Research in Globalization 8 (2024) 100180

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Research in Globalization
journal homepage: www.sciencedirect.com/journal/research-in-globalization

Impact of motivational factors and green behaviors on employee

environmental performance
Malka Liaquat a, Ghina Ahmed a, Hina Ismail a, *, Qurat Ul Ain b, Saadia Irshad a,
Syeda Sadaf Izhar c, Muhammad Tariq Mughal d
a
Institute of Management Science, The Women University, Multan, Pakistan
b
Foundation University, Rawalpindi, Pakistan
c
The Women University, Multan, Pakistan
d
UNPM & BAR, Pakistan

A R T I C L E I N F O A B S T R A C T

Keywords: With the emergence of a green environment and green business, the banking sector has also enforced green
Employee Environmental Performance practices. This study aims to explore the impact of motivational factors and green behaviors on the environ­
Extrinsic Rewards mental performance of banking sector employees. This is a quantitative study and data has been collected
Intrinsic Rewards
through a cross-sectional survey of the questionnaire in the banking sector. 300 questionnaires were distributed
Voluntary Green Behaviors and Task-related
Green Behaviors
to the bank employees. PLS-SEM was used to find the statistical results. The study finds a positive impact of
Extrinsic motivation and Intrinsic motivation on Employee Environmental Performance, the mediating effect of
Task-related Green Behaviors was also found to be positive. The study does not support the effect of Voluntary
Green Behaviors on Employee Environment Performance and its mediating effect was also not supported. The
study findings and deep knowledge of the impact of motivational and behavioral employee environmental
performance on banking sector employees have provided new directions for researchers and policymakers. This
study will help the policymakers in strategically developing rewarding policies for the employees that would
definitely create a positive impact on performance. The results of the study have provided empirical confirmation
of employees’ motivational needs and their impact on green behaviors that collectively impact employee
environmental performance.

Introduction Longsheng, 2020). Additionally, the banking industry operates all of

these sectors. In every nation, banks are operationalized to improve and
Environmental stability and protection are two major concerns that stabilize the economic conduct of the industrial sector, but today, banks
have captivated the attention of all environmentalists and economists are financing the sectors that are accelerating environmental deterio­
worldwide. Pakistan is a developing country that is constantly striving ration, according to Shair et al., (2021). Although the banking industry
towards environmental sustainability. Despite ongoing efforts, Pakistan as a whole does not directly harm the environment, the business pro­
remains ranked 169th on the Environmental Performance Index. It cesses carried out in banks can be a direct cause. For instance, excessive
demonstrates that Pakistan has a long way to go before achieving paper use and waste, excessive energy use, and a lack of green building
environmental sustainability. The geographical position of this South structures are just a few common examples.
Asian Country is remarkable. Environmental degradation will have According to literature reviews, the banking industry is a possible
worse effects on the whole geographical region. (Shah and Longsheng, cause of climatic change and environmental damage, both directly and
2020). indirectly (Rehman et al., 2021; Bukhari et al., 2020). In this regard, it is
The environmental performance of Pakistan’s many industrial sec­ vital to consider the GHRM aspects that can improve the environmental
tors, including manufacturing, transportation, building, mining, and performance of Pakistan’s banking industry. According to Bresciani
power supply houses, is not particularly impressive (Shah and et al. (2022a, b); Dubey et al. (2015); and Singh and El-Kassar (2019);

* Corresponding author.
E-mail addresses: [email protected] (M. Liaquat), [email protected] (G. Ahmed), [email protected] (H. Ismail), [email protected].
pk (Q. Ul Ain), [email protected] (S. Irshad), [email protected] (S. Sadaf Izhar), [email protected] (M. Tariq Mughal).

https://doi.org/10.1016/j.resglo.2023.100180
Received 15 September 2023; Received in revised form 28 November 2023; Accepted 28 November 2023
Available online 3 December 2023
2590-051X/© 2023 Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).
M. Liaquat et al. Research in Globalization 8 (2024) 100180

the management of environmental resources through participation and and extrinsic rewards for task-related green activities. According to the
adopting green development have become a core rule of the business nature of green behaviors, managers should plan the use of intrinsic or
sector and service industry. extrinsic rewards and, more precisely, explicitly categorize them in
Green recruitment and selection, green rewards and compensation, accordance with the objectives to be attained by environmental per­
green employee training and development, green employee involve­ formance (Cahigas, 2022).
ment, and green innovation services are the fundamental GHRM prac­ On the basis of the above discussion, this study has formulated the
tices used in the banking sector (Shah, 2022). These practices clearly following research problems.
demonstrate the achievement of the goal of the green banking system.
Instilling and sustaining green behaviors in banking personnel is still an • Which type of motivation—extrinsic or intrinsic—is more critical for
unfulfilled requirement of GHRM practices. Numerous studies have been performance?
undertaken and recommendations made for corporate environmental • Task-related green behaviors or voluntary green behaviors—which
sustainability in order to improve employees’ green habits, which can category of green behaviors is more crucial for employee environ­
only be accomplished through employee environmental performances mental performance?
(Niazi, 2023). • Which form of motivation—extrinsic or intrinsic—is more crucial for
The level of environmental care appreciated by other organizations engaging in environmentally friendly behaviors?
and their employees, as well as the ethical societal objectives that banks • Does intrinsic motivation affect the association that has been estab­
seek to realize, are indicated by employee environmental performance. lished between task-related green behaviors and employee environ­
According to earlier research, corporate green growth, green products, mental performance?
and green organizational practices are all greatly influenced by • Does intrinsic motivation affect the association that has been shown
employee environmental performance (A. Gill, Ahmad, & Kazmi, 2021). between employee environmental performance and voluntary green
The “employee environmental performance” is a highlighted component behaviors?
that employers need from an employee in the banking business along • Does extrinsic motivation affect the association that has been
with a qualified and trained workforce. established between task-related green behaviors and employee
Maintaining an employee’s environmentally protective conduct is environmental performance?
another crucial consideration. Environmental concern for the environ­ • Does extrinsic motivation affect the association that has been shown
ment is instilled in employees through training and awareness. For a between employee environmental performance and voluntary green
company to perform at its highest level, a trained and talented work­ behaviors?
force is crucial, but environmental performance is also crucial because
banks need to convert every aspect of their operations to be as green as The structure of this study begins with literature defining the theo­
possible. Adoption of task-related green behaviors and voluntary green retical perspective of Social Exchange Theory about Extrinsic and
behaviors have been proven to be extremely helpful elements for envi­ Intrinsic Motivations, and their impact on Green Behaviors and
ronmental performance, according to the study (Aboramadan, 2022). Employee Environmental Performance. The conceptual framework and
The unique green behaviors that employees use to carry out partic­ hypothesis are then further developed through this investigation. Pop­
ular tasks are known as task-related green behaviors. Each activity that ulation, sample, operational definitions of variables, data collection, and
an employee must complete during the course of a day may need a analysis methodologies are covered in the methodology section. These
different set of green behaviors (Ercantan, 2022). Organizations typi­ topics will further guide discussions and findings. The study’s findings,
cally offer training or have predetermined rules to be followed for task- restrictions, and next steps are summarized at the conclusion.
related green behaviors (Hooi, 2022). Voluntary green behaviors are
those that employees engage in out of their own free choice and in Literature review
response to their own environmental concerns rather than being coerced
by their bosses (Gim, 2022). Although it is required to engage in these Social exchange theory
green behaviors, they are not listed in any job descriptions or work titles
because they are considered to be s upplemental duties. Additionally, The theory of social exchange was first created by sociologist George
the extra work that employees perform is not valued, is not recognized Homans to examine how social trade affects people’s social behavior.
as being worthy of praise for being environmentally friendly, and is even Theoretically, it serves as the basis for human social conduct (Cahigas,
not compensated (Hameed, 2020). 2022). This theory investigates and describes how people behave in the
According to the Social Exchange Theory, incentives are necessary workplace. The Social Exchange Theory, developed by Homans in 1958,
for motivating workers to work hard. Employee performance can be defined social behaviors as exchange behaviors. This theory states that
improved by encouraging them to adopt positive and enthusiastic be­ there are two types of exchange: social and economic. According to
haviors. Employee behavior when performing certain work is influenced Nagpal, (2022), an employee’s behavior at work and his social con­
by their anticipation that their efforts will be rewarded (Pooja, 2022). nections within the organization are based on the mutual trust that is
Both intrinsic and extrinsic motives can lead to behaviors that are developed; responsibility and self-commitment to one’s job and orga­
appropriate for a certain job or role. According to Sumana Laparojkit nization rise with the employee’s perception of receiving cost benefits
and Muttanachai Suttipu (2022), the extrinsic and intrinsic motivating and rewards in exchange for their efforts. This idea helps to explain how
elements are also performance-measuring indicators. Without rewards, employee extra-role behaviors affect the employer-employee relation­
employee performance levels cannot be sustained or increased. The ship (Xuecheng, 2022). This relationship between an employee and an
factors that affect performance at each level include monetary and non- employer is based on reciprocal behavior and mutual trust of exchange.
monetary rewards; performance outcomes cannot be attained without Employer-employee trust and reciprocity are founded on the exchange
the interchange of monetary values and recognitions (Xuecheng, 2022). of reciprocal benefits (Alkandi et al., 2023).
A well-thought-out combination of internal and extrinsic motives is The employee-employer reciprocal relationship of benefits and costs
required for employee environmental performance, which is the focus of that are provided to employees is also explained by the social exchange
our study. However, not all green activities, and especially voluntary theory. Aboramadan, (2021), using the connection between economics
green behaviors, are rewarded. There aren’t any clearly defined intrinsic and behaviorism to describe the idea of the SET, claimed that a person’s

