Provide  3 questions for each Independent Variable in this research shown below, these questions must be taken from previous research and studies and must not be created from your own experience, so I need these questions with references.

 

These questions must follow the Likert Scale:

for example, could be:

1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree

Introduction

A new strategy known as Green HRM (human resource management) has been implemented to guarantee that the approach to human resource management remains positive and sustainable. The heightened focus on sustainable and green management can be attributed to the pressures of intensifying global competition in the modern era and the public's growing consciousness regarding environmental concerns. Conversely, with the advent of the "green management" paradigm, organizations have begun incorporating more environmentally sustainable practices into their routine activities. Management of human resources is an essential element of these ecologically conscious strategies. Organizations can promote green business management practices by instructing personnel on increasing their environmental awareness and by judiciously selecting candidates with pre-existing knowledge of these principles (Baykal et al., 2023). 

Numerous transformations occur as organizations transition from traditional human resource management approaches to more sustainable practices. Most of these changes have some bearing on the organization's employees. Employees' adoption of the organization's revised green objectives significantly improves their ability to obtain a competitive edge over rival businesses. For green initiatives to be launched successfully, it is critical to have employees who are at ease and enthusiastic about implementing the alterations. Organizations attain their objectives when employee satisfaction increases. These outcomes include decreased employee absenteeism and turnover rates, increased productivity and quality, reduced workforce attrition, and enhanced organizational engagement (Ahmad & Umrani, 2019). 

An extensive body of research has been conducted across various disciplines, including the health sector and the social sciences, regarding the levels of job satisfaction among employees. Realizing the significance of their occupation to their lives, numerous individuals persevere. Conversely, those who regard their occupations as essential requirements are motivated to strive despite their aversion and reluctance. Job satisfaction is an indicator of an individual's enthusiasm and pleasure in their occupation. There are numerous reasons why it is crucial to learn how contented employees are with their employment, and research on this subject has ramifications for both employees and employers. The consensus among all stakeholders is that for an organization to succeed, its workforce must be ebullient, invested in its mission, and passionate about its work (Paais & Pattiruhu, 2020).

Green HRM creates an eco-friendly workplace where employees can help protect the environment. Management studies have focused more on green HRM, but less is known about the processes and boundary circumstances that affect worker reactions. The relationship between green HRM and work satisfaction is the focus of this study. The research will also evaluate how job happiness mediates the link between green HRM and employee creativity and efficiency, which may improve organizational practices.

Environmental training, awareness campaigns, and employee participation focusing on sustainability are standard components of green HRM practices. Further research is needed to determine if green HRM practices and employee happiness are connected. Human resource management strategies influence employee motivation, competence development, and participation in environmental initiatives (Mughal et al., 2022). Green HRM may help achieve these goals and improve employee satisfaction (Chaudhary, 2019).

Green HRM values are critical to the day-to-day operations of any business. For example, recruiting, onboarding, and continual education are just a few of the numerous activities that comprise green HRM practices. These activities aim to increase employees' environmental awareness, green competence, and capacity to identify and address environmental problems (Liu et al., 2021). Green HRM methods, such as incentive programs and performance reviews, enhance how employers and workers meet each other's needs. A company adopting green HRM is more likely to attract candidates who share its values and environmental concerns (Li et al., 2023).

Research Question

Although lowering an organization's ecological footprint is the main objective of green human resource management (HRM), this study will investigate "How do green HRM practices affect employee satisfaction in organizations, in Palestinian banks in particular?" This study question may assist in obtaining empirical data so that relevant inferences can be made on the effect of green HRM practices on employee satisfaction. It also makes it possible to thoroughly analyze the main components, workings, and results of implementing eco-friendly HRM initiatives in businesses.

Research Objectives

The following objectives are laid forth for this study:

• Examine current business practices to determine how many Palestinian banks incorporate eco-friendly HR practices into their staff management approaches.
• Find out what matters most regarding adding to or removing employee satisfaction.
• Find out whether employee happiness rises with using environmentally friendly human resource management practices.
• Examine how different Green HRM initiatives affect employees' health, happiness, work-life balance, and engagement on the workplace.
• Summarize the Green HRM best practices that have the most positive impact on bank employees satisfaction.

Research Significance

Organizations, with banks in Palestine being the core of this study, need to acknowledge the significance of Green HRM and then incorporate Green HRM practices into their operations if they want to enjoy its advantages. The long-term objective is for every employee to participate in the company's sustainability and green management programs. Only when employees are satisfied in their jobs can we expect high dedication from them. Consequently, this study will show how green HRM practices are essential for a highly satisfied workforce. 

