VIETNAM NATIONAL UNIVERSITY HO CHI MINH CITY INTERNATIONAL UNIVERSITY NGUYEN QUOC LOC GREEN HUMAN RESOURCE MANAGEMENT PRACTICES, GREEN INNOVATION AND SUSTAINABLE PERFORMANCE: A CASE
INTRODUCTION
Research background
Sustainability performance has become a crucial topic for hotel managers and tourists, driven by rising concerns over global warming and environmental conservation (Adubor et al., 2022; Almemari, 2021; Imran et al., 2023; Longoni et al., 2018) The urgent need to protect the ecosystem arises from alarming levels of environmental pollution, which pose a catastrophic threat to our planet Public awareness of the necessity to "green" the environment is increasingly relevant due to climate change, deforestation, and contamination of land, water, and air Environmental protection is a pressing issue, prompting nearly every industry to implement measures aimed at preserving the natural environment As noted by Melnyk et al (2003), many manufacturing organizations have enhanced their operational efficiency by reducing waste during the production process.
The resource-based view (RBV) theory highlights that integrating environmental management with Green Human Resource Management (GHRM) practices can effectively address challenges in achieving environmentally friendly objectives As global environmental concerns rise, enterprises are increasingly adopting GHRM processes, which enhance their competitiveness and green performance.
According to the AMO theory (Appelbaum et al., 2000), Green Human Resource Management (GHRM) practices enhance organizational performance by improving employees' abilities through training, boosting their motivations via performance management systems, and providing opportunities through suggestion systems This theory highlights the connection between Human Resource Management (HRM) and performance, suggesting that the combined effect of employees' abilities, motivations, and opportunities is crucial for organizational success This integrated approach clarifies how leaders and strategic HRM practices contribute to improved firm performance, particularly in the pursuit of a greener environment, as noted by scholars like Renwick et al.
Human resource management (HRM) plays a vital role in organizational success, particularly through its local adaptation known as green human resource management (GHRM) GHRM encompasses HRM strategies that focus on enhancing sustainable long-term outcomes.
The concept of "Going green" in the hotel industry has evolved into a genuine lifestyle, with owners recognizing the significant environmental impact of their operations (Fukey & Issac, 2014) This shift in perspective emphasizes the importance of resource conservation, such as water management, not just for cost savings but for the benefit of future generations Hotel owners and investors are increasingly prioritizing environmental sustainability by integrating green practices, which include reducing waste and energy consumption, as well as educating customers and staff (Bohdanowicz et al., 2011; Rahman et al., 2012) A report by Booking.com (2022) indicates that 73 percent of global travelers aspire to experience eco-friendly accommodations, while 70% are open to booking them if they are aware of their environmental credentials Notably, Hilton has set operational goals and eco-friendly initiatives, achieving a 14.1% reduction in water consumption and a 14.5% reduction in energy consumption from 2009 to 2014 (VNAT, 2019) Similarly, Marriott International has also advocated for environmental preservation programs.
The increasing awareness of environmental protection among tourists is driving the hotel industry, both locally and globally, to prioritize eco-friendliness, particularly in Vietnam According to the General Statistics Office of Vietnam (GSO, 2023), the socio-economic report for the first quarter of 2022 highlights this trend.
In 2023, the service industry in Vietnam represented 43.65% of the economy, indicating growth compared to the previous year According to the World Bank (2023), Vietnam is recognized as one of the fastest-growing economies globally, with significant structural changes in the hospitality sector This growth is reflected in the increasing number of hotels and restaurants, as well as a more diversified range of products and services.
The risk of environmental pollution is inevitable without proper wastewater and waste management at tourist sites, hotels, and restaurants Unchecked tourism growth can lead to soil erosion, habitat disruption, and threats to wildlife through noise, hunting, and the demand for wild game meat In response, tourism and hospitality businesses in Vietnam are increasingly exploring "green practices" to align with global trends and promote sustainable development while enhancing services and safeguarding the environment.
"green" practices in Vietnamese hotels is not novel, each segment of accommodation applies these principles differently based on their unique facilities and operations
Source: Author's compilation from General Statistics Office, 2023, (unit: %)
Green practices in Vietnam and globally are evolving, reflecting a growing ecological awareness Hotels in Vietnam are increasingly adopting sustainable measures, from eco-friendly construction to resource conservation Continuing these green initiatives is essential, as they attract environmentally conscious guests and can influence their accommodation choices Additionally, these practices lead to long-term financial savings by lowering operational costs Hotel managers understand that achieving sustainability requires collective effort from all staff members, as every employee plays a crucial role in fostering a green culture This culture encourages environmental consciousness and the integration of sustainable practices into daily routines However, high staff turnover presents challenges, necessitating ongoing training to maintain these green efforts.
In the past decade, the importance of Green Human Resource Management (GHRM) research has significantly increased, highlighting its positive effects on organizational responsibility, sustainable procurement, and green productivity (Kim et al., 2019; Nejati et al., 2017) This growing interest among practitioners and researchers (Gilal et al., 2019) has led to a limited number of studies exploring GHRM's role in encouraging employees to adopt environmentally friendly behaviors and enhance sustainable business practices (Dumont et al., 2017) Sustainable performance is becoming central to GHRM research, with HRM identified as a crucial driver for promoting green initiatives (Jabbour & de Sousa Jabbour, 2016) Consequently, there has been a surge in scholarly attention on HRM's role in organizational greening, as evidenced by numerous significant publications (Jabbour & de Sousa Jabbour, 2016; Jabbour & Santos, 2008) Despite a consensus among environmental experts regarding the impact of these issues (IPCC, 2022), there remains a challenge for governments, consumers, and academics to address the growing green opportunities and difficulties, as HRM practices have been slow to respond to environmental concerns.
Research problems
Previous studies have explored the impact of Green Human Resource Management (GHRM) practices, grounded in the Ability-Motivation-Opportunity (AMO) theory, on innovation for environmental sustainability (Antonioli et al., 2013) Additionally, paradoxical research has examined the influence of HRM practices on sustainable environments (Guerci & Carollo, 2016) However, existing research has primarily concentrated on common green practices such as green training, recruitment, and compensation (Mousa & Othman, 2020; Pham et al., 2020) There remain significant gaps in the exploration of less prevalent green practices, including green job descriptions, performance management, health and safety, and discipline management, which are essential for enhancing sustainable performance.
Scholars have explored various aspects of Green Human Resource Management (GHRM) and its influence on green innovation, contributing to both theoretical understanding and empirical evidence Research highlights GHRM's role in enhancing environmental, financial, and sustainable performance However, there remains a lack of analysis regarding the relationship between GHRM practices, green innovation, and sustainability in the luxury accommodation sector This study addresses these gaps by examining how GHRM practices impact green innovation and sustainable performance.
