Kadek Dwi Putri Mawarni, Ni Kade Juli Rastitiati

The Effect of Green Human Resource Management and Green Organizational Culture on Employee Green Behavior at a Resort in Bali

Introduction

The effect of green human resource management and green organizational culture on employee green behavior at a resort in bali. This study examines how Green Human Resource Management and Green Organizational Culture positively impact employee green behavior at a Bali resort, highlighting sustainability improvements.

Abstract

This study aims to determine the influence of green human resource management and green organizational culture on employee green behavior. The sampling method used was purposive sampling with 87 respondents who were employees of ABC Bali Resort. Data collection was carried out using a questionnaire that had been tested for validity and reliability. The data analysis techniques used in this study were multiple linear regression, t-test, F-test, correlation coefficient, and coefficient of determination. The result shows that green human resource management has a positive and significant effect on employee green behavior, green organizational culture has a positive and significant effect on employee green behavior, and green human resource management and green organizational culture simultaneously have a significant effect on employee green behavior. The coefficient of determination indicates that both independent variables are able to explain 62.3% of the variation in employee green behavior, while the remaining 37.7% is influenced by other factors not examined in this study. Based on the results of the study, it shows that employee participation in programs that support environmental sustainability is still low. In addition, resources in operations, electricity and water have not been used efficiently and sustainably.

Review

This study offers a timely and relevant investigation into the critical drivers of employee green behavior (EGB) within the specific context of a resort in Bali. The authors effectively delineate their objective to determine the influence of Green Human Resource Management (GHRM) and Green Organizational Culture (GOC) on EGB. Employing a quantitative approach with a purposive sample of 87 employees, the research utilized questionnaires for data collection, ensuring their validity and reliability. The robust statistical analysis, including multiple linear regression, confirms the significant positive effects of both GHRM and GOC on EGB, individually and when considered simultaneously. Notably, the model explains a substantial 62.3% of the variance in EGB, indicating a strong predictive power of the independent variables. The research's strength lies in its clear focus and the empirical validation of established theoretical constructs within a specific industry setting known for its environmental sensitivity. The significant findings reinforce the importance of integrating green practices into HR and fostering an environmentally conscious culture to promote sustainable behaviors among employees. However, the reliance on a single resort and a purposive sampling method, while allowing for in-depth analysis, may limit the generalizability of these findings to a broader population of resorts or other industries. Furthermore, the abstract's additional observations regarding low employee participation in environmental programs and inefficient resource use provide crucial practical context, suggesting that even with positive GHRM and GOC influences, there remain significant implementation gaps that warrant further attention. Given the study's findings, there are clear practical implications for resort management in Bali and similar regions: prioritizing and strengthening both GHRM practices and green organizational culture is paramount for fostering EGB. To address the identified inefficiencies and low participation, managers should consider more robust implementation strategies, active monitoring, and perhaps additional incentives or training. For future research, exploring the 37.7% unexplained variance in EGB could involve examining other individual-level factors (e.g., environmental values, perceived behavioral control) or organizational factors (e.g., green leadership, specific training effectiveness). A qualitative follow-up study could also provide deeper insights into the specific barriers hindering greater employee participation and efficient resource use, offering a more nuanced understanding of how to translate positive influences into consistent, impactful green behaviors.

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