Volume 3, Number 4, February 2022 e-ISSN: 2797-6068 and p-ISSN: 2777-0915
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KEYWORDS Green Organizational Culture, Organizational
Commitment, Green Reward, Organizational Citizenship Behavior ARTICLE INFO Accepted: January, 26th 2022 Revised: February, 11th 2022 Approved: February, 12th 2022 |
ABSTRACT Green
Human Resources Management (GHRM), known as
"environmental" human resource management, is considered an
essential tool for the successful implications of organizational sustainable
development strategies. The purpose of this study were to analyze first the
effect of green organizational culture and green rewards on organizational
commitment. The second is to analyze the effect of organizational commitment
and green organizational culture on organizational citizenship behavior. The
third is to analyze the effect of green organizational culture and green
rewards on organizational citizenship behavior through organizational
commitment. This research are a quantitative research that� used 105 employees, who were determined by
using the purposive sampling method as the sample. Data was obtained through
the distribution of questionnaires. The analytical tool used in this study
uses IBM SPSS software 21. The results show that green organizational culture
and green reward have a positive effect on an organizational commitment.
Organizational commitment has a positive effect on organizational citizenship
behavior, the higher the organizational commitment, the higher the
organizational citizenship behavior. The results of further hypothesis testing
showed that green organizational culture and green rewards have a positive
effect on organizational citizenship behavior through organizational
commitment. |
INTRODUCTION
Green Human
Resources Management (GHRM),
known as "environmental" human resource management, is considered an
essential tool for the successful implications of organizational sustainable
development strategies (Renwick, Redman, &
Maguire, 2013).
The pursuit of GHRM can be found on a global scale. Because it not only
benefits organizations in terms of environmental performance (Kim, Kim, Choi, & Phetvaroon,
2019) and
sustainable performance (Zaid, Jaaron, & Talib Bon,
2018), but it also stimulates employees
to engage in green activities and produce green ideas, particularly in the
workplace (Emilisa & Lunarindiah,
2020).
One of the impacts
of GHRM is organizational commitment (Pham, Tučkov�, & Phan, 2019). Organizational commitment is a psychologically-based
relationship between an employee and the organization that entails a commitment
to stay with the company. Employees have an emotional link to the organization,
which leads to their willingness to persist and continue to create social interactions
within the organization. This loyalty is referred to as commitment. By
establishing a psychological relationship between the organization and its
employees, the existing GHRM will influence employee attitudes and behavior.
Companies can grow their employees' commitment to utilize GHRM. It can
stimulate employee behavior and abilities to increase the corporate's
competitive advantage (Emilisa
& Lunarindiah, 2020).
GHRM, in addition to
organizational commitment, affects organizational citizenship behavior (Pham,
Tučkov�, & Chiappetta Jabbour, 2019). Hence, organizational citizenship behavior can be
defined as "individual and discretionary social activity that is not
explicitly acknowledged by the formal incentive system but contributes to the
organization's more successful environmental management" (Boiral,
2009).
Discretionary conduct is not described in job descriptions, yet it contributes
to the sustainability of businesses and society by combining the efforts of
individual employees (Lamm,
Tosti-Kharas, & Williams, 2013).
The role of OCB is
also critical in the service industry, such as hotels to improve employee
performance can also improve customer happiness. At the hotel royal ambarrukmo,
GHRM behavior is being implemented to reduce plastic waste, food waste, waste,
and air pollution. Food waste is processed into fertilizer for vegetables
planted in the hotel's yard, and the produce from these plants is used as raw
material for dishes in one tangible form. The impact of green human resources
management, which includes green organizational culture and green rewards, on
organizational commitment and organizational citizenship behavior at Hotel
Royal Ambarukmo Yogyakarta is redeveloped based on the above description.
The purpose of this
study were to analyze first the effect of green organizational culture and
green rewards on organizational commitment. The second is to analyze the effect
of organizational commitment and green organizational culture on organizational
citizenship behavior. The third is to analyze the effect of green
organizational culture and green rewards on organizational citizenship behavior
through organizational commitment.
