Eco-Leadership in Action: Integrating Green HRM and the New Ecological Paradigm to Foster Organizational Commitment and Environmental Citizenship in the Hospitality Industry

Abstract

The 21st century has spotlighted environmental sustainability in global discourse, urging businesses to act responsibly amidst climate change and resource depletion. This study explores the role of green human resource management (GHRM) in fostering the New Ecological Paradigm (NEP) among employees, enhancing organizational commitment (OC), and promoting organizational citizenship behavior towards the environment (OCBE) within the hospitality industry. Findings demonstrate that GHRM practices, including green recruitment, training, and performance management, significantly improve environmental performance and employee engagement in sustainability initiatives. Data were collected from 382 employees working in 5-star hotels in South Korea, utilizing a structured online survey to gather insights into GHRM’s influence on NEP, OC, and OCBE. The analysis was conducted using covariance-based structural equation modeling (CB-SEM) to rigorously test the hypothesized relationships among these constructs. However, integrating GHRM with NEP presents challenges, such as aligning organizational culture with eco-centric values and overcoming resistance to change. Motivated by the urgent need for sustainability, this research underscores the necessity for integrated HRM approaches to achieve sustainability. A key motivation behind this integration is to establish a workforce that not only understands but actively champions environmental stewardship, thereby strengthening the organization’s reputation and competitive advantage. Additionally, challenges such as balancing short-term operational costs with long-term environmental goals persist, requiring strategic commitment and effective resource allocation. Recommendations include embedding sustainability in HR policies, providing comprehensive environmental training, incentivizing green initiatives, establishing robust monitoring systems, and fostering cross-departmental collaboration to reduce the ecological footprint. This study contributes to the growing body of literature on sustainable business practices and highlights the strategic importance of eco-leadership.

1. Introduction

The dawn of the 21st century has ushered in an era where the environment and sustainable development have taken center stage in the global discourse. As the world grapples with climate change, resource depletion, and environmental degradation, businesses are increasingly called to act responsibly. Picture a bustling hotel lobby, where the vibrant energy of guests is matched by the invisible yet potent force of sustainability initiatives working behind the scenes. This vivid image represents the new frontier of leadership and management, where balancing economic growth with environmental stewardship is paramount. Green human resource management (GHRM) has emerged as a crucial strategic tool in this endeavor, aligning organizational practices with the principles of the New Ecological Paradigm (NEP) [1,2]. This research explores the profound impact of GHRM on fostering organizational commitment and environmental citizenship behavior among employees [3].

In the context of the hospitality industry, GHRM has unique implications due to the sector’s high demand for resources, including energy, water, and disposable items, making it one of the most environmentally impactful industries. Hotels and resorts are particularly challenged by seasonal changes in demand and often operate on large scales that compound their ecological footprint. In the contemporary business landscape, the integration of environmental sustainability into organizational practices has become imperative. GHRM practices, which include green recruitment, training, performance appraisal, and reward systems, are essential in promoting sustainable business practices [1,4]. Previous studies have demonstrated that organizations with robust GHRM practices exhibit improved environmental performance and greater employee commitment to sustainability initiatives [5,6]. However, the theoretical and practical applications of these practices, particularly in the hospitality industry, remain underexplored.

The hospitality industry, a significant contributor to global economic growth, simultaneously poses substantial environmental challenges due to its resource-intensive nature. This sector’s unique position underscores the importance of implementing GHRM practices to mitigate its environmental impact. The constant high demand for environmental resources and energy in hospitality amplifies the sector’s impact on sustainability and underscores a clear need for studies exploring practical applications of GHRM within this specific industry. According to recent data, the hospitality sector contributed 9.1% to the global GDP in 2023, marking a significant recovery from the pandemic’s impact and highlighting the sector’s economic importance [7]. However, it also accounts for nearly 5% of global CO₂ emissions, making the integration of GHRM practices in this sector critical [8]. Studies have shown that GHRM practices such as green recruitment, green training, and green performance management can significantly improve the environmental performance of hospitality organizations [6,9].

This paper seeks to fill this gap by providing a detailed analysis of how GHRM practices can be effectively integrated to support the NEP within hospitality organizations. By aligning GHRM with the principles of NEP, organizations can cultivate a workforce that is not only environmentally conscious but also actively engaged in sustainability initiatives [1,10]. The objectives of this research are threefold: firstly, to investigate the influence of GHRM on fostering NEP among employees; secondly, to assess the impact of NEP on organizational commitment; and thirdly, to explore how organizational commitment translates into organizational citizenship behavior towards the environment (OCBE) [2].

