Green human resource management and job pursuit intention: mediating role of corporate social responsibility and organizational reputation

This study aimed to evaluate whether green human resource management practice encourages prospective candidates to join environmentally responsible enterprises through organizational reputation and corporate social responsibility. The sample was gathered from 402 students from various universities in Bangladesh using a pre-structured questionnaire. The link between the latent components has been explained by analyzing the obtained data using the Partial Least Squares Method (PLSM) of Structural equation Modeling (SEM). The findings indicated that green human resources management has a positive relationship with job pursuit intention and organizational reputation and that corporate social responsibility plays a significant mediating role in this relationship. Students studying in universities in Bangladesh reported having higher job pursuit intentions towards organizations that practice environmental responsibility. The results also show that green human resource management is a source for luring graduated students to pursue careers in green firms and will enable practitioners to combine green human resource management with their conventional human resource practices to employ qualified applicants. The results provide valuable insights into the nature of green human resource management and how the top management is committed to green initiatives in an emerging economy like Bangladesh. Also, the results will help the top management understand how to use green human resource management projects to create corporate social responsibility initiatives and an excellent corporate reputation and attract highly qualified, socially responsible employees to improve environmental performance in organizations. The national policymakers may also get input in designing a green human resource management policy for the economy. Bangladesh is a climate-vulnerable country with a minimal practice of green human resource management in the economy, so the empirical findings of this study will attract researchers, academicians, and practitioners of human resource management to carry out further research in the economy of this area. Finally, this study contributes to the body of knowledge in the still-emerging subject of green human resource management by empirically showing worthy outcomes.


Introduction
Over the past decade, industrialized and developing countries have worked harder to protect the environment. Because of rapid industrial growth in the environment, both countries emphasize sustainable growth and protect the environment. Therefore, most companies have adopted green practices and tied 'green' to their this study is to explore whether job-seeker-graduated students are more likely to join organizations that prioritize GHRM (environmentally) practices and how this relationship is mediated by organizational reputation CSR in Bangladesh. Although human resource management and JPI have received considerable attention, our research will contribute in various ways to the aforementioned purpose.
We believe that GHRM practices and JPI have not yet been studied in the context of Bangladesh. In light of this, this study investigates how GHRM affects JPI and mediate CSR and OR on GHRM and JPI in the context of academic. The mediating impact of OR and CSR on GHRM and JPI has been examined only in a very small number of studies. As a result, we add to the body of knowledge on how CSR and OR affect JPI directly and indirectly. GHRM favorably influences CSR, and OR has also received significant attention and empirical support , Umrani et al 2022.
Furthermore, many studies have been conducted on the relationship between GHRM and JPI, showing that it has a moderating effect from the standpoint of different variables (Aboramadan 2022, Nabi et al 2022). In the context of Bangladesh and the world, many studies have not examined how Green Involvement (GI), Green Recruitment and Selection (GRS), green performance management systems (GPMS), green pay and reward systems (GPRS), and green training programs (GTP) this study focuses on students enrolled in graduate and postgraduate programs at public and private universities in Bangladesh. We collected data using a survey questionnaire, the primary data collection method. The questionnaire was structured and served as the primary source for gathering data and information. We selected more than a thousand students for this study using a convenient sampling technique. The independent variable we examined was GHRM (Green Human Resource Management), and the dependent variable was JPI (Job Pursuit Intention). We also considered OR (Organizational Reputation) and CSR (Corporate Social Responsibility) as factors that might influence the relationship between GHRM and JPI. Thus, this study contributes to the direct effects of GHRM on JPI, as well as the influence of formal and informal moderation.
The next section of this research presents a literature review that explains the defined hypotheses. In section 3, the research methodology is discussed. Section 4 is dedicated to conducting the empirical analysis, while section 5 covers the critical points discussed in the discussion of this article. The discussion concludes in section 6 by presenting the conclusions drawn from the study.
2. Literature review 2.1. Underpinning theory This study utilizes and makes arguments based on theories of social identity, signaling, and planned behavior to examine how GHRM practices impact potential workers' job pursuit intentions through organizational reputation and CSR mediating effects. Signaling theory states that when people are looking for a job and do not know much about a potential employer, they use organizational cues and information to judge their work environment (Rynes 1989, Masud and Hossain 2019, Guest et al 2021. People form ideas about a company based on the little information they receive during recruitment. GHRM practices can influence potential employees' decisions to work for a particular company by signaling an organizational concern for stakeholders, including the environment. If a company values secondary stakeholders, such as the environment, prospective workers may believe that the organization will treat its employees well (Jones and Rupp 2018, Ansari et al 2021Tarigan et al 2021. According to Signaling theory, GHRM practices can show how an organization feels about the environment and its standards, which will help the company's reputation as an excellent corporate citizen. This improved reputation may influence potential candidates' JPI. According to Chaudhary (2018), organizational reputation serves as a mediating factor in the link between GHRM and JPI. According to the social identity theory, individuals join reputable clubs and organizations in an effort to develop a good sense of self (Tajfel et al 1979, Ostic et al 2021. Candidates like organizations that use GHRM because they are considered to care about the environment. This affiliation can boost the self-esteem of potential employees and enhance an organization's reputation (Rynes 1989, Guest et al 2021, Khan and Muktar 2022. Additionally, Social Identity Theory (SIT), as proposed by Abrams and Hogg (1988), asserts that by identifying with an accountable organization, people experience a feeling of pride in their social groupings . As a result, prospective employees exhibit increased JPI when they join a reputable organization. Moreover, the theory of planned behavior (TPB) says that the intensity of one's desire to conduct or refrain from performing a behavior is what ultimately determines whether that action is carried out or not (Ajzen and Fishbein 1975, Ajzen 1991, Muisyo et al 2022. Thus, people's behavior and actions are influenced by factors that affect society and the environment. This aspect of TPB is supported by social identity theory, as people feel motivated to join an organization that considers the social and environmental aspects in formulating and designing strategies in their processes and operations ( Gazi et al 2022), Muisyo et al 2022.Umrani et al 2022 Therefore, an individual's intention to pursue a job in an organization is influenced by not only personal factors but also social and environmental factors. Therefore, the conceptual model of this study was developed based on these three theories.
2.2. Hypotheses development 2.2.1. Green human resource management (GHRM) and job pursuit intention (JPI) Green HRM uses HR policies to promote resource sustainability and environmental goals within organizations. It creates a green workforce that uses green practices in all parts of the HRM process such as hiring, training, pay, development, and promotion. Tulsi and Ji (2020) and Ansari et al (2022) identified four functions of GHRM: green recruitment and selection, green training and development, green performance management and appraisal, and green rewards and compensation (Zaid et al 2018, Malik et al 2021, Merlin and Chen 2022. Chaudhary (2019aChaudhary ( , 2019b found that GHRM activities affect an organization and its employees by conveying that the organization cares about the environment and its stakeholders. Additionally, green HRM was significantly correlated with aspirations to pursue employment. Recent studies have examined the impact of GHRM practices, such as green involvement, green recruitment and selection, green performance, green pay and rewards, and green training programs on JPI (Saeed et al 2019, Ghouri et al 2020, Mousa and Othman 2020, Singh et al 2020, Tulsi and Ji 2020, Martins et al 2021, Nabi et al 2022. Hameed et al (2020) found that GHRM has an indirect effect on employees' JPI through green employee empowerment, which is affected by employees' green values. Khan and Noorizwan Muktar (2020) found that green recruitment was positively related to job-seeking intentions. The effectiveness of these green training strategies, participation in green projects, and green pay and rewards serve as a gauge of how well GHRM attracts potential candidates (Nabi et al 2022). Khan and Muktar (2022) conducted a study on the effects of green HRM and the job pursuit intention of university students in Malaysia. Their findings indicate a positive relationship between green recruitment and the inclination to seek employment. According to Shah (2019), potential job applicants learned about the company's environmental performance regarding GHRM and were eager to apply for jobs that practice sustainability. As a result, HR should employ green strategies such as green branding and marketing to draw in and hire individuals who share their values. Jerónimo et al (2020) revealed that environment-friendly hiring and selection procedures for an organization can easily attract potential candidates. Fernandez and Ganesan (2022) revealed that as part of GHRM activities, only green employee relations are significantly related to the intention to seek employment opportunities. Numerous studies have found a positive relationship between GHRM and job pursuit intention of university students' JPI (Zaid et al 2018, Jyoti 2019, Ghouri et al 2020, Muisyo and Qin 2021, Ostic et al 2021, Muisyo et al 2022, Ojo et al 2022Raza and Khan 2022. Consequently, we hypothesize the following: H1: Green Human Resource Management has a favorable impact on students' intentions to pursue the job.

