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Article

How Green Performance Is Affected by Green Talent Management in Tourism and Hospitality Businesses: A Mediation Model

by
Sultan Mohammed Alkhozaim
1,
Fatimah Abdulaziz Alshiha
2,
Emad Mohammed Alnasser
1 and
Ahmed Abdulaziz Alshiha
1,*
1
Department of Tourism and Hotel Management, Collage of Tourism and Archaeology, King Saud University, Riyadh 12372, Saudi Arabia
2
Management Department, College of Business Administration, King Saud University, Riyadh 12372, Saudi Arabia
*
Author to whom correspondence should be addressed.
Sustainability 2024, 16(16), 7093; https://doi.org/10.3390/su16167093
Submission received: 4 July 2024 / Revised: 13 August 2024 / Accepted: 14 August 2024 / Published: 19 August 2024
Versions Notes

Abstract

:
This study investigates the impact of green talent management on green performance, focusing on the mediating roles of green organizational culture and green organizational citizenship behavior. Data were collected from employees of Saudi Arabia’s travel agencies, and 1276 valid responses were analyzed using partial least squares structural equation modeling (PLS-SEM). The findings indicate that green talent management positively influences green performance, green organizational culture, and green organizational citizenship behavior. Additionally, the study demonstrates that green organizational culture and citizenship behavior positively affect green performance and mediate the relationship between green talent management and green performance. This research addresses a gap in the literature on tourism and hospitality, human resources management, and organizational behavior by empirically examining these relationships within Saudi Arabia travel agencies. This study also provides managerial implications for tourism and hospitality businesses, along with limitations and suggestions for future research.

1. Introduction

Talent management is crucial for the success and growth of tourism and hospitality businesses. These industries often face challenges in attracting and retaining skilled employees, especially in areas like customer service, culinary arts, and hotel operations. Effective talent management strategies are vital for identifying, developing, and retaining the right talent to meet operational demands. In a highly competitive and dynamic industry, these strategies help businesses cultivate employees with the necessary skills, creativity, and adaptability to drive innovation and respond to market changes. Aligning employee skills with organizational needs enhances productivity, reduces turnover, and improves overall operational efficiency [1].
The significance of green and sustainable practices in the tourism and hospitality industry has increased substantially. Adopting these initiatives enhances employee engagement, job satisfaction, and retention by aligning with personal values and beliefs. Involving employees in green practices fosters a sense of ownership and responsibility, driving the success of these programs. Furthermore, sustainability efforts attract and retain top talent who value environmental responsibility [2]. Green talent management, a rapidly growing focus in HR, integrates sustainability into talent strategies, supporting environmental goals while boosting organizational performance and employee satisfaction [3].
Organizations are increasingly integrating sustainability-focused criteria into their recruitment and selection processes, seeking candidates who possess environmental awareness, experience in green initiatives, and a strong commitment to sustainability. Additionally, they are implementing specialized training programs to educate employees on sustainable practices, environmental management, and green innovation. To further bolster sustainability efforts, organizations are incorporating environmentally-focused key performance indicators (KPIs) into their performance management systems to incentivize contributions to sustainability, such as energy efficiency and waste reduction. Furthermore, green-themed rewards and recognition programs are being introduced to honor employees’ exceptional dedication to sustainability, motivating others to follow their example [4].
The tourism and hospitality sector is increasingly adopting green talent management strategies to strengthen its employer reputation and attract top candidates passionate about sustainability. Demonstrating a commitment to environmental responsibility provides a competitive edge in talent acquisition [5,6]. Green talent management integrates sustainability into recruitment, training, and development processes, aligning with organizational environmental goals. This approach cultivates a workforce that actively supports eco-friendly initiatives, leading to improved overall green performance, including enhanced resource efficiency, reduced environmental footprint, and better compliance with environmental standards. Ultimately, green talent management fosters a culture of sustainability, driving consistent and measurable advancements in environmental performance [7,8,9].
Integrating eco-friendly practices into talent management processes such as recruitment, training, and performance evaluations helps build a robust green culture within organizations. By attracting and nurturing employees who resonate with environmental values and sustainability goals, and by acknowledging and rewarding green behaviors, organizations foster a collective sense of environmental responsibility [10,11]. This green organizational culture influences the overall work environment, promoting sustainable practices and green initiatives. When employees embrace the organization’s commitment to environmental responsibility, they are more likely to demonstrate supportive behaviors and attitudes, thereby improving the organization’s green performance [8,12,13].
Furthermore, implementing green talent management strategies can directly contribute to the development of an organizational citizenship behavior (OCB). When employees recognize that their organization values and promotes environmental sustainability, they are more likely to demonstrate green OCB, such as voluntarily participating in eco-friendly activities, encouraging green practices among coworkers, and taking extra measures to reduce the organization’s environmental impact. This positive feedback loop between green talent management, green culture, and green OCB enhances the organization’s overall green performance and its ability to meet sustainability goals [14,15].
Sustainability and green performance are influenced not only by internal factors but also by various external elements such as regulatory policies, market demand, technological advancements, and stakeholder pressure. These external factors play a crucial role in shaping an organization’s strategic decisions and operational practices. Regulatory policies enforce environmental compliance, pushing companies to adopt sustainable measures to avoid legal repercussions. The market demand for environmentally friendly products and services encourages businesses to innovate and embrace greener technologies to satisfy consumer preferences [1]. Technological progress offers new methods for optimizing resource use and minimizing pollution. Additionally, pressure from stakeholders, including investors, customers, and advocacy groups, drives organizations to improve their environmental performance and transparency. Together, these factors necessitate the integration of sustainability into organizational strategies, resulting in enhanced green performance and long-term success [16,17].
The resource-based view (RBV) theory elucidates how a firm’s internal resources and capabilities contribute to its competitive edge. It highlights green talent—individuals proficient in and dedicated to sustainability—as a valuable, rare, and hard-to-replicate resource that firms can use for sustained advantage. A robust green culture, characterized by shared sustainability values and norms, attracts and retains such talent by integrating sustainability into core operations and behaviors [18]. Additionally, RBV underscores the importance of green OCB, where employees voluntarily engage in activities that support sustainability, thereby improving organizational effectiveness and reputation. This aligns with RBV’s emphasis on leveraging unique internal resources to achieve superior performance [19,20].
The current literature on green talent management primarily focuses on its direct impact on green performance. However, there is a significant gap in understanding the mechanisms through which green talent management influences green performance. Specifically, the roles of green organizational culture and OCB as mediating factors remain underexplored. Previous studies have largely overlooked the complex interplay between these mediating variables and green talent management, leading to a fragmented understanding of how green performance can be effectively enhanced within organizations [21,22]. Additionally, while the resource-based view (RBV) theory has been applied to understand competitive advantage through inimitable resources, there is limited research addressing how other RBV dimensions, such as value and rarity, interact with green talent management, organizational culture, and OCB in driving green performance. This study aims to fill these research gaps by investigating the mediating roles of green organizational culture and green OCB in the relationship between green talent management and green performance within tourism and hospitality organizations. By doing so, this study provides a more nuanced understanding of how green talent management translates into improved green performance. Furthermore, by incorporating the RBV theory’s dimensions of value and rarity, this study offers a comprehensive framework that integrates both internal and external factors influencing sustainability.
These gaps raise the following question: How do green organizational culture and green organizational citizenship behaviors mediate the relationship between green talent management and green performance within tourism and hospitality organizations? The study’s specific objectives are (A) to assess the impact of green talent management on green performance, green organizational culture, and green OCB; (B) to investigate the influence of green organizational culture and green OCB on green performance; and (C) to examine the mediating role of green organizational culture and green OCB in the relationship between green talent management and green performance within tourism and hospitality organizations.
By addressing these objectives, this study not only fills existing research gaps but also offers a comprehensive framework for understanding and enhancing green performance in tourism and hospitality organizations. This integrated approach ensures a deeper understanding of the complex relationships and mechanisms at play, ultimately contributing to more effective and sustainable management practices in the industry.