Many scholars have researched
green human resource management; Ahmad
(2015), for
example, explored GRHM policies and practices. Masri
& Jaaron (2017), evaluated
GRHM techniques in the Palestinian manufacturing sector. This study adds value
by identifying, prioritizing, and validating GHRM practices that influence EP
in manufacturing firms. The approach described here provides significant
insights into how manufacturing companies can strategically link their HR
activities to support their EP, which is required for competitive advantage. Kodua
et al., (2022), on the
other hand, investigated the challenges of GHRM implementation in developing
countries. Their study looked into the major roadblocks to green human resource
management (GHRM) implementation in Ghanaian businesses. Seventeen barriers
were discovered and grouped into five major categories. By studying and
assessing GHRM implementation challenges in a developing country scenario,
their paper adds to the current green human resource management literature. Their
research equips policymakers and practitioners with the knowledge they need to
develop effective policies to address environmental innovation barriers and
encourage GHRM adoption in Ghana and other similar economies.
This research will
be beneficial for the development of green human resources management since
this study will focus on analyzing GHRM through green orgnizational
culture, green reward, organzational citizenship behavior and organizational
commitment at corporation.
Literature Review��
According to this
notion, employees establish high-quality relationships as a result of whom they
interact with, how they interact, and what they encounter (Cropanzano & Mitchell, 2005). Social Exchange Theory (SET) is the most
important conceptual framework in organizational behavior. Exchange rules and
norms, resource exchange, and emerging relationships are the core concepts of
the SET framework. Investing in HRM strategies and systems helps employees feel
better about the company. Employees and their organizations form strong
psychological bonds as a result of high-performing and compliant HRM practices.
The process of social interaction is critical for people and communities to
deepen their bonds (Cropanzano & Mitchell, 2005).
Green Human Resources Management
One of the
responsibilities of a human resources professional is to get support from
employees to implement environmentally friendly initiatives (Mishra,
2017). Ahmad
(2015) emphasizes
the role of human resources in engaging employees and promoting practices such
as carpooling, recycling, and energy conservation.
Green Organizational Culture
Environmentally
friendly culture, pro-environmental culture, green consciousness,
sustainability culture, Triple Bottom Line (TBL), sustainability culture, and
broadly corporate social responsibility are terms used to describe green
workplace culture (Tahir,
et al., 2015). Green
organizational culture refers to a combination of beliefs, symbols,
assumptions, and organizational artifacts that reflect an organization's
commitment or desire to be environmentally conscious (Harris
& Crane, 2002).
Green Compensation Reward System
Employees are
rewarded for their performance through the strategic HRM procedure of
compensation and reward. This HRM approach is the most effective way of
integrating individual and corporate goals (Mandago,
2018). Employees'
attention in the workplace can be influenced by rewards and incentives, which
can inspire them to put up their best efforts to fulfill company goals.
Organizational Commitment
Organizational
Commitment by Robbins
& Judge (2014) is
defined as the condition of employees in siding with one company and taking
sides with the company's goals and the employee's desire to remain as members
of the company. On the other hand, Kreitner
& Kinicki (2014) defined organizational commitment as an employee's
recognition of the company and dedication to its goals. Additionally,
organizational commitment is a behavioral dimension that can be used to assess
employee tendencies, identify relatively strong company involvement, and
determine the employee's desire to remain a member of the company. In addition,
be willing to work hard to achieve the company's goals and accept official
company norms.
Organizational Citizenship Behavior
Organizational
Citizenship Behavior (OCB) is behavior that does not aim to fulfill one's
interests but always prioritizes the interests of others to create welfare for
others. Good organizational citizens as employees who perform numerous
behaviors that lead to the formation of effective functions inside the company.
These actions are not explicitly requested or volunteered, and they are not
publicly compensated.
