This study is purposed to examine how Green human resource management practices increase green creativity. It assesses the mediating role of employees’ green self-identity and green shared vision which was nearly unobserved in the previous studies. The paper opted for an explanatory study using the convenience sampling technique/approach. Data were gathered from the general managers and HR managers of 3-star, 4-star, and 5-star hotels of Pakistan. As they are directly involved with the implementation of “green human resource management practices. 250 questionnaires were distributed and 202 valid responses were used for data analysis through Smart PLS 3.0. The systematic findings showed that the green human resource management practices adequately affect the green creativity of employees which also mediates by green self-identity. Moreover, mediation of green shared vision was rejected by the results. This research is an addition to previous knowledge by adding the constructs i.e., green self-identity and green shared vision to measure the green creativity of employees.Current study fulfill the gap that how green self-identity and green shared vision mediates the relationship of Green HRM and green creativity. This research study offers valued practical implications to the policymakers and upper management, ensuring the obligation of employees towards the application of green human resource management practices and green creativity to accomplish environmental goals.
Research Article
The influence of green human resource management practices on employee’s green creativity: The roles of green self-identity & green shared vision
https://doi.org/10.21203/rs.3.rs-1968190/v1
This work is licensed under a CC BY 4.0 License
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Green human resource management practices
green self-identity
green shared vision
green creativity
social cognitive theory
environmental management
Nowadays, legal, ethical, permissible, environmental pressure have enforced companies to rapidly move towards environmental sustainability. International anxieties about the reduction in natural resources, climate change, and ecological protection have forced organizations under pressure to adopt environmental management systems, procedures, and practices (Ababneh, 2021; Al‐Ghazali & Afsar, 2021; Y.-S. Chen, Chang, & Lin, 2014; Choong et al., 2020). Moreover, the modern business settings are facing various challenges related to customers (e.g. preferences, competitions, ethical and moral values, boycotts, etc.) that negatively/positively take companies to move towards competitive benefit (Chams & García-Blandón, 2019). According to Han, Yu, Lee, and Kim (2019), consumers’ buying behaviors are their awareness of organizations’ sustainable processes and brand image. Anyhow, companies have already taken initiatives to incorporate environmentally friendly objectives into their corporate policies, procedures, and strategies (Chung, 2020).
The tourism industry, in general, is highly responsible for climate change because this sector has diverse threats including extreme weather conditions, damage to attractions and assets, water shortage, electricity, etc., on the other side it is also contributing to the environment (UNTWO, 2020). The world’s tourism industry is increasing annually since 1950 with the world tourist departure to other countries grew between 4 % to 8 % and in the Asia Pacific from 5% to 6 % (UNTWO, 2019). Pakistan is among many other countries with an increased number of tourists every year (Economist, 2019) and the future of tourism is bright.
According to R. Farooq, Zhang, Talwar, and Dhir (2021) hospitality sector is the biggest contributor to the tourism industry. Many external (extreme production of carbon dioxide (Guerci, Longoni, & Luzzini, 2016)) or internal forces (wastage of water, electricity, etc. (Ababneh, 2021)) are enforcing hotels to take preventive measures to save the environment (Siti-Nabiha et al., 2014). Therefore, the whole tourism industry, particularly hotels have introduced green practices. That’s why researchers have also taken interest to investigate various factors to motivate green behaviors, green practices, and green procedures in the hospitality sector (Mousa & Othman, 2020; Opatha & Arulrajah, 2014; Pham, Tučková, & Jabbour, 2019; Song & Yu, 2018). Even though the rising research on sustainability procedures and strategies in this sector, the current findings are focused on different features of “green human resource management practices”.
In contrast, a feature of sustainable procedure, practices, and strategies in the hospitality sector is that how employees can play a role towards sustainability and how the hotels can engage employees towards green behavior, is still less explored. According to Okumus, Köseoglu, Chan, Hon, and Avci (2019), previous studies have not examined the behaviors of employees to follow green procedures and their attitudes towards the environment. Introduction of “Environmental management systems” e.g., ISO 14001 and ISO 22000 into hotels influence the employees’ perception towards environmental sustainability, it also necessary to involve them for successful deployment of objectives (Chou, 2014). Even though, due to its importance limited number of researchers have examined hotel staff perception in this regard (R. Farooq et al., 2021; Sourvinou & Filimonau, 2018). This gap if filled as early as possible can be helpful to improve the effectiveness of green procedures development and instigated by the hospitality industry around the globe particularly in the Pakistani context. According to R. Farooq et al. (2021) accepting staff motives, visions and responses are vital in a service-oriented industry like hospitality, because their behavior directly affects customer satisfaction and delivery of services. The current research is the response of direction by previous literature to study the employee's perceptions and behaviors towards green human resource management practices into hospitality sector influnced by orginizational and individual related factors (Ababneh, 2021; Al‐Ghazali & Afsar, 2021; Amjad et al., 2021; Yusoff, Nejati, Kee, & Amran, 2020).
