培育绿色行为:探索酒店有效的绿色人力资源管理的管理能力

Said Shabban Abdo , David Edgar
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引用次数: 0

摘要

全球对环境的关注正在加剧,使组织面临将可持续发展纳入其业务的压力。企业,特别是酒店等资源密集型行业的企业,必须采取对环境负责的做法,以减少其生态足迹,并与监管、社会和消费者的期望保持一致。员工在实现这些可持续发展目标方面发挥着至关重要的作用;然而,培养员工的绿色行为需要的不仅仅是政策规定,它需要一种战略方法来发展能力,增强动机,并为可持续实践创造机会。本研究考察了在埃及经营的一家跨国酒店组织所采用的管理能力的相关因素,以促进员工的绿色行为和提高可持续绩效。本研究以能力、动机和机会(AMO)理论为概念框架,采用定性研究设计,对7位经验丰富的埃及国家酒店总经理进行了半结构化访谈。通过主题分析,找出影响员工绿色行为的关键管理胜任力。研究结果表明,绿色人力资源管理(GHRM)实践框架是提高员工能力、激励和机会以支持可持续绩效的核心机制。该框架以三项核心管理能力为基础,即解决问题能力、沟通能力和信任能力,这些能力是通过正式培训、参与战略、知识共享和建立信任举措发展起来的。该研究通过扩展AMO模型以纳入GHRM实践,并强调投资于管理能力和人力资源以使员工发展与企业可持续发展目标保持一致的战略重要性,为该领域的对话做出了贡献。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Nurturing green behaviour: Exploring managerial competencies for effective green human resource management in hotels
Global environmental concerns are intensifying, placing organizations under pressure to integrate sustainability into their operations. Businesses, particularly in resource-intensive industries such as hospitality, must adopt environmentally responsible practices to reduce their ecological footprint and align with regulatory, societal, and consumer expectations. Employees play a crucial role in achieving these sustainability goals; however, fostering employee green behavior requires more than policy mandates, it necessitates a strategic approach that develops competencies, enhances motivation, and creates opportunities for sustainable practices. This study examines the factors related to managerial competencies employed by a multinational hotel organization operating in Egypt to facilitate employee green behavior and enhance sustainable performance. Using the Ability, Motivation, and Opportunity (AMO) theory as a conceptual framework, this study adopts a qualitative research design with semi-structured interviews conducted with seven highly experienced Egyptian national hotel general managers. Thematic analysis was performed to identify key managerial competencies influencing employees’ green behavior. The findings propose a Green Human Resource Management (GHRM) practices framework as a central mechanism for enhancing employees’ abilities, motivation, and opportunities to support sustainable performance. This framework is underpinned by three core managerial competencies, problem-solving, communication, and trust, developed through formal training, engagement strategies, knowledge-sharing, and trust-building initiatives. The research contributes to the conversations in the field by extending the AMO model to incorporate GHRM practices and highlighting the strategic importance of investing in managerial competencies and human resources to align employee development with corporate sustainability objectives.
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