Perceived Financial Sustainability of Tourism Enterprises: Do Green Human Resource Management Practices Really Matter?

Abstract

Green Human Resource Management (GHRM) and Perceived Financial Sustainability (PFS) are two topics that seem important to the tourism and hospitality industry in Egypt. Green management, in general, and GHRM, in particular, and its relationship with PFS remain relatively underexplored. This research examines the relationship between GHRM and PFS in a selection of tourism and hospitality enterprises in Egypt. It uses the most commonly used four dimensions of GHRM; these are: green recruitment and selection, green training and development, green performance management; and green reward and pay. A survey was conducted on a non-random -purposive‖ sample of enterprises within the tourism and hospitality industry in Egypt. The findings of this research show that GHRM, in general, enhances managers' perception of financial sustainability. The results also reveal that both green training and development and green performance management are positively and significantly related with PFS, while green recruitment and selection and green reward and pay are not significantly related with PFS. The paper concludes with suggestions for managers of tourism and hospitality enterprises in Egypt and for future researches.

Toward a Better Understanding of Green Human Resource Management’s Impact on Green Competitive Advantage: A Conceptual Model

“…According to Gohar [12], GHRM is the utilization of HRM guidelines, strategies, and pursuits to encourage sustainable use of resources and prohibit injury arising from environmental concerns within business establishments. Thus, GHRM equips the organization with an environment-oriented workforce that understands, appreciates, and practices green initiatives and maintains its green objectives all throughout the HRM practices to drive sustainable management results [13].…”

“…Toward a Better Understanding of Green Human Resource Management's Impact on Green… DOI: http://dx.doi.org /10.5772/intechopen.105528 In this regard, the RBV integrates human resources as sources of a firm's competitive advantage [13]. This theory lays out a rational link between human resources practices and the application of strategies that eventually enhance organizational outcomes, which aids to induce a competitive edge for the firm.…”

“…For instance, hiring skilled and creative people leads to a competitive advantage. Specifically, it provides companies with important opportunities in terms of growth, expansion into new business areas, and enhanced profitability levels [13]. Thus, by implementing green activities during the recruitment and selection process, firms can Corporate Social Responsibility attract talented, hardworking, skillful employees, which further helps the firms to gain a competitive advantage through attracting talented green profiles.…”

“…In addition, providing environmental training and building employees' capacity may improve their skills, motivation, retention, and job-related outcomes, thus improving productivity and profitability [13]. Therefore, by introducing green activities, firms develop and retain green committed employees, and also attract environmentally aware profiles [26].…”

Green Recruitment and Selection and Organizational Agility of Multinational Oil and Gas Companies in Nigeria

“…Green recruitment works towards reducing paper and use online application and interviews (Jirawuttinunt & Limsuwan, 2019). Additionally, employees who are talented and creative are generally attracted to the environmental reputation and image of the firm (Ahmad, 2015;Deshwal, 2015;Renwick et al, 2013;Linnenluecke & Griffiths, 2010;Harb & Ahmed, 2019). Skilled and creative people hiring contributes to the firms' competitive advantage (Harb & Ahmed, 2019) and boosts their opportunities and growth, business expansion and levels of profitability (Harb & Ahmed, 2019).…”