By focusing on the hospitality sector, this study provides valuable insights into the practical implementation of GHRM practices in a context that has significant environmental implications. It contributes to the existing literature by offering a nuanced understanding of the relationship between GHRM, NEP, and OCBE, thereby highlighting the strategic importance of eco-leadership in contemporary business practices [10,11].

Furthermore, previous research has indicated that employee involvement in environmental initiatives can lead to greater organizational commitment and enhanced environmental performance [9,12]. This underscores the importance of incorporating environmental objectives into HR practices to foster a culture of sustainability within organizations [13].

The effective implementation of GHRM practices also involves comprehensive training and development programs. Environmental training is crucial in raising awareness and equipping employees with the skills needed to contribute to sustainability efforts [14]. Moreover, performance-management systems that include green criteria can ensure that employees’ environmental contributions are recognized and rewarded [1].

Employee motivation through reward and compensation systems is another critical aspect. When organizations reward employees for their green initiatives, it fosters a culture of environmental responsibility and commitment [15]. This approach not only enhances employee morale but also aligns individual goals with the broader environmental objectives of the organization.

Ultimately, this research underscores the necessity for organizations to adopt holistic and integrated approaches to sustainability. It calls for a paradigm shift in HRM practices, where ecological considerations are embedded into the core of organizational strategies. This integration is not only essential for achieving environmental sustainability but also for fostering a committed and environmentally responsible workforce [16].

Drawing from the preceding discussion, the research aims to address the following inquiries. This study has three primary objectives: (1) to examine how green human resource management (GHRM) influences the adoption of the New Ecological Paradigm (NEP) among hospitality industry employees; (2) to assess the impact of NEP on the organizational commitment (OC) of hotel staff; and (3) to investigate the relationship between organizational commitment and organizational citizenship behavior towards the environment (OCBE).

2. Literature Review

2.1. Role of GHRM on NEP and OCBE

2.1.1. Definition and Scope of GHRM

GHRM involves integrating environmental management into human resource policies and practices to promote sustainability and reduce the ecological footprint of organizations. According to Renwick, GHRM encompasses recruitment, training, performance management, and rewards systems that support environmental goals [1]. Jabbour defines GHRM as the degree to which human resource-management practices are greening, aiming to develop a workforce that supports environmental sustainability [11]. GHRM practices help organizations to meet regulatory requirements, enhance their corporate image, and improve employee morale and retention [17].

2.1.2. Sustainable Talent Acquisition Under GHRM

Green recruitment and selection are critical components of GHRM, involving the attraction and hiring of candidates who are environmentally conscious. Companies are increasingly integrating environmental criteria into their recruitment policies to ensure alignment with their green objectives. Wehrmeyer highlight that green recruitment involves specifying environmental responsibilities in job descriptions and selecting candidates who demonstrate a commitment to sustainability [18]. This approach not only helps in building a green workforce but also enhances the organization’s reputation as an environmentally responsible employer [19]. These recruitment practices represent a crucial first step in building an organizational culture that supports sustainability at every level. However, the challenge remains in how to sustain and deepen this commitment beyond hiring, ensuring that employees continue to act in environmentally conscious ways throughout their careers. Green recruitment alone does not guarantee long-term engagement with environmental values, making it essential to reinforce this commitment through continuous incentives and organizational support.

2.1.3. Sustaining Eco-Friendly Actions with GHRM Rewards

Reward and compensation systems play a vital role in motivating employees to engage in environmentally friendly behaviors. Green reward management can involve both financial incentives and non-financial recognitions for employees who contribute to the organization’s environmental goals. Crosbie emphasize the importance of rewarding extraordinary environmental performance to foster a culture of sustainability [20]. Reward systems that recognize green initiatives not only motivate employees but also align their personal goals with the organization’s sustainability objectives [21]. This approach to green rewards demonstrates how GHRM extends beyond initial recruitment to create a continuous alignment of employees’ motivations with the organization’s environmental objectives. The emphasis on sustaining green behaviors reflects the underlying research motivation to explore how GHRM practices can transform temporary actions into long-term commitments, shaping a workforce that consistently upholds eco-centric values. By examining the interplay between green recruitment and reward management, this study addresses how integrated GHRM practices can foster a deep-rooted, sustainable culture within organizations.

2.1.4. GHRM in the Hospitality Industry

The hospitality industry, due to its resource-intensive nature, stands to benefit significantly from the adoption of GHRM practices. Implementing GHRM in hospitality can lead to improved environmental performance and enhanced corporate image. The industry’s unique challenges, such as high energy and water consumption, make it an ideal candidate for GHRM initiatives [4,22]. Studies have shown that green HR practices in hospitality, such as eco-friendly training programs and sustainable recruitment policies, can lead to significant improvements in environmental performance and employee commitment [23]. The adoption of GHRM in the hospitality sector not only enhances environmental performance but also contributes to greater employee job satisfaction and organizational citizenship behaviors [24].

