article · Cogent Business & Management
Growing interest in environmental sustainability has led businesses to introduce green human resource initiatives. An investigation into the hotel sector examines how green employee empowerment and green training influence job satisfaction, pro-environmental behaviour, and overall environmental performance. Drawing on survey data from 400 full-time hotel staff, the analysis shows that empowering employees with green responsibilities and providing green training both enhance staff job satisfaction and foster pro-environmental behaviour. Crucially, green employee empowerment directly improves an organisation's environmental performance. In contrast, green training shows no significant direct impact on overall environmental performance. These outcomes demonstrate that granting staff the agency to act sustainably is more effective for institutional performance than training programmes alone, providing hospitality managers with targeted evidence to refine internal sustainability strategies.
Hotels facing pressure to adopt sustainable operating models must understand which staff practices yield measurable ecological results. These findings demonstrate that workplace empowerment drives environmental performance more effectively than training alone. Hospitality managers can use this knowledge to direct resources towards practical staff autonomy, improving both workforce satisfaction and sustainability standards.
The work offers direct applicability for human resource directors and sustainability managers in the hospitality industry, particularly luxury hotels seeking operational sustainability frameworks. As applied research tested on 400 sector employees, the management principles are ready for immediate real-world evaluation in workforce policy design, helping operators tailor internal green incentives rather than relying solely on instructional workshops.
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AbstractThe contemporary business landscape is witnessing a paradigm shift towards environmental sustainability, prompting organizations to adopt green practices. Among these, Green Employee Empowerment (GEE) and Green Training (GT) have emerged as pivotal strategies. This study aims to explore the interplay between GEE, GT, Job Satisfaction, Pro-environmental Behavior (PEB), and Environmental Performance (EP) within hotel organizations. Using a cross-sectional design, a questionnaire survey was administered to 400 full-time employees. The data were analyzed using Partial Least Square- Structural equation modelling (PLS-SEM) v4 techniques. The study’s findings highlight the substantial impact of GEE and GT on both PEB and Job Satisfaction among employees in hotel organizations. Interestingly, the results reveal that GEE significantly influences Environmental Performance (EP), underscoring its role in driving positive outcomes in terms of sustainability practices within hotels. However, the surprising finding is that GT, despite its emphasis on environmental training, has an insignificant impact on EP. This unexpected result warrants further exploration and underscores the need for a nuanced understanding of the effectiveness of different green initiatives in influencing the overall environmental performance. As hotels worldwide grapple with the imperative to adopt sustainable business practices, this study provides valuable insights and a roadmap for hotel organizations seeking to navigate the complex landscape of environmental responsibility and social accountability. The findings provide practical guidance for luxury hotels striving to strike a balance between economic success and environmental stewardship, fostering a holistic approach to sustainability in the hotel industry.
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DOI: 10.1080/23311975.2024.2328316
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