Feel warm then do well: understanding how green human resources management improves employee extra-role green behavior and person-organization ﬁ t

Although it is an increasingly popular assumption that green human resource management ( GHRM ) can improve employee green behaviors, little empirical evidence has studied the link between different types ( in-role and extra-role ) of green behavior and how GHRM may have an impact beyond its original environmental domain. To bridge the research gap, this study develops and tests two serial mediation models of GHRM based on warm glow theory. Speci ﬁ cally, we propose that GHRM -as an organization management measure-will ﬁ rst increase employee in-role green behavior ( IRGB ) . Then, due to employees ’ perception and cognitive appraisal of organization ’ s GHRM policy and prosocial ‘ Halo effect ’ of green behavior, employees feel that they are doing the ‘ right thing ’ , thus feel warm glow ( WG ) psychologically. The positive emotional experience accumulated by warm glow allows employees to obtain intrinsic rewards, resulting in green behaviors that are beyond their core task responsibilities and that can increase employee value and psychological consistency with organization. Drawing upon 301 data collected from Proli ﬁ c, results support two signi ﬁ cant serial mediation models. First, GHRM increased extra-role green behavior ( ERGB ) through in-role green behavior and warm glow. Second, GHRM increased person-organization ﬁ t through in-role green


Introduction
The 26th United Nations Climate Change Conference (COP26 conference) has deepened the understanding of environmental degradation for both business ventures and policymakers.Such growing public concern puts a strong demand on corporates to reduce their environmental impact and incorporate the realization of green sustainability into their strategies (Paillé et al 2014, Sabbir andTaufique 2022).Governments worldwide have also designed a series of environmental policies to encourage such efforts (Pellegrini et al 2018, Hu et al 2023).It has been seen that every industry has now stressed green practices as it leads to a sustainable green environment (Nasir et al 2023).
In this context, researchers in the HRM field have explored how HRM tools can be utilized to support organizations to pursue environmentally sustainable business practices (Wagner 2013, Ahmed et al 2021, Yong et al 2022).As Ren et al (2018) noted that green human resource mangement is part of corporates' proactive environmental management, which aims at integrating environmental goals into HRM and generating unique competitive advantages for corporates.Greening a corporation is also beneficial to the their lifecycle in helping to create a new dynamic and greater cohesion around an organizational project that can be shared by staff at all levels, from managers to frontline workers.
This interest has been stimulated by growing research emphasizing the positive link between GHRM and different levels factors.Currently, researchers has identified positive effects of GHRM at organization-level, team-level and employee-level (Ren et al 2018, Ahmed et al 2021): first, at the organization-level, researches have pointed that GHRM can increase employees environmental commitments, improve an organization's ability to meet social environment expectations and directly reduce operational costs (Ren et al 2022).Second, at the team-level, since supervisors are the direct source of information for employees, researchers investigated that leadership styles have impacts on the implementation and outcomes of GHRM.For example, the relationship between GHRM and employee green behaviors is moderated by ethical leadership style (Ahmad et al 2021).There are also studies that point out how leader green behavior impact their subordinates' green behavior through green advocacy (Kim et al 2017).Third, studies suggest GHRM will induce employee level outcomes.For example, research shows that GHRM promotes environmental awareness, beliefs and identity among employees, enabling employees to perform work tasks in a greener manner (Saeed et al 2019).
Despite promising progress, recent studies have pointed that it is difficult for employees to generate green behaviors that go beyond routine tasks.Therefore, in-role green behavior primarily constitutes the overall employee green behavior (Zientara and Zamojska 2018).As Ren et al (2018) noticed, how employees make sense of an organization's environment initiatives still lack to be investigated, and such psychology reactions may influence employees' behavioral responses to GHRM practices.Thus, this study explores the mechanism between GHRM and employee green behavior from the perspective of individual psychological reactions.Combining the 'halo effect' of green behavior, we suggest that feelings of pleasure and satisfaction derived from the cognitive appraisal of contributing to the society will play an important mediating role.This will fill the gap in the current research that lacks investigation of the psychological mechanism of employees to GHRM policies.
Moreover, there is a controversy about how GHRM affects different types of green behaviors in current research.Since GHRM makes employees feel supported by the organization through green values, commitment, trainings, performance management, rewards, and by seeking feedback from employee on how to make the workflows greener and more sustainable.Thus, a significant positively impact of GHRM on employee green behaviors has been verified (Kim et al 2019).However, Darvishmotevali and Altinay (2022) found that extra-role green behavior (ERGB) may not be directly increased by GHRM because these behaviors are not part of employees' daily work performance and are not formally recognized in the organization.Through an empirical study, Chaudhary (2020) found that GHRM had both a direct and an indirect impact on IRGB, whereas it influenced ERGB only indirectly.The reason behind this may be as pointed out in the review by Norton et al (2015) that the different types of green behavior should be clearly distinguished when conducting green behaviors research.This indicates that different types of green behavior should be studied more carefully, such as how can IRGB be converted to ERGB and why (Tang et al 2023)?HRM scholars have recently suggested to explore the role of positive subjective experiences by applying broaden theory (Meyers and Rutjens 2022).Based on this viewpoint, we suggest that the reason why GHRM may have different effects on different types of green behavior is that in-role green behavior first occurs, and then it is transmitted to extra-role green behavior through positive psychological reactions from employees.However, previous studies have not explored this possibility through empirical research.Thus, we fill this gap in current research by studying the indirect relationship between two green behaviors.
Finally, the transition effect of employees' psychological reactions may also cause a spillover on the level of value match.Currently, researchers argue that beyond the green outcomes of GHRM, the implementation of GHRM may produce desirable outcomes beyond environmental benefits (Ren et al 2018).For example, Tandon et al (2023) points out that since GHRM represented societal appreciation identity of organization, this kind of identity will foster employee understanding of policies that may lead to positive attitude and higher job performance.Following these suggestions, we developed and tested whether GHRM leads to a better fit between employees and organizations.Although, research has shown that GHRM have a direct impact on Person-Organization fit (Zhao et al 2021), the mediation process that illustrates how management policies in green context is transmitted into common value is not clear and there is still little empirical research in this area.Therefore, based on warm glow theory, this study proposes the mediating effect of cognitive appraisal and the psychological process it brings to compensate for the current gap.
Above all, this study aims to fill these gaps by exploring the relationship between GHRM, employees' in-role green behavior, employees' psychological feelings and outcomes on the behavioral level (ERGB) and value level (P-O fit).We propose that GHRM will increase employee in-role green behavior, which, in turn, leads to increased feeling of warm glow, and ultimately brings extra-role green behavior and higher person-organization fit.To explore the changes in individual psychological reactions and values cognition under the GHRM policy, we adopt the warm glow theory to support our hypotheses.

