Sustainable Human Resource Management dan Sustainability Performance yang Dimediasi Green Knowledge Sharing, Innovation, serta Voice Behaviour

Abstract

Akselerasi perubahan iklim dan meningkatnya tekanan keberlanjutan mendorong organisasi di sektor industri ekstraktif untuk mengintegrasikan prinsip keberlanjutan secara substantif ke dalam sistem manajerial internal, khususnya melalui pengelolaan sumber daya manusia. Sustainable Human Resource Management (SHRM) dipandang sebagai kerangka yang lebih komprehensif dibandingkan Green Human Resource Management (GHRM) karena mengintegrasikan dimensi ekonomi, sosial, dan lingkungan secara simultan. Meskipun demikian, mekanisme yang menjelaskan bagaimana SHRM diterjemahkan menjadi sustainability performance belum diuji secara simultan dalam satu model terintegrasi. Penelitian ini memiliki tiga tujuan. Pertama, mengidentifikasi persepsi karyawan terhadap penerapan SHRM, green knowledge sharing, green innovation, employee green voice behaviour, dan sustainability performance di PT X. Kedua, menganalisis pengaruh langsung antarvariabel tersebut. Ketiga, menganalisis peran mediasi ketiga mekanisme dalam hubungan antara SHRM dan sustainability performance. Penelitian ini menggunakan data kuantitatif dengan jenis data kuantitatif. Data primer bersumber dari karyawan PT X, sedangkan data sekunder bersumber dari laporan keberlanjutan dan laporan tahunan perusahaan yang digunakan sebagai konteks dalam menafsirkan hasil. Pengambilan data dilakukan melalui kuesioner daring berskala Likert lima tingkat dengan teknik purposive sampling, berdasarkan kriteria karyawan aktif yang memiliki masa kerja minimal satu tahun dan bersedia berpartisipasi secara sukarela, sehingga diperoleh 201 responden dari populasi sebanyak 2.545 karyawan. Pengolahan data dilakukan melalui analisis deskriptif dan Structural Equation Modeling Partial Least Squares (SEM-PLS) dengan bantuan SmartPLS 4. Analisis deskriptif menggunakan modus karena data berskala ordinal, sehingga ukuran pemusatan yang tepat adalah jawaban yang paling sering muncul dan bukan nilai rata-rata yang menuntut skala interval. Kerangka Ability-Motivation-Opportunity (AMO) digunakan sebagai landasan teoretis yang menjelaskan pemilahan ketiga mekanisme, yaitu green knowledge sharing sebagai jalur ability, green innovation sebagai jalur motivation, dan employee green voice behaviour sebagai jalur opportunity. Hasil analisis deskriptif menunjukkan kecenderungan persepsi yang positif dengan mayoritas indikator memperoleh modus 4 atau setuju. Pada SHRM, dimensi sustainability motivation dipersepsikan paling kuat, sedangkan dimensi green employee involvement practices dan social consideration paling lemah, masing-masing dengan indikator terendah sebesar 38,8 persen dan 37,8 persen. Pada green knowledge sharing, praktik yang bersifat informal lebih kuat dirasakan sebesar 45,8 persen dibandingkan mekanisme terstruktur sebesar 38,3 persen. Pada green innovation, inovasi proses lebih kuat dirasakan dibandingkan inovasi produk, dengan aspek perancangan produk ramah daur ulang sebagai yang terendah sebesar 36,8 persen. Pada employee green voice behaviour, suara promotif sebesar 50,2 persen lebih menonjol dibandingkan suara prohibitif sebesar 39,3 persen. Adapun pada sustainability performance, dimensi environmental performance dipersepsikan paling kuat, sementara dimensi social performance paling lemah, bahkan dengan satu indikator, yaitu peningkatan kesejahteraan masyarakat, yang memperoleh modus 3 atau kurang setuju sebagai satu-satunya anomali di seluruh indikator penelitian. Evaluasi model pengukuran menunjukkan seluruh konstruk memenuhi validitas konvergen dengan nilai Average Variance Extracted berkisar antara 0,564 sampai 0,806, memenuhi validitas diskriminan dengan seluruh nilai Heterotrait-Monotrait Ratio di bawah ambang, serta memenuhi reliabilitas dengan nilai Cronbach's alpha dan composite reliability di atas 0,70. Nilai R-square sustainability performance sebesar 0,618. Hasil pengujian pengaruh langsung menunjukkan seluruh hipotesis H1 sampai H7 didukung. SHRM berpengaruh paling kuat terhadap green knowledge sharing sebesar 0,706, diikuti employee green voice behaviour sebesar 0,698 dan green innovation sebesar 0,674. Pengaruh langsung SHRM terhadap sustainability performance sebesar 0,348, sementara di antara ketiga mediator, green innovation memberikan pengaruh terbesar sebesar 0,245, diikuti employee green voice behaviour sebesar 0,199 dan green knowledge sharing sebesar 0,110. Hasil pengujian peran mediasi menunjukkan hipotesis H8 sampai H10 didukung. Jalur mediasi melalui green innovation memberikan pengaruh tidak langsung terbesar sebesar 0,165, diikuti employee green voice behaviour sebesar 0,139 dan green knowledge sharing sebesar 0,077, dengan total pengaruh tidak langsung sebesar 0,381. Karena pengaruh langsung SHRM juga tetap signifikan, ketiga variabel berperan sebagai mediasi parsial komplementer, dengan total pengaruh sebesar 0,729 dan proporsi mediasi mencapai 52,3 persen. Temuan ini menunjukkan bahwa lebih dari separuh pengaruh SHRM terhadap sustainability performance bekerja melalui mekanisme perilaku karyawan. Analisis Importance-Performance Map Analysis menempatkan SHRM pada kuadran prioritas utama dengan nilai kepentingan tertinggi sebesar 0,729 dan nilai kinerja terendah sebesar 63,612, sehingga penguatan SHRM, khususnya pada dimensi pelibatan karyawan dan pertimbangan sosial, menjadi rekomendasi prioritas bagi manajemen.

