEN HUMAN RESOURCE 

MANAGEMENT PRACTICES AND 

ORGANIZATIONAL SUSTAINABILITY IN 

THE HEALTHSECTOR IN PALESTINE 

 
By 

Mahdi W. Ziyadeh 

 

Supervisors 

Dr. Mohammed Othman 

Dr. Ahmed Zaid 

 

This Thesis is Submitted in Partial Fulfillment of the Requirements for the Degree 

of Master program of Engineering Management, Faculty of Graduate Studies, An-

Najah National University, Nablus - Palestine. 

2022 



 

II 

 

 
 

 

 

 

ASSESSMENT OF SOCIAL RESPONSIBILITY 

PRACTICES AND ORGANIZATIONAL BEHAVIOR OF 

CORPORATE CITIZENSHIP ON GREEN HUMAN 

RESOURCE MANAGEMENT PRACTICES AND 

ORGANIZATIONAL SUSTAINABILITY IN THE 

HEALTH SECTOR IN PALESTINE 

By  

Mahdi W. Ziyadeh 

 

 

This Thesis was Defended Successfully on   /      /        and approved by 

 

 

 

Signature 

 

 

 

Signature 

 

 

 

Signature 

 

 

 

Signature 



 

III 

Dedication 

The researcher may dedicate his work to relatives, friends and family members. 

 

  



 

IV 

Acknowledgements 

To my supervisor Dr. Mohammed Othman and assistant supervisor Dr. 

Ahmed Zaid who guided and supported me to reach this level of knowledge, 

they have supported me throughout my journey in this research, to all my 

colleagues in work who helped me to complete this research, my thanks and 

appreciation for all of them.  



 

V 

Declaration 

I, the undersigned, declare that I submitted the thesis entitled: 

ASSESSMENT OF SOCIAL RESPONSIBILITY 

PRACTICES AND ORGANIZATIONAL 

BEHAVIOR OF CORPORATE CITIZENSHIP 

ON GREEN HUMAN RESOURCE 

MANAGEMENT PRACTICES AND 

ORGANIZATIONAL SUSTAINABILITY IN 

THE HEALTHSECTOR IN PALESTINE 

I declare that the work provided in this thesis, unless otherwise referenced, is the 

researcher’s own work, and has not been submitted elsewhere for any other degree or 

qualification. 

 

Mahdi W. Ziyadeh Student's Name:  

 Signature: 

82/30/8388  Date: 

 

 

 

  

  



 

VI 

List of Contents 

 

Dedication ....................................................................................................................... III 

Acknowledgements ......................................................................................................... IV 

Declaration ....................................................................................................................... V 

List of Contents ............................................................................................................... VI 

List of Tables .................................................................................................................. IX 

List of Figures .................................................................................................................. X 

List of Appendices .......................................................................................................... XI 

Abstract .......................................................................................................................... XII 

Chapter One: Introduction .............................................................................................. 14 

1.1 Chapter Overview .................................................................................................... 14 

1.2 General Background ................................................................................................ 14 

1.3 Problem Statement ................................................................................................... 15 

1.4 Research Significance .............................................................................................. 17 

1.5 Research Questions .................................................................................................. 17 

1.6 Research Objectives ................................................................................................. 18 

1.7 Thesis Organization .................................................................................................. 18 

Chapter Two: Literature Review .................................................................................... 19 

2.1 Chapter overview ..................................................................................................... 19 

2.2 Green Human Resource Management ..................................................................... 19 

2.2.1 An overview in GHRM .......................................................................................... 19 

2.2.2 GHRM definitions ................................................................................................. 20 

2.3 Sustainability performance ....................................................................................... 23 

2.4 Corporate Social Responsibility (CSR) .................................................................... 25 

2.5 Organizational citizenship behavior environmental (OCBE) ................................... 26 

2.6 Hypotheses Development ......................................................................................... 27 

2.7 Theoretical frameworks ............................................................................................ 30 

2.7.1 Existing frameworks .............................................................................................. 30 

2.7.2 Research framework .............................................................................................. 31 

2.8 Healthcare sector in Palestine ................................................................................... 32 

2.9 Chapter summary ...................................................................................................... 33 

Chapter Three: Research Methodology .......................................................................... 34 



 

VII 

1.3 Chapter overview ...................................................................................................... 34 

1.3 Research Types ......................................................................................................... 34 

1.1 Research approach .................................................................................................... 34 

3.4 Research methodology flow chart ............................................................................ 35 

3.5 Research population and sample size ....................................................................... 35 

1.3 Data collection .......................................................................................................... 36 

1.3 Survey ....................................................................................................................... 36 

1.3 Questionnaire design ................................................................................................. 37 

3.8.1 Questionnaire reliability ......................................................................................... 38 

3.8.2 Questionnaire validity ............................................................................................ 38 

3.9 Methodology of analysis ........................................................................................... 38 

3.9.1 Questionnaire analysis ........................................................................................... 38 

3.9.2 Assessment of the measurement model ................................................................. 39 

3.9.3 Assessment of the structural model ....................................................................... 39 

3.10  Chapter summary .................................................................................................... 40 

Chapter Four: Results and Analysis ................................................................................ 41 

4.1 An overview .............................................................................................................. 41 

4.2 Response Rate ........................................................................................................... 41 

4.3 Respondents Demographic ....................................................................................... 41 

4.3.1 Respondents outline of Demographic Distribution ............................................... 42 

4.4 Why PLS-SEM ......................................................................................................... 43 

4.5 Removing Outliers .................................................................................................... 43 

4.6 Multicollinearity Test ................................................................................................ 44 

4.7 Evaluation of PLS-SEM Result ................................................................................ 44 

4.7.1 Construct Validity .................................................................................................. 46 

4.7.2 Convergent Validity ............................................................................................... 46 

4.7.3 Discriminant Validity............................................................................................. 48 

4.7.4 Reliability Analysis ................................................................................................ 48 

4.7.5 Validity and reliability of second-order constructs-two stage approach ............... 48 

4.8 Structural Model Results (Inner Model) .................................................................. 51 

4.8.1 R Square (R²) ......................................................................................................... 52 

4.8.2 Effect Size (f2) ....................................................................................................... 53 

4.8.3 Predictive Relevance of the Model (Q2) ................................................................ 54 



 

VIII 

4.8.4 Goodness of Fit (GoF) of the Model...................................................................... 55 

4.9 Hypotheses Testing ................................................................................................... 55 

4.10  Testing Mediation Relationship (Indirect Effects) ................................................. 58 

4.11  Summary of Findings.............................................................................................. 60 

Chapter five: Conclusions result and Recommendations ............................................... 62 

5.1 Chapter overview ...................................................................................................... 62 

2.3 Summary of the Study .............................................................................................. 62 

5.3 Research Findings ..................................................................................................... 63 

5.3.1 CSR and OCBE practices adopted in Palestinian healthcare organizations .......... 63 

5.3.2 Relationship between GHRM practices and CSR practices .................................. 64 

5.3.3 Relationship between GHRM practices and OCBE behaviors .............................. 65 

5.3.4 A conceptual model for GHRM practices in healthcare organizations. ................ 65 

5.4 Research Contributions ............................................................................................. 66 

5.4.1 Theoretical Contributions ...................................................................................... 67 

5.4.2 Practical Contributions........................................................................................... 67 

5.3 Recommendations ..................................................................................................... 67 

5.4 Research Limitations and Future Studies ................................................................. 68 

References ....................................................................................................................... 70 

Appendices…………………………………………………………………………..…89 

 ب ............................................................................................................................... الملخص

  

  



 

IX 

List of Tables 

Table 1: Distribution of care centers in the health sector (MOH, 2019; MMS, 2020) ... 35 

Table 2: Measurement Model Results ............................................................................ 47 

Table 3: Correlations among Constructs and Discriminant Validity .............................. 48  

Table 4: R2 values for endogenous variables ................................................................. 53 

Table 5: The Effect Size of the Exogenous Constructs .................................................. 54 

Table 6: Result of Hypothesis Testing ............................................................................ 58 

Table 7: Mediation Result ............................................................................................... 60 

Table 8: Result of Hypothesis Testing ............................................................................ 60 

Table C. 1: Criteria for Assessing Measurement Model .............................................. 107 

Table C. 2: Working Sector .......................................................................................... 107 

Table C. 3: Participant’s Demographic (N=88) ............................................................ 107 

Table C. 4: Organization according to the health system / Number of employees (N=88)

 ...................................................................................................................................... 108 

Table C. 5: Environmental management and environmental management Programs  

(N=88) ........................................................................................................ 108 

Table C. 6: The response rate and location of a company ............................................ 108 

Table C. 7: Loadings and Cross Loadings (Before Deletion) ....................................... 109 

Table C.8 : Loadings and Cross Loadings (After Deletion) ......................................... 109 

Table C. 9: Multicollinearity Test ................................................................................. 110 

Table C. 10: Correlations among the Exogenous Variables ......................................... 111 

Table C. 11: Cronbach’s Alpha and Composite Reliabilities of Constructs ................ 111 

Table C.12: Summary of measurement two stage process second order (reflective–

reflective type) ......................................................................................... 111 

Table C. 13: Measurement two stage process second order (reflective – formative type)

 ...................................................................................................................................... 112 

Table C. 14: Cross loading measurement result second order reflective model ........... 112 

Table C.15: Fornell and Larcker’s result for the second order reflective model .......... 112 

Table C.16: HTMT measurement result reflective second order ................................. 113 

Table C. 17: Global reflective measure ........................................................................ 113 

Table C. 18: Prediction Relevance of the Model .......................................................... 113 

 



 

X 

List of Figures 

Figure 1: Proposed theoretical framework. ..................................................................... 31 

Figure 2: Distribution of medical human resources by specialty & region, Palestine. ... 32 

Figure 3  : Original study mode The Measurement Model ............................................... 45 

