Purpose: Human misbehaviors are responsible for climate change as they waste resources and pollute water and air that dilapidate the environment. Considering the fact and contributing to the United Nations sustainable development goals of 2019, organizations started focusing their green HRM practices to develop employees' green attitudes and behaviors. This study is an attempt in this direction. It examines the impact of ethical leadership on individuals' green in-role and extra-role behaviors with the mediating role of green HRM practices and the moderating role of individual green values.Design/methodology/approach: The study collected data from 645 MBA executive students working in various manufacturing industries with at least one year of experience. The data were collected using a questionnaire-based survey in two-time lags.Findings: Hypothesized relationships are tested through structural equation modeling. Findings reflected a significant impact of ethical leadership on green HRM practices, in-role, and extra-role green behaviors. Besides, green HRM practices mediated the relationship between ethical leadership and both types of green behaviors. Furthermore, it was observed that the individual green values strengthened the association between green HRM practices and both types of green behaviors.Research limitations/implications: A cross-sectional design with time lags was used to avoid common method bias. The findings of the study contribute to supply-value-fit theory and validate the scale of individual green value.Practical implications: This study guides management that employees only perceive their organizational practices as green when they find their leaders are ethical. Further, considering individual green values in the recruitment process can help organizations accomplishing their green goals.Originality/value: This study is novel in examining the mediating role of green HRM practices between ethical leadership and green behaviors. Further, the analysis not only validates the scale of individual green values but also noted its moderating role between green HRM and green behaviors.

Purpose: This study aims to investigate the effects of ethical leadership on employee’s bullying and voice behavior, considering poor working conditions, organizational identification and workload as mediating variables.Design/methodology/approach: Questionnaire survey design was used to elicit responses of 564 nurses from hospitals located in various cities of Pakistan.Findings: Analysis through structural equation modeling proved that ethical leadership has a positive and significant impact on both organizational identification and voice behavior, but a negative and significant impact on workload, poor working conditions and bullying at the workplace. Furthermore, organizational identification, poor working conditions and workload proved to be partial mediators.Originality/value: The study adds value to the limited literature on ethical leadership, bullying and voice behavior in nursing. Additionally, organizational identification, workload and poor working conditions have not previously been examined as mediators.

Disclosures on Corporate Social Responsibility (CSR) practices of business organizations have heightened over the past few decades due to increased awareness. Major contributions in the literature on CSR practices and their disclosures come from the studies conducted in the developed world, while many developing economies like Pakistan remain under-researched and fewer revelations have been made about their CSR practices. Therefore, the present study aims to explore various aspects of CSR practices of Pakistani firms and their reporting trends. A multimethod approach has been adopted to measure CSR practices with respect to both approaches, quantitative and qualitative, for 170 listed firms from 2008 to 2015. First, content analysis is employed to develop a CSR Disclosure Index (CSRD Index) as well as five sub indices, i.e., community welfare, health and education, environment and energy, product, and customer and workforce. Second, a multidimensional financial approach is used to calculate firm’s CSR monetary spending ratio (CSR-MSR) using the monetary data of CSR activities. Results suggested that most Pakistani firms disclose more information about their product-, customer-, and stakeholder-related CSR activities and put less emphasis on health and education responsibilities. Moreover, there is a strong impact of government reforms on both the firm’s CSR disclosures and monetary giving.

Purpose: This study aims to investigate the mechanism between perceived organizational support and transfer of training using self-efficacy and job satisfaction as mediating variables. More specifically, self-efficacy is examined as a mediator between perceived organizational support and job satisfaction, whereas job satisfaction is examined as a mediator between perceived organizational support and transfer of training.Design/methodology/approach: This quantitative study is based on data collected from 409 employees of the banking sector on a random basis.Findings: Structural equation modeling analysis confirmed the mediating role of job satisfaction between perceived organizational support and transfer of training. In addition, self-efficacy was found to perform the mediating role between perceived organizational support and job satisfaction.Research limitations/implications: The data for this study were collected at one point of time, and it has implications for organizations and employees.Originality/value: This study highlights the emerging issue of transfer of training and gives a practical model to the organizations to strengthen their human resources. This study is perhaps the first attempt to empirically investigate the mediating role of self-efficacy and job satisfaction.