Unpacking the Effects of Socially Responsible HRM on Green Behavior: A Time‐Lagged Moderated Mediation Model

Abstract

Although socially responsible human resource management (SRHRM) has been associated with positive employee outcomes, little is known about the psychological and leadership conditions through which it promotes employee green behavior. Drawing on social exchange theory, this study examines whether employees' felt obligation mediates the relationship between SRHRM and two forms of green behavior—employee in‐role green behavior and voluntary green behavior—and whether environmental leadership strengthens these relationships. The hypotheses were tested using a two‐wave, multi‐source employee–supervisor dyadic design involving 389 respondents from Vietnamese aviation companies. The findings show that SRHRM is positively associated with both employee in‐role and voluntary green behaviors. Employees' felt obligation serves as an important social exchange mechanism linking SRHRM to these behaviors, while environmental leadership enhances the effectiveness of SRHRM by reinforcing employees' pro‐environmental behaviors. These findings suggest that both organizational practices and leadership cues are necessary to translate sustainability commitments into green workplace behaviors.