The Role of Green HRM on

Environmental Performance of Hotels

Mediating Effect of Green Self-Efficacy
Employee Green Behaviors
● Introduction:

● The Role of Green HRM:

● Green HRM (Human Resource Management) refers to the practices and policies that
organizations adopt to promote environmental sustainability within their workforce.
This includes recruiting employees who are environmentally conscious, providing
training on sustainability practices, and implementing reward systems for eco-friendly
behaviors.

● 2. Environmental Performance of Hotels:

● This phrase indicates how well hotels manage their environmental impact, which
includes factors like energy consumption, waste management, water usage, and overall
sustainability efforts. Environmental performance reflects a hotel's commitment to
reducing its ecological footprint.

● 3. Mediating Effect:

● A mediating effect refers to the mechanism through which one variable influences
another. In this context, it suggests that certain factors (in this case, Green Self-Efficacy
and Employee Green Behaviors) serve as intermediaries in the relationship between
Green HRM practices and the environmental performance of hotels.

● 4. Green Self-Efficacy:

● This term refers to the confidence that employees have in their ability to engage in eco-
friendly behaviors. Higher self-efficacy means employees are more likely to adopt and
engage in sustainable practices.

● 5. Employee Green Behaviors:

● This refers to the actual actions taken by employees that contribute to environmental
sustainability, such as recycling, conserving energy, and promoting sustainable practices
within the hotel.

●
  Purpose: The article investigates how Green HRM practices, such as hiring environmentally
conscious staff, providing eco-friendly training, and rewarding sustainable actions, can enhance
the environmental performance of hotels.

 Context: Highlights the environmental challenges faced by hotels due to rising demands for
sustainable practices and the necessity for improved environmental performance through
effective human resource strategies.

2. Literature Review

 Theoretical Background: Introduces relevant theories, notably Social Cognitive Theory (SCT), to
frame the study's model.

 Hypotheses Development: Presents hypotheses regarding the influence of Green HRM on

Green Self-Efficacy, Employee Green Behavior, and Environmental Performance.

3. Methodology

 Data Collection: The study surveyed employees from both green and non-green hotels, yielding
600 valid responses from 700 distributed questionnaires.

 Statistical Analysis: Employed Partial Least Squares Structural Equation Modeling (PLS-SEM) to
analyze relationships between constructs.

 Questionnaire and Pretest: Details the questionnaire design and the pretesting process for
accuracy.

 Structural Model Assessment: This examines the relationships between constructs to see if the
hypotheses hold true. This is tested using path coefficients in the structural model.

 Measurement Model Assessment: Discusses validation processes, including convergent and

discriminant validity, to ensure that the constructs are accurately measured.

B. Measurement Model Diagrams

 Figure 2: Displays the measurement model for Green Hotels, showing items connected to their
constructs with factor loadings.

 Figure 3: Shows the model for Non-Green Hotels, also illustrating connections and loadings.
These diagrams visually represent how well each item correlates with its construct, aiding in the
assessment of convergent validity.
 Detailed Explanation of Measurement Model Assessment and Validity

In the context of your study on Green Human Resource Management (Green HRM) practices
and their impact on environmental performance in hotels, the measurement model assessment
focuses on ensuring that the constructs (like Green HRM, Employee Green Behavior, etc.) are
accurately represented by the items in the questionnaire. This involves assessing both
convergent validity and discriminant validity.

1. Measurement Model Assessment

A. Convergent Validity

Convergent validity tests whether multiple items that are intended to measure the same
construct indeed correlate well with each other. This is essential to demonstrate that the
questionnaire items accurately capture the underlying concept of each construct.

Key Components:

1. Factor Loadings:

o Factor loadings indicate how well each item correlates with its respective construct.
Higher loadings suggest that an item is a good indicator of the construct.

o Guideline: Items with loadings greater than 0.60 are considered acceptable, while
values above 0.70 are preferable.

Example:

 If you have items measuring Green HRM such as:

o GHRM1: "The hotel actively recruits employees with environmental awareness."
(Loading: 0.75)
o GHRM2: "Employees are trained on sustainability practices." (Loading: 0.80)
o GHRM3: "The hotel rewards employees for green initiatives." (Loading: 0.65)
 All three items have acceptable loadings, supporting convergent validity for the Green
HRM construct.

o
2. Composite Reliability (CR):

o CR measures the internal consistency of the items within a construct. Higher values
indicate better reliability.

o Guideline: A CR value above 0.70 is considered acceptable.

