There is a growing awareness of green human resource management (GHRM) in the environmental sustainability research in hospitality and tourism literature. The extant literature also delineates review studies about GHRM. Despite the existence of these studies, there is still a paucity of research about a parsimonious model that includes the underlying mechanisms linking GHRM to multiple pro-environmental behaviors. In view of such a gap, using the ability-motivation-opportunity framework, social exchange theory, social information processing and reformulation of attitude theories, and the happy-productive thesis as the theoretical underpinnings, our study proposes a conceptual model of GHRM. Specifically, our study links GHRM to organizationally valued pro-environmental behaviors such as task-related pro-environmental behaviors, proactive pro-environmental behaviors, green recovery performance, and green voice behavior through the mediating roles of work engagement and job satisfaction. In addition, our search of the relevant literature highlights eight indicators of GHRM such as green selective staffing, green training, green empowerment, green rewards, green career opportunities, green teamwork, green work-life balance, and green participation in decision making. Theoretical contributions and avenues for future research are discussed in the paper.

Children are a country’s most valuable asset. Educating them and bringing them into society is one of the most fundamental tasks of a nation. The disadvantageous position that individuals with a disability are exposed to shows the importance of the need for inclusive education for the quality of life. It is important to use the merits of digital transformation to provide services and education for all to support sustainability. This research aims to shine a light on the problems related to inclusive education faced in the special education schools and rehabilitation centers and put forward suggestions for digital transformation. As inclusive means inclusion, social interaction, access, and equality for education, the role of digital transformation is examined for the quality of inclusive education. Self-reflection is a qualitative form which was employed in the research involving school managers and teachers who were selected randomly from the Special Education Schools and Rehabilitation Centers that participated in the research. It is revealed that most of the studies focus on inclusive education, the digital divide, social inclusion, online learning, and the implication of inclusive education in digital transformation. Although studies expose inclusive education in digital transformation, most of these have 0.20 quality criteria, showing an intensified need to extend the existing body of knowledge. It is shown that the vast majority of inclusive education aligns with the institution’s inclusive education vision and purpose. Concerning financing, it is difficult to find sponsors among non-governmental organizations to support the institution’s inclusive education-related material, equipment, and security needs, and Ministry of National Education funding is essential. There is a need to improve the inclusive education competencies of administrators and teachers, and in-service training should be provided. Self-improvement opportunities of administrators and teachers of the institution are significantly inadequate and should be improved.

PurposeThis study aims to identify and classify potential hospitality industry human resource (HR) risks in the luxury hotel context.Design/methodology/approachData has been collected from five-star hotels in Antalya, one of the most popular tourism destinations in Turkey. The study conducted focus groups to examine how hotel managers and lower-level staff perceive such risks. Using these focus group discussions, the participants' perceptions of HR risks were explored and elicited.FindingsParticipating hotel managers' and employees' perceptions were utilized to build up an outline for examining the risks associated with human resources management (HRM) practices in hotels. The evaluation shows that HR risk types in luxury hotels vary highly and that each type of risk requires close examination.Practical implicationsRecognizing HR risks play a key role for hospitality industry leaders and managers in attaining their organizations' goals and objectives, offering a practical framework in identifying and governing their HR risks, allowing them to make better strategic choices regarding their HR risk management (RM) plans.Originality/valueThis study extends the hospitality literature by exploring new ways of identifying and classifying HRM risks in luxury hotels.