Sustainable personnel management in the hospitality industry: Enhancing organizational performance through employee engagement and commitment

Abstract

Purpose: This study investigates the relationships between sustainable personnel management practices, employee engagement, organizational commitment, and organizational performance in the hospitality industry, focusing on hotels and restaurants. Methodology: A mixed-methods approach was employed, combining quantitative surveys of 500 hospitality employees with qualitative interviews of 20 HR managers and sustainability officers. Structural equation modeling was used to analyze the quantitative data, while thematic analysis was applied to the qualitative data. Results: The study identifies key drivers of sustainability in personnel management, including employee training and involvement in green initiatives. Implementing sustainable personnel management practices is associated with improved employee engagement, organizational commitment, and organizational performance. The research also highlights challenges and opportunities in implementing sustainable practices in the hospitality industry. Theoretical contribution: This study extends the existing literature by demonstrating the mediating roles of employee engagement and organizational commitment in the relationship between sustainable personnel management and organizational performance in the hospitality context. Practical implications: The research provides a step-by-step implementation guide and timeline for hospitality managers to integrate sustainable practices into their personnel management systems. It also highlights the importance of technology in supporting sustainable HR practices and overcoming implementation challenges such as resource constraints and lack of awareness. Sustainable Development Goals (SDGs): SDG 8: Decent Work and Economic Growth; SDG 11: Sustainable Cities and Communities; SDG 12: Responsible Consumption and Production