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Environmental concerns and climate change are driving organisations to prioritise sustainability. This study evaluates how green human resource management, green innovation, and green human capital interact to influence sustainable performance. Researchers surveyed 384 managers across the hotel sector in Egypt using random sampling, analysing the data via partial least squares structural equation modelling. The analysis demonstrates that green human resource management positively shapes both green innovation and green human capital, while also directly improving sustainable performance. In addition, green innovation and green human capital actively support this outcome by serving as significant mediators. Grounded in the resource-based view and ability-motivation-opportunity theories, the research delivers an empirically tested framework that outlines how targeted workforce management and internal capabilities jointly advance sustainability objectives within service sector organisations.
Organisations facing pressure to address climate change often struggle to connect internal staffing policies with broader sustainability targets. By demonstrating that workforce practices foster green skills and innovation, this research shows service businesses how daily personnel management directly drives measurable environmental and operational performance.
The findings can inform corporate training programmes, management consultancy offerings, and human resource strategies tailored for the hospitality and service industries. As applied research tested on hotel managers, the concepts are relevant for immediate operational use by leadership teams seeking to improve organisational sustainability, though the abstract details an empirical study rather than a commercialised tool.
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Purpose Environmental concerns and the urgent issues of climate change have shifted the organization’s focus toward achieving sustainability. Therefore, this study aims to evaluate the complex relationships among green human resource management (GHRM), green innovation (GI), green human capital (GHC) and sustainable performance (SP). Design/methodology/approach To investigate the relationships, the study employed partial least square structural equation modeling to run an analysis on 384 managers working in the hotel sector in Egypt, selected through a simple random sampling technique. Findings The results demonstrate that GHRM positively influences both GI and GHC. Additionally, GI and GHC have a positive impact on SP. Furthermore, GHRM directly contributes to SP, with GI and GHC acting as significant mediators in the relationship between GHRM and SP. Practical implications This study advances theoretical understanding and offers practical insights by employing the resource-based view theory and the ability-motivation-opportunity theory. Originality/value This research introduces and empirically tests a novel conceptual framework that comprehensively assesses the impacts of GHRM, GI and GHC on SP.
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DOI: 10.1108/bij-10-2023-0766
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