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Employee green behavior in hotels: the
role of green human resource
management, green transformational
leadership and value congruence
Swati Agrawal and Sajeet Pradhan
Abstract
Purpose –This study aims to examine the effects of green human resource management (GHRM) and
green transformational leadership (GTL) on employees’ green work behavior. This study also tests the
mediating role of environmental value congruence (EVC) on the relationship of GHRM and GTL with
employees’ green work behavior.
Design/methodology/approach –Responses were collected from 480 employees working in various
Indian hotels using a two-wave survey design. The data was analyzed using Smart PLS 4.
Findings –The findings report significant indirect associations between GHRM and GTL on the one
hand and in-role green behavior and extra-role green behavior on the other through EVC.
Practical implications –This paper highlights leaders’ focus on creating environmentally focused HR
practices in hotels. As employees are the face for customers, particularly in the hotel industry, green
behavior creates a green image of the organization in consumers’ minds, which may result in long-term
sustainable competitive advantage.
Originality/value –This study makes two significant contributions; one, it explores the effect of GTL and
GHRM on hotel employees’ green behaviors and second, it also tests the mediating role of EVC in
explaining the relationship between the focal constructs in the Indian Hotel industry which has not been
studied before.
Keywords Green human resource management, Green transformational leadership,
In-role green behavior, Extra-role green behavior, Environmental value congruence, India,
Hotel industry
Paper type Research paper
1. Introduction
In recent times, sustainability and environment-friendly processes have attained importance
in business (Kim et al.,2019). The fast-growing hospitality industry has found that innovative
practices are needed to improve service quality and satisfy customers’ preferences (Pham
et al., 2019). A survey by TripAdvisor found that 62% of travelers are concerned about
the environment when deciding where to stay (Parker, 2015). This growing concern for the
environment has compelled practitioners and academics in the hospitality industry to
explore employees’ pro-environment focus. Over the last few decades, several practitioners
in the hotel industry have followed an environmentally responsible approach toward the
management of hotels and have striven to ensure pro-environment behavior among their
employees (Gabarda-Mallorguı
´et al.,2017). A total of 39 million jobs, or 8% of all
employment in India in 2020, were related to the tourist industry. The Indian hotel industry,
which includes domestic, inbound and outbound travel, was valued at US$32bn in FY20
Swati Agrawal is based at
School of Management,
Bennett University,
Greater Noida, India.
Sajeet Pradhan is based at
Department of HR/OB, IIM
Tiruchirappalli,
Tiruchirappalli, India.
Received 9 November 2022
Revised 28 February 2023
Accepted 12 April 2023
DOI 10.1108/CBTH-11-2022-0191 ©Emerald Publishing Limited, ISSN 2752-6666 jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
and is anticipated to reach US$52bn by FY27, thanks to rising traveler demand and
persistent market expansion by travel brokers (IBEF, 2023).
To achieve sustainability, many organizations are adopting a triple bottom line (3P)
approach by embracing business practices that prioritize people (community) and the
planet (environment) before focusing on profits (Elkington, 1998). Over the last decade,
environmental, social and governance (ESG)-based investment portfolios have gained
popularity. Focusing on the ESG framework, regulatory agencies in India have made it
mandatory for the top 100 companies listed on the Bombay Stock Exchange and National
Stock Exchange to file business responsibility reports (Chelawat and Trivedi, 2016). Socially
responsible and environment-friendly firms with robust governance are redefining policies
to include ESG parameters (Hu et al.,2021). Protecting the environment helps hotels
enhance their competitiveness with a green image and creates various opportunities (Chen
and Chang, 2013). Green practices also encourage consumers to use the products and
services of environmentally responsible organizations. This motivates organizations to pay
greater attention to their employees’ green behavior.
Employee green behavior reflects pro-environment behavior and includes in-role green
behaviors (IRGBs) and extra-role green behaviors (ERGB). IRGB is employees’
performance of their roles in the organization, including complying with organizational
norms and systems, such as substituting specific resources with green products. In
contrast, ERGB is not necessarily required of employees while performing their duties.
However, employees’ green behavior is less studied though it impacts customers’ green
preferences in the hospitality industry (Kim et al.,2019;Okumus et al.,2019).
Researchers have examined the significance of transformational leadership in forecasting
important job outcomes, such as employees’ turnover intentions, organizational citizenship
behavior (OCB), and well-being (Koh et al., 2019). They have also studied the effect of
green transformational leadership (GTL) on employees’ pro-environment behavior (Chen
and Chang, 2013). GTL provides the necessary resources for effective green outcomes.