Research on the implementation of Green Human Resource Management (GHRM) practices in Vietnam's luxury accommodation sector is notably limited The existing literature on GHRM in this specific context is sparse, as highlighted by studies such as those conducted by Pham et al.
A study conducted in 2020 examined the relationships among green training, green performance, and green involvement in enhancing corporate environmental performance, while not addressing the impact of green innovation.
This research explores the impact of various Green Human Resource Management (GHRM) practices, including green job description and analysis, green recruitment and selection, green training and development, and others, on enhancing employees' capabilities and motivation to improve hotel sustainable performance It identifies green innovation as a crucial mediator in the relationship between GHRM practices and sustainable performance in hotels Additionally, the study highlights that top management's commitment significantly influences the implementation speed of environmental operations under GHRM principles, making the investigation of GHRM's effect on green innovation a vital research issue.
Research objectives
This study aims to analyze the effects of green human resource management (GHRM) practices and green innovation on sustainable performance in upscale accommodations in Vietnam By exploring the relationships between these variables, the research seeks to develop a comprehensive model that highlights both direct and indirect influences The model is designed to provide valuable insights for management, inform organizational development policies in the luxury accommodation sector, and guide future research The findings enhance our understanding of how GHRM practices contribute to green innovation and sustainability performance in this industry.
- First, to explore and achieve overall understanding about GHRM practices in luxurious accommodations in Vietnam
- Second, to examine the impact of GHRM practices on green innovation of luxurious accommodations in Vietnam
- Third, to investigate the relationship between green innovation and sustainable performance of luxurious accommodations in Vietnam
- Fourth, to explore the connection between GHRM practices and sustainable performance of luxurious accommodations in Vietnam
- Fifth, to examine the mediating effects of green innovation on the relationship between GHRM practices and sustainable performance of luxurious accommodations in Vietnam
- Lastly, to provide recommendation, improvement, and development suggestion for sustainable performance based on the purpose to experiencing the samples of luxurious accommodations in Vietnam.
Research questions
This study investigates the impact of Green Human Resource Management practices on sustainable performance and green innovation in Vietnam's luxury accommodation sector It also aims to identify effective strategies for improving sustainability within this industry To accomplish these objectives, the research will focus on specific research questions (RQs).
- RQ1: How do luxurious accommodations in Vietnam perform GHRM practices?
- RQ2: How does GHRM practices have an impact on green innovation of luxurious accommodations in Vietnam?
- RQ3: How does green innovation affect sustainable performance of luxurious accommodations in Vietnam?
- RQ4: How does GHRM practices influence sustainable performance of luxurious accommodations in Vietnam?
- RQ5: How does green innovation mediate the relationship between GHRM practices and sustainable performance of luxurious accommodations in Vietnam
- RQ6: What measures and methods to improve sustainable performance of luxurious accommodations in Vietnam?
Contribution of the research
This research significantly enhances the understanding of green human resource management (GHRM), green innovation, and sustainable performance, particularly in luxury accommodations By utilizing AMO theory, the resource-based view, and social identity theory, it uncovers the critical link between GHRM practices and green innovation, providing new insights into overcoming management challenges in high-end settings Furthermore, the study expands the existing literature on green innovation by examining its essential role as a precursor in organizational strategies and practices.
This study explores how green innovation mediates the relationship between Green Human Resource Management (GHRM) practices and sustainable performance, utilizing a comprehensive theoretical framework By integrating various perspectives, the research seeks to provide a thorough understanding of how GHRM practices can enhance green innovation and promote sustainable performance in the luxury accommodation sector.
Research on Green Human Resource Management (GHRM) in Vietnam's luxury accommodation sector is still scarce This study seeks to enhance the understanding of effective GHRM practices and green innovation within this industry, aiming to promote sustainable performance across economic, environmental, and social dimensions Furthermore, it investigates the effectiveness of GHRM practices in not only fostering environmental conservation but also improving overall sustainable performance.
This research creates a comprehensive framework that elucidates the connections between Green Human Resource Management (GHRM), green innovation, and sustainable performance, thereby offering valuable insights for future studies through the establishment of new models and the validation of hypotheses with real data.
This study aims to develop a research model that demonstrates the impact of Green Human Resource Management (GHRM) practices on sustainable performance through green innovation It posits that GHRM positively influences green innovation by enabling companies to create environmentally friendly products and processes Additionally, the study highlights the importance of green innovation in moderating the relationship between GHRM practices and sustainability Ultimately, the author introduces a new perspective on how GHRM practices can significantly enhance both green innovation and sustainable development.
Research Methodology
This study employs a systematic mixed-methods approach to explore the elements of green HRM practices and their relationship with innovation in promoting sustainable performance in upscale accommodations By integrating both quantitative and qualitative methods, as recommended by Parry (1998) and Creswell (2013), the research effectively addresses exploratory and confirmatory questions while reducing biases A thorough literature review was conducted to develop a conceptual framework, leading to the study's execution in two distinct phases.
The study's first phase consists of two steps Initially, qualitative methods, particularly in-depth interviews, are utilized to assess the applicability of GHRM practices within Vietnam's luxury accommodations According to Mack et al (2005), these interviews effectively capture personal histories and experiences, especially on sensitive topics Conducted face-to-face, the interviews involve a single interviewer and participant, focusing on unbiased questions and attentive listening to deepen understanding of the research model and uncover new insights into variable relationships This qualitative phase not only identifies and confirms the eight components of GHRM practices but also facilitates the adjustment of existing measurement scales for the Vietnamese luxury accommodation context through relevant open-ended questions Subsequently, to ensure scale reliability, an initial quantitative survey is administered to 50 managers from luxury hotels.
In Ho Chi Minh City, the author collects 50 test samples to validate the practical viability of the scale before advancing to the official sample survey.
To enhance the sampling process, snowball sampling is employed, which involves identifying participants who are connected to others with similar traits or characteristics
In the second phase of the study, a quantitative approach is utilized to validate the scale and test hypotheses, targeting management professionals in 4-star and 5-star hotels and resorts in Vietnam Participants include shift leaders, supervisors, assistant managers, deputy general managers, assistant general managers, and general managers, selected through stratified purposive sampling, maximum variation sampling, and snowball sampling techniques Data processing is conducted using SmartPLS software version 4.0 A two-step approach is adopted, beginning with an examination of the measurement model to ensure reliability and validity, followed by an evaluation of the structural model to assess predictive accuracy, significance of hypothesized paths, and strength of path coefficients among thematic constructs.