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actions at work can be reciprocated by benefits and costs. When a cor­ organization’s performance, human capital is the basic and key source
poration shows its appreciation for its employees and provides them and a critical factor. Without this critical driving force, the concept of
with financial benefits, the employees respond by giving the company performance cannot be achieved, and organizational performance and
their best performance (Hoang, 2021). According to social exchange employee management can only be strategized by combining HRM
theory, incentives are crucial from the perspective of employee social practices with organizational strategy. If an organization aims to achieve
exchange because workers constantly assess the costs and benefits of the target of a green environment, then they should strategize their
rewards in relation to the performance they deliver, and as a result, they Green HRM practices and develop an organizational green goal that
reciprocate the job behavior with the type of incentives they receive (Ye would help in strategizing organizational green performance.
et al., 2022). HRM practices include the most important factor of the rewards
The Social Exchange Theory holds that an employer’s perspective on system, which is also characterized by an organization having intrinsic
social exchange is based on the actions of their employees at work. and extrinsic motivations. According to the study (Gill et al., 2023),
Employee conduct at work affects both individual employee perfor­ employee performance is impacted by the type of motivational rewards
mance and corporate performance overall. Al W et al., (2022), according given to them, so intrinsic and extrinsic motivations are also measures of
to Hoang (2021), defined social exchange behavior as an activity or employee performance. The study by (He, 2023) has proposed that
interaction that can be returned by reward or punishment depending on employee performance can also be measured through the employee’s
the results of the conduct. Based on the foregoing description, social financial achievements, which directly indicate the organization’s suc­
exchange is defined as the concrete and intangible reciprocating ex­ cess and achievements. Thus, those organizations that do not have a
changes of incentives or penalties, employee performance, or retention structured, efficient, and effective reward policy will have to bear the
(Shahzad et al., 2023). negative effects of low employee morale, a lack of efficiency, and a lack
The foundation of social exchange theory is incentives and punish­ of effectiveness in performance outcomes, and most probably end up
ments, whether they come from the employee’s perspective for giving with high switching rates (Weiwei, 2023). With an effective and well-
their best performance or moving jobs, or from the employer’s side for organized motivation system of intrinsic and extrinsic rewards, an or­
expressing their gratitude and rewards or demoting them in return for ganization can achieve the expected level of employee performance.
any activity (Weiwei, 2023). Employees will feel driven and eventually With reward motivations, the factor of desired behaviors is another
start using their job habits if managers or employers respond positively element that impacts the employee’s level of performance. Performance
to their performance with rewards or admiration. The performance of measurement, apart from the defined achievement of quantified objec­
employees increases when there is a pleasant social interchange between tives, is also a matter of fact about how employees are achieving the
them and their employers, and the employer will also gain the required defined targets (Widarko, 2022). It is stated that an employee’s high
performance-based results (Ye et al., 2022). According to the social performance is achieved with their capabilities, relevant skills, and
exchange hypothesis, if employees believe that their company is sup­ knowledge that are accompanied by the desired and appropriate be­
porting them and will aid in their professional development, their haviors. The construct of behavior in an organizational performance
commitment to organizational goals will increase and the employee- goal is an important factor (Gim, 2021). An employee’s performance in
employer relationship will become stronger. an organizational context is also measured through specific required
behaviors, task-related behaviors, and voluntary behaviors. Task-related
behaviors are an important measure of employee performance as they
Employee environmental performance define and highlight not only an employee’s performance within a
specific domain of work but also show the capability and capacity of the
Performance is a set of actions structured to evaluate an employee’s employee to perform a task (Kim, 2014). The measure of voluntary
level of competence in completing a designated task successfully, the behaviors to measure employee performance is perceived to be initially
financial successes made by the organization as a result of the em­ present in employee’s workplace behavior. The voluntary behaviors of
ployee’s contributions, and the effective and efficient placement and employees are generally referred to as being present among employees
utilization of organizational resources carried out by the employees to naturally without any enforcement, and with these voluntary behaviors’
meet the specified organizational targets (Alkandi, 2023). Together, employees are expected to always be prepared to act within certain
these indicators influence an employee’s performance within a com­ defined organizational behavior characteristics (Meinhold, 2021).
pany. Employee performance refers to the level of effort made by a Voluntary behaviors are also termed behaviors that organizations want
worker in an organization for the purpose of achieving organizational to instill in all their employees to achieve organizational goals.
goals as a whole or efforts made for a particular task (Lin et al., 2015). Today’s scenario of green organizations requires Green HRM prac­
The characteristic-based measurements of performance are proficiency tices that would develop green behaviors. For the achievement of green
and effort. Additional measures of employee performance may also behaviors and green organizational goals, the development and mea­
include various financial and non-financial measures and data (He, surement of employee environmental performance are important factors
2023). (Niazi et al., 2023). Employee environmental performance is an indi­
Defining the measures of employee performance, a literature review cator of employees’ attitudes and behaviors toward sustaining a green
of previous studies indicates that employee performance is a planned environment (Shair et al., 2021). An employee’s environmental per­
process of developing indicators that can be measured and arranged formance is also defined as the employee’s goal of protecting the envi­
accordingly so that the level of achievement of prescribed goals can be ronment by reducing the use of natural resources, reducing waste
assessed, and such indicators can also be continually used in the future production and emissions, and making increased use of green resources
to measure employee performance (Gill et al., 2023). Hameed et al., (Ying et al., 2020). For a green organizational achievement, employee
(2020) have suggested that employee performance is a measure of value performance cannot be measured without adding the conscious element
creation that can assess the overall impact of performance in any or­ of environmental protection. And so, in today’s green culture, employee
ganization. There are three Es of performance; Economy, Effectiveness, performance is a measure of employee environmental performance.
and Efficiency, and (He, 2020) have postulated their opinion of per­
formance based on these three key concepts. The researcher has further
described Employee Performance in SHRM and stated that for any

