Journal of Cleaner Production 429 (2023) 139258

Contents lists available at ScienceDirect

Journal of Cleaner Production

journal homepage: www.elsevier.com/locate/jclepro

Mapping the link between CSR and sustainability performance through

GHRM practices in hotel industry
Muhammad Imran Tanveer a, b, Mohd Yusoff Yusliza a, *, Abdul Hafaz Ngah a,
Muhammad Asif Khan Khan b
a
Faculty of Business, Economics and Social Development, Universiti Malaysia Terengganu, 21030, Kuala Nerus, Terengganu, Malaysia
b
Department of Management Science, SZABIST University, Islamabad, Pakistan

A R T I C L E I N F O A B S T R A C T

Handling Editor: Cecilia Maria Villas Bôas de This study investigated the mediating role between corporate social responsibility (CSR) and sustainability
Almeida performance. This is the first study which has focused specifically on mediating role of green human resource
management (HRM) between CSR and sustainability performance dimensions which is remained unanswered in
Keywords: the literature. Survey data from the 139 hotels in Pakistan was collected and SmartPLS was applied for structural
CSR
equation modeling. Findings reveal that CSR is positively and significantly related with green HRM practices. In
Sustainability
addition, green HRM practices mediate the relationship between CSR and environmental and social dimensions
Green HRM
Hotel industry of sustainability performance. Contradictory to the expectation, green HRM was found insignificant mediator
Resource based-view theory between CSR and economic sustainability performance. The findings demonstrate various theoretical and
managerial implications. The study offers novelty by unfolding the unobserved mediating relationship of green
HRM between CSR and dimensions of sustainability performance. The study also contributes to the literature of
resource-based view (RBV) theory which depicts that CSR and green HRM are the intangible resources for the
hotels in achieving sustainable performance and competitive advantage. The study will help the policy makers
and managers by adopting theoretical framework for their cleaner production capabilities.

1. Introduction through their daily operational activities (Aboelmaged, 2018; Kim et al.,
2019; Sakshi et al., 2020; Tanveer et al., 2022; Umrani et al., 2022;
Sustainability has become the mission to balance economic, envi­ Yusoff et al., 2020). Since these studies highlighted the pertinent issue in
ronmental and social development for organizations since the Brundt­ the hospitality industry, sustainability performance has become the core
land Report (1987) was published. Since then, it has become an agenda among academicians and practitioners. Keeping in view recent
emergent issue among academicians, public policies, decision makers studies, cleaner production practices rigorously heightened the atten­
and providing strategic guidelines for public and private organizations tion towards sustainability performance and past studies also estab­
(Higgins-Desbiolles et al., 2019; Molina-Collado et al., 2022). Despite lished its relationship with green human resource management practices
the growing interest of scholars in sustainability research, it was high­ (green HRM practices) (Mousa and Othman, 2020; Yong et al., 2020b;
lighted that literature on sustainability for the tourism and hospitality Zaid et al., 2018), green intellectual capital (Yong et al., 2019, 2022) and
industry is underdeveloped (Ertuna et al., 2019; Molina-Collado et al., green supply chain management (Acquah et al., 2021; Longoni et al.,
2022). Moreover, past studies have also highlighted that the academic 2018). Moreover, Sustainable Development Goals (SDG) SDG3 and
research implications for the hospitality and tourism industry are scarce SDG12 also stand for the organizations’ adoption of sustainable prac­
(Gössling and Higham, 2021; Sharpley, 2020). tices and provision of sustainability data in their reporting (United Na­
On the other hand, past studies have also highlighted that the hos­ tions, 2022).
pitality and tourism industries found excess consumption of usage of Literature also supports that applying cleaner production method­
water, energy, unsustainable products and exertion of toxic emissions ologies is helpful for the organization in reducing negative

* Corresponding author.
E-mail addresses: [email protected], [email protected] (M.I. Tanveer), [email protected] (M.Y. Yusliza), [email protected]
(A.H. Ngah), [email protected] (M.A.K. Khan).

https://doi.org/10.1016/j.jclepro.2023.139258
Received 24 July 2023; Received in revised form 3 October 2023; Accepted 10 October 2023
Available online 11 October 2023
0959-6526/© 2023 Published by Elsevier Ltd.
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

environmental impacts (Giannetti et al., 2020; Pirani and Arafat, 2016; Úbeda-García et al. (2021) examined the effect of CSR on environmental
Severo et al., 2017). For instance, cleaner production methodologies aim outcomes and hotel performance. The study also examined the medi­
to integrate the economic, environmental and social benefits for the ating role of green HRM practices using Ability-Motivation-Opportunity
organizational activities. Similarly, Bhupendra and Sangle (2016) (AMO) theory from the Spanish hotels. Considering the strategic
asserted that cleaner production methodologies help the hotel industry perspective of CSR as a balance between economic, environment and
to minimize the use of water, energy and waste which leads to financial society, these studies didn’t examine the three dimensions of sustain­
benefits. In addition to these practices, Renwick et al. (2008) introduced ability, i.e., economic, environmental and social. Hence, the current
green HRM and it has become a novel concept since its significance and study offers a novel contribution to establishing a green HRM phe­
association with sustainability was established. However, the most nomenon by answering the following questions:
adopted definition of the literature is “the systematic, planned align­
ment of typical human resource management practices with the orga­ RQ1: Does green HRM mediate the relationship between CSR and
nizations environmental goals” (Jabbour, 2013, pp. 147–148). Keeping sustainability performance dimensions?
in view the overall business strategic perspective, Yusliza et al. (2019) RQ2:Do CSR strategies have a positive effect on green HRM
concluded that green HRM practices are part of CSR strategies, which practices?
require further exploration to develop the understanding. In literature,
CSR is defined as “Corporate social responsibility encompasses the
economic, legal, ethical, and discretionary (philanthropic) expectations 1.1. Need of the study
that society has of organizations at a given point in time” (Carroll, 1991,
pp. 39–48). However, literature argues two standpoints on the link be­ The significance of research is demonstrated in diverse ways: First,
tween CSR and green HRM. One perspective argues that green HRM the positive association between CSR and sustainability performance
practices tend to implement the CSR strategies of the organization was found in literature (Abbas et al., 2019; Anser et al., 2020; Malik
(Sheopuri and Sheopuri, 2015; Yusliza et al., 2019). Another perspective et al., 2021). Moreover, past studies have recommended that investi­
argues that HRM practices are an antecedent of CSR (Voegtlin and gating such relationships is important, specifically in the hospitality
Greenwood, 2016) which demonstrates that CSR activities of the firm industry due to the complex activities that are involved which influence
attract and motivate talent on the basis of environmental initiatives. the sustainability performance (Madanaguli et al., 2022; Malik et al.,
However, we argued that CSR is the overall strategy which aims to attain 2021; Yusliza et al., 2019). Hence, we extend the state of the art liter­
business sustainability with respect to maintaining balance between the ature in the developing country (Pakistan) where tourism and hospi­
economic, environmental and social activities of business. Business tality industry growth is significant (2.9% to GDP) and Pakistan
sustainability is defined as “business strategy that drives long-term contribution in the world carbon emission was found 0.4% (Malik et al.,
corporate growth and profitability by mandating the inclusion of envi­ 2021). In addition, the industry relevance with CSR practices is more
ronmental social issues in the business model” (Niţă and Ştefea, 2014, p. prominent due to the involvement of local communities, fair trade,
29). Moreover, green HRM practices are more concerned with the concerning the human well-being and interaction of environment,
environmental aspects which trickle down the CSR strategies through human and natural resources (Hadj, 2020).
proper human resource management activities. Hence, by adopting Secondly, from the perspective of the CSR-HRM instrumental view,
these business strategies in the hotel industry which tend to meet the CSR is found as a significant predictor of green HRM which tends to
current needs for their stakeholders while protecting and sustaining the improve the green practices to attain the organizational environmental
human and natural resources that will be needed in the future (Elking­ goals (Yusliza et al., 2019). This study considers the green HRM as a
ton, 1998, p. 362). mediating variable between CSR and sustainability performance di­
Undeniably, the negative impact of the hospitality industry on the mensions. Moreover, past studies have considered the green HRM as
environment is evident (Tanveer et al., 2022; Yusoff et al., 2020). The mediating variable to explain the relationship between customer pres­
existence of traditional practices is threatened on earth due to human sure, regulatory stakeholders’ pressure and environmental performance
nature’s interaction (Renwick et al., 2008). Keeping in view the worst (Guerci et al., 2016), leadership style and in-role, extra-role green
effects of the hospitality/hotel industry, investigation of sustainability is behavior (Islam et al., 2020), top management support and green pro­
a need to respond to the paramount importance in the hospitality in­ curement (Liu et al., 2020), proactive environmental strategy and
dustry, specifically for the hotel industry on environment. Pakistan is environmental reputation (Zhao et al., 2020), green intellectual capital
ranked at two ends of a U-curve, at one height, Pakistan is ranked at 176 and sustainability performance (Yong et al., 2022) and CSR and envi­
out of 180 by environmental performance index as one of the most ronmental outcomes (Úbeda-García et al., 2021). Hence, examining the
polluted countries (Wolf et al., 2022) and at the other end 5.7% hospi­ mediating role of green HRM between CSR and sustainability perfor­
tality industry contribution to the GDP of Pakistan (World Travel and mance dimensions is justified.
Tourism Economic Impact, 2022). Convincingly, the cleaner production Third, from the soft HRM view CSR-HRM integrative view and the
literature not only focuses on environmental degradation but also en­ relational HRM view (Beer et al., 1984; Freeman, 1984), the CSR is an
courages the organization to take care of health and safety aspects. antecedent that influences the organization to adopt green HRM prac­
Therefore, hospitality industry requires to redesign their strategies ac­ tices. Given this, the relationship between CSR and green HRM allows
cording to the sustainability performance, and the redesigning and organizations to gain a competitive advantage. Hence, RBV theory is
development of CSR strategies is a need of today which requires further significant to investigate the CSR and green HRM which can have an
exploration due to limited studies (Úbeda-García et al., 2021; Yusliza integrative effect on environmental outcomes (Malik et al., 2021; Yong
et al., 2019). Moreover, the role of green HRM as a mediator between et al., 2020a). Lastly, the study fills the gap in the existing body of
CSR strategies and sustainability performance remained unclear. knowledge through empirical evidence on CSR strategies, green HRM
Although, previous studies show evidence of a relationship between and sustainability performance dimensions. Therefore, this study fills
CSR and environmental outcomes and hotel performance (Úbeda-García the concerns highlighted for the Asia region as the most polluted and less
et al., 2021), organizational attractiveness (Lis, 2012), task performance effort for reduction in environmental degradation (Ren et al., 2018;
(He et al., 2021), organizational performance (Zhao et al., 2021) and Yong et al., 2020a). In addition, the findings will help to advance the
sustainability performance (Malik et al., 2021). However, Malik et al. literature in CSR, green HRM and sustainability. Furthermore, findings
(2021) have considered sustainability performance as a composite will enrich practitioners’ and researchers’ perspectives in advancing
construct instead of examining economic, environmental and social actionable insights and sources of competitive advantage for the hos­
performance as dimensions of sustainability performance. Moreover, pitality industry.