The literature available on GHRM is mainly in the western context (Renwick et al., 2013)
though it is vital to explore the environmental concerns of organizations in hospitality in the
Asian context. India is a developing country, with more than 1.3 billion people, which
recently pledged to be carbon neutral by 2070 (Ellis-Peterson, 2021). This indicates the
commitment to carbon neutrality through renewable energy consumption and technological
innovations to significantly lower carbon dioxide emissions. Green human resource
management (GHRM) has been represented in management literature as an aspect of
human resource management (HRM) with an environmental focus (Dumont et al., 2017).
While there is some research on the direct relationship of GTL and GHRM with employee
green behavior, underlying mechanisms have not been widely studied from the perspective
of employee values. Ren et al. (2018) urged the need for research on the mediating process
through which GHRM can produce pro-environment green behavior and long-term
performance outcomes. To address this, the study examines value congruence as a
mechanism linking GHRM practices and GTL to employees’ IRGB and ERGB. Examining
the mediator will explain the significance of value congruence for the organization for
ensuring employees’ pro-environmental behavior through its green human resource (HR)
practices and GTL. The mediator will explain how green HR practices and green leadership
results in employee green behavior and thus need the focus of the organization for pro-
environmental outcomes. Thus, this study addresses two gaps in the literature. First, it
extends GHRM research to the hotel sector in India, as there is a shortage of research on
HR practices that encourage environment-friendly behavior among employees in Indian
hotels and proposes a model to discuss the effect of GTL and GHRM on employees’ in-role
and extra-role green behaviors. Second, it examines the mediating role of environmental
value congruence (EVC) in the relationship between GHRM and GTL on the one hand and
employees’ IRGB and ERGB on the other.
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
2. Literature review and hypotheses development
2.1 Theoretical background and conceptual framework
Most studies on GHRM have drawn support from the resource-based view (RBV) theory
(Ehnert, 2009). According to RBV, organizations gain sustainable competitive advantage
from rare, valuable, non-imitable, and non-substitutable resources (Barney, 1991). An
organization has tangible and intangible essential resources, which can be combined to
form higher-order resources. According to the natural RBV (Hart and Dowell, 2011),
environmental and internal resources can be used to develop environment-friendly
practices. A greater focus on pro-environment activities has transformed organizations’
capabilities and resources to gain a competitive advantage. While the literature on RBV
shows that the most critical role of human capital is converting resources, such as physical
and social capital into higher-order sources of competitive advantage, the natural RBV
explains the positive relationship of GHRM and GTL with employees’ green behavior.
Drawing from the ability-motivation-opportunity (AMO) theory (Appelbaum et al.,2000),
GHRM practices enhance employees’ green abilities and skills and promote pro-
environment behavior. The GHRM practices, such as rewards and training in
environmental-related areas will establish positive congruence with employee green values
which will motivate employees to exhibit green behavior as depicted in the conceptual
model in Figure 1.
2.2 GHRM and employees’ green behavior
Studies on GHRM have gained popularity in diverse industries in the past few years. The
need for organizations to integrate sustainability into all internal activities has manifested in
adopting GHRM as a system that addresses environmental concerns (Renwick et al.,2013).
Also, GHRM is a strategic HR partner at the organizational level and a tool that includes
stakeholders’ concerns for the environment and focuses on practices and techniques such
as green learning and development and rewarding and promoting green outcomes that
help organizations reduce stakeholders’ concerns for the environment (Shafaei et al.,2020).
Researchers include green recruitment and selection, green employee training, green
performance appraisals and green rewards in GHRM practices (Dumont et al.,2017;
Hameed et al.,2020). Such methods are focused on hiring employees with green skills,
developing their green capabilities and managing their performance for achieving green
objectives set by the organization. Even rewards and incentives are oriented toward
Figure 1 Research model
Green TL
Extra Role Green
Behaviour
In Role Green
Behaviour
Environmental
Value Congruence
Green HRM
Source: Created by authors
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
encouraging green performance and green behavior. Employees with high awareness of
environmental issues are hired and trained to generate innovative ideas (Chen and Chang,
2013). Employees’ green behaviors cover both in-role and extra-role behaviors (Ramus and
Killmer, 2007), and organizations value such behaviors as an achievement of overall
organizational sustainable goals. Islam et al. (2021) in their study noted a positive influence
of green HRM on individuals’ green in-role and extra-role behavior. GHRM consists of green
goals and performance assessments, which encourage employees to develop green plans
for growth and promote extra-role behavior like green innovation ideas for sustainable
performance (Song et al., 2020). Thus, the following hypotheses are proposed:
H1a. GHRM will be positively related to employees’ IRGB.