Literature review and hypotheses development
Warm glow theory Warm glow effect was introduced by Isen in 1970, originally used to explain individual's helping and charity collection behavior.Isen (1970) found that the positive emotional state of the potential helper determines their helping behavior and 'warm glow' was introduced to refer the emotional experience involved.It is an affectiveemotional state that come from cognitive appraisal of the contribution to the common good (Hartmann et al 2017).There are broad empirical researches that have demonstrated that the feeling of warm glow may enhance one's willingness to perform pro-social behaviors.Research has shown that ethical attributes of products would induce consumers' warm glow feelings and make them feel good about purchase behavior, even if product ratings are low (Bezençon et al 2020).There are also researchers found that if investors generate a feeling of warm glow from holding green stocks, this psychic benefit will increase their intention for purchasing green stocks, and lower their expected returns (Kabderian Dreyer et al 2023).
The first empirical study to measure warm glow was conducted by Kahneman and Knetsch (1992), in which they focused on the level of satisfaction that individuals derive from contributing to public goods.Recently research has shown that warm glow can boost pro-environmental behavior, which indicates that intrinsic emotional reward is an important antecedent of green behavior (Hartmann et al 2017), especially particular environmental behaviors such as energy saving, purchasing low carbon footprint products etc.This indicates that although green behaviors require extra effort by individuals, they may still willing to engage in these behaviors motived by intrinsic pleasure seeking.
Employee green behaviors constitute a contribution to an organization's environmental policy implementation since achieving sustainable greening outcomes require the shared commitment of all employees.Based on the prosocial nature of green behavior and following the perspective of cognitive appraisal, we choose warm glow theory to study how employees' psychological feelings mediate the relationship between GHRM and employee green behaviors.Besides, we explain how the psychological resources obtained through warm glow can help GHRM make employees and their organization more fit.