2.1.5. Definition and Scope of NEP

The NEP was initially conceptualized by Dunlap and Van Liere (1978) as a means to measure environmental attitudes that reflect an ecocentric perspective [25,26].The NEP posits that humans are an integral part of the environment and should live in harmony with it, rather than exploiting it for economic gain [27]. The revised NEP scale includes dimensions such as the reality of limits to growth, anti-anthropocentrism, the fragility of nature’s balance, anti-exemptionalism, and the possibility of an ecological crisis [25]. Research by Ziegler has reinforced the relevance of NEP in contemporary environmental studies, demonstrating its applicability in assessing pro-environmental attitudes across diverse populations [28].

2.1.6. Importance of NEP in Environmental Behavior

Research has shown that individuals who endorse the NEP are more likely to engage in pro-environmental behaviors. For instance, Dunlap found that NEP scores were positively correlated with various measures of environmental concern and behavior [25]. This suggests that fostering an NEP mindset within organizations can lead to increased environmental responsibility among employees [29]. Additionally, Ziegler found that higher NEP endorsement significantly predicts sustainable consumer behaviors, further underscoring its importance in promoting environmental stewardship [28].

2.1.7. Linking NEP to Systems Thinking

Systems thinking is a cognitive paradigm that emphasizes understanding the interconnectedness of social, economic, and ecological systems. Davis and Stroink demonstrated that systems thinking is positively associated with an ecological worldview as measured by the NEP. This relationship suggests that promoting systems thinking can enhance employees’ environmental awareness and their understanding of the complex interactions within ecological systems [30]. Recent studies by Gansser and Reich have further emphasized the importance of integrating systems thinking into environmental education to bolster NEP endorsement [29]. Based on prior research and the findings regarding the relationship between the two variables, the hypothesis was formulated.

 Hypothesis 1. 

The effect of green human resource management (GHRM) on the New Ecological Paradigm (NEP) is substantial and pivotal.

Green human resource-management (GHRM) practices are designed to align HR policies with environmental sustainability goals. There is a growing body of literature supporting the positive impact of GHRM on fostering an NEP among employees. For example, GHRM practices, such as green training and development, significantly enhance employees’ environmental awareness and their endorsement of the NEP [31]. Similarly, research by Tang et al. (2018) demonstrated that green HR initiatives lead to a greater internalization of ecological values, reinforcing the principles of NEP [32]. By incorporating environmental criteria into recruitment, training, and performance management, organizations can cultivate a workforce that supports ecological sustainability [33]. Drawing on earlier studies and the discussed content on the relationship between the two variables, the hypothesis was established.

 Hypothesis 2. 

The influence of green human resource management (GHRM) on organizational citizenship behavior for the environment (OCBE) is both significant.

Organizational citizenship behavior towards the environment (OCBE) refers to voluntary, extra-role behaviors exhibited by employees that contribute to environmental sustainability. GHRM practices are posited to have a significant impact on OCBE. Daily et al. (2009) argue that GHRM initiatives, such as environmental training and green reward systems, encourage employees to go beyond their formal job responsibilities to engage in pro-environmental actions [15]. Additionally, the recent HR practices positively influence employees’ motivation to participate in environmental activities, thereby enhancing OCBE [34]. This is further supported by the work of Pinzone et al. (2016), which highlights the role of GHRM in promoting voluntary environmental behaviors through enhanced employee engagement and motivation [35].

2.1.8. Mediating Role of NEP Between GHRM and OCBE

The core of this research paper is to explore the mediating role of NEP between GHRM and OCBE. NEP provides the cognitive framework that links the environmental practices promoted by GHRM to the voluntary pro-environmental behaviors (OCBE) exhibited by employees. The NEP fosters a deep-seated understanding of the interconnectedness of human and ecological systems, which in turn motivates employees to engage in OCBE. Therefore, by enhancing NEP through GHRM practices, organizations can effectively bridge the gap between formal environmental policies and voluntary employee behaviors that support sustainability. This mediating role is crucial as it highlights the indirect pathway through which GHRM can influence OCBE, making NEP a key lever in the overall strategy for promoting environmental responsibility within organizations [28,30].

2.2. Impacts of NEP on OCBE with OC

2.2.1. Definition and Scope of Organizational Commitment

Organizational commitment refers to the psychological attachment and loyalty that an employee feels towards their organization. It encompasses three dimensions: affective commitment (emotional attachment), continuance commitment (cost-based attachment), and normative commitment (obligation-based attachment) [36]. High organizational commitment is associated with reduced turnover, increased job satisfaction, and improved organizational performance [37]. Recent studies have highlighted the role of GHRM practices in enhancing organizational commitment by aligning employee values with environmental sustainability goals [38]. Additionally, Liou (2008) emphasizes that organizational commitment is a multi-faceted construct that plays a significant role in employee retention and organizational success [39]. As GHRM has evolved, it now more comprehensively integrates sustainability into recruitment, training, and rewards, which has strengthened organizational commitment over time.