2
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

The research paper is organized into five sections. First, the theo­ measure despite its widespread recognition on a worldwide scale (Jones
retical foundations and literature review with hypotheses formulation et al., 2014). In addition, the connection between eco-friendliness and
was discussed. Second, research methodology followed by the third the hospitality sector is critical. According to Goldstein and Primlani
section of results and analysis. Fourth section has covered the discussion (2012) the hotel business on a worldwide basis is also well aware of the
of results and fifth section presents the theoretical and practical influence that their activities have on the natural environment and the
contribution, limitations and future directions for further research. society. As a result, putting sustainability principles into practice and
starting new initiatives in this sector might be a developing innovation
2. Literature review toward advancing sustainable development goals. Furthermore, the
hospitality sector has responded progressively to the environmental and
2.1. Theoretical foundation and hypotheses development social issues that have been raised in the context of sustainability (Chan,
2013; Jones et al., 2016).
According to Pan et al. (2021), past studies differentiated the CSR
concept with antecedents and outcomes. In first view, stakeholder view 2.2.1. Economic performance
theory and institutional theory have primary used when research is The economic performance of the company is a representation of the
based on antecedents of CSR. Secondly, the RBV theory was applied financial benefits that the company derives from the environmentally
when studies examined the consequences of CSR. Moreover, the RBV friendly activities. Moreover, economic performance also termed as the
also posits that the human, physical and organizational resources should capacity to minimize costs during procurement of materials, energy
be developed, combined and deployed in such a way that they generate consumption, waste treatment, waste discharge, and fines associated
unique value and are difficult to imitate for competitors, rather than with actions of the business that degrade the environment (Zhu et al.,
only developing competitive advantage (Barney, 1991). Past studies also 2008). In the same vein, the importance of the organizations’ economic
evidenced that human resource is deeply rooted in RBV, which states performance cannot be overstated because it gives them the ability to
that RBV aims to critically identify, acquire, value and protect the provide for and cater to the needs of future generations (Sheth et al.,
essential productive resources of the organization (Spender, 1996). 2011). However, previous research has demonstrated that innovative­
Moreover, the characteristics of RBV also acknowledge that it enhances ness, particularly environmental/eco innovativeness, contributes to an
the performance of the firm and contributes to business success (Ahmad increase in an organization’s economic performance (Akcigit and Kerr,
and Schroeder, 2003; Ray et al., 2005). Above all, valuable organiza­ 2018; Bossle et al., 2016; de Jesus et al., 2016). Camilleri-Fenech et al.
tional capabilities as mediating variable with RBV theory was (2020) highlighted that single usage items such as disposable plates or
acknowledged when organizational proactive corporate environmental cups not only generate waste but also increase the cost. In this context,
measures went beyond regulatory compliance (Russo and Fouts, 1997; hospitality managers’ attention has shifted from maximizing of profits to
Sharma and Vredenburg, 1998). In addition to this, literature also in­ social and environmental responsibility (Chan et al., 2009). For
dicates that the environmental performance of organizations will be instance, using flow regulators for water management (Chan et al.,
high when they have a higher capacity for change in the organization 2009; Gatt and Schranz, 2015), water taps with ecological cartridges
(Judge and Elenkov, 2005). Therefore, this confirms that to measure the (Barberán et al., 2013) and solar collectors (Mahachi et al., 2015), have
expected outcomes of CSR the resource commitment is essential in the all been evidenced to cut costs in the hotel business. Moreover, Chan
organizations. Moreover, past studies have also acknowledged that (2013) found that Chinese hotels saved money over a five year period by
commitment to financial performance of the organizations reveal higher switching to solar collectors for its hot water needs. Similarly, Singh
performance (Bacinello et al., 2020) and eco-innovation (Pan et al., et al. (2014) reported that for every $43,200 spent on labor, recycling
2021). Similarly, CSR strategies were found significant in developing and trash reduction have generated $21,372.146 in economic return. In
capabilities in improving firm’s performance (He and Shen, 2019). In spite of this, Chan (2008) noted that hotel management is hesitant to
addition to this, Yusliza et al. (2019) concluded that implementation of implement an environmental management system due to lack of re­
CSR strategies helps the organization in adopting green HRM practices sources and high maintenance expenses. On the other hand, Jones et al.
which becomes the unique, non-substitutable and valuable resource. (2016) highlighted that a precise definition of sustainability is necessary
Hence, based on the research questions i.e., the relationship between for the hotel sector if it is to improve sustainable consumption and
CSR, green HRM and sustainability performance dimension, the RBV sustainable reporting for long-term commitment. According to Melissen
theory is appropriate. The RBV theory posits that CSR as a strategic asset et al. (2016), although the hotel industry is too concerned with the
that is valuable, non-substitutable and inimitable resource to gain environmental issue despite of the initial economic cost to implement
competitive advantage by achieving sustainability performance goals. environment friendly practices and technology. However, developing
Moreover, the study posits that green HRM is the capability of the or­ solutions and putting them into action improves the hotel industry’s
ganization which helps the organization to build rare and inimitable financial, ecological, and social outcomes is essential need of today
resources to strengthen the sustainability performance of the hotel. (Jayawardena et al., 2013).

2.2. Sustainability performance in hospitality industry 2.2.2. Environmental performance

According to Zhu et al. (2008) environmental performance tends to
Sustainability is a widespread term that has been around for a while, reduce the frequency of environmental accidents, effluent waste, air
since 1970s it has been used based on the preservationist philosophy emission and toxic materials. Environmental performance is referred to
(Grevelman and Kluiwstra, 2010). However, Yusliza et al. (2020) noted “the organization-wide process of applying innovation to achieve sus­
that the Brundtland Report from the United Nations Conference on tainability, waste reduction, social responsibility, and a competitive
Environment and Development in 1987 had increased the awareness of advantage via continuous learning and development, and by embracing
sustainability. Resultantly, it has emerged as a worldwide concern that environmental goals and strategies that are fully integrated with the
formally links the social, environmental, and economic domains. Addi­ goals and strategies of the organization” (Haden et al., 2009, p. 1052).
tionally, Signitzer and Prexl (2008) emphasized that the literature on Since, the environmental agendas along with the economic performance
sustainable development has examined a number of different viewpoints are essential, therefore to balance these crucial components and pro­
and interpretations that encompass primarily vision, criteria, philoso­ moting sustainable performance in businesses to achieve competitive
phy, aim and mission that caught the interest of business leaders and advantage is significant issue (Mousa and Othman, 2020; Shafaei et al.,
research scholars. Literature also brought attention to the fact that the 2020; Úbeda-García et al., 2021). Akanmu et al. (2020) stated that
sustainability performance among the hospitality business is difficult to environmental performance is evaluated based on a number of different

3
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

indicators, for instance minimizing the use of harmful materials, the core business human resource resources and further affects their
reducing CO2 emissions, waste generation, mitigating environmental commitment, engagement and job satisfaction. Moreover, Anser et al.
risk, and reporting environmental compliance. Similarly, Camiller­ (2020) concluded that CSR is an important aspect in the hospitality and
i-Fenech et al. (2020) stated that hospitality industry is most vulnerable tourism sector, however, managers’ commitment towards CSR is scarce
in the environmental degradation because of single-use items usage. For in literature. Further the study found that managers’ commitment to­
instance, plastic or disposable plates generate 692.5 kg of waste per wards CSR is a motivational factor which leads to higher satisfaction and
week, food waste gives 0.16 kg/person and its preparation wastage cost ultimately enhances the social and environmental performance. Past
is 0.08 kg/person in a hotel. Moreover, other studies also reported that a studies evidenced that CSR tends to influence various performance such
hotel exerts approximately 160–200 kg of CO2 per meter square of room, as employees, customers’ loyalty and firm performance. In addition,
its consumption of energy and water resources is 2–3 times per capita is CSR enhances the pro-environmental behavior among the hotel em­
higher as compared to local demands (Migdadi, 2022; Nilashi et al., ployees (Guan et al., 2022), enhances employee task related outcomes
2021; Salehi et al., 2021). Hence, managing environmental sustain­ and reduces negative outcomes (Karatepe et al., 2022), improves psy­
ability is a significant issue in the hospitality industry to preserve the chological capital of employees of the hotel industry (Mao et al., 2021)
natural environmental. and employees participation in CSR activities (Guzzo et al., 2022).
Similarly, literature also evidenced that CSR had positive effect on the
2.2.3. Social performance customer citizenship behavior (Fatma et al., 2022) and customer
Social performance of sustainability refers to the efforts of the or­ orientation of hotel customers (Mahmood and Khan, 2022). Moreover,
ganization which affect the welfare of the society for the long term O’Connor and Assaker (2022) found that the largest effect of CSR among
(Elkington, 1994, p.362). Similarly, Newman et al. (2016) stated that other relationship that increases the satisfaction and trust level of cus­
social performance is the true representation of green practices towards tomers and enhances the customer loyalty and citizenship behavior.
social aspects which ultimately increases the firm image among the Furthermore, the effects of CSR on the firm performance were found
various stakeholders. Moreover, Yusliza et al. (2019) recommended that positive irrespective of financial or non-financial performance. O’Con­
organizations have to be socially responsible while meeting the envi­ nor and Assaker (2022) found that CSR activities increases the hotel
ronmental agendas along with the economic goals. However, the social reputation, Malik et al. (2021) found positive impact of CSR on sus­
performance of the organization is assessed through social indicators tainability performance, Úbeda-García et al. (2021) found positive effect
such as working conditions, welfare support for employees and their on environmental outcomes and performance of the hotels. However,
families, occupational health and safety, product responsibility, social literature emphasized that the lack of orientation of human resources is
commitment, consumer relations management and other benefits for the primarily cause of problem in the successful implementation of CSR
employees (Bartocci et al., 2017; Yong et al., 2020b). Similarly, Afum strategies (Úbeda-García et al., 2021; Voegtlin and Greenwood, 2016;
et al. (2020) argued that social performance of sustainability dimension Yusliza et al., 2019). Although, CSR was acknowledged as resource
tend to help the organization in translating the social mission into re­ conservation policy that encourages employees green behaviors (Malik
ality. Moreover, the social performance also helps the organizations in et al., 2021). Moreover, past studies also support that CSR activities
measuring quality of life, health and safety of the employees and com­ positively effect to adopt green HRM practices in the manufacturing
munity. Wagner (2013) claimed that tangible benefits are associated industries (Yusliza et al., 2019) and in hotel industry (Úbeda-García
with the investment in social responsibilities of the organizations which et al., 2021). Hence, the study hypothesized that CSR activities of the
further contributes to tangible benefits. The arguments conclude that hotel positively affect the green HRM practices:
social performance is the shield guard for the organization which helps
H1. CSR positively and significantly influence the Green HRM
them in protecting the social values of society as well as it reduces the
practices.
negative impacts through their operational activities.

2.3. Corporate social responsibility (CSR) and green HRM 2.4. Green HRM and sustainability performance

The concept of CSR gained popularity and growth after the study of The green HRM is “the systematic, planned alignment of typical
Carroll and Shabana (2010). The study highlighted that the concept of human resource management practices with the organization’s envi­
CSR has initiated and contributed to the civil rights, consumer rights, ronmental goals” (Jabbour, 2013, pp. 147–148). Organizations have
women’s rights, environmental preservations and impact of philan­ started to pay attention to the field of green HRM since it supports other
thropy on society. Moreover, Lis (2012) conceptualized the CSR with divisions including green management, green marketing, green opera­
product, environment, diversity and employee relations dimensions. tions and green supply chain management (Yong et al., 2020b). Green
However, Jamali and Karam (2018) highlighted that the concept of CSR HRM is thought to have a comprehensive perspective that aligns the
is having variations among the developing countries, CSR activities were employees with the business’ environmental agenda. However, Mishra
influenced by multi-level factors and invariably contextualized among et al. (2014) asserted that activities with a green focus are challenging
the developing countries. On the other hand, Marrewijk (2003) high­ among the organizations because they call for systemic change, one of
lighted that a consistent definition of CSR is required in order to reduce the main goals of green HRM is for management to initiate, implement,
the stakeholder cynicism and enhance the reputation and credibility of monitor and embrace any change. Subsequently, the role of HR
organization. Despite these variations, Lougee and Wallace (2008) department through initiating green HRM practices is significant path
concluded that the companies are investing more in CSR day by day to towards the sustainability performance to meet the SDG’s goals.
build a stronger reputation and remain inimitable. Moreover, Ahen and Moreover, green HRM practices tends to build up the resources that
Zettinig (2015) emphasized that companies are considering CSR as an are necessary for green activities like recycling and saving water, paper,
emerging practice and defining it individually according to their and energy. Tang et al. (2018) asserted that this could be done through
context. Consequently, Supanti and Butcher (2019) stated that CSR has selection, training, involvement, and rewards practices of green HRM.
become an essential element in the hospitality industry because Green hiring and training can give workers not only the knowledge and
engaging employees in CSR practices tend to improve the performance skills, but also enables them to behave green and develops sense of value
of hotel as well as their motivation and wellbeing. for green work. In addition, green hiring emphasis to hire the new em­
Nowadays, CSR activities have become the business core resource ployees through digital means, like by using video conferencing plat­
because it enhance the image among the stakeholders. Wang et al. forms for interviews. During the selection process, candidates are also
(2020) acknowledged that CSR activities of the hotel industry enhance asked about their green values, which should be made stronger through