Hypothesis development
GHRM and Employee in-role green behavior GHRM represents a goal-oriented HRM system designed to enable organizations to achieve their green goals.As Ren et al (2018) defined, GHRM aims to increase employee awareness, knowledge, skills, and motivations to improve the organization's environmental performance.Based on the basic functions of the human resources management system, GHRM includes recruitment, selection, training, rewards and performance evaluations that help create a green workplace (Darvishmotevali and Altinay 2022).GHRM enable employees to generate green behaviors at work and solve workplace challenges in a green way for the following reasons (Tandon et al 2023).First, during recruitment, an organization's green preference may attract applicants with green values then increase the likelihood of employees green engagement (Li et al 2023).Second, green training aims at providing employees with knowledge and skills they need to solve problems in green sustainable development (Jabbour et al 2010), as well as building their capacity to solve environmental issues.In turn, this will help them achieve better in-role green behaviors (Pham et al 2020).Third, when organization implements green reward and performance management, it can motive in-role green behaviors because employees will clearly perceive expected tangible (e.g., bonuses, gift card, cash) and intangible benefits (e.g., recognition), and employees can understand their targets and responsibilities (Pham et al 2020).When employees have a better understanding of benefits embedded in green tasks, this will continuously motivate IRGB (Li et al 2023).Hence, we posit that: Hypothesis 1. GHRM has a positive impact on employee in-role green behavior.
Employee in-role green behavior and warm glow One of the most important outcomes that green behavior can bring at the employee-level and that has received an increased attention recently is the positive emotional experience (Ren et al 2022).An employee's in-role green behavior refers to completing his/her required work responsibilities in environmentally friendly ways (Bissing-Olson et al 2013).Research has pointed that environmental protection focused on pro-social and moral actions and is an integral part of sustainable development for the broader benefit (Ren and Jackson 2020).Due to the prosocial and moral attribute of green behavior (Jia et al 2017), it inspires employees' sense of right actions for worthy causes through completing work responsibilities in an environment friendly way, thus, the positive cognitive appraisal of their contributions towards society will be increased.According to warm glow theory, particular green behaviors such as reducing greenhouse-gas emissions are associated with positive emotions.For example, a previous study has shown that purchasing low-carbon products (perceived as virtuous) can stimulate warm glow (Bezençon et al 2020).Similarly, we propose that performing task in green way will produce similar psychological outcomes.Hence, we posit that: Hypothesis 2. In-role green behavior has a positive impact on warm glow.
Warm glow and employee extra-role green behavior Unlike IRGB, ERGB reflects green behaviors that are not normally rewarded in their performance evaluation by organization and these behaviors go beyond the requirements of formal work duties (Ye et al 2022).Since the organizational citizenship behaviors are not directly defined by formal compensation system (Lu et al 2022), similarly, ERGB was defined as discretionary environmental friendly behavior without the formal reward from organization (Khan and Khan 2022).(Daily et al 2009) argue that this kind of discretionary acts by employees is a particular type of organizational citizenship behaviors.In fact, many previous studies have shown that intrinsic motivation (e.g., performing an activity for no reward) will enhance employee organizational citizenship behavior.Tang et al (2008) found intrinsic motives (such as satisfaction and happiness, wanting their organizations to be long-term and profitable) directly increase employee helping behavior.Similarly, extend to green behavior context, it is suggested that promoting extra-role green behavior need to encourage employees to act on their intrinsic interest (Ramus and Killmer 2007).Besides, Ren et al (2022) noted that intrinsic emotional motivation brought about by the warm glow of past green behavior was very important in influencing future green behavior.Thus, we propose that employees who feel the warm glow are more likely to perform green behaviors beyond work requirements.Accordingly, we posit that: Hypothesis 3. Warm glow has a positive impact on extra-role green behavior.