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Intrinsic motivations consequently impact the performing behavior. Extrinsic motivation is a

basic need for every employee but sometimes employees do not mone­
Intrinsic motivations in an organization’s culture are also pro­ tary but need monetary motivation and appreciation that only comes
nounced as intrinsic rewards and incentives and moral incentives or along with power gains. With this concept of the type of gains, re­
rewards. These types of motivational rewards include employee career searchers like Alkandi et al., (2023), postulated that extrinsic rewards
development, recognition, gaining high power and responsibility, and may not have a very dominating or influential effect in developing pro-
getting more opportunities to excel and learn. With the rise of positive environmental employee behavior in an organizational setup. In a few
associative inner feelings among the employees; like the sense of studies, it is also postulated that intrinsic motivations are destructive to
achievement or gaining some power due to their good performance in a employees’ intrinsic motivations and gains as they increase the effect of
specific task, the intrinsic motivations start dominating among em­ pro-social behaviors in a team, group of employees, or whole organi­
ployees with the performance of that particular task (Negpal, 2022). zation (Negpal, 2022; Shahzad et al., 2023; Weiwei, 2023).
Intrinsic motivations are intangible as they do not have any physical There are complex understanding of employee needs for extrinsic
presence but the benefits associated with such motivations provide a motivation. The motivation for getting incentives for performance is a
sense of satisfaction and scope of future to the employees as they feel monetary gain that fulfills the desire for achievement and also helps
that their feelings, emotions, and future aims are being respected by employees in fulfilling their personal needs. By gaining incentives em­
their organizations. With the hope of career development and em­ ployees immediately feel enthusiastic to continue showing the best re­
ployees’ professional grooming, intrinsic motivation becomes a key sults in their performance. Financial incentives termed as extrinsic
source of employee motivation to improve and progress (Nakinaalwa, rewards have a very positive impact in supporting and satisfying human
2023). needs, encouraging employees, and enhancing and improving their
Intrinsic motivation dominates in human behavior when an organi­ proficiency level to achieve more monetary rewards in salaries, task-
zational behavior aims to achieve psychological and emotional stability based bonuses, allowances, and rewards based on some innovatively
by fulfilling the basic needs of their subordinates or employees by productive achievements (Cahigas et al., 2023). Extrinsic motivations
showing positive gestures and helping them resolve professional issues sometimes have a long-term effect on employees’ psychological satis­
that save them from any official harm and punishments, also work to faction and their enthusiasm to show the best performance if they get
provide a comforting as well as professionally efficient and effective some financial incentives. As postulated in studies (Aboramadan et al.,
environment to the employees, enhancing their efficiency and motiva­ 2021) the intrinsic motivations in terms of financial gains are some lump
tion to perform the job (Shahzad et al., 2023). With the achievement of sum payments, monthly incentives or installments that employees
intrinsic motivation employees usually consider the organization in receive till the completion of their special task or some specified project,
favor of them and in exchange, they show emotionally favorable re­ compensation rewards that they receive after performing their jobs
sponses to their managers and consequently always work to improve equivalent to their efforts that are expectedly greater revenue rewards
their behaviors that are preferably beneficial for the organization for employees and special task-based, or some project-based quarter or
(Alkandi et al., 2023). yearly bonuses. If these incentive-based motivations are continued for a
Intrinsic motivation in an employee positively influences employee long term then it helps to sustain employee’s performance for a very
behavior, as with their daily practice if they got appreciation, they long time or till the time of project completion. It is also stated by re­
would continue to perform the same behaviors to achieve more appre­ searchers (Chen et al., 2023) that extrinsic incentives in terms of mon­
ciation and rewards. Intrinsic motivation and rewards have a major etary gains provide immediate and rapid satisfaction to the employee
impact on the psychological improvement of employees as they believe that shows a direct and positive impact on their performance.
that with their right behaviors and consistent improvement in perfor­
mance, they will achieve more, and for the same reason the researchers Task-related behaviors
and policymakers’ interest has been seen to increasing with the
continuous emergence of human relation theories (Chen, 2023). Task-related behaviors are defined as behaviors performed and
Intrinsic rewards include rewards like authority for decision-making, measured within the described context of job duties required to be
performance appreciation, professional development, training and performed (Norton et al., 2015). Also referred to as goal-oriented be­
development, and authority of power. Sometimes it could be a letter of haviors that focus on employees working ability toward task completion
appreciation for an employee’s best performance, high rank, and (Ercantan, 2022). Task-related behaviors dictate an individual behavior
designation in their respective departments or projects (Gim et al., efficiency in managing work in a specific given time and maintaining the
2021). With all these motivations there comes a strong commitment and specific and demanded accuracy in work. In the workplace environment,
feeling of responsibility and association of employees with other orga­ these behaviors are observed by work outcomes that enlist the
nizations that ultimately results in positive behavior of employees as completion of prescribed tasks and also that entail the expected job
their cooperative behaviors, promotions, recognition and rewards, outcomes (Gill et al., 2023).
increased ranks and positions, career growth, more opportunities to Organizations measure such type of behaviors in employees through
participate in leading roles for growth and innovation and freedom to scaler values or can measure the objective and subjective outcomes for
use power and authority, to implement decisions and taking actions the specific task performed (Hoang, 2021). According to a few organi­
within the authorized boundary (Hoang, 2021). zations, task-related behaviors can also be evaluated by the performance
rewards given to the employee (Hameed et al., 2020) and eventually,
Extrinsic motivation these rewards improve and affect the employee performance. Employee
doings and work contributions that scale their performing ability are
Extrinsic motivation involves tangible rewards and workplace be­ their job-specific behaviors and are evaluated separately by their other
haviors that go beyond the internal employee psychological satisfaction job-specific roles and responsibilities. An employee’s behavior for an IT
to the employee’s external achievement such as gaining monetary re­ task cannot be evaluated similarly to a field task (Hooi, 2021). However,
wards, and bonuses with promotions (Gim et al., 2021). Extrinsic it could increase the level of organizational overall performance.
motivational factors dominate the intrinsic rewards by developing pro- Task-related green behavior is an environment-in-role behavior that
environmental behavior of employees, and this fact was also tested and includes an employee’s certain environment-based behavioral action
accepted by Hoang (2021). The need for a pay increase, bonuses, getting within the prescribed job role (Bissin-Olson., 2013). Such a type of task-
a promotion for achieving a target, and additional benefits like allow­ related green behavior can be observed in employees’ practice of typing
ances dominatingly affect employee intentions to perform a job and and editing daily reports online or printing them on scrap paper. It is a