H1b. GHRM will be positively related to employees’ ERGB.
2.3 GTL and employees’ green behavior
Studies on transformational leadership have established its influence on employee behavior
and job outcomes (Bass and Avolio, 1994;Agrawal, 2020). According to Chen and Chang
(2013, p. 113), GTL can be defined as “behaviors of leaders who motivate followers to
achieve environmental goals and inspire followers to perform beyond expected levels of
environmental performance.”
Previous research suggests that GTL is positively linked to green behavior (Dumont et al.,
2017;Hameed et al., 2020). The ability motivation theory (Appelbaum et al., 2000) explains
the relationship between GTL and employees’ green behavior. A green transformational
leader can inspire subordinates to demonstrate green behavior by increasing their concern
for environmental issues. Transformational leaders inspire followers to learn continuously
and develop capabilities by committing to new ways of doing things (Mittal and Dhar,
2016), making followers excel. Hence, it has been proposed that when GTL inspires
environmental concern among employees, it positively impacts employees IRGB and
ERGB:
H2a. GTL will be positively related to employees’ IRGB.
H2b. GTL will be positively related to employees’ ERGB.
2.4 Mediating role of environmental value congruence
Value congruence is the extent to which employees’ values are in sync with organizational
values. Subordinates with high-value congruence are more willing to emulate their
organization’s values and leader in their behavior and demonstrate a high commitment
toward both the organization and their leader (Stern et al.,1999). Individual values are
always critical in generating new organizational success ideas. Employees with high
environmental values are more likely to exhibit environment-friendly behaviors resulting in
green behavior at the workplace. This individual motivation toward green values is
strengthened when leaders and organizations are committed to the environmental cause.
Hence, employees exhibit IRGB and ERGB when they perceive the organization’s values to
be congruent with their own.
2.5 GHRM, EVC and employees’ green behavior
Employees will display positive attitudes and behavior if their values are congruent with
those supplied by the organization (Edwards and Cable, 2009). Employees’ passion for
environmental issues increases when they find high congruence of their green values with
the organization (Hicklenton, 2019;Farrukh et al.,2022). This congruency between
organizational and individual environmental values leads to ERGB (Dumont et al.,2017).
When organizations engage in GHRM practices, such as green goals, green training and
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
green involvement, it signals to employees that their green values are congruent with those
of the organization. It also suggests that their green values will be encouraged and
rewarded, motivating employees to engage in green behaviors (Pham and Paill
e, 2020).
Therefore, when green values in HR practices, such as green hiring, green training, green
goals and green performance assessment align with employees’ green values, they are
likely to show green behavioral intention and green creativity. Thus:
H3a. EVC will mediate the positive relationship between GHRM and IRGB.
H3b. EVC will mediate the positive relationship between GHRM and ERGB.
2.6 GTL, EVC and employees’ green behavior
Research on leadership has discussed value congruence as a phenomenon explaining the
influence of leaders’ behavior on subordinates’ behavior and their positive relationship
(Stern et al.,1999). Jung and Avolio (2000) reported that value congruence mediates the
relationship between transformational leadership and employees’ performance. Researchers
have argued that when subordinates’ pro-environment values synchronize with their
transformational leaders, employees usually demonstrate increased green behavior (Graves
and Sarkis, 2018). According to Singh et al. (2020), green transformational leaders create
an innovative climate and empower their followers to develop innovative behavior and
when employees’ green value is also high, the value congruence will positively influence
employees’ green in-role and extra-role behavior. Therefore, we propose:
H4a. EVC will mediate the positive relationship between GTL and IRGB.
H4b. EVC will mediate the positive relationship between GTL and ERGB.
3. Methods
3.1 Sample and study context
Six hotels participated in the study, all of which are members of the Federation of Hotel and
Restaurant Associations of India, and participants of the Green hotel of the year competition
in the recent past and have similar sustainability practices. The Indian hospitality industry is
significant in employment creation, accounting for over 8.7% of the total national workforce.
