The role of green HRM in driving hotels' green creativity. Issue 4 (17th January 2022)

• Record Type: Journal Article
• Authors: Muisyo, Paul Kivinda; Su, Qin; Hashmi, Hammad Bin Azam; Ho, Thu Hau; Julius, Mercy Muthoni
• Is Part Of: International journal of contemporary hospitality management. Volume 34:Issue 4(2022)
• Page Start: 1331
• Page End: 1352
• Publication Date: 2022-01-17
• Subjects: Green human resource management -- Enablers of green culture -- Environmentally specific servant leadership -- Green creativity; Hospitality industry -- Management -- Periodicals; 647.94068
• DOI: 10.1108/IJCHM-07-2021-0833
• Languages: English
• ISSNs: 0959-6119

Abstract

Abstract : Purpose: Employee green behavior can lead to a firm's green performance. However, green management research has not accorded adequate attention to the mechanism underlying green creativity. This study aims to investigate the influence of green human resource management (GHRM) practices on green creativity at both individual and collective levels. Design/methodology/approach: Through a multisource, multiwave survey data obtained from employees of 3- to 5-star hotels in Kenya, the present study investigates how GHRM practices influence individual and collective green creativity. For the data analysis, we employed multilevel structural equation modeling using MPlus 7.2. Findings: The study findings show that GHRM practices influence individual and collective green creativity. The proposed mediating role of the enablers of green culture (EGC) in these relationships was confirmed. Moreover, environmentally specific servant leadership moderated the relationships between GHRM and individual and collective green creativity. Research limitations/implications: The study recommends that hotel management should embrace GHRM practices to nurture green creativity at the employee and team levels. The hotels management is further persuaded by the findings of this study to pay attention to the four EGC (leadership emphasis, message credibility, peer involvement and employee empowerment) which play a key role in enhancing green creativity among hotel employees. Practical implications: The study recommends that hotel management should embrace GHRM practices to nurture green creativity at the employee and team levels. The hotels' management is further persuaded by the findings of this study to pay attention to the four EGC (leadership emphasis, message credibility, peer involvement and employee empowerment) which play a key role in enhancing green creativity among hotel employees. Originality/value: We develop and propose an integrated conceptual framework by which hotels can deploy to nurture green creativity at individual and team levels. We anticipate that our study findings will elicit further research into the mechanisms that reveal the nexus between GHRM and other employee green performance outcomes in the hotel sector.