ADOPTION OF GREEN HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANISATIONAL WELLBEING IN THE GHANAIAN SERVICE SECTOR

: Global environmental imbalances have compelled businesses to adopt strategic initiatives towards the preservation and sustainability of the natural environment. This study examined the effect of green human resource management adoption on organisational wellbeing, in terms of employee innovation and creativity, environmental performance, organisational efficiency, and reputation, as well as talent attraction. The study was cross-sectional in nature and utilized a survey instrument for data collection. The study purposively selected 350 respondents from selected firms in the Ghanaian service sector, of which 213 responded to the items. The Partial Least Squares Structural Equation Modelling analytical method was used for data analysis. The findings of the study revealed that the adoption of green human resource management practices has a positive effect on all the variables studied, with organisational reputation having the highest effect. The study has both theoretical and practical implications in the field of human resource management and environmental management in emerging economies


Introduction
Globally, there have been reports on negative environmental occurrences that pose substantial impediments to the attainment of the sustainable development goals (SDG).Many organisations are implementing practical measures, such as green human resource management, green management, green operations, green procurement, green marketing, and green supply chain management to ensure the preservation and sustainability of the environment, because they are major stakeholders and users of the environment.Implementing green human resource management (GHRM) is to align human resource management activities with environmental management and sustainability.This is to ensure that organisations move away from their normal business practices and efforts to more business green approaches, while at the same time pursuing their profit motives.GHRM strategies can be explored to encourage employees' proenvironmental behaviours in the workplace (Chaudhary, 2020).
The concerns for the protection of the environment and alignment with the business strategies of organisations have attracted a number of scholarships in recent years.For instance, (Masri and Jaaron, 2017) have explored the outcomes of green human resource management practices on organisational environmental performance, (Jabbour et al., 2017;Nejati et al., 2017;Yong, et al., 2020Acquah, et al., 2020;Agyabeng-Mensah, et al., 2020;Ahakwa, et al., 2021), have also examined the relationship between green human resource management and green supply chain management, and studies like (Pinzone, et al., 2016 andPham, et al., 2019) have also explored GHRM and green behaviours of employees.Thus, these scholars attempt to link the green practices of organisations to the efficiencies and performances of these organisations, and at the same time, focusing on environmental sustainability.The empirical literature suggests that there are bundles of human resource management practices that can strategically be targeted towards organisation's environmental performance (Zaid, et al., 2018).The adoption of green human resource management comes with a lot of benefits to the organisation, for instance (Yong, et al., 2019) found that GHRM adoption can help attract and retain employees, reduce cost and create competitive advantage, improves efficiency and business sustainability as well as environmental performance.Though there are enormous benefits of green HRM, organisations cannot enjoy these benefits unless they make strategic decisions to implement the concept.According to Muisyo et al. (2021), GHRM offers the right direction for organisations to develop employees who are mindful of the company's sustainability as well as environmental outcomes.
Although, many scholarships have been advanced to highlight the significance of green human resource management practices in encouraging eco-friendly behaviours among employees and ensuring organisational and environmental sustainability, (Mishra and Noida, 2017;Raut, et al., 2019;Song, et al., 2021), noted that the subject is still a limited area of study, especially in the Ghanaian context, which necessitates more studies to be conducted to understand the importance of green human resource management practices and to have a record of updated information on the practice.Additionally, this study is timely, as Ghana's position, per the report of the Environmental Performance Ranking, is very gloomy, with Ghana being ranked as 14 th in Africa and 42 nd globally in terms of environmental performance.It is sad to note that the 2022 Environmental Performance Index placed Ghana in 170 th position out of 180 countries globally, and 45 th out of 46 countries in Sub-Sahara Africa.Clearly, the report indicates that Ghana has recorded a deficit in its environmental performance over the last decade with a score of -6.1 (Wendling et al., 2020).
This study is critical in the Ghanaian context, as Ghana has recorded frightening environmental concerns and poorly implemented government regulations.The service sector is selected for this study because of three basic reasons.First, Raut et al., (2019) identified that the service sector around the world has become an important driving force for economic activities that generate considerable amount of pollution and should therefore be part of the green revolution around the globe.Secondly, the Ghanaian service sector is the largest contributor to Ghana's GDP with a growth of 49%, according to the Ghana Statistical Service Report in 2023.And lastly, studies like Ahakwa, et al., (2021), Agyabeng-Mensah et al., (2020), andAcquah, et al., (2020) have looked at green human resources practices and green supply chain practices in the manufacturing sector of the economy.This study intends to examine the effect of GHRM practices on organisational well-being; in terms of organisational reputation, efficiency, talent attraction, employee innovation, and creativity as well as environmental performance in the Ghanaian service sector.