Hypotheses Development
Green Human Resource
Management is generally defined as the HRM aspect of environmental management
(EM) (Renwick et al., 2013). At the same time, GHRM can
be seen as new research that aims to understand environmental management
through the placement of HRM practices within organizations (Jabbour
et al., 2013). In the
context of GHRM, Ren
et al. (2018) argue
that GHRM practices can increase environmental commitment at the employee
level. The development of an environmentally oriented cultural system can
stimulate employees to undertake green projects. Several studies have proven
that green organizational culture affects organizational commitment, such as Ren
et al. (2018) (Pham, Tučkov�, & Phan, 2019). These results are supported by research (Emilisa
& Lunarindiah, 2020) and Zee
et al. (2012). Based
on the description above, then:
H1: green organizational culture has a positive
effect on organizational commitment
Reinholt
et al. (2011) found an
interactive effect of HRM practices on organizational performance, particularly
HRM outcomes. A study conducted by Forman
& Jrgensen (2001) on the importance of employee participation in
environmental programs observed that employees' commitment to environmental
management programs increased when they were offered compensation for taking on
tasks concerning environmental responsibilities. HRM aims to encourage
employees through a green reward policy, which is considered as an extrinsic
component that influences employee intrinsic motivation favorably (Bos-Nehles et al., 2013). When a company focuses on green-oriented
management, it provides possibilities for employees to participate in
environmental activities and establish green systems (Renwick
et al., 2013) (e.g. training,
appraisal, rewards, etc.). Several studies have shown that green rewards affect
organizational commitment, such as Ren
et al. (2018), (Pham, Tučkov�, & Phan, 2019), (Rawashdeh,
2018). Based
on the description above, then:
H2: green reward has a positive effect on
organizational commitment
The importance of
developing organizational citizenship behavior (OCB) is inextricably linked to
employees' commitment to the company. One of the characteristics that influence
Organizational Citizenship Behavior (OCB) is organizational
commitment (Gautam et al., 2005). OCB can arise from various circumstances in the
organization, including commitment (Robbins
& Judge, 2014). In the
context of GHRM basically, irresponsible human activities in the work
environment can contribute to environmental damage around the organization (Ones
& Dilchert, 2012). GHRM can be used as an approach to create
behavior and responsibility from employees in conserving nature and the
environment (Cherian
& Jacob, 2012). The
results of the research (Pham,
Tučkov�, & Chiappetta Jabbour, 2019) and (Pham, Tučkov�, & Phan, 2019) there is a relationship between commitment and OCB
in the GHRM framework. Meanwhile (Jehanzeb,
2020) proves
organizational commitment affects OCB. Based on the description above, then:
H3: organizational commitment has a positive effect
on organizational citizenship behavior
Green Organizational
Culture is a set of values, symbols, assumptions, and organizational artifacts
that reflect the obligation or desire to try to be an environmentally friendly
organization (Harris & Crane, 2002).
Employee-owned organizational citizenship behavior (OCB) develops in tandem
with the process of socializing the organization's values when employees can
have the company's values, and then the employee has service values, resulting
in the appearance of OCB on the employee. A strong organizational culture can
support the sense of belonging creation among employees, which must be matched
by organizational commitment for the culture to persist.
H4: green organizational culture affects
organizational citizenship behavior through organizational commitment
According to Ramus
(2002), rewards
and compensation can influence employees' attention maximally in the workplace
and motivate them to exert maximum efforts on their part to achieve organizational
goals. Likewise, OCB is a deep individual contribution that exceeds the demands
of the role in the organization and is rewarded by the company. OCB involves
several behaviors including helping others, volunteering for extra tasks,
obeying the rules and procedures that apply in the company.