Scope of the research
The qualitative phase of this research involved conducting 7 in-depth interviews with department heads from 7 different luxury accommodations implementing Green Human Resource Management (GHRM) initiatives The initial plan included recruiting a human resources manager, a front office manager, a sales and marketing manager, a food and beverage manager, and an executive housekeeper from each hotel According to Sekaran and Bougie (2016), qualitative research typically utilizes small sample sizes due to its in-depth focus, and researchers should continue sampling until no new insights emerge Thus, the final sample size of 7 interviews was determined by the quality of the discussions and the saturation of the data collected.
The quantitative phase of this study involved an empirical investigation of 4-star and 5-star hotels and resorts in Vietnam, reflecting the country's shift to a market-oriented economy since 1986, which has fostered tourism growth (Nguyen et al., 2018; Jansen-Verbeke and Go, 1995) Luxury accommodations in this category have increasingly committed to environmental sustainability through corporate social responsibility (CSR) initiatives (Hang and Ferguson, 2016) Most establishments adhere to TCVN: 4391–2015, aiming to promote sustainable tourism The research targeted various operational and managerial roles within these hotels and resorts, including supervisors, managers, and directors from departments such as front office, food and beverage, housekeeping, human resources, sales and marketing, and the management team.
Dissertation’s structure
This dissertation includes five chapters
Chapter 1 offers an introduction to the dissertation, encompassing the research background, the identified research problem and gaps, research objectives, and research questions Additionally, this chapter outlines the contributions, methodology, and the research's scope
Chapter 2 involves an examination of existing literature related to the research topics The chapter commences with a review of literature concerning green Human Resource Management (HRM) practices, green innovation, and sustainable performance Subsequently, it delves into previous research findings regarding the interconnections among these three factors, with the aim of formulating research hypotheses and constructing a conceptual model
Chapter 3 outlines the research methodology employed in this study, incorporating both qualitative and quantitative research designs to enhance measurement scales and evaluate hypotheses The chapter initiates with an exploration of the research paradigm and subsequently delves into the mixed methods research design It further details the research design for both the qualitative and quantitative phases, elucidating how reliability, validity, and utility are upheld, and ethical considerations are taken into account
Chapter 4 presents the outcomes and discoveries derived from both qualitative and quantitative investigations Following the transcription, coding, and analysis of qualitative data obtained from 7 interviews, fundamental themes elucidating the role of Green HRM practices within luxurious accommodations in Vietnam, along with their associated outcomes, were identified Upon confirming that the GHRM practices components outlined in the literature were evident in the context of luxurious accommodations in Vietnam, the study progressed to the quantitative phase The analysis involved utilizing SmartPLS software version 4.0 for processing Partial Least Squares Structural Equation Modeling (PLS-SEM) on 574 cases The quantitative study's data analysis encompasses the descriptive characteristics of respondents, with a discussion of key issues arising from the examination of research hypotheses within the framework of luxurious accommodations in Vietnam
Chapter 5 encompasses conclusions, implications, limitations, and avenues for future research The chapter initiates with the presentation of conclusions Additionally, it expounds on various implications that this research contributes to the fields of AMO theory, green innovation, and the literature and practice associated with sustainable performance The chapter concludes by outlining the limitations of this research and suggesting areas for future studies to concentrate on.
LITERATURE REVIEW
Theoretical background
2.1.1 Resource-based view theory (RBV)
The foundational recognition of the impact of company-specific resources began with Chamberlin (1933) in "The Theory of Monopolistic Competition" and Robinson (1933) in "The Economics of Imperfect Competition," where they emphasized the importance of unique assets and capabilities in driving imperfect competition and superior performance This concept was further developed by Penrose (1959) in "The Theory of Growth of the Firm" and later by Wernerfelt (1984), who characterized organizations as unique combinations of resources and abilities that create distinct competencies.
Acknowledging environmentally responsible practices is essential for companies facing pressures from regulations, stakeholders, and customers (Weng et al., 2015) To tackle these challenges, businesses should adopt green technologies, create eco-friendly products, and implement green supply chain management (Chiou et al., 2011) Embracing green innovation not only improves organizational and environmental sustainability but also enhances social responsibility, ultimately bolstering competitive advantage.
This research investigates the influence of Green Human Resource Management (GHRM) practices and green innovation on the performance of long-term accommodations in Vietnam, utilizing the Resource-Based View (RBV) framework The RBV posits that firms can attain sustainable competitive advantages by developing valuable, rare, unique, and inimitable resources, as emphasized in the works of Barney et al (2010) and Clemens and Bakstran.
The Resource-Based View (RBV) suggests that an organization's competitive edge is influenced by its unique, hard-to-replicate resources, which are essential for maintaining superior performance (Amit & Schoemaker, 1993; Xie et al., 2019) Firms must develop environmentally conscious capabilities in response to both internal and external pressures to adopt sustainable practices (Hitt et al., 2011) This study explores the effects of Green Human Resource Management (GHRM) practices and green innovation on the sustainable performance of long-term accommodations, highlighting the relationship between GHRM practices and corporate sustainability through green innovation (Abbas et al., 2022; Khaskhely et al., 2022; Malik et al., 2020; Awan et al., 2023; Imran et al., 2023).
The social identity theory (SIT), introduced by Tajfel et al in 1979, posits that individuals often extend beyond their personal identities to form social identities This concept refers to an individual's sense of belonging to a group characterized by shared attributes such as nationality, interests, and religion According to SIT, people have an inherent need to demonstrate their affiliation with a group while also striving to differentiate themselves from others, ultimately fostering a sense of superiority.
Social identity theory, as proposed by Ashforth and Mael (1989), highlights the influence of group affiliations on an individual's self-concept, suggesting that people gain satisfaction from associating with positively regarded groups This theory emphasizes that individuals categorize themselves into groups to enhance their self-esteem Furthermore, it reveals the relationship between a company and its employees, indicating that those who identify with their organization's positive values and initiatives are more likely to exhibit strong commitment to the organization.
This research utilizes social identity theory (SIT) to illustrate how Green Human Resource Management (GHRM) influences employee behavior According to SIT, employees identify with their organization, leading them to invest time and effort in fulfilling the hotel's mission of environmental protection When employees are committed to their work, they develop a sense of attachment and empathy towards the hotel, enhancing their motivation to engage in GHRM practices Consequently, SIT significantly affects employees' green behavior, fostering greater commitment and motivation to achieve green innovation and sustainable performance in the hotel industry.
2.1.3 Ability-Motivation-Opportunity theory (AMO)
The Ability-Motivation-Opportunity (AMO), as presented by (Appelbaum et al.,
The AMO theory is a key framework in Human Resource Management (HRM) research, emphasizing that HRM practices enhance organizational performance by improving employees' abilities, motivations, and opportunities By focusing on training, performance management systems, and suggestion systems, the theory illustrates how these elements work together to drive organizational success This integrated approach highlights the role of leaders and strategic HRM practices in fostering firm performance.
