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<p>Environmental degradation is a pressing concern, particularly in emerging industrial powers like China. This study examines how Green Human Resource Management (GHRM) practices influence environmental performance (EP) in China’s automobile sector. Based on the Ability-Motivation-Opportunity (AMO) framework and incorporating environmental values (EV) as a moderator, the study tests eleven hypotheses: five direct effects (H1–H5), five moderation effects (H6a–H6e), and one direct influence of EV on EP. Using survey data from 170 employees and Partial Least Squares Structural Equation Modeling (PLS-SEM), results reveal that green recruitment (GRS), performance management (GPM), and training (GTD) positively impact EP, while employee involvement (GEI) and reward management (GRM) do not. EV significantly moderates most GHRM–EP relationships, except GTD–EP. The model explains 97% of EP variance (R² = 0.97), suggesting high predictive strength. Theoretically, the study extends AMO by integrating psychological moderators. Practically, it offers sector-specific strategies such as value-based recruitment and performance-linked green incentives. Findings are grounded in China’s institutional context, and future research should consider cross-sector and cross-cultural validation.</p>

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Advancing sustainable human resource practices: the role of green HRM in China’s automobile sector

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年4月28日

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  • Xiaoyang Wang,
  • Yunfeng Wang,
  • Ibrahim Othman

摘要

Environmental degradation is a pressing concern, particularly in emerging industrial powers like China. This study examines how Green Human Resource Management (GHRM) practices influence environmental performance (EP) in China’s automobile sector. Based on the Ability-Motivation-Opportunity (AMO) framework and incorporating environmental values (EV) as a moderator, the study tests eleven hypotheses: five direct effects (H1–H5), five moderation effects (H6a–H6e), and one direct influence of EV on EP. Using survey data from 170 employees and Partial Least Squares Structural Equation Modeling (PLS-SEM), results reveal that green recruitment (GRS), performance management (GPM), and training (GTD) positively impact EP, while employee involvement (GEI) and reward management (GRM) do not. EV significantly moderates most GHRM–EP relationships, except GTD–EP. The model explains 97% of EP variance (R² = 0.97), suggesting high predictive strength. Theoretically, the study extends AMO by integrating psychological moderators. Practically, it offers sector-specific strategies such as value-based recruitment and performance-linked green incentives. Findings are grounded in China’s institutional context, and future research should consider cross-sector and cross-cultural validation.