Green Synergy: Transforming Competitive Advantage through the Integration of Green HRM and Performance Systems in the Asian Hospitality Industry
Abstract
This research examines the integration of Green Human Resource Management (GHRM) practices with performance management systems and its impact on sustainable competitive advantage in Asian hotels implementing green economy principles. Through a mixed-methods approach, involving surveys of 400 managers from 80 hotels across five Asian countries and in-depth interviews with 25 senior managers, the research reveals significant variations in the implementation of GHRM dimensions. Green Recruitment and Selection (72.4%) shows the highest implementation level, while Green Compensation and Rewards (43.5%) the lowest. The analysis identifies three levels of GHRM integration with performance management systems (high, moderate, low), with only 24.7% of hotels demonstrating high integration. High integration positively correlates with sustainable competitive advantage (β = 0.428). Integration contributes to competitive advantage through four mechanisms: development of unique environmental capabilities, improved operational efficiency, service differentiation, and reputation enhancement. The effectiveness of integration is moderated by green organizational culture (β = 0.412), green transformational leadership (β = 0.378), and environmental regulatory pressure (β = 0.296). This research provides a comprehensive conceptual framework for integrating GHRM with performance management systems, highlighting the importance of a holistic approach that considers contextual factors in achieving sustainable competitive advantage in the Asian hospitality industry.
References
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[2] Y. J. Kim, W. G. Kim, H.-M. Choi, and K. Phetvaroon, “The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance,” Int. J. Hosp. Manag., vol. 76, pp. 83–93, 2019, doi: https://doi.org/10.1016/j.ijhm.2018.04.007.
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[4] UNEP, “Green Economy Report: Pathways to Sustainable Development and Poverty Eradication,” United Nations Environment Programme, 2021.
[5] S. Ren, G. Tang, and S. E. Jackson, “Green human resource management research in emergence: A review and future directions,” Asia Pacific J. Manag., vol. 35, no. 3, pp. 769–803, 2018, doi: https://doi.org/10.1007/s10490-017-9532-1.
[6] J. Y. Yong, M.-Y. Yusliza, T. Ramayah, and O. Fawehinmi, “Nexus between green intellectual capital and green human resource management,” J. Clean. Prod., vol. 215, pp. 264–374, 2020, doi: https://doi.org/10.1016/j.jclepro.2019.12.306.
[7] E. S. W. Chan and C. H. C. Hsu, “Environmental management research in hospitality,” Int. J. Contemp. Hosp. Manag., vol. 28, no. 5, pp. 886–923, 2016, doi: https://doi.org/10.1108/IJCHM-02-2015-0076.
[8] S. K. Singh, M. Del Giudice, R. Chierici, and D. Graziano, “Green innovation and environmental performance: The role of green transformational leadership and green human resource management,” Technol. Forecast. Soc. Change, vol. 150, p. 119762, 2020, doi: 10.1016/j.techfore.2019.119762.
[9] N. T. Pham, Z. Tučková, and C. J. C. Jabbour, “Greening the hospitality industry: How do green human resource management practices influence organizational citizenship behavior in hotels? A mixed-methods study,” Tour. Manag., vol. 72, pp. 386–399, 2019, doi: https://doi.org/10.1016/j.tourman.2018.12.008.
[10] J. B. Barney, “Why resource-based theory’s model of profit appropriation must incorporate a stakeholder perspective,” Strateg. Manag. J., vol. 39, no. 13, pp. 3305–3325, 2018, doi: https://doi.org/10.1002/smj.2949.
[11] J. Nieves and M. Segarra-Ciprés, “Management innovation in the hotel industry,” Tour. Manag., vol. 46, pp. 51–58, 2015, doi: https://doi.org/10.1016/j.tourman.2014.06.002.
[12] S. M. Obeidat, A. A. Al Bakri, and S. Elbanna, “Leveraging ‘green’ human resource practices to enable environmental and organizational performance: Evidence from the Qatari oil and gas industry,” J. Bus. Ethics, vol. 164, no. 2, pp. 371–388, 2020, doi: https://doi.org/10.1007/s10551-018-4075-z.
[13] S. Roscoe, N. Subramanian, C. J. C. Jabbour, and T. Chong, “Green human resource management and the enablers of green organisational culture: Enhancing a firm’s environmental performance for sustainable development,” Bus. Strateg. Environ., vol. 28, no. 5, pp. 737–749, 2019, doi: 10.1002/bse.2277.
[14] N. Chams and J. García-Blandón, “On the importance of sustainable human resource management for the adoption of sustainable development goals,” Resour. Conserv. Recycl., vol. 141, pp. 109–122, 2019, doi: https://doi.org/10.1016/j.resconrec.2018.10.006.