The industry also attracts significant foreign direct investment. In 2019, the market size of
the Indian hotel industry was estimated to be US$7.5bn and was forecasted to grow to US
$16.8bn by 2025 (India Brand Equity Foundation, 2023). Given the foregoing, this study is
timely and apt in examining the relationship between GTL and GHRM practices on
employees’ green behavior.
3.2 Procedure
The respondents were contacted through the HR of the participating hotels. The
participants ranged from the front desk, housekeeping, room service executives and
assistant hotel managers were briefed on the purpose of the study and assured of data
confidentiality. The survey questionnaire pack, comprising two parts, was distributed at two
different time points (T1 and T2), separated by a month. The first part of the survey pack
recorded the demographic details of the participants and responses on predictor and
mediator variables, such as GTL, GHRM and EVC. The second part registered the scores
on criterion variables IRGB and ERGB. The survey questions were in English as most
Indians use it at work, and there was no need to translate the questions into any vernacular
language. A unique code was assigned to each study participant to avoid any data
corruption or confusion. At T1, a total of 650 survey questionnaire packs were distributed,
out of which 561 responses were received (86%) and at T2, 489 (87%) responses were
received. After eliminating the unfilled and unengaged responses, a total of 480 responses
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
were used for data analysis. To check for non-response bias, we carried out a t-test
between participants who dropped away after T1 and those who completed both
questionnaires at T1 and T2. The result was statistically insignificant, suggesting no
difference between the two groups. Of the participants, 268 (55.83%) were men and 212
(44.17%) were women. The average age of participants was 26.83years, with the average
years of experience being 5.1years. There were 163 undergraduates, 171 graduates and
146 postgraduates.
3.3 Measures
The five study variables in the hypothesized model were reflective and were measured
using standardized scales with adequate psychometric properties (see Table 1).
3.3.1. GHRM. GHRM was measured using five items from the scale developed by Dumont
et al. (2017) to assess employees’ perceptions of GHRM practices adopted in their
organizations. One of the sample items is, “My organization sets green goals for its
employees.”
3.3.2. GTL. To measure the GTL of employees’ immediate manager or supervisor, we used
the six-item scale developed by Chen and Chang (2013). For example, one of the sample
items is, “My immediate manager inspires me with environmental plans.”
3.3.3. IRGB. Employees’ IRGB was measured using the three-item scale developed by
Bissing-Olson et al. (2013). One of the items used is, “I adequately complete assigned
duties in an environment-friendly way.”
3.3.4. ERGB. Employees’ ERGB was measured using the three-item scale developed by
Bissing-Olson et al. (2013). An example is, “I take the initiatives to act in environment-
friendly ways at work.”
3.3.5. EVC. To measure employees’ EVC, we used four items of Cable and DeRue’s (2002)
EVC scale. Examples of the items used are, “The environmental goals that I value in life are
very similar to the goals that my organization values.”
3.4 Data analysis
SPSS 20 was used to clean the data and check basic statistical assumptions in this study.
Then, Smart PLS 3.0 software was used to analyze both the measurement and structural
models. The selection of variance-based structure equation modeling (PLS-SEM) was
based on several reasons cited by Hair et al. (2020). PLS-SEM is preferred to CB-SEM to
analyze complex models which include several intervening variables such as mediators and
moderators. Shmueli et al. (2016) maintain that as PLS-SEM emphasizes the explanation of
variances (rather than co-variances), it is better suited to predict causal relationships,
especially when the data normality is a concern, and the sample size is small. Shmueli et al.
(2016, p. 4552) also note, PLS-SEM has been extensively used in hospitality and tourism
industry research (Henseler et al.,2018).