Literature Review 2.1.1 Theoretical Foundation 2.1.2 Corporate Environmentalism Theory
This study has its theoretical basis in the Corporate Environmentalism Theory.The tenet of the theory lies in its focus on how businesses respond to environmental concerns and integrate sustainability practices into their operations, strategies, and decision-making processes.Forbes and Jermier (2012) postulate that organisations are faced with both external and internal stakeholders to be environmentally responsible.Organisations respond to these pressures by developing and implementing strategies that align with sustainable goals to ensure compliance with the legal requirements and environmental performance that create competitive advantage through innovative and sustainable practices.The theory accentuates that aligning environmentally sustainable practices with organisational practices can generate economic and competitive benefits in the long term (Rotner, 2016).It also examines why and how companies engage in environmentally friendly practices, ranging from regulatory compliance to proactive efforts to minimize their ecological footprint (Banerjee, 2002).The theory highlights that environmental problems arise as a result of the activities of organisations, ranging from development, manufacturing, and consumption of products and services.Thus, the integration of environmental issues into the strategic planning at all levels of organisations, goes a long way to address the environmental deficits generated by the operations of organisations.Jermier et al. (2006) explained that organisations should be responsible for the achievement of both economic growth and ecological rationality and that management should have a voluntary and proactive lens that goes beyond environmental laws and regulatory compliance.This study believes that organisations can promote environmental stewardship through its policy implementation and practices that enhance the reduction of waste, pollution, consumption of natural resources, emission during organisational processes, and recycling and reuse of products and services, and by so doing, can achieve both economic and competitive advantage through enhanced reputation, talent attraction, greater efficiency and overall well-being of employees and the organisation.

Green Human Resource Management Practices
The increasing pressures on organisations to embark on sustainable practices to ensure resource and environmental conservation have compelled them to embark on strategic initiatives in implementing policies and practices that ensure environmental preservation and management.One of such initiatives is green human resource management (GHRM).Green human resource management practices have been defined differently by many scholars.For instance, Pham et al. (2019) defined it as the alignment of HR strategic goals that focus on pollution prevention.To them, all the HR activities and processes are embedded in environmental management.Mowaiye et al. (2022) also defined the concept as HR policies and practices that are environmentally friendly and aim to achieve economic objectives through environmental distinctiveness and branding, that protect the environment against negative impacts.GHRM has also been described as the application of policies, practices, and systems that focus on spreading environmental principles and values that ensure green employees for the benefit of the individual, organisations, society, and the natural environment (Ismail & Hassan, 2020).
Many scholars have identified packages of activities that ensure greening in an organisation.Hmeedat and Albdareen (2022), for instance, assert that green recruitment and selection can help organisations achieve their green objectives by ensuring a fit between their recruitment and selection policies with environmental concerns, as well as selecting candidates who appreciate those values.Mwita (2019) recommends that green recruitment and selection should involve the use of paper-free processes to reduce environmental impact.Applicants could be invited through electronic means, like emails and online application forms, and the selection process through video-based interviews to offset any travel-related environmental pollution.This will ensure that the right candidates are pooled as well as ensuring environmental preservation.Barinua and Worlu (2022) add that the selection criteria should be designed to incorporate environmental awareness and the willingness to conserve energy.Candidates with a proenvironmental attitude and conscientiousness should be preferred.This will enable organisations to easily inculcate pro-environmental behaviours and culture in the workplace.
Green training and development are another activity under GHRM.Green training and development involve the spreading of environmental education and the creation of awareness about environmental issues among employees.Faisal (2023) suggests that training needs analysis should cater to green behaviours, since the success of acquiring green employees depends on the type of training given to them.Hmeedat and Albdareen (2022) argue that green training and development should encompass programmes that address the need for employees to understand conservation issues to develop their skills and competencies in solving environmentally related problems and creating environmental awareness among employees in the workplace.Mwita (2019) warns that green training and development should not just be the creation of awareness and the development of employees' skills, but the process itself should be environmentally friendly.The author suggests that trainers may use online training packs, instead of printed materials to reduce the use of papers.Thus, green training and development is the best tool for impacting employees with the knowledge, skills, and competencies to reduce environmental pollution and enhance resource conservation.
Green compensation and rewards are a strategic initiative that aims to compensate and reward employees, both financial and non-financial for exhibiting green behaviours in the workplace.Faisal (2023) proposes that the reward system must be aligned with the organisational environmental goals.Green compensation and reward must seek to improve environmental performance, create green employees and improve proenvironmental behaviour among employees.Hussain (2018) submits that green compensation and rewards are good methods that organisations can use to provoke the interest of employees in green issues in the workplace.Hmeedat and Albdareen (2022) advocate that financial compensation and rewards should be given to employees who show great initiative and exhibit pro-environmental behaviours in the workplace to encourage workplace environmental conservation.Additionally, employees who perform their tasks in an environmentally friendly manner should be presented with special awards and certificates of appreciation.However, Ren et al. (2018) argue that a combination of both financial and non-financial rewards could serve as the best reinforcer for employees to display green behaviours in the workplace.
Green performance management practices seek to incorporate the environmental performance of employees into the performance management system.This process involves the systematic improvement in the environmental performance of an organisation.Mwita (2019) declares that organisations can implement green performance management by setting green goals and tasks for employees.This can be translated into green performance standards and behaviours which could be used as key indicators against which environmental performance of employees could be measured.Though studies like Masri and Jaaron (2017) have found that, green performance management may not be an effective way of ensuring greening in an organisation, feedback on environmental performance to employees can change their attitudes toward greening.Providing environmental performance feedback will enhance the understanding, knowledge, abilities, and skills of employees, which can inspire them to accept and practice green behaviours.Moreover, continuous monitoring and evaluation of employees in terms of environmental performance will improve pro-environmental responsibilities (Jayabalan et al., 2020).

