The Role of Corporate Social Responsibility in the Nexus between Green HR Practices and Sustainable HR Management: Evidence from Health-Care Sectors of Pakistan

The global evolvement of green human resource management practices within organizations has significantly influenced the retention of personnel and sustainable growth of the firms. It is very imperative to examine the strengthening relationship between green human resource management (GHRM) and sustainable human resource management (SHRM) practices. Hence, the purpose of this study is to bridge the knowledge gap to examine the moderating effect of corporate social responsibility (CSR) on the GHRM and the SHRM practices link. The study collected a total of 300 respondents engaged in the human resource management practices of health care units in Punjab using random stratified sampling data. The data was analyzed using the PLS-SEM approach along with the descriptive statistics of the variables. The existing research studies have already provided the mediating effects of many other variables on the GHRM and sustainable HRM practices in the healthcare industry of Pakistan

Corporate social responsibility and firm performance in the hotel industry. The mediating role of green human resource management and environmental outcomes

In this research two concepts of current relevance in the management literature are related, such as Corporate Social Responsibility (CSR) and green human resource management (GHRM). So far, research in both fields has been developed in parallel; However, we consider that it is necessary to deepen the connection between both variables and their impact on the environmental and financial outcomes of firms. This paper aims to analyze the relationship between CSR and firm performance, considering on the one hand the direct relationship, and on the other hand, the possible mediation in said relationship of some variables such as GHRM and environmental outcomes. A variance-based structural equation modeling (Partial Least Squares) was applied to a sample of Spanish hotel firms. The results obtained show the existence of a direct and positive relationship between CSR and performance. In addition, we have found an indirect effect on the aforementioned relationship through the mediation of GHRM and environmental outcomes. The results of this study make several contributions to the CSR and GHRM literature, as well as practical contributions for managers

Green Human Resource Management Practices in Hospitality Industry: A General Review

Abstract: Purpose: This article aims to explore the concept of Green Human Resource Management (HRM), the Green HRM model, and the practice of Green HRM implementation in the hospitality industry. Research methods: This study used a qualitative descriptive method with literature review. The article was taken as study material using the Google Scholar search engine. Findings: Human resource managers must have a good awareness of the Green HRM concept, after which Green HRM practices can be carried out, such as: green building concepts, minimizing paper use, recycling and disposal of waste, and energy conservation. They should clearly integrate the concept of Green HRM in human resource functions. Implication: Employees are expected to have a vision of sustainability, which is in the end company also concentrates not only on economic sustainability, but also ecology, and the social environment

The importance of the socially responsible role of a company in the employees’ well-being during a crisis situation: A hospitality group’s perspective

Socially responsible human resources management practices are increasingly seen as answers to ensure employees’ well-being. The current COVID-19 pandemic, felt throughout the entire world, has contributed to the emergence of an active role of the human resources (HR) to put in practice socially responsible practices, such as family responsible practices, that aim not only to counteract the underdeveloped working conditions of hospitality but to improve employees’ well-being at work. The purpose of this project is to explore the importance of the socially responsible role of the HR in the employees’ well-being at the workplace, in a situation crisis, as the COVID-19 pandemic we are currently facing. To this end, research questions were defined and answered through the statistical analysis and correlation between data gathered in a survey electronically shared, which collected 510 responses in the hospitality group, PortoBay Hotels & Resorts, S.A.. The data were analysed using the IBM SPSS Statistics. The results showed a moderate level of well-being amongst the employees, which is being negatively affected by the COVID-19 pandemic. As well as several concerns the employees share about the current pandemic and a list with types of corporate social responsibility (CSR) and SRHRM practices needed by this hospitality group employees. This case study illustrated the contribution that CSR practices and SRHRM practices have on increasing well-being levels and reducing the fears and concerns in the context of COVID-19 pandemic. It shed light on the organizational contribution of SRHRM to hospitality and tourism employee psychological recovery during the crisis.As práticas de gestão de recursos humanos socialmente responsáveis (GRHSR) são cada vez mais vistas como respostas para garantir o bem-estar dos funcionários. A COVID-19, sentida em todo o mundo, tem contribuído para o surgimento do papel ativo nos recursos humanos (RH) na execução de práticas socialmente responsáveis, como as práticas de responsabilidade familiar, que visam não só contrariar as condições de trabalho subdesenvolvidas de hospitalidade, mas também melhorar o bem-estar dos funcionários no trabalho. O objetivo deste projeto é explorar a importância do papel socialmente responsável dos RH na do bem-estar dos funcionários no local de trabalho, numa situação de crise, como a COVID-19 que estamos a enfrentar atualmente. Para o efeito, foram definidas e respondidas questões de investigação através da análise estatística e correlação entre dados recolhidos num inquérito partilhado eletronicamente, que recolheu 510 respostas no grupo PortoBay Hotéis & Resorts, SA. Os dados foram analisados através do IBM SPSS Statistics. Os resultados mostraram um nível moderado de bem-estar entre os funcionários, que está sendo afetado negativamente pela COVID-19. Os dados permitiram também identificar várias preocupações que os funcionários partilham sobre a pandemia atual e os vários tipos de práticas de responsabilidade social corporativa (RSC) e de GRHSR necessárias para estes funcionários. O estudo ilustrou a contribuição das práticas de RSC e GRHSR para aumentar os níveis de bem-estar e reduzir os medos e preocupações no contexto da COVID-19. Este lançou luz sobre a contribuição de GRHSR para a recuperação psicológica dos funcionários de hotelaria durante a crise