2. Literature Review and Hypothesis Development

2.1. The Effect of Green Talent Management on Green Performance

Green talent management encompasses the methodologies and approaches that organizations employ to recruit, nurture, and retain personnel capable of advancing the organization’s environmental sustainability objectives [15]. Additionally, green performance denotes the environmental results and influence of an organization’s activities, offerings, and services [23]. It embeds sustainability into recruitment, development, and retention procedures, significantly influencing organizational green performance, particularly in sectors like tourism and hospitality where sustainability provides a competitive edge. It ensures that employees receive comprehensive training in energy efficiency, waste management, and sustainable customer service, thereby enhancing environmental performance. This education fosters greater employee engagement and commitment to sustainability initiatives [24,25]. By integrating sustainability into recruitment, training, and performance evaluation, organizations cultivate a workforce that is deeply invested in environmental objectives, encouraging proactive adoption of green practices. This active participation helps nurture a culture of environmental responsibility throughout the organization [9].
Green talent management stimulates innovation by empowering employees to pioneer sustainable practices. Through training initiatives, employees gain the skills needed to introduce novel solutions that mitigate environmental impacts [15]. Acknowledging and incentivizing green initiatives inspires employees to consistently seek innovative methods, which are essential for maintaining high levels of green performance. These efforts result in operational efficiencies and cost reductions, as trained personnel identify waste, optimize resource usage, and enhance energy efficiency. These cost savings can then be reinvested into further sustainability endeavors, creating a continuous cycle of enhancement and improved performance [4,16]. Hence, the following hypothesis is developed:
H1. 
Green talent management positively affects green performance.

2.2. The Effect of Green Talent Management on Green Organizational Culture

Green organizational culture pertains to the collective values, norms, and beliefs within an organization that prioritize environmental sustainability and steer behaviors towards proenvironmental practices. Studies indicate that green talent management significantly contributes to nurturing and strengthening such a green culture [8]. By embedding green principles into talent management practices, organizations foster a culture where sustainability guides decision making and everyday operations. This approach influences green practices at various levels—from organizational to functional, team, and individual. For instance, implementing green HR practices promotes sustainability within HR departments, while initiatives in green leadership development extend this influence to business units or project teams. Together, these efforts synergistically enhance organizational green performance [4,14]. Transitioning towards a green culture is a gradual and intricate process that requires sustained commitment. Green talent management serves as a powerful mechanism in gradually shaping employee mindsets and behaviors, thereby promoting enduring green norms compared to more directive, compliance-driven approaches [26,27,28].
Green talent management promotes knowledge sharing and collaboration focused on sustainability. Employees identified and developed through these initiatives bring specialized expertise in environmental practices. Their active participation in promoting green initiatives stimulates peer learning and ongoing enhancements in sustainability efforts across different departments and hierarchical levels. From the outset of recruitment, organizations prioritize candidates who demonstrate a commitment to sustainability, integrating these principles into job descriptions and interview processes to attract individuals who share these values [29,30]. During onboarding, organizations reinforce sustainability goals, embedding these values into their core mission. This alignment ensures that all employees embrace and prioritize environmental objectives, fostering a cohesive approach where every role contributes to sustainable practices. As sustainability becomes ingrained in the organizational culture, it influences employee behaviors and mindsets, encouraging proactive engagement in environmental stewardship [31,32].
Green talent management incorporates reward systems such as performance appraisals, bonuses, and recognition programs to incentivize sustainable behavior. These incentives inspire employees to embrace and maintain green practices, progressively embedding sustainability into everyday operations. By nurturing an environment that encourages innovative thinking and problem solving in sustainability, green talent management empowers employees to suggest and execute new green initiatives. This culture of innovation facilitates continuous enhancements in sustainability, reinforcing green values and behaviors across the organization [33,34]. Therefore, the following hypothesis is assumed:
H2. 
Green talent management positively affects green organizational culture.