Hypothesis Development 2.3.1 GHRM and Employee Innovation and Creativity
Employee innovation and creativity can be described as the ability of employees to generate new and valuable business ideas, solutions, and concepts that are geared towards the improvement and sustainability of organisations.Innovation and creativity bring about improvement in business products, services, and processes, thereby reducing wastage and total cost of production of goods and delivery of services.Many scholars have established the link between green human resource management practices and innovation and creativity of employees.For instance, Kanan et al. (2023) found a significant and positive relationship between green human resource management practices and employee innovation and creativity.Zahrani (2022) argues that the adoption of green human resource management practices can help businesses to be innovative and creative in terms of strategies to enhance business operations and competitiveness.His analysis revealed a positive link between GHRM and employee green creativity.Alyahya et al. (2023) presume that GHRM has a significantly positive relationship with employee creativity.The authors recommend that in order to enhance employee green creativity and innovation, organisations should pay attention to green human resource management practices.This current study thus, hypothesises that: H01: The adoption of green HRM practices significantly affect employee's innovation and creativity in the Ghanaian Service Sector.

GHRM and Environmental Performance
Environmental performance is the ability of an organisation to manage and reduce its impact on the environment.In order for organisations to minimise the effect of their activities on the environment, many governments have formulated and implemented environmental regulatory frameworks to ensure environmental sustainability.Empirical studies have shown that when organisations adopt the practice of green human resource management, they are able to perform in terms of resource efficiency and utilization, pollution prevention, waste management as well as environmental regulatory compliance, which subsequently, improve environmental sustainability (Anwar et al., 2020;Yong et al., 2020;Jabbour & de Sousa Jabbour, 2016;Jabbour, 2015;Pham, Tučková, & Jabbour, 2019;Arda, Bayraktar, & Tatoglu, 2018).Bekhit et al. (2023) established that the primary goal of green human resource management is to promote eco-friendly behaviour among employees to ensure that their production activities lead to a cleaner atmosphere, less usage of paper as well as proper elimination of waste.Their findings revealed that green human resource management significantly affects the environmental performance of organisations.Elshaer et al. (2021) also noted that human resources can enhance organisational environmental performance by incorporating green activities in its practices and by formulating and implementing environmental management goals.These authors proposed that environmental performance could be achieved through proper management of organisational operational processes to ensure the reduction of waste, greenhouse gases, and pollution.Yusoff et al. (2020) confirmed that green human resource management leads to efficient resource allocation and management and thus, relates to environmental sustainability.This study thus, assumes that: H02: The adoption of green HRM practices can have a significant influence on organisational environmental performance in the Ghanaian Service Sector.

