THE ADKAR MODEL AND DIGITALIZATION IN PAKISTAN'S MANUFACTURING SECTOR: A CASE STUDY OF LUCKY CEMENT

Abstract

This study investigates the impact of Green Human Resource Management (GHRM) practices on organizational sustainability in Pakistani manufacturing firms, focusing on the mediating roles of employee engagement and motivation. Drawing on the Resource-Based View (RBV) and Social Exchange Theory (SET), a quantitative PLS-SEM analysis was conducted using survey data from 250 managerial respondents in Sindh Province's textile sector. Results reveal a stark divide in GHRM efficacy: green recruitment (β=0.472, T=10.241) and green training (β=0.272, T=3.794) significantly enhance employee motivation and engagement, indirectly driving sustainability (R²=0.568). Conversely, green performance appraisal (mean=2.90) and green reward systems (mean=4.20) show non-significant paths, indicating implementation failures and decoupled rewards. Mediation analysis confirms strong indirect effects via front-end practices, explaining 56.8% variance in sustainability outcomes. The study addresses literature gaps by empirically validating psychological mechanisms over direct effects, highlighting "fluffy rewards" and appraisal deficiencies in developing contexts. Theoretical implications refine RBV and SET for GHRM bundles; practical recommendations urge prioritizing recruitment/training investments and overhauling back-end systems. Limitations include cross-sectional design and conceptual mismatches with proposed green innovation mediation. Future research should adopt longitudinal, multi-source approaches to test innovation pathways.