According to Gerhart (2005), Human Resource Management (HRM) practices, guided by the Ability-Motivation-Opportunity (AMO) theory, enhance employees' capabilities, motivation, and opportunities, ultimately influencing firm performance Building on this theory, Kim et al (2015) utilize a multiplicative model to reveal the significant impact of HRM practices on organizational performance, highlighting the interactive effects of these practices.
Renwick et al (2008, 2013) introduced the Ability-Motivation-Opportunity theory as a key framework for understanding Green Human Resource Management (GHRM) Recent research focuses on three essential aspects of GHRM: (1) developing green skills through initiatives such as green training; (2) encouraging environmentally friendly behaviors via green performance management; and (3) creating opportunities for employee participation in green initiatives (Guerci & Carollo, 2016; Masri & Jaaron, 2017; Pinzone et al., 2016) This study evaluates GHRM practices by examining these three components: green training, green performance management, and green employee involvement.
This research adopts a novel perspective on the AMO theory by emphasizing the role of production managers' ability, motivation, and opportunity as key predictors linking HRM practices to innovation and performance The study posits that Green Human Resource Management (GHRM) practices are designed to attract, motivate, reward, and sustain employee behaviors that align with environmental management objectives By fostering green process and product innovation, GHRM aims to enhance overall green firm performance Furthermore, the application of the AMO theory provides a comprehensive framework for GHRM, incorporating green recruitment, training and development, performance-based rewards, and employee empowerment This holistic strategy is intended to attract, train, motivate, and retain green talent, ultimately driving sustainable performance through ongoing innovations in processes, products, and services.
Table 2.1 Demonstrates how the theories contribute to the conceptual framework in this research
Resource-based view theory Social identity theory Ability-Motivation-
Wernerfelt (1984) Tajfel et al (1979) (Appelbaum et al.,
Main ideas Illustrate an organization as a distinctive combination of resources and abilities that help to create a kind of competitive advantage and sustainable development
This theory holds that people often go beyond their personal identities to develop social identities
HRM practices play a role in enhancing organizational performance by bolstering individuals' abilities, motivations, and opportunities
To investigate the impact of GHRM practices and green innovation on long-term accommodations’ performance
The implementation of Green Human Resource Management (GHRM) significantly influences employee behavior, fostering greater commitment and motivation among staff This increased engagement encourages employees to actively participate in GHRM practices, ultimately driving green innovation and enhancing sustainable performance within the hotel industry.
To explore that GHRM practices aim to attract, motivate, reward, and sustain employee behaviours aligned with environmental management goals
The application of the theory to evaluate the relationship between GHRM practices and corporate sustainable performance through green innovation (Awan et al., 2023; Imran et al.,
The implementation of the theory to perform sustainable performance (Abbas et al., 2022;
The application of the theory to evaluate green innovation (Ahmad et al., 2022; Al-Ghazali &
The application of the theory to evaluate corporate sustainable performance (Adubor et al., 2022; Fahim et al., 2019; Irani et al., 2022;
The application of the theory to evaluate sustainable performance (Benevene & Buonomo, 2020; Malik et al., 2021)
The implementation of the theory to perform green innovation (Hameed et al., 2022; Marrucci et al., 2021)
Research Concepts and Definitions
Defining a luxurious lodging property is complex due to the subjective nature of luxury itself Opulent experiences are tied to personal pursuits of self-actualization, knowledge, beauty, and culture The hospitality and tourism industry emerged with capitalism, enhancing travel accommodation demand Meanwhile, the luxury hotel sector serves as a platform for travelers to explore alternative lifestyles, focusing heavily on guest experience and satisfaction, as luxury is viewed more as an experience than a physical product.
Most research on luxury accommodations has concentrated on four- and five-star hotels due to their competitive nature and superior qualities in design, service, and uniqueness These establishments, often part of large hotel chains, facilitate easier data collection However, many privately owned luxury accommodations, despite lacking global branding, also meet high standards Previous studies, such as those by Zientara & Zamojska (2018), have primarily focused on 4- and 5-star hotels Additionally, Trung and Kumar (2005) highlight that luxury hotels and resorts in Vietnam prioritize environmental practices and resource efficiency Consequently, management in these establishments demonstrates a strong commitment to environmental issues, aligning with TCVN: 4391–2015 and implementing ISO:14001 to promote sustainable tourism.
2.2.2 Green human resources management practices (GHRM pratices)
Green Human Resource Management (GHRM) integrates environmental management into human resources practices, aligning with sustainability objectives (Renwick et al., 2016; Afsar et al., 2020) Recent studies have focused on GHRM's role in enhancing HRM practices for sustainability (Chaudhary, 2019; Jabbour & de Sousa Jabbour, 2016) GHRM practices include green selection and training, motivating employees through rewards for environmentally friendly performance, and fostering a culture of environmental participation (Renwick et al., 2016) The adoption of these GHRM components has gained traction among scholars and organizations in recent years (de Souza Moraes et al., 2018).
The integration of Green Human Resource Management (GHRM) practices is a modern approach to effective company management, focusing on environmental management and sustainable performance to boost organizational productivity Addressing environmental challenges has emerged as a critical issue for management, as businesses aim to reduce negative environmental impacts while enhancing long-term profitability.
Human resources management (HRM) practices significantly influence organizational performance by shaping employee behavior and attitudes (Dumont et al., 2017) Green human resource management (GHRM) recognizes the connections between organizational actions and environmental impact, as well as the development and implementation of HRM systems (Jackson et al., 2014) This study explores GHRM practices as a cohesive set of HR strategies to evaluate their effects on the performance of luxury hotels, with detailed components outlined in Table 2.2.
Table 2.2 The concepts of the GHRM practices
Green human resource management refers to the human resource management dimensions within the scope of eco-friendly management
GHRM involves the development and maintenance of a system that encourages environmentally responsible behavior among employees It focuses on transforming regular staff into environmentally conscious individuals to achieve the organization's environmental goals and significantly contribute to sustainability efforts.
GHRM involves the utilization of HRM strategies to strengthen ecologically sustainable behaviours and enhance employee dedication to environmental sustainability matters
GHRM equips organizations with environmentally conscious, committed, and skilled employees who play a vital role in minimizing carbon footprints They achieve this by efficiently using resources, including leveraging telecommunication tools, reducing paper consumption, implementing job sharing, and utilizing video conferencing.
GHRM practices represent a cohesive set of human resource strategies that significantly influence the performance of manufacturing companies These practices include green hiring, green training and involvement, as well as green performance management and compensation.