GHRM and Organisational Efficiency
Organisational efficiency is defined as a measure of multi-faceted qualitative and quantitative elements.To be efficient, organisations need to come up with strategic plans and initiatives aimed to ensure optimal use of the environment and resources to achieve maximum outputs.Mowaiye (2022) describes organisational efficiency as the delivery of quality goods by the organisation in the most cost-effective and timely manner.Green human resource management practices ensure proper environmental and resource conservation, thus, helping organisations to achieve operational efficiency.The findings of Chayanan (2020) revealed a positive relationship between GHRM practices and organisational efficiency.Eric and Odock (2017) established that GHRM practices, in terms of green training of employees, provide them with the skills and competencies needed to efficiently manage environmental and material resources for optimal production.This study, therefore, proposes that: H03: The adoption of green HRM practices has a statistically significant effect on organizational efficiency in the Ghanaian Service Sector.Bernett et al. (2006) contend there is no distinctive definition of organisational reputation, as different scholars have defined the concept based on their study perspective and context.However, many authors agree that organisational reputation is regarded as the opinions and beliefs of the organisation's status in society.Tunturk and Deniz (2021) describe organisational reputation as the impressions and opinions formed by an organisation's stakeholders (employee, customers, suppliers, competitors, society, etc.,) based on their roles, capacities, and responsibilities in the organisation.Afum et al. (2021) found that organisations with pro-environmental behaviours tend to attract positive societal perceptions and esteem reputation.Merlin and Chen (2022) stated that organisations that implement GHRM and ensure environmental management principles and policies as part of their strategic initiatives, promote their attractiveness, image and reputation, which give such organisations a competitive advantage.Guillot-Soulez et al., (2022) confirm that the implementation of GHRM empowers organisations to realise their goals through the development of employee attitudes and perceptions with respect to the reputation and prestige of the organisation.Therefore, this study hypothesises that:

GHRM and Organisational Reputation
H04: The adoption of green HRM practices significantly affect organizational reputation in the Ghanaian Service Sector.

GHRM and Talent Attraction
Every organisation needs competent human resources to meet its strategic goals and objectives.Organisations compete to attract the best talent.The goal of talent attraction is to entice prospective employees who possess the requisite qualifications for the job opening (Sembiring & Damayanti, 2023).Many studies have found a significant connection between green human resource management practices and talent attraction.For instance, Islam et al. (2019) established that an organisation's environmental activities are strongly connected to its reputation.Organisations that pursue environmentally sustainable goals command public respect and an enhanced reputation.This is an important driving force for job seekers, as they perceive such organisation as socially and environmentally responsible.Further, Umrani et al. (2022) found that organisations that follow environmental practices enhance their success as employers of choice, which serve as an attraction to job seekers.Tang et al. (2018) postulate that organisations with a positive outlook to environmentally related standards attract prospective job applicants.Guerici et al. (2015) affirm that an organisation with green reputation positively affect application attractiveness.Based on the literature, this study formulates that: H05: There is a statistically significant effect of the adoption of green HRM practices on talent attraction in the Ghanaian Service Sector.The conceptual framework describes the variables under study and their relationships.From the framework, it is proposed that GHRM adoption will impact on organisational well-being in areas of employee innovation and creativity, environmental performance, organisational efficiency, organisational reputation, as well as talent attraction.