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measurable behavioral factor in an organization as it shows an em­ gained more attention (Niazi et al., 2023). The reason is green behavior
ployee’s level of engagement and association and more importantly has always been subjected as an antecedent of a non-work setting
their contribution toward sustaining a green environment (Lin, 2015). environment by environmental examiners and activists (Negpal, 2022).
Within the defined job duties and specific routine tasks employee adopts With the growing demand to save natural resources and reduce wastage
environment-protecting behaviors while performing their daily tasks the business and corporate sectors and manufacturers have advanced
(Sabbir, 2018). their reputation by claiming their green behaviors and for the same
reason they expect their employees to do so. For developing voluntary
green behaviors among employees many factors were considered to be
Voluntary behaviors
effective and influential like employee personality, education and
awareness, ethical values, and norms (Singh, 2020) impact of leaders
Voluntary behaviors within the boundary of an organization are
and leadership styles, organizational environment, nature of the job, and
defined as self-initiatives performed by employees that are based on
resources in use (Ye et al., 2022). It has been concluded in research (Kim,
their personal desire and emotional action that increases the organiza­
2014) that all these factors together impact the voluntary green be­
tion’s performance expectations from employees (Norton et al. 2015).
haviors of employees in the organization.
Voluntary green behaviors are known as extra-role behaviors where
In corporate culture today, every employee entering the organization
employees choose to act environment-friendly in official boundaries
is expected to be environment-friendly or responsible and consequently
(Bissin-Olson et al., 2013). It is also an employee’s self-initiated role
is expected to perform voluntary green behaviors. In this regard to fulfill
aside from task-oriented roles to protect the environment and store the
this expectation of the organization, the employers are intentionally
official resources. Due to an environment-saving aspect, voluntary green
training and implanting employees to show environment responsible
behavior is becoming a dominating factor among employees and
behaviors and voluntary environmental behaviors (Yuriev et al., 2018)
becoming an interesting factor in the workplace (Yuriev, 2018).
as it is the most effective way of keeping the greening concept of the
Voluntary green behaviors at the workplace are referred to as an
company and also becoming a symbol of promoting green corporates. In
employee’s self-consciousness towards the environment and natural
the corporate world, the voluntary green behaviors of employees are
resources and this act of self-consciousness develops an expectation of
also defined as an act or behavior of reducing toxic environmental in­
employers and managers that employees will always portray such be­
tensities and wastages (Yinget al., 2020).
haviors for the sake of organizational sustainability (Lin, 2015).
Voluntary green behavior is also a green work behavior that is a planned
Theoretical framework and hypothesis development
part of green corporates and employees are expected to be conscious of it
and display such behaviors at the organizational level; more habitually

by protecting the natural environment, reducing organizational

wastage, improving the green environment in terms of natural and .
organizational level and putting their bit of efforts in conserving an The research framework is based on the concept that for obtaining
inhabitable environment by reduced consumption of natural resources, green objectives in an organization the employees’ environmental per­
saving energy, reducing manufacturing and production wastage and formance is the most important factor to be resent among the employees.
introducing recycling strategies that would benefit organizational as According to the Social Exchange Theory, an employee’s performance in
well as the society as a whole (Aboramadan et al., 2021). All these an organization is impacted and affected by some psychological factors
conducts are voluntary and are not a part of any job description but that are based reciprocal system of give and take. As characterized by
employees are expected to portray them to show their corporate citi­ SET, an employee’s performance is impacted by the reciprocal of social
zenship behavior so they can ensure the environmental sustainably of and economic exchange values. When it comes to the development of
the organization and also develop a sense of ease that their practices are green organizations by instilling employee environmental characteris­
not harmful to the organizational and they have a structured environ­ tics in performance; it means that employees should develop innate
ment management system (Nakinaalwa, 2023). work behaviors like; task-related green behaviors and voluntary green
For being a self-conscious factor and claiming a self-environment behaviors. These two behaviors have a great impact on employees’
protecting behavior VGB was considered for a long time a non-work environmental performance. However, the presence of these factors in
space factor but based on the organization’s green reputation it has employees also needs motivational reward factors.

