Green human resource management practices, green innovation and sustainable performance: a case of luxurious accommodations in Vietnam - NCS. Nguyễn Quốc Lộc

Tên đề tài: Green human resource management practices, green innovation and sustainable performance: a case of luxurious accommodations in Vietnam
Chuyên ngành: Quản trị kinh doanh
Mã số: 9340101
Họ và tên nghiên cứu sinh: Nguyễn Quốc Lộc
Mã số NCS: PBAIU20001
Người hướng dẫn khoa học: PGS.TS. Nguyễn Như Tỷ
Cơ sở đào tạo: Trường Đại học Quốc tế - ĐHQG. Hồ Chí Minh
1. Research gaps:
Prior research has been conducted at whether Green Human Resource Management (GHRM) practices based on the AMO theory have a favorable effect on innovation to environment (Antonioli et al., 2013), and paradoxical studies has been used for looking into how HRM practices affects sustainable environment (Guerci & Carollo, 2016). Having said that, those related research only focused on some prevalence of green practices such as green training, green recruitment, green pay and reward (Mousa & Othman, 2020; Pham et al., 2020). There still have more gaps of less common green practices to extend in order to enhance sustinable performance such as green job description and analysis, green performance management, green health and safety, green discipline management, etc.
So far, scholars have produced a variety of research papers examining different facets of Green Human Resource Management and its impact on green innovation. These include theoretical inquiries aimed at enhancing the understanding of existing GHRM literature (Ren et al., 2018; Renwick et al., 2016), along with empirical investigations delving into the contributions of GHRM to environmental performance (Guerci & Carollo, 2016; Masri & Jaaron, 2017), financial performance (Longoni et al., 2018), and sustainable performance (Malik et al., 2021; Mousa & Othman, 2020).
Furthermore, there has been limited comprehensive exploration by researchers into the implementation of GHRM practices within the hospitality industry in Vietnam. Indeed, the available literature on GHRM in this context is scarce; for instance, Pham et al. (2020) conducted one such study. However, this article primarily focused on elucidating the connections between green training, green performance, and green involvement in corporate environmental performance, rather than delving into the role of green innovation.
In the green context, however, there hasn't been enough analysis conducted on the connection of GHRM practices, green innovation, and sustainability in hospitality industry. We fill gaps in the existing literature by looking in what way GHRM practices influence green innovation and sustainable performance.
In this research, author based on AMO theory try to investigate a wide range of GHRM practices in terms of green job description and analysis (GJD), Green recruitment and selection (GRS), green training and development (GTD), green performance management (GPM), green pay and reward (GPR), green involvement and empowerment (GIE), green health and safety (GHS), green discipline management (GDM) and other GHRM practices can improve employees' ability, motivation, and opportunities for enhancing hotel sustainable performance, which in turn affects the hotel's green products or the hotel’s procedure innovation. As a result, we chose green innovation as a important mediating role for exploring the relation between GHRM practices and hotel’s sustainable performance. Top management concerns have a favorable impact on the speed with which companies begin environmental operations when implementing GHRM principles (Eiadat et al., 2008). Therefore, given the relevance of GHRM, the question of whether it can have an impact on green innovation is an important research gap.
2. Contribution of the research
Theoretical contribution
This study makes significant efforts to the current scientific world by introducing a new model and proven it to be appropriate in Vietnam’s hospitality industry. Numerous prior studies have demonstrated the efficacy of implementing green human resource management practices in fostering environmental performance within companies, but there have not been many in- depth studies on hospitality industry, especially in luxurious corporations. Besides, the results of this research will enhance the existing body of knowledge on green HRM practices, green innovation, and sustainable performance.
Firstly, prior research has been conducted at whether GHRM practices based on the AMO theory which have a favorable effect on innovation to environment (Antonioli et al., 2013), and paradoxical studies has been used for looking into how HRM practices affects sustainable environment (Guerci & Carollo, 2016). This study confirmed the existing of less common green HRM practices to extend in order to enhance green innovation, sustainable performance such as green job description and analysis, green performance management, green health and safety, green involvement and empowerment, green discipline management. Interestingly, from the results of survey, this study presented the strong significant of green discipline management on green innovation and sustainable performance in Vietnam context.