[15] N. T. Pham, H. T. Hoang, and Q. P. T. Phan, “Green human resource management: a comprehensive review and future research agenda,” Int. J. Manpow., vol. 41, no. 7, pp. 845–878, 2020, doi: https://doi.org/10.1108/IJM-07-2019-0350.
[16] P. Zientara and A. Zamojska, “Green organizational climates and employee pro-environmental behaviour in the hotel industry,” J. Sustain. Tour., vol. 26, no. 7, pp. 1142–1159, 2018, doi: 10.1080/09669582.2016.1206554.
[17] G. Tang, Y. Chen, Y. Jiang, P. Paillé, and J. Jia, “Green human resource management practices: scale development and validity,” Asia Pacific J. Hum. Resour., vol. 56, no. 1, pp. 31–55, 2018, doi: 10.1111/1744-7941.12147.
[18] S. Ahmad, “Green human resource management: Policies and practices,” Cogent Bus. Manag., vol. 2, no. 1, p. 1030817, 2015, doi: https://doi.org/10.1080/23311975.2015.1030817.
[19] W. Yu, R. Chavez, M. Feng, C. Y. Wong, and B. Fynes, “Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective,” Int. J. Prod. Econ., vol. 219, pp. 224–235, 2020, doi: 10.1016/j.ijpe.2019.06.013.
[20] D. Chakraborty and W. Biswas, “Going green with green HRM practices – A strategic initiative for reinvigorating performance optimization in companies,” Prabandhan Indian J. Manag., vol. 13, no. 10–11, pp. 8–26, 2020, doi: https://doi.org/10.17010/pijom/2020/v13i10-11/156006.
[21] J. Y. Yong, M. Y. Yusliza, T. Ramayah, K. Farooq, and M. I. Tanveer, “Accentuating the interconnection between green intellectual capital, green human resource management and sustainability,” Benchmarking, vol. 30, no. 8, pp. 2783–2808, 2023, doi: 10.1108/BIJ-11-2021-0641.
[22] H. A. Masri and A. A. Jaaron, “Assessing green human resources management practices in Palestinian manufacturing context: An empirical study,” J. Clean. Prod., vol. 143, pp. 474–489, 2017, doi: https://doi.org/10.1016/j.jclepro.2016.12.087.
[23] D. Palupiningtyas, R. Mulatsih, and A. S. Sumantri, “The role of green HRM in talent management development to improve employee performance in hospitality companies,” Int. J. Econ. Manag. Res., vol. 3, no. 1, pp. 246–252, 2024, doi: 10.55606/ijemr.v3i1.185.
[24] J. Siyambalapitiya, X. Zhang, and X. Liu, “Green human resource management: A proposed model in the context of Sri Lanka’s tourism industry,” J. Clean. Prod., vol. 201, pp. 542–555, 2018, doi: https://doi.org/10.1016/j.jclepro.2018.07.305.
[25] D. Palupiningtyas and S. M. Wahono, “Green human resource management: A comprehensive analysis of practices, impacts, and future directions,” in Proceeding of International Conference on Digital Advance Tourism, Management and Technology, 2023, pp. 1–7. doi: 10.56910/ictmt.v1i1.6.
[26] Z. Hameed, I. U. Khan, T. Islam, Z. Sheikh, and R. M. Naeem, “Do green HRM practices influence employees’ environmental performance?,” Int. J. Manpow., vol. 41, no. 7, pp. 1061–1079, 2020, doi: https://doi.org/10.1108/IJM-08-2019-0407.
[27] Q. A. Nisar, S. Haider, F. Ali, S. Jamshed, K. Ryu, and S. S. Gill, “Green human resource management practices and environmental performance in Malaysian green hotels: The role of green intellectual capital and pro-environmental behavior,” J. Clean. Prod., vol. 311, p. 127504, 2021, doi: https://doi.org/10.1016/j.jclepro.2021.127504.
[28] D. Palupiningtyas, R. Octafian, N. Mistriani, K. N. D. Ayunda, and M. A. Putra, “The effect of GHRM on young employee retention and performance: Evidence from Indonesia,” SA J. Hum. Resour. Manag., vol. 23, no. 0, p. 2886, 2025, doi: https://doi.org/10.4102/sajhrm.v23i0.2886.
[29] J. F. Hair, W. C. Black, B. J. Babin, and R. E. Anderson, Multivariate data analysis (9th ed.). cengage learning, 2023.
[30] P. J. DiMaggio and W. W. Powell, “The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields,” Am. Sociol. Rev., vol. 48, no. 2, pp. 147–160, 1983, doi: https://doi.org/10.2307/2095101.
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2025-07-29
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