Figure 4: Second Order Construct .................................................................................. 49 

Figure 5: Final Research Model ...................................................................................... 51 

Figure 6: Structural Model .............................................................................................. 52 

Figure 7: R-Square (R²) for Endogenous Latent Variable .............................................. 53 

Figure 8: PLS bootstrapping (t-values) for the study model A ....................................... 57 

Figure 9: PLS bootstrapping (t-values) for study model B- direct effect Study Model AG\

 ........................................................................................................................................ 57 

Figure 10: Mediating role of both OCBE and CSR. ....................................................... 58 

 

 

 

 

 

 

 

 

 

 

  



 

XI 

List of Appendices 

Appendix A: Questionnaire in English ........................................................................... 88 

Appendix B: Questionnaire in Arabic ............................................................................ 97 

Appendix C: Tables ...................................................................................................... 107 

 

  



 

XII 

ASSESSMENT OF SOCIAL RESPONSIBILITY PRACTICES AND 

ORGANIZATIONAL BEHAVIOR OF CORPORATE CITIZENSHIP ON 

GREEN HUMAN RESOURCE MANAGEMENT PRACTICES AND 

ORGANIZATIONAL SUSTAINABILITY IN THE HEALTH SECTOR IN 

PALESTINE 

By 

Mahdi W. Ziyadeh 

Supervisor 

Dr. Mohammed Othman 

Dr. Ahmed Zaid 

Abstract 

Background: Healthcare sector is considered as one of the most important sectors in the 

world, in addition of being the largest services sectors in both developed and developing 

countries. The importance and the arising interest in this sector are justified by its noble 

role in preserving humanity, Modernization and environmental issues helped to launch 

ground breaking practices in Human Resources Management (HRM) that promotes an 

environmentally friendly practices called Green Human Resources Management 

(GHRM(. 

Objectives: The paper aims to investigate the relationship between Green human 

resources management (GHRM) practices in Palestinian healthcare organizations, and 

their impact on organizations sustainability (OS) as well as the role of corporate social 

responsibilities (CSR) and organization citizenship behavior environmental (OCBE) in 

mediating the GHRM practices– OS relationship.  

Methodology: This paper applied a quantitative method in which data were collected 

from a survey with from 88 respondents who have been using green human resource 

management practices at different managerial levels. The data analysis was conducted 

using the partial least squares structural equation modeling. 

Results: This paper provides empirical insights into how to enhance OS via GHRM 

practices, CSR and OCBE Palestinian healthcare organizations. In addition, the results 

showed that GHRM practices positively influenced both of CSR and OCBE and both of 

CSR and OCBE positively influenced OS. The findings contributed to the development 

of the AMO theory further by empirically exploring the significance of GHRM practices 



 

XIII 

coupled with CSR and OCBE as competencies and capability to drive OS. The testing of 

the dual mediators' effects further added value to this study. 

Conclusion: This paper includes implications for achieving the health care sector's long-

term sustainability by linking strategic environmental goals of human resource 

management practices with practices of social responsibility and organizational 

citizenship behavior, which ensures employee participation in the formulation of policies 

and strategies for the organization 

Kayword: Green Human Resources Management(GHRM), Green Training and 

Involvement(GTI), Green Performance and Compensation(GPC), Sustainability performance, 

Corporate Social Responsibility (CSR), Organizational citizenship behavior environmental 

(OCBE),



 

14 

Chapter One 

Introduction 

1.1 Chapter Overview 

This chapter introduces the research problem at hand, including a general background on 

the issue and its scope of research. In addition, a problem statement is addressed to outline 

and provide a better understanding on this research. Moreover, research objectives, 

questions, and significance are presented in this chapter to clarify the research intended 

contribution to the literature. Finally, the organization of this thesis is shown in the last 

section. 

1.2  General Background 

The healthcare sector is considered one of the most important and largest service sectors 

in both developed and developing countries (Ganapathy and Ashokkumar, 2017). 

However, despite of its significance, previous studies have shown a negative impact on 

the environment caused by the healthcare sector (Ahsan and Rahman, 2017). Therefore, 

the implementation of practices which support the achievement of (OS) is a pressing 

necessity.  One way to achieve OS is to adopt green management practices, including the 

broadly known (GHRM) practices. According to Renwick et al. (2013), GHRM is the 

emerging discipline in Environmental Management which is related to managing Human 

Resources (HR), to promote the sustainable performance of employees. Nowadays, due 

to the brutal competition in different sectors, decision-makers and top management 

should consider improving their businesses beyond products and services. One way to 

enhance the organization’s competitive advantage is the investment in its HR, because of 

its ability to improve the organizational profitability and sustainable performance (Mousa 

and Othman, 2020; Sheehan, 2014). 

In the past, organizational success was measured by economic revenues only; however, 

such a criterion isn’t feasible nowadays because of the environmental and social 

responsibilities of organizations in addition to the economic dimension. The 

aforementioned GHRM practices doesn’t only consider the awareness of the environment 

and its well-being, it also includes the social and economic welfare of the organization, 

employees and other involved parties (Ahmad, 2015). Therefore, the integration of 



 

15 

GHRM and CSR is promising in terms of organizational success and prosperity, despite 

the lack of considering the combination of those practices together in the literature. 

According to De Stefano-Bagdadli and Camuffo (2018), the relationship between GHRM 

and CSR wasn’t explored adequately and there is a plenty of researches that could be 

made to investigate this relationship. As mentioned by Carrol and Shabana (2010), CSR 

isn’t a new trend, where serving the society without gaining any profit exists and running 

from centuries. On the other hand, Burke and Logsdon (1996) argued that if employed 

properly and contributes in achieving goals and missions, CSR becomes strategic and 

creates strategic benefits for an organization. Thus, if employed, CSR could result in 

significant benefits and real value for all involved stakeholders including the 

organization, society and employees (Kucharska and Kowalczyk, 2019). 

Another practice which crucially affects OS is (OCBE). OCBE is defined by Boiral and 

Paillé (2012) as the voluntary actions of employees that isn’t rewarded or held 

accountable for, that yields in effective environmental performance for an organization. 

The effect of GHRM practices on OCBE is investigated by Pham et al. (2019), where the 

effect of three different GHRM practices on OCBE was examined. The results showed a 

linear positive impact of the proposed GHRM practices on OCBE. Therefore, the role of 

OCBE as a mediator to achieve OS through GHRM practices is promising and worthy to 

be investigated in the healthcare sector. 

Therefore, this research aims at investigating the effect of GHRM bundle of practices on 

OS. In addition, the effect of GHRM practices on CSR practices and OCBE is studied to 

reveal if a positive or negative relationship exists. Moreover, the mediating role of CSR 

between GHRM bundle practices and OS is examined; similarly, the mediating role of 

OCBE between GHRM bundle practices and OS is investigated.  

1.3  Problem Statement 

The Healthcare sector is one of the most critical and active sectors if not the most 

important in the world, since its primary goal is the well-being of people. According to 

Stock et al. (2018), the main goal of the healthcare sector is to protect the human element 

and provide the best possible service. Despite the honorable and noble services provided 

in this sector, if the internal processes within are not managed properly, Significant 

damage will occur to the internal and external environment of the organization, on the 



 

16 

internal level, the responsibility of the employee and his affiliation with the institution 

will decrease, but at the external level healthcare sector is a known source for both 

hazardous and non-hazardous wastes that cause various forms of pollution to the 

environment (Mohamed et al., 2009). In addition to behaving responsibly towards the 

environment, nowadays any company needs to behave in a socially responsible way when 

attempting to achieve its economic goals (Gupta et al., 2018), and promote their human 

resources to follow green goals in order to achieve environmental sustainability (Daily 

and Huang, 2001). Therefore, there is an emerging need in the healthcare sector to fulfill 

its responsibility towards employees, the environment and society. It was found that, 

through reviewing previous studies, that there is a great suffering in the absence of studies 

on social responsibility in the health sector in Palestine (Mousa and Othman, 2020). 

Especially in the Public sector, which needs to consider CSR operations' financial and 

social outcomes into account from a managerial viewpoint (Zaid et al., 2019). There is a 

lack of awareness and education about the concept of social responsibility, with the 

allocation of an additional budget to support the dimensions of social responsibility 

programs (legal, ethical and humanitarian) in health institutions (Al-Mutairi et al., 2018).  

On the other hand, several indirect benefits could be gained when promoting behaviors 

such as OCBE. According to Robertson and Barling (2017), through individual behaviors 

such as saving energy, recycling and influencing other colleagues to adopt 

environmentally friendly behaviors. A reduction in waste, material consumption and the 

amount of burned fuel for energy are some of many results of the aforementioned 

behaviors. Therefore, OCBE indirectly affect the profitability of the organization and it 

is essential to achieve OS (Robertson & Barling, 2017). In light of what had been 

discussed, this research aims at investigating the effect and relationship between GHRM 

practices and OS in the healthcare sector in West Bank / Palestine. In addition, the effect 

of CSR practices and OCBE on OS is examined, as mediators which are enabled through 

GHRM practices. To the best of our knowledge, the effect of GHRM on OS through CSR 

practices and OCBE in the Palestinian healthcare sector was not investigated, therefore 

the results of this research is believed to offer a significant contribution to the literature 

of GHRM practices in healthcare sector. This study well targets the hospitals in the West 

Bank / Palestine. According to the World Health Organization (WHO) annual report in 

2019, the number of the hospitals in the West Bank is 48 (MOH, 2019). 



 

17 

1.4  Research Significance 

The significance of this research lies on its approach to explore the effect of GHRM 

bundle of practices on OS through CSR and OCBE as mediators, in healthcare institutions 

and hospitals in West Bank Palestine. Our research introduces an empirical contribution 

on the healthcare sector by studying the effect of GHRM on OS, through a quantitative 

approach of collecting data using questionnaires with HR managers and other managers 

in healthcare sector. In addition, this research will reveal the significance effect of each 

practice in GHRM, CSR and OCBE on OS, thus creating a better understanding on the 

role of each practice in achieving sustainability especially in developing countries. 