Secondly, despite decades of research and hundreds of publications of how green HRM practices influence environmental performance in an organization, the field has not yet arrived at an understanding of how green HRM practices influence economic performance and social performance. These include theoretical inquiries aimed at enhancing the understanding of existing GHRM literature. Therefore, this study extends SIT theory by investigating deeply into enhancing the sustainable performance of a "green" hotel by establishing robust scientific and theoretical foundations. This study will be a synthesis study that proves the main relationships green HRM practices and not only environmental performance but also economic performance and social performance so that the following studies can refer to and extract guides.
Thirdly, the current study contributes to the existent knowledge through its highlights on the role of green innovation in stimulating sustainable performance and in positively mediating the relationship between green HRM practices and sustainable performance. Based on AMO theory, this discovery also revealed that implementing GHRM strategies and fostering green innovation contribute to a company's long-term viability. This research indicates that GHRM initiatives, such as green job description and analysis, green performance management, green health and safety, green involvement and empowerment, green discipline management, thereby driving innovation in eco-friendly services, products, and processes, ultimately leading to improved hotel sustainable performance. Therefore, this study advocates for the adoption of GHRM strategies by firms seeking to gain a competitive edge. The findings underscore the importance of proactive GHRM approaches aimed at cultivating, retaining, and attracting environmentally conscious employees to promote both environmental sustainability and innovation, thus positioning the company for competitive advantage.
Lastly, by integrating the concepts of AMO theory and RBV theory, this study developed an overarching and unique conceptual indicating the mediating role of green innovation. Unlike previous studies focusing solely on the correlations between green HRM practices and green innovation, green HRM practices and sustainable performance, and green innovation and sustainable performance, this study introduces an integrated and expansive theoretical framework that delves into the interplay among these variables. Furthermore, this study conducts an examination of these relationships within the realm of luxurious accommodations in Vietnam. Past literature on similar concepts has predominantly centered on Western nations and established knowledge economies, thereby overlooking developing nations and transitioning economies like Vietnam and other Asian countries. The insights into how hospitality establishments in Vietnam cultivate sustainable performance through green HRM practices and green innovation mark an initial stride toward establishing cross-regional and cross-industry comparisons, offering potential avenues for future research.
Managerial contribution
When developing a research model to illustrate the influence of Green Human Resource Management (GHRM) practices on sustainable performance through green innovation, the study pursues three key objectives. Initially, the author suggests that GHRM exerts a positive influence on green innovation from the perspective of Human Resource Management (HRM), suggesting that GHRM practices can assist a company in developing environmentally friendly products or processes. Secondly, GHRM fosters sustainability, thereby contributing to the success of the company's green initiatives. The author also examines the role of green innovation in moderating the relationship between GHRM practices and sustainable development. In summary, the author proposes a novel approach to how GHRM practices can enhance both green innovation and sustainable development.
Drawing from the above research findings, there are various practical implications for managers in the hotel management and business sectors. Particularly, the research highlights green innovation as the most influential factor contributing positively to sustainable performance. This study emphasizes the advantages of implementing Green HRM practices and fostering green innovation within the hospitality industry, showcasing its dual benefits encompassing financial, social, and environmental aspects.
Hotels embracing green initiatives should maintain these practices, given their status as a steadily rising trend that increasingly influences tourists' hotel selections. Additionally, ongoing adherence to green practices allows hotels to realize cost efficiencies in various operational aspects, such as electricity, water, and cleaning supplies expenses. In Vietnam and worldwide, green practices have advanced beyond traditional approaches. With the ongoing evolution of environmental consciousness and responsibility, Vietnamese hotels are increasingly and actively integrating green practices into their operations, tailored to each stage. This includes efforts such as designing guest accommodations with utmost environmental sustainability in mind and embracing the use of eco-friendly materials throughout their ongoing operations.
From the research findings, four factors of GHRMps (green recruitment and selection, green training and development, green pay and reward, green discipline management) have a favour impact on sustainable development. Our research indicates that human resources managers can incorporate green competencies through recruitment and selection processes, as well as by developing and training employees to enhance their green performance. Additionally, human resources managers can cultivate a sense of environmental stewardship among employees by utilizing performance appraisals and implementing reward systems for those who contribute significantly to green initiatives. Moreover, these managers can foster green opportunities by involving employees in the creation of environmental plans, providing training, and encouraging them to take on leadership roles in green initiatives. Utilizing our findings, firm managers can establish a culture of green innovation in both products and processes, thereby promoting exceptional environmental sustainability and green performance.
