{"paper_id":"452c402f-e21c-46be-b31d-80498e82b2f3","body_text":"Green Human Resource Management Bundles, Sustainable Performance with the Mediating Role of Supply Chains Efficiency | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Green Human Resource Management Bundles, Sustainable Performance with the Mediating Role of Supply Chains Efficiency Asaad Alsakarneh This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-9086055/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 11 You are reading this latest preprint version Abstract Jordanian food and beverage industry still encounters key challenges into implementing the concept of sustainability in its main operations, and it is not yet very clear how human resource practices at Asiouni level would be reflected in overall performance benefits. This paper explores how Green Human Resource Management (GHRM) bundles affect sustainable performance through the mediating effect of efficiency of the supply chain. The sample size was 201 employees within the Jordanian food and beverage industry. Using a quantitative method and Partial Least Squares Structural Equation Modeling (PLS-SEM), the researchers conclude that GHRM bundles show a considerable positive influence on environmental, economic, and social performance. Moreover, the relationships between supply chain efficiency were observed to intervene partially, as a significant process by which GHRM practices improve sustainability outcomes. The results offer managers with evidence that strategic investments in green bundled HR practices are needed to enhance supply chain processes and execute a complete triple bottom line. The study provides innovative empirical research on a developing economy setting, which has placed supply chain efficiency as a major mediator between integrated GHRM bundles and multi-dimensional sustainable performance. Green Human Resource Management Sustainable Performance Supply Chain Efficiency Food and Beverage Industry Jordan Figures Figure 1 Figure 2 Introduction The world food and beverage market is under mounting pressure to implement sustainability in their operations due to environmental issues, changing consumer needs and tight regulatory environments. This is no longer limited in operational efficiency but the organizational value chain including human resource management (HRM) practices. The traditional models of HRM, which are usually concerned with the best ways to achieve productivity, and profit cannot solve the complex issue of sustainability. The GHRM integration turns out to be the strategic need, which is to achieve environmentally conscious behavior of its employees and help the organization achieve its larger sustainability objectives. Nonetheless, the effective practice of GHRM and its subsequent effect on the sustainable performance, especially in developing economies as Jordan, is also one of the aspects that should be studied more empirically. The socio-economic and environmental conditions in the Jordanian food and beverage industry that are distinctive due to the lack of resources and increasingly sensitive to caring about ecological footprints offer specific threats and opportunities to adopt GHRM. It is also important to know how GHRM bundles such as green recruitment, training, performance management, compensation and involvement have a cumulative effect on the environmental, economic and social performance in designing a strong sustainability strategy. Moreover, the contribution of supply chain efficiency (SCE) as a key mediator between this relationship has not been properly considered despite its direct implication on resource management, waste minimization, and sustainability of operations in general. The lack of a broad framework involving the combination of GHRM, SCE, and the multidimensionality of sustainable performance in that particular regional and industrial environment is a rather considerable gap in the existing literature. The research is something timely in the face of the need to empirically support the decisions made by organizations in the Jordanian food and beverage sector to realize sustainable competitive advantage by integrating human resource and chain strategies. The relationships that exist between GHRM and sustainable performance (Carballo-Penela, et al. 2023 ; Afaneh, et al. 2023 ), as well as between supply chain management and sustainable outcomes (Mudzamiri, 2024 ; Makhdoom et al., 2025 ) are also discussed extensively by existing literature. Nevertheless, there is still a huge gap in the literature that needs to be filled by the research to discover the complex interplay and mediating facts between these constructs, which the Jordanian food and beverage industry represents. Although other studies consider the moderating impact of the green supply chain management (Alomari, et al. 2025 ) or integration of the GHRM and green supply chain management (Haldorai et al., 2025 ) on the sustainable performance, they do not pay particular attention to the impact of the supply chain efficiency as a specific mediator. The articles by Freihat et al. ( 2024 ) and Al-Kharabsheh et al. ( 2025 ) are related to issues of green supply chains and sustainable development in Jordan, however, there are very few studies that focus on the mediating role of SCE between GHRM bundles and the multi-dimensional sustainable performance of the food and beverage industry. Moreover, the literature of GHRM in Jordan has been pointed more towards other industries, such as health industries (Rawashdeh, 2018 ) or an overall corporate strategy (Afaneh, et al. 2023 ), rather than the food and beverage industry. GHRM practices are also quite often investigated by the available body of knowledge in a rather disjointed way instead of as a set, which prevents building a comprehensive perspective on their overall effect (Martínez-Falcó et al., 2025 ). The research will fulfill this gap by empirically examining the mediating effect of supply chain efficiency between the relationship between GHRM bundles and the sustainable dimensions of performance in the Jordanian food and beverage sector. The aim of this study is to investigate the direct and off-direct associations between Green HRM Bundles and Sustainable Performance Dimensions, through Supply Chains Efficiency, among employees in the Jordanian Food and Beverage Industry. Theoretically, this research also samples the extant body of literature on GHRM and sustainable performance by bringing on board supply chain efficiency as a key mediating variable, thus offering a more detailed insight into the processes by which GHRM has sustainability effects. It is also a contribution to the emerging golden rice of information on GHRM in the emerging economies, in the case of Jordanian setting. Theoretically, the PLS-SEM partial least squares structural equation modeling of a sample consisting of 201 employees within the food and beverage industry in the Jordanian region is a sound analytical tool that can be used to investigate numerous complex relationships between the latent variables. The plan also enables studying both direct and indirect effects at the same time, empirically verifying the theoretical hypothesis in its entirety. The measurement and analysis of these constructs are further narrowed down by the study emphasis on a particular GHRM bundle and multi-dimensional sustainable performance. Literature Review Previous Studies and Hypothesis Development Effect of Green Human Resource Management on Sustainable Performance GHRM bundles of recruitment, training, performance evaluation, compensation and involvement are key stimulants to improve Environmental Performance (ENVP). These practices are also based on the Resource-Based View (RBV) and Natural Resource-Based View (NRBV) in order to develop the human capital, which aligns the organizational capabilities with ecological sustainability. As shown by Mamun ( 2026 ), the direct effect of GHRM on the environment is the enhancement of pro-environmental attitudes in employees. On the same note, Haile and Singh, ( 2026 ) opines that the practice is critical in terms of sustainability of the environment in competitive markets. Sahu et al. ( 2025 ) also points out that the systematic application of GHRM turns the organizational culture into greener paradigm. Regarding an NRBV approach, Ali et al. ( 2025 ) emphasize that green human capital is one of the key intermediaries that convert HR initiatives into real environmental benefits. This is supported by Siddique ( 2024 ) who demonstrates that the green involvement and training give the staff in particular the power to cut down on waste and maximize the utilization of the resources. In addition, Bangwal et al. ( 2025 ) argue that including green requirements in the performance management will help to make environmental objectives a major priority to the organization. When the specialized internal resources are created, firms attain the sustainable competitive advantage, and the ecological footprint reduces significantly. Thus, this study formulated the following hypothesis: H1a Green HRM bundles have a significant positive effect on Environmental Performance . GHRM bundles play a significant role in Economic Performance (ECP), in terms of maximizing resource usage and promoting cost effective innovations. The Resource-Based View (RBV) holds that GHRM practices impact valuable human capital that boosts the level of operational efficiency, resulting in high financial results. According to Alrifae et al. ( 2026 ), GHRM is crucial to attaining a sustainable economic growth by matching human capital with the green strategic goals. Khan et al. ( 2025 ) observe that there is a positive correlation between GHRM and financial performance, which is quite high implying that environmental responsibility does not impact profitability adversely. This is solidified by Legese et al. ( 2026 ), who illustrate that the practices of GHRM help to achieve sustainability in an organization, which also encompasses healthy economic stability. According to a Natural-Resource-Based View (NRBV), Ayari and Al Meer ( 2025 ) observe that green undertakings lower the expenses of waste and operations, hence enhancing the bottom line of the retailing industry. Based on the results of empirical research, Martins et al. ( 2021 ) show that green recruitment is capable of luring talents of high-quality creative in problem-solving and contributing to the economy. Also, Le and Tham ( 2024 ) note that GHRM bundles develop green commitment, which translates into a higher corporate performance and competitiveness on the market. According to these findings, green HR practices are not costs but the strategic investments. This research hence formulated the hypothesis below: H1b Green HRM bundles have a significant positive effect on Economic Performance. GHRM bundles are applied in areas beyond the environment and economics but have significant implications on the Social Performance (SOCP). The GHRM practices increase the social capital of a company through the Resource-Based perspective (RBV) because it fosters the popularity of ethical principles and proactive employee welfare. Pawirosumarto ( 2026 ) summarizes the pieces of evidence that reinforce the following points: GHRM brings about social responsibility and enhances triple-bottom-line results. According to Jayaraman et al., ( 2025 ), GHRM interconnects the corporate social responsibility and human capital growth, resulting in more responsible employee performance. Basing on the Natural-Resource-Based View (NRBV), Ngo ( 2025 ) elaborates that GHRM practices can enable organizations to fulfill the societal requirements of environmental stewardship, and therefore their social legitimacy. Campos-Garcia et al. (2024) note that GHRM is positively related to the sustainability of the society and the overall community involvement. Khaskhely et al. ( 2022 ) also verify that such practices result in dynamic sustainable capabilities enhancing the social position of the organization among stakeholders. Also, as Mousa et al. (2024) claims, GHRM prepares the employees with green knowledge that will enable them to respond to critical societal issues efficiently during their working engagements. These social benefits can be seen as the holistic approach of green human resource strategies. Therefore, the following hypothesis was formulated in this study. H1c Green HRM bundles have a significant positive effect on Social Performance. Effect of Green Human Resource Management on Supply Chains Efficiency The role of GHRM bundles in improving Supply Chain Efficiency is by building the human competencies that are required to achieve sustainability in logistics. Resource-Based View (RBV) implies that GHRM builds rare and unimitable resources that simplify the internal and external processes within the supply chain. Tarannum ( 2026 ) assumes that environmental skills developed in the process of green recruitment and training are essential to sustainable supply chain performance. Sahu et al. ( 2025 ) dwell into the way GHRM practices applied together with lean-green strategies can contribute immensely towards the overall performance of the supply chain. In terms of Natural-Resource-Based View (NRBV), Tessema ( 2025 ) states that GHRM practices also enable the implementation of sustainable processes that minimize delays and wastage of resources throughout the network. According to Domfeh et al. ( 2025 ), these dimensions are essential in supporting the effective dynamics in the supply chain partners. Similar results are obtained by Gelagay, and Werke ( 2024 ), who determine that GHRM has a direct influence on the management of the internal green supply chain that results in enhanced operational efficiency and less harm to the environment. Adebayom and Bello (2025) also add that the GHRM has the effect of improving the performance of employees in the interconnected supply chain sector because of the culture of continuous improvement. All these factors promote logistical excellence. Based on this, the hypothesis presented in this study is as follows. H2 Green HRM bundles have a significant positive effect on Supply Chain Efficiency. Effect of Supply Chains Efficiency on Sustainable Performance Supply Chain Efficiency This is a crucial indicator of Environmental Performance (ENVP) because efficient operations inherently lower the ecological footprint of organizational operations. Basing on this second resource-based view (RBV), Natural-Resource-Based View (NRBV), effective supply chain is a strategic resource that can be utilized to reduce wastes and fuel usage. Wang et al. ( 2026 ) illustrate that the supply chain efficiency enhances the use of digitalization, which in turn fosters the practices of the circular economy and dramatically enhances environmental performance. Research conducted by Hosain and Mustafi ( 2025 ) reveals that efficient practices in green supply chains have a strong association with perceived environmental performance of the stakeholders. As Rusli et al. (2025) maintain, effective supply chain management is a crucial factor that allows improving the operational sustainability of corporations and minimizing pollution. With an NRBV approach, Nugraha et al. ( 2026 ) introduce the idea of a combined framework, according to which the supply chain cooperation is directly converted into the better environmental management. According to Jamil et al. ( 2023 ), the empirical data presented allows labeling high optimization of a supply chain as a means of reducing carbon emission level and enhancing the resource conservation. The researchers state that sustainable change and global long-term ecological viability in the contemporary manufacturing depends on the efficiency of the supply chain (Singh et al., 2025 ). These are efficiencies important in implementing global sustainability targets. Thus, the hypothesis of this study was based on the following. H3a Supply Chain Efficiency has a significant positive effect on Environmental Performance. Supply chain efficiency as a strategic resource is being integrated as the key to achieving high economic performance, especially when it is considered in the framework of the Resource-Based View (RBV). As Rana et al. ( 2025 ) note, supply chain management, as well as sustainable manufacturing processes, is highly beneficial to the organization performance since it helps to eliminate the redundancy of operations and improves resource consumption. This efficiency is a rare and precious attribute that enables the firms to respond to market uncertainties in a better manner than the other firms. Moreover, as Rahman et al. ( 2025 ) note, digital transformation is the decision that becomes a key determinant of supply chain efficiency directly relating to an increase in economic performance indicators in the new markets. According to the Natural Resource-Based View (NRBV), cost reduction is not the only source of efficiency but also the methodical arrangement of resources to decrease waste which Le et al. ( 2024 ) describe as a key driver of corporate innovation and financial prosperity. Abdou and Shehata, ( 2025 ) also contributes to this by illustrating that the implementation of sophisticated technologies such as AI helps improve the demand forecasting and efficiency of operations, which cause significant cost reduction. Moreover, Feng et al. ( 2024 ) emphasize that blockchain-based efficiency empowers the economic results through the enhancement of transparency and decreased transaction expenses. Lastly, according to Javaid et al. ( 2026 ) the circle supply chain efficiency gives a sustainable competitive advantage that can be converted to long-term profitability. As a result, the following hypothesis was formed in this research: H3b: Supply chain efficiency has a significant positive effect on economic performance. Supply chain efficiency is also crucial to the progress of social performance, as it promotes ethical operations and engagement with stakeholders, and the notion aligns with the Natural Resource-Based View (NRBV). According to Reyna-Castillo et al. ( 2023 ), high social sustainability orientation in the supply chain improves the operational performance and at the same time, fulfils the social expectations of various stakeholders. According to this view, effective supply chains are more likely to cope with the social risks and enhance relationships with the community. As noted by Techett et al. (2025), the sustainable supply chain operations lead to high levels of efficient operations, which in turn translate into the social and environmental performance indicators. In addition, the Resource-Based View (RBV) is further developed by Srivastava ( 2024 ) who explains how the organizational social sustainability measures, when combined in the productive supply chain processes, produce specific social value, which other competitors can hardly follow. According to Hashim et al. ( 2026 ), social performance is all about increasing satisfaction with the needs of the stakeholders, which makes streamlined resource allocation, which is also typical of effective supply chains, essential. Ofori et al. ( 2026 ) also prove that a combination of the total quality management practices with the efficiency of the supply chain significantly improves the social sustainability results. Lastly, Javaid et al. ( 2026 ) highlight that social legitimacy in current markets can only be attained through ethical leadership and the effective management of supply chains. Hence, the following hypothesis was formulated in this study: H3c: Supply chain efficiency has a significant positive effect on social performance. Supply Chains Efficiency as a Mediator GHRM bundles and environmental performance are increasingly explained by the mediating effect of supply chain efficiency based on the Natural Resource-Based View (NRBV). According to Tarannum ( 2026 ), GHRM practices that lead to greening the workforce is a precursor to greening the supply chain since employee dedication to the goals related to the environment improves green logistics and waste reduction efficiency. Once attained, this internal ability enables the firm to attain high-quality environmental performance, which is competitive as well as sustainable. Shahzad et al. ( 2026 ) observe that GHRM practices combined with innovation capabilities make a tremendous improvement to the organizational performance, and digital-based efficiency is a common critical linking factor. Moreover, Alomari et al. ( 2025 ) shows that the effect of GHRM on sustainable performance is greatly broadened in case green supply chain management practices are efficiently exercised. As it is emphasized by Bindeeba et al. ( 2025 ), one of the main components of GHRM bundles, green involvement serves as an indicator of environmental performance given that it builds a culture of efficient production and improvement. Madni et al. ( 2026 ) also confirm this fact, stating that operational efficiency is one of the most important intervening processes that transfer green human capital to the concrete environmental benefits. Lastly, Jayaraman et al. ( 2025 ) stresses that GHRM enhances a better environmental performance through responsible engagement of employees that facilitates green supply chain activities. Accordingly, the following hypothesis was developed in the given study: H4a: Supply chain efficiency significantly mediates the relationship between Green HRM bundles and environmental performance. Resource-Based View (RBV) offers a strong model to comprehend the role played by supply chain effectiveness in moderating the effects of Green HRM bundles on economic performance. According to Gazi et al. ( 2024 ), it can be argued that capitalizing on the GHRM practices always to promote supply chain efficiency metrics is vital in converting human capital into financial success. Companies can constitute a special talent that will lead to economic advantages by producing both environmentally and operationally knowledgeable workforce, which contributes to higher supply chain responsiveness. Junejo et al. ( 2025 ) also develops on this relationship ensuring that GHRM practices affect economic performance as mediated by the green supply chain management and associated efficiencies. This implies that the economic advantage of GHRM cannot be directly seen but would be achieved by the optimization of the supply chain processes. This is supported by Shahzad et al. ( 2026 ) who demonstrate that digital transformation and the efficiency resulting thereof are essential to the relevance of GHRM regarding making detrimental effects on the performance of organizations. Besides, according to Bindeeba et al. ( 2025 ), GHRM bundles, especially green training and compensation, are tied to making firms such as waste reduction and enhancing the supply chain throughput. The other mechanism, which Madni et al. ( 2026 ) note, of how green strategic initiatives can contribute to the achievement of better economic results, is operational efficiency. Lastly, Rana et al. ( 2025 ) state that the effectiveness of combining green supply chain management and practices is a fundamental requirement of the high forgiving economic performance. Based on this, the study formulated the hypothesis as follows: H4b: Supply chain efficiency significantly mediates the relationship between Green HRM bundles and economic performance. The role of supply chain efficiency in mediating between Green HRM bundles and social performance is deep-rooted in the Natural Resource-Based View (NRBV), which highlights the significance of the social legitimacy as a strategic resource. The study of Jayaraman et al. ( 2025 ) does reveal that GHRM practices encourage practices in social performance such as responsible employee engagement, which subsequently lead to better efficiency in social initiatives in the supply chain. It implies that a green workforce would be more successful to endorse and implement social sustainability objectives. Bindeeba et al. ( 2025 ) also notes that GHRM has a direct positive effect on the social performance, and efficiency of the green involvement is a very important mediating variable. Moreover, according to Hashim et al. ( 2026 ), the efficient supply chains allocate resources in a streamlined manner, which is required of the GHRM practices to satisfy the various needs of the stakeholders and therefore improve on social outcomes. According to Madni et al. ( 2026 ), the most effective mediating processes can be operational efficiency which guarantees that green human resource initiatives can be converted into a wider range of social benefits, including better labor relations and benefiting communities. Besides, Ofori et al. ( 2026 ) note that green practices combined with the efficient supply chain management produce a synergistic effect that positively impacts social sustainability greatly. Lastly, according to Javaid et al. ( 2026 ), the effectiveness of green supply chain operations is needed to sustain the social legitimacy needed in a long-term successful duration. It is based on these arguments that the following hypothesis was developed in this research. H4c: Supply chain efficiency significantly mediates the relationship between Green HRM bundles and social performance. Figure 1 proposes a conceptual framework of GHRM bundles that include green recruitment, training, performance appraisal, compensation, and involvement as strategic resources to support sustainable performance by delivering efficiencies in supply chains. According to the resource-based view, companies can better develop high-quality environmental, economic and social performances when they mobilize valuable and unimitable capabilities that are manifested in human capital (Barney, 1991). The embedded values and competencies of pro-environmental practices in employees with GHRM practices influence the behaviors of waste reduction, better compliance, and eco-innovation (Renwick et al., 2013). The natural-resource-based perspective also explains why the environmental-oriented capabilities are turned into competitive advantage as they match internal processes with the ecological limitations (Hart, 1995). Supply chains efficiency in this model act as a mediator of operational capabilities, which transforms green-oriented human inputs into quantifiable sustainability outputs. Efficient supply chains efficiency meets and optimizes resource, reduction of emissions and cost management hence relating internal HR systems and triple bottom line performance (Elkington, 1997; Seuring and Muller, 2008). The ability-motivation-opportunity theory is another theory that supports the bundled approach because coherent HR systems enhance skills of employees, their incentivation and their interests in environmental programs (Appelbaum et al., 2000). It has also been empirically shown that integrated GHRM systems have more powerful performance impacts than their single practice counterparts (Jabbour and de Sousa Jabbour, 2016). Accordingly, Fig. 1 indicates a capability-building process whereby GHRM bundles directly impact sustainable performance and indirectly determine it via an efficient supply chain, which provides a theoretically based account of how internal green competencies trickle into a multi-dimensional sustainability deliverable amongst competitive industries. Research Methodology The proposed research study has a research design that is descriptive and explanatory in nature aimed at exploring the connection between GHRM bundles and sustainable performance. Saunders et al. ( 2009 ) argue that a cross-sectional study is appropriate to obtain the practices within an organization at a particular moment in time. The mediating role of supply chain efficiency (SCE) in the food and beverage industry can be tested with the use of this quantitative approach. The target market includes employees in the food and beverage sector in Jordan, and it will include about 2,600 registered industrial establishments (Jordan Chamber of Industry, 2024 ). Based on Krejcie and Morgan ( 1970 ) table of determination of the sample size, a sample of 335 responses is needed to guarantee the statistical representativeness of the strata being displayed. This guarantees a 95% level of confidence in the findings and yet retains the required level of accuracy in the structural model. Simple random sampling method was applied to guarantee that each employee was equally likely to be selected (Sekaran and Bougie, 2016 ). The tool of the research included a structured questionnaire. The scales that measured GHRM bundles (recruitment, training, and involvement) were created by Shah ( 2019 ). SCE was measured using measures of dimensions previously validated by Hashmi ( 2016 ): sustainable performance dimensions (ENVP, ECP, and SOCP), whereas SCE was assessed using measures of these dimensions. Five academic experts were used to review items during pretesting concerning clarity and content validity. After their response, it was able to rephrase three of them to adjust them to the situation in the Jordanian industry. A pilot study was thereafter carried out on 30 employees. The obtained results provided Cronbach Alpha values that were greater than 0.70 on all constructs, which testifies to high internal consistency that made it possible to continue the study without additional alterations. A self-administered survey, which was given orally and through the Internet, served as data collection. Procedures that are proposed by Podsakoff et al. ( 2003 ) would reduce common method bias. Among the 335 questionnaires sent, 201 were useable in the analysis leading to a response rate of 60%. The analysis was carried out using a partial Least Squares Structural Equation Modeling (PLS-SEM). Such approach is reasonable because it is very effective to the complex models with mediation and does not presuppose the rigorous distributional assumptions (Hair et al., 2021). Ethical issues were also highly upheld; participants gave informed consent, and the confidentiality of data was ensured (Dillman, 2011 ). This ensures compliance. Results of the Study Table 1 summarizes the demographic data of the 201 participants in the Jordanian food and beverage sector. The sample was mainly male as they consisted of 67.7 percent of the sample, though this could be representative of general work trend in this type of industry. Within the age structure, most of the respondents (39.3) were under the age group of 30 40 years with 26.9 years coming in the second bracket of 4150 years indicating an experienced workforce. Regarding the level of education, the majority of the participants possessed a Bachelor's degree (61.7%), which implies that the workforce is well-educated and can be offered GHRM initiatives to use (Khaskhely et al., 2022 ). The years of professional experience revealed that most of the respondents (41.3 per cent) had 5–10 years of work experience which is quite consistent with the major age brackets and indicates that an individual has many years working in an organization and may observe the operational practices of HRM. Lastly, the functional distribution showed that the greatest size percentage was Production/Operations (33.3%), Supply Chain/Logistics (20.9%) indicating corresponding exposure to issues of supply chain efficiency considered in this paper (Gelagay, & Werke 2024 ). Table 1 Demographic Profile of Respondents Characterization Category Frequency (N) Percentage (%) Gender Male 136 67.7 Female 65 32.3 Total 201 100.0 Age Group (Years) Under 30 42 20.9 30–40 79 39.3 41–50 54 26.9 Over 50 26 12.9 Total 201 100.0 Educational Level Diploma/Community College 31 15.4 Bachelor’s Degree 124 61.7 Master’s Degree 38 18.9 PhD / Doctorate 8 4.0 Total 201 100.0 Years of Experience Less than 5 years 45 22.4 5–10 years 83 41.3 11–15 years 47 23.4 More than 15 years 26 12.9 Total 201 100.0 Department / Function Human Resources 38 18.9 Production / Operations 67 33.3 Supply Chain / Logistics 42 20.9 Administration / Finance 31 15.4 Other (e.g., Sales, R&D) 23 11.4 Total 201 100.0 The measurement model results are obtained and reported in Table 2 , which validates reliability and validity of the constructs. The values of all the factor loadings were above the recommended 0.70 and the range of values ranged between 0.738 (SOCP4) and 0.908 (GT3), meaning that all items had a good measure of its construct (Hair et al., 2021). Means of values of CRONbach alpha of all the constructs amounted to 0.780 (SOCP) and 0.895 (SCE), which is above the expected variable of 0.70 and proves a high level of internal consistency. The composite reliability (rho c ) was also satisfactory with a range of 0.858 (SOCP) to 0.945 (GC) indicating that the items used correlated to the constructs that it was meant to measure. The average variance extracted (AVE) of each construct was above 0.50 which is the lowest acceptable level and thus convergent validity was established with a range of 0.602 (SOCP) to 0.807 (GT). Such strong psychometric characteristics show that the measurement tools were suitable to measure GHRM bundles, efficiency of supply chain, and sustainable performance dimensions within the Jordanian food and beverage industry environment (Shah, 2019 ; Hashmi, 2016 ). Table 2 Measurement Model ECP Factor Loadings Cronbach's alpha Composite reliability (rho_a) Composite reliability (rho_c) Average variance extracted (AVE) 0.881 0.886 0.918 0.738 ECP1 0.820 ECP2 0.864 ECP3 0.880 ECP4 0.871 ENVP 0.875 0.881 0.914 0.728 ENVP1 0.815 ENVP2 0.889 ENVP3 0.897 ENVP4 0.807 GC 0.812 0.872 0.945 0.651 GC1 0.759 GC2 0.754 GC3 0.768 GI 0.866 0.876 0.909 0.714 GI1 0.811 GI2 0.760 GI3 0.771 GI4 0.832 GP 0.885 0.888 0.921 0.745 GP1 0.757 GP2 0.814 GP3 0.840 GP4 0.774 GR 0.850 0.851 0.909 0.770 GR1 0.882 GR2 0.891 GR3 0.859 GT 0.880 0.881 0.926 0.807 GT1 0.892 GT2 0.896 GT3 0.908 SCE 0.895 0.899 0.923 0.706 SCE1 0.775 SCE2 0.809 SCE3 0.872 SCE4 0.879 SCE5 0.862 SOCP 0.780 0.784 0.858 0.602 SOCP1 0.790 SOCP2 0.809 SOCP3 0.765 SOCP4 0.738 Table 3 shows the Heterotrait-Monotrait (HTMT) ratio, which determines discriminant validity. The values of all the HTMT were lower than the conservative level of 0.85, and the highest ratio was found between the GP and GI (0.772). It proves that all constructs of the model are empirically different (Hair et al., 2021). The findings indicate that the GHRM bundles, supply chain efficiency, and sustainable performance dimension measures represent distinct concepts that have no major overlap, which promotes the discriminant validity of the instrument applied in the Jordanian food and beverage industry setting. Table 3 Heterotrait-monotrait Ratio Discriminants Validity ECP ECP ENVP GC GI GP GR GT SCE SOCP ENVP 0.649 GC 0.560 0.637 GI 0.599 0.650 0.750 GP 0.626 0.709 0.744 0.772 GR 0.642 0.658 0.705 0.784 0.741 GT 0.616 0.688 0.676 0.744 0.671 0.668 SCE 0.655 0.664 0.651 0.697 0.665 0.689 0.648 SOCP 0.584 0.762 0.505 0.525 0.569 0.592 0.576 0.599 Table 4 and Fig. 2 show the path coefficients, mediation analysis, and indicators of model quality, which creates a rather complete support of the suggested theoretical framework. Direct