Warm glow and person-organization fit
Person-organization fit (P-O fit) refers to the adaptability of individuals and organizational environments, and a shared basic characteristic between individuals and the organizational environment or the ability of the two to meet the other's needs (Chatman 1989).Based on the affective-consistency perspective, Yu (2009) argued that work-related emotions experience is an antecedent of forming both objective and subjective forms of P-O fit, specifically, employees who currently have positive feeling about their work; they will tend to perceive that their need for autonomy matches the autonomy provided by their jobs.Individual's judgments of self (P) and organization (O) fit require perceptual processes and cognitive evaluations (Yu 2009).The feelings generated by cognitive appraisal affect the psychological state of the employee in the form of emotional experiences.Warm glow, as a positive feeling towards their good cause in work, is derived from the cognitive appraisal of an organization's green policy and their own green behavior towards common good.Hence, warm glow may promote employees to re-evaluate their fit with the organization.A new review by Kristof-Brown et al (2023) suggest that future research should examine organizational-level or individual-level factors that make P-O fit change.Hence, we posit that: Hypothesis 4. Warm glow has a positive impact on person-organization fit.

GHRM, employee in-role green behavior and warm glow
Warm glow refers to 'feelings of pleasure and satisfaction derived from the cognitive appraisal of contributing to the well-being of society' (Hartmann et al 2017).It is an intrinsic motivation derived from prosocial aspirations (Andreoni 1990).Recently, research suggested that an organization with higher GHRM policies can increase employee green behavior (Li et al 2023), and bring positive cognitive reactions and emotional experiences (Ren et al 2022) compared to an organization with lesser GHRM policies.GHRM aims to greening an organization's operations to achieve environmental conservation, reduce damage to the environment, improve resource efficiency and reduce costs (Zaid et al 2018).This means that employees under GHRM policies have more cognitive appraisal of doing well for social responsibility and environment protection, experience positive emotions, that is warm glow.Further, it is proposed that feeling of warm glow is influenced by higher in-role green behaviors (IRGB) (Welsch et al 2021).This implies that employees engaging in green activities with GHRM policies will have psychological feelings of warm glow.Hence, we posit that: Hypothesis 5. Employee in-role green behavior mediates the relationship between GHRM and warm glow.
GHRM, employee in-role green behavior, warm glow (WG) and employee extra-role green behavior According to warm glow theory, WG allows individuals to associate benefits of one target with another (Swaminathan et al 2012).Thus, WG often creates positive spillover effects among behaviors.WG is an intrinsic motivation derived from the desire for altruism.It is an emotional reaction that individuals can be experienced by engaging in pro-social behavior (Andreoni 1990).A study on consumer green buying suggests sustainable products purchasing have a spillover effect (Juhl et al 2017) , and the similar effect can be applied to green behaviors (Lanzini and Thøgersen 2014).This is because of the emotional value that individuals can derive from prosocial behaviors, making them willing to continue such behaviors.For example, warm glow increases employee organizational citizenship behavior and has been associated with extra-role green behaviors (Ren et al 2022).We propose that exposure to GHRM practices and performing work tasks with green manner are more likely to be perceived as virtuous and stimulate warm glow.Intrinsic rewards from feeling of warm glow brings higher intentions for green behaviors beyond employees' core responsibilities (Sachdeva et al 2015), then positive spillover from GHRM to extra-green behaviors through warm glow is likely to occur.Hence, we posit that: Hypothesis 6. GHRM has a positive impact on extra-role green behavior through in-role green behavior and warm glow.
GHRM, employee in-role green behavior, warm glow and person-organization fit Recently, researchers have investigated the direct links between GHRM and Person-Organization fit (Zhao et al 2021).However, the mediation mechanism is not yet very clear.It is suggested that consistency between employee and the organization results from the interaction between individual characteristics and the organizational environment (Verquer et al 2003).This consistency between employees and organizations can be strengthened by implementing appropriate management practices, especially through HRM instruments such as selection and compensation (Andersson et al 2017).As such, GHRM practices represent an organization's core values towards the environment, the awareness, behaviors, and attitudes of employees that are shaped through green training, performance appraisal systems, etc (Kristof-Brown et al 2005).When employees act in accordance with GHRM goals, this is also regarded as a cognitive process that involves an emotional experience of warm glow that comes from contributing to the the common good.As work-based positive feelings and emotions stem from a cognitive appraisal of an organization's environment and their prosocial behavior, warm glow increases an employee value and psychological consistency with his/her organization.Hence, we propose that the spillover effect of warm glow not only occurs at the behavioral level, but also at the personal value level, as outlined in the following hypothesis: Hypothesis 7. GHRM has a positive impact on person-organization fit through in-role green behavior and warm glow.
The conceptual model (figure 1) illustrates the relationships between research variables.

