Purpose: This study examines whether Green Human Resource Management (GHRM) practicesgreen recruitment and selection, green training and development, and green performance appraisaltranslate into employee green behavior, and whether green organizational commitment mediates that translation in hotels in South Sulawesi, Eastern Indonesia.
Research Methodology: A cross-sectional survey collected data from 217 employees of three- to five-star hotels in South Sulawesi through purposive sampling. Hypotheses were tested using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4, and indirect effects were assessed through bootstrapping with 5,000 resamples.
Results: Green training and development (β = 0.265) and green performance appraisal (β = 0.152) significantly affect employee green behavior, whereas green recruitment and selection does not (β = 0.099; p = 0.095). All three practices significantly influence green organizational commitment, the strongest single predictor of green behavior (β = 0.360). Commitment shows indirect-only (full) mediation for the recruitment path and complementary (partial) mediation for the training and appraisal paths; the model explains 50.4% of the variance in green behavior.
Conclusions: GHRM promotes green behavior primarily by strengthening employees’ commitment to organizational environmental goals rather than merely enforcing compliance.
Limitations: The cross-sectional design, self-reported data, and purposive single-province sample limit causal inference, introduce potential response bias, and constrain generalizability.
Contributions: This study proposes a novel Green Commitment-Mediated HRM Framework, extending AMO and Social Exchange theories by explaining how green organizational commitment mediates the effects of distinct GHRM practices on employee green behavior.