GHRM can be described as a concept pertinent to comprehending the connections between organizational actions affecting the natural environment and the conception, development, implementation, and impact of HRM systems
Implementing eco-friendly practices in human resources involves a variety of policies designed to protect the environment Key strategies include environmentally conscious recruitment, sustainable training programs, responsible performance management, and eco-friendly compensation and rewards, along with active engagement in green initiatives.
GHRM integrates human resource management strategies that support achieving financial, social, and ecological goals Its impact reaches both inside and outside the organization over a long-term period, while also addressing unintended consequences and resistance.
GHRM involves top management communicating environmental policies and plans to employees, training them on new practices, empowering their participation in initiatives, and offering rewards to promote environmentally responsible behavior.
GHRM comprises diverse elements of HRM directed at cultivating an environmentally conscious employee who is aware of the significance of activities related to environmental preservation
2.2.2.1 Green job description and analysis (GJD)
The importance of job description and analysis has grown due to changes in the workforce and job roles By clearly outlining the responsibilities of each position, organizations help ensure that all employees understand their roles and contribute effectively to product and service development This practice also minimizes redundancy and resource waste, allowing individuals to perform their duties efficiently Many companies have found that effective job description and analysis lead to improved administrative efficiency, a better work environment, reduced costs, and increased productivity Consequently, these elements are essential in recruiting the right candidates.
Integrating environmental issues into job descriptions through green job descriptions (GJD) transforms environmental commitment from a mere dedication to a mandatory aspect of employee roles Organizations focused on continuous environmental improvement should prioritize positions that require environmental knowledge, particularly those that enhance environmental performance This approach encourages employees to deepen their understanding of environmental matters and actively engage in environmental management Furthermore, GJD can clarify the environmental responsibilities associated with a position, including tasks related to environmental reporting and health and safety.
Table 2.3 The concepts of green job description and analysis
The incorporation of environmental considerations into employees' job descriptions, extending beyond their regular tasks to encompass additional environmental responsibilities in their roles
A green job description and analysis illustrate the environmental tasks, required job skills, and individual knowledge necessary for the execution of environmentally sustainable activities
Job descriptions can outline environmental responsibilities that align with employees' roles Additionally, some organizations are improving the eco-friendliness of their positions by integrating tasks focused on environmental considerations.
2.2.2.2 Green recruitment and selection (GRS)
Organizations can effectively attract environmentally conscious individuals by implementing Green Recruitment Strategies (GRS), which are essential for effective human resource management According to research by Renwick et al (2013), GRS encompasses three key components: fostering employees' eco-friendly perceptions, utilizing eco-friendly recruitment branding, and establishing eco-friendly standards to attract candidates.
Previous related studies
Numerous researchers have developed diverse models to identify the factors influencing corporate sustainable performance These studies span various research domains and industrial contexts, aiming to improve frameworks that illustrate the impact of green human resource management practices and green innovation on sustainability outcomes This section presents recent relevant research referenced in this study.
No Research title, Journal Author, Year Components of
1 Green innovation and environmental performance: The role of green transformational leadership and green human resource management
Green innovation positive mediates the relationship between
GHRMps and firm's environmental performance
Green innovation positive mediates the relationship between
GHRMps and firm's environmental performance
3 Sustainable performance and green innovation: green human resources management and big data as antecedents IEEE Transactions on
- Green performance management and compensation
- Sustainable Performance Green innovation positive mediates the relationship between
GHRMps and firm's environmental performance
4 Stimulating environmental performance via green human resource management, green transformational leadership, and green innovation: a mediation- moderation model - Environmental
Green ability and green motivation have a significant impact on environmental performance and green innovation mediates the relationship between GHRM practices and environmental performance
No Research title, Journal Author, Year Components of
Awwad Al- Shammari et al
- Green performance management and commitment
- Sustainable performance (Economic, Environmental, Social)
Green human resource management (GHRM) practices positively impact the sustainable performance of small and medium-sized enterprises (SMEs) Additionally, the implementation of green innovation plays a crucial role in improving sustainable performance, serving as a partial mediator between GHRM practices and the sustainability outcomes of SMEs.
6 The Role of Green Human Resource
Management Practices and Eco- innovation in Enhancing the
The significance of GHRM in influencing financial performance through the mediating role of GI
7 The mediating role of green innovation and green culture in the relationship between green human resource management and environmental performance - Plos one
GHRM helps develop sustainable culture and green innovation and how these elements contribute to the improvement of environ- mental performance
8 Impact of green human resource management practices on the environmental performance of green hotels - Journal of Hospitality
Irani et al (2022) - GHRM - Green process innovation
GHRM practices produce a higher level of environmental performance when green process innovations are deployed
No Research title, Journal Author, Year Components of
9 Impact of Green HRM Practices on
Mediating Role of Green Innovation
Kuo et al (2022) - Green compensation and reward
The results revealed a significant positive influence of Green HRM practices on employees’ Green innovation as well as on environmental performance
10 Environmental sustainability through green HRM: Measuring the perception of university managers -
The research indicates that green human resource management (GHRM) practices in both public and private universities significantly enhance environmental sustainability, primarily by fostering innovative work behavior among employees.
11 Impact of green human resource management towards sustainable performance in the healthcare sector: role of green innovation and risk management - Cogent Business &
- Green performance management and commitment
- Sustainable performance (Economic, Environmental, Social)
Results showed that ghRM practices positively affect sustainable performance through green innovation Additionally, risk management significantly moderates the relationship between GHRM practices and green innovation towards sustainable performance
12 Green human resource management and sustainable performance: serial mediating role of green knowledge management and green innovation -
Riaz et al (2024) - GHRM - Green innovation
The results indicated a notable and positive correlation between green human resource management and sustainable performance, green
No Research title, Journal Author, Year Components of
Communication knowledge management and green innovation
13 Green human resource management and sustainable performance in the wine industry: the mediating role of green innovation - Benchmarking: An
Martínez-Falcó et al (2024) - GHRM - Green innovation
The study findings indicate that GHRM has a positive and significant impact on the SP of wineries In addition, GI appears to partially mediate this relationship
14 Effects of green human resource management and managerial environmental concern on green innovation - European Journal of
- GHRM - Green innovation Positive impact
15 Green HRM and green innovation:
Can green transformational leadership moderate: Case of pharmaceutical firms in Australia -
- Green product innovation Positive impact
- Green training, involvement and development
Green product innovation is significantly influenced by various factors, including green recruitment, selection, training, involvement, and development, which positively enhance green team creativity Conversely, green performance and compensation have a negative impact on this creativity Ultimately, the creativity of green teams serves as a positive predictor for the advancement of green product innovation.