effects of Green HRM bundles on sustainable performance dimensions were all significantly big. The overall Environmental Performance (β = 0.547, p < 0.001) impact had moderate effect size (f 2 = 0.202), which suggested that GHRM practices significantly explained variance in environmental performance, which aligns with the Natural-Resource-Based View where green human capital is a strategic asset to ecological sustainability (Hart, 1995; Mamun 2026 ). The impact on Economic Performance (β = 0.398, p < 0.001), indicated a small-to-medium effect (f 2 = 0.097), which is consistent with the thesis of the Resource-Based View that GHRM develops valuable human capital that increases financial results (Barney, 1991; Alrifae, et al. 2026 ). The influence on the Social Performance (beta = 0.327, p < 0.001) exhibited a small effect (f²=0.055), which indicated that the influence of the GHRM on social legitimacy was present (Jayaraman et al. 2025 ). Accordingly, H1a, H1b and H1c were obtained. The GHRM bundles-Supply Chain Efficiency (H2) relationship was notably strong (β = 0.797, p < 0.001) with a very big effect size (f 2 = 1.739), which affirmed that green HR practices build capabilities in sustainable logistics (Tarannum, 2026 ; Sahu et al., 2025 ). Considering the effects of the Supply Chain Efficiency on the sustainable performance, all the hypotheses (H3a, H3b, H3c) were supported. The impact on Environmental Performance (β = 0.156, p = 0.004) exhibited a small impact (f 2 = 0.016) in the sense that effective supply chains have lower ecological footprints (Wang et al., 2026 ). The Economic Performance (β = 0.270, p < 0.001) small-to-medium effect (f 2 = 0.044) proved that efficiency has a decreasing effect on the operational redundancies (Rana et al., 2025 ). Its impact on Social Performance (β = 0.247, p < 0.001) was a weak effect (f 2 = 0.032), in line with claims that efficient supply chains enhance stakeholder relationships (Tetteh et al., 2025 ). The mediation analysis showed that Supply Chain Efficiency mediated all the relationships with significance which supported H4a, H4b and H4c. The mediated impact on Environmental Performance (β = 0.124, p = 0.005) only attests to the fact that GHRM also affects environmental performance through improved processes in the supply chain (Alomari, et al. 2025 ). The effect on Economic Performance (β = 0.215, p < 0.001) implies that there are economic gains enjoyed with optimized supply chain operations (Junejo et al., 2025 ). The impact on Social Performance was found indirect (β = 0.197, p < 0.001), which implies that GHRM helps improve social performance because of the efficient allocation of resources (Hashim et al., 2026 ). The variables of Environmental Performance (R 2 = 0.459), Economic Performance (R 2 = 0.402) and Social Performance (R 2 = 0.297) illustrated moderate explanatory powers. The theoretical framework was verified, and the predictive relevance of the prediction was revealed with the use of the Q-square values (ENVP = 0.447, ECP = 0.373, SOCP = 0.270). Table 4 Path Coefficients Results Hypothesis Path Analysis Beta Standard deviation T statistics f-square P values Decision H1a GHRMB -> ENVP 0.547 0.047 11.525 0.202 0.000 Supported H1b GHRMB -> ECP 0.398 0.047 8.499 0.097 0.000 Supported H1c GHRMB -> SOCP 0.327 0.049 6.668 0.055 0.000 Supported H2 GHRMB -> SCE 0.797 0.016 48.515 1.739 0.000 Supported H3a SCE -> ENVP 0.156 0.054 2.867 0.016 0.004 Supported H3b SCE -> ECP 0.270 0.048 5.616 0.044 0.000 Supported H3c SCE -> SOCP 0.247 0.050 4.932 0.032 0.000 Supported Mediation Analysis using Indirect Effect H4a GHRMB -> SCE -> ENVP 0.124 0.044 2.840 - 0.005 Supported H4b GHRMB -> SCE -> ECP 0.215 0.039 5.567 - 0.000 Supported H4c GHRMB -> SCE -> SOCP 0.197 0.040 4.878 - 0.000 Supported R-square Q-square ECP 0.402 0.373 ENVP 0.459 0.447 SOCP 0.297 0.270 Discussion This study presents a few interesting and consistent trends in the way Green HRM bundles impact on sustainable performance in terms of supply chain efficiency in Jordanian food and beverage firms. The very high direct association between GHRM bundles and environmental performance, economic performance and social performance testify to the fact that integrated green HR practices are structural engenders of sustainability. These results imply that employees internalize the norms of green when organizations incorporate environmental values into the system of recruitment, training, performance appraisal, compensation and involvement which is then translated to the behavior of workplace responsibility. A social cognitive approach would involve exposing employees to the structured green policies as a way of enhancing their environmental self-efficacy and accountability. Mamun ( 2026 ) showed that GHRM has a direct positive effect on the environmental performance through the promotion of pro-environmental behaviours. Haile and Singh, ( 2026 ) stated that these practices are unavoidable in ensuring the sustainability of the environment in the long term and Sahu et al. ( 2025 ) suggested that systematic implementation of GHRM transforms company culture to be ecologically responsible. This is because green human capital as pointed out by Ali et al. ( 2025 ) mediates between HR directives and ecological benefits. Siddique ( 2024 ) demonstrated that a green involvement and training helps to reduce waste and Bangwal et al. ( 2025 ) emphasized that incorporation of environment requirements in performance systems keeps the strategy on track. Alrifae et al. ( 2026 ), Khan et al. ( 2025 ), and Legese et al. ( 2026 ) also associated GHRM with financial strength and stability, economically. Ayari and Al Meer ( 2025 ) described the cost cuts only as waste reduction, whereas the authors by Martins et al. ( 2021 ) and Le and Tham ( 2024 ) linked green recruitment and commitment to increased efficiency and corporate performance. This interpretation is supported by the fact that there is a strong relationship between GHRM bundles and supply chain efficiency. Employees who are steered by consistent green policies actively recognize the presence of inefficiencies and promote lean-green activities. By assessing according to environmental competencies (Tarannum, 2026 ),tarannum suggested that environmental competencies formulated during the recruitment and training process are the driving force of the sustainable supply chain performance. Sahu et al. ( 2025 ) and Tessema ( 2025 ) verified that when GHRM is combined with lean practices then delays and wasted resources are minimized. Domfeh et al. ( 2025 ) highlighted enhanced coordination of the supply chain partners whereas Gelagay, and Werke ( 2024 ) discovered that GHRM enhances the management of green supply chains internally. Adebayom and Bello (2025) also related these dynamics to the cultures of continuous improvement. The impact of supply chain efficiency on the environmental, economic, and social performance is significant; this implies that operational streamlining transforms the capability of going green into calculable outcomes. Wang et al. ( 2026 ) have established that efficient supply chains were linked to circular economy practices, and Hosain and Mustafi ( 2025 ) validated that supply chains were also linked to environmental performance. Rusli et al. (2025), Nugraha et al. ( 2026 ), and Jamil et al. ( 2023 ) linked the concept of optimization to the reduction of pollution and decreasing emissions. According to Singh et al. ( 2025 ) and Rana et al. ( 2025 ), efficiency was a requirement of sustainable transformation. Economic benefits of technological improvement were experienced by Rahman et al. ( 2025 ), Le et al. ( 2024 ), Abdou and Shehata ( 2025 ), and Feng et al. ( 2024 ). Javaid et al. ( 2026 ) emphasized competitive advantage in the form of circular efficiency. As demonstrated by Reyna-Castillo et al. ( 2023 ), Tetteh et al. ( 2025 ), Srivastava ( 2024 ), Hashim et al. ( 2026 ), and Ofori et al. ( 2026 ), the supply chains are efficient companies and enhance stakeholder responsiveness and social sustainability. The outcomes of the mediation have depicted that the green human capital has a bearing on sustainability outcomes based on the effective working systems. Tarannum ( 2026 ), Shahzad et al. ( 2026 ), and Alomari et al. ( 2025 ) established that the impacts of GHRM increase in cases where the supply chains are efficient. Bindeeba et al. ( 2025 ), Madni et al. ( 2026 ) and Jayaraman et al. ( 2025 ) determined operational efficiency as the mediator that links green engagement with performance; et al. (2024) and Junejo et al. ( 2025 ) found it in financial performance and efficiency in long-term stakeholder trust. Implications of the Study The theoretical implications of the study are provided by generalising the Resource-Based View and Natural-Resource-Based View to include how Green HRM bundles are used as strategic resources to achieve higher-sustainability performance based on the supply chain efficiency. It also adds a fine perspective of mediating of the mechanism between internal human resource practices and multidimensional sustainability outcomes which is a major gap in literature. Methodologically, the use of partial least square structure equation modeling on a sample of the Jordanian food and beverage industry yields a very solid structure through which intricate relationships amongst latent variables can be studied and evaluated. The use of the validated measurement instruments of GHRM bundles, supply chain efficacy, and sustainable performance aspects provides a good instrument that can be used in future research in a similar setting. To the practitioners and managers, the results highlight how the decision of investing in integrated green HR practices is a strategic requirement and not an expense. To enhance the capabilities of employees regarding environment building, organizations should come up with consistent sets of green hiring, training, performance managing, rewarding, and engaging. The high mediating nature of supply chain efficiency implies that managers need to equally ensure that logistics operations continually optimize logistics operations to maximize the benefits of GHRM investments on sustainability. Considering the pragmatic side of the study, it offers evidence-based recommendations on the adoption of sustainability in terms of implementation of the strategies in resource-constrained settings. With this knowledge, food and beverage companies in the developing economies can utilize it to improve their environmental footprint, as well as increase their economic performance. The social consequences here are no less important as improved social performance by GHRM and effective supply chains will lead to the development of better community relations, stakeholder confidence and employee welfare and eventually wider societal sustainability ambitions in Jordan. Conclusion The study concludes that the GHRM bundles serve as high-level investments that have a substantial positive impact on environmental, economic, and social performance of the Jordanian food and beverage industry. Instead of engaging in isolated green policies, organizations must institute a combined GHRM frameworks in terms of recruitment, training, performance evaluation, compensation and employee engagement as a way of creating the human resources needed to sustain. The efficiency of supply chains is an important mediating factor that conveys internal green capabilities into actual sustainability effects through enabling employees to translate their environmental knowledge into a useful form. Based on the Resource-Based View and Natural-Resource-Based View, the results reveal that the competitive advantage can be created by means of valuable and inimitable green human resources as a solution of ecological issues. Notably, sustainability does not jeopardize profitability rather, GHRM boosts operational efficiency along with social legitimacy. Nonetheless, the cross-sectional research prevents any long-term effect inquiry, whereas the study focuses on a single industry, making the results less generalizable. Future studies need to assume a longitudinal methodology, investigate in different sectors and nations, use objective measures of performance, and investigate what GHRM practices or designs have the most significant effect on specific sustainability results. Declarations Ethics approval : This research was conducted in accordance with the ethical standards of the institutional research committee and with the 1964 Helsinki declaration and its later amendments. Ethical approval was obtained from the Institutional Review Board “Scientific Research Ethics Committee” at Jerash University, with the approval number Consent to Participate : All participants gave verbal informed consent, and their privacy and confidentiality were strictly maintained. Consent for publication : Not applicable. Competing interests : The authors declare no competing interests. Clinical Trial number not applicable.’ Funding: No funding has been provided for this research. Author Contribution All authors; Data curation, Formal analysis, Investigation,Methodology, Project administration, Resources, Supervision, Writing - original draft,and Writing - review &amp; editing. Data Availability The study data will be available upon reasonable request. The data for the study will not be made publicly available. References Abdou AH, Shehata HS. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {\"props\":{\"pageProps\":{\"initialData\":{\"identity\":\"rs-9086055\",\"acceptedTermsAndConditions\":true,\"allowDirectSubmit\":false,\"archivedVersions\":[],\"articleType\":\"Research Article\",\"associatedPublications\":[],\"authors\":[{\"id\":610746178,\"identity\":\"7de33e14-7ac5-434d-bd59-adbd00330783\",\"order_by\":0,\"name\":\"Asaad Alsakarneh\",\"email\":\"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAABBUlEQVRIiWNgGAWjYLACHgYLEAECB+RgLEJaJOBajEnXkthASAt//+GHH97USNjz9xx+9rmg4k76huNnDz74wGAnp9uAXYvEjTRjyTnHJBJnnG0znj3jzLPcDWfykg1nMCQbmx3AYc0NBgNpHjaJBIbzDMbMvG2HczccyDGT5gG6cBsOLfLnj3/+zfNPwl7+PPtnZt5/h9MNzr/Br8UAZCZvmwTjhrM9QFsaDicY3CBgi+GNnDLLuX0SiRvPnClm5jl22HDmjTfGhjMMcPtF7vzxzTfefLOxlzuTvpmZp+awPN/5HMMHHyrs5HB6HwMogFUaEKscBOQbSFE9CkbBKBgFIwEAAPEoYTEhxmLxAAAAAElFTkSuQmCC\",\"orcid\":\"\",\"institution\":\"Jerash University\",\"correspondingAuthor\":true,\"prefix\":\"\",\"firstName\":\"Asaad\",\"middleName\":\"\",\"lastName\":\"Alsakarneh\",\"suffix\":\"\"}],\"badges\":[],\"createdAt\":\"2026-03-10 15:56:07\",\"currentVersionCode\":1,\"declarations\":\"\",\"doi\":\"10.21203/rs.3.rs-9086055/v1\",\"doiUrl\":\"https://doi.org/10.21203/rs.3.rs-9086055/v1\",\"draftVersion\":[],\"editorialEvents\":[],\"editorialNote\":\"\",\"failedWorkflow\":false,\"files\":[{\"id\":105330174,\"identity\":\"a0111f83-a7dd-4a7b-92ef-dd4744562f6c\",\"added_by\":\"auto\",\"created_at\":\"2026-03-24 20:35:51\",\"extension\":\"jpg\",\"order_by\":1,\"title\":\"Figure 1\",\"display\":\"\",\"copyAsset\":false,\"role\":\"figure\",\"size\":65497,\"visible\":true,\"origin\":\"\",\"legend\":\"\\u003cp\\u003eConceptual Framework\\u003c/p\\u003e\",\"description\":\"\",\"filename\":\"1.jpg\",\"url\":\"https://assets-eu.researchsquare.com/files/rs-9086055/v1/af7138107deaeb5228d46b3e.jpg\"},{\"id\":105330173,\"identity\":\"74c39205-de95-47c1-825f-f8e8d9333fa2\",\"added_by\":\"auto\",\"created_at\":\"2026-03-24 20:35:51\",\"extension\":\"png\",\"order_by\":2,\"title\":\"Figure 2\",\"display\":\"\",\"copyAsset\":false,\"role\":\"figure\",\"size\":82625,\"visible\":true,\"origin\":\"\",\"legend\":\"\\u003cp\\u003eGraphical Results of Path Coefficients\\u003c/p\\u003e\",\"description\":\"\",\"filename\":\"floatimage1.png\",\"url\":\"https://assets-eu.researchsquare.com/files/rs-9086055/v1/785c3a61b78bc9cd78cfc9bf.png\"},{\"id\":105565189,\"identity\":\"650ed4dd-8a23-4d80-8a04-239b550e1582\",\"added_by\":\"auto\",\"created_at\":\"2026-03-27 12:52:19\",\"extension\":\"pdf\",\"order_by\":0,\"title\":\"\",\"display\":\"\",\"copyAsset\":false,\"role\":\"manuscript-pdf\",\"size\":1859786,\"visible\":true,\"origin\":\"\",\"legend\":\"\",\"description\":\"\",\"filename\":\"manuscript.pdf\",\"url\":\"https://assets-eu.researchsquare.com/files/rs-9086055/v1/84e12ddb-fc85-48f5-a947-7429fa3ada9e.pdf\"}],\"financialInterests\":\"No competing interests reported.\",\"formattedTitle\":\"Green Human Resource Management Bundles, Sustainable Performance with the Mediating Role of Supply Chains Efficiency\",\"fulltext\":[{\"header\":\"Introduction\",\"content\":\"\\u003cp\\u003eThe world food and beverage market is under mounting pressure to implement sustainability in their operations due to environmental issues, changing consumer needs and tight regulatory environments. This is no longer limited in operational efficiency but the organizational value chain including human resource management (HRM) practices. The traditional models of HRM, which are usually concerned with the best ways to achieve productivity, and profit cannot solve the complex issue of sustainability. The GHRM integration turns out to be the strategic need, which is to achieve environmentally conscious behavior of its employees and help the organization achieve its larger sustainability objectives. Nonetheless, the effective practice of GHRM and its subsequent effect on the sustainable performance, especially in developing economies as Jordan, is also one of the aspects that should be studied more empirically. The socio-economic and environmental conditions in the Jordanian food and beverage industry that are distinctive due to the lack of resources and increasingly sensitive to caring about ecological footprints offer specific threats and opportunities to adopt GHRM. It is also important to know how GHRM bundles such as green recruitment, training, performance management, compensation and involvement have a cumulative effect on the environmental, economic and social performance in designing a strong sustainability strategy. Moreover, the contribution of supply chain efficiency (SCE) as a key mediator between this relationship has not been properly considered despite its direct implication on resource management, waste minimization, and sustainability of operations in general. The lack of a broad framework involving the combination of GHRM, SCE, and the multidimensionality of sustainable performance in that particular regional and industrial environment is a rather considerable gap in the existing literature. The research is something timely in the face of the need to empirically support the decisions made by organizations in the Jordanian food and beverage sector to realize sustainable competitive advantage by integrating human resource and chain strategies.