Method Participants and design
To cover a wide range of industries, we recruited participants through Prolific between January and February 2023.Prolific is an online research panel that is increasingly being used to collect individual data in the social sciences (Palan and Schitter 2018).There are some researches that have compared the data quality from several aspects of widely used online platforms include MTurk, Prolific, Qualtrics, etc, and they found that Prolific provided the higher quality of data than others did (Peer et al 2021).We conduted a cross-sectional study to collect data from the targeted sample and to do so we used a selfassessment questionnaire survey and only working respondents were invited.Random sampling techniques was used in this study.Random sampling premises that any case of the population possesses an equal chance of being chosen.Random selection of participants from a population is referred to as 'random sampling.'Consequently, a sample clearly reflects the entire population (Mackey and Gass 2011).Most researchers favor random samples as they increase external validity, remove the bias of the researcher in selecting the sample, and improve generalizing from the sample to the whole population (Begum et al 2022).
In total, 313 questionnaires were received.We excluded the questionnaires that did not pass the attention check ('please choose 'strongly disagree' this question.')and had a short completion time (under 1 min), and ultimately used a total of 301 data for the final analysis.The sample's demographic characteristics are shown in table 1.

Measures
This study used a well-established measurement scale from earlier studies.Questions in the survey were rated on a five-point Likert scale (1 = strongly disagree, 5 = strongly agree).We asked participants to answer all questions based on their actual work situations.GHRM was measured using a six-item scale developed and validated by Dumont et al (2017).The measurement of IRGB and ERGB was derived from the study of Bissing-Olson et al (2013).This scale included two dimensions of employee green behavior; each dimension had 3 items.The measurement of WG was derived from the study of Hartmann et al (2017) and included four items.We assessed Person-organization fit via a 3 item scale derived from Cable and DeRue (2002).Finally, We controlled participants' gender, age, education, tenure, and company size in this study.

Data analysis
To analyze the proposed model, we used SPSS 25 for data entry and cleaning then we used Smart PLS 3.0 for testing the theoretical framework.The measurement model was examined, followed by an analysis of the structural model (Hair et al 2019).
Descriptive statistics and correlations of variables in this research can be seen in table 2. Since the data for this study was collected from a single source, common method bias (CMB) could be a problem for the study (Podsakoff et al 2012).Thus, we test the variance inflation factor (VIF). Results show that all VIF values in the current study ranged from 1.000 to 1.331 and were lower than 3.3 (Diamantopoulos and Siguaw 2006).It shows that collinearity issues are not a problem for this study.Besides, we also used SPSS to run Harman's single-factor test (Podsakoff et al 2012), which is used when a single variable can explain most of the deviation.The total variance for a single factor was found to be 41.989%, which is less than 50%, indicating that CMB did not affect our data.

Confirmatory factor analyses
As shown in table 3, the confirmatory factor analyses (CFAs) indicated that the hypothesised five-factor model was an acceptable fit for the data (CMIN/DF = 2.674, CFI = 0.955, TLI = 0.946, RMSEA = 0.075, SRMR = 0.0494) and performed better than the other models.