It is important to mention that previous literature has suggested that environmental organizational related behaviors like green human resource management practices such as recruitment, development, training, rewards, and empowerment (Barrena‐Martinez, López‐Fernández, & Romero‐Fernández, 2019), green leadership behaviors (R. Farooq et al., 2021) are the main context of environmental sustainability. Green HRM is a usual human resource management practice with the inclusion of some ecological strategies only (Suba, Inayath Ahamed, & Priya, 2021). Previous studies have examined green human resource management practices and green creativity with other variables like green transformational leadership (Li et al., 2020) into the IT sector, individual green values, and behavioral intentions into ISO certifies companies (Al‐Ghazali & Afsar, 2021), green knowledge sharing (Rubel, Kee, & Rimi, 2021) into the textile sector, employee involvement (Pham et al., 2019) personality traits and green engagement (Ababneh, 2021) and so on to. In comparison, lesser researches have examined these constructs for the hospitality sector. Like Tuan (2020) revealed the relationship between green creativity and transformational leadership in the context of tourism sector, (Yusoff et al., 2020) linked employee performance with GHRM, (R. Farooq et al., 2021) linked self-efficacy and green creativity in the hospitality sector.
Based on the previous discussion, it is arguing that the literature has a shortfall from perspectives i.e., (i) various sectors, like IT, education, textile, manufacturing, the relationships examined are fractional, this gap bounds the insights about difficult relations of various variables of organizational behaviors that are established parallelly. Thus, investigating a mechanism of how Green HRM practices are linked with employee-related aspects like green self-identity, green passion, green creativity, etc., is a more useful perspective practically, (ii) limited studies examined organizational behaviors constructs particularly in the context of the hospitality sector. The gap has also been noted and prior studies recommended to examine in the future (Ababneh, 2021; Al‐Ghazali & Afsar, 2021; R. Farooq et al., 2021). The need to well understand the motivation of employees in applying and following green procedures and practices, the current study investigates organizational precursors of employee green behavior in the hotel industry of Pakistan. The key variables to extend the literature are “green human resource management practices” GHRMPs (green hiring, green training & involvement, green performance management compensation, green empowerment & participation), “green self-identity” GSI, “green shared-vision” GSV, “green creativity” GC. The selected variables from the literature help us to seizure both organizational perspective (GHRMPs and GSV) and employee perspective (GSI & GC). The relationships of constructs have been endorsed with social cognitive theory (SCT) explained by (Wood & Bandura, 1989). SCT explains behaviors via a vigorous model including (a) environmental influences, (b) individual factors, & outcomes.
The current study intends three research questions. (1) How GHRMP is associated with GC in Pakistan’s perspective, specifically in the hospitality industry? (2) To what extent GSI mediates the relationship between GHRMPs & GC? (3) How much GSV mediates among GHRMPs and GC?. Hence, the following novel contributions have been added by the current study. First, it gets together employee-related factors (GSI & GC) and organizational related factors (GHRMPs and GSV) to provide a new vision into the hospitality industry of Pakistan. These relationships have not been studied before. Second, the findings increase GHRM literature as to how employees and their commitments can be used for green creativity. Third, this study investigated the relations with the support of SCT, which was previously examined via “Theory of Planned Behaviors” TPB, theory of “Ability, Motivation, Opportunity” AMO, as SCT is well explained behavioral change theory.
2.1 Theoretical Background
SCT is a famous theory that researchers used to examine employees’ behaviors in terms of their motivational, sentimental, and cognitive developments. According to Bandura (1986), this theory is the interaction among individual’s visions, personal goals, objectives, perceptions, and the affecting related factors that control their motivated behaviors. Moreover, SCT emphasizes the fact that self-identity opinions are an important mechanism of human behavior, performing as psychological carters for encouraging behavior change (Carter, Nesbit, Badham, Parker, & Sung, 2018). According to He, Zhou, Zhao, Jiang, and Wu (2020), the theory also proposed self-identity is probably improved when employees in an organization feel motivated, identifies in organizational settings. The self-view is multidimensional not monolithic, therefore, self-identity is an ongoing process predicted through various organizational and individual factors (Bandura, 1999).
Hence, the SCT allows investigating both the negative and positive aspects of behavioral outcomes. The theory is suitable for various perspectives. (1) This theory is suitable for this study from various perspectives. First, it considers individuals as aim-focused who efficiently involves in thought behaviors and processes that result in achieving their goals. Bandura (1986) stated that higher level of self-value causes to be more creative. (2) it also proposes that positive insights about an individual’s capabilities, efficiencies, abilities, and self-identification motivates employees to do better (Bandura, 2006). It can be conceptualized that improved GSI, with the positive influence of GHRMPs, can motivated employees towards a higher level of GC. (3) according to Bandura (1999), employees’ positive outcomes are enhanced when their preferences are shared. This helps to mitigate that green shared visions can increase GC when GHRMPs are adopted.
2.2 Operationalization of the Constructs
2.2.1 Green Human Resource Management:
Y. J. Kim, Kim, Choi, and Phetvaroon (2019) define “human resource management” as “the systematic and planned alignment of HR practices with organizational goals”. Human resource management is operating employees with organizational specifications. Green HRM is a usual “human resource management practice” with the inclusion of some ecological strategies only (Suba et al., 2021). Green HRM is the diverse features of “human resource management” (HRM) designed to develop a green employee (Ababneh, 2021) i.e., employees who are well-versed with the importance of environmental protection activities (Pham et al., 2019). According to W. G. Kim, McGinley, Choi, and Agmapisarn (2020) HR practices include all the practices related to employees’ entire lifespan from recruitment to retention.
Earlier studies listed green hiring and recruitment (Mousa & Othman, 2020; Tang, Chen, Jiang, Paille, & Jia, 2018), green training and development, green involvement (Yusoff et al., 2020), green performance management (Ogbeibu, Emelifeonwu, Senadjki, Gaskin, & Kaivo-oja, 2020), green performance management and compensation (Jabbour, 2011; Masri & Jaaron, 2017), and green empowerment and participation (Y.-S. Chen & Chang, 2013) as possible GHRM initiatives to improve green-oriented behaviors of employee and to make the organization sustainable. Previous studies regarding Green Human Resource Management reviewed the interdisciplinary organizational researches in performance management, organizational culture, personal training, personal development, strategic management, organizational outcomes (Al‐Ghazali & Afsar, 2021; Haddock-Millar, Sanyal, & Müller-Camen, 2016; Ren, Tang, & Jackson, 2018).