4
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

green training and development activities (Anwar et al., 2020; Fawe­ Sharma and Vredenburg, 1998; Zhou et al., 2023). Thus, the role of
hinmi et al., 2022). Consequently, green HRM practices can create an green HRM process can be concluded in such a way that CSR is an
environment where employees are more likely to take part in green intangible resource which tends to help the organizations in adopting
activities by recognizing and rewarding their contributions to green green HRM practices (Yusliza et al., 2019) which act as the capability for
goals as well as socially responsible behavior (Saeed et al., 2019). the organization to enhance sustainability performance (Úbeda-García
Recently, scholars started to investigate the important factors that could et al., 2021; Yong et al., 2020b). Hence, the study hypothesized that:
aid in adopting green HRM practices (Tanveer et al., 2023) in the hos­
H5. Green HRM practices mediate the relationship between CSR and
pitality industry and how it further affect organizational and employees’
economic sustainability performance.
green behaviors among the hospitality industry (Darvishmotevali and
Altinay, 2022; Paillé et al., 2020; Pham et al., 2020a). H6. Green HRM practices mediate the relationship between CSR and
Previous studies have also acknowledged that green HRM practices environmental sustainability performance.
increase the employees engagement, employees environmental perfor­
H7. Green HRM practices mediate the relationship between CSR and
mance and hotel reputation (Umrani et al., 2022), organizational citi­
social sustainability performance.
zenship behavior for the environment (OCBE) (Pham et al., 2020b) and
ecofriendly behavior (Kim et al., 2019). Nevertheless, limited studies Fig. 1 shows a theoretical framework for the present study.
have established the linkage between green HRM practices and sus­
tainability performance in the context of Pakistan, where mostly studies 3. Material and methods
were conducted at the individual level (Ahmed et al., 2021; Amjad et al.,
2021; Umrani et al., 2020). Hence, there is dire need to investigate the 3.1. Research setting and participants
effect of green HRM practices on sustainability performance dimensions
under the resource-based view theory. According to the literature, green The study was under deductive research approach by using survey
HRM is crucial to achieve the sustainability agendas and helps to gain a based strategy (Saunders et al., 2019) in the hospitality industry of
competitive advantage. Moreover, the study tends to address the effect Pakistan. This approach was used because the study aims to examine the
of green HRM practices on economic and social sustainability perfor­ relationship between exogenous and endogenous variables. Moreover,
mance which is scarce in literature. Therefore, the study hypothesized Úbeda-García et al. (2021) asserted that hotel industry is more labor
that: intensive and CSR strategies distinguish a hotel as source of competitive
advantage among its competitors. The hotels were chosen on the basis of
H2. Green HRM practices positively and significantly influence the
the number of employees exceeding 50 to ensure that a particular hotel
economic sustainability performance of the hotel.
was not lacking HRM practices (Collins and Smith, 2006). Moreover,
H3. Green HRM practices positively and significantly influence the other inclusion criteria chosen as it should be a minimum 3-star, The
environmental sustainability performance of the hotel. justification to choose the 3-star hotels according to Pham et al. (2020b),
it was recommended that 3-star and above hotels are more focused on
H4. Green HRM practices positively and significantly influence the
environmental protection to become a reputable. The study examined
social sustainability performance of the hotel.
the CSR strategy perception and green HRM perception, 3-star and
above is more appropriate for the current study.
2.5. Mediating role of green HRM Data was collected through a self-administered mail survey between
August 2020 and July 2021 by the senior representative of the HR
The literature on green HRM practices under RBV theory justified the department involved in HR strategic decisions of the hotel. The initial
significance (Bahuguna et al., 2022; Haldorai et al., 2022), which pos­ list of hotels was taken from the official website of the Pakistan Hotel
tulates that green HRM practices are rare, inimitable and Association (PHA), and the list of 350 hotels was downloaded, consid­
non-substitutable for organizations. However, the effect of green HRM ering the small population the study employed census for the popula­
practices on environmental performance was significant (Elshaer et al., tion. Each hotel was given a unique identification code for further
2021; Haldorai et al., 2022) and could not explain enough variance due processing to ensure the ethical and privacy concern. Moreover, each
to limitation of RBV theory, such as the capability of the organization hotel was contacted to define the purpose and procedure of the ques­
(Barney, 1991) and managerial implications (Barney, 2001; Priem and tionnaire. In the first phase, 271 hotels were verified and contacted for
Butler, 2001) despite of determining the organizational resources to further collection of data. Considering the common method bias and
gain a competitive advantage. Above all, the mediating role of RBV single respondent as informant, the temporal separation method was
theory was acknowledged through valuable organizational capabilities employed (Podsakoff et al., 2003) and three time periods T1, T2 and T3
when organizational proactive corporate environmental measures were used respectively for CSR, green HRM and sustainability perfor­
implemented beyond regulatory compliance had a beneficial impact on mance variables to collect the data. Each time period had a time lag of
business performance (Russo and Fouts, 1997; Sharma and Vredenburg, 3–4 months minimum.
1998). In addition to this, literature also indicates that the environ­ During the T1 period, the questionnaire containing the items of CSR
mental performance of organizations will be high when they have a and demographics were mailed to the 271 sample of the population and
higher capacity for change in the organization (Judge and Elenkov,
2005). Taking into account the previous study by Russo and Fouts
(1997) which concluded that a proactive attitude toward the firm’s
natural environment develops new resources and capabilities to achieve
competitive advantage. Hence, this study intended to propose that
Green HRM is a firm resource as mediator which further enhances the
sustainability performance. Moreover, López-Gamero et al. (2009) also
affirmed that competitive advantages and firm resources tend to
mediate between proactive environmental management and financial
performance. In addition, Aragon-correa and Sharma (2003) recom­
mended firm resources as a mediating variable, as previous studies also
concluded that examining superior firm resources with the natural
environment was a source of competitive advantage (Christmann, 2000; Fig. 1. Theoretical framework.

5
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

the response of 217 hotels was received. The data from the demographic webpower.psychstat.org/models/kurtosis/. Therefore, the study
section was analyzed to examine the inclusion criteria, the hotels below measured the Mardia’s coefficient of multivariate skewness and results
3-star ranking were excluded and 176 responses were considered for the shows that multivariate skewness was 3.846 (t = 89.104, p < 0.01).
T2 time period containing the data items of green HRM. In the T2 time Furthermore, the results show the value of kurtosis were 37.161 (t =
period, the respondents were again contacted and a response of 159 was 1.522, p > 0.05). Therefore, due to limitation of not multivariate
received. Similarly, in the T3 period, 152 respondents returned the normal, the “SmartPLS 3.3.3 which is second generation of structural
questionnaire containing items on sustainability performance. The final equation modeling (Ringle et al., 2015) was used for bootstrapping
survey of 139 respondents was considered for further analysis after procedure. Furthermore, the study implied two stage approaches for
removing the incomplete responses of 13 respondents. The low response measurement model followed by the structural model.
for the 139 respondents as a small sample size is adequate (Reinartz
et al., 2009) and specifically in the hospitality industry (Úbeda-García 4.3. Measurement model
et al., 2021). Moreover, Faul et al. (2009) recommended the use of
G*Power 3 software for behavioral and social research studies. Hence, The reporting of the measurement model is described according to
the G*Power software was employed to measure the minimum sample the scientific approach by Hair et al. (2019). For instance, item loadings,
size. According to the G*Power analysis, the minimum sample size of 90 composite reliability (CR) and average variance extracted (AVE) were
was obtained. Hence, the sample of 139 respondents was found observed for the validity and reliability of the measurement items. All
adequate for further analysis. Resultantly, the study has used structural the item loadings were found greater than 0.703, composite reliability
equation modeling partial least square method (SmartPLS) for the values were found greater than 0.7 and the values of AVEs were found
analysis. According to Hair et al. (2019), SmartPLS is used for analysis greater than 0.5 (see Table 1). Hence, the values confirm that there is no
when the concern is prediction perspective to test the theoretical convergent validity and reliability issue in the measurement model and
framework, model is complex which includes various constructs and first step established to further examine the discriminant validity (Hair
relationship, data is non-normally distributed and having small popu­ et al., 2019; Ramayah et al., 2018). In the second phase, the discriminant
lation which restricts the sample size. validity was measured through the HTMT criterion (Henseler et al.,
2015). Table 2 values confirmed that all the values met the minimum
3.2. Measurements threshold i.e., less than 0.85. Furthermore, the values also don’t contain
the value of 1 which confirms that discriminant validity of the mea­
The green HRM scale was measured with 13 validated items adapted surement items is established (Franke and Sarstedt, 2019).
from previous studies (Danielsson, 2018; Hahn and Murphy, 2008; Kim
et al., 2019). The respondents were asked to rate them to what extent 4.4. Structural model analysis
they agree or disagree on whether green HRM is practiced in their hotel.
The scale measures the adequate training, performance appraisal, For the second stage, the procedure of 5000 resamples for
reward and compensation on eco-friendly behavior, understands the
environmental policy and health and safety practices were perceived as Table 1
important practices. The CSR scale was adapted from previously vali­ Convergent validity.
dated study (Yusliza et al., 2017) with 9 items and respondents were
Items CSR CR AVE VIF
asked to what extent they agree or disagree about their perception on
organizational level for CSR strategy as priority. Lastly, sustainability CSR1 0.954 0.944 0.706 1.093
CSR3 0.817
performance was measured through 3 dimensions namely economic CSR5 0.836
performance (5 items), environmental performance (4 items) and social CSR6 0.870
performance (5 items). The scale was adapted from the previous studies CSR7 0.834
and validity of the scale was established (Yong et al., 2022; Yusliza et al., CSR8 0.819
CSR9 0.735
2020). The respondents were asked to rate their level of agreement to
GHRM1 0.974 0.970 0.715 1.205
what extent sustainability performance goal is perceived at their hotel. GHRM2 0.791
The items were measured on 5-point Likert scale ranging from 1 GHRM3 0.846
(strongly disagree) to 5 (strongly agree). GHRM4 0.759
GHRM5 0.858
GHRM6 0.811
4. Results GHRM7 0.897
GHRM8 0.874
4.1. Demographic analysis GHRM9 0.753
GHRM10 0.859
GHRM11 0.829
139 hotels responded to the survey, distributed as follows: 3-stars
GHRM12 0.880
hotels: 46.8%; 4-star hotels: 30.2% and 5-star hotels: 23.0%. For study GHRM13 0.837
sample justification, Pham et al. (2020b) recommended to include ECP1 0.945 0.969 0.862 1.390
minimum 3-star hotel for the green HRM practices. In addition, the ECP2 0.954
demographic results shows that 45.3% of the hotels were in business ECP3 0.912
ECP4 0.915
from 5 to 10 years and 44.6% of employees having HR experience in the
ECP5 0.915
current hotel at senior level. Similarly, 11–15 years of work experience EVP1 0.970 0.972 0.898 1.440
in HR were found 21.6% and 33.8% were found with more than a year EVP2 0.949
and less than 5. The results also justify the sample of the study, EVP3 0.964
EVP4 0.906
respondent in the current hotel must possess more than a year in the
SCP1 0.924 0.955 0.809 1.302
current hotel at HR department (Tanveer et al., 2022). SCP2 0.935
SCP3 0.958
4.2. Data analysis SCP4 0.952
SCP5 0.704

According to Cain et al. (2017), for the survey-based data the Note: CSR2 and CSR 4 were deleted from the measurement model due to lower
multivariate normality is to be measured through web software https:// loading (less than 0.7).