Reducing indoor pollution and encouraging eco-friendly activities are two examples of how green HRM may boost workplace health and wellness. The satisfaction of employees is proportional to their physical and mental health (Sabokro et al., 2021). Consequently, businesses may foster healthier workplaces by investigating the connection between green HRM and employee happiness. In addition, Green HRM practices help mold company culture. An organization-wide emphasis may favorably impact employees' mindsets and actions on environmental stewardship (Roscoe et al., 2019). Businesses may better achieve their sustainability objectives and boost worker satisfaction by studying this effect and incorporating it into the company culture.

Companies that act responsibly and ethically toward the environment tend to have a larger pool of qualified applicants. In line with these principles, firms may better fulfill their ethical obligations by studying how Green HRM practices affect staff satisfaction.

 

 

Research Limitations

Questionnaires and interviews may reveal the effects of Green Human Resource Management (HRM) on employee satisfaction, but they have limitations.

• Self-reported data from questionnaires and interviews might be affected by memory, recall bias, and respondent interpretation.
• Employees may feel driven to provide socially acceptable responses or correspond with their banks' objectives, overestimating Green HRM's benefits.
• Findings from one bank or setting may not apply to others. Green HRM practices affect organizations by size and location.
• Researchers have little control over circumstances and factors in naturalistic settings, making causal links between Green HRM practices and employee satisfaction difficult.
• Interviews and surveys may be time- and resource-intensive, particularly for large samples or multiple banks; therefore the timeframe of the data collection might limit the reach to the highest number of people to be questioned.
• Questionnaires and interviews may miss certain employee satisfaction variables or Green HRM subtleties.

 

 

Literature Review

This section presents an overview of the existing research on green HRM practices and their influence on many areas of organizational performance, including employee job satisfaction.

Green human resource Management (GHRM)

Environmentally conscious (green) human resource management refers to strategies that aim to improve an organization's economic and environmental sustainability capability by increasing staff knowledge, drive, and participation (Renwick et al., 2013). Green human resource management contributes to a more sustainable and better world through its workforce. Green initiatives' sustained success depends on recruiting people with the appropriate skills and competence to perform responsibilities.

According to Mampra (2013), green HRM is critical for establishing a green culture because it promotes the creation of HRM strategies that encourage the sustainable use of existing company resources as well as employee environmental knowledge and devotion. It may also be characterized as a set of human resource practices, such as hiring, training, performance evaluations, and pay, that help a firm achieve its environmental management objectives (Teixeira et al., 2012). 

Ansari et al. (2021) discovered that green human resource management (GHRM) strategies impact employees' environmental dedication and behaviors. More speculation developed over the function of green commitment as a go-between for GHRM and ecologically beneficial behaviors. According to Chaudhary (2019), organizational prestige (OP) and organizational attractiveness (OA) sequentially mediated the impact of GHRM on job pursuit intention (JPI), meaning that GHRM influences prospective candidates' JPI via sophisticated micro-level processes. This study advances our understanding of the human side of environmental management and lays the groundwork for the development of effective GHRM systems. According to Chaudhary's (2020) study, GHRM considerably impacted employees' voluntary and task-related green behavior. Furthermore, the researchers observed that, whereas gender and environmental values did not modify this relationship, organizational identity did. The study underlines HRM's crucial role in attaining ecological sustainability and the urgent need to integrate sustainability into HR operations to achieve sustainable development goals.

According to Roscoe et al. (2019), green HRM recruitment, training, evaluation, and reward programs contribute to establishing a green business culture. Employee empowerment, peer involvement, leadership emphasis, and message credibility were critical components in building a green company culture. The authors also discuss the work's possible impact on training future managers about green organizational culture. The managers must be well-versed in GHRM methods to an environmentally conscious business culture.

Importance of Employee Satisfaction

This study investigates the correlation between employee satisfaction and environmentally friendly (green) human resource management strategies. Hence, it is crucial to explore the many facets of work satisfaction and the significance of attaining it for the effective functioning of enterprises. 

Job satisfaction is a crucial factor in the efficiency and prosperity of commercial enterprises. The significance of work satisfaction for contemporary firms is shown by the emerging management paradigm, which underscores the need to consider employees as distinct individuals with distinct wants and goals. Analysis of work satisfaction data clearly demonstrates that content and satisfaction employees are also more productive (Aziri, 2011). Supervision necessitates the capacity to establish connections with others, effectively interact with them, remain accessible to superiors when needed, and foster both new thinking and a sense of value awareness. Asri (2021) conducted research that revealed that effective communication by supervisors leads to increased employee satisfaction, whereas inadequate communication results in decreased employee satisfaction.