1.5  Research Questions 

The Following points present significant questions that must be answered after 

conducting this research based on the problem statement and in accordance with the 

research background. 

 What are the CSR practices that affect the sustainable performance in Palestinian 

healthcare organizations? 

 What is the relationship between GHRM practices and CSR practices? 

 What is the relationship between GHRM practices and OCBE behaviors? 

 How do GHRM practices, OCBE and CSR practices affect sustainable performance? 

Moreover, the following hypotheses are formulated in accordance with the research goal 

and based on the research questions: 

H1: GHRM bundle practices positively affect OS. 

H2: GHRM bundle practices positively affect OCBE. 

H3: GHRM bundle practices positively affect CSR practices. 

H4: OCBE positively affects OS. 

H5: CSR practices positively affect OS. 

H6: The OCBE mediator between the GHRM bundle practices and OS. 

H7: The CSR practices mediator between the GHRM bundle practices and OS. 



 

18 

1.6  Research Objectives 

In order to answer the research questions as well as, testing the proposed hypotheses, the 

following objectives for carrying out this study are formulated: 

1. To identify CSR practices adopted in Palestinian healthcare organizations that affect 

the sustainable performance. 

2. To identify relationship between GHRM practices and CSR practices.  

3. To identify relationship between GHRM practices and OCBE behaviors.  

4. To develop a conceptual model to represent the effect of GHRM practices on OS, 

through CSR practices and OCBE as mediators, in Palestinian healthcare 

organizations. 

1.7 Thesis Organization 

This thesis is organized as follows: the first chapter presents a brief background, problem 

statement and significance of the study, as well as, the formulated research questions, 

objectives and hypotheses. In chapter two, a literature related to GHRM, CSR and OCBE 

in the healthcare sector was presented, in addition to a review on the healthcare sector in 

West Bank Palestine. Moreover, based on the revived literature in chapter two, a 

theoretical framework was developed and presented. Chapter three discusses the used 

methodology including research design, population understudy, data collection methods 

and finally data analysis approach. In the fourth chapter, the obtained results are 

presented, analyzed and discussed. Moreover, the research findings were linked and 

compared to other previous contributions in the literature. Finally, chapter five discusses 

the drawn conclusions from this study, as well as, highlights the theoretical and practical 

implications, recommendations for future work and limitations of study. 

  



 

19 

Chapter Two 
Literature Review 

2.1  Chapter overview 

This chapter aims to provide an overview of GHRM practices, specifically the current 

status of these practices in the healthcare sector, and their impact on sustainable 

performance in health care organizations, by studying the mediating role of organizational 

citizenship behavior towards the environment and corporate social responsibility in health 

care institutions. 

2.2  Green Human Resource Management 

2.2.1 An overview in GHRM 

The principle of green human resource management (GHRM) is an attractive term 

nowadays in different sectors and industries, GHRM is applied to enable and enhance the 

environmental management in the organization to achieve its sustainability goals (Ren, 

2018). Many GHRM studies encourages the use of a group of environmentally friendly 

practices that form a cluster rather than a single stand-alone activity, such group of 

practices are called GHRM bundle which is applied to spread the idea and culture of 

environmental standards and values inside an organization (Nejati et al., 2017; Mousa 

and Othman, 2020).There are a lot of green behaviors that if followed by the society will 

increase the sustainability of environment, for example, using room temperature drinking 

water rather than cold water will result a reduction in electrical consumption (Watson, 

2017). In addition, the implementation of GHRM practices will ensure the creation of a 

better work environment that brings out the best of employees in terms of effectiveness 

and efficiency. As well as, a safer and healthier work place for employees (Malmir et al., 

2019). Therefore, the practices of GHRM as a bundle are of great importance to the green 

improvement of companies due to its significance as an instrument for engaging workers 

in green practices, thus raising the efficiency of the businesses (Zaid et al., 2018). 

Previous studies explain that GHRM practices are largely applied in companies in 

Palestine. 



 

20 

Singh et al. (2020) examined how GHRM plays a crucial role in creating the "Relationship 

between" green leadership in transition, "Green innovation" and sustainability of the 

environment. They discovered that GHRM activities had a major impact on Green 

Innovation. The activities of GHRM have an important effect on the environmental 

sustainability; the three GHRM bundles have a positive relationship with environmental 

performance (Rawashdeh, 2018; Arulrajah et al., 2015). It indicated that firms will build 

the support required to succeed in their attempts to protect the environment by developing 

environmentally concerned new jobs or relating environmental tasks to the duties and 

obligations of each role in order to focus in particular on the environmental protection 

aspects of companies. Previous studies have shown HR fails to go away in order to get 

high important impact on an organization through the improvement of HR is autonomous, 

so that the door is better open than integrating into the company's green human resources 

management (bundle’s) program in general (Mehta & Mehta, 2017). 

2.2.2 GHRM definitions 

GHRM utilizes HRM strategies to facilitate the sustainable use of assets within an 

organization in order to achieve the aim of environmental sustainability (Shafaei et al., 

2020; Rangarajan & Rahm, 2011). When GHRM policies are adopted by companies, they 

explicitly indicate that they have a deep corporate social mission and respect the 

environment and the social priorities of current and potential workers, all contributing to 

external credibility, with the corporation likely to become more valuable to employees. 

The additional responsibility of top management and human resources is to incorporate 

green practices by integrating the GHRM principle into the vision and mission statement 

of the company, and this allows managers to understand how to better motivate 

employees of the organization in a more meaningful and optimistic way towards 

environmental concerns (Amjad et al., 2021). GHRM is the integration of Corporate 

Environmental Management into HRM (Renwick et al., 2013), greening of HRM's 

functional dimensions, such as job description and review, recruiting, recruitment, 

training, performance evaluation and rewards (Jabbour et al., 2010), All the tasks 

involved in designing, enforcing and sustaining a framework that aims to make green 

employees in the organization (Opatha, 2013). GHRM is the discipline and practice of 

managing people at work efficiently and effectively in order to achieve goals of the 

organization (Opatha, 2019). 



 

21 

Aragón-Correa (2013) and Firdaus & Udin (2014) said that numerous companies 

accomplish GHRM to support their personnel as well as their financial results, GHRM 

also helps to keep talent pools together(Patel, 2014), in addition to the environment, 

Companies may deliver substantial engagement, commitment, morale, work-life 

efficiency and productivity through equal and equitable GHRM (Hosain & Rahman, 

2016), Many researchers have researched whether GHRM could support organizations, 

GHRM practices can improve the well-being of employees by fostering a healthy work 

environment (Renwick et al., 2013). GHRM's advantages include minimizing expenses, 

corporate social responsibility, talent management, and competitive advantages 

(Aggarwal & Sharma., 2014). 

2.2.2.1 Green hiring (GH) 

Organizations need to recruit job candidates with actions and environmental sensitivity 

since they need to relay on the willingness of employees to participate environmentally 

friendly actions to enhance their success in terms of sustainability (Guerci et al., 2016). 

Zibarras and Coan (2015) suggested that through interviews of candidates, the level of 

green values and environmental awareness can be determined in addition to their 

qualifications that reflects sustainability awareness. With regard to technology and green 

practices, Khurshid and Darzi (2016) suggested that employment of the available advance 

technologies in a right way can improve the sustainable practices of the organization. For 

example, using the internet and social media for advertising is more efficient and greener 

than printed ones, in addition, the use of emails rather than printing official letters 

promotes the level of the organization sustainability wise. Guerci et al. (2016) found the 

existence of environmental sustainability policies in the organization is essential in 

attracting job applicants. The use of an ISO 14001 certification system that improves 

environmental performance improves the organization’s reputation, increases customer 

satisfaction and other financial results (Obeidat et al., 2020), green selection means those 

skilled employees who are motivated enough to bring change and contribute towards 

environmental management so green recruitment and selection (GRS) are grouped into 

three categories: (a) applicant green awareness, (b) green employer branding (c) green 

criteria for attracting applicants (Tang et al., 2018). 



 

22 

2.2.2.2 Green training and involvement (GTI) 

Green training is a powerful resource for an effective sustainability effort, as well as, 

achieving specific goals (Umrani et al., 2020), in addition to providing a detailed 

information about the policies and regulation of the organization along with its processes 

and programs (Mandip, 2012). Moreover, green training empowers employees to have a 

better understanding on green practices such as lower energy consumption and green 

waste management (Ahmad, 2015), and enables staff to improve their skills to understand 

and apply green solutions (Govindarajulu & Daily, 2004). 

Moreover, green training, referred to environment concerned training to employees with 

the required understanding of a company's environmental policies, its procedures, and the 

attitudes required (Jabbour et al., 2010). Green training and involvement (GTI) is an 

important strategy for every organization to ensure their long term sustainable 

development (Pinzone et al., 2019). Some certain activities were suggested to be 

incorporated in the environmental conservation training programs including training on 

energy conservation, safety, green place of work research, waste management, 

environmental training and programs, and career alternation for future green managers 

within the company. The design of these programs must be dedicated on the need for 

training in order to obtain the maximum environmental benefits of training (Cherian & 

Jacob, 2012). The organization should provide environmental guidance to members 

participating in greening programs to increase environmental awareness (Zaid et al., 

2018). Green training provides a sense of challenge for workers that motivates them to 

invest in green discretionary efforts, and that green training makes employees more 

satisfied with their work, distinct from other forms of training (Pinzone et al., 2019). 

2.2.2.3 Green performance management and compensation (GPC) 

The performance management system helps to assess an employee's current productivity, 

identify gaps, explore improvisational strategies, and set potential goals (Mishra, 2017). 