Materials and Methods
This research was cross-sectional in nature.The study's hypothesis was tested using a structured survey questionnaire, which was designed based on the literature review to capture GHRM adoption among Ghanaian service firms and other five constructs of organisational wellbeing; including organisational reputation, organisational efficiency, employee innovation and creativity, talent attraction, and environmental performance.In all, four industries (hospitality, banking, insurance, and health care) in the service sector were conveniently sampled and contacted through their human resource departments to respond to the survey.The human resource departments were contacted through personal telephone calls and later followed up with emails.Once the heads agreed to be part of the study, a cover letter and the questionnaire, which was in Google Form, were then emailed to them to be forwarded to their employees.The cover letter described the objectives of the study and invited respondents to voluntarily participate in the study.It also assured participants of confidentiality and anonymity of both the organisation and employees concerned.
The protocols of the study were guided by the commonly recognised research ethics for the conduct of responsible research (Comstock, 2013).Before the final administration of the questionnaire, the draft questionnaire was given to two academics in the field of human resource management and four human resource managers from the industry to assess the suitability and relevance of the questions.The instrument was pretested on a sample of 70 employees from selected educational institutions.Questions that appeared to be irrelevant and ambiguous were removed from the questionnaire.Fifteen items were used to measure GHRM adoption and 33 for organisational wellbeing.The study's constructs were measured on a five-point Likert scale, ranging from 1 (strong disagreement) to 5 (strong agreement).In all, 350 questionnaires were emailed to the various human resource departments, of which 213 were completed and returned, representing a response rate of 61%.
The study employed the Partial Least Squares Structural Equation Modelling (PLS-SEM) technique for the data analysis.The technique is recommended by Hair et al. (2021) as the appropriate statistical method for analysing structural relationships between latent variables, which ensures the reduction of errors in the model.Another reason for the application of PLS-SEM for this study is its graphical interface which is regarded as more user-friendliness, compared to other path modelling software like MPLUS, AMOS, and LISREAL (Aftab et al., 2022).Additionally, the statistical technique is robust in its applications and is widely used in management research.The model assessed the validity and reliability of the survey data.The bootstrapping method (5000 resamples) was employed to evaluate the path coefficient (Beta values) and test for the study's hypothesis.The predictive significance Q 2 , effect size f 2, and the model fit test were all evaluated to establish the relevance of the model.

Results and Discussion
The results of the study are presented in twofold.These are the demographic characteristics of the respondents, as well as the results of the hypothesis testing.Table 1 presents the demographic information of the respondents.From Table 1, it is evidenced that a greater number of the respondents were males (62.9%).The age group between 36 and 45 was of the majority, representing 36.2%.Respondents from the hospitality industry were the majority (37.7%) and those with tenure between 1 to 10 years constituted 60.1%.Ahakwa et al. (2021), all the factor loadings exceeded the threshold value of 0.6.To estimate the connections of the various constructs, VIF was employed.Ringle et al. (2023) suggest that the VIF values should not be greater than 5, as this indicates a collinearity problem.From Table 2, it is evidenced that there are no problems of collinearity in the study model as all the VIF values are less than 5. Cronbach's Alpha, which is used to measure the internal consistency of the constructs also exceeded the threshold value of 0.7 (Hair et al., 2021).Further, the values obtained from the Composite Reliability analysis were between 0.902 and 0.952, which far exceeded the recommended threshold value of 0.7.Ahakwa et al. (2021) propose that the AVE values should not be less than 0.5.From Table 2, it can be seen that the AVE values for all the variables exceeded 0.5, which indicates that the model is a statistical fit for further analysis to be conducted (Wong, 2019;Henseler, et al., 2016).Additionally, to evaluate the suitability and fitness of the study model, the researcher conducted the Standardised Root Mean Square Residual (SRMR), which is defined as the difference between the observed correlation and the predicted correlation.Henseler et al. (2016) propose that SRMR is the best method for assessing the goodness of fit of a model in PLS-SEM, to detect model misspecification.The test produced an estimated SRMR value of 0.10, which is satisfactory and indicates a good fit of the data to the model (Henseler, et al., 2016).Further analysis was conducted to evaluate the discriminant validity of the variables.Fornell-Lacker's discriminant validity was assessed.Table 3 presents the results of the analysis.The Fornell-Larcker criteria affirms that for discriminant validity to be established, values should be less than 1.Table 3, evinces that all the values for the study variables are less than 1, indicating the establishment of discriminant validity (Fornell & Larcker 1981).Scholars like Hair et al. (2021) recommend the use of Heterotrait-Monotrait (HMTM) Ratio as a modern method for establishing discriminant validity.Consequently, this study analysed the HMTM ratio to ascertain the establishment of discriminant validity in addition to Fornell-Larcker's discriminant validity.Authors like Henseler et al. (2016) and Wong (2019), similarly suggest that in the assessment of fitness of the model, values from the HTMT ratio should significantly be less than 1.Table 4 demonstrates the assessment of discriminant validity using the HTMT ratio.From Table 4, it is obvious that all the ratios are significantly less than 1, thus, indicating the establishment of discriminant validity.Further analysis was done to determine the model's explanatory power, using the coefficient of determination, also referred to as the R 2 .The coefficient of determination (R 2 ) shows the variations in the endogenous variable due to exogenous variables.As demonstrated in Table 5, Employee Innovation and Creativity (EIC) produced an R 2 of 0.662, Environmental Performance (EP) was 0.609, Organisational Efficiency (OE) accounted for 0.671, Organisational Reputation (OR) was 0.805 and Talent Attraction (TA) was 0.529.The explanatory power of all the variables is above 0.5 (50%), revealing that 50% to 80% of the variability observed in the target variables is explained by the model.Moreover, the study investigated the predictive relevance of the model using the blindfolding procedure in SMART PLS-SEM.A Q 2 of above 0 indicates that the model has a predictive relevance, according to Hair et al. (2013).Table 5 presents Q 2 values between 0.397 and 0.610, signifying the establishment of the model's predictive relevance.Finally, Cohen's F 2 was assessed to determine the extent to which green human resource management practices affect employee innovation and creativity, environmental performance, organisational efficiency, organisational reputation, and talent attraction.Andrade (2020) establishes that values between 0.2 to 0.5, signifies small effect, 0.6 to 0.8, indicates medium effect, and above 0.8 indicates large effect.From Table 5, all the values are more than 0.8, which shows that green HRM practices have greater effect on all the variables, especially with Organisational Reputation (OR) and Organisational Efficiency (OE).

