Ghulam Kalsoom

Green human resource management (GHRM) is bringing positive transformations in business and society, as well as challenges for hotels. Drawing from social cognitive theory (SCT), this study examined green HRM with environmental and social performance. Significantly, this paper also used organizational green culture as a mediation variable. This empirical study employed a quantitative research method. Data were collected from 155 employees working in Pakistan’s hotels. The results demonstrate that green HRM (t-statistic value = 9.676, p-value = 0.000) is positively related to organizational green culture. In addition, organizational green culture (t-statistic value = 11.254, p-value = 0.000, t-statistic value = 16.882, p-value = 0.000) has a significant effect on environmental and social performance. Moreover, organizational green culture fully mediated the relationship between green HRM and environmental performance (t-statistic value = 5.444, p-value = 0.000). Finally, organizational green culture fully mediated the relationship between green HRM and social performance (t-statistic value = 7.218, p-value = 0.000).

Acknowledgment
This work is partially funded under FaME TBU No. IGA/FaME/2023/012 “Closed and open innovations: role of human resource, servant leadership, digitalisation, and uncertainty.” Authors would like to thank Prof. Rasa Smaliukienė for partially funding this research. This work also acknowledged Grant No.FSR-FORD 5-6/2022-23/FaME/006 “Linking stakeholder pressure, green HRM application and competitive advantage in the hotel industry.”

Type of the article: Research Article

Abstract
Drawing upon stakeholder theory, this paper aims to examine the link between servant leadership and corporate social responsibility (CSR) through organizational ethical culture as a mediation mechanism. The study deployed a quantitative method. Data were collected through a survey of 261 hotel managers, employees, and top managers at 12 hotels in major cities within the provinces of Balochistan, Khyber Pakhtunkhwa, Punjab, and Sindh, Pakistan, from January to May 2025. Hotels were chosen due to their active engagement in CSR and commitment toward sustainability. This study used SmartPLS 4.0 for data analysis with the PLS-SEM technique. The data revealed that servant leadership (t-statistic value 30.746, p-value 0.000) has a significant relationship with CSR implementation. Additionally, servant leadership (t-statistic value = 37.26, p-value = 0.000) is significantly related to organizational ethical culture. The findings indicate that organizational ethical culture (t-statistic value = 9.057, p-value = 0.000) is positively associated with CSR implementation. Finally, organizational ethical culture (t-statistic value 8.718, p-value 0.000) mediates the linkages between servant leadership and CSR implementation. This study contributes to the body of knowledge by integrating leadership-CSR domains as well as offering a unique and under-explored context, such as the hotel industry in South Asia, with a particular focus on Pakistan. These findings provide valuable insights to practitioners and leaders in the hotel sector by devising their CSR initiatives as a mindset of implementation rather than merely policy or practice.

Acknowledgment
We are thankful to the Internal Grant Agency of FaME TBU No. IGA/FaME/2025/010. Project Title: “Enterprise Performance and Innovation: The Role of Corporate Social Responsibility, Digitalization, Servant Leadership, and Uncertainty”.
This scientific work was supported by the Tomas Bata University in Zlin (IGA/FaME/2025/010).