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As explained by SET the system of reciprocation, employees’ envi­ so that they can outperform their tasks with perfection and for this, they
ronmental performance needs motivational rewards; extrinsic rewards, need to retain their best performers. (Widarko, 2022) in this regard
and intrinsic rewards that could positively motivate employees and stated that employers need to provide their employees with recognition
reciprocate in them the workplace behaviors that is; task-related and responsibility for tasks so that they feel confident in their capabil­
behavior and voluntary behavior. With the development of these ities and motivated toward their task goals and thus they will show the
required behaviors in employees, employers could further expect best performance outcomes. Intrinsic motivation for employees is a
reciprocated environmental performance outcomes. Here the main moral satisfaction and motivation that provides them psychological and
argument of the research is to understand the type of motivational re­ emotional satisfaction that in exchange for their efforts their organiza­
wards extrinsic or intrinsic that has more impact on the employee tion values them and needs them (Gill et al., 2023). The fact expectation
environmental behavior. Further, this framework aims to identify and of employers from their employees to maintain their environment-
provide a clearer relationship between the types of behaviors that are friendly image by improving environmental performance is a task that
affected by these two types of rewards to reciprocate an improved does not have any claims in the job description or any officially assigned
employee environmental performance. roles it has become a more moral responsibility for the organization and
employees. And so, for maintaining the employees’ motivation for their
Extrinsic motivation and employee environmental performance environmental performance giving them freedom of performance, tak­
Extrinsic motivation interns of monetary rewards have a very im­ ing self-initiatives, and having green recognition is an important reward
mediate and direct on employee satisfaction and it also reciprocates a from the organization (Ercantan, 2023). Understanding the human
reflection of their improved performances (Gim et al., 2021). The workplace needs and gaining motivation to perform SET has emphasized
concept of SET postulates that the monetary needs of employees are and postulated the positive impact of Intrinsic motivation and rewards
constant at every position and in every kind of job and when they have on Employee Environmental Performance. Thus, we can develop the
that psychological satisfaction that their efforts will be paid off then hypothesis;
employees’ performance rapidly improves and their motivation towards
H2. Intrinsic Motivation has a significant impact on Employee Environ­
an improved performance is never set-back (Alkandi et al., 2023).
mental Performance.
Recognition without any monetary incentive does not bring a big change
to employees’ performance. A comparison of intrinsic and extrinsic
Extrinsic Rewards, task-related green Behaviors, and employee
motivation shows that psychologically, employees get job satisfaction
environmental performance
with recognition or appreciation or any kind of other intrinsic reward
Employee behaviors are directly impacted by organizational
but when it comes to performance, employees always desire to have an
behavioral practices which include employee appreciation and reward.
immediate monetary reward for their continuous efforts and hard work
Employees have a great psychological impact when organizations pro­
(Chen et al., 2023) Employees with a perception and hope of getting
vide an immediate monetary response in exchange for their task-based
monetary rewards or compensation for their performances always have
performances (Widarko, 2022). For any organization, employees are
the best outputs and are more active and enthusiastic in their job roles.
the face-off that protects and develops an image of the organization;
The study of Nakinaalwa, (2023) has discussed the relationship between
more specifically employees’ green behaviors in task performance are
performance and extrinsic motivation and stated that in organizational
the most observed practice for the outsiders. Salaries provided to em­
motivation policy, extrinsic motivation has an important role in em­
ployees are an obvious exchange of their occupational services but when
ployees’ performing ability. Employees at every stage and in every sit­
employees are rewarded with performance pay which is termed task-
uation show improved performance, with high authority on the job there
related performance then employees feel emotionally and psycholog­
comes higher responsibilities and so employees in exchange expect high
ically satisfied and in exchange, they show positive task-related be­
rewards that can equalize their efforts and performance (Weiwei, 2023).
haviors (Shehzad et al., 2023). Employees in the organization today, are
But if employees at some stage cannot show their best performances and
expected to show green behaviors in their job roles; that is not a part of
they fail to achieve the target goals the, extrinsic motivation at that stage
the job description but they are forced to show such behaviors. When
helps them to retain their performing ability. In such a case, if organi­
employees perform a specific task and also apply their green behaviors
zations do not show extrinsic support to their employees, then further
then they expect organizations to reward them in exchange for their
performing ability is impacted and employees may feel dissatisfied, and
extra-role of green behavior and Pay for Performance is one of the most
eventually, their performance outcomes become poorer (Ye et al., 2022).
effective extrinsic rewards that influence employees’ task-related green
Maintaining an environmental image is an ethical act but it has nothing
behaviors (Chen et al., 2023). Thus, we can hypothesize;
to do with employees’ job roles or professional duties and to maintain
the employees’ environmental concerns on jobs, employers are required H3. Extrinsic Rewards have a significant impact on Task-related Green
to give them extrinsic motivation so that employees develop a sense of Behaviors.
environmental responsibility and can also dictate this concern and re­
H4. Task-related behaviors Have a significant impact on Employee Envi­
sponsibility in their organizational performances. With this explanation
ronmental Performance.
and literature support for this relationship, we have hypothesized that;
H5. Task-related Behaviors mediate the relationship between Extrinsic
H1. Extrinsic Motivation has a significant impact on Employee Environ­
Rewards and Employee Environmental Performance.
mental Performance.
Extrinsic Rewards, voluntary green Behaviors, and employee environmental
Intrinsic motivation and employee environmental performance
performance
Intrinsic motivation in terms of moral incentives, professional
Employees in general are rewarded for those activities or perfor­
development, career growth, recognition and gaining of power and re­
mances that are officially announced to be performed or are part of their
sponsibility, and having more opportunities for professional learning all
job designation or description. The voluntary green behaviors of em­
together impact employee performance (Ying et al., 2023). Organiza­
ployees are a workplace behavior that is not a part of any job designation
tions always and every time need talented employees within their teams
and description and so there is no formal policy or organizational culture

