Integrating green human resource management and circular economy to enhance sustainable performance: an empirical study from the Qatari service sector

Abstract

Purpose

This study aims to contribute to the current Green human resource management (HRM) field by providing an empirical examination of a comprehensive model that tests the effect of green strategic intent on Green HRM implementation, the possible effect of Green HRM and green empowerment on circular economy, and the effect of circular economy on sustainable performance. It examines the mediating effect of circular economy on the link between Green HRM and sustainable performance.

Design/methodology/approach

The study is empirical in nature. It focuses on the service sector in Qatar. Managers that work in the service sector represent the study participants. 149 questionnaires were collected and 131 completed questionnaires were used in the analysis. An advanced Partial Least Squares Structural Equation Modeling (SEM-PLS) analysis was conducted to reveal the study results.

Findings

The study findings confirmed the positive effect of green strategic intent on Green HRM, the positive link between Green HRM and green empowerment on circular economy, and the positive relationship between circular economy and sustainable performance. It also confirms the indirect effect of circular economy on the link between green HRM and sustainable performance.

Research limitations/implications

Because of the chosen research approach and the focus on the service sector in Qatar only, research results may lack generalizability.

Practical implications

This study provides important implications for practice on how to improve Green HRM practices; particularly for its unique context, the Qatari service sector.

Originality/value

This study is considered original since it is one of the few to examine a conceptual framework that links Green HRM, circular economy and sustainable performance.