Researchers have suggested the vital role of GHRMPs to motivate employees towards environmental values, beliefs and engage them in environmentally responsible laws (Luu, 2019), enhance them to solve problems with green initiatives (Pham et al., 2019), and patent green performances (Ogbeibu et al., 2020). Scholars also highlighted the remunerations of GHRM, like lower waste and emissions, pollution control, etc (Opatha & Arulrajah, 2014; Provasnek, Sentic, & Schmid, 2017). Improvement in organizational performance (Dias‐Sardinha & Reijnders, 2001) and firms’ status (Ren et al., 2018). Much research on GHRM has implemented the strategic perspective of human resource management practices (Dumont, Shen, & Deng, 2017; Haddock-Millar et al., 2016; Renwick, Redman, & Maguire, 2013; Saeed et al., 2019). Such as, Renwick et al. (2013) proposed the strategic role of GHRM in environmental initiatives. Paillé, Chen, Boiral, and Jin (2014) suggested mediating influence of employee’s environmental behavior between strategic HRM practices and organization’s environmental performance. Dumont et al. (2017) recommended the effect of GRHM on employee’s environmental behavior with mediating effect of psychological green climate. Al‐Ghazali and Afsar (2021) demonstrated the influence of GHRMP on environmental performance, green creativity through mediating effects of behavioral intentions. However, many individual factors of how and when GRHMP affects organizational environmental performance are still unconfirmed. The current study has indicated green hiring, green performance management, green training & involvement, and green empowerment and participation components of green human resource management practices
2.2.2.1 Green Creativity:
Creativity is a spirit of innovation as it is very important for generating unique, implementable, useful, and new ideas (Amabile, 1988). According to Fraj, Matute, and Melero (2015), it is a key component of organizations’ success in this increasingly competitive business setting demanded by the customers due to high awareness of environmental initiatives. Previous researches on HRM suggested that organizations’ most precarious role is to embark on creativity amongst employees (Al‐Ghazali & Afsar, 2021). Today, organizations are facing serious challenges regarding environmental outcomes because of their commercial activities, therefore, developing GC among employees is a critical procedure of HRM that should be performed (R. Farooq et al., 2021). Green Creativity refers to the different and innovative ideas allied with the products, procedures, strategies, processes, and services that have pro-environmental alignment (Y.-S. Chen & Chang, 2013; Dumont et al., 2017). The latest research has also confirmed that GHRMPs motivates creative behaviors (Ababneh, 2021; Al‐Ghazali & Afsar, 2021; O. Farooq, Payaud, Merunka, & Valette-Florence, 2014; R. Farooq et al., 2021).
2.2.3 Green Self-Identity:
In general, self-identity is a label referred to define oneself Self-identity is inclined by personal factors (self-efficacy, self-enhancement, self-esteem, self-understanding) and social factors (expectations of other, given roles, demands) (Cook, Kerr, & Moore, 2002). As per (Carter et al., 2018) it is a chosen behavior to complete any task. Clayton (2003) defied green self-identity as, ‘‘a sense of connection to some part of the nonhuman environment, based on history, emotional attachment, and/or similarity, that affects how we perceive and act toward the world’’ (pp. 45-46). According to Lin and Hsu (2015), it is employee’s awareness to distinguish themselves from others within an organization based on their abilities, characteristics, styles, ways of doing tasks, etc. Coming towards the green context, green self-identity represents employees’ beliefs that they can perform better for the environment and its sustainability as compared to others (Ahmad, Donia, & Shahzad, 2019). Statement of green self-identity may be understood as efforts to create consistency in actions, behaviors, and attitudes due to experiences, abilities, and then performing pro-environmental behaviors.
2.2.4 Green Shared Vision
Visions for both the organizational and personal perspective are the chief driving forces for enhancing and creating the evolution from present states to desired states (Boyatzis, Rochford, & Taylor, 2015). A shared vision can be defined as collective ambitions, goals, and objectives of an organization that direct employees to the progressive pathway for the organization’s future (Tsai & Ghoshal, 1998). According to Mackie and Goethals (1987), a shared vision provides a common intentional direction that reveals an organization’s objectives and goals. Creating a shared vision is a difficult task for the management (Pearson, 1989) because an organization’s vision is the most powerful tool (Porras & Collins, 1996), is the essential intergrading of its business strategy, and an acute factor for the development of front runners influence. The study of Y.-S. Chen, Chang, Yeh, and Cheng (2015) provides the concept of the green shared vision. According to their definition, GSV is “a clear and common strategic direction of collective environmental goals and aspirations that has been internalized by members of an organization”. Employees are the furthermost key stakeholders of an organization for the implementation of shared vision (Chang, 2020). Felin, Foss, and Ployhart (2015) reflected in their study the involvement of employees is influential for the promotion of organizations’ environmental protection behaviors.