2.2.2. Organizational Citizenship Behavior for the Environment (OCBE)

OCBE is defined as voluntary, extra-role behaviors exhibited by employees that contribute to environmental sustainability within the organization. It includes actions such as reducing waste, conserving energy, and participating in environmental initiatives without explicit rewards or recognition [40]. Research has shown that OCBE is critical for achieving organizational sustainability goals as it fosters a proactive and engaged workforce [41]. Recent findings by Luu (2019) indicate that employees who perceive their organization as environmentally responsible are more likely to engage in OCBE, highlighting the importance of organizational culture in fostering environmental behaviors [42]. The progression of GHRM practices has encouraged OCBE by moving beyond compliance to foster a proactive environmental culture.

2.2.3. Linking NEP to OC

The New Ecological Paradigm (NEP) provides a framework for understanding individuals’ environmental attitudes and behaviors. It posits that individuals who endorse NEP are more likely to engage in sustainable practices. NEP influences organizational commitment by fostering an ecological worldview that aligns with the organization’s sustainability values. Employees who internalize NEP principles are more likely to develop a strong emotional attachment to organizations that prioritize environmental sustainability [30]. This alignment between personal values and organizational goals enhances affective commitment, leading to greater overall organizational commitment [43]. Considering the previous research and the information provided about the relationship between the two variables, the hypothesis was developed.

 Hypothesis 3. 

The impact of the New Ecological Paradigm (NEP) on organizational commitment is both significant.

Research supports the hypothesis that NEP positively affects organizational commitment. For example, a study by Dumont et al. (2017) found that employees with high NEP scores exhibited stronger organizational commitment, as they perceived their organization’s environmental initiatives as aligning with their personal values [41]. Similarly, Gansser and Reich (2022) demonstrated that fostering an NEP mindset through GHRM practices leads to increased organizational commitment, as employees feel more connected to the organization’s environmental mission [29]. Additionally, Kim (2019) found that NEP significantly enhances organizational commitment, especially when employees perceive their organization to be genuinely committed to sustainability practices [44].

2.2.4. Linking OC and OCBE

OC significantly impacts OCBE. Employees who are committed to their organization are more likely to engage in behaviors that go beyond their formal job responsibilities to support the organization’s sustainability goals. High organizational commitment fosters a sense of loyalty and responsibility, motivating employees to participate in pro-environmental activities [15]. Utilizing past research and the insights on the relationship between the two variables, the hypothesis was constructed.

 Hypothesis 4. 

The effect of organizational commitment (OC) on organizational citizenship behavior for the environment (OCBE) is both significant.

The relationship between OC and OCBE has been well-documented. For instance, a study by Kalimullah et al. (2019) found that OC positively influences OCBE, as committed employees are more willing to engage in voluntary environmental behaviors [45]. Furthermore, Nawangsari (2019) highlighted that OC enhances employees’ willingness to contribute to environmental initiatives, even without direct incentives [38]. This relationship is mediated by job satisfaction, suggesting that organizations can boost OCBE by fostering both organizational commitment and job satisfaction [45]. Additionally, a recent study by Luu (2019) supports the notion that OC is a critical driver of OCBE, particularly in organizations with strong environmental policies [42,46].

2.2.5. Mediating Role of OC Between NEP and OCBE

The mediating role of OC between NEP and OCBE is critical in understanding how environmental attitudes translate into pro-environmental behaviors within organizations. NEP provides the cognitive framework that shapes employees’ environmental values and attitudes. When employees endorse NEP, they are likely to develop a strong OC, particularly if the organization supports environmental sustainability. This heightened OC, in turn, motivates employees to engage in OCBE. Therefore, OC acts as a crucial mediator that links NEP to OCBE, ensuring that employees’ environmental values are reflected in their voluntary, pro-environmental behaviors at work [28,41]. This mediating role underscores the importance of fostering both environmental attitudes and organizational commitment to achieve sustainable organizational outcomes (Figure 1).