Performance management can be considered as one of the core methods of human 

resources to support environmental actions and sustainable development (Gholami et al., 

2016). The compensation and incentive programs are an essential mechanism for human 

resources in which workers are compensated for their success. This system tunes the 

objective of the person and the organization. It inspires workers to make additional efforts 



 

23 

(Mishra, 2017). Combining environmental management with the performance assessment 

process aligns the performance practices of workers with the long-term objectives of 

companies’ sustainable development. According to the AMO theory's motivational 

component (M), The AMO theory suggests that there are three independent work system 

components that shape employee characteristics and contribute to the success of the 

organization. According to the theory, organizational interests are best served by a system 

that attends to the employee’s ability, motivation, and opportunity (AMO). continuous 

evaluation and input on the performance of employees towards the success in meeting the 

companies’ green goals encourages employees to voluntary participate in efforts of 

generalizing green behaviors that improve the performance of the organizational setting 

(Chaudhary, 2019). Setting green performance metrics requires the creation of a 

collection of environmental standards for all employees in the evaluation process, as well 

as the implementation of green policies. Organizational performance was most important 

in influencing the usefulness of compensation (Ahmad, 2015). The use of bright green 

indicators was important in the practice of performance management. Green management 

includes evaluating managers' green outcomes and holding them responsibility of dealing 

with individuals who do not follow green success standards (Renwick et al., 2013). Green 

reward and compensation is a method of financial and nonfinancial benefits aimed at 

recruiting, maintaining, and motivating employees to contribute to sustainable priorities, 

in line with a systematic approach to reward management (Jabbour et al., 2013). Haque 

(2017) exhibited companies in the United Kingdom adopted financial incentives that have 

a significant impact on employees' ability to protect the environment, and green 

appreciation is a nonfinancial compensation reward for employees that includes things 

like companywide public recognition, paid holidays, and gift certificates. Green 

appreciation awards instill pride in employees and more effectively encourage pro-

environmental action (Veleva & Ellenbecker, 2001). Academic interest in HRM's 

position in environmental protection has grown in recent years (Jackson & Seo, 2010; 

Renwick et al., 2013). 

2.3  Sustainability performance 

The common representation of the concept of sustainability today pivots on three 'pillars' 

in different forms and models: the environment, society and the economy (Gibson, 2006). 

Economic development must be in line with social equity and ecological limits. This 



 

24 

three-dimensional approach is therefore widely used to organize the efforts needed for 

the success of sustainable growth (stock et al., 2018). 

Healthcare pollution is currently causing indirect harm to public health. Therefore, it 

should achieve a sustainable healthcare system and meet ambitious goals such as those 

set by the Intergovernmental Panel on Climate Change, a revolutionary vision is required 

(Intergovernmental Panel on Climate Change, 2018). Healthcare waste is one of the most 

dangerous and hazardous wastes in various industries, therefore, adequate management 

of these wastes should be done to preserve the eco-system and the environment (Al-

Khatib et al., 2020), Pollution is a leading cause of mortality and morbidity, responsible 

for 9 million deaths annually (or 16 percent of all deaths) worldwide in 2015 (Landrigan 

et al., 2018). The majority of these deaths are currently attributed to environmental 

factors, with air pollution accounting for one out of every eight deaths (Cohen et al., 

2017). There is an important link between environmental management and the resulting 

economic efficiency (Siyambalapitiya et al., 2018), for example, almost regulations agree 

on the necessity to develop strategy for waste management, since the current practices of 

allocating certain areas for landfilling of waste as disposal process is harmful and toxic 

for the environment and human-being, whereas, new techniques for disposal such as non-

incineration as treatment methods is more safer and environmentally friendly, as well as, 

the economic benefit (Windfeld and Brooks, 2015). The healthcare sector has changed 

dramatically in recent years as a result of increased competitiveness, the growing 

influence of patients, and the need to provide health services in a more efficient and 

effective environment. (Aptel & Pourjalali, 2001; de Vries & Huijsman, 2011). Since the 

human element is present in the healthcare process (Santilli & Vogenberg, 2015), social 

sustainability is also integrated with the human side of sustainability (Huq et al., 2014). 

This suggests that stakeholders including employers and suppliers play a critical role in 

achieving social sustainability goals by promoting progress and offering input into how 

to successfully integrate sustainable practices into healthcare (Marshall et al., 2015; 

Sherman et al., 2020). The Industrial Environment Framework aims to create solutions 

and methods for reducing waste and emissions in human environments, preserving 

products and resources, and replenishing natural systems. The most common analytical 

method used to assess healthcare sustainability is the Internationally Standardized 

Scientific Approach (LCA), improving resource and waste management practices are 



 

25 

critical components of healthcare sustainability, but they are ineffective; we must rethink 

all facets of healthcare delivery to achieve a sustainable future (Zimmerman et al., 2020). 

2.4  Corporate Social Responsibility (CSR) 

In the three pillars of sustainability, the Palestinian Central Bureau of Statistics has 

adopted the definition of social responsibility as an expression of a culture of commitment 

to responsibility within the priorities of strategic planning for institutions and providing 

support and assistance for sustainable development, meaning responsibility is a strategic 

approach to do business in our society in a sustainable and responsible manner (Saadeh 

& Khalidi, 2019). 

Social responsibility must be a priority for all employees in the health sector, and the best 

way to implement these responsibilities is to manage human resources, according to the 

words of Director Tarek Al-Masry at the Ministry of National Economy, “According to 

the Companies Law, a public shareholding company must allocate no less than 1% of the 

profits to be spent on supporting scientific research and professional training. Also, the 

public shareholding company must allocate less than what is about 1% of its net profits 

for spending in the field of social responsibility. This percentage was determined based 

on the experiences of neighboring countries such as the Emirates (Al-Masry, 2018). 

Studies have shown that corporate social responsibility is very necessary. The application 

of corporate social responsibility as a strategic tool improves the hospital’s value (Lubis, 

2018). On the other side, Úbeda-García et al. (2020) studied the relationship between 

CSR and GHRM practices in hotel industry in Spain. The research aimed at investigating 

the effect of CSR on the companies’ performance, in addition to economic and 

environmental outcomes. The model was solved using Partial Least Square (PLS) 

equation modeling approach; the results showed a positive relationship between CSR and 

organizational performance in addition an indirect effect on the mentioned relationship 

caused by GHRM practices in the hotel. In addition, Santana et al. (2020) studied the 

connection between CSR and HRM using Science Mapping Analysis Tool (SciMAT). 

194 studies were reviewed from 2006 to 2019, several topics were reviewed and studied 

to reveal their link to the aforementioned relationship between CSR and HRM, including: 

GHRM, environmental management and sustainable HRM.  



 

26 

2.5  Organizational citizenship behavior environmental (OCBE)  

Scholars are increasingly interested in the processes that motivate employees' pro-

environmental behavior (Luu, 2019a). Individual pro-environmental behaviors have only 

recently received academic attention in the hospitality literature, as employees are the 

agents that put organizational green policies into action (Dumont et al., 2017; Rayner & 

Morgan, 2018). according to (Hartnell et al. 2016, Ostroff and Bowen, 2016) Employee 

attitudes toward the organization would be better if they have organizational policies. As 

a result, we expect that “organizational support for green behaviors” will improve the 

leader's pro environmental indications and their effect on employee OCBE. The 

importance of HR practices in transforming organizational strategies into employee 

behaviors and contributing to organizational success has been highlighted (Barrena-

Martínez et al., 2017). Organizational citizenship behavior for the environment (OCBE) 

reflects an employee's ability to work with his company and its stakeholders to implement 

activities that support the natural environment within his job responsibilities (Daily et al., 

2009). Organizations include OCBE because it improves organizational performance and 

makes achieving organizational objectives (Fisher et al., 2010). Moreover, OCBE can 

improve an individual's productivity (Bergeron et al., 2014; Shareef & Atan, 2019). 

Employees should be given opportunities to participate in decision-making processes to 

stimulate OCBE and minimize the probability of leaving from organization. Individuals 

who exhibit OCBI, make time to listen to coworkers or managers, provide assistance 

when needed, and show a personal interest in their well-being, Individuals who display 

OCBO, on the other direction, have high participation rates, avoid unassigned job breaks, 

follow informal guidelines, and protect organizational property (Gerpott et al., 2017). 

Managers should participate in all three GHRM practices at the same time because doing 

so would improve individuals' voluntary green behavior much more (Pham et al., 2019). 

OCBE was strongly affected by green HRM practices. Furthermore, OCBE was found to 

have a strong connection to environmental performance. The results of the mediation 

analysis revealed that OCBE acted as a source for Green HRM practices to provide a 

positive impact on environmental performance (Anwar et al., 2020). 



 

27 

2.6  Hypotheses Development 

This study focuses on green human resource management practices, employee citizenship 

behavior, and social responsibility to improve the level of organizational sustainability 

inside and outside the organization. Therefore, we hypothesis that:  

H1: GHRM bundle practices positively affect OS. 

Green competence building practices include green recruitment and selection, as well as 

green training and development, mainly aimed to raise environmental awareness and 

sustainability (Teixeira et al., 2012). Employee green awareness is an important part of 

the green hiring process because if an employee's environmental values align with those 

of the organization, he or she is more likely to respond positively to the 

organization environmental issues (Tang et al., 2017), Environmental sustainability 

causes organizational changes that are distinct from those caused by other reasons such 

as globalization and technological advancement. Embedding environmental sustainability 

into an organization necessitates changes in the thinking and behavior of all employees 

across the board (Laszlo & Zhexembayeva, 2011), Considerations of economic, social, 

and environmental sustainability need linking the silos of functional efficiency with those 

of organizational effectiveness and sustainability in order to integrate environmental 

sustainability in a company (Dubois & Dubois, 2012), As a result, Green Behaviour (pro-

environmental behavior) is defined as behavior that respects the environment.(Unsworth, 

Dmitrieva, & Adriasola, 2013). 