2.3. The Effect of Green Organizational Culture on Green Performance

A strong green organizational culture significantly shapes employee attitudes, behaviors, and organizational practices, thereby playing a crucial role in influencing environmental performance. It promotes employee engagement in environmentally friendly behaviors such as waste reduction and energy conservation, driven by internalized green values and norms [22,35]. Additionally, a green culture facilitates the development of key organizational capabilities like green innovation and sustainable supply chain management, directly enhancing environmental outcomes. Flexible and resilient green cultures enable organizations to effectively address environmental challenges and meet stakeholder expectations, leading to continual improvements in green performance over time [36].
A green organizational culture fosters continual advancements in sustainability across processes and operations. Employees are encouraged to innovate by adopting efficient technologies, optimizing workflows, and sourcing sustainable materials. These ongoing improvements ensure that operations prioritize environmental responsibility, thereby enhancing overall green performance [37]. In the competitive tourism and hospitality sector, a robust green culture sets organizations apart, appealing to environmentally conscious customers and employees, thereby bolstering market share and financial performance. These organizations are recognized as leaders in sustainability, enhancing their reputation and influence within the industry. Through a commitment to sustainable innovation, they maintain their leadership position, continuously advancing green practices and performance [8]. Therefore, the following hypothesis is suggested:
H3. 
Green culture positively affects green performance.

2.4. The Mediating Role of Green Organizational Culture in the Link between Green Talent Management and Green Performance

Green talent management plays a crucial role in developing organizational green capabilities and cultivating a resilient green culture. By recruiting, nurturing, and retaining employees dedicated to sustainability, it ensures alignment with organizational values and objectives. This alignment embeds sustainability into everyday operations, thereby improving performance metrics such as energy efficiency and waste reduction. A strong green culture establishes norms that promote environmentally responsible behaviors, fostering proactive involvement in sustainability initiatives throughout the organization [9,27].
A green organizational culture institutionalizes sustainable practices across all organizational levels, ensuring that initiatives from green talent management are effectively implemented in daily operations. This integration enhances resource efficiency and minimizes environmental impact, thereby improving overall green performance. Empowered by this culture, employees are actively engaged and committed to sustainability objectives, actively participating in green initiatives. Recognition and incentive systems further incentivize sustainable behaviors, creating a positive cycle of continuous improvement [38]. By embedding sustainability into long-term strategies, green talent management builds essential capabilities for sustained progress. Aligning HR practices with sustainability goals through recruitment, training, and performance evaluations establishes a cohesive green culture that reinforces organizational values, fosters widespread adoption of green practices, and achieves significant environmental benefits [38,39].
Green talent management enriches employees’ knowledge and skills in sustainability through tailored training programs, cultivating dedication to organizational green objectives. Facilitated by a green organizational culture that values and rewards sustainable behaviors, employees feel acknowledged and motivated to actively engage in green initiatives. This involvement fosters innovation and continuous enhancements in green performance, magnifying the effectiveness of green talent management initiatives [15]. Encouraging innovation within a supportive setting empowers employees to propose and implement new sustainability solutions, thereby improving resource efficiency and mitigating environmental impact. Standardizing sustainable practices across the organization, integrated into performance metrics, ensures consistent progress toward sustainability goals. This cultural alignment reinforces sustainable behaviors, leading to consistent advancements in waste reduction, energy efficiency, and emissions reductions, thereby advancing overall sustainability objectives [17]. Hence, the following hypothesis is formulated:
H4. 
Green organizational culture mediates the link between green talent management and green performance.

2.5. The Effect of Green Talent Management on Green Organizational Citizenship Behavior

Green talent management promotes and facilitates green OCB, encompassing voluntary actions that advance environmental sustainability beyond formal job duties. Leaders and managers who champion sustainability initiatives serve as role models, inspiring others to emulate their commitment. Integrating sustainability into organizational norms and practices through talent management fosters a cultural environment where green behaviors are esteemed and are actively promoted. This cultural influence encourages employees to embrace and advocate for sustainable practices, thereby enhancing the organization’s environmental objectives and overall green performance [8,40,41].
Effective green talent management practices cultivate trust and dedication among employees towards the organization’s sustainability objectives. When employees perceive the organization’s sincere commitment to environmental sustainability, they are more inclined to engage in green OCB. This commitment is reinforced through transparent communication, involvement in sustainability-related decision-making processes, and acknowledgment of employees’ contributions to environmental stewardship [1,7]. Integrating sustainability into talent management practices inspires employees to embrace green OCB. They recognize their roles as contributing not only to organizational success but also to broader environmental and societal goals. This intrinsic motivation drives them to actively promote and support sustainable practices within the workplace [15,17].
Green talent management nurtures a culture where sustainability becomes deeply rooted in organizational values and norms. This cultural integration motivates employees to engage in green OCB as they align with the organization’s sustainability goals. It establishes a supportive atmosphere where employees feel empowered and motivated to initiate actions that enhance environmental stewardship [4,12]. Hence, the following hypothesis is suggested:
H5. 
Green talent management positively affects green organizational citizenship behavior.

