ANALYZING THE EFFECT OF GREEN HRM PRACTICES ON SUSTAINABLE BUSINESS GROWTH IN PAKISTAN: A QUANTITATIVE STUDY

Abstract

On this model, the regression coefficients for the demographic variable amounted to 0.219, thus, implying that the latter explained 21.9% of the turnover intentions. Considering the -born test, treatment, age (-0.19, p < 0.01), doctors (0.21, p < 0.01), and nurses (0.13, p < 0.05) professional role, experience (-0.24, p < 0.01), and hospital type (0.22, p < 0.01) symbols were construed as influential factors. Model 2 also added the four organisational culture types into the analysis and grossed up the explained variances to 46.7 percent (Δ R² = 0.248, p < 0.001). Among the four cultures, only the market culture had a significant and positive correlation with turnover intentions (β = 0.29, p < 0.01), while the clan culture had a negative correlation (β = -0.43, p < 0.001) as well as the adhocracy culture (β = -0.35, p < 0.001). Hierarchy culture was not a factor that affected the results as it provided a negligible contribution to the coefficient (β = 0.06, p = 0.271). Thus, Model 3 included interaction terms to establish moderation, which provided a further 3.7% of total variance explained (ΔR² = 0.037,
p < 0.01). There were also interaction effects for clan culture and experience (F = -0.15, Sig = 0.00) adhocracy culture and professional role (F = -0.13, Sig = 0.05), market culture, and hospital type (F = 0.18, Sig = 0.00). Especially, a closer examination of these interactions indicated that the negativeassociation between the extent of clan culture and turnover intentions was more apparent for experienced professionals. The finding reveals that the negative relationship between adhocracy culture and turnover intentions was particularly significant among the doctors since opposed to nurses and allied health workers. This means that the positive correlation between market orientation culture and turnover intentions was significant at a higher level in the hospitals that offered public services as
compared to the private ones. Thus, hypotheses H1, H2, H3, and H5 have partially or fully support, while H4 was not supported by the data obtained.

Keywords- Green HRM, Sustainable Business, Growth in Pakistan, organisational culture