\\u003c/p\\u003e \\u003cp\\u003eThe relationships that exist between GHRM and sustainable performance (Carballo-Penela, et al. \\u003cspan citationid=\\\"CR12\\\" class=\\\"CitationRef\\\"\\u003e2023\\u003c/span\\u003e; Afaneh, et al. \\u003cspan citationid=\\\"CR3\\\" class=\\\"CitationRef\\\"\\u003e2023\\u003c/span\\u003e), as well as between supply chain management and sustainable outcomes (Mudzamiri, \\u003cspan citationid=\\\"CR42\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e; Makhdoom et al., \\u003cspan citationid=\\\"CR37\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) are also discussed extensively by existing literature. Nevertheless, there is still a huge gap in the literature that needs to be filled by the research to discover the complex interplay and mediating facts between these constructs, which the Jordanian food and beverage industry represents. Although other studies consider the moderating impact of the green supply chain management (Alomari, et al. \\u003cspan citationid=\\\"CR6\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) or integration of the GHRM and green supply chain management (Haldorai et al., \\u003cspan citationid=\\\"CR21\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) on the sustainable performance, they do not pay particular attention to the impact of the supply chain efficiency as a specific mediator. The articles by Freihat et al. (\\u003cspan citationid=\\\"CR16\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) and Al-Kharabsheh et al. (\\u003cspan citationid=\\\"CR5\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) are related to issues of green supply chains and sustainable development in Jordan, however, there are very few studies that focus on the mediating role of SCE between GHRM bundles and the multi-dimensional sustainable performance of the food and beverage industry. Moreover, the literature of GHRM in Jordan has been pointed more towards other industries, such as health industries (Rawashdeh, \\u003cspan citationid=\\\"CR50\\\" class=\\\"CitationRef\\\"\\u003e2018\\u003c/span\\u003e) or an overall corporate strategy (Afaneh, et al. \\u003cspan citationid=\\\"CR3\\\" class=\\\"CitationRef\\\"\\u003e2023\\u003c/span\\u003e), rather than the food and beverage industry. GHRM practices are also quite often investigated by the available body of knowledge in a rather disjointed way instead of as a set, which prevents building a comprehensive perspective on their overall effect (Mart\\u0026iacute;nez-Falc\\u0026oacute; et al., \\u003cspan citationid=\\\"CR39\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e). The research will fulfill this gap by empirically examining the mediating effect of supply chain efficiency between the relationship between GHRM bundles and the sustainable dimensions of performance in the Jordanian food and beverage sector.\\u003c/p\\u003e \\u003cp\\u003eThe aim of this study is to investigate the direct and off-direct associations between Green HRM Bundles and Sustainable Performance Dimensions, through Supply Chains Efficiency, among employees in the Jordanian Food and Beverage Industry. Theoretically, this research also samples the extant body of literature on GHRM and sustainable performance by bringing on board supply chain efficiency as a key mediating variable, thus offering a more detailed insight into the processes by which GHRM has sustainability effects. It is also a contribution to the emerging golden rice of information on GHRM in the emerging economies, in the case of Jordanian setting. Theoretically, the PLS-SEM partial least squares structural equation modeling of a sample consisting of 201 employees within the food and beverage industry in the Jordanian region is a sound analytical tool that can be used to investigate numerous complex relationships between the latent variables. The plan also enables studying both direct and indirect effects at the same time, empirically verifying the theoretical hypothesis in its entirety. The measurement and analysis of these constructs are further narrowed down by the study emphasis on a particular GHRM bundle and multi-dimensional sustainable performance.\\u003c/p\\u003e\"},{\"header\":\"Literature Review\",\"content\":\"\\u003cdiv id=\\\"Sec3\\\" class=\\\"Section2\\\"\\u003e \\u003ch2\\u003ePrevious Studies and Hypothesis Development\\u003c/h2\\u003e \\u003cdiv id=\\\"Sec4\\\" class=\\\"Section3\\\"\\u003e \\u003ch2\\u003eEffect of Green Human Resource Management on Sustainable Performance\\u003c/h2\\u003e \\u003cp\\u003eGHRM bundles of recruitment, training, performance evaluation, compensation and involvement are key stimulants to improve Environmental Performance (ENVP). These practices are also based on the Resource-Based View (RBV) and Natural Resource-Based View (NRBV) in order to develop the human capital, which aligns the organizational capabilities with ecological sustainability. As shown by Mamun (\\u003cspan citationid=\\\"CR38\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), the direct effect of GHRM on the environment is the enhancement of pro-environmental attitudes in employees. On the same note, Haile and Singh, (\\u003cspan citationid=\\\"CR19\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) opines that the practice is critical in terms of sustainability of the environment in competitive markets. Sahu et al. (\\u003cspan citationid=\\\"CR52\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) also points out that the systematic application of GHRM turns the organizational culture into greener paradigm. Regarding an NRBV approach, Ali et al. (\\u003cspan citationid=\\\"CR4\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) emphasize that green human capital is one of the key intermediaries that convert HR initiatives into real environmental benefits. This is supported by Siddique (\\u003cspan citationid=\\\"CR58\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) who demonstrates that the green involvement and training give the staff in particular the power to cut down on waste and maximize the utilization of the resources. In addition, Bangwal et al. (\\u003cspan citationid=\\\"CR9\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) argue that including green requirements in the performance management will help to make environmental objectives a major priority to the organization. When the specialized internal resources are created, firms attain the sustainable competitive advantage, and the ecological footprint reduces significantly. Thus, this study formulated the following hypothesis:\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH1a Green HRM bundles have a significant positive effect on Environmental Performance\\u003c/b\\u003e.\\u003c/p\\u003e \\u003cp\\u003eGHRM bundles play a significant role in Economic Performance (ECP), in terms of maximizing resource usage and promoting cost effective innovations. The Resource-Based View (RBV) holds that GHRM practices impact valuable human capital that boosts the level of operational efficiency, resulting in high financial results. According to Alrifae et al. (\\u003cspan citationid=\\\"CR7\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), GHRM is crucial to attaining a sustainable economic growth by matching human capital with the green strategic goals. Khan et al. (\\u003cspan citationid=\\\"CR30\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) observe that there is a positive correlation between GHRM and financial performance, which is quite high implying that environmental responsibility does not impact profitability adversely. This is solidified by Legese et al. (\\u003cspan citationid=\\\"CR35\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), who illustrate that the practices of GHRM help to achieve sustainability in an organization, which also encompasses healthy economic stability. According to a Natural-Resource-Based View (NRBV), Ayari and Al Meer (\\u003cspan citationid=\\\"CR8\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) observe that green undertakings lower the expenses of waste and operations, hence enhancing the bottom line of the retailing industry. Based on the results of empirical research, Martins et al. (\\u003cspan citationid=\\\"CR40\\\" class=\\\"CitationRef\\\"\\u003e2021\\u003c/span\\u003e) show that green recruitment is capable of luring talents of high-quality creative in problem-solving and contributing to the economy. Also, Le and Tham (\\u003cspan citationid=\\\"CR33\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) note that GHRM bundles develop green commitment, which translates into a higher corporate performance and competitiveness on the market. According to these findings, green HR practices are not costs but the strategic investments. This research hence formulated the hypothesis below:\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH1b Green HRM bundles have a significant positive effect on Economic Performance.\\u003c/b\\u003e \\u003c/p\\u003e \\u003cp\\u003eGHRM bundles are applied in areas beyond the environment and economics but have significant implications on the Social Performance (SOCP). The GHRM practices increase the social capital of a company through the Resource-Based perspective (RBV) because it fosters the popularity of ethical principles and proactive employee welfare. Pawirosumarto (\\u003cspan citationid=\\\"CR46\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) summarizes the pieces of evidence that reinforce the following points: GHRM brings about social responsibility and enhances triple-bottom-line results. According to Jayaraman et al., (\\u003cspan citationid=\\\"CR27\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), GHRM interconnects the corporate social responsibility and human capital growth, resulting in more responsible employee performance. Basing on the Natural-Resource-Based View (NRBV), Ngo (\\u003cspan citationid=\\\"CR43\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) elaborates that GHRM practices can enable organizations to fulfill the societal requirements of environmental stewardship, and therefore their social legitimacy. Campos-Garcia et al. (2024) note that GHRM is positively related to the sustainability of the society and the overall community involvement. Khaskhely et al. (\\u003cspan citationid=\\\"CR31\\\" class=\\\"CitationRef\\\"\\u003e2022\\u003c/span\\u003e) also verify that such practices result in dynamic sustainable capabilities enhancing the social position of the organization among stakeholders. Also, as Mousa et al. (2024) claims, GHRM prepares the employees with green knowledge that will enable them to respond to critical societal issues efficiently during their working engagements. These social benefits can be seen as the holistic approach of green human resource strategies. Therefore, the following hypothesis was formulated in this study.\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH1c Green HRM bundles have a significant positive effect on Social Performance.\\u003c/b\\u003e \\u003c/p\\u003e \\u003c/div\\u003e \\u003c/div\\u003e\\n\\u003ch3\\u003eEffect of Green Human Resource Management on Supply Chains Efficiency\\u003c/h3\\u003e\\n\\u003cp\\u003eThe role of GHRM bundles in improving Supply Chain Efficiency is by building the human competencies that are required to achieve sustainability in logistics. Resource-Based View (RBV) implies that GHRM builds rare and unimitable resources that simplify the internal and external processes within the supply chain. Tarannum (\\u003cspan citationid=\\\"CR61\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) assumes that environmental skills developed in the process of green recruitment and training are essential to sustainable supply chain performance. Sahu et al. (\\u003cspan citationid=\\\"CR52\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) dwell into the way GHRM practices applied together with lean-green strategies can contribute immensely towards the overall performance of the supply chain. In terms of Natural-Resource-Based View (NRBV), Tessema (\\u003cspan citationid=\\\"CR62\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) states that GHRM practices also enable the implementation of sustainable processes that minimize delays and wastage of resources throughout the network. According to Domfeh et al. (\\u003cspan citationid=\\\"CR14\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), these dimensions are essential in supporting the effective dynamics in the supply chain partners. Similar results are obtained by Gelagay, and Werke (\\u003cspan citationid=\\\"CR18\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e), who determine that GHRM has a direct influence on the management of the internal green supply chain that results in enhanced operational efficiency and less harm to the environment. Adebayom and Bello (2025) also add that the GHRM has the effect of improving the performance of employees in the interconnected supply chain sector because of the culture of continuous improvement. All these factors promote logistical excellence. Based on this, the hypothesis presented in this study is as follows.\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH2 Green HRM bundles have a significant positive effect on Supply Chain Efficiency.\\u003c/b\\u003e \\u003c/p\\u003e\\n\\u003ch3\\u003eEffect of Supply Chains Efficiency on Sustainable Performance\\u003c/h3\\u003e\\n\\u003cp\\u003eSupply Chain Efficiency This is a crucial indicator of Environmental Performance (ENVP) because efficient operations inherently lower the ecological footprint of organizational operations. Basing on this second resource-based view (RBV), Natural-Resource-Based View (NRBV), effective supply chain is a strategic resource that can be utilized to reduce wastes and fuel usage. Wang et al. (\\u003cspan citationid=\\\"CR64\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) illustrate that the supply chain efficiency enhances the use of digitalization, which in turn fosters the practices of the circular economy and dramatically enhances environmental performance. Research conducted by Hosain and Mustafi (\\u003cspan citationid=\\\"CR24\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) reveals that efficient practices in green supply chains have a strong association with perceived environmental performance of the stakeholders. As Rusli et al. (2025) maintain, effective supply chain management is a crucial factor that allows improving the operational sustainability of corporations and minimizing pollution. With an NRBV approach, Nugraha et al. (\\u003cspan citationid=\\\"CR44\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) introduce the idea of a combined framework, according to which the supply chain cooperation is directly converted into the better environmental management. According to Jamil et al. (\\u003cspan citationid=\\\"CR25\\\" class=\\\"CitationRef\\\"\\u003e2023\\u003c/span\\u003e), the empirical data presented allows labeling high optimization of a supply chain as a means of reducing carbon emission level and enhancing the resource conservation. The researchers state that sustainable change and global long-term ecological viability in the contemporary manufacturing depends on the efficiency of the supply chain (Singh et al., \\u003cspan citationid=\\\"CR59\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e). These are efficiencies important in implementing global sustainability targets. Thus, the hypothesis of this study was based on the following.\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH3a Supply Chain Efficiency has a significant positive effect on Environmental Performance.