In the aftermath of global warming, organizations are coming under increasing pressure to reduce carbon emissions, minimize waste, and generally become more responsible in their practices. To this backdrop, researchers argue that organizational HR practices have significant potential in shaping human behaviors. Therefore, by investigating the employment of a subordinate-supervisor dyad (N = 378 (subordinates), and 141 (supervisors)), this empirical study contributes to the growing literature on Green Human Resource Management (green HRM) and its impacts on employees’ green outcomes. In particular, this study tested a novel model to explore the impact of green HRM on Green Creativity (GC) of employees in mediating the role of Pro-Environmental Behaviors (PEBs) and moderating the role of Ethical Leadership Style (ELS). Data were collected from organizations in the Gilgit-Baltistan (GB) region of Pakistan. For testing the results of the proposed hypotheses, structural equation modelling technique using SMART PLS 3 was employed. The results indicate that green HRM has a positive impact on employees’ GC. Furthermore, partial mediating role of PEBs was also found. Finally, it was found that the ELS moderates the relationship between green HRM and GC and between green HRM and PEBs. Several theoretical and practical implications are discussed.

This study contributes to the growing literature on individual-level outcomes of corporate social responsibility (CSR). Employing a sample of 339 subordinate–supervisor dyads, we explored the differential impact of CSR attributions on employees’ creative performance in the telecom industry. We also introduced and tested the role of psychological safety as a mediator underlying this relationship. The results indicate that although intrinsic CSR attributions are not directly related to creative performance, extrinsic CSR attributions have a significant negative effect on creative performance. We also found that psychological safety mediates the positive relationship between intrinsic CSR and creative performance and the negative relationship between extrinsic CSR and creative performance. Directions for future research and implications for practice are discussed.

We examined a largely ignored but imperative dimension of safety literature by testing the impact of ethical leadership style on organizational safety performance. We also tested dual mediating paths of safety culture and safety consciousness in the relationship between ethical leadership style and organizational safety consciousness. Data (N = 230) were collected from a large public sector telecom company in Pakistan. Confirmatory factor analysis was used to assess the reliability and validity of the study scales and model fit. Preacher and Hayes’s (2008) macro of mediation was employed to test the direct and indirect paths proposed in the study. The findings suggest that ethical leadership has a positive impact on organizational safety performance. Partial mediating roles of safety culture and safety consciousness were also found between the dependent and independent variables. Theoretical and practical implications are discussed.