6
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

Table 2 Table 4
Discriminant validity – HTMT ratios. PLS predict.
Constructs 1 2 3 4 5 PLS LM PLS-LM

1. CSR RMSE MAE RMSE MAE RMSE MAE

2. ECP 0.082
GHRM1 0.940 0.808 0.965 0.817 − 0.025 0.833
3. EVP 0.103 0.493
GHRM2 0.927 0.780 0.946 0.798 − 0.019 0.799
4. GHRM 0.233 0.23 0.348
GHRM3 0.885 0.739 0.906 0.749 − 0.021 0.760
5. SCP 0.232 0.38 0.365 0.268
GHRM4 0.870 0.737 0.880 0.748 − 0.010 0.747
GHRM5 0.922 0.774 0.946 0.797 − 0.024 0.798
GHRM6 0.829 0.683 0.843 0.692 − 0.014 0.697
bootstrapping were examined for the calculation of β values, t-values GHRM7 0.910 0.753 0.946 0.772 − 0.036 0.789
and p – values (Hair et al., 2019). Moreover, the prediction power was GHRM8 0.840 0.705 0.863 0.711 − 0.023 0.728
examined through the R2 value. The study found that R2 for green HRM GHRM9 0.824 0.671 0.858 0.702 − 0.034 0.705
practices was 0.054 (Q2 = 0.033), ECP (R2 = 0.051, Q2 = 0.010), EVP GHRM10 0.879 0.731 0.905 0.741 − 0.026 0.757
GHRM11 0.846 0.693 0.865 0.700 0.019 0.712
(R2 = 0.115, Q2 = 0.007) and SCP (R2 = 0.070, Q2 = 0.022) which shows
−
GHRM12 0.844 0.669 0.864 0.697 − 0.020 0.689
sufficient in-sample prediction and the value of Q2 is greater than 0. The GHRM13 0.828 0.644 0.860 0.675 − 0.032 0.676
aforementioned values concluded that the model has sufficient predic­ ECP1 0.908 0.744 0.910 0.732 − 0.002 0.746
tive relevance (Fornell and Cha, 1994). In addition to this, the study has ECP2 0.887 0.714 0.908 0.717 − 0.021 0.735
ECP3 0.894 0.703 0.920 0.722 0.026 0.729
estimated the full collinearity test prior to run the bootstrapping, Table 1 −
ECP4 0.924 0.748 0.944 0.763 − 0.020 0.768
indicate that all the VIF values were found less than 3 which met the ECP5 0.926 0.743 0.950 0.755 − 0.024 0.767
threshold. EVP1 0.935 0.746 0.959 0.771 − 0.024 0.770
In the next step, hypothesis testing for the direct relationship through EVP2 0.913 0.682 0.935 0.730 − 0.022 0.704
re-sampling of 5,000, t-statistics, p-value and f2 value were measured. EVP3 0.914 0.704 0.943 0.746 − 0.029 0.733
EVP4 0.890 0.662 0.917 0.715 0.027 0.689
Considering Table 3, the results shows that CSR (β = 0.232, p < 0.01)
−
SCP1 0.905 0.744 0.941 0.759 − 0.036 0.780
was positively related to green HRM practices. In addition, green HRM SCP2 0.954 0.744 0.990 0.759 − 0.036 0.780
was found significantly related to ECP (β = 0.227, p > 0.01), EVP (β = SCP3 0.989 0.808 1.017 0.819 − 0.028 0.836
0.339, p > 0.01) and SCP (β = 0.265, p > 0.01). Thus, the H1, H2, H3 SCP5 0.875 0.597 0.909 0.670 − 0.034 0.631
SCP4 0.985 0.795 1.029 0.828 0.044 0.839
and H4 statistically support our hypotheses at one-tail (see Table 3). −

For the indirect paths (mediation analysis), the study has tested the 3
hypotheses and results are shown in Table 3. In the indirect effects, knowledge of hospitality industry’s sustainability perspective, which
mediation effects of green HRM between CSR and EVP and SCP were further helps organizations in initiating cleaner production activities.
significant at two-tailed. The values of lower boundary and upper First, our empirical findings reveal that CSR positively and signifi­
boundary don’t have zero straddle. However, the mediation effect of cantly impacts the green HRM practices and extends the previous
green HRM between CSR and EVP and SCP were found significant. literature findings. For instance, Úbeda-García et al. (2021) also found
Contrary to expectations, green HRM was found insignificant between that CSR tends to contribute in the green HRM. The findings contribute
CSR and ECP. Hence, H5 and H7 were supported statistically to confirm to the green HRM literature and are to be considered as pioneers in
the mediation effect of green HRM practices and H6 was found not providing evidence for the green HRM domain. Thus, this study provides
supported. the evidence of positive association between CSR and green HRM (Al
In addition, the study has used predictive relevance through holdout Kerdawy, 2019; Úbeda-García et al., 2021; Yusliza et al., 2019). The
sample-based procedure, a case level prediction on an item or a results also prove that, under the umbrella of RBV theory, organizations
construct level, a 6-fold procedure was carried out (Shmueli et al., who are more concerned with CSR strategies, possess specific environ­
2019). According to the procedure defined, all the values of the PLS mental and social developmental programs for the implementation of
model were found lower than the linear regression (LM) model (see strategic green HRM practices to gain competitive advantage. Further
Table 4). Hence, it can be concluded that the tested model has a strong results also explain the RBV theory, organization that fosters its re­
predictive power. sources in an efficient and effective way tends to gain competitive
advantage to enhance their performance. The findings are also is in line
5. Discussion with the Yusliza et al. (2019), it states that organizations who implement
CSR programme tend to generate novel and creative ideas. However,
We examined the mediating role of green HRM between CSR and Yusliza et al. (2019) study found only significant relationship between
sustainability performance which remained unknown. However, litera­ CSR and job analysis and description of job position. Therefore, our
ture review of the study suggests that various factor and outcomes of results further extend the literature on such relationship which tends to
green HRM were examined and it’s at infancy stage. In view of this, the enhance the role of CSR in the organizations for the comprehensive
study introduces the unobserved perspective of the green HRM as relationship between employer and workers. In view of this, such re­
mediating role to influence the CSR on sustainability performance di­ lationships are beneficial for the hotel industry for cleaner production
mensions. Thus, this research filled the gap by providing a deeper activities, employees recommendations as for changes in technological

Table 3
Hypotheses testing.
Hypotheses Relationships Std. Beta Std. Error t-value p-value BCI LL BCI UL f2 Decision

H1 CSR -> GHRM 0.232 0.089 2.605 0.005 0.097 0.350 0.057 Supported
H2 GHRM -> ECP 0.227 0.084 2.716 0.003 0.091 0.347 0.054 Supported
H3 GHRM -> EVP 0.339 0.079 4.267 0.000 0.199 0.463 0.129 Supported
H4 GHRM -> SCP 0.265 0.071 3.709 0.000 0.139 0.373 0.075 Supported
H5 CSR -> GHRM -> ECP 0.053 0.029 1.800 0.072 − 0.014 0.093 Not Supported
H6 CSR -> GHRM -> EVP 0.079 0.036 2.176 0.030 0.022 0.125 Supported
H7 CSR -> GHRM -> SCP 0.061 0.030 2.071 0.038 0.017 0.099 Supported

7
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

advancements and operating practices will become the resource. environmentally friendly practices. As the hotel industry in the setting of
Moreover, our findings also explain that CSR strategies enable the hotel Pakistan has started to implement the technological advancements (e.g.,
to adopt green HRM practices. This line of finding highlights the crucial electrical appliances, bulbs, water sensors, solar systems etc). This might
role of green HRM practices, which reveals that translating the CSR be the reasons which led the insignificant relationship and this was also
commitment of the hotel into intangible environmental outcomes. highlighted in the previous studies. For instance, Gatt and Schranz
Furthermore, RBV theory explains such relationship in a way that hotel (2015) highlighted that one of the barriers is the initial cost in the
are more likely to leverage CSR as an important resource for environ­ implementation of the environmental friendly advancements. Similarly,
mentally friendly hotel. Such hotels tend to invest in their human capital our findings are also in line with the previous study, which identified top
by hiring, training, development, appraising and rewarding them to be management concerns about the cost incurred for the adoption and
environmental friendly behavior. purchase of new technology (Tanveer et al., 2022) in the Pakistani hotel
Second, the results evidenced that green HRM is significantly and industry. In addition, previous studies also highlighted factors which
positively related to dimensions of sustainability performance (i.e., significantly contribute to the adoption of green HRM practices. For
economic, environmental and social). The results depict a positive instance, Obeidat et al. (2020) highlighted the significant effect of top
relationship between the green HRM practices and sustainability per­ management support for the adoption of green HRM practices.
formance dimensions, likely to explain that green HRM practices tend to Although, data was collected from the 3-star and above hotels, the
transform the employees into valuable, inimitable and rare resources to non-developed status of the country as well as limited tangible and
achieve the organizational goals (Barney, 2001; Santana et al., 2020; intangible resources is a prevalent issue. These findings also extends the
Úbeda-García et al., 2021; Yong et al., 2020b). However, it imply that literature by corroborating the generalizability of the semi-structured
adoption of green HRM practices enlightens importance and implica­ results (see Tanveer et al., 2023).
tions of the environmental friendly practices among the employees Lastly, the findings also depict that green practices are not only
which further helps to diffuse the environmental values in the firm for beneficial for the business and employees, but have significant contri­
attaining business sustainability goals. Our findings extends the existing bution towards the society. The results also depict that CSR strategies in
body of knowledge on green HRM and confirms that hiring the em­ line with green HRM practices tend to enhance the social performance.
ployees through environmental friendly job descriptions, further As an individual member of the organization, they tend to significantly
providing training and rewarding them enables the organizations in contribute to the society. The results reveal that, employees become
aligning business strategy and environmental agendas. The findings also more conscious about the ecological footprints which are not only
depicts that green HRM practices tend to increase the economic per­ beneficial but also economically viable. It also improves the health and
formance of the organization. The findings are in line with the previous safety perspective of the whole society. These findings extends the
studies, the implementation of environmental friendly practices tend to literature body by examining empirically the findings of the earlier
reduce the operational cost and hefty fines through a dedicated work­ study (Tanveer et al., 2022, 2023) from semi-structured interviews,
force (Akcigit and Kerr, 2018; Bossle et al., 2016; de Jesus et al., 2016; which suggest that green HRM practices improve employees’ personal
Yusliza et al., 2017). Hence, the significant relationship between green lives, health, and wellbeing. Moreover, adopting green practices also
HRM and sustainability performance (environmental and social) ex­ supports the organization in their different phases (Mishra, 2017).
plains that human capital is an important resource for the hotel which Hence, the results provides fruitful interpretation, the empirical
adds competitive advantage. The human capital of the hotel is more support for the hypotheses advances the knowledge of interplay be­
proactive towards environmental friendly practices so that human na­ tween CSR, green HRM and sustainability performance. The synergetic
ture interaction can be reduced. Furthermore, the findings also explains effect of CSR, green HRM and sustainability performance recognized
that green HRM practices create awareness among the human capital in that achieving sustainability goals through their human capital en­
reducing negative environmental impacts which further improves the hances their competitiveness in an environmental and social sustain­
health and safety aspects of their families and society. ability performance.
Third, our findings also enhance the understanding to the literature
of green HRM which was examined as mediating variable. To the best 5.1. Theoretical and managerial implications
knowledge of researcher, this is one of the novel contributions and no
study has tested the relationship between CSR and sustainability per­ Indisputably, this study has several theoretical and managerial im­
formance dimensions. However, other studies have examined green plications. This study offers contribution in the existing body of
HRM as mediating variable in different settings (Saima Ahmad et al., knowledge by examining the green HRM as mediating variable between
2021; Úbeda-García et al., 2021; Yong et al., 2022). Nevertheless, CSR and sustainable performance. The originality is explained through
Úbeda-García et al. (2021) examined it between CSR and environmental the RBV theory, the findings reveals that intangible resources are veri­
performance as well as on performance of the hotel in Spain. The results fied as an important resource of an organization (Youndt and Snell,
of the study depict that CSR strategies and green HRM practices tends to 2004) and specifically in terms of gaining competitive advantage of the
influence the environmental and social sustainability performance in the hotel by adopting green HRM practices. Moreover, this is the first study
Pakistani hotels. These findings contribute to develop the understanding which was conducted on the CSR and green HRM relationship in the
through RBV theory, which depicts that CSR strategies act as a resource hospitality industry of Pakistan to measure sustainable performance. As
that is rare, valuable and inimitable and tend to develop the capability of indicated in Tanveer et al. (2023), hospitality industry of the Pakistan is
the organization through green HRM adoption. Further these resource one of the largest industry, which is consuming natural resources and
and capability together enhances the environmental and social perfor­ energy; its emissions were to escalate by 3.31% increase annually.
mance of the hotel. Conclusively, green training generates the knowl­ Hence, the contribution of employees in the reduction of CO2 emission is
edge, skills and competencies among the employees to support the hotel significant in terms of green practices to gain green intellectual capital
industry sustainability performance which becomes the competitive (Yong et al., 2022). The importance of human capital in the trans­
advantage. Therefore, such results conclude that synergetic effect of CSR forming the CSR commitment of hotel towards the sustainability is
and green HRM and improve the competitive advantage and sustain­ acknowledged. This empirical evidence helps the academicians to un­
ability performance of the hotel. derstand the strategic resources of the firm and further its
Fourth, contrasting to the expectation, the study found insignificant implementation.
mediating effect of the green HRM practices between CSR and economic Secondly, this study provides theoretical implication for green HRM
performance of the sustainability dimension. One justification for such significantly in understanding the relationship between green HRM
result is due to initial cost incurred in the implementation of practices and sustainability performance. The study has investigated