\\u003c/b\\u003e \\u003c/p\\u003e \\u003cp\\u003eSupply chain efficiency as a strategic resource is being integrated as the key to achieving high economic performance, especially when it is considered in the framework of the Resource-Based View (RBV). As Rana et al. (\\u003cspan citationid=\\\"CR49\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) note, supply chain management, as well as sustainable manufacturing processes, is highly beneficial to the organization performance since it helps to eliminate the redundancy of operations and improves resource consumption. This efficiency is a rare and precious attribute that enables the firms to respond to market uncertainties in a better manner than the other firms. Moreover, as Rahman et al. (\\u003cspan citationid=\\\"CR48\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) note, digital transformation is the decision that becomes a key determinant of supply chain efficiency directly relating to an increase in economic performance indicators in the new markets. According to the Natural Resource-Based View (NRBV), cost reduction is not the only source of efficiency but also the methodical arrangement of resources to decrease waste which Le et al. (\\u003cspan citationid=\\\"CR34\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) describe as a key driver of corporate innovation and financial prosperity. Abdou and Shehata, (\\u003cspan citationid=\\\"CR1\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) also contributes to this by illustrating that the implementation of sophisticated technologies such as AI helps improve the demand forecasting and efficiency of operations, which cause significant cost reduction. Moreover, Feng et al. (\\u003cspan citationid=\\\"CR15\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) emphasize that blockchain-based efficiency empowers the economic results through the enhancement of transparency and decreased transaction expenses. Lastly, according to Javaid et al. (\\u003cspan citationid=\\\"CR26\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) the circle supply chain efficiency gives a sustainable competitive advantage that can be converted to long-term profitability. As a result, the following hypothesis was formed in this research:\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH3b: Supply chain efficiency has a significant positive effect on economic performance.\\u003c/b\\u003e \\u003c/p\\u003e \\u003cp\\u003eSupply chain efficiency is also crucial to the progress of social performance, as it promotes ethical operations and engagement with stakeholders, and the notion aligns with the Natural Resource-Based View (NRBV). According to Reyna-Castillo et al. (\\u003cspan citationid=\\\"CR51\\\" class=\\\"CitationRef\\\"\\u003e2023\\u003c/span\\u003e), high social sustainability orientation in the supply chain improves the operational performance and at the same time, fulfils the social expectations of various stakeholders. According to this view, effective supply chains are more likely to cope with the social risks and enhance relationships with the community. As noted by Techett et al. (2025), the sustainable supply chain operations lead to high levels of efficient operations, which in turn translate into the social and environmental performance indicators. In addition, the Resource-Based View (RBV) is further developed by Srivastava (\\u003cspan citationid=\\\"CR60\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) who explains how the organizational social sustainability measures, when combined in the productive supply chain processes, produce specific social value, which other competitors can hardly follow. According to Hashim et al. (\\u003cspan citationid=\\\"CR22\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), social performance is all about increasing satisfaction with the needs of the stakeholders, which makes streamlined resource allocation, which is also typical of effective supply chains, essential. Ofori et al. (\\u003cspan citationid=\\\"CR45\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) also prove that a combination of the total quality management practices with the efficiency of the supply chain significantly improves the social sustainability results. Lastly, Javaid et al. (\\u003cspan citationid=\\\"CR26\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) highlight that social legitimacy in current markets can only be attained through ethical leadership and the effective management of supply chains. Hence, the following hypothesis was formulated in this study:\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH3c: Supply chain efficiency has a significant positive effect on social performance.\\u003c/b\\u003e \\u003c/p\\u003e\\n\\u003ch3\\u003eSupply Chains Efficiency as a Mediator\\u003c/h3\\u003e\\n\\u003cp\\u003eGHRM bundles and environmental performance are increasingly explained by the mediating effect of supply chain efficiency based on the Natural Resource-Based View (NRBV). According to Tarannum (\\u003cspan citationid=\\\"CR61\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), GHRM practices that lead to greening the workforce is a precursor to greening the supply chain since employee dedication to the goals related to the environment improves green logistics and waste reduction efficiency. Once attained, this internal ability enables the firm to attain high-quality environmental performance, which is competitive as well as sustainable. Shahzad et al. (\\u003cspan citationid=\\\"CR57\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) observe that GHRM practices combined with innovation capabilities make a tremendous improvement to the organizational performance, and digital-based efficiency is a common critical linking factor. Moreover, Alomari et al. (\\u003cspan citationid=\\\"CR6\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) shows that the effect of GHRM on sustainable performance is greatly broadened in case green supply chain management practices are efficiently exercised. As it is emphasized by Bindeeba et al. (\\u003cspan citationid=\\\"CR10\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), one of the main components of GHRM bundles, green involvement serves as an indicator of environmental performance given that it builds a culture of efficient production and improvement. Madni et al. (\\u003cspan citationid=\\\"CR36\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) also confirm this fact, stating that operational efficiency is one of the most important intervening processes that transfer green human capital to the concrete environmental benefits. Lastly, Jayaraman et al. (\\u003cspan citationid=\\\"CR27\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) stresses that GHRM enhances a better environmental performance through responsible engagement of employees that facilitates green supply chain activities. Accordingly, the following hypothesis was developed in the given study:\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH4a: Supply chain efficiency significantly mediates the relationship between Green HRM bundles and environmental performance.\\u003c/b\\u003e \\u003c/p\\u003e \\u003cp\\u003eResource-Based View (RBV) offers a strong model to comprehend the role played by supply chain effectiveness in moderating the effects of Green HRM bundles on economic performance. According to Gazi et al. (\\u003cspan citationid=\\\"CR17\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e), it can be argued that capitalizing on the GHRM practices always to promote supply chain efficiency metrics is vital in converting human capital into financial success. Companies can constitute a special talent that will lead to economic advantages by producing both environmentally and operationally knowledgeable workforce, which contributes to higher supply chain responsiveness. Junejo et al. (\\u003cspan citationid=\\\"CR29\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) also develops on this relationship ensuring that GHRM practices affect economic performance as mediated by the green supply chain management and associated efficiencies. This implies that the economic advantage of GHRM cannot be directly seen but would be achieved by the optimization of the supply chain processes. This is supported by Shahzad et al. (\\u003cspan citationid=\\\"CR57\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) who demonstrate that digital transformation and the efficiency resulting thereof are essential to the relevance of GHRM regarding making detrimental effects on the performance of organizations. Besides, according to Bindeeba et al. (\\u003cspan citationid=\\\"CR10\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), GHRM bundles, especially green training and compensation, are tied to making firms such as waste reduction and enhancing the supply chain throughput. The other mechanism, which Madni et al. (\\u003cspan citationid=\\\"CR36\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) note, of how green strategic initiatives can contribute to the achievement of better economic results, is operational efficiency. Lastly, Rana et al. (\\u003cspan citationid=\\\"CR49\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) state that the effectiveness of combining green supply chain management and practices is a fundamental requirement of the high forgiving economic performance. Based on this, the study formulated the hypothesis as follows:\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH4b: Supply chain efficiency significantly mediates the relationship between Green HRM bundles and economic performance.\\u003c/b\\u003e \\u003c/p\\u003e \\u003cp\\u003eThe role of supply chain efficiency in mediating between Green HRM bundles and social performance is deep-rooted in the Natural Resource-Based View (NRBV), which highlights the significance of the social legitimacy as a strategic resource. The study of Jayaraman et al. (\\u003cspan citationid=\\\"CR27\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) does reveal that GHRM practices encourage practices in social performance such as responsible employee engagement, which subsequently lead to better efficiency in social initiatives in the supply chain. It implies that a green workforce would be more successful to endorse and implement social sustainability objectives. Bindeeba et al. (\\u003cspan citationid=\\\"CR10\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) also notes that GHRM has a direct positive effect on the social performance, and efficiency of the green involvement is a very important mediating variable. Moreover, according to Hashim et al. (\\u003cspan citationid=\\\"CR22\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), the efficient supply chains allocate resources in a streamlined manner, which is required of the GHRM practices to satisfy the various needs of the stakeholders and therefore improve on social outcomes. According to Madni et al. (\\u003cspan citationid=\\\"CR36\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), the most effective mediating processes can be operational efficiency which guarantees that green human resource initiatives can be converted into a wider range of social benefits, including better labor relations and benefiting communities. Besides, Ofori et al. (\\u003cspan citationid=\\\"CR45\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) note that green practices combined with the efficient supply chain management produce a synergistic effect that positively impacts social sustainability greatly. Lastly, according to Javaid et al. (\\u003cspan citationid=\\\"CR26\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), the effectiveness of green supply chain operations is needed to sustain the social legitimacy needed in a long-term successful duration. It is based on these arguments that the following hypothesis was developed in this research.\\u003c/p\\u003e \\u003cp\\u003e \\u003cb\\u003eH4c: Supply chain efficiency significantly mediates the relationship between Green HRM bundles and social performance.\\u003c/b\\u003e \\u003c/p\\u003e \\u003cp\\u003eFigure \\u003cspan refid=\\\"Fig1\\\" class=\\\"InternalRef\\\"\\u003e1\\u003c/span\\u003e proposes a conceptual framework of GHRM bundles that include green recruitment, training, performance appraisal, compensation, and involvement as strategic resources to support sustainable performance by delivering efficiencies in supply chains. According to the resource-based view, companies can better develop high-quality environmental, economic and social performances when they mobilize valuable and unimitable capabilities that are manifested in human capital (Barney, 1991). The embedded values and competencies of pro-environmental practices in employees with GHRM practices influence the behaviors of waste reduction, better compliance, and eco-innovation (Renwick et al., 2013). The natural-resource-based perspective also explains why the environmental-oriented capabilities are turned into competitive advantage as they match internal processes with the ecological limitations (Hart, 1995). Supply chains efficiency in this model act as a mediator of operational capabilities, which transforms green-oriented human inputs into quantifiable sustainability outputs. Efficient supply chains efficiency meets and optimizes resource, reduction of emissions and cost management hence relating internal HR systems and triple bottom line performance (Elkington, 1997; Seuring and Muller, 2008). The ability-motivation-opportunity theory is another theory that supports the bundled approach because coherent HR systems enhance skills of employees, their incentivation and their interests in environmental programs (Appelbaum et al., 2000). It has also been empirically shown that integrated GHRM systems have more powerful performance impacts than their single practice counterparts (Jabbour and de Sousa Jabbour, 2016). Accordingly, Fig.\\u0026nbsp;\\u003cspan refid=\\\"Fig1\\\" class=\\\"InternalRef\\\"\\u003e1\\u003c/span\\u003e indicates a capability-building process whereby GHRM bundles directly impact sustainable performance and indirectly determine it via an efficient supply chain, which provides a theoretically based account of how internal green competencies trickle into a multi-dimensional sustainability deliverable amongst competitive industries.\\u003c/p\\u003e \"},{\"header\":\"Research Methodology\",\"content\":\"\\u003cp\\u003e \\u003c/p\\u003e \\u003cdiv id=\\\"Sec8\\\" class=\\\"Section2\\\"\\u003e \\u003cp\\u003eThe proposed research study has a research design that is descriptive and explanatory in nature aimed at exploring the connection between GHRM bundles and sustainable performance. Saunders et al. (\\u003cspan citationid=\\\"CR54\\\" class=\\\"CitationRef\\\"\\u003e2009\\u003c/span\\u003e) argue that a cross-sectional study is appropriate to obtain the practices within an organization at a particular moment in time. The mediating role of supply chain efficiency (SCE) in the food and beverage industry can be tested with the use of this quantitative approach. The target market includes employees in the food and beverage sector in Jordan, and it will include about 2,600 registered industrial establishments (Jordan Chamber of Industry, \\u003cspan citationid=\\\"CR28\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e). Based on Krejcie and Morgan (\\u003cspan citationid=\\\"CR32\\\" class=\\\"CitationRef\\\"\\u003e1970\\u003c/span\\u003e) table of determination of the sample size, a sample of 335 responses is needed to guarantee the statistical representativeness of the strata being displayed. This guarantees a 95% level of confidence in the findings and yet retains the required level of accuracy in the structural model. Simple random sampling method was applied to guarantee that each employee was equally likely to be selected (Sekaran and Bougie, \\u003cspan citationid=\\\"CR55\\\" class=\\\"CitationRef\\\"\\u003e2016\\u003c/span\\u003e). The tool of the research included a structured questionnaire. The scales that measured GHRM bundles (recruitment, training, and involvement) were created by Shah (\\u003cspan citationid=\\\"CR56\\\" class=\\\"CitationRef\\\"\\u003e2019\\u003c/span\\u003e). SCE was measured using measures of dimensions previously validated by Hashmi (\\u003cspan citationid=\\\"CR23\\\" class=\\\"CitationRef\\\"\\u003e2016\\u003c/span\\u003e): sustainable performance dimensions (ENVP, ECP, and SOCP), whereas SCE was assessed using measures of these dimensions. Five academic experts were used to review items during pretesting concerning clarity and content validity. After their response, it was able to rephrase three of them to adjust them to the situation in the Jordanian industry. A pilot study was thereafter carried out on 30 employees. The obtained results provided Cronbach Alpha values that were greater than 0.70 on all constructs, which testifies to high internal consistency that made it possible to continue the study without additional alterations. A self-administered survey, which was given orally and through the Internet, served as data collection. Procedures that are proposed by Podsakoff et al. (\\u003cspan citationid=\\\"CR47\\\" class=\\\"CitationRef\\\"\\u003e2003\\u003c/span\\u003e) would reduce common method bias. Among the 335 questionnaires sent, 201 were useable in the analysis leading to a response rate of 60%. The analysis was carried out using a partial Least Squares Structural Equation Modeling (PLS-SEM). Such approach is reasonable because it is very effective to the complex models with mediation and does not presuppose the rigorous distributional assumptions (Hair et al., 2021). Ethical issues were also highly upheld; participants gave informed consent, and the confidentiality of data was ensured (Dillman, \\u003cspan citationid=\\\"CR13\\\" class=\\\"CitationRef\\\"\\u003e2011\\u003c/span\\u003e). This ensures compliance.