Assessing convergent validity
We used item factor loadings (figure 2), Cronbach's alpha, composite reliability (CR) and average variance extracted (AVE) (Hair et al 2017) to evaluate the reliability and convergent validity.Table 4 shows that all factor

Discriminant validity
Discriminant validity can help determine the reliability and accuracy of the results, it is important to confirm that each construct is statistically unique and different from the others (Hair et al 2019).Therefore, we tested Fornell-Larcker criterion and Heterotrait Monotrait Ratio (Henseler et al 2015).Fornell-Larcker criterion.As indicated in table 5, statistical results show that each diagonal value (square root of AVE) is higher than the variance shared with the other constructs (Henseler et al 2015).This demonstrates the validity and internal consistency of the measures utilized in this study.
Heterotrait Monotrait Ratio (HTMT).As indicated in table 6, the values are between 0.201 and 0.689 which all below 0.85, consequently confirming the discriminant validity of the constructs in this study.

Assessment of structural model R square
The R 2 value is used to measure the amount of variation in the dependent variable that can be attributed to one or more predictable variables (Hair et al 2014).According to Chin (1998), the cut-off values of R 2 are 0.19, 0.33, and 0.67, which indicate weak, moderately strong, and substantially strong, respectively.R 2 calculation showed that GHRM, IRGB and WG collectively explained 47.9% of the variance in ERGB, 25.6% of the variance in P-O fit, falling within the moderately strong range.

F square
When a particular predictor latent variable is excluded from the structural model, the change in R 2 should be assessed and researchers should determine if the excluded variable has a significant effect on the dependent variable (Chin 1998).The change in R 2 brought on by excluding a single predictor latent variable is known as the F 2 .According to Cohen (1988) suggested, F 2 values within the range of 0.02 and 0.15 indicate small effect sizes, 0.15-0.35indicate medium impact sizes, and values above 0.35 represent large effect sizes.Results indicated that GHRM had a medium effect on IRGB (0.150), a small effect on ERGB (0.090) and a small effect on P-O fit (0.096), whereas GHRM had no effect on WG (0.003).In addition, IRGB had a moderate effect on WG (0.157) and ERGB (0.265), and a small effect on P-O fit (0.045).WG had a small effect on ERGB (0.097) and P-O fit (0.044).

Q square
In addition, we computed Q 2 by blindfolding to evaluate the structural model.In PLS-SEM, the predictive relevance of a path model for a particular dependent variable is shown by Q 2 value that above zero for a given endogenous reflective construct (Hair et al 2017).In this study, Q 2 values of IRGB (0.112), WG (0.142), ERGB (0.355) and P-O fit (0.229) are all above 0, fulfilling statistical requirements.
The spillover effects of warm glow that we proposed were tested through two serial mediations.First, the main effect between GHRM and ERGB is positively significant (β = 0.233, CI = 0.142,0.325).Then, the bootstrapping results show that GHRM significantly increased ERGB through the mediation of both IRGB and WG together (indirect effect = 0.035, SE = 0.009, CI = 0.019,0.055),providing support for first spillover effect (H6).Second, the main effect between GHRM and P-O fit is positively significant (β = 0.285, CI = 0.181,0.393).Then, the bootstrapping results show that GHRM significantly increased P-O fit through the mediation of both IRGB and WG together (indirect effect = 0.028, SE = 0.010, CI = 0.010,0.050),providing support for second spillover effect (H7).

Discussion
Direct path analysis Employees green behavior are essential to the micro foundations of organizations in pursuing sustainable development (Lasrado and Zakaria 2020).This study reveals the promoting impact of organizational proactive policies towards green sustainability on employees' green behaviors and person-organization fit.According to our findings, the first hypothesis (GHRM -> IRGB) is accepted as GHRM is shown to positively predict IRGB.This is consistent with extant studies (e.g., Karatepe et al 2022).It is indicated that GHRM polices such as officially appreciated and rewarded, training program etc would elicit right workplace behavior because it increased employee cognition of the need and urgency of implementing these new policies (Nishii et al 2008).
The second hypothesis (IRGB -> WG) reveals that high IRGB can bring feelings of pleasure and satisfaction derived from the cognitive appraisal of contributing to society.We found that IRGB positively predicted feelings of warm glow.This result is supported by a previous study of Ren et al (2022) which argue that environmental protection as a moral issue along with ethical norms generate a private good.This suggests that green behaviors have additional potential positive effects beyond directly benefiting organization's environmental performance.When employees engage in green work, they will experience positive psychological reactions, which will be a more important aspect for the organization.
The third hypothesis (WG -> ERGB) shows a positive and significant relationship between warm glow and extra-role green behavior.This result is consistent with previous research that positive psychological feelings and moral emotions have a promoting effect on extra-role green behaviors (Ren et al 2022).Individuals seem to be willing to pay a certain amount to acquire warm glow from contributing to environmental (Hartmann et al 2017).When employees have a positive emotional experience from green practices at work, it will provides intrinsic motivation for extra-role green behaviors.
The fourth hypothesis (WG -> P-O fit) shows that warm glow as a work-related emotion experience is an antecedent of forming both objective and subjective forms of P-O fit.When employee generated cognitive appraisal of their coporates' green policy and their own green behavior towards common good, warm glow may promote employees to re-evaluate their fit with the organization.