2.3 Hypothesis Development
2.3.1 Green Human Resource Management Practices (GHRMPs) and Green Creativity (GC):
Employees’ GC is the essential expression of their ecological-related mindfulness and associated responsible behavior (R. Farooq et al., 2021). Thus, the organizations’ having awareness of environmental challenges must motivate GC among employees. In this concern, researchers have suggested that organizations can influence GHRMPs to increase GC (Al‐Ghazali & Afsar, 2021; R. Farooq et al., 2021; Jia et al., 2018). Previous studies have argued that green recruitment or hiring can be beneficial for creative behaviors, thus while hiring employees their environmental awareness may be judged (Al‐Ghazali & Afsar, 2021). Moreover, green training is termed as the fundamental activity by the scholars for inspiring and educating employees to be aware and conscious of their duty towards protecting the environment e.g., collecting data to identify the various sources of waste and pollution (W. G. Kim et al., 2020; Pham et al., 2019; Ren et al., 2018). Besides, GHRM practice i.e., appraisals, rewards, promotions or compensations can also promote green behaviors among employees (Renwick et al., 2013). According to Mittal and Dhar (2016), GC is the display of green behavior, we may expect it to be compressed by GHRMPs. Thus, the current study measures the strength used by the hotel industry to communicate their greening programs to their employees, by green hiring, training, and developing green skills to make them responsible towards the environment and then evaluated based on their green behaviors. The hotels can give rewards, promotions, intensives, etc. to employees for providing useful, novel, and unique ideas for achieving the company's goals related to the environment. Therefore, we purpose that GHRMPs can increase employees’ GC, following the previous findings frameworks like medical firms (Jia et al., 2018), coal enterprises (Huo, Li, Zheng, Liu, & Yan, 2020), various firms (Al‐Ghazali & Afsar, 2021). Hence, we purpose the first hypothesis of the study i.e.,
H1: Green Human Resource Management practices are positive and significantly associated with Green Creativity
2.3.2 The mediating role of Green Self-Identity (GSI)
Identity is a behavior described as a “reciprocal relationship between self and society” (Hogg, Terry, & White, 1995). It highlights the role of emblematic interactions of self that built identity construction (Khare & Pandey, 2017). Thus, self is not an autonomous construct but is a dependent construct; dependent on individual roles and social values within the society/organization. According to Rise, Sheeran, and Hukkelberg (2010), green self-identity is the self-perception of oneself about supporting environmental causes “specific or generalized roles”. GSI is an individuals’ entire supposed identification within an organization that is well recognized as a motivational cause of various environmentally friendly behaviors (Whitmarsh & O'Neill, 2010). That is why employees recognizing themselves as supporting ecological protection, green technologies, products, services, and recycling, identify themselves as “green employees” (Khare & Pandey, 2017).
Therefore, organizations should work on improving the self-identity of employees via training, exposure, personal developments, and communication. In the present research, we argue that GHRMPs can be engaged to increase GSI among employees. This can be related to SCT (Bandura, 1999), as GHRMPs can usually be supposed to be the major originator of affective process, motivation process, and cognitive process to increase the green self-identity beliefs among employees (Khare & Pandey, 2017). We can assume GHRMPs to increase GSI as these practices and procedures can develop the confidence of over self-abilities and capabilities to face environmental challenges of the organization. Although there’s no prior research on investigating the association between GHRMPs and GSI, the prior discussion and creeds of SCT provide sufficient basis to propose relation between these two variables. Hence, we hypnotize:
H2: GHRMPs are positively and significantly associated with GSI.
Taking the discussion further, green self-identity is related to employees’ self-faith, confidence, which motivates them to achieve various challenges, goals, and tasks (Bandura, 2006). We expect a significant role of self-identity as a main psychosomatic driver of behavioral outcomes. Several previous studies have acknowledged the link of self-identity with objective settings, positive ideas, self-image, etc. (Carter et al., 2018; Khare & Pandey, 2017). Since, organizations with a higher level of identity have more competitive advantages via creative ideas (Y. S. Chen, 2011). Similarly, it is expected that GSI will drive pro-ecological behavior i.e., green creativity of employees. Thus, GC can play an important role in achieving a sustainable environment of an organization (Y.-S. Chen & Chang, 2013). But, an association of GSI and GC is under-explored yet. This association is can be determined based on the SCT, which contends that leveraging personal characteristics can bring behavioral change. Based on the argument, we hypothesize:
H3: GSI is significantly and positively associated with GC.
Intellectuals have coped that employees with self-identity show more confidence in challenges and offer new concepts (Y.-S. Chen & Chang, 2013), in this case, we contend that employees’ determinations to develop the environmental sustainability of the organization are not only from the environment but also from their cognition and behaviors, which comes from GHRMPs about environmental issues. In return, this indirectly rises employees’ GC by motivating GSI. Thus, we recommend GSI as an arbitrator between GHRMPs and GC. As per SCT (Bandura, 1986, 1999), it is further suggested that GHRMPs influence GSI, which leads to GC of employees. Hence, we suggest:
H4: GSI mediates the relationship between GHRMPs and GC.