8
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

green HRM practices with each dimension of sustainability perfor­ the central point of the study is the confirmation of the influence of CSR
mance. To our best knowledge, this is the first study at hat offers a strategies, green HRM practices on environmental and social perfor­
contribution to understanding the psychological foundations and micro- mance of sustainability. The role of intangible assets is critical in
foundations (Akhtar et al., 2018; Yusliza et al., 2020). The findings achieving the hotel sustainability goals. Moreover, development of
recommend that green HRM practices develop the skills and compe­ green skills, capabilities and skills are important assets for the hotel
tencies among the employees of hospitality industry that are significant industry, managers should utilize them for the community welfare,
and committed to gain competitiveness as well as sustainable safety and health. Also, green HRM is also confirmed as an unique, rare
performance. and inimitable resource which helps the organizations to gain compet­
Furthermore, this is the first attempt to extend the literature on itive advantage (Muisyo et al., 2021). Furthermore, Hotels can
synergetic effect of CSR, green HRM and sustainability performance. contribute in their cleaner production strategies through devising
The findings extends the research on sustainable performance by effective CSR strategies. Hence, this study confirmed synergetic effect
investigating as to how implementing CSR strategies in hotel industry between CSR, green HRM and sustainability performance.
leads to adopt green HRM practices and then leads to sustainable per­
formance. In particular, such relationships expand the understanding of 5.2. Conclusion, limitations and future directions
how hotel industry should manage their CSR strategies to achieve sus­
tainability performance dimensions. According to the best of the re­ Like other studies, this study is not without limitations. However, the
searchers knowledge, previous studies only investigated the first limitation is the generalizability of the results because this study
environmental outcome and organizational performance (see Úbeda-­ was conducted in hospitality industry of Pakistan only. Though, other
García et al., 2021; Yusliza et al., 2019). Hence, the RBV theory postu­ sectors/industries can reduce carbon emissions by examining this
lates that green HRM practices are strategic assets that contribute to the model. For instance, telecommunications, higher education, SMEs,
hotel’s competitive advantage. The findings acknowledge strategic sig­ construction, banking and health sector can be undertaken in future
nificance of resources and capability. Moreover, the mediating role of studies. Although, present study doesn’t confirm the generalizability of
green HRM reinforces that CSR alone is not shaping the organizations the findings, future studies are encouraged to corroborate their findings
sustainability performance. The role of green HRM asserted that em­ with the current study.
ployees are important resources and engaging them through green HRM Second, the study has considered CSR as an important factor only.
practices enhance effectiveness of the CSR strategies. Our findings also Future studies should consider other factors such as environmental
extends the understanding of integration of strategic HRM and sus­ concerns, top management support and environmental orientation.
tainability principles (Jackson et al., 2014). The role of green HRM in Third, this study has considered CSR as strategic factor which focuses to
the hotel industry extends beyond traditional HR functions to gain achieve competitive advantage and sustainability performance. Future
competitiveness and sustainability goals. Lastly, the insignificant studies should measure the competitive advantage as outcome. Last, an
mediation effect of green HRM between CSR and economic performance insignificant relationship between CSR, green HRM and economic per­
offers a unique contribution. The further investigation in this area opens formance was found. Future studies should consider other control var­
new avenues of research in the relationship between CSR, green HRM iables such as business years in different groups, understanding of the
and economic performance of sustainability. operational cost and non-understanding of operational cost. Such ex­
Besides the theoretical implication, various fruitful implications are amination will further enhance the existing body of knowledge.
offered in managerial perspective. First the study was conducted in the In nutshell, the study confirmed the association between CSR, green
hospitality industry of Pakistan. This industry has uniqueness in terms of HRM and sustainability performance (environmental and social per­
consumption of energy and exertion of CO2 emissions at large scale. formance), which further helps the hotel industry to gain competitive
Secondly, the study also contributes to the hospitality practitioners advantage for the stakeholders wellbeing.
specifically and in general to other industries. Its unique contribution is
that it helps the managers to understand the current state of their Funding
stakeholders’ and shareholders’ perception of environmental, social and
economic performance. Moreover, the tested model is helpful for the This research received no external funding.
hospitality industry in improving the cleaner production capabilities
and use of CSR strategies in achieving sustainability performance. Institutional review board statement
Another implication for the managers postulated that green HRM
should recognize as a strategic level among the hotel managers. Hotel Not applicable.
industry and managers should invest in the green HRM practices such as
recruitment, training, performance appraisal to achieve the desired Informed consent statement
sustainability outcomes. Due to exponential increase in the tourism in­
dustry, the findings suggest that in the highly competitive industry, CSR Informed consent was obtained from all subjects involved in the
values of the hotel tend to attract and retain environmentally conscious study.
employees. Similarly, to develop the employees’ engagement in green
initiatives managers should focus on the green employee engagement CRediT authorship contribution statement
culture. This could be done by the HR professionals by involving and
encouraging green suggestion schemes. Moreover, investment in the Muhammad Imran Tanveer: Conceptualization, Methodology,
training and development programs for the sustainability programs to Validation, Formal analysis, Investigation, Resources, Writing – original
generate resources by developing skills and knowledge in the human draft, preparation, All authors have read and agreed to the published
capital may help the hotel in reducing negative environmental impacts. version of the manuscript. Mohd Yusoff Yusliza: Conceptualization,
The findings also suggest to managers to establish key performance in­ Methodology, Formal analysis, Investigation, Data curation, Writing –
dicators related to the environmentally friendly practices and appraising original draft, preparation, Writing – review & editing, Supervision, All
them for the positive feedback for the continuous improvement. Our authors have read and agreed to the published version of the manu­
findings also suggest the managers to collaborate with the upstream script. Abdul Hafaz Ngah: Validation, Formal analysis, Data curation,
clients such as suppliers. The collaborative approach encourages the All authors have read and agreed to the published version of the
suppliers through the value chain for the green practices. manuscript. Muhammad Asif Khan Khan: Investigation, Data curation,
Although, the hypotheses were statistically supported except the H5, Writing – review & editing, All authors have read and agreed to the

