Impact of GHRM practices on environmental performance in the hospitality industry

The hotel industry is growing rapidly in developing countries due to an increase in the tourism industry; however, on the other hand, the hotel industry is one of the sectors largely increasing the burden on the environment. Therefore, due to the massive number of environmental issues that hotel industry has encountered, there is an increasing force to pay a correct reaction to environmental issues and executing sustainable business practices such as the adoption of green human resource management (HRM) practices provide a win–win situation for the organization and its stakeholders. It, therefore, signals the need to examine how green HRM practices will enhance the environmental performance in the hotel industry. Grounded by resource-based view theory, this study utilized a research model examining the relationship between green HRM practices (green recruitment and selection, green training and development, green performance appraisal, and green compensation) and environmental performance in Malaysia’s hotel industry. Questionnaires were distributed to human resource (HR) managers/ executives in 3-, 4- and 5-star hotels in Malaysia. A total of 206 hotels participated in the study. The data collected were analysed using partial least squares structural equation modelling. Based on the analysis, the study revealed that green recruitment and selection, green training and development, and green compensation have a meaningful relationship with environmental performance, while green performance appraisal did not have a significant relationship with environmental performance. Our results extend previous research by not only highlighting the importance of green HRM practices in driving environmental performance but also indicating how each dimension of green HRM practices either enhances or inhibits environmental performance. This is the first empirical research that investigates the relationship between green HRM and environmental performance in the hotel industry literature.

The objective of this study is to evaluate how the implementation of green human resource management (HRM) practices affects environmental performance and explore the role of sustainability-focused employee behavior in mediating the connection between green HRM practices and environmental performance in Bangladesh. To achieve this, a conceptual model was formulated based on the theoretical foundations of the Ability, Motivation, and Opportunity theory and the Research-Based View theory. The model was examined using the partial least squares structural equation modeling (PLS-SEM) approach with SmartPLS v4.0. Primary data was gathered from 310 employees across various organizations in Bangladesh. The findings demonstrate that both green recruitment and selection processes, along with the green compensation and reward system, have a positive influence on environmental performance. Furthermore, sustainability-oriented employee behavior was identified as a partial mediator in this relationship. However, this study reveals that there is no direct or indirect correlation between green training and development programs, as well as the green performance appraisal system, and environmental performance. Based on these results, it is recommended that green training and development initiatives, as well as performance appraisal systems, be strengthened in Bangladesh to foster greater employee involvement in environmentally friendly practices. This study contributes practical insights to improve HR policies, which can subsequently lead to enhanced environmental performance. Keywords: Green HRM practices, Sustainability, Employee, Behavior, Environment, and Performance.

PurposeAchieving sustainability goals for manufacturing firms depends on green human resource management practices and green intellectual capital. This study explores how sustainable approaches, such as green human resource management practices, green intellectual capital, sustainable leadership and green innovation, enhance sustainable performance. Therefore, this study aims to determine whether green intellectual capital and innovation mediate between green human resources management practices and sustainable performance in Pakistan’s manufacturing industry.Design/methodology/approachThe data were collected from 458 executives representing 155 (SMEs) in the manufacturing sector in Pakistan using a self-administered questionnaire. Partial least squares structural equation modeling was employed for the data analysis.FindingsThe results indicated that green human resource management practices positively impact green intellectual capital, green innovation and sustainable performance. Additionally, green intellectual capital significantly affects both green innovation and sustainable performance. Furthermore, green intellectual capital and innovation mediate the relationship between green human resource management practices and sustainable performance. Results also reveal that sustainable leadership significantly moderates the relationships between green human resource management practices, green intellectual capital and green innovation.Practical implicationsThe results of this study assist practitioners in appreciating and assessing the significance of green intellectual capital and green human resource management techniques. It also emphasizes the importance of green innovation and sustainable leadership in fostering sustainable performance.Originality/valueThis study guides managers and policymakers on how green human resource management practices, intellectual capital, innovation and sustainable leadership enable firms to achieve sustainable performance goals.

Literature indicates that environmental performance has received special attention due to the increasing awareness of business managers on its positive impacts on the economy, society and environment. However, few studies have been conducted to examine the drivers of green innovation i.e. green human resource management, environmental strategy, environmental legitimacy towards environmental performance in the context of hospitality industry especially in developing countries. This study aims to examine the relationship between green human resource management, environmental strategy, environmental legitimacy, green innovation, and environmental performance in the hospitality industry both in direct and mediation relationships. Data were collected from hotel and restaurant managers in Bali, Indonesia. Smart-PLS was used to examine the validity and reliability of the proposed structural equation modeling. The findings of the present study revealed that green human resource management significantly influences environmental strategy, legitimacy, green innovation and environmental performance. Furthermore, environmental strategy, legitimacy, and green innovation mediate the relationship between GHRM and environmental performance. This study contributes to theoretical and practical implications and provides valuable suggestions, especially for managers in the hospitality industry for environmental conservation.