Green HRM, organizational reputation (OR) and CSR
Organizational reputation (OR) is an organization's overall appeal based on how stakeholders perceive the organization's past actions and plans for the future (Ghouri et al 2020, Ostic et al 2021. Aboramadan (2022) described OR as being known for something and as generalizing favorability. Several studies have found a positive correlation between GHRM and OR. GHRM procedures involve selecting candidates while considering their environmental values, providing training, and raising awareness of environmental sustainability Qin 2021, Raza and. GHRM encourages employees to participate in green initiatives (Chaudhary 2019a, 2019b, Ojo et al 2022, and pro-environmental activities such as GHRM policies make a company reputed, credible, and appealing to job seekers (Umrani et al 2022). Potential employees choose to work for companies that care about society and the environment (Kim et al 2019). Merlin and Chen (2022) presented evidence indicating that a business is more likely to gain favor from internal and external stakeholders if it increases its ecological sustainability through GHRM practices. Ansari et al (2021) conducted a study on the impact of GHRM on organizational reputation in Congo. They revealed that GHRM significantly affected OR.
Research into the effects of GHRM on business reputation was conducted by Zhao et al (2020), and the results demonstrated the significance of GHRM in influencing recruitment tactics and boosting an organization's brand reputation. According to Opoku Mensah et al (2021), GHRM is not only related to environmental management but also to organizational reputation (OR). It has also been stated that OR is appealing to jobseekers because of its emphasis on environmental responsibility. Green job analysis, green recruitment, green selection, green appraisal, green compensation and reward, green culture, and green training programs are all examples of GHRM practices that have been suggested to make businesses more appealing to potential jobseeker university graduates. Thus, we propose the following hypotheses: H2: Organizational reputation is positively impacted by green human resource management.
Many studies have shown that corporate social responsibility (CSR) refers to a company's behavior towards its societal and stakeholder duties. This involves incorporating social requirements into commercial operations to benefit the company and society (Freitas et al 2020, Gazi et al 2023. CSR is an important part of a company's success, and the way a company does CSR affects job seekers' expectations of career success (Raza and Khan 2022). CSR is seen as a responsibility for potential employees, which raises their hopes for career growth and success within a company (Ostic et al 2021). HRM practices, such as hiring, training, managing performance, and maintaining good people, can help CSR projects. Ojo et al (2022) opined that HRM that values social responsibility can create synergy between CSR and GHRM strategies. Frequently, an HR team or a team working closely with the HR handles CSR functions. Yafi et al (2021) find that GHRM helps turn CSR strategies. GHRM helps organizations meet their social responsibilities (Nabi et al 2022) by reducing pollution and social costs. Zhao et al (2020) find that GHRM offers both strategic and operational support for CSR. Malik et al (2021) studied the impact of GHRM on CSR. They discovered a strong correlation between CSR and HRM practices that minimized environmental impact. Thus, we postulate the following: H3: There is a positive correlation between Green HRM and Corporate Social Responsibility.