Mediation analysis
The fifth hypothesis (GHRM -> IRGB -> WG) revearls that in-role green behavior mediates the relationship between GHRM and warm glow which providing a basis for serial mediations.
The sixth hypothesis (GHRM -> IRGB -> WG -> ERGB) shows that the feeling of warm glow generated by employee IRGB and GHRM policies positively predicts employee ERGB.This finding is important for green behavior research because less evidence explore the relationship between different types of green behavior.Since extra-role green behavior is a type of proactive behavior in which employees voluntarily devote their own resources, it may not be generated at the same time as in-role green behavior and not be deirctly derived from coporate's green human resource management policies.Also, it is worth noting that warm glow does not play a mediation role between GHRM and ERGB in our study.However, there is a serial mediation effect between GHRM and ERGB through warm glow and IRGB.This suggests that IRGB and warm glow fully mediate GHRM and ERGB.That is, to produce more extra-role green behavior, actual behaviors and positive emotional experience are both crucial prerequisite.Consistent with Chaudhary's (2020) study, GHRM influenced extrarole green behaviors only indirectly.Our results provide a possible explanation from the perspective of individual psychological responses, suggesting how the positive emotional experience of the pro-social attributes of green behaviors allows employees to extend their green behaviors beyond the scope of their responsibilities.
The seventh hypothesis (GHRM -> IRGB -> WG -> P-O fit) reveals that the accumulation of behavioral and emotional resources also have a spillover effect on the value level.Consistent with Zhao et al (2021), GHRM have a positively and significantly impact on person-organization fit (GHRM -> P-O fit).Compared to the direct effects they pointed out, we delved deeper into the mediating mechanisms.It is suggested that due to the new green management policies, employees' re-evaluation of the corporate's values was based on the process of green practices and psychological changes at work.Above all, our two serial mediation findings fill two gaps in current research.First, we distinguish the two types of green behaviors more carefully, which is a novel result that has not been examined before.Compared to previous studies that viewed them as two dimensions in the outcome of green behaviors, we offer a new possibility for the relationship between them from the perspective of individual psychological responses.For the mediating mechanism in previous study, researches have explored how GHRM affects IRGB and ERGB through different mechanisms separately (e.g., green ability mediated GHRM and IRGB, organizational green climate mediated GHRM and ERGB), our findings suggest that there is a sequential relationship of GHRM's influence on two green behaviors.Second, we established and validated a serial mediation mechanism between GHRM and non-green outcomes that remain to be studied.

Conclusion
This study inspects how corporate green human resource management practices enhance employee green behavior beyond their responsibility and deepen employee-organization fit.With the serial mediation of in-role green behavior and warm glow, GHRM produce spillover effects both on employee behavioral and value level.These effects have never been studied by researches in the context of green human resource management, thus, it provides in-depth kvowledge to policymakers and managers.The sample data is collected through a surveybased questionnaire, while the SEM technique is used.The findings reveal that GHRM practices are positively associated with employee in-role green behaviors, and although green behaviors are required by management policies, it also can bring about changes in psychological for employees, thus positively and significantly increasing their extra-role green behaviors and person-organizational fit.It supported that greening a corporation will benefit themselves in helping to create a new dynamic and greater cohesion that can be shared by employees.