4. Results
4.1 Common method bias
In this study, several steps were taken, both during the data collection and data analysis
stages, to ensure that common method bias (CMB) does not affect the results. The
predictor and outcome variable data were collected at two different time points (T1 and T2),
as Podsakoff et al. (2003) suggested to control the priming effect. Application of Harman’s
(1976) single-factor test reported a variance of less than 50% (40.4%), thus confirming the
absence of CMB. Second, the method prescribed by Bagozzi et al. (1991) found that none
of the correlations between the focal study variables exceeds 0.9 (see Table 1). Third, we
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
Table 1 Reliability and convergent validity
Construct
Outer
loadings
Inner variance
inflation factor
(VIF)
Cronbach’s
alpha
Composite
Reliability (CR) rho_A
Average Variance
Extracted (AVE)
Extra-role green behavior (ERGB)
ERGB 1 I take initiatives to act in environmentally friendly ways at work 0.717 1.317
ERGB 2 I take a chance to get actively involved in environmental protection at work 0.848 1.651 0.745 0.854 0.771 0.663
ERGB 3 I do more for the environment at work than I am expected to 0.869 1.705
Environmental value congruence (EVC)
EVC 1 The environmental goals that I value in life are very similar to thegoals that my
organization values
0.793 1.689
EVC 2 My personal environmental values match with my organization’s environmental
values and culture
0.868 2.182
EVC 3 My organization’s environmental values and culture provide a good fit with the
environmental values that I give importance to in my life
0.819 2.008 0.850 0.898 0.857 0.689
EVC 4 My personal environmental values have lot of similarity with my supervisor’s
environmental values
0.838 1.934
Green human resource management (GHRM)
GHRM 1 My organization sets green goals for its employees 0.681 1.360
GHRM 2 My organization provides employees with green training to develop employees’
knowledge and skills required for green management
0.781 1.914
GHRM 3 My organization considers employees’ workplace green behavior in
performance appraisals
0.740 1.866 0.795
GHRM 4 My organization relates to employees’ workplace green behaviors to rewards
and compensation
0.729 1.466 0.858 0.798 0.548
GHRM 5 My organization considers employees’ workplace green behaviors in a
promotion
0.766 1.614
Green transformational leadership (GTL)
GTL 1 My immediate manager inspires me with the environmental plans 0.749 2.025
GTL 2 My immediate manager provides a clear environmental vision to follow 0.827 2.266
GTL 3 My immediate manager motivates me and other team members to work together
for the same environmental goals
0.830 2.473 0.915 0.889 0.643
GTL 4 My immediate manager encourages me to achieve the environmental goals 0.828 2.347 0.889
GTL 5 My immediate manager acts in accordance to my environmental beliefs 0.824 2.240
GTL 6 My immediate manager stimulates me to think about green ideas 0.750 1.846
In-role green behavior (IRGB)
IRGB 1 I adequately complete the assigned duties in an environmentally friendly way 0.799 1.543
IRGB 2 I fulfill the responsibilities specified in my job description in environmentally
friendly ways
0.857 1.789 0.773 0.868 0.777 0.688
IRGB 3 I perform tasks that are expected of me in environmentally friendly ways 0.831 1.536
Notes: ERGB = extra-role green behavior; EVC = environmental value congruence; GHRM = green human resource management; GTL = green transformational leadership; IRGB = in-role
green behavior
Source: Created by authors
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
conducted a collinearity test for all five factors and found none of them had a variance
inflation factor (VIF) value equal to or more than 3.3, indicating that the model is free of CMB
(Kock and Hadaya, 2018).
Based on best practices from PLS-SEM literature, we used a two-step approach to analyze
the data. In the first step, we examined the measurement model to assess reliability,
convergent validity and discriminant validity. In the second step, we assessed the structural
model to test the study hypotheses and examine the overall predictive capability of the
model.
4.2 Measurement model
In the measurement model, the composite reliability (CR) and internal consistency reliability
(Cronbach’s alpha) values of all the six first-order latent variables were above 0.70 (see
Table 1), suggesting adequate construct reliability (Nunnally, 1978). However, several
researchers suggest that the rho_A coefficient is a better assessor of construct reliability
than both CR and Cronbach’s alpha (Henseler et al.,2018). In this study, the rho_A values
of all the constructs in the study were above 0.7, demonstrating healthy reliability. To check
indicator reliability, we also reported outer-loading values above the desired threshold of
0.7 (see Table 1). The convergent validity of the focal variables was assessed by
calculating the average variance extracted (AVE) values, which were found to be above 0.5,
suggesting that the variables explain 50% of the total variance. Similarly, to check for
discriminant validity, we used several methods:
䊏The Fornell–Larcker criterion suggests that the square root of each variable’s AVE value
should be greater than its largest correlation with any other study construct (see
Table 2). Recently, scholars have pointed out the limitations of both the Fornell–Larcker
criterion and the cross-loadings approach in detecting discriminant validity issues
(Henseler et al., 2018). Hence, we also used the Heterotrait–Monotrait (HTMT) ratio of
correlations method to check discriminant validity.
