We are
further exploring the importance of implementing strategic Green Human Resource
management in hotels.
Introduction
What
is strategy? How can GHRM be successful in the hospitality sector?
Professor Roger Martin explains the word 'strategy' as a 'noun,' defined as "an integrative set of choices that positions you on a playing field of your choice in a way that you win." (HarvardBusinessReview, 2023)
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| Think Green (Source: Yadav, 2023) |
Research shows that GHRM goes hand in hand with a Green Hotel concept, where employer brand standards have green policies and environmental initiatives clearly defined in the company's vision and mission statement. For instance, if a Green Hotel is established in the city, the building would need to comprise green infrastructure. However, if the Green Hotel is built in the countryside, the hotel can develop within its natural surroundings and try to preserve its habitat by going green.
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| Green Human Resources (Source: Pardo, 2024) |
2. How can Green Human Resource
Management help the hotel become the best lodging option and the leader in its
market?
In the past decade, we have seen that the role of human resources has changed and evolved on a broader spectrum. With the advancement of technology and growth in social media, every employee becomes a brand ambassador of their company when their experiences are shared with an interested online audience, who share with their audiences. Therefore, initial recruitment doesn't start with a job application but with a search online to see how viable the company is and a calculated read of the Human Resources Management's LinkedIn profiles. Hence, HR becomes a direct brand builder and marketer in recruitment, and going 'Green' in its governance makes HR a game changer.
The popularity of hotels thrives on positive guest experiences, strong hotel branding, and a great hotel narrative. What better strategy can exist for a hotel than caring for its stakeholders, employees, environment, and guests in an initiative to go green through a strong CSR (Corporate Social Responsibility) policy?
3.
Capabilities that a hotel begets
through Green Human Resource Management.
GHRM
can be evaluated effectively through these subcategories:
Employees — with
socially and environmentally skilled employees, GHRM can successfully be
implemented. Research conducted by Farrukh et al. (2024) discusses the
importance of fostering employees' pro-environmental behavior through green
transformational leadership, green HRM, and rigorous training in environmental
knowledge and sustainability
Marketing
systems—With greenwashing taking place in many organizations,
where companies claim to be sustainably green while they're not, it is crucial
for the GHRM team to step up and work with a hotel's marketing team to showcase
the company's green movements positively and correctly.
GCSR –
Green Corporate, Social Responsibility. Case studies done by Freitas et al.
(2020) on some Brazilian firms to see the response of GHRM on CSR have gathered
evidence through quantitative approaches of a survey that GHRM practices
positively influence CSR practices to be pro-environmental. This evidence was
gathered through "practices of performance evaluation, teamwork, and
recruitment," demonstrating that GHRM positively influences the
pro-environmental psychological climate and pro-environmental behavior to
evolve CSR into GCSR.
Leadership
and management – to counter negative environmental issues, it is
seen that ethical leadership within the top tier of hotel management is needed
to implement GHRM; when EL (Ethical Leadership) is combined with GHRM, a case
study done in Pakistan showed that there was a positive impact on Environmental
Performance (EP). Further "findings revealed that employee's environmental
knowledge can magnify the indirect impact of ethical leadership via GHRM on
green behavior." (Ahmad et al., 2021)
Organizational
behavior and culture in GHRM – GHRM practices
can influence a hotel's BCBs (brand citizenship behavior) through
organizational behavior and culture. "A survey was conducted with 328
employees from the five-star hotel were analyzed," and it was seen that
"individual green values were found to moderate the relationship between
GHRM practices and BCB, indicating that employees with stronger green values
are more likely to exhibit BCB."' (Ibrahim et al., 2023)
The
environmental objectives of GHRM could manifest in many ways
that align with the hotel's vision and mission statements. However, GHRM is not
just about adopting eco-friendly practices but also about empowering its
workforce through a green mindset. With a sustainability focus at the forefront
of its operation, GHRM has to hire talented staff who align strongly with the
company's sustainable objectives through a comprehensive job analysis and
description. Companies like "Dupont in India have linked compensation
packages, salary, and bonuses to its middle managers and senior executives if
they adhere effectively to environmental stewardship practices." (Chandra,
2023)
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| Lightning striking a tree (Source: AdobeStock, n.d) |
4.
Barriers in organizations and the
hotel industry in applying GHRM.
Lack
of awareness and knowledge of green practices. Many hotels and
companies, especially in developing countries, need to understand more about
the benefits of implementing GHRM. A lack of knowledge of green practices can
result in a lack of interest in executing GHRM.