6
M. Liaquat et al. Research in Globalization 8 (2024) 100180

for rewarding employees with such rewards (Chen et al., 2023). eventually rewarded with some high responsibility and appreciation
Depending upon the type of voluntary green behaviors and their impact (Cahigas et al., 2023). Workplace behavior of employees requires
on employees’ performance organizations do not consider it to be a great intrinsic rewards like more opportunities to show their task-related
work of appreciation; as its green behaviors are only adding a sustain­ skills, career growth, and gaining of power and authority and if the
able environment to the organization but do not have any monetary organization fails to do so, the employees do not feel motivated to show
worth. For organizations voluntary green behaviors are not something such green behaviors in the future. If employees lack the motivation to
that is specified for any performance and there might not be any defined implement task-related green behaviors then their environmental per­
rules by the organization as it is an employee’s willingness to protect the formance will be low; as employees develop negative attitudes toward
environment and so they have adopted voluntary green behaviors. It is a organizational practices their intentions and behaviors will negatively
fact that voluntary green behaviors help the organization maintain its impact their performance outcomes (Chen et al., 2023). Thus, here we
green image in the corporate sector as well and these behaviors can hypothesize that;
create a base for developing organizational green strategies (Shah et al.
H9. Intrinsic motivation has a significant impact on task-related green
2020). To maintain an organization’s green image, the employees go
behaviors.
beyond the job descriptive roles and provide green behavior services to
the organization so in return if the organization does not reward them, H10. task-related green behaviors mediate the relationship between
the employees won’t be able to perform any such green services. Em­ Intrinsic motivation and Employee Environmental Performance.
ployees’ voluntary green behaviors are also termed as their organiza­
tional citizenship behavior and pro-environmental behaviors and both Intrinsic Motivation, voluntary green Behaviors, and employee
these behaviors demand continuous rewards so employees feel moti­ environmental performance
vated (Sabbir, 2021). According to SET, the psychology and emotional Voluntary green behaviors include saving paper, reusing organiza­
employees need motivation to perform any task and voluntary green tional resources, controlling on emission of toxic gases, controlling the
actions require strong behaviors and attitudinal factors that could sus­ wastage of water, reusing papers, and converting paperwork into digital
tain employees’ green behaviors. Today, culture of continuous employee work are some of the practices that count in Voluntary Green Behaviors
environmental performance for the accomplishment of every organiza­ (Bresciani et al., 2023). These are not part of employee job descriptions,
tional objective and goal, the management requires employees to organizational rules, or defined policies but nowadays as organizations
volunteer green behaviors all the time and on point. And for sustaining claim to be environment protective, they expect their employees to show
such type of employee environmental performance extrinsic motivation such behaviors. Every voluntary action requires some motivation and
is a necessary policy to be structured. According to the above discussion, with motivation, the attitudes develop the desired intentions that ulti­
we can hypothesize that; mately transform the attitudes (Hooi et al., 2021; Nakinaalwa, 2023).
Employees when showing voluntary green behaviors, indicate their
H6. Extrinsic rewards have a direct impact on Voluntary Green Behaviors.
loyalty and organizational citizenship and it is all based on their ex­
H7. Voluntary Green Behaviors have a direct impact on Employee Envi­ pectations of getting rewarded. Voluntary Green Behavior is a self-
ronmental Performance. initiated action that is based on moral values and also requires moral
incentives. Although organizations do not have any such reward policy
H8. Voluntary Green Behaviors mediate the relationship between Extrinsic
when employees are rewarded for such environmentally protective
Motivation and Employee Environmental Performance.
behavior the management rewards them to develop their social value
(Chen et al., 2023). The motivation in terms of appreciation, giving some
Intrinsic Rewards, task-related green Behaviors, and employee
green responsibilities, and using their capabilities in such kinds of
environmental performance
further projects help them further develop and polish their Voluntary
Organizational success is claimed by the talented employees they
Green Behaviors. It has been claimed in previous research also that,
have and their performance outcomes. Employees’ behaviors for the
intrinsic motivation empowers employees with potential and enthu­
success of an organization are a powerful tool for success. However,
siasm that improves their performance (Alkandi et al., 2023). Voluntary
managing such powerful resources requires continuous motivation.
green behaviors are for the benefit of the organization and intrinsic
Employees became enthusiastic with a few words of encouragement,
motivation given to employees against such behaviors influences their
and appreciation and with positive gestures from their employers
environmental performances. From the above discussion, we have hy­
(Shahzad et al., 2023). A positive gesture requires to be a strategized
pothesized that;
practice of intrinsic motivation. Employees are usually needy and
greedy for all kinds of achievements and motivations provided by their H11. Intrinsic Motivation has a significant impact on Voluntary Green
organization. Their behaviors and attitudes require logic to perform Behaviors.
certain jobs as well and they need rewards and appreciation. Organi­
H12. Voluntary Green Behaviors mediate the relationship between Intrinsic
zations’ “go green” motives have required and instilled a lot of pressure
Motivation and Employee Environmental Performance.
on employees to show green behaviors in all specific and general tasks
performed (Weiwei, 2023). According to SET, when employees perform This study has brought to light a different viewpoint that will
a special project-based task and also show his/her consciousness to­ demonstrate the employees’ demand for either intrinsic or extrinsic
wards green behaviors then they expect that their organizations should motivation. In order to know and comprehend the rewarding culture
appreciate and regard their such task-related special green behaviors and employee preference for forms of incentives, the two motivational
(Gim et al., 2021). Extrinsic motivations for task-related green behaviors variables of the Social Exchange Theory will be studied separately.
provide employees with immediate satisfaction but employees also need Additionally, this study will shed light on how intrinsic and extrinsic
appreciation and recognition based on their capabilities and skills that rewards differ in their effects on task-related and voluntary green be­
they have used to complete the task. Intrinsic motivation provides em­ haviors and performance. This study will present new findings and ap­
ployees the satisfaction that they are being valued by the organization proaches that the banking industry could use to meet the needs of
and in exchange for each task-based green behavior they would be employee motivation and promote the required behaviors and

7
M. Liaquat et al. Research in Globalization 8 (2024) 100180

performance levels. (continued )

Variable Items No. of Author
Methods Items

according to their roles and

Respondents and sample consistent with their level of
performance.
8. The company provides
The banking sector employees in Pakistan were selected to collect
overtime payment to staff for
responses. For sampling, a random sampling technique was used and a working after hours.
sample of 360 bank employees was collected. For this study, the ques­ 9. The company provides
tionnaire survey technique was used in which online and self- sufficient transportation
administered responses were collected. allowance for those who live
far areas away.
10. The company provides
Data collection tools and techniques additional financial
incentives to employees
The Data was collected through a questionnaire technique. It is a when they work
professionally
well-recognized and valid data collection technique. It is reliable in
Intrinsic 1. Will-power provides inner 10 Shahzad
conducting surveys of social sciences studies for collecting information, Motivation happiness. et al., 2023
knowledge, and perceptions of humans for the set attitudes and be­ 2. A sense of honor leads to
haviors (Bulmer, 2004). psychological ownership.
The questionnaire was structured in two parts; (1) part we collected 3. Freedom of the employees
protects rights.
the demographic information through control variables that are; age, 4. Self-interest encourages the
gender, education, income level, and level of experience. In the (2) part workforce.
we collected the inferential statistics in which questions related to the 5. Appreciation motivates
Dependent variable: Employee Environmental Performance, Indepen­ librarians to participate in
professional learning
dent variables: Extrinsic Rewards and Intrinsic Rewards, and Mediating
activities.
Variables: Task-related Green Behaviors, Voluntary Green Behaviors 6. Intrinsic Motivational factors
were surveyed. For measuring inferential statistics 5-point Likert scale move towards satisfactory
was used. The items for each variable in the questionnaire were adopted job output.
from studies as mentioned below: 7. Intrinsic Motivational
drivers lead towards efficient
Variable Items No. of Author
work outcomes.
Items
8. Intrinsic Motivational
Employee 1. The level of employee output 4 (Hussein, elements stimulate workers
Environmental or productivity in your 2021) to adopt an innovative work
Performance company is generally high. style.
2. Your company’s internal work 9. Intrinsic Motivation
processes and performance facilitates the
are effective and productive. implementation of emerging
3. I have a desire to work more technologies
efficiently when I am 10. Intrinsic Motivation is
financially motivated. valuable in increasing the
4. I have a drive to achieve more practical skills of the
when I am motivated morally employees.
Extrinsic 1. Financial incentives are 10 (Obeidat, Task-related Green 1. Today, I adequately 3 Bissing-
Motivation important to me and to my 2015) Behaviors completed assigned duties in Olson et al.
desire to excel at my job. environmentally friendly (2013)
2. Moral incentives (non- ways
financial) are important to 2. Today, I fulfilled
me and my desire to excel at responsibilities specified in
my job. my job description in
3. Deserved promotions are environmentally friendly
provided consistently in the ways
company I work for. 3. Today, I performed tasks that
4. Opinions and aspirations are are expected of me in
respected in the company I environmentally friendly
work for. ways
5. The company I work for Voluntary Green 1. Today, I took a chance to get 3 Bissing-
provides sufficient monetary Behaviors actively involved in Olson et al.
incentives to meet the environmental protection at (2013)
requirements of life. work
6. The company I work for 2. Today, I took the initiative to
provides incentives for act in environmentally
employees that are based on friendly ways at work
performance. 3. Today, I did more for the
7. The company provides environment at work than I
bonuses for workers was expected to
(continued on next column)