Discussion of Results
The study examined the effect of the adoption of green human resource management practices on organisational well-being in the Ghanaian service sector.Specifically, five variables were used to measure organisational well-being.The findings of hypothesis one revealed that the adoption of green HR practices greatly contributes to increased employee innovation and creativity.The effect size is significantly large, meaning that when managers in the Ghanaian service sector want to improve their employees' innovation and creativity, especially in the area of environmental preservation, they need to adopt and implement green HRM practices.This result is in agreement with the findings of Kanan et al. (2023) and Zehrani et al. (2022).The finding is also in congruence with the result of Alyahya et al. (2023), whose findings reported a significant connection between green human resource management practices and employee innovation and creativity.
The analysis of the second hypothesis revealed a statistically significant effect of green HRM practices on the environmental performance of service firms in Ghana.This result suggests that managers in the Ghanaian service sector can enhance their environmental performance and environmental regulatory compliance through the adoption of green HRM practices, which will ensure less use of paper, reduced pollution as well as efficient management and reduction of waste.This result supports the findings of Anwar et al. (2020), Pham et al. (2019), andYong et al. (2020), whose research produced the significant effect of green HRM practices on organisation's environmental performance.
Additionally, the third hypothesis signified that the adoption of green HRM practices can increase organisational efficiency in the Ghanaian service sector, through the efficient allocation of productive resources.Organisational efficiency is an important element in the managerial role to ensure proper customer satisfaction and increased profit.Thus, managers in the service sector can boost their overall organisational efficiency through the adoption of green HRM practices.This finding is hypothesis three is in congruence with the results of Chanayan (2020) and of Eric and Odock (2017), who also discovered a significant positive relationship between green HRM practices and organisational efficiency.
It is important to recognise that the adoption of green human resource management practices has a great effect on organisational reputation, as evidenced in the results in hypothesis four.This signifies that managers in the service sector of Ghana can improve their firms' image and promote their attractiveness through the adoption of green HRM practices as a strategic initiative.The results of hypothesis four substantiate the findings of Merlin and Chen (2022) as well as Guillot-Soulez et al. (2022), whose findings produced a significant effect of GHRM practices on organisational reputation.
Lastly, the result of hypothesis five reflects a statistically significant effect of the adoption of green HRM practices on talent attraction in the service sector of Ghana.This result implies that in an attempt for organisations in the service sector to be considered employers of choice and attract a great pool of applicants, the adoption of green HRM practices is important.This finding authenticates the results of Islam et al. (2019) and that of Damanyanti (2023), whose analysis revealed a statistically significant effect of GHRM practices and talent attraction.