\\u003c/p\\u003e \\u003c/div\\u003e\"},{\"header\":\"Results of the Study\",\"content\":\"\\u003cp\\u003eTable\\u0026nbsp;\\u003cspan refid=\\\"Tab1\\\" class=\\\"InternalRef\\\"\\u003e1\\u003c/span\\u003e summarizes the demographic data of the 201 participants in the Jordanian food and beverage sector. The sample was mainly male as they consisted of 67.7 percent of the sample, though this could be representative of general work trend in this type of industry. Within the age structure, most of the respondents (39.3) were under the age group of 30 40 years with 26.9 years coming in the second bracket of 4150 years indicating an experienced workforce. Regarding the level of education, the majority of the participants possessed a Bachelor's degree (61.7%), which implies that the workforce is well-educated and can be offered GHRM initiatives to use (Khaskhely et al., \\u003cspan citationid=\\\"CR31\\\" class=\\\"CitationRef\\\"\\u003e2022\\u003c/span\\u003e). The years of professional experience revealed that most of the respondents (41.3 per cent) had 5\\u0026ndash;10 years of work experience which is quite consistent with the major age brackets and indicates that an individual has many years working in an organization and may observe the operational practices of HRM. Lastly, the functional distribution showed that the greatest size percentage was Production/Operations (33.3%), Supply Chain/Logistics (20.9%) indicating corresponding exposure to issues of supply chain efficiency considered in this paper (Gelagay, \\u0026amp; Werke \\u003cspan citationid=\\\"CR18\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e).\\u003c/p\\u003e \\u003cp\\u003e \\u003cdiv class=\\\"gridtable\\\"\\u003e\\u003ctable float=\\\"Yes\\\" id=\\\"Tab1\\\" border=\\\"1\\\"\\u003e \\u003ccaption language=\\\"En\\\"\\u003e \\u003cdiv class=\\\"CaptionNumber\\\"\\u003eTable 1\\u003c/div\\u003e \\u003cdiv class=\\\"CaptionContent\\\"\\u003e \\u003cp\\u003eDemographic Profile of Respondents\\u003c/p\\u003e \\u003c/div\\u003e \\u003c/caption\\u003e \\u003ccolgroup cols=\\\"4\\\"\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c1\\\" colnum=\\\"1\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c2\\\" colnum=\\\"2\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"char\\\" char=\\\".\\\" class=\\\"colspec\\\" colname=\\\"c3\\\" colnum=\\\"3\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"char\\\" char=\\\".\\\" class=\\\"colspec\\\" colname=\\\"c4\\\" colnum=\\\"4\\\"\\u003e\\u003c/div\\u003e \\u003cthead\\u003e \\u003ctr\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eCharacterization\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eCategory\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003eFrequency (N)\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003ePercentage (%)\\u003c/p\\u003e \\u003c/th\\u003e \\u003c/tr\\u003e \\u003c/thead\\u003e \\u003ctbody\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e 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colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eTotal\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e201\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e100.0\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eAge Group (Years)\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eUnder 30\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e42\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e 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colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e100.0\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eEducational Level\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eDiploma/Community College\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e31\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e15.4\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eBachelor\\u0026rsquo;s Degree\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e124\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e61.7\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eMaster\\u0026rsquo;s Degree\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e38\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e18.9\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003ePhD / Doctorate\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e8\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e4.0\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eTotal\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e201\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e100.0\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eYears of Experience\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e 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\\u003cp\\u003e\\u003cb\\u003eTotal\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e201\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e100.0\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eDepartment / Function\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eHuman Resources\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e38\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e18.9\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eProduction / Operations\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e67\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e33.3\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eSupply Chain / Logistics\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e42\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e20.9\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eAdministration / Finance\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e31\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e15.4\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eOther (e.g., Sales, R\\u0026amp;D)\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e23\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e11.4\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eTotal\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e201\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e100.0\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003c/tbody\\u003e \\u003c/colgroup\\u003e \\u003c/table\\u003e\\u003c/div\\u003e \\u003c/p\\u003e \\u003cp\\u003eThe measurement model results are obtained and reported in Table\\u0026nbsp;\\u003cspan refid=\\\"Tab2\\\" class=\\\"InternalRef\\\"\\u003e2\\u003c/span\\u003e, which validates reliability and validity of the constructs. The values of all the factor loadings were above the recommended 0.70 and the range of values ranged between 0.738 (SOCP4) and 0.908 (GT3), meaning that all items had a good measure of its construct (Hair et al., 2021). Means of values of CRONbach alpha of all the constructs amounted to 0.780 (SOCP) and 0.895 (SCE), which is above the expected variable of 0.70 and proves a high level of internal consistency. The composite reliability (rho c ) was also satisfactory with a range of 0.858 (SOCP) to 0.945 (GC) indicating that the items used correlated to the constructs that it was meant to measure. The average variance extracted (AVE) of each construct was above 0.50 which is the lowest acceptable level and thus convergent validity was established with a range of 0.602 (SOCP) to 0.807 (GT). Such strong psychometric characteristics show that the measurement tools were suitable to measure GHRM bundles, efficiency of supply chain, and sustainable performance dimensions within the Jordanian food and beverage industry environment (Shah, \\u003cspan citationid=\\\"CR56\\\" class=\\\"CitationRef\\\"\\u003e2019\\u003c/span\\u003e; Hashmi, \\u003cspan citationid=\\\"CR23\\\" class=\\\"CitationRef\\\"\\u003e2016\\u003c/span\\u003e).\\u003c/p\\u003e \\u003cp\\u003e \\u003cdiv class=\\\"gridtable\\\"\\u003e\\u003ctable float=\\\"Yes\\\" id=\\\"Tab2\\\" border=\\\"1\\\"\\u003e \\u003ccaption language=\\\"En\\\"\\u003e \\u003cdiv class=\\\"CaptionNumber\\\"\\u003eTable 2\\u003c/div\\u003e \\u003cdiv class=\\\"CaptionContent\\\"\\u003e \\u003cp\\u003eMeasurement Model\\u003c/p\\u003e \\u003c/div\\u003e \\u003c/caption\\u003e \\u003ccolgroup cols=\\\"6\\\"\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c1\\\" colnum=\\\"1\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"char\\\" char=\\\".\\\" class=\\\"colspec\\\" colname=\\\"c2\\\" colnum=\\\"2\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"char\\\" char=\\\".\\\" class=\\\"colspec\\\" colname=\\\"c3\\\" colnum=\\\"3\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"char\\\" char=\\\".\\\" class=\\\"colspec\\\" colname=\\\"c4\\\" colnum=\\\"4\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"char\\\" char=\\\".\\\" class=\\\"colspec\\\" colname=\\\"c5\\\" colnum=\\\"5\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"char\\\" char=\\\".\\\" class=\\\"colspec\\\" colname=\\\"c6\\\" colnum=\\\"6\\\"\\u003e\\u003c/div\\u003e \\u003cthead\\u003e \\u003ctr\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c1\\\" morerows=\\\"1\\\" rowspan=\\\"2\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eECP\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eFactor Loadings\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003eCronbach's alpha\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003eComposite reliability (rho_a)\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003eComposite reliability (rho_c)\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003eAverage variance extracted (AVE)\\u003c/p\\u003e \\u003c/th\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c2\\\"\\u003e\\u0026nbsp;\\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.881\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.886\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.918\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.738\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/th\\u003e \\u003c/tr\\u003e \\u003c/thead\\u003e \\u003ctbody\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eECP1\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.820\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eECP2\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.864\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eECP3\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.880\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eECP4\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.871\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eENVP\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.875\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.881\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.914\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.728\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eENVP1\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.815\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eENVP2\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.889\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eENVP3\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.897\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eENVP4\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.807\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eGC\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.812\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.872\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.945\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.651\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGC1\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.759\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGC2\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.754\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGC3\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.768\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eGI\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.866\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.876\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.909\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.714\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGI1\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.811\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" 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colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eGP\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.885\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.888\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.921\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e 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colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGP3\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.840\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e 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colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGR2\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.891\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGR3\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.859\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eGT\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.880\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.881\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e 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align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.896\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGT3\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.908\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003eSCE\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.895\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.899\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.923\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e\\u003cb\\u003e0.706\\u003c/b\\u003e\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSCE1\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.775\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSCE2\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.809\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSCE3\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.872\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSCE4\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e 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colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSOCP3\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.765\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSOCP4\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.738\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003c/tbody\\u003e \\u003c/colgroup\\u003e \\u003c/table\\u003e\\u003c/div\\u003e \\u003c/p\\u003e \\u003cp\\u003eTable\\u0026nbsp;\\u003cspan refid=\\\"Tab3\\\" class=\\\"InternalRef\\\"\\u003e3\\u003c/span\\u003e shows the Heterotrait-Monotrait (HTMT) ratio, which determines discriminant validity. The values of all the HTMT were lower than the conservative level of 0.85, and the highest ratio was found between the GP and GI (0.772). It proves that all constructs of the model are empirically different (Hair et al., 2021). The findings indicate that the GHRM bundles, supply chain efficiency, and sustainable performance dimension measures represent distinct concepts that have no major overlap, which promotes the discriminant validity of the instrument applied in the Jordanian food and beverage industry setting.\\u003c/p\\u003e \\u003cp\\u003e \\u003cdiv class=\\\"gridtable\\\"\\u003e\\u003ctable float=\\\"Yes\\\" id=\\\"Tab3\\\" border=\\\"1\\\"\\u003e \\u003ccaption language=\\\"En\\\"\\u003e \\u003cdiv class=\\\"CaptionNumber\\\"\\u003eTable 3\\u003c/div\\u003e \\u003cdiv class=\\\"CaptionContent\\\"\\u003e \\u003cp\\u003eHeterotrait-monotrait Ratio Discriminants Validity\\u003c/p\\u003e \\u003c/div\\u003e \\u003c/caption\\u003e \\u003ccolgroup cols=\\\"10\\\"\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c1\\\" colnum=\\\"1\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"char\\\" char=\\\".\\\" class=\\\"colspec\\\" colname=\\\"c2\\\" colnum=\\\"2\\\"\\u003e\\u003c/div\\u003e 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align=\\\"left\\\" colname=\\\"c10\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGR\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.642\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.658\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.705\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e0.784\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.741\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c9\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c10\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eGT\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.616\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.688\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.676\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e0.744\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.671\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.668\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c9\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c10\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSCE\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.655\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.664\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.651\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e0.697\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.665\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.689\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003e0.648\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c9\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c10\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSOCP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.584\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.762\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.505\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e0.525\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.569\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.592\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003e0.576\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"char\\\" char=\\\".