8
M. Liaquat et al. Research in Globalization 8 (2024) 100180

After data screening and cleaning, the study proceeded to analysis to Hypothesis testing
obtain the results by using the proposed statistical measures.
Direct effect Total effect Indirect effect

Results and analysis Coefficient T valuep- CoefficientT value p- HypothesisCoefficientT

value value value p-value
IM-EEP0.454 8.909 0.5646.608 0.0000.424 IM-TGB-EEP 0.1303.610
For data analysis, variance-based SEM-PLS was used. There are many
0.000 IM-TGB 0.424 6.633 0.0000.3621.305 0.042IM-VGB-EEP − 0.020
reasons for using SEM-PLS for data analysis, especially in fields of HR, 6.6330.000IM- 0.000 0.950 0.170
accounting and marketing, and many other related fields (Mughal, VGB0.362
2022). This technique of data analysis is suitable for this study due to its 1.3050.096
acceptability of small sample sizes and higher statistical powers. The EM-EEP0.164 0.3202.896 EM-TGB-EEP 0.1482.051
0.9040.038EM- 0.0020.4844.342 0.020EM-VGB-EEP
SEM-PLS model is used for this study as it allows the analysis of complex
TGB0.484 0.000− 0.1550.525 0.0080.213 0.416
models having multiple directions and constructs, indicators, and re­ 4.3420.000EM- 0.300
lationships. With using this technique, the variance of the latent variable VGB-0.155
can be explained at a maximum level that would help in improving the 0.5250.300
TGB-EEP0.306 0.3061.841 0.033
predictive constructs and theory development. For conducting medi­
1.8410.033
ating analysis, PLS-SEM, is one of the superior measurement techniques VGB-EEP-0.055 − 0.055 0.521 0.301
(79). It is a good measuring choice for models having high-order con­ 0.5210.301
structs. Further it is an efficient technique for exploratory and
prediction-oriented research. This study aims to investigate the rela­
tionship between Motivations (Extrinsic-Intrinsic), Green Behaviors
From the results obtained above, the t-value and p-value predicted
(Task-related and Voluntary) and Employee Environmental Perfor­ confirm the final relationships developed. It is assumed that the rela­
mance. This study includes a two-stage model; (1) measurement model
tionship between variables is positive and significant if the t-value is
and (2) structural model and PLS-SEM allows such procedures and above 1.96 and the p-value is below 0.05 (Hair, 2017).
provides better analysis results (Mughal, 2022).
For direct effect for hypothesized relationships obtained, the H1: IM
has a significant impact on EEP is been supported by this study. The H2:
Results
IM has a significant impact on TGB and is also supported by significant t-
values and p-values. Thus, the mediating relationship developed by TGB
The collinearity statistics show all the values of constructs are below
on IM and EEP also shows significant results and thus H3 is also sup­
10 so it is a good fit for analysis (Mughal, 2022). ported by this study. The H4: IM has a significant impact on VGB has
Variable VIF
been rejected as the values of significance have not been achieved by
Employee Environmental Performance 2.279 this relationship and the hypothesis H5 developed with the mediating
Intrinsic Motivation 2.392 effect of VGB on IM and EEP is also rejected due to insignificant values of
Extrinsic Motivation 2.743
Task-related Green Behavior 2.392
t statistics and p-value obtained. The H6: EM has a significant impact on
Voluntary Green Behavior 1.462 EEP is supported by this study with significant t-values and p-values. The
H7 and the mediating hypothesis H8 developed are both supported by
this study. The impact of EM on TGB in H9 is not supported by this study
and H10 is also rejected with insignificant t and p values. The direct
relationship between TGB-EEP hypothesized in H11 is accepted with
Measurement model evaluation significant values but the impact of VGB on EEP developed in H12 is not
supported by this study as it shows insignificant t and p-values. 5 hy­
The measurement model includes the measures of composite reli­ potheses have been rejected in this study and 7 hypotheses developed
ability with acceptable values above 0.60, the Average Variance are accepted. Among all the variables and proposed hypothesis VGB is
Extracted is greater than 0.50 and between the ideally supposed values the variable with insignificant results.
of 0.70 to 0.80, the values of Cronbach’s alpha are above 0.60 (Hair,
2017). The statistical measures of Bartlett’s test of sphericity and KMO is
significant for further analysis. .

Construct Items Com. λ %Var AVEs √AVEs CR α

EEP EEP1 0.644 0.732 8.205 0.707 0.716 0.912 0.783
IM IM1 0.692 0.658 9.001 0.812 0.805 0.892 0.712
EM EM1 0.812 0.790 9.212 0.865 0.829 0.902 0.798
TGB TGB1 0.787 0.781 8.498 0.666 0.904 0.941 0.821
VGB VGB1 0.604 0.724 6.231 0.724 0.812 0.790 0.850
KMO 0.877
Bartlett Test 0.000

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M. Liaquat et al. Research in Globalization 8 (2024) 100180

Discussion for a job (Chen et al., 2023; Nakinaalwa, 2023). And when employees
are given motivational intrinsic factors, the employees feel more dedi­
The present study has an investigation into the relationship model of cated to their jobs and organizations and their performance measure
motivational factors and the impact of behaviors on employee envi­ continuously increases.
ronmental performance. From the results obtained the H1 that states a H4 of the study is not supported. The claims of the hypothesis that IM
significant impact of IM on EEP has been supported. This result has also has a significant impact on Voluntary Green Behaviors. From previous
found significance in previous studies, and it has been observed that literature, it has been observed that voluntary behaviors are employees’
intrinsic motivation has an evident impact on performance levels. The self-initiatives and for such behaviors, there are no motivations and
motivation of getting power, recognition, and social appreciation from appreciations given to employees (Niazi et al., 2023). Organizations
the managers, peers, and other staff members helps the employees require their employees to be environmentally responsible but they do
achieve the target with more enthusiasm and perfection (Chen et al., not take any encouraging steps that could otherwise make employees
2023). In the banking sector, employees’ need for power and recognition worthy of such behaviors. Further, the H5 is also rejected which states
is the most dominating factor as they are career-oriented employees, and that Voluntary Green Behaviors have a significant impact on the rela­
for them, every little reward counts as an improvement measure of tionship of IM and EEP. Intrinsic motivations in organizations are
performance. designed for performance base measures but no voluntary actions have
The H2 states the significant impact of IM on TGB and is supported ever been rewarded as they were not required by the organization; so,
by this study. Employee behaviors toward achieving organizational the rejection of the hypothesis proves that employee’s environmental
targets are the most important and influential factor. Employees’ pro­ performance does not require their extra voluntary green services for the
fessional and focused behaviors are the base for their performances. organizations for being rewarded (Sabbir, 2021).
When intrinsic rewards are given to employees for each specific task, H6 states that EM has a significant impact on EEP and this hypothesis
they perform they feel more committed to their jobs. In organizations is supported by this study. Employees and every individual have
more specifically in banks, task-based behaviors are appreciated and financial needs. Organizations have several policies that help in
incentivized but for green behaviors, there are no well-defined moti­ engaging and developing the commitment of employees to their jobs. In
vational achievements recorded in practice (Nakinaalwa, 2023). The banks, extrinsic motivations help the employees perform well and aim
hypothesis results dictate the need for the formation of logical motiva­ for big targets that will eventually bring big extrinsic incentives (Chen
tional rewards for employees who are continuously showing their green et al., 2023). Monetary incentives help employees get immediate psy­
concerns and green behaviors. chological satisfaction that is transformed into remarkable performance
The H3 states that task-related green behaviors have a significant outcomes.
mediating impact on IM and EEP. This is true and has been proved in H7 states that EM impacts TGB. This hypothesis has been supported
previous studies. It has been argued that performance is all dependent by the results of this study. According to previous literature, pay for
upon the factor that employees have professional behaviors towards Performance is an influential factor adopted by organizations that helps
their jobs. Behavior develops a focus and professional build-up required employees continuously improve their performances. Employees while

