Research about green human resource management and perceived organizational support for the environment in the hospitality and tourism literature is in its development stage. Therefore, our paper tests the interrelationships of green human resource management, perceived organizational support for the environment, work engagement, task-related pro-environmental behavior, and quitting intentions. Data gathered from hotel employees with a time lag of one week in Taiwan were assessed tapping structural equation modeling. The empirical findings offer strong support for hypotheses and suggest that our model is viable. More precisely, green human resource management enhances employees’ perceptions of organizational support for the environment, while perceived organizational support for the environment fosters work engagement and task-related pro-environmental behavior and reduces quitting intentions. Perceived organizational support for the environment and work engagement sequentially mediate the effect of green human resource management on the aforesaid outcomes.
In a strict competitive marketplace, hospitality managers realize that paying attention to the preservation of the environment and activating employees’ eco-friendly behaviors are among the important indicators of the company’s investment in environmental sustainability (e.g., Sharma et al., 2020). Though some hotels do not value environmental sustainable practices as much as commercial outcomes (Khatter et al., 2021), there is an increasing interest in green management and environmental sustainability in the hospitality industry. For instance, Marriott International has sustainability initiatives in four areas such as “nurturing our world”, “empowering through opportunity”, “sustaining responsible operation”, and “welcoming all and advancing human rights” in the sustainability and social impact goals program for 2025 (Marriott, 2021). Investing in employees through favorable job conditions and the environmental sustainability program highlights the presence of green human resource management (GHRM) practices and the company’s promotion of its employees’ sustainable actions (cf. Umrani et al., 2020; Ramus, 2011).
GHRM, which denotes “…the systematic, planned alignment of typical human resource management practices with the organization’s environmental goals…” (Jabbour, 2013, pp. 147–148), enhances employees’ green-related and environmental outcomes (e.g., Úbeda-García et al., 2021a; Nisar et al., 2021). Employees’ perceptions of green human resource practices represent the basis for the environmental support provided by the company (Aboramadan and Karatepe, 2021; Ahmed et al., 2021b). Perceived organizational support for the environment (POSE) denotes “…the specific beliefs held by employees concerning how much the organization values their contributions toward sustainability” (Lamm et al., 2015, p. 209) and results in green and non-green positive consequences (e.g., job satisfaction, diminished proclivity to quit, and organizational citizenship behavior for the environment, OCB-E) (Lamm et al., 2015; Paill´e and Meija-Morelos, 2019). Despite this realization, the hospitality and tourism research still lacks evidence about the potential green and non-green positive consequences of GHRM and POSE among hotel employees (Aboramadan and Karatepe, 2021; Nisar et al., 2021; Umrani et al., 2020). This is surprising because management cannot achieve the organization’s environmental sustainability goals without the active involvement of employees (Kalyar et al., 2021; Karatepe et al., 2020).
5.4. Limitations and future research
The results should be considered in view of several limitations. First, our paper tested task-related PEB and quitting intentions as the consequences of GHRM, POSE, and WENG. There are various organizationally valued outcomes that could be tested in future research. For example, to further enhance the current knowledge base, future studies could assess whether POSE and WENG serially mediate the effect of GHRM on other critical green and non-green outcomes such as green creativity, hotel’s green performance, adaptive performance, nonattendance behavior, green recovery performance, and employees’ well-being (Ahmed et al., 2021a,b; Darban et al., 2022; Hartline and Ferrell, 1996; Kalyar et al., 2021; Karatepe et al., 2020; Wood et al., 2021).