Green Human Resource Management and Employee Mental Well-Being: The roles of Ethical Leadership and Green Intrinsic Motivation

The study explores the pathway through which Leadership and Personal Motivation influence the relationship between Green Human Resource Management Practices (GHRM) and employees' mental well-being (MW). This study integrates Self-Determination Theory (SDT) and the Job Demands-Resources (JD-R) model to explain why sustainability-oriented HR practices may function simultaneously as motivational resources and psychological demands. Drawing upon a sequential explanatory mixed-methods design, quantitative data from 554 employees were analyzed using regression-based mediation and moderation models implemented through Hayes' PROCESS macro. Further, 18 participants were interviewed, and the qualitative data were analyzed using thematic analysis to capture employees' perceptions. Findings demonstrate a paradoxical impact: While bivariate correlations between GHRM and mental well-being were positive, results of the regression analyses revealed that the direct effect of GHRM on mental well-being was significant and negative after accounting for the mediating role of ethical leadership (EL) and the moderating role of Green Intrinsic Motivation (GIM). To understand this counterintuitive result, follow-up qualitative research was conducted, which indicated that increased green demands can be a source of strain and perceived misalignment with employees' roles and values. Combining Self-Determination Theory with the Job Demands-Resources (JD-R) approach, this paper emphasizes that externalized green practices can be perceived as job demands which may impede autonomy and well-being unless mitigated by supportive ethical leadership and intrinsic motivation. The results highlight the potential of sustainability initiatives and the psychological cost of such initiatives, providing insights into how the Green HRM can be aligned with employees' values and mental wellbeing.