3. Methods

3.1. Subjects and Procedures

This study focused on employees working at 5-star hotels in South Korea. Although 402 employees were interviewed online using Google Forms, 382 valid responses were utilized after excluding incomplete, insincere, or unusable data. The survey aimed to understand the demographic characteristics and employment details of hotel employees to better tailor human resource strategies and improve organizational effectiveness. The high response rate of 84.9% reflects a strong engagement from the employees, indicating a robust dataset for analysis. To ensure that the sample represented a wide range of roles within the hotels, the questionnaire was distributed to employees from different departments, including front office, housekeeping, food and beverage, and management. Participants were selected based on their tenure and willingness to participate, with an emphasis on capturing diverse perspectives within the industry. This approach allowed for a comprehensive understanding of GHRM’s application across job roles and levels.

Regarding the demographic characteristics, the survey included a balanced representation of genders with 183 males (47.9%) and 199 females (52.1%). The age distribution showed a significant presence of employees in their 20s and 30s, accounting for 20.7% and 23.0% respectively, while those in their 40s and 50s comprised 20.7% and 25.9%. Employees over 60 made up 9.7% of the respondents. These demographics highlight a diverse age range within the workforce, indicating a blend of youthful energy and experienced maturity in the hotel’s staff, which is beneficial for implementing dynamic and varied environmental initiatives.

In terms of employment specifics, the majority of respondents were employed full-time (88.2%), with a smaller percentage working part-time (4.2%) or on-call (7.1%). The tenure of the employees varied, with 35.3% having 1–5 years of experience, 20.4% with 6–10 years, 19.4% with 11–15 years, 14.7% with 16–20 years, and 10.2% with over 20 years of service. Additionally, the educational background of the employees was notably high, with 57.9% holding a Bachelor’s degree and 3.9% having a Master’s degree. This highly educated and committed workforce provides a solid foundation for hotels that are implementing green human resource-management (GHRM) practices, such as green training programs and sustainability-focused performance evaluations, allowing for effective and impactful environmental initiatives.

3.2. Questionnaire Development and Measures

The researcher structured the survey into multiple sections, beginning with an introduction that outlined the research goals, processes, voluntary participation, assurance of anonymity and confidentiality, and acknowledgment of informed consent. Each subsequent section presented a scale designed to gauge constructs such as green human resource management (GHRM), the New Ecological Paradigm (NEP), organizational commitment (OC), and organizational citizenship behavior for the environment (OCBE), each utilizing a 5-point Likert scale (1 = “Strongly disagree;” 5 = “Strongly agree”). In designing the questionnaire, questions were developed based on established scales that have been validated in prior studies on GHRM, NEP, OC, and OCBE, ensuring construct reliability. To further validate the questions, a pilot test was conducted with a small group of hotel employees who provided feedback on question clarity, relevance, and wording, leading to minor adjustments before the full survey was distributed. This pilot testing helped refine the final questionnaire for improved accuracy and comprehension.

For GHRM, six questions were included, such as “My hotel sets green goals for its employees” and “My hotel considers employees’ workplace green behavior in performance appraisals” [41]. NEP was assessed with 8 questions like “We are approaching the limit of the number of people the earth can support” and “The balance of nature is very delicate and easily upset” [26]. Organizational commitment was measured with eight questions, including “I am proud to tell others that I am a part of this hotel” and “I really care about the fate of this hotel” [47]. OCBE included seven questions such as “I encourage my colleagues to adopt more environmentally conscious behavior” and “I volunteer for projects or activities that address environmental issues in my organization” [40].

This structured approach ensures a comprehensive assessment of the constructs, drawing on established scales and recent research to validate the survey items and provide robust measurements of GHRM, NEP, OC, and OCBE.

3.3. Data Analytics

Utilizing the CB-SEM (covariance-based structural equation modeling) methodology, the researcher thoroughly examined the theoretical foundation of the study, leveraging the Smart PLS 3.0 software for in-depth data analysis [48]. CB-SEM was chosen due to its suitability for exploring complex relationships between latent constructs, as it allows for a comprehensive assessment of multiple variables simultaneously. Given the interconnections among GHRM, NEP, OC, and OCBE, this method provides a robust framework for examining both direct and indirect relationships within these constructs in a real-world context. In the measurement model, each observed indicator is represented as a combination of the latent variable it measures and an associated error term. This relationship is expressed through a formula that calculates the extent to which each indicator is explained by its respective latent construct, known as its loading factor. The initial phase involved constructing the CB model, which integrated four constructs and twenty-nine reflective indicators, establishing a solid groundwork for the research. Following this, a comprehensive analysis of the measurement model was performed, which was critical in identifying the extent of method variance and confirming the constructs’ reliability and validity. This ensured the precision and dependability of the findings. In the structural model, relationships between constructs are further tested by calculating coefficients that quantify the strength and direction of influence between them. This includes paths from exogenous (predictor) to endogenous (outcome) variables, as well as interactions among endogenous variables themselves. To further illustrate the data analysis process, a flowchart has been provided, outlining each step from model construction and measurement validation to hypothesis testing. This visual aid clarifies the sequential approach taken in analyzing the data, enhancing the transparency and accessibility of the methodology. In the final phase, the CB-SEM was employed to rigorously test the study’s hypotheses, providing insights into the relationships and interactions among various variables within the hospitality industry context. Each section of the results offers a detailed account of the analytical methods utilized. This systematic and thorough approach underscores the study’s rigor and depth, ensuring robust and credible conclusions.

