The Green Soft and Hard Talent Management and Social Sustainability: a Moderated Serial Mediation Model

Abstract The research meticulously explores the intricate dynamics of green talent management (GTM), social sustainability (SS), and the complex serial mediating roles of green competencies (GC) and employee engagement (EE). It also examines the moderation effects of a sustainable learning organization (SLO) and self-leadership (SL) within the context of the oil and gas industry in Pakistan, aiming to augment the conceptual and pragmatic comprehension of green talent management. Data were collected through time lagged and from multiple sources by HR professionals, environmental health and safety (EHS) managers, and directors or teams from HR departments and ESG departments in the oil and gas industry. Meanwhile, 314 participants completed the questionnaires. To validate the model suggesting the tested model has the relationship between green soft and hard talent management practices (GSHTM), green competencies (GC), and employee engagement, as well as the impact on social sustainability. Research evidence shows that green competencies make substantial contributions to the levels of engagement of the employees, which affects social sustainability. As has been asserted, sustainable learning organizations boost the linkage between green competencies and employee engagement, whereas self-leadership does not moderate. This research is the first empirical analysis that incorporates green competencies, EE, and social sustainability into the context of GTM practices in the oil and gas industry. Based on the social exchange theory, it provides a systematic investigation into the relationship between GTM and positive employee-related outcomes. Implementation issues as well as the theoretical, managerial, and policy implications of effective talent management for social sustainability in organizations are considered.