17 Effect of employees’ perceived green HRM on their workplace green behaviors in oil and mining
- Green creativity Green HRM positively impacts green creativity
No Research title, Journal Author, Year Components of
GHRMps Results industries: Based on cognitive- affective system theory -
18 Effects of green human resource management on green innovation through green human capital, environmental knowledge, and managerial environmental concern -
Journal of Hospitality and Tourism
(2022) - GHRM - Green innovation GHRM positively contributed to the green innovation of organisations
Management as a Tool for the
- Green job design and analysis
- The shaping of green discipline at work
- Sustainable development (Ecological, economic, social)
A robust and affirmative correlation exists between assessing the effects of individual activities within Green HRM on the sustainable development of companies and executing them in practice
20 The Impact of Green Human
The implementation of GHRM practices directly impacts sustainable performance, with the mediation of this impact
No Research title, Journal Author, Year Components of
Journal of cleaner production - Green performance management and compensation being facilitated by green supply chain management practices
21 The impact of green human resource management practices on sustainable performance in healthcare organisations: a conceptual framework - Journal of
- Green performance management and compensation
This research offers valuable insights into green human resource management practices within the context of developing countries, presenting empirical evidence on how these practices influence employee behavior to promote sustainable performance.
22 Do green human resource management practices contribute to sustainable performance in manufacturing industry? -
- Sustainable performance (economic, social, environmental)
Research findings confirmed a significant direct positive relationship between green human resource practices and sustainable performance within the selected firms
23 Pathways towards sustainability in manufacturing organizations:
Empirical evidence on the role of green human resource management
(2020) - Green analysis and job description
- Sustainable performance Green HRM forters sustainability
24 Pathways towards sustainability in organizations: Empirical evidence
- Green Analysis and Job Description;
- Sustainable performance GHRM practices have a positive effect on a firm’s sustainability
No Research title, Journal Author, Year Components of
GHRMps Results on the role of green human resource management practices and green intellectual capital - Sustainability
25 The impact of green human resource management practices on sustainable performance in healthcare organisations: A conceptual framework - Journal of
- Green performance management and compensation
- Sustainable performance (economic, social, environmental)
Green human resource management practices had a positive influence on sustainable performance
26 The Impact Of Green Human
Uae - Journal of Southwest Jiaotong
Results showed a generally accepted level of green practices and sustainable performance
27 Perceived green human resource management practices and corporate sustainability: multigroup Analysis and major industries perspectives -
- Green recruitment and selection (GRS)
- Green pay and reward (GPR)
The research indicates that three green human resource management (GHRM) practices—green recruitment and selection, green pay and rewards, and green employee involvement—positively influence corporate sustainability In contrast, green training does not demonstrate a significant relationship with corporate sustainability.
No Research title, Journal Author, Year Components of
- Sustainable performance Green human resources management practices to enhance sustainable performance
- Sustainable performance (economic, social, environmental)
A significant effect between the antecedents of GHRM and corporate sustainability
30 The Sustainability of the Tobacco
Industry in the Framework of Green
- GHRM - Sustainable performance Green HRM forters sustainability
31 Exploring the impact of green human resource management on firm sustainable performance: roles of green supply chain management and firm size - Journal of
GHRM positively influences a firm’s environmental and social performance
32 Integrating green human resource management and circular economy to enhance sustainable performance: an empirical study from the Qatari service sector - Employee Relations:
- Sustainable performance Green HRM forters sustainable performance
No Research title, Journal Author, Year Components of
33 Green human resource management and sustainable development performance: organizational ambidexterity and the role of responsible leadership - Asia Pacific
(2024) - GHRM - Sustainable performance Green HRM forters sustainability
34 The impact of green human resource management on organizational environmental performance in
Jordanian health service organizations - Business Strategy and the Environment
The study indicates that hospitals in Jordan have a moderate implementation of Green HRM practices, with recruitment and selection demonstrating the strongest correlation, while training and development show the weakest correlation.
35 The effect of green human resource management on hotel employees’ eco- friendly behavior and environmental performance -
Kim et al (2019) - Green HRM - Hotel environmental performance
The results indicate that implementing GHRM boosts employees' commitment to the organization, encourages eco- friendly behavior, and improves the environmental performance of hotels
36 Green human resource management and the enablers of green organisational culture: Enhancing a firm's environmental performance for sustainable development -
The findings suggest that proenvironmental HRM practices including hiring, training, appraisal, and incentivisation support the development of the enablers of green organisational culture
No Research title, Journal Author, Year Components of
37 The role of green human resource management in driving hotel’s environmental performance:
- Corporate environmental performance (1) performance management is an unimportant consideration in analysis of direct and interactive influences and (2) employee environmental commitment does not mediate the GHRM- environmental performance relationship
38 Greening the workforce to achieve environmental performance in hotel industry: A serial mediation model -
Journal of Hospitality and Tourism
Green HRM makes a beneficial contribution to the environmental performance of the organization Additionally, statistically significant mediating roles were identified for environmental concerns and environmental responsibility
The study revealed a significant correlation between green practices in recruitment, training and development, and compensation with environmental performance However, it found no significant relationship between green performance appraisal and environmental performance.
40 Corporate social responsibility and firm performance in the hotel industry The mediating role of green human resource management Úbeda-García et al (2021)
A direct and positive relationship between CSR and performance
In addition, research found an indirect effect on the
No Research title, Journal Author, Year Components of
GHRMps Results and environmental outcomes -
Journal of Business Research aforementioned relationship through the mediation of GHRM and environmental outcomes
41 Relationship of green human resource management with environmental performance: mediating effect of green organizational culture
- Green compensation and green involvement
The study found the green human resource practices to be significantly related with EP of the organization
42 Top management green commitment and green intellectual capital as enablers of hotel environmental performance: The mediating role of green human resource management - Tourism
- Green performance management and appraisal
The study reveals that the commitment to sustainability from top management and the availability of green intellectual capital significantly impact both green human resource management and the environmental performance of hotels Additionally, the results support the presence of mediated relationships within this framework.
GHRM that can be incorporated in workplace for maximized environmental performance
44 Effects of green manufacturing and eco-innovation on sustainability
The results of this study indicate that the green manufacturing
No Research title, Journal Author, Year Components of
GHRMps Results performance - Procedia-Social and
Behavioral Sciences + Eco-process innovation
+ Environmental + Economic + Social applications have a significant positive impact on environmental performance and social performance Additionally, eco- process innovation has a significant positive impact on corporate sustainability
However, eco-product innovation was not found to have a significant effect on any of the three types of performance
Malaysian case - Journal of Cleaner
Environmental regulations, market demand, and internal initiatives within firms significantly enhance green innovation initiatives (GII) In turn, these GIIs contribute positively to three key areas of sustainable performance: environmental, social, and economic.
