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PurposeIn the contemporary world, where sustainability at higher education is at the forefront, the ever-changing business ecosystem nurtures a new drift towards economic, environmental and social performance. This study aims to measure the impact of green human resource management (GHRM) practices on sustainability in the higher education of a developing country context through a theoretical aspect of Resource-Based View (RBV).Design/methodology/approachThis study adopted a quantitative approach to propose and test a model based on predictors of sustainability. The survey approach received 190 responses from employees (faculty and non-faculty members) working as a full-time in the 40 higher education institutions (HEIs) of Pakistan. The structural and measurement model was calculated using SmartPLS.FindingsThe results show that “green training and development” (GTD) and “top management commitment towards greening workforce (TMCGW)” have a positive relationship with sustainability while green recruitment and selection (GRS) was not supported by sustainability. The mediating effect of TMCGW plays a crucial role between GTD and sustainability. Also, this study contributes through the moderating interaction effect of Gender between GTD and sustainability. Overall the GHRM practices promote employee green behavior and sustainability.Originality/valueThe proposed research model in the current study is a substantial gap in the literature and exploring this connection requires new theoretical frameworks. To bridge this literature gap, this study examined the role of GHRM on sustainability at micro-level (employee perspective) through a theoretical aspect of RBV in the developing country higher education context of Pakistan. Importantly, this study enhances the understanding of the emerging global wave of green mobility and highlights the impact of GHRM practices on sustainability through perception of academic professionals.

Purpose The purpose of this paper is to understand the direct impact of some of the salient factors from the talent management (TM) literature (role conflict, extrinsic rewards, and job satisfaction) and the indirect impact of other factors (organisational commitment, talent retention, and talent engagement) on talent turnover intention. Design/methodology/approach A survey questionnaire collected 521 valid responses from employees holding managerial and non-managerial positions at various levels in 54 five-star hotels in 6 cities in Saudi Arabia. Findings Significant support was found for all nine hypotheses formulated to test the relationships among the seven constructs above. The model was found to explain 68 per cent of variance in talent turnover intention. Research limitations/implications The study contributes to human resource management literature in general and TM in particular by examining the different constructs used in the TM models and by conceptualising a research model, which was empirically validated within the service sector in the context of Saudi Arabia. Practical implications The research has several implications for practitioners in the tourism/service sector in the Middle East, pertaining to the management of talented employees. Specifically, it recommends that managers should promote training and development scenarios and provide a better work environment to strengthen individuals’ commitment to their jobs. Originality/value This is one of the first studies to examine a comprehensive model of TM in the Arab world in general and in Saudi Arabia in particular, using data gathered from employees in the tourism sector.

Rewards and job satisfaction are often cited as critical processes in HRM. Nonetheless, research has not provided conclusive confirmation or disconfirmation on rewards and job satisfaction as influencing organizational performance. Thus, this study investigated the predictive roles of rewards and job satisfaction in employee's commitment to performance of service firms in sub-Saharan Africa. The study adapted a quantitative methodology by drawing a sample of respondents from two multinational service firms in Ghana. Both multiple regression and descriptive analysis were employed as the basis for the study investigation. Findings showed that rewards induced positive job satisfaction of employees. Additionally, findings showed that job satisfaction of employees stimulated employee commitment to performance. However, a very high level of employee dissatisfaction was recorded for employees pay and the amount of work they do which could negate their commitment to performing well in service firms. The study results add to the evidence that good HR practices influence business outcomes rather than the other way around. Thus, the contribution of this paper identifies the roles that management and organizational leadership can play in enhancing HRM and best practices of employee rewards and job satisfaction in the service industry.