2.3.3 The mediating role of Green Shared-Vision (GSV)
Due to certain rising opportunities and the significance of sustainability, mostly in the hospitality sector, organizations and markets are presenting an increased tendency to strategically integrate green HRM practices into their goals and objectives (Ababneh, 2021; Dumont et al., 2017). The organizations are now realizing that HRM must elaborate its scope and bring change to meet upcoming environment challenges and problems, as HR requires to create a shared vision to incorporate a green environment for the sustainability of the firm (Jabbour, 2011). Thus, GHRMPs are gaining importance, as discussed earlier. Over the last few years, various challenges including developing environmental standards, customers’ demands, and other related issues, the hospitality industry have provoked recognition of the importance of shared vision (Y.-S. Chen et al., 2015). According to Colakoglu (2012) shared vision is an organizational vision of its members and the common concept of an organizations’ core values and mission. When organizational management has resilient visions, the accomplishment of sustainability requirements is encouraged (Senbel, 2015). This is important because HRM can provide opportunities to employees that motivate them to accomplish organizational goals. GHRMPs provide fundamental pathways for the development of green shared vision among employees, thus it is an important task of GHRM to clarifying and shaping shared vision (Paarlberg & Perry, 2007). Therefore, it is indicated that more the HRMPs of oraganizations are green, employees’ green shared vision can be as per enviromental requiremnts. Thus, the study recommended the fifth hypothesis i.e.,
H5: There is a significant relationship between green HRM practices and green vision
Taking the discussion further, if an organization has a shared vision, then it is easy for employees to combine, identify and extract various skills, abilities, ideas, and technologies to increase creativity (Tushman & O'Reilly III, 1996). Therefore, shared vision contributes to improved creativity (Lee, Chang, & Chen, 2013). Creativity refers to generating novel, unique and innovative ideas i.e., useful for the organization (Wehrmeyer, 2017), therefore, green creativity is producing new ideas, generating innovation i.e., useful for the environmental practices (Y.-S. Chen & Chang, 2013) shared vision and organizational creativity have a strong positive bond (Calantone, Cavusgil, & Zhao, 2002; Huo et al., 2020). Previous works of researchers indicate that a shared vision is significant in creative development (Chang, 2020; He et al., 2020; Jansen, George, Van den Bosch, & Volberda, 2008; Mackie & Goethals, 1987). To conform to the green needs of the organization, GSV is commanding for GC. So, this study proclaims green GSV of the organization is positively affect the GC of its employees particularly in the hotel sector thus, the study implies the following hypothesis;
H6: GSV is positively associated with GC.
HRM can provide a shared vision to the employees to strengthen the generation of creativity (Mittal & Dhar, 2016). Industry practitioners and academic researchers acknowledged the important role of GHRMPs of organizations, within the green context (Mohammad, Bibi, Karim, & Durrani, 2020; Rayner & Morgan, 2018). Specifically, GHRMPs can be used to communicate environmental policies and vision to employees for attaining creative behaviors (Mittal & Dhar, 2016). Also, GSV of organization encourages GHRMPs, which motivates them to come with novel and creative ideas beneficial for the environment (W. G. Kim et al., 2020). This expectation is grounded in the fact that GSV helps GHRMPs by interpreting procedures and policies related to ecological gains. Thus GSV can be recommended as an intervening variable among GHRMPs and GC. Therefore we propose,
H7: GHRMPs and GC are mediated by GSV.
2.3.4 Controlled variables
Various studies have indicated that some individual-level variables can also affect green behaviors in any organization, those variables are gender, organizational tenure, age, and education, etc (Aljarah, 2020). Controlling these constructs can be useful as years of experience, and other socio-demographic variables can influence the cognitive abilities of employees (Li et al., 2020). Moreover, with age, experience, and education, employees become more capable, skillful, and creative (Amabile, 1988; Zhang, Xu, & Wang, 2020), which may affect their green perceptions. Consistent with existing studies and the current theoretical model, this study used employees’ gender, age, experience, and education as control variables, in the current firm.
3.1 The Measurements of Constructs
All the assessing instruments to measure the variables were adapted from earlier literature. The 5-Lickert scale was used to measure all the constructs of the study starting from strongly agree to strongly disagree. A scale of GHRMPs has involved four dimensions named green hiring, green training & Involvement, green performance management compensation, green empowerment & participation. Six items of Mousa and Othman (2020) were used for measurement of green hiring (e.g., The hotel prefers to recruit employees that know the environment). Based on the latest study of Yusoff et al. (2020), eight items were adapted for green training and involvement (e.g., Training programs about the environment are provided to large-scale individuals in the hotel). For “green performance management and compensation” four items of Tang et al. (2018) are used (e.g., We use green performance indicators in our performance management system and appraisals). Five items of Masri and Jaaron (2017) were used to measure “green empowerment and participation” (e.g., Our organization has introduced communication channels and help-lines to support green initiatives). To measure the green creativity six items of Y.-S. Chen and Chang (2013) scale was adapted (e.g., The members of the organization suggest new ways to achieve environmental goals). Shaw, Shiu, and Clarke (2000), 5-items were adapted to measure the green self-identity of employees. The author used the scale to measure the green self-identity of consumers instead of employees therefore, some of the words changed as per objectives of the study (e.g., I think of myself as an “environmental person”). A Four-items scale developed by Jansen et al. (2008) was adapted to measure the mediating effect of green shared vision (e.g., There is commonality of environmental goals in the company).
3.2 Data Collection
. Pakistan is one of the countries possessed with natural resources and beauty. A lot of tourists attract to Pakistan due to its natural attractiveness. Data were collected from 3, 4, and 5-star hotels located in Pakistan. According to travel myth, Pakistan has 282 hotels (201- 3stars, 63- 4stars, and 18- 5stars). To test the hypothesis, 3-star, 4-star, and 5-star hotels were selected and 1-2 star was eliminated because these hotels have a lack of adopting environmental initiatives (Rodríguez-Antón, del Mar Alonso-Almeida, Celemín, & Rubio, 2012). A self-administrated questionnaire was used to collect data from the hotels. A quantitative and cross-sectional technique is used to conduct the study.