Table 2 Correlation and discriminant validity
Fornell–Larcker criterion ERGB EVC GHRM GTL IRGB
ERGB 0.814
EVC 0.396 0.830
GHRM 0.390 0.452 0.739
GTL 0.452 0.634 0.479 0.802
IRGB 0.345 0.355 0.426 0.329 0.829
HTMT criterion ERGB EVC GHRM GTL IRGB
ERGB
EVC 0.480
GHRM 0.483 0.532
GTL 0.551 0.721 0.552
IRGB 0.444 0.431 0.524 0.399
Inner VIF ERGB EVC GHRM GTL IRGB
ERGB
EVC 1.761 1.601
GHRM 1.325 1.307 1.375
GTL 1.810 1.232 1.518
IRGB
Notes: Values on the diagonal are the square root of AVE, whereas the off diagonals are
inter-correlation values. ERGB = extra-role green behavior; EVC = environmental value congruence;
GHRM = green human resource management; GTL = green transformational leadership; IRGB =
in-role green behavior
Source: Created by authors
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
䊏The HTMT method suggests that if the HTMT value is less than 0.85 (Nunnally, 1978),
then the latent variables are distinct and different from each other and there is no
problem of discriminant validity. Findings from this study (see Table 2) show all the
values to be less than 0.85.
4.3 Structural model
To assess the structural model, the sign, sizes and significance of path coefficients should
be calculated and reported (Henseler et al.,2009). The structural model depicting direct
and indirect paths among the various variables along with their standardized path
coefficients and explained variance is presented in Figure 1. PLS-SEM uses several steps
to evaluate the significance and meaningfulness of the structural model.
4.3.1 Significance and relevance (directions) of the structural model relationships. As
shown in Table 3, the relationship between GHRM and IRGB was significant (
b
= 0.347, t=
7.76, p<0.001). This lends support to hypothesis 1a. Similarly, the finding shows a
significant association between GHRM and ERGB (
b
= 0.226, t= 5.46, p<0.001), which
supports hypothesis 1b. Similarly, the relationship between GTL and IRGB was found to be
significant (
b
=0.163,t= 2.96, p<0.001). This proves hypothesis 2a. The positive
association between GTL and ERGB was also found to be significant (
b
= 0.344, t=8.41,
p<0.001). This validates hypothesis 2b.
Control variables age, gender and experience were regressed on the dependent variables,
IRGB and ERGB. The results suggest that all the relationships are insignificant. Similarly, the
indirect effect of GHRM on IRGB via EVC was also found to be significant (
b
=0.032,t=
2.37, p<0.05) and of GHRM on ERGB via EVC (
b
= 0.026, t= 2.04, p<0.05), was also
found to be significant. Thus, hypotheses 3a and 3b are validated.
Finally, the study examined the indirect effect of GTL on IRGB via EVC (
b
=0.09,t= 2.875,
p<0.01), which was found to be significant. Similarly, the indirect effects of GTL on ERGB
via EVC (
b
= 0.072, t= 2.481, p<0.05) were also found to be significant. Hence, all two
hypotheses, 4a and 4b are supported. All the mediations were partial (see Table 3), except
those of GTL and IRGB (via EVC), where EVC fully mediates the relationship between the
predictor variable and outcome variables.
To check the mediation, a nonparametric bootstrapping method (a resampling technique with
replacement) was used at the 95% confidence interval. As recommended, the bias-corrected
and accelerated bootstrapping (10,000 resamplings) results are reported in Table 3.Aszero
does not fall between the two values (lower CI and upper CI), it proves that the mediation
results are significant.
Table 3 Structural model
Total effect Direct effect Indirect effect
Path Coefficient Path Coefficient Path Coefficient
Bias-corrected and
accelerated (BCa)
bootstrap (95% CI)
LCI UCI
GHRM !IRGB 0.349 GHRM !IRGB 0.316 GHRM !EVC !IRGB 0.0330.013 0.059
GHRM !ERGB 0.229 GHRM !ERGB 0.203 GHRM !EVC !ERGB 0.0260.009 0.050
GTL !IRGB 0.160 GTL !IRGB 0.071 GTL !EVC !IRGB 0.089 0.039 0.146
GTL !ERGB 0.341 GTL !ERGB 0.269 GTL !EVC !ERGB 0.0710.025 0.123
Notes: p<0.001, p<0.01, p<0.05. ERGB = extra-role green behavior; EVC = environmental value congruence; GHRM = green
human resource management; GTL = green transformational leadership; IRGB = in-role green behavior
Source: Created by authors
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
Next, all the endogenous variables’ coefficient of determination values are reported (see
Figure 2). The R
2
values are 21.78% (IRGB), 25.4% (ERGB) and as explained by the two
predictor variables (GHRM and GTL). Hair et al. (2020) suggested that R
2
values of 0.75,
0.50 and 0.25 for endogenous latent variables can be characterized as substantial,
moderate and weak, respectively. Therefore, an R
2
value of even 25% is considered
meaningful in behavioral sciences. The effect size (f
2
) of the structural model is calculated
and compared with Cohen’s (1988) guidelines of small (0.02), medium (0.15) and large
(0.35). The effect sizes of all the endogenous variables are small, i.e. ranging between 0.02
and 0.15.