In their study, Crawford et al. (2010) discovered a positive correlation between employees' access to job-related resources and their level of work engagement. Utilizing these tools for the task will reduce the likelihood of experiencing burnout. Andrew & Sofian (2012) performed research on employee engagement. Their analysis revealed that the degree of employee involvement substantially influences a company's productivity, performance, and execution of plans. Employees may only achieve a certain level of commitment and loyalty if their company provides them with the necessary resources.

GHRM and Employee Satisfaction

When formulating long-term strategies for a firm, it is crucial to consider the needs and preferences of individuals. Sustainable HRM prioritizes employees' needs, interests, and opinions, seeing them as a valuable asset for the organization. Sypniewska et al. (2023) assert that sustainable or green HRM aims to enhance corporate performance by fostering long-lasting connections with employees.

According to Ababneh (2021), employee engagement and satisfaction can be defined as the psychological concept that includes task performance (fulfilling one's responsibilities and achieving goals), goal identification (being focused and aware of the organization's objectives), activation (experiencing emotions like energy, enthusiasm, pride, and positivity), and absorption (being mentally present, attentive, and alert). According to Renwick et al. (2013), when a firm implements green HRM practices, it demonstrates to its employees that it prioritizes environmental concerns and financial performance. Additionally, it strives to include staff members in environmentally conscious choices and actions. 

Hauret et al. (2022) investigated the correlation between comprehensive HRM practices and job satisfaction, thereby addressing a hitherto unexplored aspect of the study. The authors found that exposure to high levels of HRM (non-green) is not enough to enhance job satisfaction since they simultaneously considered both HRM exposure and perception. Moreover, the study reveals that differences in how HRM is perceived, rather than the level of exposure, affect employees' reactions to individual, occupational, and organizational factors. Ultimately, the results indicate that to enhance work satisfaction, managers should strive to improve their employees' positive perception of HRM.

In context of green HRM, according to Jackson et al. (2011), if environmental sustainability is taken into account throughout the recruitment process, the views and capabilities of potential employees are likely to align with those of the organization closely. In other words, the organization may identify and employ persons that align well with its goals and principles by including environmentally friendly factors in the hiring process. This is anticipated to foster a sense of cohesion among colleagues and enhance sustained efficiency in the workforce. Dumont et al. (2017) suggest that improving employees' knowledge and competencies connected to the environment may be achieved via tailored training and development programs, creating a learning system that recognizes ecological concerns, and strengthening employees' abilities that can lead to job satisfaction.

Employers may incentivize employees for their environmentally conscious behaviors by including green performance criteria in their performance assessment systems. Yong et al. (2020) found that providing monetary rewards and positive feedback to employees who adopt sustainable practices enhances their motivation and inspires others to do the same. In this context, Pinzone et al. (2016) state that GHRM will aid staff members in identifying and evaluating environmental problems, managing ecological issues, and developing cognitive awareness within this framework. The organization's performance management and pay policies directly influence employees' attitudes and motivation. Recognizing and acknowledging employees' green habits in their performance reviews may enhance their commitment to their jobs and motivate them to exceed expectations in addressing environmental challenges.

Likewise, a tactic to enhance worker engagement is to alter pay and incentive systems to prioritize environmentally conscious actions and motivate the achievement of sustainability objectives. Individuals' views on fairness and enjoyment are shaped by their assessment of the correlation between a company's environmental performance and the rewards it offers inside and outside the organization. According to Jabbour et al. (2015), it is believed that employees who are rewarded in environmentally friendly projects and activities will have improved performance in both their personal and professional lives.

Effective environmental practices can inspire employees to actively participate in safeguarding the environment. An exemplary leader who implements and advocates for environmentally friendly activities is a commendable role model for subordinates. Employees are more likely to prioritize sustainability and incorporate it into their management techniques when their leaders demonstrate the same commitment. Deshpande & Srivastava (2023) suggest that GHRM practices might indirectly enhance motivation by prioritizing work-life balance, employee health, and satisfaction. Implementing flexible scheduling, promoting telecommuting, and offering financial incentives for environmentally friendly transportation options might boost employee engagement and productivity by reducing stress, enhancing mood, and boosting overall well-being.