H2: GHRM bundle practices positively affect OCBE. 

Employees can engage, share knowledge, and provide new solutions to complex 

problems through teamwork (Daily et al., 2007). Through open debates, the exchange of 

ideas, and the sharing of various viewpoints on environmental concerns, involvement 

opportunities aid in the development of a pro-environmental culture in the organization 

(Alt & Spitzeck, 2016), Green HRM involves incorporating environmental awareness 

into the entire HRM process of hiring, training, rewarding, and building a green 

workforce that knows and values environmentally friendly beliefs, practices, and 

activities. Furthermore, recent studies that highlight the role of human resources in 

environmental performance have focused on environmentally friendly employee behavior 

as a critical aspect in successfully implementing environmental regulations at work (Kim 



 

28 

et al., 2017), Employee involvement, according to prior research, is an important 

instrument that indirectly increases OCBE (Pham et al., 2019). Other studies suggest a 

good association between Green HRM and OCBE (Luu, 2019b), and Green HRM 

combined with AMO Theory can influence OCBE. Previous research in the United 

Kingdom using a methodology to assess the influence of Green HRM Practices on OCBE 

found that Green Building Competency Practices, Green Performance Management 

Practices, and Green Employee Involvement all have a beneficial impact on collective 

OCBE (Pinzone et al., 2016). 

H3: GHRM bundle practices positively affect CSR practices. 

GHRM bundles, when implemented correctly, can improve environmental sustainability 

(Singh et al., 2020; Yong et al., 2019; Pham et al., 2019). They will be essential to CSR's 

efficiency. Although the importance of GHRM and the development of research, there 

are still significant gaps in the literature, specifically research that investigates the 

relationship between GHRM and CSR practices (Freitas et al., 2020), Green programs 

and strategies assist human resources in establishing social responsibility principles 

among employees. As a result, green human resource management is critical to improving 

an organization's social performance(Wesselink et al., 2017), promoting the use of 

sustainable HR practices in developing employee involvement/engagement in CSR 

agendas, including as sustainability-related training, CSR agenda integration in 

performance management and incentive systems, and communication 

(Podgorodnichenko et al., 2020), CSR involvement/engagement involves great leadership 

development and communication (Leidner et al., 2019). 

H4: OCBE positively affects OS. 

According to Roy et al. (2001), OCBE is a critical component of successful environmental 

management system development and the integration of environmental policy into 

workplace practices, Eco-helping, eco-civic participation, and eco-initiatives are three 

elements of pro-environmental behavior outlined (Boiral & Paille, 2012). First, eco-

initiatives are personal initiatives taken for employees to reduce negative effects on the 

environment at work, such as recycling paper and minimizing resource waste (Afsar & 

Umrani, 2020). Second, eco-engagement employee engagement in projects that an 

organization has established and voluntary participation in the organization's 



 

29 

environmental activities (Wang et al., 2021) Finally, eco-helping means motivating 

employees to be environmentally responsible (Hameed et al., 2019), OCBE is focusing 

an increased significance on assisting organizations in achieving sustainable growth by 

lowering individual and organizational resource consumption. Its goal could be to help 

the company while also improving the environment and conserving resources (Zhao & 

Jiang, 2021). 

H5: CSR practices positively affect OS. 

CSR has become more essential for organization's growth (Turyakira et al., 2014). 

Sustainability is a term that encompasses social, economic, and environmental 

responsibilities, and it is important to study for two reasons. First, to save each company's 

resources. Second, businesses must operate in a safe and responsible manner, with a focus 

on the health and safety of their employees (Gimenez et al., 2012). CSR is described as 

any responsible' sustainable activity that enables a company to obtain a long-term 

competitive advantage, regardless of the motivation. (McWilliams & Siegel, 2011), Intel 

is an example of a company that incorporates CSR into its strategy and day-to-day 

operations (Aguinis & Glavas, 2013). Intel's primary mission is to enrich the lives of 

everyone on the planet, and in its 2019–2020 CSR report, the company outlined its 2030 

strategic goals of "responsible, inclusive, and sustainable" practices enabled by 

"technology, creativity, expertise, and the enthusiasm of [their] employees" (Aguinis et 

al., 2020). 

H6: The OCBE mediate between the GHRM bundle practices and OS. 

According to Ren, Tang and Jackson (2018) Effective GHRM regulations must take into 

account employees' environmental attitudes and behaviors. The behaviors that employees 

are willing to engage in beyond their suggested and necessary job descriptions are referred 

to as organizational citizenship behavior for the environment OCBE (Pham et al., 2019), 

Green competence building techniques include green recruiting and selection, as well as 

green training and development programs, all aimed at enhancing workers' environmental 

knowledge and abilities (Teixeira et al., 2012), the link between strategic human resource 

management, OCBE, and environmental performance was investigated by Paille et al. 

(2014). The study's findings revealed that strategic HRM adds to an organization's 

environmental performance, whereas OCBE was discovered to mediate the link between 



 

30 

strategic HRM and environmental performance, Finally, connecting with employees can 

assist raise employees' knowledge of a company's mission and provide opportunities for 

them to learn and behave in more environmentally friendly ways, eg. OV, initiative 

suggesting, adapting tasks at work, more OCBE (Paille & Boreal, 2013). 

H7: The CSR practices mediate between the GHRM bundle practices and OS. 

GHRM has affected the performance of academics and researchers all around the world 

in recent years (Yong et al., 2019). It is seen as a contemporary research trend capable of 

contributing to organizations' sustainable development strategies, since it may improve 

both sustainability and competitiveness through employee participation at both the 

organizational and individual levels (Pham et al., 2019), through the promotion of 

corporate citizenship, business ethics, stakeholder management, and sustainability 

(Dubey et al., 2015), which promotes a beneficial and substantial performance (Carrol & 

Shabana, 2010). It's even associated with environmental protection efforts (Su & 

Swanson, 2019). 

2.7  Theoretical frameworks  

2.7.1 Existing frameworks 

 There are models that have been developed to explore the mediating effect of 

organizational citizenship action toward the environment and corporate social 

responsibility on the relationship between green human resource management (green 

recruiting and selection, green preparation, green incentives, and green performance 

appraisal) and sustainability performance (economic, social, and environmental 

performance) Malik et al. (2021) developed a conceptual model that explained the 

association between GHRM practices, CSR, and sustainable performance with the 

addition of OCBE as a mediator. Only those participants who are aware of CSR, green 

practices, and sustainable results were contacted, yielding a response rate of 75%. 200 

questionnaires were distributed, and 150 completed questionnaires were used in the study. 

According to the findings of this study, organizations can achieve sustainability by 

engaging in green practices and exhibiting socially responsible behavior. OCBE can be 

effective in motivating employees. As a result, companies will gain a competitive 

advantage and long-term sustainability by implementing GHRM, CSR, and OCBE, The 



 

31 

researcher recommended that hospitality, tourism and higher education institutions 

should be included in future studies, as there are no studies linking this relationship in 

these sectors, (Freitas et al., 2020) analyzes the relationship between GHRM and 

corporate social responsibility (CSR) in Brazilian companies, The researchers adopted 

company’s age, size, ISO 9001 and 14001 certifications are the control variables. 

The results show that the most critical practices for improving CSR performance are 

performance assessment, teamwork, and recruitment and selection. According to the 

findings, the “ISO 9001 certification” controls variable has a positive and important 

impact on CSR. 

2.7.2 Research framework 

The following framework suggests four sets of relationship bonds (GHRM bundle that 

include GH , GTI and GPC, and sustainability performance that include environmental, 

economic and social) to improve environmental practices and sustainability performance 

with healthcare sector, with the addition of OCBE and CSR as a mediator. It is based on 

previous researchs (Anwar et al., 2020; Freitas et al., 2020; Mousa and Othman, 2020; 

Amjad et al., 2021), (see Figure 2). 

Figure 1 
Proposed theoretical framework. 

 



 

32 

2.8  Healthcare sector in Palestine 

Palestinian healthcare professionals are creating new healthcare programs and displaying 

a high level of sustainability (Waterston & Nasser, 2017). The General Administration of 

Public Health aims to promote and protect citizens' health and to create a stable 

community by delivering preventive and curative health services to all segments of 

society in accordance with international standards, using the most up-to-date scientific 

methods, and on the basis of science, knowledge and skills required with trained cadres 

and active participation of relevant parties and society to keep up with society's growth 

and needs (MOH, 2021). According to the Palestinian Central Bureau of Statistics 

(PCBS) and Ministry of Health (MOH) annual report on health accounts in Palestine, the 

healthcare industry accounts for 11.4 percent of the Gross Domestic Product (GDP) in 

Palestine in 2018, and the Palestinian MOH's monetary revenues in 2018 were about $ 

218,624,185. (PCBS, 2018; MOH, 2018). The Ministry of Health's finance department 

announced that the ministry's budget for 2018 was NIS 1,767,295,225, with wages 

accounting for 48 percent of the budget (PHIC, 2018), In 2019, the number of operating 

hospitals in Palestine reached to 85, and the total number of hospital beds reached to 6750. 

The Ministry of Health has about 27 hospitals, with a total bed size of 3462 beds, The 

Ministry of Health's largest employer, with 14,430 permanent workers, including 

physicians, nurses, pharmacists, allied medical practitioners, and administration and 

service (MOH), see (Figure 3.). 

Figure 2 
Distribution of medical human resources by specialty & region, Palestine. 