The general managers/CEOs of the hotels were contacted via references, emails, and telephonic calls. The objectives of the study were shared with the personnel. The respondents of the study were general managers, HR managers of the hotels. A total of 250 questionnaires were distributed among general managers or HR managers of the hotels willing to participate in the study. 221 questionnaires were returned and 202 were used for data analysis, 19 questionnaires were eliminated due to tenures at the organization. As the total population of expected managers was unknown, therefore, the formula of Heid, Stevens, Livak, and Williams (1996) i.e., (no of variables * 15) and Tabachnick, Fidell, and Ullman (2007), 50 + 8 (no of variables) was suitable for data collection of this study. According to the formulas, 90-100 responses are enough for data analysis.
3.3 Statistical Software
According to Naz, Jamshed, Nisar, and Nasir (2021) PLS-SEM is the most widely used and modern assessment method in all business segments, particularly in the tourism and hospitality sector, therefore, this study used Smart PLS 3 to test the proposed hypothesis. The current study aimed to explain and predict the studied underlying constructs grounded with social cognitive theory. PLS-SEM has been developed as an efficient and effective method when research questions or objectives are to be tested for the perseverance of applying the structural modeling is explanative and the estimating of variables (Ababneh, 2021). Moreover, PLS-SEM is the most flexible technique for model testing (Silaparasetti, Rao, & Khan, 2017). The technique is also appropriate in assessing multidimensional and complex relationships in a single systematic method (Al‐Ghazali & Afsar, 2021).
Another reason for the adoption of this technique is due to its minor requirements w.r.t. sample size in comparison to SPSS, normality of data, and Amos (Naz et al., 2021). This is the reason, the current research used PLS-SEM to lessen the data normality problems and sample size. Additionally, bootstrapping technique and PLS algorithm are accompanied to find factor loading of the studies variables’ “internal consistency reliability” and construct validity (Naz et al., 2021), corresponding significance level, and path coefficients to test the proposed hypotheses. Initially, the measurement model was checked, estimations were calculated via structural model assessment.
4.1 Common method biasness
The nature of the research design cross-sectional and the data was collected from single respondents; managerial staff of the hotels, therefore there’s a chance for common method bias (CMB). Previous studies claimed that the full collinearity test is useful to find the common method bias of the data while using “structural equation model (SEM)” in the “partial least square (PLS) technique” (Kock, 2015). By following Kock (2015), the current study attempted to evaluate common method biased by observing “variance inflation factor (VIF)” calculated via full collinearity test. The VIF value higher than 3.3 indicates that the model of study might have a CMB issue and in the case of lesser than 3.3 value designated that the study model could be sated as CMB free. Luckily, the results verified that the scores of VIF of all the studied variables are below 3.3, therefore no CMB error was found in the current research. It is concluded that CMV is not the issue and can further proceed with hypothesis testing.
4.2 Assessment of Reflective Measurement Model
The measurement model current study was assessed, and convergent validity was evaluated by using Cronbach’s alpha, comparative reliability (CR), average variance extract (AVE), and factor loadings. The reliability of the variables was confirmed as Cronbach’s alpha values in Table 1 for all variables were more than 0.70. Besides, all the variables had significant loading exceed the recommended value i.e., 0.6 (Figure 2). Similarly, all the composite reliability values are greater than 0.70. vales of all the “average variance extract” AVE is greater than 0.5 (Naz et al., 2021). The same, results of “Heterotrait-Monotrait Ratio” (HTMT) validity for the 1st order constructs and 2nd order constructs in Table 2, had values less than 0.85 as discussed by Kline (2011). It is concluded that discriminant validity is not a risk in this research.
Table 1: Convergent Validity
|
1st Order Construct |
2nd Order Construct |
Item |
Loadings |
Alpha |
CR |
AVE |
|
Green Hiring |
GH1 |
0.794 |
0.813 |
0.865 |
0.517 |
|
|
GH2 |
0.747 |
|||||
|
GH3 |
0.703 |
|||||
|
GH4 |
0.711 |
|||||
|
GH5 |
0.708 |
|||||
|
GH6 |
0.641 |
|||||
|
Green Training & Involvement |
GTI1 |
0.629 |
0.859 |
0.89 |
0.506 |
|
|
GTI2 |
0.717 |
|||||
|
GTI3 |
0.674 |
|||||
|
GTI4 |
0.812 |
|||||
|
GTI5 |
0.728 |
|||||
|
GTI6 |
0.753 |
|||||
|
GTI7 |
0.745 |
|||||
|
GTI8 |
0.608 |
|||||
|
Green Performance Management & Compensation |
GPMC1 |
0.8 |
0.735 |
0.834 |
0.557 |
|
|
GPMC2 |
0.658 |
|||||
|
GPMC3 |
0.797 |
|||||
|
GPMC4 |
0.723 |
|||||
|
Green Empowerment and Participation |
GEP1 |
0.828 |
0.81 |
0.868 |
0.57 |
|
|
GEP2 |
0.642 |
|||||
|
GEP3 |
0.795 |
|||||
|
GEP4 |
0.69 |
|||||
|
GEP5 |
0.803 |
|||||
|
GHRMPs |
GH |
0.96 |
0.895 |
0.914 |
0.515 |
|
|
GTI |
0.68 |
|||||
|
GPMC |
0.97 |
|||||
|
GEP |
0.98 |
|||||
|
Green Self-Identity |
GSI1 |
0.747 |
0.774 |
0.847 |
0.526 |
|
|
GSI2 |
0.757 |
|||||
|
GSI3 |
0.755 |
|||||
|
GSI4 |
0.641 |
|||||
|
GSI5 |
0.721 |
|||||
|
Green Shared Vision |
GSV1 |
0.772 |
0.737 |
0.836 |
0.561 |
|
|
GSV2 |
0.782 |
|||||
|
GSV3 |
0.665 |
|||||
|
GSV4 |
0.77 |
|||||
|
Green Creativity |
GC1 |
0.761 |
0.839 |
0.882 |
0.556 |
|
|
GC2 |
0.812 |
|||||
|
GC3 |
0.765 |
|||||
|
GC4 |
0.753 |
|||||
|
GC5 |
0.694 |
|||||
|
GC6 |
0.679 |
Note CR-Composite Reliability; AVE-Average Variance Extract;
4.3 Discriminant validity:
HTMT ratio is a new criterion introduced to check the discriminant validity for variance-based SEM. Henseler, Ringle, and Sarstedt (2015) said that In many research situations, a lack of discriminant validity had not been detected by formal-lacker and cross-loading approaches due to this alternate approach are introduced Henseler et al. (2015), i.e. hetrotrait ratio and monotrait ratio. The threshold value for HTMT ratios is less than 0.90, and if the value is greater than the threshold value, then the problem of discernment validity occurs. Table 2 shows the HTMT ratios of the 1st order construct, which shows each value is less than the threshold value whereas, table 2. shows the ratios for the 2nd order construct. It also shows the values are less than 0.90, which means discriminant validity for constructs is established.