This study aims to determine the role of Green Human Resource Management (GHRM) practices (green recruitment, green training, green motivation, and green performance appraisal) in environmental protection against pollution, focusing on a sample of economic institutions located in the municipal of Setif. To achieve the objectives of the study, a structured questionnaire was developed to collect data on the subject. The questionnaires were distributed to a sample consisting of 80 enterprises operating in the municipal of Setif. The collected data were analyzed using the SPSS statistical software. The results shows that green HRM practices play a statistically significant role in protecting the environment from pollution at a 5% significance level, with a correlation coefficient of 72.8%. Furthermore, the study found that green recruitment, green training, green motivation, and green performance appraisal all have a positive impact on Protecting the environment from pollution. The study emphasizes the need to generalize training programs related to environmental protection across all administrative levels and recommends the establishment of a system to monitor the development of employees’ environmental performance after participating in such programs.

PurposeThis study explores green human resource management in Pakistan's automobile industry.Design/methodology/approachThe nature of the study is quantitative, with cross-sectional data collected through a survey questionnaire. A convenience sampling strategy is employed to trace employees working in the automobile industry. In total, 400 surveys are distributed, with 190 responses received. The response rate is recorded as 47%.FindingsBy employing structural equation modeling (SEM), the study finds positive and significant effects of green employee involvement (GEI), green compensation and reward (GCR), green performance management (GPM), green training and development (GTD), and green recruitment and selection (GRS) on task-related green behaviors (TRGB), voluntary green behaviors (VGB), and green innovation (GI).Practical implicationsThe study's findings add greater depth to the knowledge about green human resource management (HRM) practices, with a focus on the developing country context. The proposed framework will provide guidelines to policymakers with recommendations on how to influence and implement task-related green behaviors, voluntary green behaviors, and green innovation within green HRM practices.Originality/valueThe conclusions of the study offer empirical confirmation of green HRM practices, task-related green behaviors, voluntary green behaviors, and green innovation in a developing country setting.

Purpose This paper aimed to examine the status of implementation of green human resource management (GHRM) practices in Indian automobile Industry. Specifically, the level of implementation of five GHRM practices: green recruitment and selection, green training and development, green performance management, green compensation and rewards and green employee involvement was assessed. In addition, an attempt was made to understand how various GHRM practices influence the task-related and voluntary green performance behaviors of employees. Design/methodology/approach Data were collected from employees working in automobile industries in India. In all, 91 employees working at various hierarchical levels in the organizations responded to the survey. SPSS 24 was used for the purpose of data analysis. Findings The results indicate very low level of implementation of various GHRM practices in the sampled automobile organizations. Among the five GHRM practices, the average score for only green training and development and green employee involvement could reach 3. The lowest scores were found for green performance management and green compensation and rewards. Further, all five GHRM practices were found to significantly predict the task-related and voluntary employee green behaviors. Practical implications The findings by providing empirical evidence on the positive association of GHRM practices with employee green behaviors carry significant implications for practicing managers in automobile industry in terms of providing incentives for integrating HRM practices with the environment management systems in the organization. Originality/value This paper is one of the pioneer attempts to assess and report the extent of implementation of GHRM practices in Indian automobile industry. This paper also contributes to the limited theoretical literature available on GHRM by empirically investigating its linkage with green performance behaviors of employees.

This study investigates the impact of green human resource management (HRM) practices on sustainable business performance in manufacturing SMEs in industrial cities in Pakistan. Employing a positive approach and quantitative research design, the study focuses on primary HRM practices such as green recruitment selection and green training and development, investigating their impact on green innovation and, subsequently, on sustainable business performance. Researchers surveyed a sample of 350 managers and identified significant relationships through data analysis using SmartPLS software and structural equation modeling (SEM). The results indicate that both Green Recruitment & Selection and Green Training and Development positively influence Green Innovation, with subsequent positive impacts on sustainable business performance. The mediation analysis confirmed the crucial role of Green Innovation in linking Green HRM practices with sustainable outcomes. This study contributes valuable insights to the existing literature by offering a comprehensive understanding of the intricate relationships between these variables. The findings provide practical implications for HR professionals and organizational leaders, emphasizing the strategic importance of integrating environmentally friendly HRM practices to foster innovation and enhance overall business sustainability in the context of Manufacturing SMEs.