9
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

published version of the manuscript. Bahuguna, P.C., Srivastava, R., Tiwari, S., 2022. Two-decade journey of green human
resource management research: a bibliometric analysis. Benchmark Int. J. https://
doi.org/10.1108/BIJ-10-2021-0619. ahead-of-p(ahead-of-print), ahead-of-print.
Barberán, R., Egea, P., Gracia-de-Rentería, P., Salvador, M., 2013. Evaluation of water
Declaration of competing interest saving measures in hotels: a Spanish case study. Int. J. Hospit. Manag. 34 (1),
181–191. https://doi.org/10.1016/j.ijhm.2013.02.005.
The authors declare no conflict of interest. Barney, J., 1991. Firm resources and sustained competitive advantage. J. Manag. 17 (1),
99–120.
Barney, J.A.Y.B., 2001. Is the resource-based " view " a useful perspective for strategic
Data availability management research ? Yes. Acad. Manag. Rev. 26 (1), 41–56. https://doi.org/
10.5465/amr.2001.4011938.
Data will be made available on request. Bartocci, L., Amui, L., Jose, C., Jabbour, C., Beatriz, A., Sousa, L. De, Kannan, D., 2017.
Sustainability as a dynamic organizational capability : a systematic review and a
future agenda toward a sustainable transition. J. Clean. Prod. 142, 308–322. https://
Acknowledgments doi.org/10.1016/j.jclepro.2016.07.103.
Beer, M., Spector, B.A., Lawrence, P.R., Mills, D.Q., Walton, R.E., 1984. Managing
Human Assets. Simon and Schuster.
The author would like to thank Universiti Malaysia Terengganu for Bhupendra, K.V., Sangle, S., 2016. Strategy to derive benefits of radical cleaner
supporting this research and publication. Also, we would to thank for production, products and technologies: a study of Indian firms. J. Clean. Prod. 126,
236–247. https://doi.org/10.1016/j.jclepro.2016.03.115.
reviewers.
Bossle, M.B., Dutra De Barcellos, M., Vieira, L.M., Sauvée, L., 2016. The drivers for
adoption of eco-innovation. J. Clean. Prod. 113, 861–872. https://doi.org/10.1016/
References j.jclepro.2015.11.033.
Brundtland Report, 1987. Report of the world commission on environment and
development: our common future. Retrieved April 23, 2018, from. https://digit
Abbas, J., Mahmood, S., Ali, H., Raza, M.A., Ali, G., Aman, J., Bano, S., Nurunnabi, M.,
allibary.un.org/record/139811 (Accessed 27 September 2023).
2019. The effects of corporate social responsibility practices and environmental
Cain, M.K., Zhang, Z., Yuan, K.H., 2017. Univariate and multivariate skewness and
factors through a moderating role of social media marketing on sustainable
kurtosis for measuring nonnormality: prevalence, influence and estimation. Behav.
performance of business firms. Sustainability 11 (12). https://doi.org/10.3390/
Res. Methods 49 (5), 1716–1735. https://doi.org/10.3758/s13428-016-0814-1.
SU11123434.
Camilleri-Fenech, M., Sola, J.O.i., Farreny, R., Durany, X.G., 2020. A snapshot of solid
Aboelmaged, M., 2018. Direct and indirect effects of eco-innovation, environmental
waste generation in the hospitality industry. The case of a five-star hotel on the
orientation and supplier collaboration on hotel performance: an empirical study.
island of Malta. Sustain. Prod. Consum. 21, 104–119. https://doi.org/10.1016/j.
J. Clean. Prod. 184, 537–549. https://doi.org/10.1016/j.jclepro.2018.02.192.
spc.2019.11.003.
Acquah, I.S.K., Agyabeng-Mensah, Y., Afum, E., 2021. Examining the link among green
Carroll, A.B., 1991. The pyramid of corporate the morai management of social
human resource management practices, green supply chain management practices
responsibiiity: toward organizational stakeholders. Bus. Horiz. 34 (4), 39–48.
and performance. Benchmark Int. J. 28 (1), 267–290. https://doi.org/10.1108/BIJ-
Carroll, A.B., Shabana, K.M., 2010. The business case for corporate social responsibility :
05-2020-0205.
a review of concepts , research and practice. Int. J. Manag. Rev. 12 (1), 85–105.
Afum, E., Agyabeng-Mensah, Y., Sun, Z., Frimpong, B., Kusi, L.Y., Acquah, I.S.K., 2020.
https://doi.org/10.1111/j.1468-2370.2009.00275.x.
Exploring the link between green manufacturing, operational competitiveness, firm
Chan, E.S.W., 2008. Barriers to EMS in the hotel industry. Int. J. Hospit. Manag. 27 (2),
reputation and sustainable performance dimensions: a mediated approach. J. Manuf.
187–196. https://doi.org/10.1016/j.ijhm.2007.07.011.
Technol. Manag. 31 (7), 1417–1438. https://doi.org/10.1108/JMTM-02-2020-
Chan, E.S.W., 2013. Managing green marketing : Hong Kong hotel managers ’
0036.
perspective. Int. J. Hospit. Manag. 34, 442–461. https://doi.org/10.1016/j.
Ahen, F., Zettinig, P., 2015. Critical perspectives on strategic CSR: what is sustainable
ijhm.2012.12.007.
value co-creation orientation? Crit. Perspect. Int. Bus. 11 (1), 92–109. https://doi.
Chan, W., Wong, K., Lo, J., 2009. Hong Kong hotels’ sewage: environmental cost and
org/10.1108/cpoib-03-2012-0022.
saving technique. J. Hospit. Tourism Res. 33 (3), 329–346. https://doi.org/10.1177/
Ahmad, Saima, Islam, T., Sadiq, M., Kaleem, A., 2021. Promoting green behavior through
1096348009338525.
ethical leadership: a model of green human resource management and
Christmann, P., 2000. Effects of “best practices” of environmental management on cost
environmental knowledge. Leader. Organ. Dev. J. 42 (4), 531–547. https://doi.org/
advantage: the role of complementary assets. Acad. Manag. J. 43 (4), 663–680.
10.1108/LODJ-01-2020-0024.
https://doi.org/10.2307/1556360.
Ahmad, Sohel, Schroeder, R.G., 2003. The impact of human resource management
Collins, C.J., Smith, K.G., 2006. Knowledge exchange and combination: the role of
practices on operational performance: recognizing country and industry differences.
human resource practices in the performance of high-technology firms. Acad.
J. Oper. Manag. 21 (1), 19–43. https://doi.org/10.1016/S0272-6963(02)00056-6.
Manag. J. 49 (3), 544–560. https://doi.org/10.5465/AMJ.2006.21794671.
Ahmed, U., Umrani, W.A., Yousaf, A., Siddiqui, M.A., Pahi, M.H., 2021. Developing
Danielsson, C.B., 2018. Office employees ’ perception of workspace contribution : a
faithful stewardship for environment through green HRM. Int. J. Contemp. Hospit.
gender and office design perspective. Environ. Behav. https://doi.org/10.1177/
Manag. 33 (10), 3115–3133. https://doi.org/10.1108/IJCHM-09-2020-1066.
0013916518759146.
Akanmu, M.D., Hassan, M.G., Bahaudin, A. Y. Bin, 2020. A preliminary analysis
Darvishmotevali, M., Altinay, L., 2022. Green HRM, environmental awareness and green
modeling of the relationship between quality management practices and sustainable
behaviors: the moderating role of servant leadership. Tourism Manag. 88 (August
performance. Qual. Manag. J. 27 (1), 37–61. https://doi.org/10.1080/
2021), 104401 https://doi.org/10.1016/j.tourman.2021.104401.
10686967.2019.1689800.
de Jesus, A., Antunes, P., Santos, R., Mendonça, S., 2016. Eco-innovation in the transition
Akcigit, U., Kerr, W.R., 2018. Growth through heterogeneous innovations. J. Polit. Econ.
to a circular economy: an analytical literature review. J. Clean. Prod. 172,
126 (4), 1374–1443. https://doi.org/10.1086/697901.
2999–3018. https://doi.org/10.1016/j.jclepro.2017.11.111.
Akhtar, P., Khan, Z., Frynas, G., Tse, Y.K., 2018. Essential micro-foundations for
Elkington, J., 1994. Towards the sustainable corporation: win-win-win business
contemporary business operations : top management tangible competencies.
strategies for sustainable development. Corporate Environmental Responsibility 36
Relationship-based Business Networks and Environmental Sustainability 29, 43–62.
(2), 90–100, 10.2307%2F41165746.
https://doi.org/10.1111/1467-8551.12233.
Elshaer, I.A., Sobaih, A.E.E., Aliedan, M., Azazz, A.M.S., 2021. The effect of green human
Al Kerdawy, M.M.A., 2019. The role of corporate support for employee volunteering in
resource management on environmental performance: the mediating role of
strengthening the impact of green human resource management practices on
employee eco-friendly behavior. Management Science Letters 11 (6), 1725–1736.
corporate social responsibility in the Egyptian firms. Eur. Manag. Rev. 16 (4),
https://doi.org/10.5267/j.msl.2021.2.010.
1079–1095. https://doi.org/10.1111/emre.12310.
Ertuna, B., Karatas-Ozkan, M., Yamak, S., 2019. Diffusion of sustainability and CSR
Amjad, F., Abbas, W., Zia-Ur-Rehman, M., Baig, S.A., Hashim, M., Khan, A., Rehman, H.
discourse in hospitality industry: dynamics of local context. Int. J. Contemp. Hospit.
ur, 2021. Effect of green human resource management practices on organizational
Manag. 31 (6), 2564–2581. https://doi.org/10.1108/IJCHM-06-2018-0464.
sustainability: the mediating role of environmental and employee performance.
Fatma, M., Khan, I., Kumar, V., Shrivastava, A.K., 2022. Corporate social responsibility
Environ. Sci. Pollut. Control Ser. 28 (22), 28191–28206. https://doi.org/10.1007/
and customer-citizenship behaviors: the role of customer–company identification.
s11356-020-11307-9.
Eur. Bus. Rev. 34 (6), 858–875. https://doi.org/10.1108/EBR-12-2021-0250.
Anser, M.K., Yousaf, Z., Majid, A., Yasir, M., 2020. Does corporate social responsibility
Faul, F., Erdfelder, E., Buchner, A., Lang, A.G., 2009. Statistical power analyses using
commitment and participation predict environmental and social performance? Corp.
G*Power 3.1: tests for correlation and regression analyses. Behav. Res. Methods 41
Soc. Responsib. Environ. Manag. 27 (6), 2578–2587. https://doi.org/10.1002/
(4), 1149–1160. https://doi.org/10.3758/BRM.41.4.1149.
csr.1977.
Fawehinmi, O., Yusliza, M.Y., Ogbeibu, S., Tanveer, M.I., Chiappetta Jabbour, C.J., 2022.
Anwar, N., Nik Mahmood, N.H., Yusliza, M.Y., Ramayah, T., Noor Faezah, J., Khalid, W.,
Academic employees’ green behaviour as praxis for bolstering environmental
2020. Green Human Resource Management for organisational citizenship behaviour
sustainable development: a linear moderated mediation evaluation. Bus. Strat.
towards the environment and environmental performance on a university campus.
Environ. 1–21. https://doi.org/10.1002/bse.3095.
J. Clean. Prod. 256, 120401 https://doi.org/10.1016/j.jclepro.2020.120401.
Fornell, C., Cha, J., 1994. Partial Least Squares. Advanced Methods of Marketing
Aragon-correa, J.A., Sharma, S., 2003. A contingent resource-based view of proactive
Research (Richard P.). Blackwell, Cambridge, MA.
corporate environmental strategy. Acad. Manag. Rev. 28 (1), 71–88.
Franke, G., Sarstedt, M., 2019. Heuristics versus statistics in discriminant validity testing:
Bacinello, E., Tontini, G., Alberton, A., 2020. Influence of maturity on corporate social
a comparison of four procedures. Internet Res. 29 (3), 430–447. https://doi.org/
responsibility and sustainable innovation in business performance. Corp. Soc.
10.1108/IntR-12-2017-0515.
Responsib. Environ. Manag. 27 (2), 749–759. https://doi.org/10.1002/csr.1841.