Organizational reputation (OR), CSR and JPI
An organization's brand equity comes from its reputation, which affects the job pursuit intention (JPI) of university students. When considering employment opportunities, students primarily factor in an organization's reputation. Both internal and external branding efforts can be used as antecedents to corporate reputation to attract targeted talent to an organization (Khan 2017, Dabirian et al 2019. Collins and Martinez-Moreno (2022), Sharma and Prasad (2018), and Tanwar and Kumar (2019) showed that OR are a large part of attracting potential employees. Khan (2017) finds that OR has a beneficial effect on job seekers' JPI, leading to an increase in the number of highly qualified applicants. Aguinis et al (2020) discovered the benefits of being an attractive employer and showed that the reputation of the organization noticeably affects applicants' job pursuit intentions. Other studies have shown that attracting top personnel and filling positions can be accomplished through an organization's reputation (Barnett et al 2020, Tarigan et al 2020. According to Barnett et al (2020), applicants today focus more on organizational features, such as image, brand name, positive reputation, loyalty, wage level, and person fit than job kind. Organizational reputation positively and significantly affects job pursuit intention (JPI). Moreno et al (2021), Tomer and Rana (2020), Van Hoye and Saks (2011) conducted a study on the impact of OR on job seeking intentions. He found a strong and positive correlation between organizational reputation and job-seeking intentions, with corporate reputation accounting for 61.2% of the variation in jobseeking intentions. Muisyo and Qin (2021) states that a company's CSR efforts show that it cares about its employees. This may make jobseekers think that the company is a great workplace. Afsar and Umrani (2020) found that CSR initiatives that show that a company cares about the environment can be seen as a non-financial way to attract and retain talented employees. They showed that the company is socially responsible and has high ethical standards. Social identity theory (Ansari et al 2021) supports this idea because how people feel about a company's corporate environmental responsibility (CER) and efforts can affect how they feel about looking for a job. Several studies have found a positive relationship between CSR and job pursuit intention (JPI). Murray (2018) and Sultana (2020) conducted a study on CSR and the JPI in Indonesia. The authors discovered that candidates are more inclined to apply for and consider job opportunities from organizations with advanced CSR policies. Moorthy et al (2017) revealed that apart from ethical responsibility, four out of five selected CSR factors strongly affect job pursuit intentions. Umrani et al (2022) argued that businesses should prioritize CSR involvement when trying to recruit new employees. Ojo et al (2022) demonstrated a positive relationship between the JPI of job searchers and CSR, with economic citizenship as CSR activities appearing to have the most influence. According to Malik et al (2021), the results revealed a substantial correlation between the study's variables, indicating that CSR has a favorable impact on job seekers' intentions and perceptions of attractive employers. Therefore, we postulate the following hypothesis.
H4: Organizational Reputation has positive effect on job pursuit intention of students. H5: Organizational CSR has positive effect on job pursuit intention.

Mediating role of OR on GHRM and JPI
Reputation can be based on the organization's ability to endure challenging times, as stated by Bardos et al (2020), and provide high-quality services to stakeholders, including a sustainable work environment for employees. Devina et al (2016) identified three aspects of employer image (financial, environmental, and social) that influence Organizational Reputation (OR), which, in turn, affects GHRM and Job Pursuit Intentions (JPI). Raza and Khan (2022) also found that the relationship between HR practices and college students' JPI is mediated by organizational reputation. Ahn (2022) found that employee satisfaction is mediated by perceived organizational reputation when career objectives align with the organization's mission. Baah et al (2021) discovered that organizational reputation partially mediates the association between green recruiting and job pursuit intention, and that students had higher career pursuit intentions toward companies that care about the environment.  showed that the OR of the organization had a significant and positive mediating effect on the connection between GHRM and JPI, while having a significant and positive impact on JPI. According to Jaskeviciute et al (2021) H6a: Organizational Reputation (OR) mediates the relationship between GHRM and job pursuit intention (JPI).