This study explores the impact of Green Human Resource Management (GHRM) practices on organizational sustainable performance (OSP), emphasizing the mediating role of green innovation (GI) and employee green performance (EGP). Rooted in the Ability-Motivation-Opportunity (AMO) theory and Social Identity Theory, the research investigates how key GHRM components green recruitment and selection (GRS), green training (GT), and green pay and reward (GPR) influence sustainability outcomes within Nepalese organizations. Drawing data from 200 respondents across diverse industries in Chitwan, Nepal, the study employed a positivist, deductive research approach with a cross-sectional survey design. Data analysis is using SPSS revealed strong positive correlations between GHRM practices and OSP, with EGP emerging as the most significant predictor. Regression analysis confirmed that GPR and GI significantly contribute to OSP, while GT and GRS were found to be statistically insignificant. These findings underscore the importance of behavioral and innovation focused HR strategies in driving sustainability. The study contributes to the evolving discourse on GHRM by contextualizing global frameworks within a developing economy and offers practical implications for HR practitioners and policymakers. Future research is recommended to explore the roles of green transformational leadership, technology integration, and longitudinal effects of GHRM practices on sustainability.

Assessing green human resources management practices in Palestinian manufacturing context: An empirical study

PurposeThis paper examines the impact of green human resource management (GHRM) practices on employees’ pro-environmental behavior in Pakistan’s hospitality industry. It attempts to identify the critical success factors involved in promoting GHRM and pro-environmental behaviors at the workplace using Interpretive Structural Modeling (ISM) and cross-impact matrix multiplication applied to classification (MICMAC) approaches. Later, based on the ability-motivation-opportunity (AMO) model, the study also categorizes the identified critical factors into three categories: ability, motivation and opportunity.Design/methodology/approachThe ISM approach was applied to determine the contextual relationship among the identified critical success factors responsible for promoting GHRM. MICMAC, a structural technique to analyze and validate the ISM-based model, was used to determine the autonomous, dependent, linkage and independent factors based on expert opinions and judgments. The goal was to determine the role of GHRM in transforming the pro-environmental behavior of employees.FindingsThe study’s findings show that the proper integration of effective GHRM practices significantly impacts pro-environmental employee behavior. The hierarchical model introduces innovation in the field of GHRM because ISM-based hierarchical models are flexible enough to include or exclude practices according to the green organizational objectives in the hospitality industry within the context of Pakistan. The results offer a comprehensive illustration of the importance of GHRM practices in facilitating, encouraging and promoting employees to take green initiatives and achieve business sustainability.Research limitations/implicationsThe study utilizes the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) technique to identify key success criteria for GHRM, while the innovative approaches of ISM and MICMAC techniques were used to investigate employee pro-environmental behaviors. This novel method gives GHRM research an analytical direction by providing an organized framework for evaluating the impact of GHRM initiatives on environmental outcomes. Additionally, by focusing on developed economies rather than emerging ones, our study within Pakistan’s hospitality sector fills a knowledge vacuum on the dynamics of GHRM in a developing nation.Practical implicationsThis study highlights the significance of managers in the hospitality sector serving as role models for implementing GHRM practices to encourage pro environmental behavior among employees. Prioritizing green structural capital, establishing standard environmentally friendly criteria for hiring and evaluating prospective employees and initiating green projects to promote a psychologically green environment are some of the key recommendations. Improving environmental performance, employee satisfaction and loyalty in the hotel industry requires constant communication, training and employee participation in sustainability decision-making.Originality/valueThe GHRM practices have been extensively discussed by academics and researchers. However, there is a notable absence of discussion on the key factors that play a role in transforming employees’ attitudes and behaviors.

This study examines the role of green human resource management (GHRM) practices, such as green recruitment and selection, green training, green performance management, green involvement and green rewards, and pays attention on the turnover intention of the millennial employees working in the hotels (3-, 4- and 5-star). Moreover, the study examines the moderating role of work environment on the relationship between those GHRM practices and turnover intention. Researchers collected 162 useful survey questionnaires from 200 distributed questionnaire among the millennial employees, who work in hotels. Analysis of the data through partial least squares structural equation modelling reveals that the green involvement and green pay and reward only impact on reducing turnover intention of millennials while other GHRM practices do not have direct impact on turnover intention of millennials. Interestingly, this study does not find any moderating effect of work environment on the relationship between GHRM practices and turnover intention of millennials working in hotels in Malaysia. This study extends the literature relating to GHRM and work environment and turnover intention of millennials. Furthermore, this is the first empirical research ever done so far relating to GHRM practices and turnover intention of millennials in hotel industry literature. Implications of the findings, as well as research limitations and directions for future scholars, have been discussed.