46 Effects of Green Innovation on
The survey revealed that competitive and governmental pressures, along with employee behavior, significantly and positively influence green innovation practices Furthermore, innovation orientation was found to have a moderating effect specifically in this relationship.
No Research title, Journal Author, Year Components of
GHRMps Results green product innovation practices and employee conduct
Sustainability innovations of eco- friendly hotels in Taiwan - Journal of Hospitality Management
The study found relationships among innovation diffusion, environmental marketing strategy and sustainability innovations, and a mediating 42effect of environmental marketing strategy
48 Impact of green innovation on the sustainable performance of Thai food industry - Business and
The findings confirmed the positive relationship of the selected key factors and their effect on the sustainable performance
49 Impact of knowledge management practices on green innovation and corporate sustainable development:
A structural analysis - Journal of cleaner production
Knowledge management plays a crucial role in enhancing green innovation and promoting corporate sustainable development Additionally, green innovation has a notably positive effect on sustainable practices within corporations However, the dimensional analysis reveals that knowledge creation is an exception in this context.
No Research title, Journal Author, Year Components of
- Organizational economic sustainability and acquisition, which indicated an insignificant impact on social sustainability, all the paths indicated significant results
50 Green innovation and organizational performance: The influence of big data and the moderating role of management commitment and HR practices - Technological forecasting and social change
This study presents a comprehensive model that explores the interconnections between green innovation, its driving forces, and the elements that address technological challenges, ultimately impacting a firm's performance and competitive advantage.
51 Investigating influence of green innovation on sustainability performance: A case on Malaysian hotel industry - Journal of cleaner production
Green innovation positive impacts on sustainable performance
52 Exploring the influence of knowledge management process on corporate sustainable performance through green innovation - Journal of Knowledge Management
- Corporate sustainable performance (environment, economic and social)
This study demonstrates that the knowledge management process, encompassing acquisition, dissemination, and application, significantly contributes to green innovation Additionally, green innovation positively impacts corporate sustainable performance across its environmental, economic, and social dimensions.
53 Analyzing the green innovation practices based on sustainability
The authors identify six green innovation aspects (criteria),
No Research title, Journal Author, Year Components of
GHRMps Results performance indicators: a Chinese manufacturing industry case -
The sustainability performance of the manufacturing industry in China encompasses environmental, economic, and social dimensions, evaluated through twenty-four sub-aspects and three key performance indicators Findings reveal that green managerial innovation, green product innovation, and green technological innovation are the most significant factors driving the adoption of green innovation practices.
Gaps in the literature
A review of the literature indicates that previous studies have explored the impact of three key components of Green Human Resource Management (GHRM) practices—green recruitment and selection, green training and development, and green assessment and rewards—on sustainable performance, as supported by the AMO theory (Adubor et al., 2022; Khan et al., 2020; Mousa & Othman, 2020; Yong et al., 2020; Ahmed A Zaid et al., 2018) However, there remain significant gaps in less common green practices that could further enhance sustainable performance, including green job description and analysis, green involvement and empowerment, green health and safety, and green discipline management.
Only three studies have investigated the link between Green Human Resource Management (GHRM) practices, green innovation, and sustainable performance (Awan et al., 2023; Awwad Al-Shammari et al., 2022; Imran et al., 2023) Current literature often overlooks the differentiation between green product innovation and green process innovation, leading to a generalized understanding of green innovation's mediating role Therefore, there is a significant need for further research to explore the specific contributions of these innovation types within the framework of GHRM practices and their impact on sustainable performance.
Previous studies have primarily focused on three main aspects of Green Human Resource Management (GHRM) practices: green hiring, green training and involvement, and green compensation and reward While some research has explored the overall impact of GHRM on green product and process innovation, there remains a gap in the literature This study aims to address this gap by investigating additional GHRM practices, such as green job description and analysis, green involvement and empowerment, green health and safety, and green discipline management, and their influence on green product and process innovation.
Research on the implementation of Green Human Resource Management (GHRM) practices in Vietnam's luxury accommodation sector is notably limited The existing literature on GHRM in this specific context is sparse, as highlighted by studies such as those conducted by Pham et al.
Recent studies, including those by Pham et al (2019) and Pham et al (2020), have primarily examined the relationships between green training, green performance, and green compensation within corporate environmental performance However, they have not sufficiently explored the impact of green innovation or other dimensions of sustainable performance There remains a significant gap in the analysis of how Green Human Resource Management (GHRM) practices influence green innovation and contribute to sustainability literature.
Hypotheses Development
2.5.1 GHRM practices and green innovation
Firms are increasingly required to adopt proactive strategies to address environmental challenges due to evolving environmental laws and policies Green Human Resource Management (GHRM) is gaining recognition as a vital approach for enhancing sustainable practices and fostering long-term growth Research has explored the influence of GHRM on environmental performance, highlighting its potential to provide competitive advantages for businesses Additionally, studies indicate that GHRM positively affects financial performance, further emphasizing its importance in corporate strategy.
Green innovation refers to innovations that minimize environmental impact while achieving a company's sustainability goals (Lin et al., 2014) Research indicates that Human Resource Management (HRM) enhances employees' skills and knowledge, thereby fostering product and process innovation in hotels (Seeck & Diehl, 2017; Zhou et al., 2013) The author suggests that Green Human Resource Management (GHRM) significantly influences green innovation Specifically, green recruitment attracts environmentally conscious individuals, encouraging their involvement in eco-friendly initiatives (Backhaus et al., 2002) According to Renwick et al (2013), employees with strong environmental awareness can generate innovative environmental management solutions, further enhancing a company's green innovation efforts Therefore, to cultivate and maintain green innovation, businesses should focus on hiring individuals who are actively engaged in environmental activities.
Second, the training and involvement methods in accommodations can help employees gain the knowledge and skills they need to improve their creativity and innovation (Chowhan,
Longoni et al (2018) demonstrated that focusing on green training and involvement in hotels enhances employees' environmental knowledge and skills, fostering new ideas for green production and process innovation Employees who undergo green training are better equipped to identify environmental challenges and are more motivated to engage in activities that support green innovation Additionally, participation in green initiatives creates a supportive framework that encourages employees to adopt green behaviors and apply their knowledge and skills, ultimately facilitating green innovation (DuBois & Dubois, 2012).
Implementing green performance management and compensation strategies can help hotel employees align their actions with the hotel's environmental goals Additionally, promoting environmental protection efforts and enhancing employees' perceptions of green products and practices can cultivate an innovative culture within the organization Managers should encourage staff to embrace innovation in developing green products and processes, fostering a supportive environment where the fear of failure is minimized.