\\\" colname=\\\"c9\\\"\\u003e \\u003cp\\u003e0.599\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c10\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003c/tbody\\u003e \\u003c/colgroup\\u003e \\u003c/table\\u003e\\u003c/div\\u003e \\u003c/p\\u003e \\u003cp\\u003eTable\\u0026nbsp;\\u003cspan refid=\\\"Tab4\\\" class=\\\"InternalRef\\\"\\u003e4\\u003c/span\\u003e and Fig.\\u0026nbsp;\\u003cspan refid=\\\"Fig2\\\" class=\\\"InternalRef\\\"\\u003e2\\u003c/span\\u003e show the path coefficients, mediation analysis, and indicators of model quality, which creates a rather complete support of the suggested theoretical framework. Direct effects of Green HRM bundles on sustainable performance dimensions were all significantly big. The overall Environmental Performance (β\\u0026thinsp;=\\u0026thinsp;0.547, p\\u0026thinsp;\\u0026lt;\\u0026thinsp;0.001) impact had moderate effect size (f\\u003csup\\u003e2\\u003c/sup\\u003e\\u0026thinsp;=\\u0026thinsp;0.202), which suggested that GHRM practices significantly explained variance in environmental performance, which aligns with the Natural-Resource-Based View where green human capital is a strategic asset to ecological sustainability (Hart, 1995; Mamun \\u003cspan citationid=\\\"CR38\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e). The impact on Economic Performance (β\\u0026thinsp;=\\u0026thinsp;0.398, p\\u0026thinsp;\\u0026lt;\\u0026thinsp;0.001), indicated a small-to-medium effect (f \\u003csup\\u003e2\\u003c/sup\\u003e = 0.097), which is consistent with the thesis of the Resource-Based View that GHRM develops valuable human capital that increases financial results (Barney, 1991; Alrifae, et al. \\u003cspan citationid=\\\"CR7\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e). The influence on the Social Performance (beta\\u0026thinsp;=\\u0026thinsp;0.327, p\\u0026thinsp;\\u0026lt;\\u0026thinsp;0.001) exhibited a small effect (f\\u0026sup2;=0.055), which indicated that the influence of the GHRM on social legitimacy was present (Jayaraman et al. \\u003cspan citationid=\\\"CR27\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e). Accordingly, H1a, H1b and H1c were obtained.\\u003c/p\\u003e \\u003cp\\u003eThe GHRM bundles-Supply Chain Efficiency (H2) relationship was notably strong (β\\u0026thinsp;=\\u0026thinsp;0.797, p\\u0026thinsp;\\u0026lt;\\u0026thinsp;0.001) with a very big effect size (f\\u003csup\\u003e2\\u003c/sup\\u003e\\u0026thinsp;=\\u0026thinsp;1.739), which affirmed that green HR practices build capabilities in sustainable logistics (Tarannum, \\u003cspan citationid=\\\"CR61\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e; Sahu et al., \\u003cspan citationid=\\\"CR52\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e). Considering the effects of the Supply Chain Efficiency on the sustainable performance, all the hypotheses (H3a, H3b, H3c) were supported. The impact on Environmental Performance (β\\u0026thinsp;=\\u0026thinsp;0.156, p\\u0026thinsp;=\\u0026thinsp;0.004) exhibited a small impact (f\\u003csup\\u003e2\\u003c/sup\\u003e\\u0026thinsp;=\\u0026thinsp;0.016) in the sense that effective supply chains have lower ecological footprints (Wang et al., \\u003cspan citationid=\\\"CR64\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e). The Economic Performance (β\\u0026thinsp;=\\u0026thinsp;0.270, p\\u0026thinsp;\\u0026lt;\\u0026thinsp;0.001) small-to-medium effect (f 2\\u0026thinsp;=\\u0026thinsp;0.044) proved that efficiency has a decreasing effect on the operational redundancies (Rana et al., \\u003cspan citationid=\\\"CR49\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e). Its impact on Social Performance (β\\u0026thinsp;=\\u0026thinsp;0.247, p\\u0026thinsp;\\u0026lt;\\u0026thinsp;0.001) was a weak effect (f\\u003csup\\u003e2\\u003c/sup\\u003e= 0.032), in line with claims that efficient supply chains enhance stakeholder relationships (Tetteh et al., \\u003cspan citationid=\\\"CR63\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e).\\u003c/p\\u003e \\u003cp\\u003eThe mediation analysis showed that Supply Chain Efficiency mediated all the relationships with significance which supported H4a, H4b and H4c. The mediated impact on Environmental Performance (β\\u0026thinsp;=\\u0026thinsp;0.124, p\\u0026thinsp;=\\u0026thinsp;0.005) only attests to the fact that GHRM also affects environmental performance through improved processes in the supply chain (Alomari, et al. \\u003cspan citationid=\\\"CR6\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e). The effect on Economic Performance (β\\u0026thinsp;=\\u0026thinsp;0.215, p\\u0026thinsp;\\u0026lt;\\u0026thinsp;0.001) implies that there are economic gains enjoyed with optimized supply chain operations (Junejo et al., \\u003cspan citationid=\\\"CR29\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e). The impact on Social Performance was found indirect (β\\u0026thinsp;=\\u0026thinsp;0.197, p\\u0026thinsp;\\u0026lt;\\u0026thinsp;0.001), which implies that GHRM helps improve social performance because of the efficient allocation of resources (Hashim et al., \\u003cspan citationid=\\\"CR22\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e). The variables of Environmental Performance (R\\u003csup\\u003e2\\u003c/sup\\u003e\\u0026thinsp;=\\u0026thinsp;0.459), Economic Performance (R\\u003csup\\u003e2\\u003c/sup\\u003e\\u0026thinsp;=\\u0026thinsp;0.402) and Social Performance (R\\u003csup\\u003e2\\u003c/sup\\u003e\\u0026thinsp;=\\u0026thinsp;0.297) illustrated moderate explanatory powers. The theoretical framework was verified, and the predictive relevance of the prediction was revealed with the use of the Q-square values (ENVP\\u0026thinsp;=\\u0026thinsp;0.447, ECP\\u0026thinsp;=\\u0026thinsp;0.373, SOCP\\u0026thinsp;=\\u0026thinsp;0.270).\\u003c/p\\u003e \\u003cp\\u003e \\u003cdiv class=\\\"gridtable\\\"\\u003e\\u003ctable float=\\\"Yes\\\" id=\\\"Tab4\\\" border=\\\"1\\\"\\u003e \\u003ccaption language=\\\"En\\\"\\u003e \\u003cdiv class=\\\"CaptionNumber\\\"\\u003eTable 4\\u003c/div\\u003e \\u003cdiv class=\\\"CaptionContent\\\"\\u003e \\u003cp\\u003ePath Coefficients Results\\u003c/p\\u003e \\u003c/div\\u003e \\u003c/caption\\u003e \\u003ccolgroup cols=\\\"8\\\"\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c1\\\" colnum=\\\"1\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c2\\\" colnum=\\\"2\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c3\\\" colnum=\\\"3\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c4\\\" colnum=\\\"4\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c5\\\" colnum=\\\"5\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c6\\\" colnum=\\\"6\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c7\\\" colnum=\\\"7\\\"\\u003e\\u003c/div\\u003e \\u003cdiv align=\\\"left\\\" class=\\\"colspec\\\" colname=\\\"c8\\\" colnum=\\\"8\\\"\\u003e\\u003c/div\\u003e \\u003cthead\\u003e \\u003ctr\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eHypothesis\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003ePath Analysis\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003eBeta\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003eStandard deviation\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003eT statistics\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003ef-square\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003eP values\\u003c/p\\u003e \\u003c/th\\u003e \\u003cth align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eDecision\\u003c/p\\u003e \\u003c/th\\u003e \\u003c/tr\\u003e \\u003c/thead\\u003e \\u003ctbody\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH1a\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eGHRMB -\\u0026gt; ENVP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.547\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.047\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e11.525\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.202\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.000\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH1b\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eGHRMB -\\u0026gt; ECP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.398\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.047\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e8.499\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.097\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.000\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH1c\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eGHRMB -\\u0026gt; SOCP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.327\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.049\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e6.668\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.055\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.000\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH2\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eGHRMB -\\u0026gt; SCE\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.797\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.016\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e48.515\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e1.739\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.000\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH3a\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eSCE -\\u0026gt; ENVP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.156\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.054\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e2.867\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.016\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.004\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH3b\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eSCE -\\u0026gt; ECP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.270\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.048\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e5.616\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.044\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.000\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH3c\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eSCE -\\u0026gt; SOCP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.247\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.050\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e4.932\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e0.032\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.000\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colspan=\\\"5\\\" nameend=\\\"c7\\\" namest=\\\"c3\\\"\\u003e \\u003cp\\u003eMediation Analysis using Indirect Effect\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH4a\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eGHRMB -\\u0026gt; SCE -\\u0026gt; ENVP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.124\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.044\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e2.840\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e-\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.005\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH4b\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eGHRMB -\\u0026gt; SCE -\\u0026gt; ECP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.215\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.039\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e5.567\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e-\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.000\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eH4c\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eGHRMB -\\u0026gt; SCE -\\u0026gt; SOCP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.197\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c4\\\"\\u003e \\u003cp\\u003e0.040\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c5\\\"\\u003e \\u003cp\\u003e4.878\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c6\\\"\\u003e \\u003cp\\u003e-\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c7\\\"\\u003e \\u003cp\\u003e0.000\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c8\\\"\\u003e \\u003cp\\u003eSupported\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003eR-square\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003eQ-square\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colspan=\\\"5\\\" morerows=\\\"3\\\" nameend=\\\"c8\\\" namest=\\\"c4\\\" rowspan=\\\"4\\\"\\u003e\\u0026nbsp;\\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eECP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.402\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.373\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eENVP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.459\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.447\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003ctr\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c1\\\"\\u003e \\u003cp\\u003eSOCP\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c2\\\"\\u003e \\u003cp\\u003e0.297\\u003c/p\\u003e \\u003c/td\\u003e \\u003ctd align=\\\"left\\\" colname=\\\"c3\\\"\\u003e \\u003cp\\u003e0.270\\u003c/p\\u003e \\u003c/td\\u003e \\u003c/tr\\u003e \\u003c/tbody\\u003e \\u003c/colgroup\\u003e \\u003c/table\\u003e\\u003c/div\\u003e \\u003c/p\\u003e \\u003cp\\u003e \\u003c/p\\u003e\"},{\"header\":\"Discussion\",\"content\":\"\\u003cp\\u003eThis study presents a few interesting and consistent trends in the way Green HRM bundles impact on sustainable performance in terms of supply chain efficiency in Jordanian food and beverage firms. The very high direct association between GHRM bundles and environmental performance, economic performance and social performance testify to the fact that integrated green HR practices are structural engenders of sustainability. These results imply that employees internalize the norms of green when organizations incorporate environmental values into the system of recruitment, training, performance appraisal, compensation and involvement which is then translated to the behavior of workplace responsibility. A social cognitive approach would involve exposing employees to the structured green policies as a way of enhancing their environmental self-efficacy and accountability. Mamun (\\u003cspan citationid=\\\"CR38\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) showed that GHRM has a direct positive effect on the environmental performance through the promotion of pro-environmental behaviours. Haile and Singh, (\\u003cspan citationid=\\\"CR19\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) stated that these practices are unavoidable in ensuring the sustainability of the environment in the long term and Sahu et al. (\\u003cspan citationid=\\\"CR52\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) suggested that systematic implementation of GHRM transforms company culture to be ecologically responsible. This is because green human capital as pointed out by Ali et al. (\\u003cspan citationid=\\\"CR4\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) mediates between HR directives and ecological benefits. Siddique (\\u003cspan citationid=\\\"CR58\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) demonstrated that a green involvement and training helps to reduce waste and Bangwal et al. (\\u003cspan citationid=\\\"CR9\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) emphasized that incorporation of environment requirements in performance systems keeps the strategy on track. Alrifae et al. (\\u003cspan citationid=\\\"CR7\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), Khan et al. (\\u003cspan citationid=\\\"CR30\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), and Legese et al. (\\u003cspan citationid=\\\"CR35\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) also associated GHRM with financial strength and stability, economically. Ayari and Al Meer (\\u003cspan citationid=\\\"CR8\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) described the cost cuts only as waste reduction, whereas the authors by Martins et al. (\\u003cspan citationid=\\\"CR40\\\" class=\\\"CitationRef\\\"\\u003e2021\\u003c/span\\u003e) and Le and Tham (\\u003cspan citationid=\\\"CR33\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) linked green recruitment and commitment to increased efficiency and corporate performance. This interpretation is supported by the fact that there is a strong relationship between GHRM bundles and supply chain efficiency. Employees who are steered by consistent green policies actively recognize the presence of inefficiencies and promote lean-green activities. By assessing according to environmental competencies (Tarannum, \\u003cspan citationid=\\\"CR61\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e),tarannum suggested that environmental competencies formulated during the recruitment and training process are the driving force of the sustainable supply chain performance. Sahu et al. (\\u003cspan citationid=\\\"CR52\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) and Tessema (\\u003cspan citationid=\\\"CR62\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) verified that when GHRM is combined with lean practices then delays and wasted resources are minimized. Domfeh et al. (\\u003cspan citationid=\\\"CR14\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) highlighted enhanced coordination of the supply chain partners whereas Gelagay, and Werke (\\u003cspan citationid=\\\"CR18\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e) discovered that GHRM enhances the management of green supply chains internally. Adebayom and Bello (2025) also related these dynamics to the cultures of continuous improvement.