Recommendations
This paper contributes significantly to both theory and practice.Theoretically, the paper validates the importance and contribution of the theory of corporate environmentalism by proving that, when organisations become ethical in responding to environmental needs, by providing strategic initiatives, such as green human resource management practices, such organisations do not only make profit, but also enhance their image and reputation.Additionally, the study provides empirical evidence to support the claim that, the adoption of green human resource management practices significantly contributes to organisational wellbeing.Further, the paper advances existing literature on green human resource management practices in the service sector in an emerging economy.Literature on organisational wellbeing has been promoted by this study, by providing other dimensions of variables that constitute organisational wellbeing.Notwithstanding the contribution to theory, this paper has several practical implications.First, this paper may serve as a guide to Top managers, HR managers, and practitioners in emerging economies in the formulation and implementation of strategic business objectives in the areas of green human resource management practices to ensure sustainability in the environment and to enhance their organisation's operational efficiency and reputation.The findings of the study suggest that managers can align their environmental policies with human resource management strategies to achieve organisational efficiency, attract prospective talent, enhance their reputation as well as increase employee innovation and creativity.Secondly, the findings of the study provide that, the adoption of green human resource management practices is inevitable, especially for service firms in emerging economies that desire to enhance their organisational wellbeing.Finally, the study provides evidence of the need for organisations to acknowledge that green human resources practices, like green training and development, green compensation and reward, green recruitment and selection, and green performance management can serve as booster for the adoption of GHRM practices.

Conclusion
This research aimed to examine the effect of the adoption of green human resource management practices on organisational wellbeing in the Ghanaian service sector.The PLS-SEM statistical estimation technique was employed to analyse and validate the findings.The results of the study revealed that the adoption of green human resource management practices contributes significantly to the overall wellbeing of organisations in Ghanaian service sector.It is important to note that GHRM adoption had a greater impact on organisational reputation, followed by organisational efficiency, employee innovation and creativity, environmental performance, and talent attraction.Thus, the study provides evidence of the importance of GHRM adoption in the service sector of emerging economies like Ghana.This research contributes extensively to the literature on GHRM in the service sector.The robustness of the statistical estimation employed in this research implies that the findings are sufficiently accurate to be considered for theoretical and practical implications.

Limitations and Future Research Directions
Like many researches in the social sciences, this research is not without limitations.Firstly, the study was conducted among selected service organisations in Ghana, thus, restricting the ability to generalise the findings to other service firms.Thus, future studies could extend the sectors and the sample size to allow for a more generalised result.Secondly, the cross-sectional nature of data collection did not allow for the analysis of causal relationships.Therefore, future studies in this area can consider a longitudinal approach to establish causality.Moreover, future research might study GHRM practices from the Social Identity Theory perspective to unearth the contribution of the theory to employees' pro-environmental behaviours.Finally, this study recommends that future research might look at other variables in the GHRM domain, that were not captured in this current study to examine the challenges organisations face in the adoption of GHRM practices.

Conflict of Interest Statement
The author declares no conflicts of interest.

About the Author
Daisy Ofosuhene holds a PhD in Development Studies (Human Resource Development) from the University of Cape Coast, Cape Coast, Ghana.She also has a Master's Degree in Human Resource Management from Kenyatta University, Nairobi, Kenya, and a Bachelor's Degree in Management Studies from the University of Cape Coast, Ghana.She is currently a Senior Lecturer of Human Resource Management at the University of Cape Coast, Ghana.She has authored and co-authored a number of articles in reputable referred journals.She is a reviewer for the International Journal of Human Resource Studies and an editorial board member of Southern African Business Review.Dr. Ofosuhene is a member of the Chartered Institute of Human Resource Management, Ghana.Her research interests are in the areas of emerging issues in human resource management, talent acquisition and succession planning, human resource management practices and environmental concerns, and human resource automation and talent development.Dr. Daisy Ofosuhene has participated in a number of conferences, both local and international, as guest speaker on the subject of Human Resource Management.She has served and still serving on a number of academic committees in the University of Cape Coast, as well as other universities in Ghana.

Figure
Figure 1: Conceptual Model

Figure 2 :
Figure 2: Algorithm of Items Measuring Each Variable

Table 1 :
Demographic Information of Respondents

Table 2
indicates the preliminary tests conducted to assess the model.The model assessment utilized Factor loadings, Variance Inflated Factor (VIF) Cronbach's Alpha, Composite Reliability (Rho_A), and Average Variance Extracted (AVE) to evaluate the validity and reliability of the data.As recommended by

Table 5 :
Coefficient of Determination, Effect Size and Predictive Relevance