 

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

Physician Nurse Pharmacist Dentist Midwife

Region 

Specialty 



 

33 

2.9  Chapter summary   

Through a review of the literature related to green human resource management and 

sustainability performance in the health care sector, it was found that there is a gap in the 

studies that link GHRM bundle that include GH, GTI and GPC, and sustainability 

performance that include environmental, economic and social, with the addition of OCBE 

and CSR as a mediator, to improve environmental practices and sustainability 

performance with healthcare sector. One of the limitations of the study (Malik et al., 2021) 

it was exclusive on the industrial sector, and the researcher recommended that it should 

be applied to other sectors, especially the health sector. Finally, the importance of the 

health sector lies in the continuation of human life. Therefore, it was necessary for 

researchers to develop this sector, and to explore all the elements that would increase the 

quality of the performance of the health sector. 

  



 

34 

Chapter Three 
Research Methodology 

3.1 Chapter overview 

In this chapter, the research design, population and sampling, survey method 

(questionnaires), pilot study, and other issues are discussed. Finally, the chapter 

concludes with a description of data processing methods for both qualitative and 

quantitative approaches. 

3.2  Research Types  

Scientific research is conducted by defining research questions and then collecting data 

related to these questions and then answering those questions. From this point of view, 

the research can be divided into the following categories:  

 Descriptive research: this type of study aims to systematically attempts to describe 

problems, situations or phenomena, to provide information about these communities, 

or to describe attitudes towards certain issues. 

 Exploratory research: this sort of research attempts to learn more about a new field of 

study or the feasibility of doing a specific research stud 

 Explanatory research: the study highlights or explains how and why two components 

of a phenomenon or situation are related in this sort of study. 

This type of study was directed as there are few studies in healthcare sector. The 

appropriate type of research for this study is the exploratory study. 

3.3  Research approach 

The term "research approaches" refers to research plans and methods that span everything 

from study ideas to specific data collection, analysis, and assessment methodologies. 

(Creswell, 2014). They are three research approaches; qualitative, quantitative and mixed 

methods, in this research, a quantitative approach was used, questionnaires, which are the 

instrument used to collect data throughout this study, are distributed in the healthcare 

sector, As it has been clarified in the literature review chapter about the importance of 

this study, since there are a few studies conducted in service sector, especially with the 



 

35 

absence of these types of studies in healthcare sector in the developing countries. The best 

type of research to conduct is the exploratory study, specifically sequential exploratory 

research.  Unfortunately, the COVID-19 pandemic has obstructed us from reaching the 

managers, working on personal interviews with them in order to obtain a mixed approach. 

3.4  Research methodology flow chart  

In this study, the study's problem, goal, and purpose, as well as the study's scope, are 

presented. In order to formulate research questions and hypotheses, The second stage is 

to start collecting data, where the appropriate sample was selected for the study, and we 

started collecting data, by distributing questionnaires to the selected sample, after 

collecting the data, it was analyzed to test hypotheses and answer research questions And 

finding the relationship between the variables, and in the end, a framework was developed 

to help workers in the health sector to implement these practices, and some suggestions 

and recommendations for future studies related to this study. 

3.5  Research population and sample size 

This study was conducted on the healthcare sector in the West Bank in the year 2020-

2021. The research population was chosen based on the competence required to complete 

the questionnaire, includes primary care centers from the fourth level, which include 

centers under governmental control such as MOH and MMS, tertiary care centers 

(hospitals and rehabilitation centers). MOH, private sector, NGOs, and MMS. 

As shown in Table 1, we took primary care centers affiliated to the MOH and MMS, and 

secondary and tertiary care centers (all hospitals) and include the government, private and 

non- profit sectors. 

Table 1  
Distribution of care centers in the health sector (MOH, 2019; MMS, 2020) 

N Healthcare classification Population 

1 Primary care centers 10 Primary healthcare centers of the MMS. 

 11 Primary healthcare centers of the MOH 

2 Secondary and tertiary 

care centers 

67 Facilities included General Hospitals, Specialized 

Hospitals, Maternity Hospitals and Rehabilitation and 

Physiotherapy centers 

 Total  88 

 Requested sample  80 

 Response rate  91% 



 

36 

The statistical method is the correct approach to compute the sample size to establish an 

acceptable and representative minimum sample size for conducting the survey 

(Denscombe, 2014), Thompson's formula (Thompson, 2012). 

 

Where: 

n= the sample size.  
N= the total number of population, 88. 
d= the percentage error (0.05). 

P= proportion of the property offers and neutral (0.5). 

z= is the upper α/2 of the normal distribution (1.96 for 95% confidence level). 

n= 88*0.5(1-0.5)/ ((88-1)*(0.005^2/1.96^2)+0.5(1-0.5)) 

The sample size was determined using Thompson's equation, and 80 questionnaires were 

obtained from 88 health care centers and hospitals, all of which were correct, and thus the 

response rate reached 91%. 

3.6  Data collection 

We used a combination of primary and secondary data in this stage, and we rely on 

questionnaires to generate primary data in the main data phase. The WHO, PCBS records, 

and reports from the Health Information Center were the only other sources of secondary 

data. 

3.7  Survey  

A quantitative survey was used in the research. The instrument was created using 

literature research, and data was collected using a questionnaire. The data was then 

statistically analyzed to identify responses to study questions and hypotheses. In order to 

share hard-to-reach places, certain questionnaires were also delivered via Google Drive. 



 

37 

3.8  Questionnaire design 

The researcher designed the questionnaire to have several sections, each with many 

questions, allowing the respondent expert to select one of several options for each 

question that represented their organization's current position with the practices under 

study, The questionnaire was created by reviewing a number of previous studies, after 

which it was presented to a jury and some health-care experts for feedback, The updated 

version of the questionnaire contains the following: 

 The first section: (9 items): The goal of this section is to obtain general information 

about the organization, such as the respondent's gender, the organization's 

categorization in the healthcare sector, the number of employees, the geographic 

location, job title, and years of experience. In addition, we employed a variety of 

alternatives in this section. 

 The second section: (12 items): Its goal is to determine the extent to which GHRM 

methods and environmental behavior are used and embraced in healthcare settings. 

the section is divided into three categories green hiring, green training and 

involvement, and green performance management and compensation. A five-point 

likert scale of 1 (not at all) to 5 (a Very Great Extent) was used in this section. This 

section was adapted from (Siyambalapitiya et al., 2018). 

 The third Section: (17 items) the indicators of OCBE and CSR as a mediator in 

Palestinian healthcare organizations and their effects on healthcare organizations in 

terms of applying GHRM practices and organizational sustainability. 

Section four: (12 items): the section is divided into three categories Environmental, 

economic, and social performance. 

Finally, a space was left for the respondents in order to put any notes they had at the end 

of the questionnaire. The questionnaire was reviewed by a group of experts to ensure the 

validity and reliability of the survey. The questionnaire was prepared in English (see 

Appendix A), and since the questionnaire was translated into Arabic because Arabic is 

the mother tongue in Palestine (see Appendix B), in terms of distributing the 

questionnaire, there were some areas that were difficult for us to access, so the 

questionnaire was sent electronically via Google Drive, nearly two months were spent on 

collecting data from all cities. 



 

38 

3.8.1 Questionnaire reliability 

The first criterion for assessing the quality of results is reliability, which refers to the degree of 

consistency of a result through time; a study is regarded dependable if its findings can be replicated 

and produced using identical procedures in a variety of settings. The convergent validity test is used 

to assess the reliability of the five-point likert scales employed in the study, which is the degree to 

which elements in the same construct have a positive correlation with one another. Cronbach's alpha 

is a conventional measure of internal consistency that provides a reliable assessment based on the 

inter correlations of the indicator variables. The reliability of the composite (Cronbach's alpha) 

should be greater than 0.7 (Djakasaputra et al., 2021). 

3.8.2 Questionnaire validity 

Another critical indicator to evaluate the quality of results produced from the study is 

internal validity (Hair et al., 2016). Noteworthy, validity refers to the extent to measure a 

concept accurately in quantitative research (Carpenter, 2018), Validity helps to determine 

whether the research actually measures what it was prepared to measure or the reality of 

the research results (Wieland et al., 2017). It is worth mentioning that most items used in 

questionnaire are adopted from previous literature reviews in GHRM studies, where the 

reliability and validity of these items were already tested. Beside of conducted a pilot 

study to reveal any problem that effected the quality of results. The Discriminant Validity 

test, which comprises the Fornell-Larcker criterion and cross loadings, is used to assess 

the validity of research data. 

3.9 Methodology of analysis 

This section discusses the methods for assessing data from quantitative stages (the data 

collected from the questionnaires). 

3.9.1 Questionnaire analysis 

Quantitative data from a survey (questionnaire) was analyzed using Structural Equation 

Modeling (PLS-SEM) software, Version 3.3.3, to evaluate and explore the correlations 

between the questionnaire's elements. Smart PLS software was utilized to meet the 

objectives and test the research hypotheses. 



 

39 

3.9.2 Assessment of the measurement model 

Because this study employed reflective measuring methods, the following criteria were 

applied to examine their reliability and validity. The degree to which several components 

measure the same structure is referred to as convergent validity (Bornmann et al., 2019). 

Convergent validity is measured using the criteria listed below: 

1. Factor loading - individual item reliability 
2. Composite reliability (CR) 

3. Average variance extracted (AVE) 

The degree to which items discriminate across constructs or the correlations between 

assessments of potentially overlapping components is referred to as discriminant validity. 

The following are some of the criteria used to assess discriminant validity: 

1. A cross-loading 
2. Correlation of latent variables (square root of AVE) 
3. The HTMT (heterotrait-monotrait) correlation ratio 

In appendix C, Table C.1 contains additional information about the precise criteria used 

to assess convergent and discriminant validity. 

3.9.3 Assessment of the structural model 

The structural model was evaluated using the following five tests: 

1. Coefficient of Determination (R2): Endogenous latent variables with R2 values of 0.75, 

0.50, or 0.25 are classified as significant, moderate, or weak. 

2. Effect Size (f²): Guidelines for evaluating the results values of (ƒ2 ) according to 

(Purwanto, & Sudargini, 2021), that the values of 0.02, 0.15, and 0.35, considered as 

small, medium, and large effects respectively for the exogenous latent variables. 