2.6. The Effect of Green Organizational Citizenship Behavior on Green Performance

Green OCB significantly boosts green performance by motivating employees to undertake voluntary actions that advance sustainability initiatives. Engaged in green OCB, employees directly contribute to achieving and surpassing sustainability goals, such as lowering energy usage and promoting eco-friendly practices. These proactive contributions are pivotal in meeting environmental objectives and enhancing overall sustainability performance across organizations [42,43]. Green OCB enhances resource efficiency and reduces operational costs by encouraging employee participation in sustainability initiatives. This proactive engagement results in decreased energy consumption, improved resource utilization, and the adoption of eco-friendly practices, thereby lowering environmental impact and operational expenses [44]. Additionally, organizations gain from improved corporate reputation and brand perception, as employees’ active involvement in sustainability efforts demonstrates a strong commitment to environmental responsibility to stakeholders such as customers, investors, and the community [45].
Green OCB promotes innovation and ongoing advancements in sustainability by empowering employees to suggest novel ideas and initiatives. This involvement nurtures a culture where employees actively contribute to enhancing green performance through innovative technologies, processes, and strategies. Moreover, fostering green OCB improves job satisfaction and enhances employees’ sense of purpose, thereby fostering greater engagement and commitment to organizational objectives. This, in turn, can result in heightened productivity, reduced turnover rates, and a more conducive work environment [46,47]. Therefore, the following hypothesis is assumed:
H6. 
Green organizational citizenship behavior positively affects green performance.

2.7. The Mediating Role of Green Organizational Citizenship Behavior in the Link between Green Talent Management and Green Performance

Green talent management strives to attract, develop, and retain employees dedicated to sustainability, supported by training, aligned performance evaluations, and incentives for eco-friendly behaviors [48]. Green OCB enhances these initiatives as employees voluntarily participate in sustainability efforts beyond their job roles [47]. Effective green talent management nurtures a culture that values environmental actions, motivating employees to actively engage in green projects and advocate for sustainable practices. This alignment with organizational objectives bolsters motivation and commitment, leading to enhancements in energy efficiency, waste reduction, and overall environmental performance [7,44]. Green OCB contributes to improved green performance by ensuring the consistent adoption of sustainability practices across the organization. It stimulates ongoing enhancements through innovative solutions and collaborative efforts across departments, effectively translating strategies from green talent management into measurable environmental and business achievements [43,49].
Green talent management emphasizes the recruitment of environmentally conscious individuals, providing them with training in sustainable practices, and integrating sustainability into performance evaluations [12,15]. This approach strengthens employees’ dedication to sustainability, fostering green OCB. Green OCB encompasses employees’ voluntary engagement in activities such as resource conservation, proposing sustainable enhancements, and actively participating in eco-friendly initiatives [44]. These actions drive the achievement of green performance goals by enhancing operational efficiencies, minimizing waste, and promoting eco-friendly innovations. The outcomes include tangible benefits such as cost savings, compliance with regulations, and an enhanced environmental reputation. Green OCB plays a pivotal role in mediating these effects, ensuring that investments in green talent management strategies result in measurable advancements in sustainable practices and overall environmental outcomes [9,50]. Therefore, the following hypothesis is developed:
H7. 
Green organizational citizenship behavior mediates the link between green talent management and green performance.

3. Methodology

3.1. Participants and Procedures

The research participants were employees from travel agencies in Saudi Arabia. The complexity of the model being tested affects the required sample size. For example, structural equation modeling (SEM) needs a larger sample to provide stable and reliable parameter estimates. According to Hair et al. [51], the recommended sample size for a study should be 10 to 20 times the number of latent constructs. With the questionnaire in this study containing 31 items and five latent constructs, a sample size of 310 to 620 participants was deemed appropriate. Generally, a larger sample size is preferred to reduce the potential for bias [51]. Additionally, higher response variability necessitates a larger sample size to maintain the same level of statistical power. Understanding the expected data variance helps refine the sample size calculation. Larger sample sizes are needed to narrow wider confidence intervals, ensuring more precise population parameter estimates. Data from employees at travel agencies Saudi Arabia were gathered using convenience sampling. They filled out the questionnaire after work and returned it in a sealed envelope. To minimize response bias, participants were assured of the anonymity of their responses. Using sealed envelopes highlighted confidentiality, encouraging honest and accurate answers without fear of judgment or repercussions. Follow-up procedures, such as sending reminders and providing additional participation opportunities, were also implemented to include as many participants as possible, thereby reducing the differences between respondents and nonrespondents. The questionnaire was designed neutrally, avoiding leading or loaded questions that could influence responses, ensuring unbiased and genuine answers from participants. Participation was voluntary, and no compensation was offered. From January 2024 to April 2024, a total of 1733 paper questionnaires were distributed after obtaining approval from general managers. Of these, 1380 questionnaires were returned. After excluding 104 incomplete questionnaires, 1276 were eligible for statistical analysis, resulting in a response rate of 73.6%.

3.2. Measures

This study gathered its primary data through a questionnaire structured into five main sections. The first section assessed green talent management (GTM) with 14 items adapted from Ogbeibu et al. (2022) [28]. Sample items included “My organization cares about my wellbeing and offers considerable support for my welfare when executing green centred initiatives” and “My organisation offers green training, workshop opportunities, coaching and courses that advance my knowledge on how to foster environmental sustainability”. The second section comprised green organizational culture (GOC), assessed using 5 items adapted from Masri and Jaaron (2017) [52]. For example, “Top management actively support environmental practices” and “Organizational vision/mission statements include environmental concern”. Additionally, the third section comprised green organizational citizenship behavior (GOCB), assessed with 7 items drawn from Pham et al. (2018) and Hameed et al. (2020) [53,54]. For example, “I suggest new practices that could improve the environmental performance of my organization” and “I encourage my colleagues to adopt more environmentally conscious behavior”. The fourth section encompassed green performance (GP), evaluated using 5 items sourced from Zhao and Huang (2022) and Bani-Melhem et al. (2022) [55,56], for example, “The business activities significantly reduced overall costs” and “The business activities significantly reduced the lead times”. The fifth section covered participants’ demographic characteristics, including gender, age, educational level, and years of experience.
To ensure the questionnaire’s validity and reliability, content validity assessments and expert reviews were conducted. Ten professors from tourism and hotel management faculties, along with five experts from tourism and hospitality organizations in Saudi Arabia, evaluated the questionnaire. Additionally, a pilot study was performed with 48 employees from travel agencies in Saudi Arabia. The reliability of the final questionnaire, as determined from the pilot study data, ranged from 0.791 to 0.911 across the 30 items.