Mediating role of CSR on GHRM and JPI
GHRM policies, practices, and systems are good for everyone in an organization because they make workers and applicants more aware of the environment by implementing CSR strategies (Rubel et al 2021). Karmoker et al (2021) found a positive relationship between CSR, HRM, and JPI, indicating that CSR mediated JPI among job seekers to some extent. Enterprises' GHRM practices attract and recruit socially responsible employees and potential job candidates, such as CSR-oriented employers . Uddin (2018) showed that green HRM practices have a favorable impact on JPI. Moreover, CSR mediates the link between eco-friendly HRM practices and job-seeking behavior. Kerdawy (2019) examined the role of GHRM in reinforcing the effect of JPI on the adoption of CSR practices in Egyptian firms with CSR activities. The results show that both GHRM and GHRM positively influence JPI adoption, and CSR plays a positive moderating role. Rimi et al (2017) provide evidence of linkages between GHRM functions and CSR in Bangladesh's banking sector. He showed that both GHRM and green CSR positively impacted sustainable performance. Green HRM methods directly impact sustainable performance, while green CSR techniques mediate this effect. Many studies have shown the mediating effects of CSR on job seekers' GHRM and JPI of job seekers (Bardos et al 2020, Opoku Mensah et al 2021).

Research framework
A number of studies have used either OR or CSR as mediators in separate research models in a developed country context, but none have used both mediators in a single model in the context of developing countries such as Bangladesh. This motivates the present study to fill the gap in the field of GHRM studies. Based on the discussion of theory and the literature review developed for the hypotheses, the current study designed the following research framework (figure 1).

Research methodology
3.1. Sampling and data collection procedure A quantitative online survey with organized feedback for students was conducted to fulfill this research's purpose of collecting data. The sample frame of the study is students in the graduate and post graduate programs of public and private universities in Bangladesh. According to the university grant commission of Bangladesh, there are 53 public and 103 private universities, and approximately 3.2 million students are studying in these universities. Among them, the current study selected 1037 students to distribute the questionnaire using a convenience sampling technique (Lee-Ross 2005, Taherdoost 2016). From the distributed questionnaire, 408 completed questionnaires were finally collected within the given time period, among them, six questionnaires were not usable due to faulty responses. The final sample size was 402. According to Sekaran and Bougie (2010), the sample size should be at least ten times as large as or as large as the number of variables in the research in order to calculate the minimum sample size for any multivariate analysis, such as multiple regression. Hair et al (2011) recommended that the minimum sample size needed for PLS-SEM should be equal to or greater than 10 times the structural route represented by a given collection of latent variables in the structural model (Lange et al 2011, Lin et al 2012. The current study had 3 items/factors measuring the variables, so the sample size of 402 was adequate. Thus, a sample size of 402, with a response rate of 38.76%, was considered sufficient for the current study.

Data collection method
A survey questionnaire was the primary method of data collection for this quantitative cross-sectional investigation. A structured questionnaire was used to collect the data as the primary source of data collection. There were two parts to the questionnaires. Information concerning the respondent's background was covered in section one, which included various questions on the demographic data of the respondents. The five demographic variables used in this study were (a) gender, (b) age, (c) field of education, and (d) level of education (e). Section two was related to the variables (green human resource management, job pursuit intention, organizations' corporate social responsibility, and organizations' reputation) used in the study. The students were required to show their views on a five-point Likert scale ranging from 1 to 5, with 5 representing 'strongly agree' and 1 representing 'strongly disagree.' The measurement of items of OR also used a five-point Likert scale, but with different wording (e.g., 1 = extremely poor, 2 = poor, 3 = average, 4 = good, 5 = perfect).

Measurement of constructs
This study concentrates on the effect of GHRM practices through OR and CSR on students' JPI in a particular organization. This study investigated the causal relationship between endogenous and exogenous constructs using the SmartPLS algorithm with a structural equation modeling approach. The independent variable was GHRM, and JPI was the dependent variable. OR and CSR are the mediators of GHRM and JPI. The current study employed a two-step analysis procedure utilizing a partial least squares (PLS) statistical tool, where the structural model was reviewed for hypothesis testing and the measurement model was assessed for confirmatory factor analysis. This study adopted the measurement model of prior studies to measure the constructs (appendix table A1). The GHRM is a second-order construct, which has been measured using 18 items (tables 1(a), (b), and (c)). The researcher was subdivided into five dimensions: Green Involvement (GI), Green Recruitment and Selection (GRS), Green Performance Management (GPM), green pay and reward systems (GPR), and green training programs (GTP). In conducting a GHRM study in the garment sector of Bangladesh, Rubel et al (2021) adopted the six-dimension model given by Tang et al (2018).
The JPI was measured using seven questions from two questions from Aiman-Smith et al (2001), one question from Avery et al (2013), and four questions from Tsai et al (2014).
The OR was measured with six elements adopted from Alniacik et al (2012), and the CSR activities of the organization were measured with six items from Mohr and Webb (2005) and Yadav et al (2018).

Data analysis
This study utilized Structural equation Modeling (SEM) to test and validate the hypothesized relationship among the constructs using partial least squares (PLS) as an analysis method. PLS looks at psychometric characteristics and offers pertinent proof of the existence or absence of a relationship. In this study, data analysis was performed using Smart PLS version 3. Using the measurement model, we first assessed the constructs' content, convergent validity, and discriminant validity before testing the structural model and hypotheses.

Ethical issues
Confirming participant consent was gained for this study. The design and execution of research, respect for society and other people, the utilization of resources and research outputs, scientific misconduct, and the regulation of research are all important ethical concepts that we applied to our research operations. In the present study, the topic is free from all sorts of pressure from sponsors and organizations. During data collection, each participant was allowed sufficient time to answer questions personally and freely. There were no personal interfaces for data collection. All collected questionnaires were personally stored by the researcher and did not allow others to use. The collected data were used only for analysis in this study. The author of this study used the data for analysis and reporting after maintaining integrity. There was no report of personal data by name, rather, all data were presented impersonally and objectively.