10
M. Liaquat et al. Research in Globalization 8 (2024) 100180

performing any task a psychological satisfaction that the organization is researchers with a direction to work on with different directions and
paying against this task. in task-related green behaviors, employees’ dimensions. The relationships developed in this study require further
enthusiasm is very clear and dominating due to the surety of getting pay deeper study so that a clearer understanding of new structures can be
rewards, and bonuses for each task they perform (Alkandi et al., 2023). obtained.
With extrinsic motivation employees’ range of green behaviors has been
dominatingly seen increasing for every specific task they perform. H9 Practical implications
states the mediating impact of TGB on EM and EEP and this hypothesis is
eventually supported by our study. When employees have know-how In the banking sector, this study will open new dimensions of thought
about their task-based extrinsic rewards their motivation level to their processes. This study will help the banking sector and employers to
job roles increases. The employee’s environmental performance is study the performance measures and formulate their policies accord­
significantly impacted by the extrinsic incentives given to employees by ingly. In banks, employees are rewarded but the green behavior-based
showing their green behaviors throughout the task (Chen et al., 2023). reward still needs more attention from policymakers. For task-related
H10 states that EM has a significant impact on VGB and this hy­ and voluntary green behaviors, banks as well as other corporate estab­
pothesis is not supported by this study. The reason has been stated in lishments also develop their rewarding policies so that they can ensure
previous studies that is; there are no rewards for green behaviors in an effective and active practice of green initiatives. With this study, the
general and more specifically for voluntary behaviors. The reason is employers would be able to identify and compare the rewarding stra­
these behaviors may be in favor of employee self-environmental con­ tegies in their organization. This study will help in redesigning the
cerns. But this behavior doesn’t count in any category of performance motivational policies of employees for developing green behaviors. The
(Chen et al., 2023). utilization of green behaviors should also be active and effectively
H11 states that TGB has a significant impact on EEP and this hy­ implemented in organizations by their managers, as with the practice of
pothesis is supported by results. This shows that task-related employee employees’ task-based and voluntary green behaviors employers may
behaviors are very influential for employees in sustaining their envi­ find new ideas for maintaining a green image.
ronmental performance. With task-related green behaviors employee
becomes habitual in maintaining a green working environment that Limitations and future directions
eventually will be reflected in his/her environmental performance
(Bresciani et al., 2023). And, for environmental performance activity, It is a cross-sectional study and data was collected in a single-time
the employee will be prepared and will have every possible reason and survey. For this study, the researchers have only selected the em­
behavior for the action performed. ployees. The sample size of this study was small which affects the
The H12 has been rejected by the study. This hypothesis states that generalizability of the results. The mediator Voluntary Green Behaviors
employee environmental performance is impacted by voluntary green was found with no effect on any variable with no mediating effect. In
behaviors. Voluntary green behaviors as stated in previous literature is this study, SET was the only theoretical base. There was only a simple
an individual self-initiative of performing an environmentally respon­ mediation analysis was done to study the effects of all the variables.
sible act. As there are no rewards for such a performance, the employee Further researchers should use the same model in longitudinal
can be transformed into a pro-environmentalist but this factor does not studies, with a large sample size so that more clear understanding of this
impact the employee performance measure (hen et al., 2023). model could be achieved. This model can also be studied in specific
regions and the comparison of rewards can be studied. Further studies
Conclusion should also use other theoretical basis with SET, such as need-based
theories and behavioral theory models can also be used. The Volun­
This study has developed a model that has explored the financial and tary Green Behavior has been rejected in this model, so further models
non-financial measures with green behavior factors to know the impact should study this variable in different model settings so that new di­
on employee environmental performance in banks. From the results and mensions for improving employee voluntary green behaviors can be
discussions, in banks, the intrinsic and extrinsic motivational factors are obtained. Apart from VGB, within the same model Innovative green
the psychological needs and also a measure of employee satisfaction that work behaviors, and digital green behaviors can also be used to check
their organization will reward their efforts. The green behavior element the impact on performance measures.
studies by task-related and voluntary green behaviors have their sig­
nificance in maintaining a constant green environment in the organi­ CRediT authorship contribution statement
zation. However, the Voluntary Green Behavior is a factor that does not
get any motivational support from the organization. It shows the Malka Liaquat: Conceptualization, Data curation, Methodology,
banking system is comprised of rewards for green behaviors that em­ Software, Supervision, Writing – original draft. Ghina Ahmed: Formal
ployees only practice while performing the assigned jobs and only these analysis, Investigation, Project administration, Writing – review &
task-related green behaviors influence the employee environmental editing. Hina Ismail: Formal analysis, Investigation, Project adminis­
performance. Voluntary green behaviors may help the bank in main­ tration, Writing – review & editing. Qurat Ul Ain: Resources, Writing –
taining an employee’s self-green image but it cannot contribute towards review & editing. Saadia Irshad: Validation, Visualization, Writing –
an employee’s environmental performance. review & editing. Syeda Sadaf Izhar: . Muhammad Tariq Mughal: .

Theoretical implications Declaration of competing interest

This study has used the organization based common and traditional The authors declare that they have no known competing financial
variables. The reward system is an old and effective system that is interests or personal relationships that could have appeared to influence
continuously improving with the pace of time. From a research the work reported in this paper.
perspective, some new additions and contributions are unique and must
for every researcher to know. The green behaviors are commonly known References
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