Considering with the green recruitment and selection, mean of the items surrounding have values ranging from 5.540 to 6.676 (Table 4.5) over 7.0, showing that green recruitment and selection has become quite popular in hospitality businesses. Furthermore, mean of highest question is 5.676 (GRS6 - In our job advertisements, we communicate specific environmental values, such as being a member of ABC's green team or highlighting our commitment as a socially and environmentally responsible employer). Thus, hotel managers have focused on the advertisement on the recruitment activities. Otherwise, the mean of the lowest question is 5.540 (GRS3- We indicate or make transparent about organization’s environmental performance (past and current) when communicating recruitment messages). This once again illustrates that there is lack of the communicating recruitment messages during the interview, hence, managers would like to improve green innovation and sustainable performance should engage more messages in the recruitment initiatives.
In terms of green training and development, the mean values of the items range from 5.521 to 5.817 (Table 4.5), exceeding 7.0, indicating a significant popularity of green training and development practices in hospitality businesses. Additionally, the highest mean score for a question is 5.676 (GTD1 - We create training programs in environmental management to enhance the environmental awareness, skills, and expertise of our employees within my hotel). Therefore, hotel managers have concentrated on enhancing the environmental awareness, skills, and expertise of employees in their hotels and resorts. Conversely, the mean score for the lowest question is 5.521 (GTD3- The subjects covered in the environmental training are contemporary and well-suited to the hotel's operations). This underscores the absence of this topic in the training program, indicating that managers aiming to enhance green innovation and sustainable performance should include more environmental content in their recruitment initiatives.
Regarding green pay and rewards, the mean values of the items range from 5.242 to 5.728 (Table 4.5), surpassing 7.0, indicating a considerable popularity of green pay and reward practices in hospitality businesses. Additionally, the highest mean score for a question is 5.728 (GPR6 - We offer rewards to promote environmentally conscious actions and behaviors, such as recycling and waste management). Consequently, hotel managers have prioritized offering incentives to promote environmentally friendly practices and behaviors within their hotels and resorts. Meanwhile, the mean score for the lowest question is 5.242 (GPR1- My hotel provides a financial incentive linked to environmental accomplishments). Once more, this highlights the absence of monetary rewards tied to environmental accomplishments. Therefore, managers aiming to enhance green innovation and sustainable performance should consider incorporating monetary incentives into their payment and reward initiatives.
Moreover, interestingly considering with green discipline management, mean of the items surrounding have the second highest values between eight GHRM practices ranging from 5.261 to 6.138 (Table 4.5) over 7.0, showing that green discipline management has been a indispensable green initiatives in hospitality businesses. Furthermore, mean of highest question is 6.138 (GDM1 - Establishment of a clear set of rules and provisions regarding employee conduct in relation to environmental protection). Thus, the top managers have focused in providing a clear developmental vision to guide the employees’ actions in environment management in their hotels and resorts. Otherwise, the mean of the lowest question is 5.261 (GDM5- Setting penalties for failing to meet environmental management system objectives or violating environmental management system rules). This once again illustrates that the interviewers do not agree with the setting penalties for failing to meet environmental management system objectives or violating environmental management system rules, hence, managers would like to improve green innovation and sustainable performance should think to the solutions that provide a clear developmental vision to guide than a penalty system.
Furthermore, managers in Vietnam acknowledge the importance of employee dedication for the effective execution of green initiatives in hotels. They realize that without the support and involvement of their staff, the hotel's endeavors to adopt eco-friendly practices would be impractical. They emphasize that the value of embracing green practices lies in the individuals who directly implement them, encompassing every employee across all departments.
This study builds upon and advances previous research on Green Human Resource Management (GHRM). The findings from this research can be utilized to teach about the impact of GHRM not only to students but also to future managers, highlighting its interplay with green innovation and green transformational leadership on a company's environmental performance. Teaching about green innovation has posed challenges due to limited empirical evidence, best practices, and necessary guidelines. Although existing literature recognizes the significance of fostering a green culture within organizations, there remains a scarcity of empirical evidence, such as case studies and surveys, suitable for educational purposes. Our study aims to significantly contribute to the integration of green management education in business schools and universities by providing robust empirical evidence. These research findings can be incorporated into academic syllabi and course outlines developed by faculty members, aligning with the needs of future managers.
Furthermore, our research furnishes evidence-based insights to inform senior management about the influence of GHRM on green innovation and the environmental performance of an organization. Accordingly, companies should allocate additional resources to bolster environmental performance. Additionally, our findings propose a proactive strategy that companies can employ to enhance environmental performance while ensuring compliance with regulatory authorities.