Public organizations increasingly operate in an environment shaped by environmental concerns, digital transformation, and rising public expectations. Institutions are expected not only to deliver efficient services but also to integrate sustainability principles into their daily operations. However, many organizations continue to face challenges such as low employee engagement, weak organizational commitment, insufficient workplace support, and organizational cultures that struggle to adapt to change. These issues can ultimately reduce employee productivity and organizational effectiveness.
Against this backdrop, researchers from Universitas 17 Agustus 1945 Surabaya investigated how Green Human Resource Management (Green HRM), organizational culture, and organizational commitment influence employee performance at Office X, a public-sector institution in East Java. The study also explored whether perceived organizational support acts as a bridge connecting these organizational practices with employee performance.
The researchers surveyed all 121 employees working at Office X, making the study a complete census rather than a sample-based survey. Participants completed structured questionnaires measuring their perceptions of environmental human resource practices, organizational culture, commitment, organizational support, and performance. The data were analyzed using statistical path analysis to identify both direct and indirect relationships among the variables.
Green Human Resource Management refers to human resource practices that incorporate environmental sustainability into recruitment, training, performance evaluation, and employee reward systems. Organizational culture reflects the values and norms shared by employees, while organizational commitment measures employees' emotional attachment and loyalty to their institution. Perceived organizational support describes how strongly employees believe that their organization appreciates their work and cares about their welfare.
The study revealed several important findings.
First, Green HRM significantly increased employees' perceptions of organizational support. Employees who experienced environmentally oriented recruitment, training, and performance evaluation were more likely to believe that their organization was progressive and genuinely concerned about broader social values. Statistical analysis showed a strong positive relationship between Green HRM and organizational support, with a t-value of 5.242.
Second, organizational culture emerged as another important predictor of organizational support. Shared values, positive work habits, and effective communication significantly strengthened employees' sense of being supported by their institution. The relationship recorded a t-value of 4.542.
Third, organizational commitment also positively affected organizational support. Employees with stronger emotional attachment and loyalty toward their institution tended to perceive greater support from their employer. The statistical analysis produced a t-value of 3.308.
The research further demonstrated that all three organizational factors directly improved employee performance:
- Green HRM positively influenced employee performance (t = 4.441).
- Organizational culture positively influenced employee performance (t = 2.917).
- Organizational commitment positively influenced employee performance (t = 2.365).
- Organizational support had the strongest direct influence on performance (t = 4.825).
One of the most significant findings was the mediating role of organizational support. The study confirmed that organizational support serves as a psychological mechanism transforming organizational policies into actual performance outcomes. Green HRM initiatives, cultural values, and employee commitment generated stronger performance results when employees perceived tangible support from their institution.
Overall, the model explained 64.8 percent of variations in employee performance, indicating that Green HRM, organizational culture, and organizational commitment collectively represent major determinants of workplace effectiveness in the public sector.
According to Wahyu Windi Sangara Dewi and colleagues from Universitas 17 Agustus 1945 Surabaya, organizational support functions as a critical psychological bridge between management policies and employee outcomes. The authors emphasized that environmental initiatives and organizational values alone are insufficient if employees do not feel recognized, appreciated, and supported by their institution.
The findings carry important implications for public institutions, private companies, and policymakers. Organizations seeking higher productivity should integrate environmental sustainability into human resource management while simultaneously strengthening employee support systems. Leadership practices that recognize employee contributions, ensure fairness, provide adequate facilities, and maintain open communication may substantially improve organizational performance.
For policymakers, the study suggests that employee welfare and organizational support should become strategic priorities in public-sector reform programs. Institutions that successfully combine sustainability-oriented HR policies, strong organizational cultures, and supportive work environments are likely to achieve superior performance and long-term organizational resilience.
Author Profiles
Wahyu Windi Sangara Dewi, S.E. is a researcher at the Faculty of Economics and Business, Universitas 17 Agustus 1945 Surabaya. Her expertise focuses on human resource management and organizational behavior.
Prof. Dr. Siti Mujanah is a professor at the Faculty of Economics and Business, Universitas 17 Agustus 1945 Surabaya. Her research interests include strategic management, organizational behavior, and human resource management.
Dr. Made Suparta is an academic and researcher at the Faculty of Economics and Business, Universitas 17 Agustus 1945 Surabaya. His areas of expertise include organizational management and human resource development.
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