ABSTRACTOrganizational citizenship behavior for the environment (OCBE) has become increasingly important in response to the harmful activities of some manufacturing firms in Ghana. Drawing on the Ability, Motivation, and Opportunity (AMO) framework, this study explores the influence of Green Human Resource Management (HRM) practices on OCBE, with a focus on the mediating role of employee engagement and the moderating effect of employee personality traits. Data were collected from 234 respondents using a structured questionnaire, and partial least squares structural equation modeling (PLS‐SEM) was used for analysis. The findings reveal that Green HRM practices have a positive impact on OCBE, with green recruitment and selection exerting the most significant influence. Additionally, green training and development positively affect employee engagement, which in turn mediates the relationship between green recruitment and selection, green training and development, and OCBE. Moreover, employee personality traits moderate these relationships, positively influencing the link between green recruitment and selection and employee engagement.

PurposeThe purpose of this comprehensive empirical study is to investigate the relationships between four green human resource management (GHRM) practices [green recruitment and selection (GRS), green training and development (GTD), green compensation and benefit (GCB), and green performance management (GPM)] and firm environmental performance (FEP) of 92 Bangladeshi manufacturing firms based on the Resource Based View (RBV). Additionally, the researchers examined the mediating role of employee green behavior (EGB) on the four direct relationships.Design/methodology/approachThis research was carried out utilizing survey data obtained from 242 diverse high and mid-ranking executives, including Chief Executive Officers (CEOs), department heads and project managers. The selection of respondents was purposive. Employing a cross-sectional survey design, this study engaged a quantitative deduction approach to examine the assumed hypotheses using partial least squares structural equation modeling (PLS-SEM). Descriptive statistics were conducted using IBM SPSS (Version 29) while SmartPLS 4.1.0.3 was employed to evaluate the measurement and structural models.FindingsThe study revealed that, first of all, GRS, GTD and GPM have significant positive relationships with FEP, while GCB was found to have an insignificant relationship with FEP. Second, GRS, GTD and GPM have significant positive relationships with EGB (the mediator) while GCB has an insignificant relationship with EGB. Third, the mediator (EGB) itself has a significant affirmative relationship with FEP. Finally, concerning the mediating effects, it was observed that EGB exhibits partial mediation on the positive relationships between GRS and FEP; GTD and FEP; and GPM and FEP. However, EGB does not mediate the insignificant relationship between GCB and FEP.Originality/valueScholarly investigations focusing on the relationships between different GHRM practices and FEP are still inadequate. Particularly, such studies on Bangladeshi manufacturing firms are very rare despite being a rising export-oriented economy. The RBV provides a theoretical lens through which the strategic implications of aligning different GHRM practices with environmental performance can be explored. The researchers of this study believe that this empirical study will help reduce the gap in the existing literature regarding the relationships between significant GHRM practices and FEP, and will act as a guideline for upcoming research studies.

Corporate social responsibility (CSR), and particularly environmental management, has now become a global social norm. As the largest developing economy in the world, China is currently a major environmental polluter. This book examines how Chinese enterprises, including both indigenous firms and foreign-owned organizations operating in China, utilize human resource management (HRM) to conduct environmental management, i.e. green HRM, also referred to as environmentally friendly HRM. Green HRM integrates HRM with environmental management and is implemented by firms to realize corporate green strategies by providing opportunities and motivating employees to become involved in environmental activities. This book explores how green recruitment and selection, green training, green performance management, and green pay and rewards are managed in Chinese enterprises, and how green HRM affects organizational green and non-green workplace behaviors. It enriches the current literature on green HRM practices and measures. It also advances our understanding of employee organizational behavioral consequences of green HRM, which is an emerging and understudied field of research. As such, this book offers practical implications on how to elicit desirable employee green and non-green workplace behaviors through green HRM policies and practices. This book will appeal to anyone interested in learning more about green HRM practices and the social and psychological processes through which green HRM influences employees, promotes green workplace behaviors and improves a firm's environmental performance.