A Contemporary Approach to Managing Social Responsibility in Relation to Employees as Perceived in Academic Papers

Corporate Social Responsibility (CSR) plays a significant role in Human Resource Management (HRM), especially when it comes to stipulating desired employee performance or behaviour, such as work performance, job satisfaction, organizational commitment or retention. However, the academic literature offers very fragmented or partial answers to questions addressing this issue, as many scholars focus exclusively on e.g. one-country or one-industry based sample only. Therefore, the objective of this paper is to summarize the current "state-of-the-art" trends in academic literature and thereafter, based on the findings, propose a broader contemporary conceptual approach to managing CSR in relation to employees. The results suggest a positive causal relationship between CSR and desirable employee behaviour, with job satisfaction often playing the function of a mediator. The findings also suggest that adding CSR to HRM practices could improve employees' work attitudes. In doing so, full compatibility with other concepts and principles across the organization is a premise

Corporate social responsibility in the New Zealand hotel industry: An explorative study

This explorative study examines the extent to which New Zealand 4 and 5 star hotel managers have adopted CSR practices and their commitment through CSR participation. Additionally, this study investigated the influence that New Zealand Government CSR sponsored incentives (“Qualmark” and “Enviro Awards”) have on the adoption of social and environmental practices into the hotel industry and the effect this has on hotel employees' CSR participation. Importantly, previous studies have indicated that employee involvement in CSR has been shown to result a more committed and loyal workforce. This study has indicated that through a greater CSR participation, hotel managers can influence attraction and retention of employees, therefore lowering employee turnover. A pragmatic interruptive methodological approach was adopted in designing the research method for this study. By employing a mixed method research approach the findings of this study reveal that Chain hotel is more likely to incorporate a CSR approach in daily operations. However, evidence from this study has indicated that a hotel's involvement in social and environmental activities have no significant affect upon employee decision to seek employment with that hotel. This study also provides evidence that the initial cost of CSR implementation affected the type and range of CSR involvement. Although employee involvement in CSR activities was viewed as important, there was a lack of related rewards and incentives for CSR participation in line with organisational and employee goals and perception offered in this study. Evidence from this study also implies that an employee's social and environmentally responsibility, although beneficial, was not looked upon as essential in employee selection criteria. However, some hotels had incorporated social and environmental questions when selecting employees, indicating a gradual change in adopting a more knowledgeable and socially involved employee. These findings will contribute to evaluating the impacts of a hotel manager's CSR decisions influencing employee turnover and CSR participation

Green human resource management: A two-study investigation of antecedents and outcomes

Purpose The study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome. Design/methodology/approach A quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model. Findings All the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation\u27s environmental performance. At the individual level, green HRM positively influences employees\u27 job satisfaction, and meaningfulness through work is a strong mediator in this relationship. Originality/value This study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes

Restraints and enablers of green initiative-taking among hospitality employees:a mixed-methods approach

Green initiative-taking, an employee’s self-starting opportunity-seeking action to improve environmental performance is a desirable outcome of organizations’ green policies. Given prior inattention to this area of study, it is unclear what fosters green initiative-taking, and why. This study attempts to answer these questions using a mixed-methods approach. First, an exploratory qualitative study was conducted. Green human resource management, eco-silence, supervisor bottom-line mentality, and co-worker voice emerged as the major themes of employees’ experiences when seeking to engage in green initiative-taking. Second, building on social information processing and social learning theories, a quantitative study proposes a conceptual model of the inter-relationships between the themes that emerged from the first study. Results from a multinational multisource time-lagged quantitative study support most of the hypotheses and shed light on avenues for future research. It suggests that supervisor bottom-line mentality inhibiting green initiative-taking might be standard procedure bottom-line mentality rather than profit bottom-line mentality. Post-hoc, to enhance the study’s applicability, a fuzzy-set analysis was conducted to offer managers the configurations that best yield green initiative-taking among hospitality employees

The human resources management contribution to social responsibility and environmental sustainability: explorations from Ibero-America

[EN] In this paper we aim to advance the discussion on HRM¿s quest to create value around social responsibility and environmental sustainability. We explore the perceptions reported by Human Resource managers in three Ibero-American countries (Spain, the Dominican Republic and Costa Rica). We focus on the hospitality sector, one of particular relevancy for these countries and with significant sustainability challenges. Relying on in-depth interviews in twenty-eight organizations and a mixed-methods approach, we examine HR managers¿ underlying notions around social and environmental issues, stakeholder collaboration, HRM practices, roles and internal organization. Analysis of the interviews suggests varying views on those dimensions, as well as identifies Active and Advanced firms, the latter showing more commitment to sustainability (as part of the organizational culture), usage of HRM practices and engagement with multiple stakeholders. From this empirical exploration and relying on current sustainability developments, we contribute to the literature by outlining an externally-oriented model (centred on corporate priorities, communities¿ flourishing and ecosystems¿ resilience) aiming to advance HRM¿s engagement with sustainability-driven agendas.Alcaraz, JM.; Susaeta-Erburu, L.; Suárez-Ruz, ME.; Colón, C.; Gutierrez, I.; Cunha, R.; Leguizamon, F.... (2017). The human resources management contribution to social responsibility and environmental sustainability: explorations from Ibero-America. The International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2017.1350732