The Ability-Motivation-Opportunity (AMO) framework is essential for promoting employees' green innovation, as highlighted in earlier studies (Bos-Nehles et al., 2013) The AMO theory suggests that Green Human Resource Management (GHRM) practices enhance eco-friendly creativity by improving employee capabilities through green job descriptions, recruitment, and training, motivating them with green performance management and compensation, and providing opportunities for engagement in environmentally friendly tasks (Singh et al., 2020) Empirical evidence confirms a positive relationship between GHRM practices and green innovation (Jia et al., 2018).
Research indicates that HRM practices can positively influence product and process innovation, suggesting that a combination of these practices may yield greater innovation benefits than individual approaches Consequently, the author considers three key elements of Green Human Resource Management (GHRM) activities that foster green innovation GHRM strategies can enhance employee capabilities, motivation, and opportunities, thereby bolstering their unique expertise in green innovation Based on this reasoning, the following hypotheses are proposed.
GHRM practices significantly enhance green product innovation through various components, including Green job description and analysis (H1a), Green recruitment and selection (H1b), Green training and development (H1c), Green performance management (H1d), Green pay and reward (H1e), Green health and safety (H1f), Green involvement and empowerment (H1g), and Green discipline management (H1h).
H2a, b, c, d, e, f, g, h: GHRM practices, including Green job description and analysis (H2a), Green recruitment and selection (H2b), Green training and development (H2c), Green
Green involvement and empowerment (H2g), Green discipline management (H2h) positively affects green process innovation
2.5.2 Green innovation and sustainable performance
The Triple Bottom Line paradigm defines sustainable performance as the intersection of economic, environmental, and social aspects (Asadi et al., 2017; Elkington, 1997) This study examines selected firms, emphasizing that true innovative sustainability requires essential operational characteristics for long-term viability Notably, industries often prioritize the economic dimension over the other two Following the insights of Salzmann et al (2005) and Haffar and Searcy (2017), the balance between financial and eco-friendly goals, as well as between financial and societal goals, has been a key focus Consequently, the investigation delves into the social, environmental, and economic dimensions of sustainable business performance.
Companies often prioritize economic factors over others, especially in the short term, but focusing solely on economic goals is inadequate for achieving long-term sustainability (Neri et al., 2018; Van der Byl & Slawinski, 2015) To realize economic benefits, it is essential to establish standards that enhance social and environmental performance (Henri & Journeault, 2009) In the realm of green innovation, companies may vary in how they prioritize these three components, despite their collective impact on business success (Fernando et al., 2019).
The author highlights that adopting green practices enhances financial and marketing capabilities, enabling firms to outperform competitors (Green & Inman, 2005) This influence extends beyond a company's financial health to the broader economic system, reflected in various financial performance indicators and relationships with stakeholders, including government, consumers, suppliers, financial institutions, and employees Recent studies indicate a strong connection between the pursuit of operational efficiency and the goal of improving organizational financial performance (Carroll & Shabana, 2010; Porter & Kramer, 2006; Roca & Searcy, 2012).
Green innovation serves as a significant driver of economic growth, prompting companies to invest in the future of renewable technologies By focusing on solar, wind, and other sustainable energy sources, businesses believe these alternatives can effectively replace non-renewable energy sources Additionally, implementing green innovation strategies can lead to substantial reductions in organizational costs.
Green innovation enhances an organization's image and competitive edge while boosting performance (Sezen & Çankaya, 2013) It also mitigates environmental harm, leading to improved economic and social outcomes through reduced waste and costs (Zhu & Sarkis, 2004) Consequently, green innovation is positively linked to economic success (Chang, 2011), supporting the following hypothesis:
H3a: Green product innovation positively affects economic performance
H4a: Green process innovation positively affects economic performance
Environmental performance refers to a company's capacity to minimize emissions and waste, eliminate hazardous materials, and reduce environmental issues (Zhu et al., 2008) Globally, numerous companies across various sectors are adopting strategies aimed at environmental protection to enhance their competitive edge in the market (Rodríguez-Antón et al., 2012).
Increased environmental regulations and market dynamics have heightened firms' awareness of their environmental performance (DiPietro et al., 2013) Research indicates that focusing on environmental output can enhance competitive advantages, as integrating social responsibility, strategic action plans, and eco-friendly innovations is becoming essential for firms (Dangelico & Pujari, 2010) Consequently, organizations that embrace the growing demand for green productivity will secure substantial market advantages (Yang et al., 2011).
Besides, implementing the related programmes will support many industries in lowering greenhouse gas emissions as well as other hazardous and solid waste (Daily et al.,
In recent years, the accommodation sector has increasingly adopted environmentally friendly programs, highlighting the importance of sustainability in the hospitality industry Hotels, in particular, should enhance their focus on environmental awareness, as it offers significant advantages such as streamlined business operations, reduced operational costs, improved corporate image, and heightened competitiveness Research indicates that optimizing production processes alongside increased productivity can lead to enhanced environmental performance Therefore, the author proposes a hypothesis to explore these relationships further.
H3b: Green product innovation positively affects environmental performance
H4b: Green process innovation positively affects environmental performance
Research model
The author presents a conceptual research model, illustrated in Figure 2.2, which is grounded in a comprehensive literature review and the formulation of hypotheses that were empirically tested The study comprises 52 hypotheses in total, including seven main hypotheses Specifically, Hypotheses 1, 2, 5, 6, and 7 are further divided into eight sub-hypotheses, while Hypotheses 3, 4, 8, and 9 are each broken down into three distinct hypotheses.
Summary
Chapter 2 reviews key literature on Green Human Resource Management (GHRM) practices, green innovation, and sustainable performance It investigates theories that clarify how upscale hotels can achieve sustainable performance through GHRM and green innovation The proposed theoretical framework combines Ability-Motivation-Opportunity theory, resource-based view theory, and social identity theory, creating a cohesive model that links GHRM practices, green innovation, and sustainable performance.
This study aims to achieve a comprehensive understanding of Green Human Resource Management (GHRM) practices in luxurious accommodations in Vietnam It will explore the relationship between GHRM practices and green innovation within the accommodation industry, as well as the connection between green innovation and sustainable performance Additionally, the study will investigate how GHRM practices influence sustainable performance in this sector Finally, it will provide recommendations for improvement and development to enhance sustainable performance based on findings from luxurious accommodations in Vietnam.
This research aims to explore six key questions regarding the implementation and impact of Green Human Resource Management (GHRM) practices in Vietnam's luxury accommodation sector It investigates how these practices influence green innovation and sustainable performance within the industry Additionally, the study examines the mediating role of green innovation in the relationship between GHRM practices and sustainable performance Finally, it seeks to identify effective measures and methods to enhance the sustainability of luxury accommodations in Vietnam.