3. Average Variance Extracted (AVE):

o AVE measures the level of variance captured by the construct in relation to the variance
due to measurement error.

o Guideline: An AVE value above 0.50 indicates that the construct captures more than half
of the variance.

2. Discriminant Validity

Discriminant validity ensures that constructs are distinct and do not overlap excessively. This
helps avoid confusion in understanding the relationships between different constructs.

Key Components:

1. Heterotrait-Monotrait (HTMT) Ratio:

o Guideline: A ratio below 0.90 is typically considered indicative of good discriminant

validity.

o For instance, if Green HRM and Employee Green Self-Efficacy have an HTMT ratio well
below 0.90, this confirms they are distinct concepts. Green HRM focuses on
environmentally friendly HR practices, while Employee Green Self-Efficacy emphasizes
employees’ confidence in their ability to take eco-friendly actions. This distinction is
crucial for accurately understanding and analyzing the relationships in the study.

2. Fornell-Larcker Criterion:

o This criterion states that the square root of the AVE for each construct should be greater
than the correlation of that construct with any other construct.

o Guideline: For each construct, the square root of the AVE should exceed the
correlations with other constructs.

5. Findings and Analysis

 Direct Effects: Presents results on direct relationships (e.g., impact of Green HRM on
Environmental Performance).
 Mediating Effects: Analyzes how Green Self-Efficacy and Employee Green Behavior mediate
relationships.

 Multi-group Analysis: Compares model outcomes between green and non-green hotels.

6. Conclusion and Discussion

 Summarizes findings, affirming that Green HRM, self-efficacy, and green behaviors collectively
enhance hotel environmental performance. Discusses practical implications of eco-friendly HR
practices.

7. Theoretical and Practical Implications

 Highlights contributions to theory and practice, showcasing how Green HRM can enhance
environmental performance, particularly in non-green hotels.

8. Mediators in This Article

1. Green Self-Efficacy (GSE):

o Definition: Green Self-Efficacy refers to employees' confidence in their ability to

perform eco-friendly behaviors effectively. It represents an individual's belief in their
capabilities to execute actions that contribute positively to the environment.

o Mediating Role: GSE plays a crucial role in enhancing employees’ confidence in

performing green actions, which, in turn, leads to higher engagement in eco-friendly
behaviors. When employees feel more capable of contributing to sustainability, they are
more likely to take initiative and participate in green practices.

o Pathway: The pathway from Green HRM to Employee Green Behavior can be
conceptualized as:

 Green HRM → Green Self-Efficacy → Employee Green Behavior

 This means that effective Green HRM practices boost employees' self-efficacy,
encouraging them to engage in environmentally friendly behaviors.

2. Employee Green Behavior (EGB):

o Definition: Employee Green Behavior encompasses the eco-friendly actions taken by

employees, such as resource conservation, recycling, and participation in sustainability
initiatives within the hotel.

o Mediating Role: EGB acts as a mediator linking Green Self-Efficacy to improved

Environmental Performance. When employees engage in green behaviors, the overall
environmental performance of the hotel is enhanced, resulting in positive impacts on
sustainability goals.

o Pathway: The pathway from Green Self-Efficacy to Environmental Performance can be

conceptualized as:
  Green Self-Efficacy → Employee Green Behavior → Environmental
Performance

 This indicates that increased self-efficacy leads to more active participation in

green behaviors, which then contributes to better environmental outcomes for
the hotel.

9. Social Cognitive Theory (SCT)

 Definition: Developed by Albert Bandura, Social Cognitive Theory posits that behavior is
influenced by personal factors, environmental influences, and actions. It emphasizes the
interplay between these elements in shaping an individual's behavior.

 Relevance: SCT explains the link between self-efficacy and behavior in the context of eco-
friendly actions. It underscores how an individual’s confidence in their ability to act sustainably
can motivate them to engage in environmentally beneficial practices.

10. Alternative Theories

 Theory of Planned Behavior (TPB): Focuses on attitudes, social norms, and perceived control
influencing behavior.

 Self-Determination Theory (SDT): Emphasizes intrinsic motivation linked to autonomy and

competence.

 Organizational Support Theory (OST): Suggests that perceived organizational support enhances
employee performance and engagement.