3.3. Data Analysis

The choice of the Smart PLS method with SEM for data analysis offers several advantages. It falls under SEM, a robust framework for analyzing complex relationships and testing theoretical models. PLS-SEM is particularly adept with intricate models, handling both reflective and formative measurement models. It supports prediction and exploration, making it suitable for developing theories or exploring less-defined structures. PLS-SEM excels with smaller sample sizes, is robust against assumptions of multivariate normality, and mitigates multicollinearity issues. Researchers can conduct comprehensive analyses, including measurement and structural model assessments, path and mediation analyses, crucial for hypothesis testing [51]. Opting for the Smart PLS method using partial least squares structural equation modeling (PLS-SEM V.4) is highly appropriate for this study. PLS-SEM excels in handling complex models with numerous constructs and indicators, performs well with small sample sizes, and is adept at managing both formative and reflective measurement models. Its extensive use in fields such as tourism, hospitality, and marketing underscore its reliability and validity. Research in these areas has effectively employed PLS-SEM to examine intricate relationships and validate theoretical frameworks, offering valuable insights into causal relationships and mediating effects [4,8,19,24,49,56].

4. Results

4.1. Demographic Characteristics of the Participants

Table 1 outlines the demographic characteristics of the sample. The majority of participants were male, representing 61.9% of the sample, while females accounted for 38.1%. Regarding age distribution, 37.4% of participants were under 45 years old, and 28.7% were between 45 and 55 years old. Most participants held a bachelor’s degree, making up 72.5% of the sample. Additionally, 34.7% of the participants reported having 10 to 15 years of work experience, and 31.2% had between 5 and 10 years of work experience.

4.2. Measurement Model

Reliability was assessed using composite reliability (CR) and Cronbach’s alpha, with factor loadings above 0.7 being retained. The average variance extracted (AVE) and CR values are critical for assessing the scale’s validity. As noted by Hair et al. (2021) [51], an AVE value of 0.5 or higher is considered acceptable, and the results met this criterion (please see Appendix A). The CR values for each variable should be greater than 0.7, and the results in the same table met this criterion as well. The Cronbach’s alpha value was calculated to be 0.7, and the values for all variables in the study substantially exceeded this threshold (please see Appendix A).
Multicollinearity evaluates the extent to which a variable can be explained by other variables in the analysis, aiming to identify significant collinearity among predictor variables that could bias path coefficients. Multicollinearity limits the magnitude of the regression value and complicates the interpretation of each independent variable. To assess multicollinearity, variance inflation factors (VIFs) should be less than 5. The study found all VIF values to be below 5, indicating no collinearity. Two approaches were used: examining links between independent variables over 0.80, and calculating VIF and tolerance levels. VIF values ranged from 1.745 to 2.332 and TOL values from 0. 0.551 to 0.812, confirming no collinearity in the structural model (please see Appendix A). Confirmatory factor analysis was utilized to validate the overall factor structure of the variables. The goodness-of-fit indices demonstrated a good fit between the model and the data, with CMIN/DF = 1.561, GFI = 0.966, CFI = 0.949, IFI = 0.954, NFI = 0.944, TLI = 0.951, and RMSEA = 0.018, all indicating a satisfactory alignment [51]. The study also used the heterotrait–monotrait (HTMT) ratio to ensure discriminant validity, which recommends values below 0.90. The results in Table 2 show that the HTMT ratio values for all variables were well below this threshold. This indicates that the relationships among items from different constructs are weaker compared to the relationships among items within the same constructs, confirming discriminant validity. In addition, the Fornell–Larcker criteria, presented in Table 3, were used to assess discriminant validity. The results demonstrate that the square roots of the average variance extracted (AVE) for all variables exceed their highest correlations with any other variable, thereby further supporting the presence of discriminant validity.

4.3. Structural Model Assessment

Table 4 was used to analyze the impact of green talent management (GTM) on green performance (GP), green organizational culture (GOC), and green organizational citizenship behavior (GOCB), utilizing path coefficient analysis (β), standard error (S.E.), critical ratio (C.R.), and p-values. The results showed significant and positive effects of GTM on GP (β = 0.588, p-value = 0.000), GOC (β = 0.388, p-value = 0.000), and GOCB (β = 0.448, p-value = 0.000). Consequently, hypotheses H1, H2, and H5 are supported. Moreover, the results showed a significant and positive effect of GOC on GP (β = 0.502, p-value = 0.000), supporting H3. Furthermore, the findings indicated that GP is significantly and positively affected by GOCB (β = 0.480, p-value = 0.000), thus supporting H6.

4.4. Mediation Analysis

Table 5 presents a mediation analysis that examines the roles of GOC and GOCB as mediators between GTM and GP. The results revealed that GOC partially mediates the relationship between GTM and GP, with a β coefficient of 0.363 and a p-value of 0.000, supporting hypothesis H4. Additionally, the findings confirmed that GOCB partially mediates the relationship between GTM and GP, with a β coefficient of 0.256 and a p-value of 0.000, thus supporting hypothesis H7.

