The role of green human resource management in driving hotel’s environmental performance: Interaction and mediation analysis
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2020
- handle: 10670/1.txccjp
- hal: hal-02545093
- doi: 10.1016/j.ijhm.2019.102392
Ce document est lié à :
info:eu-repo/semantics/altIdentifier/doi/10.1016/j.ijhm.2019.102392
Mots-clés
Green human resource management Environmental performance Environmental commitment Organisational citizenship behaviour towards the environment Greening the hospitality industry M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M19 - Other M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M12 - Personnel Management • Executives; Executive CompensationSujets proches
Employment management Human resource management Manpower utilization Personnel administration Corporations--Personnel management Human resources managementCiter ce document
Nhat Tan Pham et al., « The role of green human resource management in driving hotel’s environmental performance: Interaction and mediation analysis », HAL-SHS : droit et gestion, ID : 10.1016/j.ijhm.2019.102392
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Résumé
Previous studies have paid little attention to the links between green human resource management (GHRM) andenvironmental performance, especially examining an interaction and mediation analysis in the hospitalitymanagement. Therefore, the study bridges this research gap by extending the Ability-Motivation-Opportunitytheory to explore the direct, indirect, and interactive roles of GHRM practices. A survey of 220 respondents athotels suggests that: (1) training and employee involvement are critical tools in directly stimulating employeecommitment and organisational citizenship behaviour towards the environment (OCBE), and hotels’ environmentalperformance; (2) OCBE plays an essential role in mediating the effects of training and performancemanagement on environmental performance; and (3) the vital interaction of training and employee involvementsignificantly strengthens environmental performance. However, unexpected results are found: (1) performancemanagement is an unimportant consideration in analysis of direct and interactive influences and (2) employeeenvironmental commitment does not mediate the GHRM-environmental performance relationship.