Results and analysis
4.1. Profile of the respondents Table 2 summarizes the respondents' profiles and the general descriptions used in this study. In this study, respondents sought five types of demographic information relevant to the study. These included age, sex, education field, level of education, and employment status. In the current study, 48% of the respondents were female and 52% were male. Among the age groups, most respondents are from the age group 20-25, with 90% of all respondents. Like the age group, most of our respondents were from the business field, with a percentage of 60.4%, whereas the social science field exhibited the second largest field of respondents (13.2%). Since the questions were about business, business students were motivated to complete the questionnaire. The demographic results also showed that the students who answered the survey ranged from those in their first year of college to those with master's degrees. However, 54.5% of respondents were in their third year of college. Most of the respondents were unemployed (90.8%), whereas only 9.2% were partially employed besides their studies.

Common method variance (CMV)
By calculating the common method variance, we confirmed the validity of the gathered data in this research. Possible causes of underestimation or overestimation of precedents among explanatory and regressive factors include several issues. This study utilized Harman's solitary assessment to assess CMV problems (Podsakoff et al 2003). CMV difficulties may arise whether all criteria fall under a single structure or if the initial structure explains the entirety of the information's variation. Nonetheless, the test findings revealed that 23.31 percent of the variation was described through the primary component, and the majority of components had factor loadings greater than one, showing that there are no major issues with the information. Kaiser and Rice (1974) recommended using a KMO value of 0.5 or higher to determine sampling adequacy. The KMO score is 0.965, which is shown in table 3. Its way of treatment to its employees OR 3.

Data adequacy and normality test
Its financial performance OR 4.
Its social and environmental performance OR 5.
Quality of its products/services OR 6.
Success of its management OR (c)

1.
The organization makes effort to reduce the pollution from its factories/ departments CSR Mohr and Webb, (2005) and Yadav et al (2018).

2.
The organization makes effort to reuse materials and products in providing new products/services CSR 3. The organization makes effort to conserve water and energy CSR 4.
The organization makes effort to regularly make donations to charity CSR 5.
The organization makes effort to recognition of employees for their volunteer work in the community. CSR 6. The organization makes effort to donate some of their products to people in need.

CSR
This means that sampling was suitable for factor analysis. A number greater than 0.7 is considered a middlingly acceptable outcome (George 2011). Again, Bartlett's sphericity value statistic is exceptionally significant (p = 0.000), suggesting that the correlation matrix is not an identity matrix, because this test indicates the normality of the distribution. The quality of the construct was measured on the basis of the results of the measurement model. The quality evaluation criteria started with factor loading, reliability, and construct validity. Simple correlations (or standardized loadings) were examined to evaluate the dependability of each individual item (figure 2). Several researchers look at things with loadings of 0.7 or higher, as a general rule of thumb. This indicates that the latent variables share greater variation than error variance (Carmines andZeller 1979, Gazi et al 2023). A loading of 0.7 indicates that the latent variable accounts for roughly 70% of the variation in the observable variables because loadings are correlations (i.e., the square of the loadings). The loading value of all the items in the current study is above 0.7 (table 4), so the test is satisfied, and the reliability of the items in measuring their respective latent construct in a reflective model is established. Using convergent validity and reliability, this study examined both the validity of each measurement item and the internal consistency of the construct measurement. Three tests were implemented to check internal consistency: Cronbach's alpha (CA), Composite Reliability (CR), and average variance extracted (AVE). However, Cronbach's alpha and composite reliability scores had the same interpretation. For 'moderate' composite reliability, a baseline of 0.7. A CA score of 0.6 is recommended by Churchill Jr (1979), as appropriate. Table 3 also presents the CR and CA for the constructs produced as part of Smart PLS. With Nunnally's 0.7 composite reliability criteria, all constructs showed good convergent validity. All constructs demonstrated high reliability using Churchill's (1979) and Hair et al 's (2019) standards for Cronbach's alpha (0.6). Consequently, the measurement items were suitable for the corresponding latent variables (figure 1). According to Fornell and Larcker (1981), AVE should be greater than 0.5. This means that the latent variables were responsible for at least 50% of the difference between the measurements. Other researchers (Henseler et al 2014 have created similar threshold values. In this study, the AVE scores for all latent variables were greater than 50%. These findings suggest that the measurement model has a strong internal consistency and convergent validity. This indicates that each latent variable was accurately measured using its measurement items.

Discriminant validity
Three tests were utilized: (1) analysis of cross-loadings, (2) analysis of the square root of AVE, and (3) heterotraitmonotrait ratio of correlations (HTMT) to establish the discreteness of the constructs. The study produced cross-loading scores (table 5), where the Pearson correlation coefficients of the items were captured against the eight latent variable scores. The highlighted correlation coefficient was 5.6, which indicates that every item had a higher loading on the latent variable they intended to measure than any other latent variable in the model. Based on this analysis, all 38 items were consistently loaded onto the eight variables studied. This demonstrates that latent variables can be used to distinguish things apart.
The results in table 6 show that the diagonal of the matrix in the table is equal to the square root of the AVE, and for acceptable discriminant validity, the diagonal elements in the relevant rows and columns should be greater than the off-diagonal elements (Fornell and Larcker 1981). Henseler et al (2014) suggested the heterotrait-monotrait ratio of correlations (HTMT) as a relatively and consistently new way to measure discriminant validity using SEM. A stricter method states that the constructions meet the threshold with an HTMT of 0.85 (Kline 2015), as shown in table 7.