3. Predictive Relevance (Q2): If Q2 is positive (higher than zero), the model has 

predictive validity; if it is negative, the model does not (Hair Jr et al., 2020). 

4. Path Coefficients (hypotheses test): The route coefficient magnitude is assessed using 

the Bootstrapping approach, which is defined as “a resampling approach that draws a 

large number of subsamples from the original data (with replacement) and estimates 

models for each subsample” (Meng & Berger, 2019). 



 

40 

5. Goodness-Of-Fit Index (GoF): It's not a good option to use this in exploratory studies. 

according to (Bandalos & Finney, 2018). 

3.10 Chapter summary 

This chapter discusses the research methodology used in this study to achieve the study's 

objectives. This chapter also covers study design, variables, measurement, survey 

questionnaire design, demographic and sample, data collection, and analytic procedures. 

The results of the data analysis are discussed in the following chapter.  



 

41 

Chapter Four 

Results and Analysis 

4.1  An overview 

This chapter summarizes the study's research findings based on data received from 

respondents in the health industry in the West Bank. This chapter is divided into the 

following sections. First, consider the response rate. Respondents' Demographic 

Distribution. Second, data screening and preliminary analysis are offered, as well as 

specifics about the sample's characteristics. Third, the outcomes of tests for scale 

reliability and validity are evaluated. The outcomes of hypothesis testing are analyzed 

and presented. 

4.2  Response Rate 

The surveys in this study were self-administered. Attempts have been made to boost 

response rates by reminding participants via phone calls, SMS messaging, and physical 

visits (Sekaran & Bougie, 2009). As a result of these efforts, in Palestine, 88 surveys out 

of 91 questions presented to participants' employees in the health sector) were returned. 

As a result, the response rate is 91 percent; However, all 88 answers provided were used 

to run the study, resulting in a 91 percent correct response rate (Yehuda, 1999). There 

were no wrongly completed surveys found.  

4.3  Respondents Demographic 

The study was conducted between June 2021 and mid-September 2021. The final data 

sample consisted of 88 individuals who completed the study questionnaire, and their 

position in the firm is depicted in Table C.2. 

Table C.2 illustrated that more than 60% of the participants were working in Government 

and Private sector; the rest were 25% Non-profit organizations or Military of 113% or 

UNRWA of 1.1%.  

Table C.3 below shows that more than 92% of them were Human Resources Managers. 

Also, more than 53% of them were hold a Bachelor degree and more than 43% holding a 



 

42 

master degree, that’s mean more than 96% had a post graduate degree.  And more than 

91% of them had more than 6 years of experiences. Information 

Table C.4 below shows that more than 61% of the organisations are Secondary care center 

(Hospitals) and 19.3% are Primary care center and Triple Care Center   (Rehabilitation centers) 

also, more than 38% of them had more than 250 employees, and 30.6% has 100-250 

employees, however  no organization has less than 19 employees at all. 

Table C.5 show that 51.1% of the organizations integrate environmental management 

practices into its daily activities while 48.8%, of the organisations currently has no 

implementation plans.  and 53.4% of the companies has a formal environmental 

management program such as ISO (14001), or any environmental initiatives or 

certificates related to environmental issues, while 46.6% of them didn’t have. 

The response rate and location of a company in each governorate are shown in Table C.6 

Ramallah and Qalqilya had the largest number of responders, with Ramallah having 20 

and Qalqilya having 16, with response rates of 21.7 percent and 17.3 percent, 

respectively. While, Tubas has the smallest in number of respondents with three 

respondents with response rates of 3.2%.  

4.3.1 Respondents outline of Demographic Distribution 

We can observe that more than 60% of the participants were working in Government and 

Private sector; the rest were 25% Non-profit organizations or Military of 113% or UNRWA 

of 1.1%. more than 92% of them were Human Resources Managers. Also, more than 53% 

of them were hold a Bachelor degree and more than 43% holding a master degree, that’s 

mean more than 96% had a post graduate degree.  And more than 91% of them had more 

than 6 years of experiences. Moreover, more than 61% of the organisations are Secondary 

care center (Hospitals) and 19.3% are Primary care center and Triple Care Center  

(Rehabilitation centers) also, more than 38% of them had more than 250 employees, and 

30.6% has 100-250 employees, however  no organization has less than 19 employees at 

all.  

Moreover, we can see that 51.1% of the organizations integrate environmental 

management practices into its daily activities while 48.8%, of the organisations currently 

has no implementation plans.  and 53.4% of the companies has a formal environmental 



 

43 

management program such as ISO (14001), or any environmental initiatives or 

certificates related to environmental issues, while 46.6% of them didn’t have. 

Qalqilya and Ramallah had the most responders, Ramallah with 20 and Qalqilya with 16, 

with response rates of 21.7 percent and 17.3 percent, respectively. while, Tubas has the 

smallest in number of respondents with three respondents with response rates of 3.2%. * 

4.4  Why PLS-SEM 

PLS-SEM is a marketing and commercial research technique that has garnered a lot of 

traction. The PLSSEM is the method to utilize if the purpose of the study is to make 

predictions and create theories. If the purpose of the research is to test and confirm 

theories, CBSEM is the method to apply (Hair et al., 2011). 

PLS-SEM is a route modeling statistical approach for modeling complicated multivariate 

connections between observable and latent variables, according to Vinzi et al. (2010). The 

use of SEM to investigate cause-and-effect relationships between latent components has 

become commonplace. Hair, among other things (2011) PLS-SEM route modeling also 

allows for more precise and reliable confirmatory factor analysis (Afthanorhan & 

Afthanorhan, 2013). 

PLS-SEM has been utilized as a statistical tool by multiple academics in the social 

sciences, including business research. (Hair,  2014). PLS-SEM is more resilient in dealing 

with non-normal data because it makes flexible assumptions regarding the normality of 

the variable distribution (Henseler et al., 2009).  However, several of PLS-advantages, 

SEM's such as small sample size, and prediction power, are additional benefits rather than 

requirements for the PLS-SEM technique (Sarstedt et al., 2014). Furthermore, under non-

normality settings and with fewer samples, the PLS-SEM technique looks to be 

preferable. Furthermore, unlike covariance-based SEM, PLS-SEM eliminates the 

statistical power problem inside analysis in similar data scenarios (Haenlein & Kaplan, 

2011; Reinartz et al., 2009). 

4.5 Removing Outliers 

Outliers are data that are significantly different from the rest of the dataset (Byrne, 2010). 

Outliers in a study can be discovered using a variety of strategies, including 



 

44 

categorizing data points based on their observed distance from the expected values in the 

research (Hair et al., 2010). The Mahalanobis distance metric is considered to be the most 

adequate indicator for outlier treatments because it adjusts for correlations and weights 

all variables equally (Hair et al., 2010). The empirical optimum values were determined 

using the table of chi-square statistics as the threshold value in this investigation. The 

value of 26.124 was chosen for this inquiry because it was linked to the eight assessment 

factors (at level 0.001). The chi-square as indicated in the table was compared to the new 

Mahalanobis output in this investigation, which was termed MAH 1. Zero cases were 

identified as outliers based on MAH 1 output since all MAH 1 values were less than the 

threshold value (26.124). All 88 samples were used in the study's final analysis. 

4.6  Multicollinearity Test 

Before putting the proposed model to the test, it's a good idea to check for 

multicollinearity among the independent variables (Hair et al., 2010). The correlation 

matrix was used to test for multicollinearity in this study. The collinearity statistics for all 

of the independent variables in the study model have been summarized in Table C.9. 

Multicollinearity was not a problem because the correlations between variables were less 

than 0.90. VIF values ranged from 1.439 to 2.849, while tolerance values ranged from 

0.807 to 0.351. The multicollinearity assumption was not broken as a result of the data. 

The heterotrait-monotrait ratio was used to assess discriminant validity, according to 

Henseler et al. (2015). (HTMT). Each HTMT ratio was less than the most restricting 

criterion of 0.85. The results reveal that none of the exogenous factors were substantially 

associated with each other. The correlation values were significantly below the 0.85 

criterion and above, as shown in Table C.10. As a result, there was no issue with strong 

correlation among the variables, indicating a robust discriminant validity feature. 

4.7  Evaluation of PLS-SEM Result 

In this study, the reliability and validity of concept measurements were evaluated. In the 

context of factor analysis, PLS-SEM was utilized to analyze the study's direct, indirect, 

and mediating results. To discover causal linkages among the constructs in these 

theoretical models, Ringle et al. (2015) employed SmartPLS 3.3. 



 

45 

Indications should be explained to determine which are formative and which are 

reflecting. It's important to remember that model design is critical since evaluating a 

reflecting measurement model differs significantly from testing a formative measurement 

model (Lowry & Gaskin, 2014). 

Reflective variables are latent (unobserved) and indicator variables, as opposed to 

formative variables (observed). Furthermore, this research did not look into second-order 

structures having two layers of components. To put it another way, the research 

components of the inner model were viewed as first-order constructs. The study 

comprises six exogenous latent variables in terms of sequence and linkage among the 

components, including one independent variable (GHRM) and two mediator variables, 

Organizational Citizenship Behavior (OCBE) and Social Responsibility (CSR). The 

dependent variable Organizational Sustainability is the study's endogenous variable (OS). 

The original study model contained 41 reflecting assessment items (manifest variables or 

indicators) for eight variables based on the assumptions stated in the study (latent 

variables). It consists of one independent variable, one dependent variable, and two 

mediator variables, with seven connections constructed between them (see Figure 4). 

Figure 3 
Original study mode The Measurement Model 

 



 

46 

Validity and reliability are the two main criteria used to assess measurement models. The 

reliability study was conducted after assessing concept validity, convergent and 

discriminant validity. 