4. Results

4.1. Measurement Model Examination

Reliability and Construct Validity

In the current study, confirmatory factor analyses (CFAs) were conducted to validate the individual measurement items, and reliability was assessed using Cronbach’s alpha to ensure internal consistency. The results, detailed in

Table 1. Reliability and convergent validity of measures.

Constructs	Indicators	Loadings	t-Values	Alpha	Rho_A	CR	AVE
GHRM				0.958	0.958	0.959	0.793
	GH01	0.829	n/a
	GH02	0.820	19.907 ***
	GH03	0.883	22.213 ***
	GH04	0.927	24.172 ***
	GH05	0.944	25.039 ***
	GH06	0.931	24.450 ***
NEP				0.948	0.947	0.948	0.694
	EP01	0.881	n/a
	EL02	0.799	20.603 ***
	EL03	0.873	24.644 ***
	EL04	0.824	21.817 ***
	EL05	0.828	21.623 ***
	EL06	0.847	22.649 ***
	EL07	0.842	22.290 ***
	EL08	0.767	18.797 ***
OC				0.961	0.961	0.962	0.755
	OC01	0.873	n/a
	OC02	0.857	23.524 ***
	OC03	0.884	24.881 ***
	OC04	0.912	26.358 ***
	OC05	0.901	25.738 ***
	OC06	0.853	22.822 ***
	OC07	0.849	22.566 ***
	OC08	0.818	21.061 ***
OCBE				0.944	0.944	0.945	0.710
	CB01	0.778	n/a
	CB02	0.866	19.158 ***
	CB03	0.854	18.780 ***
	CB04	0.745	15.855 ***
	CB05	0.912	20.391 ***
	CB06	0.855	18.690 ***
	CB07	0.875	19.248 ***

Notes: ‘Alpha’ refers to the Cronbach’s alpha coefficient, which measures internal consistency. ‘Rho–A’ stands for Dijkstra–Henseler’s Rho–A coefficient, another reliability measure. ‘CR’ denotes composite reliability, and ‘AVE’ stands for average variance extracted, which assesses the amount of variance captured by a construct relative to the amount due to measurement error. The symbol ‘***’ indicates a highly significant p-value, specifically p < 0.001.

, indicate that the factor loadings for all items exceed 0.5. Reliability metrics, including Cronbach’s alpha (α), Rho A (Dijkstra–Henseler’s Rho–A coefficient), and Composite Reliability (CR), were computed, revealing values ranging from 0.944 to 0.962 for α, 0.944 to 0.961 for Rho A, and 0.945 to 0.962 for CR. These figures meet the reliability standards proposed by Fornell and Larcker (1981), which recommend CR values greater than 0.7 [49].

Furthermore, Cronbach’s alpha values, which range from 0.944 to 0.961, affirm the reliability of the research scales. For convergent validity, the outer loadings span from 0.767 to 0.944, and the average variance extracted (AVE) values range from 0.694 to 0.793, confirming that all measures are convergently valid. Discriminant validity was evaluated by comparing the correlation coefficient with the square root of AVE. As shown in

Table 2. Discriminant validity of measures.

	A	B	C	D
A. GHRM	0.890	0.689	0.574	0.498
B. NEP	0.680	0.833	0.590	0.553
C. OC	0.567	0.578	0.869	0.670
D. OCBE	0.491	0.550	0.670	0.842

Notes. the bold numbers visible on the diagonal represent the square root of the Average Variance Extracted (AVE). The coefficients of correlation between constructs are represented in the lower triangular matrix. The upper triangular matrix, on the other hand, is indicative of the heterotrait–monotrait ratio.

, the minimum square root of AVE (0.833) exceeds the highest correlation coefficient (0.680), thereby confirming discriminant validity. Additionally, the heterotrait–monotrait ratio (HTMT) values, ranging from 0.498 to 0.689 (below the threshold of 0.85), further support discriminant validity [48]. These outcomes demonstrate that the measurement model has no significant issues regarding reliability and construct validity.