. Construct reliability and convergent validity
Similar to our lower-order constructs, the second-order construct's reliability and convergent validity were established. Cronbach's alpha for the second-order construct (GHRM) was 0.922, well above the cut-off value of 0.6. In addition, table 8 shows that AVE (0.762) and composite reliability (0.941) were well above their respective validity thresholds. Therefore, the test met the internal consistency and reliability requirements of the secondorder construct.

Discriminant validity of second order construct
As with the lower-order construct, the higher-order construct's discriminant validity is satisfied, as the value in the diagonal line of the Fornell and Larcker Test is more significant than all other scores in table 9. The HTMT ratio in table 10 also presents the discriminant validity of the higher-order construct, as the score remained well below the threshold value of 0.85. Therefore, the higher-order construct differs from the other variables in our model. Table 11 shows the explanatory power of the model. The R2 score was 0.536, meaning that the independent variables in the current model could explain 53.6% of the variation in the dependent variable.          The R2 is adequate, according to , who claimed that R 2 values of 0.75, 0.50, and 0.25 can be attributed to significant, moderate, and weak predictive potential, respectively. Now that we have discussed f 2 or effect size, we may discuss how much an external variable adds to an endogenous variable's R 2 . The minimum introduction criterion is f 2 = 0.02, which indicates that the exogenous variable does not affect the endogenous variable in the structural model if f 2 is less than 0.02. According to Cohen (2013), f 2 values above 0.35, 0.15, and 0.02 show a big, medium, and small effect sizes, respectively. Table 11 shows that in our model, all predictive variables have a medium effect on the predicted variable.

Explanatory power of the model
4.6. Structural model assessment 4.6.1. Results of direct path The study employs a bootstrapping technique (using 500 resamplings) to identify the magnitude of the path coefficient in our model ( figure 3).
In table 12, the direct paths' results are shown along with their coefficient value (β), a t-statistic, and a p-value that shows how significant the path coefficient is. The results of our hypothesis test show that H1 to H5 are supported at p< 0.01 level.

Result of mediating effect
According to the results of the current study, both mediating relationships are found to be positively significant. For example, the indirect effects of GHRM→OR→JPI and GHRM → CSR → JPI show β = 0.138 and β = 0.230, respectively, and the results are significant at p < 0.05.
To test the robustness of our mediation model, we also present the total effect of GHRM on JPI (including the effect of both mediators), showing a coefficient of β = 0.627, and the result is significant with t = 16.261 and p < 0.01 ( figure 4, table 13).   Table 14 shows that the path coefficient of the total effect (β = 0.627) is significantly higher than that of the direct model (β = 0.260), According to Preacher and Hayes (2008), the bias-corrected bootstrap confidence intervals (CIs) of the indirect effects, with a 95% level of confidence, were (LL = 0.775, UL = 0.856) and (LL = 0.333, UL = 0.528). Importantly, neither of these intervals includes 0, providing evidence of mediation's presence which indicating that the mediators have a significant mediation effect on the relationship between the predictor and predictive variables.