Resistant to change: Many establishments are hesitant to abandon traditional HR practices and reluctant to adopt new and innovative practices because they fear the unknown, lack the time to implement them, or are conservative in their beliefs.
Financial or resource constraints: Some of the machinery and technology that assist in GHRM are expensive, and organizations may be hesitant to invest in them, especially if they do not see short-term benefits. This is true for smaller hotels, where there aren't enough financial or other resources to encourage them to invest in green practices.
No governmental support: In some countries, hotels and organizations rely on their governments to regulate and offer incentives encouraging environmentally sustainable practices. Without any support, hotels do not see a value in adopting GHRM.
Employee engagement—GHRM needs to be implemented by employees who welcome its changes and sustainable practices. If, however, employees resist GHRM and do not bother to make an impact with their actions, then GHRM will fail.
Further research in GHRM is required- Although the roots of Green Human Resource Management came to the surface in the mid-90s, the concept of Green Human Resource Management, which we know today didn't develop until 2008. It became prominent at the beginning of 2016. (Susanto et al, 2022)
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| Resourceful GHRM (Source: Everypixel, n.d) |
Conclusion
Change
is inevitable, and change for the better is much needed, primarily when Green
Human Resources focuses on the betterment of the organization and its natural
environment at hand. Despite the challenges GHRM is facing, the challenges can be
overcome in many aspects as communication of these new concepts is vital to
creating awareness amongst its stakeholders, employees, and guests.
With the support of the UN, (its second forum for a sustainable future is to be held on 12th September 2024), it is possible for countries and their governments to focus on sustainability and the green movement at a more prominent scale.
Adobe Stock (no date) Lightning+Tree Images – browse 45,317 stock photos, vectors, and video, Adobe Stock. Available at: https://stock.adobe.com/search?k=lightning%2Btree (Accessed: 11 April 2024).
Ahmed, S. et al. (2021) Promoting green behavior through ethical leadership: a model of green human resource management and environmental knowledge , Leadership and Organization Development Journal. Available at: https://doi.org/10.1108/LODJ-01-2020-0024 (Accessed: 11 April 2024).
AxisRooms (2022) Hotel Green Marketing Effects on your business performances, Hospitality Net. Available at: https://www.hospitalitynet.org/news/4112583.html (Accessed: 04 April 2024).
Elshaer, I.A. et al. (2023) ‘Green Human Resource Management and brand citizenship behavior in the hotel industry: Mediation of Organizational Pride and Individual Green Values as a moderator’, Administrative Sciences, 13(4), p. 109. doi:10.3390/admsci13040109.
Every Pixel (no date) Forest business images - search images on everypixel. Available at: https://www.everypixel.com/q/forest-business?image_id=1413523709060941532 (Accessed: 11 April 2024).
Farrukh, M. et al. (2023) ‘Climate change needs behavior change: A team mechanism of Team Green Creative Behavior’, International Journal of Contemporary Hospitality Management, 36(5), pp. 1577–1596. doi:10.1108/ijchm-04-2023-0515.
Freitas, W.R. et al. (2020) ‘Green Human Resource Management and corporate social responsibility’, Benchmarking: An International Journal, 27(4), pp. 1551–1569. doi:10.1108/bij-12-2019-0543.
Hameed, R.et al. (2022) The role of Green Human Resource Practices in Fostering Green Corporate Social Responsibility, Frontiers. Available at: https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2022.792343/full (Accessed: 04 April 2024).
Harvard Business Review (2022) A plan is not a strategy, YouTube. Available at: https://www.youtube.com/watch?v=iuYlGRnC7J8 (Accessed: 06 April 2024).
Pardo, B. (2023) Sustainable practices to integrate into your global mobility program, Ineo Site. Available at: https://www.ineomobility.com/mobility-trends/sustainable-practices-to-integrate-into-your-global-mobility-program/ (Accessed: 05 April 2024).
Susanto, E.et al (2022) ‘Green Human Resources Management in hospitality industries: A systematic literature review’, European Journal of Human Resource Management Studies, 5(4). doi:10.46827/ejhrms.v5i4.1212.
Yadav, I. (2023) Going green in e-commerce: How to make a difference with sustainable supply chain practices, RSA GLOBAL. Available at: https://www.rsa.global/blog/sustainable-practices-in-ecommerce-supply-chain (Accessed: 05 April 2024).