5. Discussion

This study aimed to investigate the impact of GTM on GP, GOC, and GOCB, as well as to explore the mediating roles of GOC and GOCB in the relationship between GTM and GP. A quantitative approach was used, with data collected via a questionnaire administered to travel agencies in Saudi Arabia. The results supported the proposed research model and all its hypotheses. The results indicated that green talent management has a significant and positive effect on green performance. Green talent management is crucial for integrating sustainability into recruitment, development, and retention strategies, particularly beneficial in industries like tourism and hospitality. This approach ensures that employees are well trained in sustainable practices such as energy efficiency and waste management, fostering stronger environmental commitment and engagement [24,25]. As Umair et al. [15] highlighted, organizations can implement new sustainable solutions that reduce environmental impact by promoting innovation and empowering talents through training.
The significant and positive effect of green talent management on green organizational culture has been proved. Green talent management acts as a transformative force, gradually shaping employee mindsets and behaviors towards enduring green norms, distinct from compliance-focused approaches as indicated by Roscoe et al. [26] and Aggarwal and Agarwala [27]. Leone et al. [31] and Al-Swidi et al. [32] revealed that embedding sustainability into recruitment, onboarding, and performance incentives ensures organizational alignment with environmental priorities, encouraging proactive environmental responsibility. Malik et al. [33] and Ejibe et al. [34] also claimed that green talent management’s integration of incentive structures and support for innovative thinking empowers employees to propose and implement new green initiatives, fostering ongoing sustainability improvements and reinforcing green values throughout the organization.
In addition, the results highlighted the significant and positive effect of green organizational culture on green performance. A robust green organizational culture significantly influences employee behaviors and organizational practices, playing a pivotal role in improving environmental performance [22,35]. Abbas and Khan [36] and Al-Romeedy [8] reported that green culture also cultivates organizational capabilities like green innovation and sustainable supply chain management, directly enhancing environmental outcomes and resilience to environmental challenges.
Moreover, green talent management has a significant and positive effect on green organizational citizenship behavior, as results confirmed. Green talent management promotes and facilitates green OCB, encouraging employees to go beyond their formal job duties to support environmental sustainability, as confirmed by Ma et al. [40] and Al-Romeedy [8,41]. Odugbesan et al. [7] and Gaafar et al. [1] stated that effective green talent management builds trust and commitment among employees towards sustainability goals, fostering engagement in green OCB. Transparent communication, involvement in sustainability decision making, and recognition of employee contributions further strengthen this commitment. Abdelhamied et al. [4], Umair et al. [15], and Paillé [17] mentioned that organizations inspire intrinsic motivation among employees to engage in green OCB, aligning their roles with broader environmental and societal goals by embedding sustainability into talent management practices.
Further, the results reported that green organizational citizenship behavior significantly and positively affects green performance. Green OCB significantly enhances green performance by motivating employees to engage in discretionary actions that support sustainability initiatives according to Patwary et al. [42] and Priyadarshini et al. [43]. Chen et al. [46] and Amrutha and Geetha [47] demonstrated that green OCB also fosters innovation by empowering employees to propose and implement new ideas, technologies, and strategies that advance sustainability goals. This involvement boosts job satisfaction, engagement, and organizational commitment, contributing to a positive work environment and improved productivity.
Finally, the results found that green talent management has a positive impact on green performance, and this effect is partially mediated by factors such as green organizational culture and green organizational citizenship behavior. Green organizational culture and green organizational citizenship behavior only partially mediate this relationship, indicating that there may be other factors at play as well. In addition, this implies that these factors play a role in enhancing the positive influence of green talent management on green performance. Partial mediation means that both the direct effect of the independent variable on the dependent variable and the indirect effect through the mediator are significant. In other words, while the mediator partially explains the relationship between the independent and dependent variables, there is still a direct effect that remains significant even after accounting for the mediator.

6. Theoretical Implications

The findings of this research contribute to advancing and refining the resource-based view (RBV) theory in several ways. The traditional resource-based view (RBV) emphasizes utilizing internal resources for competitive advantage. This study expands RBV by incorporating environmental sustainability, showing that green talent management can enhance green performance and lead to a long-term competitive edge. RBV asserts that resources need to be valuable, rare, inimitable, and nonsubstitutable (VRIN) to sustain competitive advantage. This study highlights the importance of green organizational culture and organizational citizenship behavior (OCB) in making green talent management inimitable. These cultural and behavioral elements are unique to each organization and are challenging for competitors to copy, thus supporting the inimitability aspect of the RBV framework.
Additionally, this study addresses existing gaps by examining the value and rarity aspects of green talent management. It illustrates that employees with strong environmental values are both valuable for achieving organizational green objectives and rare, as not all organizations possess the foresight or capability to develop such talent effectively. This analysis enhances the theoretical framework of RBV by demonstrating how green talent aligns with these essential criteria. Through empirical testing of the mediating effects of green organizational culture and organizational citizenship behavior (OCB), this study provides strong evidence supporting RBV assumptions. It confirms that intangible resources like organizational culture and employee behaviors are crucial in transforming green talent management into tangible green performance results. Most RBV research has concentrated on manufacturing and technology sectors. This study expands RBV’s applicability by applying it to the tourism and hospitality industry, demonstrating how RBV principles can be leveraged to gain a competitive edge in service-oriented sectors through sustainable practices.
In summary, this study enhances RBV theory by incorporating environmental sustainability concepts, emphasizing the role of unique cultural and behavioral factors, and offering empirical evidence from the tourism and hospitality industry. It deepens the understanding of how internal resources, especially green talent, contribute to sustainable competitive advantage, thereby advancing both the theoretical and practical applications of RBV.