Discussion
This study aimed to investigate how CSR and OR mediate the relationship between GHRM and JPI. The results of this study show that CSR and organizations' reputation (OR) activities significantly impact how GHRM and JPI interact. This result is consistent with signaling theory, which suggests that organizations can signal their attractiveness as employers through their reputation and CSR activities. These results are supported by previous research findings (Chaudhary 2018, 2019a, 2019b, Hossain et al 2021, Klešković 2022). Therefore, H1 is  accepted that GHRM has a positive effect on the JPI of prospective applicants. Social identity theory states that people tend to identify with organizations whose values are similar. CSR activities can make an organization seem more socially responsible and make people feel more connected. Finally, the theory of planned behavior proposes that individuals' attitudes, subjective norms, and perceived behavioral control can influence their behavioral intentions, and the organization's reputation and CSR activities can affect these factors. Therefore, this study adds to the existing research by showing how complicated it is for students to choose a career path and how vital GHRM, organizational reputation, and CSR activities shape their intentions to look for a job. The implementation of green initiatives by organizations, mainly through the practice of Green HRM, aims to safeguard the job interests of future generations. This has resulted in more students wanting to work for these types of organizations. Studies conducted in Bangladesh have shown that students, who are thought to be potential applicants in the future, place high value on how an organization thinks about and treats the environment. This has led to the development of a Climate Awareness Index (CAI) in Bangladesh Hossain 2019, Gazi et al 2023). Therefore, it is unsurprising that graduate students in Bangladesh want to work for companies that emphasize GHRM practices. The positive impact of GHRM on an organization's reputation (OR) and its Corporate Social Responsibility (CSRCSR) activities is supported by the results of the present study. Therefore, hypothesis two (H2) and three (H3) are accepted. This result aligns with research on CSR that showing that a company's commitment to social and environmental responsibility is linked to its corporate reputation (Raza and Khan 2022), employers CSR (Sarvaiya et al 2018, Gazi et al 2022, intention to apply for jobs (Ojo et al 2022, Mulang 2022, and people's plans to apply for jobs. Thus, GHRM obtains good employees and has an excellent corporate reputation, which students appreciate as a CSR company's initiative (Arda et al 2019, Ansari et al 2022. Many firms and managers launch diverse eco-initiatives, which serve as tools CSR to mitigate the environmental consequences of their activities and position the organization as a creator of social value among its stakeholders. These initiatives have contributed to the development of a favorable image for the company among its stakeholders. As significant stakeholders in society, students represent the future managers of today's organizations, and they are highly attracted to organizations with solid reputations and robust CSR functions. This is because students have an inherent tendency to be part of a reputable world and to create value for society. Thus, organizations that emphasize eco-initiatives and GHRM practices are more likely to attract students looking for jobs that match their values and allow them to make a positive difference. This fits with research that shows the importance of an organization's reputation and corporate social responsibility (CSRCSR) activities to obtain and maintain top talent (Woolliscroft 2020, Ojo Nabi et al 2022. The outcomes of the present study support Hypotheses H4 and H5, which suggest that organizational reputation (OR) and corporate social responsibility (CSR) are important factors influencing the job pursuit intention (JPI) of potential job applicants. These results are supported by previous research findings (Chaudhary 2018, 2019a, 2019b, Saeed et al 2019. Bangladesh is suffering from environmental damage, so groups that work to protect the environment will probably improve their reputations. Additionally, organizations can use their CSR initiatives to create a favorable image among customers by demonstrating their social responsibility. Therefore, this study recommends that OR, CSR, and green human resource management practices (GHMR) positively influence potential job applicants to apply for such organizations, as they create favorable attributes. Thus, the results of the current study support H6a and H6b, which suggest a direct and indirect mediating effect of OR and CSR on GHRM and JPI (tables 12,13,and 14), which is supported by other research contributions , Ojo et al 2022.
This study builds on previous research by examining how green HRM, especially organizational reputation (OR) and corporate social responsibility (CSR), affects job pursuit intention (JPI). This study builds on the work of Merlin and Chen (2022), which looked at how different parts of GHRM affect a company's reputation. This also adds to the results of Chaudhary (2018Chaudhary ( , 2019aChaudhary ( , 2019b, who used a single mediator to examine the effect of GHRM on JPI. The study found that GHRM promoted OR, which made people more likely to want to work for a company. In addition to this single mediation, CSR could also help GHRM and JPI connect. These findings were consistent with those of Hoang et al (2020), Kumari and Saini (2018), and Moorthy et al (2017). However, the study contradicts the CSR study by Tarigan et al (2021), which showed no connection between environmental CSR and potential employee outcomes. The differences in the mediating effects could be due to contextual differences in the research field (Connelly et al 2011, Hulland 1999. Bangladesh is vulnerable to climate change, therefore, educated people may be more open to organizations' green initiatives. In summary, the current study provides valuable insights into the importance of GHRM practices in shaping potential job applicants' intention to work for an organization. The findings of this study are consistent with those of previous research and provide further evidence of the positive impacts of OR and CSR on JPI.

Conclusions
The conclusion shows that thinking about the environment is becoming increasingly important when formulating national, organizational, and personal policies. This stresses the importance of employers and job seekers who care about the environment to work together and find solutions that meet each other's environmental needs. Ecological value fit is critical for keeping employees and making them happier at work. To encourage green recruitment, selection, and training, the conclusion suggests that an effective Green Human Resource Management (GHRM) strategy should take into account job seekers' pro-environment beliefs and socio-environmental needs. It also stresses how essential job seekers and recruiters are to honestly talk about their green initiatives. In supposition, employers may not know much about job applicants, especially students, and it can be challenging for employers to determine whether a student is good for the environment if the student does not want to share information or if they change facts to fit a competitive green selection process. Overall, this conclusion shows the importance of considering environmental factors when hiring people and managing HR. This shows how important it is for employers and job seekers to work together and be honest to promote environmentally sustainable practices in the workplace.
Organizations that want to hire people who care about the environment can improve their environmental reputation and use Green Human Resource Management (GHRM) practices. GHRM has several positive outcomes, including improving jobseekers' intention to work for the organization, enhancing the organization's reputation, and promoting Corporate Social Responsibility (CSR) activities. While the primary objective of GHRM is to retain qualified candidates, it also significantly impacts the formulation of an organization's reputation and CSR activities, which further increases students' intention to work for a particular organization. Therefore, GHRM is a strategic process that creates value for the organization by attracting pro-environmental job candidates and assuring them of the organization's socially responsible behavior. The findings of this study can help HR managers and recruiters to identify and pursue potential environmentalist job candidates. By conceptualizing GHRM as triggering a job seeker's environmental self-identification and perception of value congruence with the organization, HR professionals can use appropriate signaling channels and methods to communicate the organization's ecological values and orientation transparently and honestly, thereby avoiding the perception of dishonest intentions or green washing. GHRM practices can help a company improve its reputation and attract jobseekers who share value with the environment. This makes the workplace more sustainable and environmentally friendly.