4.3.2 Predictive relevance (Stone-Geisser Q
2
) of endogenous variables. This study also
reports the “Stone–Geisser’s Q
2
value,” which assesses the predictive relevance of the
structural model (Woodside and Zhang, 2013). The blindfolding results show that values of
all the endogenous study variables are positive (greater than zero) and thus, the structural
model has adequate predictive relevance (Henseler et al.,2018). Shmueli et al. (2016)
suggested PLS-Predict, a holdout sample-based method to assess the predictive relevance
of the model. First, we checked for the latent variable Q
2
values, which were all above 0,
suggesting adequate predictive relevance at the construct level. Then, we checked the
item-wise Q
2
values of all observed variables (items) of all endogenous constructs, which
are reported to be more than 0. All the item-level errors of the PLS model are found to be
less than that of the LM model, which suggests the strong predictive power of the overall
model (Table 4).
5. Discussion
Today, organizations are concerned about the impact of their processes and practices on
employees’ green behavior and customers’ green preferences. This study examines the
effect of GHRM and GTL on employees’ green behavior (IRGB and ERGB). Drawing
support from the AMO theory (Appelbaum et al.,2000), this study highlights the
significance of GHRM in increasing employees’ abilities, motivation and opportunities in
demonstrating green work behavior. The study also reports the mediating role of
employees’ EVC in predicting their green behavior in the hospitality industry. Furthermore,
Figure 2 Structural model with path coefficient
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
as the hospitality industry is growing and its impact on the environment is more widely
acknowledged (Pham et al., 2019), the results from this study bolster the belief that GHRM
practices and GTL motivate employees to exhibit green work behavior.
This study indicates that GTL positively influences employees’ IRGB and ERGB. This finding
is in line with Chen and Chang’s (2013) study. However, while their study explored the
impact of GTL, it did not reflect on green task behavior and did not explain the mechanism
of GTL’s relationship with employees’ green work behavior. Therefore, this study extends
Chen and Chang’s (2013) study by explaining the role of GTL on green task behavior and
ERGB. The study results also indicate that GHRM positively affects IRGB and ERGB. This is
in line with Dumont et al’s. (2017) study of both the direct and indirect effects of GHRM on
IRGB. However, while their study established that GHRM has only an indirect relationship
with ERGB, this finds that ERGB is both directly and indirectly related to GHRM. When an
organization incorporates GHRM practices into its strategic vision and translates them into
everyday actions, it influences employees to behave in a pro-environment manner beyond
their defined roles. Therefore, we argue that Dumont et al’s. (2017) interpretation that GHRM
does not directly influence is not officially appraised and rewarded as organizations with
GHRM, as a strategic business practice will promote and reward ERGB. Our findings are
also in agreement with those of Alnajdawi et al. (2017), who reported the positive influence
of green recruitment and green training on ERGB. Similarly, including environmental criteria
in performance evaluation systems tends to increase the willingness of employees to make
discretionary environmental efforts (Saeed et al.,2019). These results draw support from the
AMO theory (Appelbaum et al., 2000), highlighting the significance of GHRM in increasing
employees’ abilities, motivation and opportunities in demonstrating green behavior.
This study demonstrates a significant mediation effect of EVC on how GTL and GHRM
influence employees’ green behavior. Previous studies (Kura, 2016) have discussed the
general internal motivation of employees and their green consciousness to explain the
influence of GTL on employees’ green behavior. This study describes how GTL encourages
subordinates to engage in green conduct by explaining the mediating role of EVC in green
behavior. We have also responded to the call by Ren et al. (2018) about the need to study the
mediating process in the relationship between GHRM and environmental outcomes. This
study finds that GHRM affects green workplace outcomes through a particular mechanism
and offers insights into greening the hospitality industry in emerging economies such as India.