4.2. Structural Model

4.2.1. Individual-Parameter Estimate

The hypotheses proposed in this study were analyzed using covariance-based structural equation modeling (CB-SEM). A consistent CB algorithm was utilized to estimate the parameters, and statistical significance was assessed using 5000 bootstrap samples with bias correction within a 95% confidence interval. Prior to hypothesis testing, the researcher ensured that all prerequisites for CB-SEM were satisfied. The results of the hypothesis tests (Hypotheses 1 through 4) using CB-SEM are illustrated in Figure 2.

The fit of the data to the structural model is confirmed by the Standardized Root Mean Square Residual (SRMR = 0.063) and the Normed Fit Index (NFI = 0.907). The explanatory power of the model indicates that GHRM accounts for 47.5% of the variance in NEP. Furthermore, GHRM and NEP together explain 35.2% of the variance in OC, and GHRM, NEP, and OC collectively account for 45.7% of the variance in OCBE. The Q-squared values for NEP, OC, and OCBE are all above zero, demonstrating the relevance of these predictors in forecasting the outcomes.

Each path coefficient signifies the strength and direction of the relationships among the constructs, highlighting key findings in the study. For instance, the significant effect of GHRM on NEP (β = 0.691) suggests that Green HRM practices substantially promote an ecological mindset among employees, which is essential for fostering environmental values within the organization. Similarly, the positive relationship between NEP and OC (β = 0.145) indicates that employees who adopt the NEP framework are more likely to exhibit stronger organizational commitment, suggesting that an eco-centric worldview can strengthen emotional attachment to the organization’s values. The high coefficient between OC and OCBE (β = 0.592) underscores that organizational commitment serves as a robust driver of environmentally responsible behavior, implying that committed employees are more inclined to engage in pro-environmental actions that benefit the organization. Finally, the positive influence of GHRM on OCBE (β = 0.483) illustrates that GHRM practices not only foster an ecological paradigm but also directly encourage eco-conscious behaviors, reinforcing the strategic role of GHRM in promoting environmental sustainability.

Additionally, these findings underscore the significant role that GHRM practices play not only in fostering environmental paradigms within organizations but also in enhancing organizational commitment and encouraging environmentally responsible behaviors among employees. The implications of these results suggest that effective implementation of GHRM can substantially contribute to achieving sustainable organizational goals.

Figure 2 illustrates the hypothesis testing results regarding the path coefficients among GHRM, NEP, OC, and OCBE. The findings indicate a significant and positive effect of GHRM on NEP (β = 0.691) with a t-value of 11.975 (p < 0.001), thereby confirming Hypothesis 1. Additionally, the data reveals a significant positive relationship between NEP and OC (β = 0.145, t = 2.517; p < 0.05), supporting Hypothesis 3. Furthermore, OC demonstrates a significant positive impact on OCBE (β = 0.592, t = 7.507; p < 0.001), validating Hypothesis 4. Finally, the positive influence of GHRM on OCBE (β = 0.483, t = 8.127; p < 0.001) is confirmed, substantiating Hypothesis 2. These results underscore the substantial role of GHRM practices in enhancing environmental paradigms (NEP) and their subsequent impact on organizational commitment (OC) and environmentally responsible behaviors (OCBE).

4.2.2. Sequential Mediation Effects

The CB-SEM method was employed to explore the statistical significance of the sequential mediating roles of NEP and OC in the relationship between GHRM and OCBE. The results indicated that NEP and OC partially mediate the connection between GHRM and OCBE among hospitality employees. As shown in

Table 3. Sequential mediating effect.

Mediation	Effects	t-Values	L	U
GHRM  =>  NEP =>  OC  =>  OBCE	0.239	7.336 ***	0.175	0.304

Notes. ‘L’ represents the lower boundary, and ‘U’ denotes the upper boundary within 95% confidence intervals. The t-values are reported in their absolute form. An asterisk ‘***’ indicates a p-value of less than 0.001.

, the sequential mediation effect of NEP and OC between GHRM and OCBE is quantified at 0.239 (t = 7.336, p < 0.001). Furthermore, the 95% confidence intervals do not include zero, suggesting that the null hypothesis regarding the mediating roles of NEP and OC cannot be supported.

Additionally, the findings imply that both NEP and OC play significant intermediary roles in enhancing the impact of GHRM on OCBE. This sequential mediation underscores the complex interplay between fostering an ecological paradigm and organizational commitment to achieve pro-environmental behaviors among employees. The significance of sequential mediation effects, as discussed by Hayes (2013), indicates that mediation occurs in a specific order, highlighting the importance of both mediators in the process.

5. Discussions and Conclusions

5.1. Findings and Theoretical Contributions

This study substantiates the pivotal role of green human resource management (GHRM) in fostering environmentally sustainable practices within organizations. It demonstrates that GHRM is integral to embedding the New Ecological Paradigm (NEP) among employees, thereby enhancing their pro-environmental attitudes and behaviors. These findings align with recent research highlighting the importance of integrating environmental sustainability into human resource policies to promote a green organizational culture [44].