Implications of the study
This study shows a new area of GHRM research by examining how students view organizations that use GHRM practices. This finding implies that organizations that adopt GHRM practices may improve their appeal to potential job candidates, particularly those who value environmentally friendly policies. Additionally, the study's focus on students' perceptions indicates that GHRM practices may be essential for current employees and attracting and retaining future talent. This study also tells us a lot about the possible benefits of GHRM for organizations in developing countries, as well as how it might affect how they find and keep employees. The results also show that Green Human Resource Management (GHRM) practices can positively affect students' job plans. This effect is mediated by the reputation of the organization and corporate social responsibility (CSR). Therefore, organizations should adopt GHRM practices to improve their reputation and CSR activities, which can attract potential employees and retain existing employees. The fact that the study focused on students shows the importance of GHRM in the hiring process and how it can make an organization more attractive to a broader range of potential job candidates. The results also show how organizations in developing countries such as Bangladesh, where sustainable practices are becoming increasingly important, could benefit from GHRM practices. Overall, the implications of this study help organizations understand how vital GHRM is to build a good image, and attract and retain employees.
The study also shows how vital GHRM practices are for organizations to attract and maintain qualified job candidates and build a good reputation. The findings suggest that academics should include GHRM in HRM curricula and businesses should incorporate GHRM practices into their human resource policies to improve their appeal to potential employees. Additionally, this study implies that businesses that do not prioritize environmental sustainability may be less attractive to potential job candidates, indicating the need for environmentally friendly practices in the workplace. Overall, the implications of this study show how vital GHRM practices are for creating a responsible and appealing image for an organization and attracting talented workers. This study suggests that GHRM can be applied in different cultural contexts, including developing nations such as Bangladesh.

Limitations of the study
The present study had several limitations that should be considered when interpreting the results. First, the data collection method used in this study was convenience sampling, which may limit the generalizability of the findings to larger populations. The sample was taken only from universities in Bangladesh. No information was gathered from other types of schools such as colleges or vocational schools, which may have different qualities and experiences that could change how GHRM and JPI work together. In addition, the study sample comprised only graduate and post-graduate students with a high level of education. This may make it difficult to apply the results to individuals with less education. Consequently, the results may differ from those of the general population. Another area for improvement in this study is the use of cross-sectional data, which capture information at only one point and do not allow the examination of causal relationships or changes in the variables over time. Because of how long it took to collect data, the results might not apply to other times. Finally, the limitations of this study indicate that caution should be exercised when interpreting the results, and further research should be conducted using more diverse and representative samples, multiple data collection points, and varied contexts to confirm the validity and generalizability of the findings.

Directions for future research
Future studies should consider adding more latent variables to the theoretical framework to learn more about how GHRM and JPI relate. This makes it easier to understand the complicated forces that may affect how these concepts relate to each other. In addition, so that the results can be used in a wider range of situations, future research should focus on conducting studies in different parts of Bangladesh, such as vocational schools, colleges, and universities. This will allow researchers to examine how the relationship between GHRM and JPI might differ for people with different levels of education. In addition, the results of the current study could be replicated in a follow-up study by comparing college students from different schools, such as public and private universities. This will give a more varied sample that can be used to examine how the relationship between GHRM and JPI might change depending on the characteristics of the institutions. For a complete picture of how GHRM and JPI relate, future studies could use a larger sample size and compare data from different countries. This will allow researchers to examine possible cultural differences in the relationship between GHRM and JPI, which could provide important information on how the findings can be used in different situations.

Data availability statement
The data cannot be made publicly available upon publication because the cost of preparing, depositing and hosting the data would be prohibitive within the terms of this research project. The data that support the findings of this study are available upon reasonable request from the authors.

Ethics approval and consent to participate
This study approval constituted ethical clearance by Human Research Ethics Committee. Informed consent was obtained from all participants to the collection, storage, and use of their given information for research purposes. All the procedures were followed in accordance with the relevant guidelines and regulations.

Consent for publication
Not applicable. Your chosen company's training program engages employees emotionally in environmental management. 6 Your chosen company offers green knowledge management training. (Malik et al 2021) Green Performance Management System (GPMS) 7 Our company incorporates green performance indicators in our performance management and appraisals. Our company's performance management system includes green outcomes in appraisals. 10 Our performance management system penalizes non-compliance and accomplishes environmental goals.
Green Pay and Reward System (GPRS)

11
The company offers green benefits (transportation/travel). Our pay and rewards program offers green financial benefits like bicycle loans and incentives for low-emission autos. 13 The company rewards eco-friendly travel and transportation.

14
Your chosen company has an environmental management vision to guide personnel. Khan 2022, Muisyo andQin 2021).

15
Your company promotes green behavior and awareness through employee learning. Your organization promotes green culture through formal and informal means. 17 Your company improves quality and solves employee green issues 18 Our company engages employees in environmental management through newsletters, suggestion programs, problem-solving groups, low-carbon champions, and green action teams. My interest in applying for a position with the company is considerable. 22 Applying for a position with this company would be among my top priorities. 23 I'm interested in exploring job opportunities with your organization. 24 I would dedicate much time and energy to this firm if given the chance. 25 If this company offered me a job, I would gladly accept it. 26 I would make an effort to speak with a representative from this company.
Corporate Social Responsibilities (CSR)

27
The company is working to lessen the environmental impact of its operations. Mohr and Webb, (2005) and Yadav et al (2018) and Aguinis et al (2020). 28 The company tries to recycle resources to create new goods and services. 29 The company is committed to energy and water efficiency. 30 The company makes regular charitable contributions. 31 The company tries to thank those who have volunteered their time publicly. 32 The company strives to help those in need by donating some goods.
Organization Reputation (OR)

33
Effects on your thoughts and heart towards the business Alniacik et al (2012) and Moreno (2022).

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The manner in which it treats its employees 35 The company's financial results 36 Its impact on society and the environment 37 Product or service quality 38 Effective administration