\\u003c/p\\u003e \\u003cp\\u003eThe impact of supply chain efficiency on the environmental, economic, and social performance is significant; this implies that operational streamlining transforms the capability of going green into calculable outcomes. Wang et al. (\\u003cspan citationid=\\\"CR64\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) have established that efficient supply chains were linked to circular economy practices, and Hosain and Mustafi (\\u003cspan citationid=\\\"CR24\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) validated that supply chains were also linked to environmental performance. Rusli et al. (2025), Nugraha et al. (\\u003cspan citationid=\\\"CR44\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), and Jamil et al. (\\u003cspan citationid=\\\"CR25\\\" class=\\\"CitationRef\\\"\\u003e2023\\u003c/span\\u003e) linked the concept of optimization to the reduction of pollution and decreasing emissions. According to Singh et al. (\\u003cspan citationid=\\\"CR59\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) and Rana et al. (\\u003cspan citationid=\\\"CR49\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), efficiency was a requirement of sustainable transformation. Economic benefits of technological improvement were experienced by Rahman et al. (\\u003cspan citationid=\\\"CR48\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), Le et al. (\\u003cspan citationid=\\\"CR34\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e), Abdou and Shehata (\\u003cspan citationid=\\\"CR1\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), and Feng et al. (\\u003cspan citationid=\\\"CR15\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e). Javaid et al. (\\u003cspan citationid=\\\"CR26\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) emphasized competitive advantage in the form of circular efficiency. As demonstrated by Reyna-Castillo et al. (\\u003cspan citationid=\\\"CR51\\\" class=\\\"CitationRef\\\"\\u003e2023\\u003c/span\\u003e), Tetteh et al. (\\u003cspan citationid=\\\"CR63\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), Srivastava (\\u003cspan citationid=\\\"CR60\\\" class=\\\"CitationRef\\\"\\u003e2024\\u003c/span\\u003e), Hashim et al. (\\u003cspan citationid=\\\"CR22\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), and Ofori et al. (\\u003cspan citationid=\\\"CR45\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), the supply chains are efficient companies and enhance stakeholder responsiveness and social sustainability. The outcomes of the mediation have depicted that the green human capital has a bearing on sustainability outcomes based on the effective working systems. Tarannum (\\u003cspan citationid=\\\"CR61\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), Shahzad et al. (\\u003cspan citationid=\\\"CR57\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e), and Alomari et al. (\\u003cspan citationid=\\\"CR6\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) established that the impacts of GHRM increase in cases where the supply chains are efficient. Bindeeba et al. (\\u003cspan citationid=\\\"CR10\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e), Madni et al. (\\u003cspan citationid=\\\"CR36\\\" class=\\\"CitationRef\\\"\\u003e2026\\u003c/span\\u003e) and Jayaraman et al. (\\u003cspan citationid=\\\"CR27\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) determined operational efficiency as the mediator that links green engagement with performance; et al. (2024) and Junejo et al. (\\u003cspan citationid=\\\"CR29\\\" class=\\\"CitationRef\\\"\\u003e2025\\u003c/span\\u003e) found it in financial performance and efficiency in long-term stakeholder trust.\\u003c/p\\u003e \\u003cdiv id=\\\"Sec11\\\" class=\\\"Section2\\\"\\u003e \\u003ch2\\u003eImplications of the Study\\u003c/h2\\u003e \\u003cp\\u003eThe theoretical implications of the study are provided by generalising the Resource-Based View and Natural-Resource-Based View to include how Green HRM bundles are used as strategic resources to achieve higher-sustainability performance based on the supply chain efficiency. It also adds a fine perspective of mediating of the mechanism between internal human resource practices and multidimensional sustainability outcomes which is a major gap in literature. Methodologically, the use of partial least square structure equation modeling on a sample of the Jordanian food and beverage industry yields a very solid structure through which intricate relationships amongst latent variables can be studied and evaluated. The use of the validated measurement instruments of GHRM bundles, supply chain efficacy, and sustainable performance aspects provides a good instrument that can be used in future research in a similar setting. To the practitioners and managers, the results highlight how the decision of investing in integrated green HR practices is a strategic requirement and not an expense. To enhance the capabilities of employees regarding environment building, organizations should come up with consistent sets of green hiring, training, performance managing, rewarding, and engaging. The high mediating nature of supply chain efficiency implies that managers need to equally ensure that logistics operations continually optimize logistics operations to maximize the benefits of GHRM investments on sustainability. Considering the pragmatic side of the study, it offers evidence-based recommendations on the adoption of sustainability in terms of implementation of the strategies in resource-constrained settings. With this knowledge, food and beverage companies in the developing economies can utilize it to improve their environmental footprint, as well as increase their economic performance. The social consequences here are no less important as improved social performance by GHRM and effective supply chains will lead to the development of better community relations, stakeholder confidence and employee welfare and eventually wider societal sustainability ambitions in Jordan.\\u003c/p\\u003e \\u003c/div\\u003e\"},{\"header\":\"Conclusion\",\"content\":\"\\u003cp\\u003eThe study concludes that the GHRM bundles serve as high-level investments that have a substantial positive impact on environmental, economic, and social performance of the Jordanian food and beverage industry. Instead of engaging in isolated green policies, organizations must institute a combined GHRM frameworks in terms of recruitment, training, performance evaluation, compensation and employee engagement as a way of creating the human resources needed to sustain. The efficiency of supply chains is an important mediating factor that conveys internal green capabilities into actual sustainability effects through enabling employees to translate their environmental knowledge into a useful form. Based on the Resource-Based View and Natural-Resource-Based View, the results reveal that the competitive advantage can be created by means of valuable and inimitable green human resources as a solution of ecological issues. Notably, sustainability does not jeopardize profitability rather, GHRM boosts operational efficiency along with social legitimacy. Nonetheless, the cross-sectional research prevents any long-term effect inquiry, whereas the study focuses on a single industry, making the results less generalizable. Future studies need to assume a longitudinal methodology, investigate in different sectors and nations, use objective measures of performance, and investigate what GHRM practices or designs have the most significant effect on specific sustainability results.\\u003c/p\\u003e\"},{\"header\":\"Declarations\",\"content\":\"\\u003cp\\u003e \\u003cstrong\\u003e \\u003cb\\u003eEthics approval\\u003c/b\\u003e:\\u003c/strong\\u003e \\u003cp\\u003e This research was conducted in accordance with the ethical standards of the institutional research committee and with the 1964 Helsinki declaration and its later amendments. Ethical approval was obtained from the Institutional Review Board \\u0026ldquo;Scientific Research Ethics Committee\\u0026rdquo; at Jerash University, with the approval number\\u003c/p\\u003e \\u003c/p\\u003e\\u003cp\\u003e \\u003ch2\\u003e \\u003cb\\u003eConsent to Participate\\u003c/b\\u003e:\\u003c/h2\\u003e \\u003cp\\u003e All participants gave verbal informed consent, and their privacy and confidentiality were strictly maintained.\\u003c/p\\u003e \\u003c/p\\u003e \\u003cp\\u003e \\u003cstrong\\u003e \\u003cb\\u003eConsent for publication\\u003c/b\\u003e:\\u003c/strong\\u003e \\u003cp\\u003eNot applicable.\\u003c/p\\u003e \\u003c/p\\u003e \\u003cp\\u003e \\u003cstrong\\u003e \\u003cb\\u003eCompeting interests\\u003c/b\\u003e:\\u003c/strong\\u003e \\u003cp\\u003eThe authors declare no competing interests.\\u003c/p\\u003e \\u003c/p\\u003e \\u003cp\\u003e \\u003cstrong\\u003eClinical Trial number\\u003c/strong\\u003e \\u003cp\\u003enot applicable.\\u0026rsquo;\\u003c/p\\u003e \\u003c/p\\u003e\\u003ch2\\u003eFunding:\\u003c/h2\\u003e \\u003cp\\u003eNo funding has been provided for this research.\\u003c/p\\u003e\\u003ch2\\u003eAuthor Contribution\\u003c/h2\\u003e\\u003cp\\u003eAll authors; Data curation, Formal analysis, Investigation,Methodology, Project administration, Resources, Supervision, Writing - original draft,and Writing - review \\u0026amp;amp; editing.\\u003c/p\\u003e\\u003ch2\\u003eData Availability\\u003c/h2\\u003e\\u003cp\\u003eThe study data will be available upon reasonable request. 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A Study of the Awareness of UNSDG and an Analysis of the Organisational Social Sustainability Measures on Supply Chain Performance (Doctoral dissertation, Institute of Integrated Learning in Management University).\\u003c/span\\u003e\\u003c/li\\u003e \\u003cli\\u003e\\u003cspan\\u003eTarannum T. Greening the Workforce to Green the Supply Chain: A Study on Green HRM practices and their impact on Sustainable Supply Chain Performance. Pac J Bus Innov Strategy. 2026;3(1):1\\u0026ndash;13.\\u003c/span\\u003e\\u003c/li\\u003e \\u003cli\\u003e\\u003cspan\\u003eTessema DH. The impact of green human resource management practices on corporate sustainability: the case of public hospitals. Future Bus J. 2025;11(1):153.\\u003c/span\\u003e\\u003c/li\\u003e \\u003cli\\u003e\\u003cspan\\u003eTetteh FK, Kwateng O, Owusu-Antwi K, C., Opoku-Mensah S. (2025). Promoting sustainable end-of-life management and intelligence integration through supply chain digitalization: based on CB-SEM and NCA approaches. Bus Process Manage J, 1\\u0026ndash;32.\\u003c/span\\u003e\\u003c/li\\u003e \\u003cli\\u003e\\u003cspan\\u003eWang L, Meng Y, Xiao W, Wang JX. Navigating the supply chain environmental sustainability: the moderating role of digitalisation in driving supply chain efficiency on circular economy performance. Production Planning \\u0026amp; Control; 2026. pp. 1\\u0026ndash;15.\\u003c/span\\u003e\\u003c/li\\u003e\\u003c/ol\\u003e\"}],\"fulltextSource\":\"\",\"fullText\":\"\",\"funders\":[],\"hasAdminPriorityOnWorkflow\":false,\"hasManuscriptDocX\":true,\"hasOptedInToPreprint\":true,\"hasPassedJournalQc\":\"\",\"hasAnyPriority\":false,\"hideJournal\":false,\"highlight\":\"\",\"institution\":\"\",\"isAcceptedByJournal\":false,\"isAuthorSuppliedPdf\":false,\"isDeskRejected\":\"\",\"isHiddenFromSearch\":false,\"isInQc\":false,\"isInWorkflow\":false,\"isPdf\":false,\"isPdfUpToDate\":true,\"isWithdrawnOrRetracted\":false,\"journal\":{\"display\":true,\"email\":\"info@researchsquare.com\",\"identity\":\"discover-sustainability\",\"isNatureJournal\":false,\"hasQc\":true,\"allowDirectSubmit\":false,\"externalIdentity\":\"disu\",\"sideBox\":\"Learn more about [Discover Sustainability](https://www.springer.com/43621)\",\"snPcode\":\"\",\"submissionUrl\":\"\",\"title\":\"Discover Sustainability\",\"twitterHandle\":\"\",\"acdcEnabled\":true,\"dfaEnabled\":true,\"editorialSystem\":\"stoa\",\"reportingPortfolio\":\"Discover Series\",\"inReviewEnabled\":true,\"inReviewRevisionsEnabled\":true},\"keywords\":\"Green Human Resource Management, Sustainable Performance, Supply Chain Efficiency, Food and Beverage Industry, Jordan\",\"lastPublishedDoi\":\"10.21203/rs.3.rs-9086055/v1\",\"lastPublishedDoiUrl\":\"https://doi.org/10.21203/rs.3.rs-9086055/v1\",\"license\":{\"name\":\"CC BY 4.0\",\"url\":\"https://creativecommons.org/licenses/by/4.0/\"},\"manuscriptAbstract\":\"\\u003cp\\u003eJordanian food and beverage industry still encounters key challenges into implementing the concept of sustainability in its main operations, and it is not yet very clear how human resource practices at Asiouni level would be reflected in overall performance benefits. This paper explores how Green Human Resource Management (GHRM) bundles affect sustainable performance through the mediating effect of efficiency of the supply chain. The sample size was 201 employees within the Jordanian food and beverage industry. Using a quantitative method and Partial Least Squares Structural Equation Modeling (PLS-SEM), the researchers conclude that GHRM bundles show a considerable positive influence on environmental, economic, and social performance. Moreover, the relationships between supply chain efficiency were observed to intervene partially, as a significant process by which GHRM practices improve sustainability outcomes. The results offer managers with evidence that strategic investments in green bundled HR practices are needed to enhance supply chain processes and execute a complete triple bottom line. The study provides innovative empirical research on a developing economy setting, which has placed supply chain efficiency as a major mediator between integrated GHRM bundles and multi-dimensional sustainable performance.\\u003c/p\\u003e\",\"manuscriptTitle\":\"Green Human Resource Management Bundles, Sustainable Performance with the Mediating Role of Supply Chains Efficiency\",\"msid\":\"\",\"msnumber\":\"\",\"nonDraftVersions\":[{\"code\":1,\"date\":\"2026-03-24 20:35:46\",\"doi\":\"10.21203/rs.3.rs-9086055/v1\",\"editorialEvents\":[{\"type\":\"communityComments\",\"content\":0},{\"type\":\"decision\",\"content\":\"Revision requested\",\"date\":\"2026-03-25T13:29:07+00:00\",\"index\":\"\",\"fulltext\":\"\"},{\"type\":\"editorInvitedReview\",\"content\":\"\",\"date\":\"2026-03-22T06:35:53+00:00\",\"index\":\"hide\",\"fulltext\":\"\"},{\"type\":\"reviewerAgreed\",\"content\":\"39235402563736610453077423559676598704\",\"date\":\"2026-03-22T06:19:20+00:00\",\"index\":\"hide\",\"fulltext\":\"\"},{\"type\":\"editorInvitedReview\",\"content\":\"\",\"date\":\"2026-03-21T12:19:19+00:00\",\"index\":\"hide\",\"fulltext\":\"\"},{\"type\":\"reviewerAgreed\",\"content\":\"137227164109773172257263757537024136223\",\"date\":\"2026-03-21T11:48:25+00:00\",\"index\":\"hide\",\"fulltext\":\"\"},{\"type\":\"reviewerAgreed\",\"content\":\"80764718054820460538868579876918196382\",\"date\":\"2026-03-19T15:00:52+00:00\",\"index\":\"hide\",\"fulltext\":\"\"},{\"type\":\"reviewersInvited\",\"content\":\"\",\"date\":\"2026-03-19T14:14:54+00:00\",\"index\":\"\",\"fulltext\":\"\"},{\"type\":\"editorInvited\",\"content\":\"\",\"date\":\"2026-03-19T12:10:41+00:00\",\"index\":\"\",\"fulltext\":\"\"},{\"type\":\"editorAssigned\",\"content\":\"\",\"date\":\"2026-03-14T05:55:15+00:00\",\"index\":\"\",\"fulltext\":\"\"},{\"type\":\"checksComplete\",\"content\":\"\",\"date\":\"2026-03-14T05:55:07+00:00\",\"index\":\"\",\"fulltext\":\"\"},{\"type\":\"submitted\",\"content\":\"Discover Sustainability\",\"date\":\"2026-03-10T15:39:55+00:00\",\"index\":\"\",\"fulltext\":\"\"}],\"status\":\"published\",\"journal\":{\"display\":true,\"email\":\"info@researchsquare.com\",\"identity\":\"discover-sustainability\",\"isNatureJournal\":false,\"hasQc\":true,\"allowDirectSubmit\":false,\"externalIdentity\":\"disu\",\"sideBox\":\"Learn more about [Discover Sustainability](https://www.springer.com/43621)\",\"snPcode\":\"\",\"submissionUrl\":\"\",\"title\":\"Discover Sustainability\",\"twitterHandle\":\"\",\"acdcEnabled\":true,\"dfaEnabled\":true,\"editorialSystem\":\"stoa\",\"reportingPortfolio\":\"Discover Series\",\"inReviewEnabled\":true,\"inReviewRevisionsEnabled\":true}}],\"origin\":\"\",\"ownerIdentity\":\"755fe6a6-8707-4c53-8f17-0985ea24b7c6\",\"owner\":[],\"postedDate\":\"March 24th, 2026\",\"published\":true,\"recentEditorialEvents\":[],\"rejectedJournal\":[],\"revision\":\"\",\"amendment\":\"\",\"status\":\"under-review\",\"subjectAreas\":[],\"tags\":[],\"updatedAt\":\"2026-04-28T13:55:04+00:00\",\"versionOfRecord\":[],\"versionCreatedAt\":\"2026-03-24 20:35:46\",\"video\":\"\",\"vorDoi\":\"\",\"vorDoiUrl\":\"\",\"workflowStages\":[]},\"version\":\"v1\",\"identity\":\"rs-9086055\",\"journalConfig\":\"researchsquare\"},\"__N_SSP\":true},\"page\":\"/article/[identity]/[[...version]]\",\"query\":{\"redirect\":\"/article/rs-9086055\",\"identity\":\"rs-9086055\",\"version\":[\"v1\"]},\"buildId\":\"XKTyCvWXoU3ODBz1xrDgd\",\"isFallback\":false,\"isExperimentalCompile\":false,\"dynamicIds\":[84888],\"gssp\":true,\"scriptLoader\":[]}","source_license":"CC-BY-4.0","license_restricted":false}