4.4 Structural Model Assessment
Structural modeling was executed to evaluate the hypothesis of current study for hotels after checking the validity and reliability of the proposed model. T-vales, path coefficients, standard errors and beta vales were calculated to determine the study variables’ relationships significance with the collected data. The path coefficients values reject or accept the hypothesis. In Smart PLS, bootstrapping technique was calculated to evaluate the direct and indirect effects of variables (Ringle, Wende, & Will, 2005). As presented in Table 3, green HRM practices positively and significantly associated with green creativity (β = 0.506, S.D = 0.1, t = 5.04; LL = 0.325, UL = 0.716), therefore, H1 is supported. The results of green HRM practices and green self-identity also showed significant relationship (β = 0.693, S.D = 0.063, t = 10.077; LL = 0.502, UL = 0.752), so H2 is supported. Moreover, green self-identity and green creativity also represented positive and significant relationship (β = 0.265, S.D = 0.108, t = 2.45; LL = 0.048, UL = 0.463), thus, H3 is supported. Further the study also indicated that green self-identity has a mediation affect among green HRM practices and green creativity (β = 0.17, S.D = 0.078, t = 2.177; LL = 0.027, UL = 0.32), hence H4 supported. Refer to Table 3, it could be perceived that green HRM practices and green shared vision are significantly associated with each other (β = 0.754, S.D = 0.034, t = 22.269; LL = 0.677, UL = 0.808), so H5 is statistically supported. In addition, p value of the relationship among green shared vision and green creativity was above 0.15 limit and lower significance level didn’t meet (β = 0.139, S.D = 0.081, t = 1.729; LL = -0.018, UL = 0.294), thus the H6 statistically did not supported. Lastly, green shared vision did not mediate the among green HRM practices and green creativity (β = 0.105, S.D = 0.062, t = 1.702; LL = -0.016, UL = 0.233) thus H7 rejected.
Table 3: Path Analysis
|
Relationships |
Beta |
S.D |
t-value |
P-Values |
L.L |
U.L |
Decision |
|
|
H1 |
Green HRM Practices -> Green Creativity |
0.506 |
0.1 |
5.04 |
0 |
0.325 |
0.716 |
Supported |
|
H2 |
GHRMPs -> Green Self Identity |
0.639 |
0.063 |
10.077 |
0 |
0.502 |
0.752 |
Supported |
|
H3 |
Green Self Identity -> Green Creativity |
0.265 |
0.108 |
2.45 |
0.015 |
0.048 |
0.463 |
Supported |
|
H4 |
Green HRM Practices -> Green Self Identity -> Green Creativity |
0.17 |
0.078 |
2.177 |
0.03 |
0.027 |
0.32 |
Supported |
|
H5 |
Green HRM Practices -> Green Shared Vision |
0.754 |
0.034 |
22.269 |
0 |
0.677 |
0.808 |
Supported |
|
H6 |
Green Shared Vision -> Green Creativity |
0.139 |
0.081 |
1.729 |
0.084 |
-0.018 |
0.294 |
Not Supported |
|
H7 |
Green HRM Practices -> Green Shared Vision -> Green Creativity |
0.105 |
0.062 |
1.702 |
0.089 |
-0.016 |
0.233 |
Not Supported |
The study model, consisting of the theoretical framework of Social Cognitive Theory, proposed seven hypotheses. The first four hypotheses proposed direct and positive connection among GHRMPs with GC, GHRMPs with GSI, and GSI with GC were statistically accepted, and compatible with previous research findings (Ababneh, 2021; Al‐Ghazali & Afsar, 2021; Mittal & Dhar, 2016; Renwick et al., 2013). The outcomes of the study were also linked with the STC (Bandura, 1999, 2006), according to which collaboration of personal factors with environmental factors came with behavioral outcomes. Particularly, the positive effect of GHRMPs on GC was accepted by the results, suggesting that the hotels can successfully use green HRM practices i.e., green recruitment, hiring, training, developments, compensations, empowerments on their employees to increase green creativity. Based on this, when employees observe organizations’ green values and then they improve their knowledge and skills for green management and suggest new and creative solutions to attain ecological goals. Similarly, the relationship between GHRMPs and GSI is also supported by the results. This suggests that GHRM initiatives as mentioned above enhance the recognition ability of employees, they identify themselves as green-oriented, their abilities to achieve objectives and overcome environmental-related problems increased. Furthermore, the outcome specifies that the self-identification of employees in overwhelming challenges related to ecological concerns efficiently and successfully will enterprise their tendency to create novel solutions to accomplish eco-friendly goals. Moreover, the study also tested the mediation effect of GSI among GHRMPs and GC. The result showed partial mediation by GSI, which proposes that GHRMPs cause GC, but that GSI mediates the effect.