For the organization, GHRM will extend to build a sustainable image and will have an impact
on the hotel’s profit and bottom line and also employee retention (Islam et al.,2020).
6. Managerial implications
The environment is an important area of concern. When people working in organizations exhibit
green behavior, it contributes to tremendous strategic advantage. In addition, as employees are
the face of organizations particularly in the hospitality industry for customers, green behavior has
Table 4 PLS-predict
PLS LM PLS-LM
Constructs RMSE MAE RMSE MAE RMSE MAE Q
2
_predict
ERGB3 0.611 0.511 0.612 0.522 0.001 0.012 0.190
ERGB1 0.570 0.488 0.573 0.499 0.003 0.011 0.107
ERGB2 0.623 0.530 0.625 0.532 0.002 0.002 0.168
IRGB3 0.739 0.577 0.749 0.587 0.009 0.010 0.159
IRGB2 0.713 0.567 0.729 0.579 0.015 0.012 0.124
Notes: ERGB = extra-role green behavior; GIWB = green innovative work behavior; IRGB = in-role
green behavior
Source: Created by authors
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
several implications for creating a green image of the organization in the minds of consumers.
This study has several implications for managers in the hospitality industry.
First, this study suggests that hotels need to emphasize green leadership behavior.
Leaders need to inspire employees toward the green vision of the organization and
encourage them with actions, resources and rewards for pro-environment behavior.
Organizations should plan and conduct green training for potential leaders to transform
them into green transformational leaders. Green champions among potential leaders, who
are passionate about the environment and making their workplace more environment-
friendly, should be identified during succession planning.
Second, an organization’s strategic focus on GHRM is essential. Organizations should
refine HR policies to achieve a green perspective, including green hiring, green training and
green performance appraisal. In addition, organizations should send a strong message of
commitment to green outcomes, using all modes of communication (including social media
platforms), which will help create green employer branding. This, in turn, will attract
potential employees with environmental awareness. Similarly, green outcome criteria in the
performance evaluation system will build a green ecosystem and green values among
employees. Rewards and benefits that encourage pro-environment behavior such as
benefits associated with purchasing electric vehicles instead of fuel-based vehicles, will
also contribute to employees’ green behavior.
Third, this study highlights the importance of employees’ green value congruence to
increase green outcomes. When the employees of an organization have a deep concern for
the environment, the organization and its leaders have similar concern and their steps are
toward green goals, it will create a person–organization fit. This value bridge will fulfill
desired green outcomes as employees will experience less dissonance and more
commitment and work engagement. This may also lead to decreased employee turnover.
Also, the result of the study signifies that individual and organizational factors contributing
toward green outcomes are aligned highlighting the importance of a strategic and holistic
approach of organization for green outcomes.
To sum up, GHRM should receive unconditional support and commitment from a hotel’s top
management. We suggest that leaders and managers integrate environment-friendly
criteria for assessment, such as waste management, reuse and creative pro-environment
ideas in their performance appraisal and management systems. Effective integration of
employees’ green values and organizational vision and practice will help enhance its results
and sustain its environmental performance. With an increased shift towards environmental
issues, non-government enterprises in the hospitality industry need to promote pro-
environment behavior (Paill
eet al.,2013) to create a sustainable green economy that
focuses on both creation of employment and the prevention of loss of ecosystems.
7. Limitations and scope for future research
This study adds to the limited literature on the mechanism that underlies employees’ green
behavior from the perspective of GTL and GHRM, particularly in hotels. However, this study
does have limitations, some of which provide opportunities for future research. Previous
research in green employee behavior has not adequately explored the mediators’ role.
While we have examined EVC as a mediator in this study, a few other individuals and
organizational constructs can also be studied in the future, namely, organizational
engagement, positive psychological state and organizational support. Environmental
concerns influenced by external factors also need to be studied, such as government
support for investing in green processes, customer preferences and other variables in the
model. In the future, researchers can study the moderating role of variables such as
industry type and team value in the relationship between GHRM and employees’ green
behavior.
jCONSUMER BEHAVIOR IN TOURISM AND HOSPITALITY j
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Corresponding author
Swati Agrawal can be contacted at: swati.02@gmail.com
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