The acceleration of climate change and mounting sustainability pressures have compelled organizations in the extractive industry sector to substantively integrate sustainability principles into their internal management systems, particularly through human resource management practices. Sustainable Human Resource Management (SHRM) is regarded as a more comprehensive framework than Green Human Resource Management (GHRM), as it simultaneously integrates economic, social, and environmental dimensions. Nevertheless, the mechanisms through which SHRM translates into sustainability performance have not yet been examined simultaneously within a single integrated model. This study pursues three objectives. First, to identify employee perceptions of SHRM, green knowledge sharing, green innovation, employee green voice behaviour, and sustainability performance at PT X. Second, to analyze the direct effects among these variables. Third, to analyze the mediating role of the three mechanisms in the relationship between SHRM and sustainability performance. This study employed a quantitative approach with quantitative data. Primary data were obtained from employees of PT X, while secondary data were drawn from the company's sustainability and annual reports and used as context for interpreting the findings. Data were collected through an online questionnaire using a five-point Likert scale with purposive sampling, based on the criteria of active employees having a minimum of one year of tenure and willingness to participate voluntarily, yielding 201 respondents from a population of 2,545 employees. Data processing was carried out through descriptive analysis and Structural Equation Modeling Partial Least Squares (SEM-PLS) using SmartPLS 4. The descriptive analysis used the mode because the data are ordinal in scale, making the most frequently occurring response the appropriate measure of central tendency rather than the mean, which requires an interval scale. The Ability-Motivation-Opportunity (AMO) framework served as the theoretical foundation explaining the delineation of the three mechanisms, namely green knowledge sharing as the ability pathway, green innovation as the motivation pathway, and employee green voice behaviour as the opportunity pathway.. The descriptive results indicate generally positive perceptions, with most indicators obtaining a mode of 4 or agree. Within SHRM, the sustainability motivation dimension was perceived as the strongest, whereas green employee involvement practices and social consideration were the weakest, with their lowest indicators at 38.8 percent and 37.8 percent respectively. In green knowledge sharing, informal practices were perceived more strongly at 45.8 percent than structured mechanisms at 38.3 percent. In green innovation, process innovation was perceived more strongly than product innovation, with recyclable product design as the lowest indicator at 36.8 percent. In employee green voice behaviour, promotive voice at 50.2 percent was more prominent than prohibitive voice at 39.3 percent. In sustainability performance, environmental performance was perceived as the strongest dimension, while social performance was the weakest, with one indicator, namely the improvement of community welfare, obtaining a mode of 3 or somewhat disagree as the only anomaly among all research indicators. The measurement model evaluation shows that all constructs met convergent validity with Average Variance Extracted values ranging from 0.564 to 0.806, met discriminant validity with all Heterotrait-Monotrait Ratio values below the threshold, and met reliability with Cronbach's alpha and composite reliability values above 0.70. The R-square value for sustainability performance was 0.618. The direct effect testing shows that hypotheses H1 through H7 were all supported. SHRM exerted its strongest effect on green knowledge sharing at 0.706, followed by employee green voice behaviour at 0.698 and green innovation at 0.674. The direct effect of SHRM on sustainability performance was 0.348, while among the three mediators, green innovation contributed the largest effect at 0.245, followed by employee green voice behaviour at 0.199 and green knowledge sharing at 0.110. The mediation testing shows that hypotheses H8 through H10 were supported. The mediating pathway through green innovation produced the largest indirect effect at 0.165, followed by employee green voice behaviour at 0.139 and green knowledge sharing at 0.077, with a total indirect effect of 0.381. As the direct effect of SHRM remained significant, the three variables function as complementary partial mediation, with a total effect of 0.729 and a mediation proportion reaching 52.3 percent. These findings indicate that more than half of the influence of SHRM on sustainability performance operates through employee behavioural mechanisms. The Importance-Performance Map Analysis places SHRM in the priority quadrant with the highest importance value of 0.729 and the lowest performance value of 63.612, making the strengthening of SHRM, particularly in the dimensions of employee involvement and social consideration, the primary recommendation for management.