Theoretical implications
First, this study explains the indirect effect of GHRM on ERGB from a new perspective of employee level psychological reactions.This finding is important as it further illustrates the urgent need to integrate employeelevel factors into GHRM researches, especially on psychological mechanism.The results indicated that the pro-social attributes embedded in GHRM policies significantly affect the psychology of employees.Existing researches have focused on how the emergency of new green practices, with leader and organization intervention, have enhanced employees' new skills, provides new opportunities for engagement, and improves job performance and the organization's environmental performance through rewards and penalties.By determining warm glow as another individual-level mediator of GHRM, IRGB and ERGB, our study introduces the warm glow effect in behavioral economics shedding light on perspectives previously overlooked in the GHRM literature.
Second, by proposing a conceptual framework of IRGB and ERGB, this study deepens the understanding of GHRM and its behavioral level consequences.Although there are researches that clearly distinguished IRGB and ERGB and examined them simultaneously as two different outcome variables, we provide a new perspective that extra-role green behaviors do not necessarily generate at the same time as in-role green behaviors, but rather arise sequentially through intrinsic psychological motivation.Since such environmental organizational citizenship behaviors are more motivated by an individual's will, it is important to focus on the psychological experience of employees in order to achieve sustainable green organization.Moreover, we respond to the call for a clearer study of the two types of green behaviors (Norton et al 2015).
Last, our findings expand the scope of green research by studying the linkage between GHRM and the nongreen outcome of person-organization fit.We also respond to the call for investigating broader implications of GHRM on generalized employee outcomes (Ren et al 2022).P-O fit is an essential soft factor that affects employee overall performance.The positive relationship between GHRM and P-O fit indicates that in the process of achieving green sustainability, organizations can also promote the value matching and psychological connection with employees.Previous studies have shown that GHRM can increase P-O fit (Zhao et al 2021).Our serial mediation results of this study further dig into the promotion mechanism, pointing out that green behavior will deepen the degree of matching between employees and company from both actions and emotions.This indicates that in the process of implementing GHRM measures, paying attention to employees' psychological feelings and stimulating the positive psychological effect of green behavior's prosocial nature will enhance the implementation effect of GHRM and bring more benefits to the organization.

Practical implications
Our findings provide much-needed evidence that organizational interventions are important in enabling employees to voluntarily engage in environmental practices.Whether as noted by previous researchers that GHRM practices are conducive to a green climate for organizations or the positive psychological changes brought by the pro-social attributes of green behaviors in this study, it once again demonstrates that 'pay to be green'.Organizations can leverage the socially beneficial attributes of green behaviors by incorporating intangible incentives in training and reward development to motivate employees.This also helps to make employees more aligned with organizational values and enhance organizational competitiveness performance.Moreover, positive emotional bonds and value matches are forged between employees and organizations when employees voluntarily participate in green or sustainable actions.These fits are important for organizations to increase employee performance and reduced turnover.Therefore, organizations should develop robust GHRM practices and create a supportive atmosphere in which employees can understand their contribution to society and the meaning of their work from the organization's system.

Limitations and future research directions
There are also some limitations in the research process.First, our research examined the proposed model only in one time.However, the emotional experience derived from warm glow may change over time, and our crosssectional study can't capture such changes.Therefore, we recommend that researchers can conduct longitudinal studies to capture the change in employees' emotional experience.In the future, scholars may replicate our study with multiple time points or multiple sources of data to develop generalizable knowledge of GHRM impacts on green and non-green outcomes.Second, we mainly focused on the mediating mechanism between GHRM and its consequences and didn't consider the boundary conditions.We encourage future research to extend the conceptual model with moderators such as cultural differences (i.e., power distance), leader characteristics (i.e., ethic leadership), and employees' personal beliefs (i.e., psychological collectivism).Finally, qualitative research methods should be used within GHRM research to identify the motivations and barriers of employees in order to enrich the existing knowledge about GHRM.
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Table 2 .
Descriptive statistics and correlation values.

Table 1 .
The demographic characteristics of the sample (n = 301).

Table 4 .
measurement constructs and convergent validity.