Introduction
A critical challenge facing healthcare managers globally is enhancing the environmental performance of hospitals. As large-scale operations, medical centers are significant consumers of energy and water, while also generating hazardous waste and wastewater. Without rigorous management, these institutions risk becoming substantial sources of environmental harm, offsetting the valuable services they provide to society. Consequently, hospital administrators must implement strategic policies and programs to mitigate ecological damage and improve organizational environmental performance. This performance encompasses various dimensions, including the integration of recyclable materials, reduction of pollution and waste emissions, improvement of energy efficiency, and minimization of hazardous substances. Crucially, employee behavior plays a pivotal role in driving these improvements. Hospital staff can significantly enhance environmental outcomes by adopting pro-environmental behaviors, such as proper waste management, optimal resource consumption (water and energy), adherence to environmental guidelines, participation in pollution reduction initiatives, and fostering environmental awareness among both colleagues and patients. These actions not only contribute to sustainable environmental goals but also reduce operational costs and bolster the hospital’s reputation within the community. Therefore, identifying the drivers that strengthen employees’ environmental performance is essential. Against this backdrop, this study examines the impact of Strategic Human Resource Management (SHRM) on environmental performance in private hospitals in Mashhad, with a specific focus on the mediating roles of green innovation, self-efficacy, and person-organization fit.
 
Methodology
This study adopts an applied purpose and employs a descriptive-survey design for data collection. The statistical population comprised all experts working in private hospitals in Mashhad. The sample size was determined using Klein’s rule of thumb, resulting in a final sample of 220 participants. A non-probability sampling method was utilized, and data were collected through both library research and field surveys using standardized questionnaires. To measure the study variables, the following instruments were employed: Strategic Human Resource Management (SHRM) was assessed using the 25-item questionnaire developed by Ali, Li, and Wei (2018); self-efficacy was measured using the 6-item scale by Alisic and Wiese (2020); green innovation was evaluated using the 6-item instrument by Peng et al. (2024); person-organization fit was measured using the 3-item scale by Cable and DeRue (2002); and environmental performance was assessed using the 4-item questionnaire by Judge and Douglas (1998). Hypotheses were examined using Structural Equation Modeling (SEM) via SmartPLS 3 software. SmartPLS was selected due to the non-normal distribution of the data. Normality was initially assessed using the Kolmogorov-Smirnov test; since the significance level for all variables was less than 0.05, the assumption of normality was rejected, thereby justifying the use of Partial Least Squares (PLS-SEM). The reliability of the measurement model was confirmed using Cronbach’s alpha and composite reliability coefficients, both of which yielded acceptable results. Furthermore, validity was assessed from an expert perspective, with convergent validity evaluated through Average Variance Extracted (AVE) and discriminant validity assessed using the Heterotrait-Monotrait (HTMT) ratio index.
 
Findings
Following the confirmation of reliability and validity, structural equation modeling (SEM) analysis revealed several significant relationships. First, Strategic Human Resource Management (SHRM) was found to have a significant positive impact on both green innovation and self-efficacy. Additionally, self-efficacy significantly influenced green innovation, which in turn had a significant positive effect on environmental performance. The analysis further indicated that self-efficacy plays a significant mediating role in the relationship between SHRM and green innovation. Finally, the findings demonstrated that person-organization fit acts as a significant moderator in the relationship between green innovation and environmental performance within private hospitals in Mashhad.
 
Discussion and Conclusion
The findings of this study demonstrate that Strategic Human Resource Management (SHRM) practices significantly influence green innovation. Consequently, it is recommended that managers in private hospitals develop HR practices that explicitly integrate environmental values and ethics. Aligning HR management with pro-environmental policies not only strengthens employees’ pro-environmental behaviors and Green Organizational Citizenship Behavior (GOCB) but also fosters a supportive organizational culture and commitment. This alignment ultimately drives superior environmental performance and facilitates the achievement of green organizational innovation. Furthermore, the results indicate that employees operating under strategic HR frameworks tend to be self-motivated, viewing challenging tasks as opportunities to exercise judgment and demonstrate their capabilities. This sense of self-efficacy—the belief in one’s ability to successfully complete tasks and achieve goals—is a critical driver of motivation, performance, and job satisfaction. Employees with high self-efficacy are better equipped to cope with difficulties and are more likely to dedicate time and energy to innovative endeavors, including green initiatives. By enhancing intrinsic motivation, self-efficacy leads to greater effort and persistence in the face of challenges. Therefore, SHRM practices that prioritize employee development and skill enhancement can cultivate self-efficacy, thereby encouraging participation in green innovation and contributing to the organization’s overall environmental performance. Finally, this study highlights the critical moderating role of person-organization fit in the relationship between green innovation and environmental performance. Managers should focus on aligning organizational values with the personal environmental values of their employees, thereby creating a workspace conducive to the exchange of eco-friendly ideas. These recommendations, derived from the present study, provide a strategic roadmap for managers of private hospitals in Mashhad. By effectively integrating HR practices with green innovation initiatives, these institutions can enhance employees' environmental performance, which in turn boosts overall organizational performance.