Human Resource Management Practices and Service Provider Commitment of Green Hotel Service Providers: Mediating Role of Resilience and Work Engagement

Abstract

Although research on human resource management practices (HRMPs) has been ongoing for many years, studies have actually paid little attention to HRMPs and their contribution to the emotional side of the bottom line or commitment to the external environment, particularly the serial mediation of HRMPs. Hence, to fill this research void, this study extends social exchange theory, broaden-and-build theory and the conservation of resources (COR) theory in the context of green hospitality by proposing a novel conceptual model to test the mediating effects of resilience and commitment between HRMPs (training, empowerment, and rewards) and service providers’ environmental commitment. A quantitative study was performed involving 557 participants at green hotels. The findings show that the components of HRMPs (training, rewards, and empowerment) were found to be crucial tools in encouraging service providers to engage in environmental tasks while green training, empowerment and reward systems can unlock environmental commitment (EEC) for the setting. In addition, environmental commitment increased by the contribution of two mediators, resilience and engagement; and interestingly, rewards did not contribute to the environmental resilience of service providers, while all three HRMPs had a positive influence on work engagement of service providers in the research context.

Impact of Green Human Resources Practices on Green Work Engagement in the Renewable Energy Departments

“…Furthermore, this study supports the role of green performance management in influencing the GWE, but it was that its impact is not high in comparison to other variables. These results are similar to the results of a recent study that indicated that these three practices are positively associated with work engagement (Arasli et al, 2020).…”

“…One important aspect of these practices is green HRM which can effect on different green behaviors of employees especially their work engagement (Network for Business Sustainabilty, 2021). Applying suitable green HRM practices through its effect on GWE will improve the competitive advantage of these organizations (Arasli et al, 2020).…”

“…This goodness in Green HRM will motivate employees, enhance their skills to demonstrate constructive green behaviors, and persuade them to establish new ideas and to come up with new solutions at the green level (Aboramadan, 2020). Green HRM can also have a motivational role in both extrinsically and intrinsically in supporting the employees' development and adding to their career aspirations as an accomplishment, which will promote the dedication toward work between the employees (Bakker Arnold & Demerouti, 2008) and especially GWE (Aboramadan, 2020;Arasli, Nergiz, Yesiltas, & Gunay, 2020). Similarly, Cantor et al (2012) found that green work engagement results from supervisor's support and human resource management practices like green rewards and green training.…”

Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction

“…Consequently, HPWS may positively affect the workforce's level of job satisfaction. This is because extant literature points out that employees value HRM practices comprising HPWS such as work-life balance [49,56], rewards [57], job security [58], or training opportunities [37,57]. Furthermore, some evidence also supports the positive repercussions of whole systems of high-performance work practices on job satisfaction [17,23].…”

Predicting Job Burnout and Its Antecedents: Evidence from Financial Information Technology Firms

“…To respond to Kahn's call [20], this study develops a dynamic model of JE development behavior with a longitudinal study. That is to say, the JE has been treated as a static (trait) variable (i.e., one point in time) in the previous studies [22][23][24]. The fundamental premise that individuals can change their level of JE as a function of the way they interpret and make sense of their work context [25] has remained relatively unexamined.…”