The other three hypotheses proposed a significant relationship among GHRMPs with GSV, GSV with GC, and GSV mediation among GHRMPs and GC. The association of green HRM practices and GSV was accepted by the results which mean, hotels should take initiatives to support a green shared vision. However, an association between GSV and GC did not find. Moreover, the mediation among GHRMPs and GC was also not found by the results. The reason for rejection of H6 and H7. Though, this is not believable, theoretically. Hence, this association needs to be discovered further by using diverse target groups.
5.1 Theoretical Contribution
As discussed above, green human resource management has become a significant subject matter due to increasing angsts to save the environment. Despite the many studies conducted on this subject, it remains unclear how environmental and personal factors enhance the behaviors of employees that lead towards the achievement of green organizational goals to protect the environment (Al‐Ghazali & Afsar, 2021). The current study makes various theoretical contributions. First of all, this study integrated employees (GSI and GC) and organizational (GHRMPs and GSV) factors in the same model to better understand the mechanism by which the hospitality industry can increase employee participation and contribution in ensuring the accomplishment of eco-friendly objectives. Meanwhile, researchers have eminent that employee involvement is important for successfully executing environment-related initiatives (Ababneh, 2021; Carter et al., 2018) the findings of the paper contribute useful theoretical understandings that can advantage future research. Secondly, the current research theoretically contributes by evaluating the study hypothesis under the paradigm of SCT in the Pakistani hotel industry context. Thirdly, the current study fills the research gap and gets deep knowledge about the complex occurrence of human behavior related to environmental outcomes. Hence, this study advances the literature by evaluating the significant and positive role of GHRMP and green creativity via green self-identity. Fourthly the current study is the rejoin to a research work accompanied by (Al‐Ghazali & Afsar, 2021) who supported that GHRMPs are important for individual behaviors via green pro-climate and green values. Hence this research is the addition by adding constructs of green self-identity as a significant antecedent of employees’ behavior to fill the gap in previous studies (Ababneh, 2021).
5.2 Practical Contribution
This study indicated valuable practical implications for the policymakers and top management. Firstly, it tells that engaging employee with remarkable green HR procedures is an efficient path for the hospitality industry to not only come with environmentally friendly initiatives but also make employees believe to imply eco-friendly initiatives in their everyday work. The findings provide the road map for management to improve the green orientation of their employees (R. Farooq et al., 2021). Secondly, the research discloses that organizational green shared visions raise the positive influence of GHRMPs employees’ conviction that they can effectively accomplish environmental objectives, solve environmental issues, and perform green missions. Therefore, topmost management should guarantee that green HRM practices are reinforced by appropriate green visions. Third, our findings indicate that GSI positively upturns GC, which captures the employee’s propensities to propose different solutions to green subjects, spread green ideas to others, e.g., a study suggests that hotels, should recognize a ’green champion’ from their employees on the monthly, quarterly or yearly basis, based on their environmental behavior. This can be helpful to accomplish multiple objectives, like (a) collaborating their obligation to environmentally supportable performances, (b) improving employee self-assurance (self-identity), and (c) motivating all employees to initiate environmental behaviors for earning acknowledgment.
Though this study has accomplished its objectives there are certain limitations related to it. First, the statistical tools were analyzed on data collected through the only 3star, 4star, and 5 stars’ hotels of Pakistan, and this may not be generalized for other cultures, countries, and economies, etc. however the presented model may be applicable in other cultural or economics context as well. Second, there may CMV issue; as the data was collected from self-reported questionnaires and a single source. However, various statistical tools were applied to minimize the risk of CMV. But it is recommended to collect data from multi-source in the future for different measures. Data collection from various sources for different dependent and independent constructs reduces the shortcomings of single-source data set. Moreover, future scholars may come with other unique individual and organizational constructs to further expand this model or qualitative research may be conducted to measure the variables’ relationship of this study.
6.1 Conclusion
In this current century, environmental responsiveness in the hospitality sector is becoming dependent on creative programs, corporate strategies, and green procedures as consumers are now environment conscious (Sourvinou & Filimonau, 2018). This is relevant as hotels' daily activities have a large impact on the environment as highlighted by several case studies. Hotels can motivate employees by providing green policies via self-identification for the creative ideas by the employees. In response to this, the current study inspected and confirmed the positive relationship between GHRMPs and GC of hotel employees in Pakistan. Moreover, the model was proposed based on SCT, which observed the relationship between GHRMPs and GC while considering other constructs in their relationship. The model was tested through a questionnaire survey. These results confirmed the mediation of green self-identity between GHRMPs and GC. Finally, the mediation effect of GSV was checked among GHRMPs and GC, although this hypothesis was rejected. However, GHRPMs have an impact on GSV. The findings of this paper provide future scholars to examine such instruments to reduce environmental challenges by increasing green creativity among employees.
Ethical Approval
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Date: 06-02-202
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