Employers using Green HRM practices should provide resources to support sustainability initiatives and equip their employees with the necessary skills to participate in environmental conservation actively. This encompasses acknowledging and promoting environmentally conscious behavior via means such as public acclaim, rewards, educational initiatives, and laws (Islam et al., 2020). Employees have favorable impressions of their employer's support for sustainability when they perceive that the organization values and promotes sustainability. The company upholds its social and environmental accountability principles by providing its employees with incentives for their hard work, a pleasant work atmosphere, and opportunities for personal development and advancement. The research by Mousa et al. (2020) presents a positive perspective on how organizational support affects work satisfaction.

Considering all the aforementioned factors together, it can be said that improving employees' capacity links employee involvement with environmental goals. Employees that are environmentally conscious and competent are expected to demonstrate strong passion, energy, and good attitudes towards environmental ideals and practices. Therefore, individuals develop a psychological awareness to identify potential dangers and make efforts to meet work demands in a manner that adheres to sustainability criteria and facilitates the accomplishment of objectives.

Methodology:

This research will use questionnaires to gather "quantitative data" on overall trends. Triangulating data from this method can enhance the robustness of the research findings. Additionally, this research will consider factors like anonymity and confidentiality to encourage honest and candid responses from bank employees in questionnaires. It is essential to consider ethical considerations and get informed permission before interviewing or surveying people; therefore, these criteria will be met.

Hypothesis:

In alignment with the research context that explores the impact of Green Human Resource Management (GHRM) practices on employee satisfaction in Palestinian banks, I propose the following hypothesis:

The adoption of Green Human Resource Management (GHRM) practices in Palestinian banks positively influences employee satisfaction, leading to improved job performance, reduced absenteeism and turnover rates, increased productivity, and enhanced organizational engagement.

Alignment with Existing Research: The literature review reveals a growing body of evidence supporting the positive relationship between GHRM practices and employee satisfaction. Studies by Chaudhary (2019), Roscoe et al. (2019), and Mughal et al. (2022) suggest that Green HRM practices, including recruitment, training, and performance reviews, contribute to the creation of an eco-friendly workplace, fostering positive attitudes among employees.

Focus on Organizational Outcomes: The research emphasizes the potential organizational benefits associated with satisfied employees, such as decreased absenteeism and turnover rates, increased productivity, and enhanced overall engagement (Ahmad & Umrani, 2019). This aligns with the idea that GHRM practices, by promoting environmental awareness and values, positively influence employees' attitudes and job satisfaction.

Connection to Employee Creativity and Efficiency: The research question posits a connection between GHRM practices, employee satisfaction, and subsequent impacts on creativity and efficiency. This hypothesis encapsulates the premise that content and satisfied employees, as nurtured by GHRM practices, are more likely to contribute positively to organizational goals (Aziri, 2011). Given the focus on Palestinian banks, the hypothesis takes into account the unique context of the banking sector. The significance of GHRM practices in banks is underscored, acknowledging the importance of aligning organizational values with those of potential employees through environmentally conscious hiring practices (Jackson et al., 2011). It is anticipated that the study will reveal a statistically significant and positive correlation between the adoption of GHRM practices in Palestinian banks and the level of employee satisfaction. This relationship is expected to manifest in various aspects, including employees' commitment to sustainability, work-life balance, and overall well-being, thus emphasizing the crucial role of GHRM in creating a sustainable and satisfied workforce in the banking sector.

Certainly, In the literature review, the independent variable is the "green human resource management (GHRM) practices," specifically their implementation within organizations. The dependent variable is "employee satisfaction." The study aims to investigate how the implementation of green HRM practices affects the level of satisfaction among employees in Palestinian banks.

The below constructs collectively contribute to understanding the impact of Green HRM practices on employee satisfaction and organizational outcomes in the context of Palestinian banks. The research explores how eco-friendly HRM initiatives can shape workplace dynamics and contribute to a more sustainable and satisfied workforce.

 

Dependent variable: Employee satisfaction

 

Independent Variable: 

Green Human Resources Management (GHRM) Practices:

H1: Employee engagement in Palestinian banks positively influences employee satisfaction, leading to improved job performance, reduced absenteeism and turnover rates, increased productivity, and enhanced organizational engagement.

H2: Training and Development Programs in Palestinian banks positively influences employee satisfaction, leading to improved job performance, reduced absenteeism and turnover rates, increased productivity, and enhanced organizational engagement.

H3: Performance Management and Incentives programs in Palestinian banks positively influences employee satisfaction, leading to improved job performance, reduced absenteeism and turnover rates, increased productivity, and enhanced organizational engagement.

H4: Work-Life Balance and Employee Health programs in Palestinian banks positively influences employee satisfaction, leading to improved job performance, reduced absenteeism and turnover rates, increased productivity, and enhanced organizational engagement.