7. Practical Implications

This study offers practical implications tailored for tourism and hospitality businesses, aiming to enhance sustainability and overall performance. To bolster green talent management, tourism and hospitality organizations should weave sustainability criteria into their recruitment processes from the outset. Job postings should underscore the significance of environmental responsibility, and interview questions should gauge candidates’ dedication to sustainable practices. Organizations should also prioritize continuous education and professional development, offering workshops, online courses, and certifications focused on green tourism and hospitality management. Encouraging employees to attend industry conferences and sustainability seminars can broaden their expertise and spark innovative thinking. Establishing clear career paths with roles specifically dedicated to sustainability, such as Sustainability Manager or Green Officer, can further incentivize employees to commit to long-term careers within the organization.
Creating a green organizational culture requires integrating sustainability into the company’s core values and daily activities. Leadership should set an example by demonstrating eco-friendly practices and prioritizing sustainability in their decision-making processes. Regular communications from top management about the significance of sustainability will reinforce this commitment. Integrating sustainability objectives into performance evaluations and rewarding employees for their green contributions can enhance engagement and accountability. Additionally, forming green teams or committees to lead environmental initiatives and encourage staff participation fosters a sense of shared responsibility. Hosting regular sustainability workshops and maintaining internal newsletters or intranet sites focused on green topics will keep employees informed and engaged with the organization’s sustainability objectives.
To foster green organizational citizenship behavior (GOCB), tourism and hospitality organizations should cultivate an environment that encourages and acknowledges voluntary eco-friendly actions. Implementing initiatives such as recycling competitions, energy-saving challenges, and volunteer opportunities for environmental conservation projects can inspire employees to engage in green activities. Providing resources like recycling bins, bike racks, and incentives for using public transportation can facilitate sustainable practices among staff. Recognizing and celebrating employees who exhibit outstanding green behaviors through awards, certificates, or public acknowledgment can further promote GOCB. Additionally, involving employees in the decision-making processes related to sustainability initiatives can enhance their sense of ownership and commitment to the organization’s green efforts.
Enhancing green performance necessitates a comprehensive strategy that embeds sustainability into every facet of the organization’s operations. Regular environmental audits are essential for pinpointing areas for improvement and establishing benchmarks to track progress. Adopting energy-efficient technologies, such as LED lighting, smart thermostats, and renewable energy systems, can significantly lower the organization’s carbon footprint and reduce operational expenses. Waste reduction programs, including composting and recycling initiatives, along with sourcing sustainable products and services, further contribute to improved green performance. Achieving green certifications like LEED (Leadership in Energy and Environmental Design) or Green Key underscores the organization’s dedication to sustainability and can attract environmentally conscious customers. Additionally, monitoring key performance indicators (KPIs) related to energy consumption, water use, waste management, and overall environmental impact provides crucial insights for ongoing enhancement and sustainability.
In summary, tourism and hospitality organizations can greatly advance their sustainability initiatives by concentrating on green talent management, nurturing a green organizational culture, promoting green organizational citizenship behavior, and enhancing green performance. By embedding sustainability into recruitment, training, and career development, organizations can cultivate a workforce dedicated to environmental stewardship. Establishing a green organizational culture through leadership, consistent communication, and active employee involvement ensures that sustainability becomes a fundamental business value. Encouraging green organizational citizenship behavior by providing opportunities for voluntary eco-friendly actions and recognizing employee contributions fosters a shared sense of responsibility. Moreover, improving green performance through regular environmental audits, adopting energy-efficient technologies, and obtaining green certifications can significantly reduce environmental impact and boost operational efficiency. By implementing these strategies, tourism and hospitality organizations can establish themselves as sustainability leaders, attract eco-conscious customers, and contribute to a greener future for the industry.

8. Limitations and Future Research

As with any study, this research has its limitations. One notable limitation is the possibility of sampling bias. This study likely concentrated on tourism and hospitality businesses within a specific geographic area or country, which may limit the generalizability of the findings to businesses in different regions or countries due to variations in cultural, regulatory, and industry factors. Future research should aim to broaden the sample to encompass a more diverse array of tourism and hospitality organizations across multiple geographical locations. In addition, this study’s cross-sectional research design is another limitation. It examined the relationships between variables at a specific moment in time, which hinders establishing causality and understanding how the constructs interact dynamically over time. Conducting longitudinal studies that monitor changes in these variables over an extended period would offer more comprehensive insights into the underlying processes.
In addition, demographic data revealed a lower proportion of females than males, which may affect the generalizability of the results, as gender differences in attitudes towards green practices may not be fully captured. Future research should aim to achieve a more balanced gender representation in the sample. This could involve targeted recruitment strategies to ensure equal participation of male and female employees. Additionally, future studies could explore gender-specific attitudes and behaviors towards green practices to provide a more comprehensive understanding of how these differences impact the implementation and effectiveness of such practices in the workplace.
Furthermore, this study did not fully address the complexity of the relationships. While the proposed model considers the mediating roles of green organizational culture and green organizational citizenship behavior, there may be other significant factors influencing the connection between green talent management and green performance. Subsequent research could investigate additional mediators or moderators, such as organizational structure, leadership styles, or specific characteristics of the industry. In addition, this study may not fully encompass the distinctive aspects of the tourism and hospitality industry. Variables such as seasonality, customer demographics, and the breadth of services offered can influence the implementation and outcomes of green talent management practices. Future research should investigate how these industry-specific factors affect the relationship between green talent management and green performance. Comparative studies across diverse sectors within tourism and hospitality, such as hotels, restaurants, travel agencies, airlines, and tour operators, could offer insights into how various factors influence the effectiveness of green talent management. This approach would facilitate the customization of strategies to meet the specific requirements and dynamics of each segment, thereby enhancing overall green performance outcomes.
This study, while emphasizing inimitability in achieving competitive advantage through green talent management, organizational culture, and OCB, may underrepresent other important dimensions of the resource-based view (RBV) theory, such as the value and rarity of resources. Future research should explore the dimensions of value and rarity within the context of green talent management, organizational culture, and OCB. This could involve investigating how uniquely valuable and rare green practices and resources contribute to sustainable competitive advantage, providing a more holistic understanding of the RBV framework in the context of environmental sustainability.
Finally, this study’s application of the resource-based view (RBV) theory, while innovative, may be limited by the RBV’s traditional focus on internal resources, potentially overlooking external factors such as regulatory changes and market dynamics that could influence sustainability. Future research should integrate external factors into the analysis by combining the RBV with other frameworks that consider external influences. This would provide a more comprehensive understanding of how both internal resources and external factors collectively impact organizational sustainability.