10
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

Freeman, E.E., 1984. Stakeholder management: framework and philosophy. In: EE Kim, Y.J., Kim, W.G., Choi, H.M., Phetvaroon, K., 2019a. The effect of green human
Freeman Strategic Management. A Stakeholder Approach. Pisman. resource management on hotel employees’ eco-friendly behavior and environmental
Gatt, K., Schranz, C., 2015. Retrofitting a 3 star hotel as a basis for piloting water performance. Int. J. Hospit. Manag. 76, 83–93. https://doi.org/10.1016/j.
minimisation interventions in the hospitality sector. Int. J. Hospit. Manag. 50, ijhm.2018.04.007. March 2018.
115–121. https://doi.org/10.1016/j.ijhm.2015.06.008. Kim, Y.J., Kim, W.G., Choi, H., Phetvaroon, K., 2019b. The effect of green human
Giannetti, B.F., Agostinho, F., Eras, J.J.C., Yang, Z., Almeida, C.M.V.B., 2020. Cleaner resource management on hotel employees ’ eco- friendly behavior and
production for achieving the sustainable development goals. J. Clean. Prod. 271, environmental performance. Int. J. Hospit. Manag. 76, 83–93. https://doi.org/
122127 https://doi.org/10.1016/j.jclepro.2020.122127. 10.1016/j.ijhm.2018.04.007. March 2018.
Goldstein, K.A., Primlani, R.V., 2012. Current trends and opportunities in hotel Lis, B., 2012. The relevance of corporate social responsibility for a sustainable human
sustainability. HVS Sustainability Services 31. resource management : an analysis of organizational attractiveness as a determinant
Gössling, S., Higham, J., 2021. The low-carbon imperative: destination management in employees ’ selection of a (potential) employer. Developments and Future
under urgent climate change. J. Trav. Res. 60 (6), 1167–1179. https://doi.org/ Prospects on Sustainable Human Resource Management 23 (3), 279–295.
10.1177/0047287520933679. Liu, J., Liu, Y., Yang, L., 2020. Uncovering the influence mechanism between top
Grevelman, L., Kluiwstra, M., 2010. Sustainability in project management: a case study management support and green procurement: the effect of green training. J. Clean.
on enexis. PM World Today 12 (7), 1–19. Prod. 251, 119674 https://doi.org/10.1016/j.jclepro.2019.119674.
Guan, X., Ahmad, N., Sial, M.S., Cherian, J., Han, H., 2022. CSR and Organizational Longoni, A., Luzzini, D., Guerci, M., 2018. Deploying environmental management across
Performance the Role of Pro-environmental Behavior and Personal Values. functions: the relationship between green human resource management and green
Corporate Social Responsibility and Environmental Management. https://doi.org/ supply chain management. J. Bus. Ethics 151 (4), 1081–1095. https://doi.org/
10.1002/csr.2381. ahead-of-p(ahead-of-print), ahead-of-print. 10.1007/s10551-016-3228-1.
Guerci, M., Longoni, A., Luzzini, D., 2016. Translating stakeholder pressures into López-Gamero, M.D., Molina-Azorín, J.F., Claver-Cortés, E., 2009. The whole
environmental performance – the mediating role of green HRM practices. Int. J. relationship between environmental variables and firm performance: competitive
Hum. Resour. Manag. 27 (2), 262–289. https://doi.org/10.1080/ advantage and firm resources as mediator variables. J. Environ. Manag. 90 (10),
09585192.2015.1065431. 3110–3121. https://doi.org/10.1016/j.jenvman.2009.05.007.
Guzzo, R.F., Abbott, J., Lee, M., 2022. How CSR and well-being affect work-related Lougee, B., Wallace, J., 2008. The corporate social responsibility (CSR) trend. Bank Am.
outcomes: a hospitality industry perspective. Int. J. Contemp. Hospit. Manag. 34 (4), J. Appl. Corp. Finance 20 (1), 96–109. http://books.google.com/books?hl=en&lr
1470–1490. https://doi.org/10.1108/IJCHM-06-2021-0754. =&id=8ZF17t9eru4C&oi=fnd&pg=PR4&dq=Applied+corporate+finance&ots
Haden, S.S.P., Oyler, J.D., Humphreys, J.H., 2009. Historical, practical, and theoretical =A8VTRIFtS2&sig=WDaDZQrHFpvWpZBhULy3iCf8_Wo%5Cn. http://onlineli
perspectives on green management: an exploratory analysis. Manag. Decis. 47 (7), brary.wiley.com/doi/10.1111/j.1745-6622.2008.00172.x/full.
1041–1055. https://doi.org/10.1108/00251740910978287. Madanaguli, A., Srivastava, S., Ferraris, A., Dhir, A., 2022. Corporate social responsibility
Hadj, T.B., 2020. Effects of corporate social responsibility towards stakeholders and and sustainability in the tourism sector: a systematic literature review and future
environmental management on responsible innovation and competitiveness. outlook. Sustain. Dev. 30 (3), 447–461. https://doi.org/10.1002/sd.2258.
J. Clean. Prod. 250, 119490 https://doi.org/10.1016/j.jclepro.2019.119490. Mahachi, D., Mokgalo, L.L., Pansiri, J., 2015. Exploitation of renewable energy in the
Hahn, S.E., Murphy, L.R., 2008. A short scale for measuring safety climate. Saf. Sci. 46, hospitality sector: case studies of gaborone sun and the cumberland hotel in
1047–1066. https://doi.org/10.1016/j.ssci.2007.06.002. Botswana. Int. J. Hospit. Tourism Adm. 16 (4), 331–354. https://doi.org/10.1080/
Hair, J.F., Risher, J.J., Sarstedt, M., Ringle, C.M., 2019. When to use and how to report 15256480.2015.1090253.
the results of PLS-SEM. Eur. Bus. Rev. 31 (1), 2–24. https://doi.org/10.1108/EBR- Mahmood, S., Khan, Z., 2022. CSR and customer orientation: a sustainable pathway
11-2018-0203. towards competitive advantage? A customer’s perspective. Soc. Responsib. J.
Haldorai, K., Kim, W.G., Garcia, R.L.F., 2022. Top management green commitment and https://doi.org/10.1108/SRJ-04-2020-0139. June 2021.
green intellectual capital as enablers of hotel environmental performance: the Malik, S.Y., Mughal, Y.H., Azam, T., Cao, Y., Wan, Z., Zhu, H., Ramayah, T., 2021.
mediating role of green human resource management. Tourism Manag. 88 Corporate social responsibility, green human resources management, and
(January), 104431 https://doi.org/10.1016/j.tourman.2021.104431. sustainable performance: is organizational citizenship behavior towards
He, J., Morrison, A.M., Zhang, H., 2021. Being sustainable: the three-way interactive environment the missing link? Sustainability 13 (3), 1–24. https://doi.org/10.3390/
effects of CSR, green human resource management, and responsible leadership on su13031044.
employee green behavior and task performance. Corp. Soc. Responsib. Environ. Mao, Y., He, J., Morrison, A.M., Andres Coca-Stefaniak, J., 2021. Effects of tourism CSR
Manag. 28 (3), 1043–1054. https://doi.org/10.1002/csr.2104. on employee psychological capital in the COVID-19 crisis: from the perspective of
He, W., Shen, R., 2019. ISO 14001 certification and corporate technological innovation: conservation of resources theory. Curr. Issues Tourism 24 (19), 2716–2734. https://
evidence from Chinese firms. J. Bus. Ethics 158 (1), 97–117. https://doi.org/ doi.org/10.1080/13683500.2020.1770706.
10.1007/s10551-017-3712-2. Marrewijk, M. Van, 2003. Concepts and definitions of CSR and corporate sustainability:
Henseler, J., Ringle, C.M., Sarstedt, M., 2015. A new criterion for assessing discriminant between agency and communion marcel. J. Bus. Ethics 44 (2–3), 95–105. https://
validity in variance-based structural equation modeling. J. Acad. Market. Sci. 43 (1), doi.org/10.2307/25075020.
115–135. https://doi.org/10.1007/s11747-014-0403-8. Melissen, F., Cavagnaro, E., Damen, M., Düweke, A., 2016. Is the hotel industry prepared
Higgins-Desbiolles, F., Moskwa, E., Wijesinghe, G., 2019. How sustainable is sustainable to face the challenge of sustainable development? J. Vacat. Mark. 22 (3), 227–238.
hospitality research? A review of sustainable restaurant literature from 1991 to https://doi.org/10.1177/1356766715618997.
2015. Curr. Issues Tourism 22 (13), 1551–1580. https://doi.org/10.1080/ Migdadi, Y.K.A.-A., 2022. Identifying the best practices in hotel green supply chain
13683500.2017.1383368. management strategy: a global study. J. Qual. Assur. Hospit. Tourism. https://doi.
Islam, T., Khan, M.M., Ahmed, I., Mahmood, K., 2020. Promoting in-role and extra-role org/10.1080/1528008x.2022.2065657. ahead-of-p(ahead-of-print), 1–41.
green behavior through ethical leadership: mediating role of green HRM and Mishra, P., 2017. Green human resource management A framework for sustainable
moderating role of individual green values. Int. J. Manpow. 42 (6), 1102–1123. organizational. Int. J. Organ. Anal. 25 (5), 762–788. https://doi.org/10.1108/IJOA-
https://doi.org/10.1108/IJM-01-2020-0036. 11-2016-1079.
Jabbour, C.J.C., 2013. Environmental training in organisations: from a literature review Mishra, R.K., Sarkar, S., Kiranmai, J., 2014. Green HRM: innovative approach in Indian
to a framework for future research. Resour. Conserv. Recycl. 74, 144–155. https:// public enterprises. World Rev. Sci. Technol. Sustain. Dev. 11 (1), 26–42. https://doi.
doi.org/10.1016/j.resconrec.2012.12.017. org/10.1504/WRSTSD.2014.062374.
Jackson, S.E., Schuler, R.S., Jiang, K., 2014. An aspirational framework for strategic Molina-Collado, A., Santos-Vijande, M.L., Gómez-Rico, M., Madera, J.M., 2022.
human resource management. Acad. Manag. Ann. 8 (1) https://doi.org/10.1080/ Sustainability in hospitality and tourism: a review of key research topics from 1994
19416520.2014.872335. Taylor & Francis. to 2020. Int. J. Contemp. Hospit. Manag. 34 (8), 3029–3064. https://doi.org/
Jamali, D., Karam, C., 2018. Corporate social responsibility in developing countries as an 10.1108/IJCHM-10-2021-1305.
emerging field of study. Int. J. Manag. Rev. 20 (1), 32–61. https://doi.org/10.1111/ Mousa, S.K., Othman, M., 2020. The impact of green human resource management
ijmr.12112. practices on sustainable performance in healthcare organisations: a conceptual
Jayawardena, C., Chandi, Pollard, A., Chort, V., Choi, C., Kibicho, W., 2013. Trends and framework. J. Clean. Prod. 243, 118595 https://doi.org/10.1016/j.
sustainability in the Canadian tourism and hospitality industry. Worldwide jclepro.2019.118595.
Hospitality and Tourism Themes 5 (2), 132–150. https://doi.org/10.1108/ Muisyo, P.K., Qin, S., Ho, T.H., Julius, M.M., 2021. The effect of green HRM practices on
17554211311314164. green competitive advantage of manufacturing firms. J. Manuf. Technol. Manag.
Jones, P., Hillier, D., Comfort, D., 2014. Sustainability in the global hotel industry. Int. J. https://doi.org/10.1108/JMTM-10-2020-0388, 2013.
Contemp. Hospit. Manag. 26 (1), 5–17. https://doi.org/10.1108/IJCHM-10-2012- Newman, A., Miao, Q., Hofman, P.S., Zhu, C.J., 2016. The impact of socially responsible
0180. human resource management on employees’ organizational citizenship behaviour:
Jones, P., Hillier, D., Comfort, D., 2016. Sustainability in the hospitality industry: some the mediating role of organizational identification. Int. J. Hum. Resour. Manag. 27
personal reflections on corporate challenges and research agendas. Int. J. Contemp. (4), 440–455. https://doi.org/10.1080/09585192.2015.1042895.
Hospit. Manag. 28 (1), 36–67. https://doi.org/10.1108/IJCHM-11-2014-0572. Nilashi, M., Minaei-Bidgoli, B., Alrizq, M., Alghamdi, A., Alsulami, A.A., Samad, S.,
Judge, W.Q., Elenkov, D., 2005. Organizational capacity for change and environmental Mohd, S., 2021. An analytical approach for big social data analysis for customer
performance: an empirical assessment of Bulgarian firms. J. Bus. Res. 58 (7), decision-making in eco-friendly hotels. Expert Syst. Appl. 186 (July), 115722
893–901. https://doi.org/10.1016/j.jbusres.2004.01.009. https://doi.org/10.1016/j.eswa.2021.115722.
Karatepe, O.M., Hsieh, H., Aboramadan, M., 2022. The effects of green human resource Niţă, C.G., Ştefea, P., 2014. Cost control for business sustainability. Procedia - Social and
management and perceived organizational support for the environment on green Behavioral Sciences 124, 307–311. https://doi.org/10.1016/j.sbspro.2014.02.490.
and non-green hotel employee outcomes. Int. J. Hospit. Manag. 103 (March), O’Connor, P., Assaker, G., 2022. Examining the antecedents and effects of hotel
103202 https://doi.org/10.1016/j.ijhm.2022.103202. corporate reputation on customers’ loyalty and citizenship behavior: an integrated