Furthermore, the research elucidates the significant mediating role of organizational commitment (OC) in the relationship between NEP and organizational citizenship behavior towards the environment (OCBE). This underscores the necessity of fostering a strong organizational commitment to translate environmental values into actionable behaviors. It contributes to the growing body of literature that links employee engagement and commitment with sustainability outcomes [50].

The study also emphasizes the sequential mediation effect, where GHRM influences NEP, which in turn impacts OC, leading to enhanced OCBE. This layered mediation process highlights the complex interplay between different organizational factors and their cumulative effect on promoting sustainability. While Table 2 establishes the direct effect of GHRM on OCBE, Table 3 showcases the value of understanding this process through sequential mediation, reinforcing the depth of influence NEP and OC have as intermediaries. The results underscore the importance of a holistic approach in implementing GHRM practices to achieve substantial environmental benefits [51].

Finally, the research offers valuable insights into the practical application of GHRM in the hospitality industry. Given the sector’s significant environmental footprint, the findings suggest that integrating GHRM can lead to notable improvements in environmental performance and employee engagement in sustainability initiatives. This contribution is particularly relevant as the hospitality industry seeks to balance economic growth with environmental stewardship [4].

5.2. Practical Suggestions

Organizations should integrate environmental sustainability into HR policies by incorporating green criteria in recruitment, performance appraisals, and rewards systems to foster a culture of environmental responsibility [4]. Comprehensive environmental training programs are essential for raising awareness and equipping employees with practical green practices, ensuring they are well-prepared to contribute to the organization’s sustainability efforts [52]. Offering incentives and recognition for green initiatives can significantly boost employee morale and commitment to environmental goals. This includes financial rewards, public recognition, and career advancement opportunities, which help align individual motivations with the organization’s sustainability objectives [9].

Additionally, the importance of examining GHRM’s direct impact on OCBE highlights that organizations can achieve notable outcomes through both direct and mediated pathways. The results in Table 3 suggest that while the sequential mediation pathway provides depth, understanding both pathways can allow organizations to leverage immediate as well as progressive sustainability initiatives. Establishing robust monitoring systems is crucial to track the effectiveness of GHRM practices and identify areas needing improvement. Regular assessments, including employee feedback and performance metrics, ensure that sustainability initiatives are continuously optimized and impactful [53]. Encouraging cross-departmental collaboration further integrates sustainability into all business operations, fostering a shared responsibility for environmental initiatives. By creating cross-functional teams and facilitating knowledge sharing, organizations can develop innovative solutions to reduce their ecological footprint [15]. The study’s findings offer specific contributions to policy and practice, especially for the hospitality industry, where clear strategies for implementing GHRM can lead to substantial environmental and economic benefits. Policy recommendations could include mandatory GHRM standards for high-impact sectors, and industry-specific guidelines can support practitioners in developing and evaluating effective GHRM programs. The insights gained here may thus inform the development of industry-specific frameworks, encouraging a commitment to sustainability in both business operations and employee engagement practices.

5.3. Limitations and Future Research Suggestions

One limitation of this study is the reliance on self-reported data, which may introduce bias due to social desirability or inaccurate self-assessment. Future research could incorporate objective measures of environmental performance and employee behavior to provide a more comprehensive evaluation. Additionally, this study focuses on the hospitality industry, which may limit the generalizability of the findings to other sectors. Future studies should explore the applicability of GHRM practices in different industries to understand their broader impact on organizational sustainability.

In addition, this study’s focus on the hospitality industry in South Korea may limit the broader applicability of the findings across other sectors and cultural contexts. The industry-specific challenges, such as seasonal demand fluctuations and high energy consumption, may require different approaches in other organizational environments. Additionally, the cultural setting of South Korea, with its unique regulatory and social emphasis on environmental practices, suggests that similar studies in other countries could reveal different outcomes.

Another limitation is the cross-sectional design, which does not allow for the examination of causal relationships over time. Longitudinal studies are recommended to assess the long-term effects of GHRM on NEP, organizational commitment, and OCBE. Furthermore, the cultural context of South Korea may influence the findings, and future research should consider cross-cultural comparisons to identify any variations in the effectiveness of GHRM practices. In response to feedback regarding Table 3, future studies could include additional analyses without sequential mediation to clarify the pathways further. This would add nuance to the direct vs. mediated effects, providing richer insights into the mechanisms behind GHRM’s influence on OCBE. Exploring the role of specific GHRM practices, such as green leadership or employee involvement in sustainability decision-making, could also provide deeper insights into enhancing organizational sustainability.