Author Contributions

S.M.A. and F.A.A.; methodology, S.M.A., E.M.A. and A.A.A.; software, A.A.A. and F.A.A.; validation, S.M.A., E.M.A. and A.A.A.; formal analysis, F.A.A. and A.A.A.; investigation, F.A.A., S.M.A. and E.M.A.; resources, S.M.A.; data curation, A.A.A.; writing—original draft preparation, A.A.A., E.M.A. and S.M.A.; writing—review and editing, S.M.A., F.A.A. and A.A.A.; visualization, E.M.A.; supervision, E.M.A.; project administration, A.A.A. and S.M.A.; funding acquisition, F.A.A. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Informed consent was obtained from all subjects involved in the study.

Data Availability Statement

The data presented in this study are available on request from the corresponding authors.

Conflicts of Interest

The authors declare no conflicts of interest.

Appendix A

VariablesFactor LoadingsCronbach’s AlphaCRAVECollinearity Statistics
ToleranceVIF
Green Talent Management (GTM) 0.7920.9680.6890.6541.745
GTM10.787
GTM20.822
GTM30.873
GTM40.799
GTM50.805
GTM60.833
GTM70.793
GTM80.884
GTM90.806
GTM100.892
GTM110.852
GTM120.808
GTM130.822
GTM140.842
Green Organizational Culture (GOC) 0.8020.9060.6600.5512.332
GOC10.882
GOC20.827
GOC30.781
GOC40.776
GOC50.793
Green Organizational Citizenship Behavior (GOCB) 0.7880.9330.6690.7911.994
GOCB10.871
GOCB20.822
GOCB30.871
GOCB40.799
GOCB50.801
GOCB60.774
GOCB70.782
Green Performance (GP) 0.8140.9030.6530.8121.783
GP10.769
GP20.811
GP30.835
GP40.783
GP50.841

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Table 1. Participants’ characteristics.
Table 1. Participants’ characteristics.
CharacteristicsFreq.%
GenderMale79061.9
Female48638.1
AgeLess than 25 years312.4
From 25 to less than 35 years29423
From 35 to less than 45 years47737.4
From 45 to less than 55 years36628.7
55 years and above1088.5
Educational levelMedium level27421.5
Bachelor92572.5
Postgraduate776
Years of experienceLess than 5 years20215.8
From 5 to less than 10 years39831.2
From 10 to less than 15 years44234.7
15 years and above23418.3
Total1276100
Table 2. Heterotrait- monotrait (HTMT) ratio.
Table 2. Heterotrait- monotrait (HTMT) ratio.
ConstructGTMGOCGOCBGP
GTM
GOC0.556
GOCB0.4980.530
GP0.6210.5580.631
Table 3. Fornell–Larcker criteria.
Table 3. Fornell–Larcker criteria.
ConstructGTMGOCGOCBGP
GTM(0.830)
GOC0.562(0.812)
GOCB0.6200.555(0.817)
GP0.4990.5620.561(0.808)
Table 4. Structural model.
Table 4. Structural model.
PathEstimateS.E.C.Rp ValueResult
H1: GTM → GP0.5880.0718.2810.000Supported
H2: GTM → GOC0.3880.0557.0540.000Supported
H3: GOC → GP0.5020.0687.3820.000Supported
H5: GTM → GOCB0.4480.0459.9550.000Supported
H6: GOCB → GP0.4800.0696.9560.000Supported
Table 5. Mediation results.
Table 5. Mediation results.
PathEstimateS.E.C.Rp ValueResult
H4: GTM → GOC → GP0.3630.0715.1120.000Supported
H7: GTM → GOCB → GP0.2560.0683.7640.000Supported
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MDPI and ACS Style

Alkhozaim, S.M.; Alshiha, F.A.; Alnasser, E.M.; Alshiha, A.A. How Green Performance Is Affected by Green Talent Management in Tourism and Hospitality Businesses: A Mediation Model. Sustainability 2024, 16, 7093. https://doi.org/10.3390/su16167093

AMA Style

Alkhozaim SM, Alshiha FA, Alnasser EM, Alshiha AA. How Green Performance Is Affected by Green Talent Management in Tourism and Hospitality Businesses: A Mediation Model. Sustainability. 2024; 16(16):7093. https://doi.org/10.3390/su16167093

Chicago/Turabian Style

Alkhozaim, Sultan Mohammed, Fatimah Abdulaziz Alshiha, Emad Mohammed Alnasser, and Ahmed Abdulaziz Alshiha. 2024. "How Green Performance Is Affected by Green Talent Management in Tourism and Hospitality Businesses: A Mediation Model" Sustainability 16, no. 16: 7093. https://doi.org/10.3390/su16167093

APA Style

Alkhozaim, S. M., Alshiha, F. A., Alnasser, E. M., & Alshiha, A. A. (2024). How Green Performance Is Affected by Green Talent Management in Tourism and Hospitality Businesses: A Mediation Model. Sustainability, 16(16), 7093. https://doi.org/10.3390/su16167093

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