11
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

framework. J. Hospit. Market. Manag. 31 (5), 640–661. https://doi.org/10.1080/ Shmueli, G., Sarstedt, M., Hair, J.F., Cheah, J.H., Ting, H., Vaithilingam, S., Ringle, C.M.,
19368623.2022.2034560. 2019. Predictive model assessment in PLS-SEM: guidelines for using PLSpredict. Eur.
Obeidat, S.M., Al Bakri, A.A., Elbanna, S., 2020. Leveraging “green” human resource J. Market. 53 (11), 2322–2347. https://doi.org/10.1108/EJM-02-2019-0189.
practices to enable environmental and organizational performance: evidence from Signitzer, B., Prexl, A., 2008. Corporate sustainability communications: aspects of theory
the Qatari oil and gas industry. J. Bus. Ethics 164 (2), 371–388. https://doi.org/ and professionalization. J. Publ. Relat. Res. 20 (1), 1–19. https://doi.org/10.1080/
10.1007/s10551-018-4075-z. 10627260701726996.
Paillé, P., Valéau, P., Renwick, D.W., 2020. Leveraging green human resource practices Singh, N., Cranage, D., Lee, S., 2014. Green strategies for hotels: estimation of recycling
to achieve environmental sustainability. J. Clean. Prod. 260, 121137 https://doi. benefits. Int. J. Hospit. Manag. 43, 13–22. https://doi.org/10.1016/j.
org/10.1016/j.jclepro.2020.121137. ijhm.2014.07.006.
Pan, X., Sinha, P., Chen, X., 2021. Corporate social responsibility and eco-innovation: the Spender, J.C., 1996. Making knowledge the basis of a dynamic theory of the firm. Strat.
triple bottom line perspective. Corp. Soc. Responsib. Environ. Manag. 28 (1), Manag. J. 17, 45–62. https://doi.org/10.1002/smj.4250171106.
214–228. https://doi.org/10.1002/csr.2043. Supanti, D., Butcher, K., 2019. Is corporate social responsibility (CSR) participation the
Pham, N.T., Hoang, H.T., Phan, Q.P.T., 2020a. Green human resource management: a pathway to foster meaningful work and helping behavior for millennials? Int. J.
comprehensive review and future research agenda. Int. J. Manpow. 41 (7), 845–878. Hospit. Manag. 77, 8–18. https://doi.org/10.1016/j.ijhm.2018.06.001, 2019.
https://doi.org/10.1108/IJM-07-2019-0350. Tang, G., Chen, Y., Jiang, Y., Jia, J., 2018. Green human resource management practices
Pham, N.T., Thanh, V.T., Tučková, Z., Thuy, V.T.N., 2020b. The role of green human : scale development and validity. Asia Pac. J. Hum. Resour. 56, 31–55. https://doi.
resource management in driving hotel’s environmental performance: interaction and org/10.1111/1744-7941.12147.
mediation analysis. Int. J. Hospit. Manag. 88, 102392 https://doi.org/10.1016/j. Tanveer, M.I., Bashir, F., Fawehinmi, O., Yusliza, M.Y., 2022. How to make a sustainable
ijhm.2019.102392. hotel : a view point of HR practitioners. Int. J. Sustain. Dev. Plann. 17 (3), 765–776.
Pirani, S.I., Arafat, H.A., 2016. Reduction of food waste generation in the hospitality https://doi.org/10.18280/ijsdp.170307.
industry. J. Clean. Prod. 132, 129–145. https://doi.org/10.1016/j. Tanveer, M.I., Yusliza, M.Y., Fawehinmi, O., 2023. Green HRM and hospitality industry:
jclepro.2015.07.146. challenges and barriers in adopting environmentally friendly practices. J. Hospit.
Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y., Podsakoff, N.P., 2003. Common method Tour. Insights. https://doi.org/10.1108/JHTI-08-2022-0389. ahead-of-p(ahead-of-
biases in behavioral research: a critical review of the literature and recommended print), ahead-of-print.
remedies. J. Appl. Psychol. 88 (5), 879–903. https://doi.org/10.1037/0021- Úbeda-García, M., Claver-Cortés, E., Marco-Lajara, B., Zaragoza-Sáez, P., 2021.
9010.88.5.879. Corporate social responsibility and firm performance in the hotel industry. The
Priem, R.L., Butler, J.E., 2001. Is the resource-based " view " a useful perspective for mediating role of green human resource management and environmental outcomes.
strategic management research. Academy of Management 26 (1), 22–40. https://doi. J. Bus. Res. 123, 57–69. https://doi.org/10.1016/j.jbusres.2020.09.055.
org/10.5465/amr.2001.4011928. Umrani, W.A., Channa, N.A., Ahmed, U., Syed, J., Pahi, M.H., Ramayah, T., 2022. The
Ramayah, T., Cheah, J., Chuah, F., Ting, H., Memon, M.A., 2018. Partial Least Squares laws of attraction: role of green human resources, culture and environmental
Structural Equation Modeling (PLS-SEM) Using SmartPLS 3.0: an Updated Guide and performance in the hospitality sector. Int. J. Hospit. Manag. 103 (March), 103222
Practical Guide to Statistical Analysis, second ed. Pearson. https://doi.org/10.1016/j.ijhm.2022.103222.
Ray, G., Muhanna, W.A., Barney, J.B., 2005. Information technology and the Umrani, W.A., Channa, N.A., Yousaf, A., Ahmed, U., Pahi, M.H., Ramayah, T., 2020.
performance of the customer service process: a resource-based analysis. MIS Q. 29 Greening the workforce to achieve environmental performance in hotel industry: a
(4), 625–652. serial mediation model. J. Hospit. Tourism Manag. 44 (February), 50–60. https://
Reinartz, W., Haenlein, M., Henseler, J., 2009. An empirical comparison of the efficacy of doi.org/10.1016/j.jhtm.2020.05.007.
covariance-based and variance-based SEM. Int. J. Res. Market. 26 (4), 332–344. United Nations, 2022. Global Indicator Framework for the Sustainable Development
https://doi.org/10.1016/j.ijresmar.2009.08.001. Goals and Targets of the 2030 Agenda for Sustainable Development. https://unstats.
Ren, S., Tang, G., Jackson, S.E., 2018. Green human resource management research in un.org/sdgs/indicators/Global Indicator Framework after 2019 refinement_Eng.pdf.
emergence : a review and future directions. Asia Pac. J. Manag. 35 (3), 769–803. https://unstats.un.org/sdgs/indicators/Global Indicator Framework_A.RES.71.313
https://doi.org/10.1007/s10490-017-9532-1. Annex.pdf.
Renwick, D., Redman, T., Maguire, S., 2008. Green HRM: A Review, Process Model, and Voegtlin, C., Greenwood, M., 2016. Human Resource Management Review Corporate
Research Agenda, 44. http://www.sheffield.ac.uk/content/1/c6/08/70/89/2008-0 social responsibility and human resource management : a systematic review and
1.pdf. conceptual analysis. Hum. Resour. Manag. Rev. 26 (3), 181–197. https://doi.org/
Ringle, C., Wende, S., Becker, J., 2015. “SmartPLS 3.” Boenningstedt: SmartPLS GmbH. 10.1016/j.hrmr.2015.12.003.
http://www.smartpls.com. Wagner, M., 2013. Green ’ human resource benefits : Do they matter as determinants of
Russo, M.V., Fouts, P.A., 1997. A resource-based perspective on corporate environmental environmental management system implementation. J. Bus. Ethics 114, 443–456.
performance and profitability. Acad. Manag. J. 40 (3), 534–559. https://www.jstor. https://doi.org/10.1007/s10551-012-1356-9.
org/stable/257052. Wang, C., Hu, R., Zhang, T., Christina, 2020. Corporate social responsibility in
Saeed, B. Bin, Afsar, B., Hafeez, S., Khan, I., Tahir, M., Afridi, M.A., 2019. Promoting international hotel chains and its effects on local employees: scale development and
employee’s proenvironmental behavior through green human resource management empirical testing in China. Int. J. Hospit. Manag. 90 (June), 102598 https://doi.org/
practices. Corp. Soc. Responsib. Environ. Manag. 26 (2), 424–438. https://doi.org/ 10.1016/j.ijhm.2020.102598.
10.1002/csr.1694. Wolf, M.J., Emerson, J.W., Esty, D.C., de Sherbinin, A., Wendling, Z.A., 2022. 2022
Sakshi, Shashi, Cerchione, R., Bansal, H., 2020. Measuring the impact of sustainability Environmental Performance Index epi.yale.edu.
policy and practices in tourism and hospitality industry. Bus. Strat. Environ. 29 (3), World Travel & Tourism Economic Impact, 2022. World Travel & Tourism Council.
1109–1126. https://doi.org/10.1002/bse.2420. Belize, London, UK.
Salehi, M., Filimonau, V., Asadzadeh, M., Ghaderi, E., 2021. Strategies to improve energy Yong, J.Y., Yusliza, M.Y., Fawehinmi, O.O., 2020a. Green human resource management:
and carbon efficiency of luxury hotels in Iran. Sustain. Prod. Consum. 26, 1–15. a systematic literature review from 2007 to 2019. Benchmark Int. J. 27 (7),
https://doi.org/10.1016/j.spc.2020.09.007. 2005–2027. https://doi.org/10.1108/BIJ-12-2018-0438.
Santana, M., Morales-Sánchez, R., Pasamar, S., 2020. Mapping the link between Yong, J.Y., Yusliza, M.Y., Ramayah, T., Chiappetta Jabbour, C.J., Sehnem, S., Mani, V.,
corporate social responsibility (CSR) and human resource management (HRM): how 2020b. Pathways towards sustainability in manufacturing organizations: empirical
is this relationship measured? Sustainability 12 (4), 1–28. https://doi.org/10.3390/ evidence on the role of green human resource management. Bus. Strat. Environ. 29
su12041678. (1), 212–228. https://doi.org/10.1002/bse.2359.
Saunders, M., Lewis, N.K.P., Thornhill, A., 2019. Research Methods for Business Yong, J.Y., Yusliza, M.Y., Ramayah, T., Farooq, K., Tanveer, M.I., 2022. Accentuating the
Students, eighth ed. Pearson. interconnection between green intellectual capital , green human resource
Severo, E.A., Guimarães, J. C. F. de, Dorion, E.C.H., 2017. Cleaner production and management and sustainability. Benchmark Int. J. https://doi.org/10.1108/BIJ-11-
environmental management as sustainable product innovation antecedents: a survey 2021-0641. ahead-of-p(ahead-of-print), 1463–5771.
in Brazilian industries. J. Clean. Prod. 142, 87–97. https://doi.org/10.1016/j. Yong, J.Y., Yusliza, M.Y., Ramayah, T., Fawehinmi, O., 2019. Nexus between green
jclepro.2016.06.090. intellectual capital and green human resource management. J. Clean. Prod. 215,
Shafaei, A., Nejati, M., Mohd Yusoff, Y., 2020. Green human resource management: a 364–374. https://doi.org/10.1016/j.jclepro.2018.12.306.
two-study investigation of antecedents and outcomes. Int. J. Manpow. 41 (7), Youndt, M.A., Snell, S.A., 2004. Human resource configurations , intellectual capital ,
1041–1060. https://doi.org/10.1108/IJM-08-2019-0406. and organizational performance. J. Manag. Issues 16 (3), 337–360.
Sharma, S., Vredenburg, H., 1998. Proactive corporate environmental strategy and the Yusliza, M.-Y., Othman, N.Z., Jabbour, C.J.C., 2017. Deciphering the implementation of
development of competitively valuable organizational capabilities. Strat. Manag. J. green human resource management in an emerging economy. J. Manag. Dev. 36
19 (8), 729–753. https://doi.org/10.1002/(sici)1097-0266(199808)19:8<729::aid- (10), 1230–1246. https://doi.org/10.1108/JMD-01-2017-0027.
smj967>3.0.co;2-4. Yusliza, M.Y., Norazmi, N.A., Jabbour, C.J.C., Fernando, Y., Fawehinmi, O., Seles, B.M.R.
Sharpley, R., 2020. Tourism, sustainable development and the theoretical divide: 20 P., 2019. Top management commitment, corporate social responsibility and green
years on. J. Sustain. Tourism 28 (11), 1932–1946. https://doi.org/10.1080/ human resource management: a Malaysian study. Benchmark Int. J. 26 (6),
09669582.2020.1779732. 2051–2078. https://doi.org/10.1108/BIJ-09-2018-0283.
Sheopuri, A., Sheopuri, A., 2015. Green hr practices in the changing workplace. Business Yusliza, M.Y., Yong, J.Y., Tanveer, M.I., Ramayah, T., Noor Faezah, J., Muhammad, Z.,
Dimensions 2 (1), 13–26. http://business-dimensions.org/dnload/Anuj-Sheopuri-an 2020. A structural model of the impact of green intellectual capital on sustainable
d-Anita-Sheopuri-/BDV02I01P0013.pdf. performance. J. Clean. Prod. 249, 119334 https://doi.org/10.1016/j.
Sheth, J.N., Sethia, N.K., Srinivas, S., 2011. Mindful consumption: a customer-centric jclepro.2019.119334.
approach to sustainability. J. Acad. Market. Sci. 39 (1), 21–39. https://doi.org/ Yusoff, Y.M., Nejati, M., Kee, D.M.H., Amran, A., 2020. Linking green human resource
10.1007/s11747-010-0216-3. management practices to environmental performance in hotel industry. Global Bus.
Rev. 21 (3), 1–18. https://doi.org/10.1177/0972150918779294.

12
M.I. Tanveer et al. Journal of Cleaner Production 429 (2023) 139258

Zaid, A.A., Jaaron, A.A.M., Talib Bon, A., 2018. The impact of green human resource discretionary slack. Sustainability 12 (3), 1–16. https://doi.org/10.3390/
management and green supply chain management practices on sustainable su12030763.
performance: an empirical study. J. Clean. Prod. 204, 965–979. https://doi.org/ Zhou, S., Tiruneh, W.A., Legese, M.A., 2023. The effect of corporate social responsibility
10.1016/j.jclepro.2018.09.062. on environmental performance: the mediating role of green innovation and green
Zhao, F., Kusi, M., Chen, Y., Hu, W., Ahmed, F., Sukamani, D., 2021. Influencing human resource management. Int. J. Emerg. Mark. https://doi.org/10.1108/IJOEM-
mechanism of green human resource management and corporate social 02-2022-0211. ahead-of-p(ahead-of-print).
responsibility on organizational sustainable performance. Sustainability 13 (16). Zhu, Q., Sarkis, J., Lai, K. hung, 2008. Confirmation of a measurement model for green
https://doi.org/10.3390/su13168875. supply chain management practices implementation. Int. J. Prod. Econ. 111 (2),
Zhao, J., Liu, H., Sun, W., 2020. How proactive environmental strategy facilitates 261–273. https://doi.org/10.1016/j.ijpe.2006.11.029.
environmental reputation: roles of green human resource management and

13