4.7.1 Construct Validity  

The construct validity of a measure refers to how well the test's results match the beliefs 

that it is founded on (Sekaran & Bougie, 2009). Loadings on factors should be bigger 

than 0.70. (Hair et al., 2011). As a result, the construct explains more than half of the 

variation in the observed variable. Based on the foregoing guidelines, this study used a 

0.60 cut-off value for factor loadings as a significant cut-off value. As a result, five 

loadings were removed since their values were less than 0.55. csr 2 (0.539), csr 3 (0.217), 

ocb 11 (0.577), ocb 12 (0.561), and ocb 13 (0.561) were the results (0.58). They were 

clearly represented in Figure 5 and Table C.7 before they were deleted. Following the 

removal of these items, all remaining items that measured a specific construct loaded 

heavily on that construct while scoring poorly on the others, suggesting construct validity. 

Table C.8 shows the outcome after deletion some factor loadings. 

4.7.2 Convergent Validity 

The degree of agreement among numerous items evaluating the same idea is called 

convergent validity (Ramayah et al., 2011). Convergent validity is based on the 

correlation between replies gained from diverse techniques of assessing a particular issue, 

according to classic test theory (Peter, 1981). Researchers should use factor loadings, 

composite reliability (CR), and average variance extracted to assess convergence validity 

(AVE), according to Hair et al. (2010).  

According to Hair et al. (2011) and Valérie (2012), all item loadings should be more than 

0.70. Additionally, composite reliability ratings should be greater than 0.70 and indicate 

how well construct indicators reveal the hidden variable. The composite reliability values 

in this study ranged from 0.756 to 0.903, showing high convergent validity, as shown in 

Table 2. 

Finally, the average variance extracted (AVE) calculates the variation enclosed by the 

indicators in relation to measurement error, and it should be greater than 0.50 to justify 

the construct's use (Valérie, 2012). The AVEs in this study ranged from 0.516 to 0.671, 



 

47 

all of which were within the acceptable range (Except the AVE of two constructs). Even 

though, in some cases if the EVE is less than 0.50, According to (Lam, 2012), if the 

composite reliability is more than the acceptable level of 0.60, then the internal reliability 

of the measurement items is acceptable (see Table 2). As a result, the convergent validity 

criteria were met, and the full collection of latent variables met the threshold value. 

Table 2.  
Measurement Model Results 

Constructs 
Measurement 

Item 
Items Loading CR AVE 

Green Training 

and Participation 

gmphr_5 0.885 

0.512 0.331 gmphr_6 0.905 

gmphr_7 0.893 

gmphr_8 0.856 

Economic 

Performance 
0.533 0.332 

Es_5 0.858 

es_6 0.891 

es_7 0.911 

es_8 0.835 

Environmental 

Performance 

es_1 0.858 

0.533 0.343 es_2 0.881 

es_3 0.848 

 es_4 0.866   

Organizational 

Citizenship 

Behavior 

ocb_10 0.74 

0.534 0.331 
ocb_14 0.702 

ocb_15 0.918 

ocb_16 0.898 

ocb_17 0.853 

Performance 

management and 

green rewards 

0.530 0.333 

gmphr_9 0.787 

gmphr_10 0.903 

gmphr_11 0.894 

gmphr 12 0.798 

Recruitment and 

green selection 

gmphr_1 0.902 

0533 0.333 gmphr_2 0.833 

gmphr_3 0.884 

Social 

Performance 

gmphr_4 0.869 

0.513 0.332 
es_9 0.899 

es_10 0.884 

es_11 0.918 

es_12 0.841 

Social 

Responsibility 

(CSR) 

csr_1 0.652 

0.913 

 
0.331 

csr_4 0.864 

csr_5 0.886 

csr_6 0.83 

csr_7 0.801 

csr_8 0.864 

csr_9 0.866 



 

48 

4.7.3 Discriminant Validity 

Discriminant validity is a measure of how successfully items differentiate across 

conceptions or measure different ideas. According to Hair et al. (2011), discriminant 

needed to demonstrate that each AVE latent construct has a greater squared correlation 

with other latent variables than the highest squared correlation with other latent variables 

criterion (Fornell & Larcker, 1981). 

The discriminant validity of the measures was investigated in this study using the Fornell 

and Larcker (1981) criteria. The diagonal elements, like the correlation matrix in Table 

3, represent the latent components' average variance square root. Discriminant validity 

obtains when the diagonal elements in the rows and columns are bigger than the off-

diagonal elements. In the correlation matrix, this was the case, showing that discriminant 

validity was verified. 

Table 3 

Correlations among Constructs and Discriminant Validity 

Variable GTB ECP EP OCB BMG RGS SP CSR 

GTB 0.885        

ECP 0.652 0.874       

EP 0.591 0.824 0.863      

OCB 0.603 0.632 0.73 0.827     

BMG 0.752 0.523 0.404 0.449 0.847    

RGS 0.753 0.484 0.459 0.525 0.734 0.872   

SP 0.467 0.545 0.457 0.48 0.624 0.359 0.886  

CSR 0.629 0.585 0.542 0.662 0.693 0.564 0.679 0.827 

Note: GTB= Green Training and Participation, EcP = Economic Performance, EP = 

Environmental Performance, OCB = Organizational Citizenship Behavior (OCBE), 

BMG = Performance management and green rewards, RGS = Recruitment and green 

selection, SP = Social Performance, CSR = Social Responsibility (CSR). 

 

4.7.4 Reliability Analysis 

Cronbach's alpha and composite reliability (CR) values greater than 0.70 are 

recommended by Hair et al. (2011). Cronbach's alpha and Cronbach's CR values for all 

items are shown in Table C.11. They were all greater than the 0.70 required quantity. As 

a result, the construct's dependability was established. of Constructs 

4.7.5 Validity and reliability of second-order constructs-two stage approach 

The GHRM bundle is a second-order latent variable made up of three first-order latent 

variables in this study. Three manifest variables make up OS's first order latent variable. 



 

49 

As a result, the GHRM bundle basic first-order latent variable's twelve manifest variables, 

as well as the Org. Sustainability (OS) fundamental first-order latent variable's twelve 

manifest variables, can be used to specify the second-order latent variable. As a result, 

the manifest variables are used twice: once for primary loadings, also known as first-order 

latent variables, and again for secondary loadings, also known as second-order latent 

variables. Alternatively, the first-order construct of the reflecting model is modeled to the 

second-order construct. RGS, GTB, and BMG models will now use the second-order, 

particularly GHRM, while EP, ECP, and SP models will use the second-order, mainly 

Org. sustainability (OS). Figure 5 illustrates the second-order overall model. 

Figure 4 

Second Order Construct. 

 

A second-order construct model was used to study the relationship between the reflective 

low and the reflective-formative. To precisely mediate variables, the higher order notion 

is used. As a result, the two-stage PLS measurement is recommended to suit the needs of 

this HCM model in order to investigate mediating effects (Cheah et al., 2019). The two-

stage technique manipulates the benefits of PLS route modeling by allowing it to 

explicitly estimate latent variable scores. Models exhibiting interaction effects among the 

constructs investigated by the reflective indicators may benefit from the two-stage 

technique. In this study, second-order constructions RGS, GTP, and PMG are 



 

50 

modeled after the GHRM bundle. The sequential latent variable score approach is one of 

the methods for describing the hierarchy, according to Ringle et al. (2012). 

4.7.6  Reflective – formative measurement model 

Prior to analyzing the structural model and mediator interaction, the two-stage procedure 

is accomplished. As a result, reflective and formative measurement indicators must be 

used to assess the second order construct once more. Tables 4.10 and 4.11 summarize and 

display the second-order PLS algorithm results. 

Tables C.12 and C.13 detail the two-stage procedure of the second order reflective model, 

demonstrating that the reflective measurement condition is met. Measurement standards 

such as CR, Indicator Loading, and AVE were met by both internal and external GSCM 

procedures. The Cross Loading, Fornell Larcker's, and HTMT criteria all yielded the 

same findings in Tables C.14, C.15, and C.16, suggesting that the constructs met the 

measurement standards. 

The convergent validity results are the first step in the formative construct's second-order 

evaluation. Convergent validity is studied in this study by adding particular items to 

questionnaires as they are being developed and before data is gathered (Ramayah et al., 

2018). The items in the questionnaires are general indicators that can be used to examine 

the convergent validity of the formative measures' components. An endogenous latent 

variable is operationalized through one or more reflectively appraised indicators, and an 

exogenous latent variable is employed to help predict it (Wong, 2013b). The global 

reflective measure - convergent validity of the GHRM bundle is shown in Table C.17. 

The model shown in Figure 6 is the final model for hierarchical component analysis, 

according to this study, and it comprises the components listed. Second order components 

were removed from latent variable scores in SmartPLS, as shown in this diagram. Yellow 

rectangles indicate the first order elements, whereas blue circles represent the second 

order variables. The first-order elements, on the other hand, become second-order build 

items, with the final model's second-order construct regarded the first. The researcher 

continued to examine the produced model to evaluate the study hypotheses after the tests 

proved the data's dependability and validity, as indicated in the next section. 

  



 

51 

Figure 5 

Final Research Model 

\ 

4.8  Structural Model Results (Inner Model) 

The structural model, also known as the inner model, was investigated in the PLS analysis 

after the measurement model had been evaluated. As proposed by Chin (2010), R2 values, 

effect size (f2), predictive significance of the model, and quality of fit. The magnitude 

and significance of path coefficients, along with bootstrapping, were used to test the 

study's hypotheses. The following step entails analyzing the structural or inner model and 

as a result of the two-stage approach. The structural model is depicted in Figure 7. 

  



 

52 

Figure 6 

Structural Model 

 

Reflective and formative constructs make up the structural model. The model is the first 

to be tested for collinearity (Ramayah et al., 2018). When significant amounts of 

collinearity among the predictor constructs are involved in the estimate, th