H5: green rewards affect organizational citizenship
behavior through organizational commitment
H5 (+) Green Organizational Culture (X1) Green
Reward (X2) Organizational
Commitment (Y1) Organizational
Citizenship Behavior (Y2) H1 (+) H2 (+) H3 (+) H4 (+)
Figure 1. Framework of Hyphotesis
Development
Sources: �Ren
et al. (2018), ��Jehanzeb, (2020),
Ramus
(2002)
METHOD RESEARCH
Population and Research Sample
The
populations in this study were all employees who worked at the Hotel Royal
Ambarrukmo Yogyakarta, amounting to 160 people. The purposive sampling method was used, which included Royal
Ambarrukmo hotel employees in all departments who had worked for at least one
year or more because the experience possessed by the employees was sufficient
for an evaluation of the employee's green behavior and OCB behavior. The number
of samples in this study used 105 respondents to meet the number of samples
using the calculation of 5 variables multiplied by 21 statement items on the
questionnaire with a scale of 105: 1287 = 0.082. The consideration for taking
the sample is that the number of samples used in factor analysis is 5 times the
number of indicators used by Hair Jr et al. (2010).
Research variable
Green Organizational Culture
Variable (
Green Organizational
Culture is a set of values, symbols, assumptions, and organizational artifacts
that reflect the obligation or desire to try to be an environmentally friendly
organization. Hotels prioritize Environmental performance, environmentally
sound vision, and mission. Corporate provides employees insights into
environmental management ideals. There is a risk if top management does not
comply with environmental management, and top management supports environmental
practices are all characteristics of a green corporate culture.
The green reward is
a method that motivates people to engage in environmental management activities
that help them reach their environmental goals. Green reward indicators are employees are rewarded
for innovative environmental performance, employees are given monetary rewards
based on environmental performance, and the hotel's environmental performance
is publicly recognized.
Organizational
Commitment Variable (Y1)
Organizational
commitment is the condition of employees in siding with one company and in
favor of the company goals and the desire of employees to survive as the
company members. There are several indicators of organizational commitment assessment with the GHRM approach,
namely the level of employee concern for hotel environmental problems. Second,
if hotel employees do not support environmental efforts, they feel guilty. The
third is the meaning of hotel environmental care for employees. Fourth is an
obligation to support hotel environmental efforts. The fifth is the belief that
the issue with the hotel atmosphere is due to the personnel. Sixth is to feel
that employees are personally bound by concern for the hotel environment.
Seventh is appreciating the efforts of the hotel environment.
Organizational Citizenship Behavior (Y2) Variable
Organizational Citizenship Behavior (OCB) is behavior that does
not aim to fulfill one's interests but always prioritizes the interests of
others to create welfare for others. There are several indicators of OCB with
the GHRM approach, first encouraging other employees to adopt more
environmentally conscious behavior. Second is employees volunteering for projects
or activities that deal with hotel environmental problems. The third is to
improve information
about the hotel's environmental efforts. Fourth, employees make new
policy recommendations that can help improve hotel environmental performance
and protection. Fifth, employees volunteer their time to assist colleagues in
taking environmental actions that benefit the hotel's image.
Research Instrument Test
Two tests were performed in this study to test
the research instrument: the validity test and the reliability test. The
validity test shows the extent to which the score/value/ measurement obtained
states the observation results to be measured. A validity test is used to
measure the validity or validity of the questionnaire used on the indicators
that make up the construct of the research variables. If the questions on a
questionnaire can reveal something that will be measured by the questionnaire,
it is said to be valid. Validity test using Pearson correlation test. If the
significance value is <0.05, the questionnaire is declared valid.
A reliability test is a tool to measure a
questionnaire, which is an indicator of a variable or construct. It is used to
measure the consistency of the instrument sequentially. Reliability shows the
accuracy, consistency, and accuracy of a measuring instrument in measurement.
Each measuring device must have the ability to provide relatively consistent
measurement results over time, so the questionnaire is stated reliably.
Cronbach's Alpha can be used to assess a construct's dependability; if the Cronbach alpha value is more than 0.6,
the construct is considered dependable (Ghozali & Latan, 2012).
Data Analysis Method
Descriptive
Statistical Analysis
Descriptive statistical analysis techniques are
statistics used to analyze data by describing or describing the data that has
been collected as it is without intending to make generally accepted conclusions
or generalizations (Sugiyono, 2019). This analysis is a description
that explains the identity of the respondent.
Path
Analysis
Path analysis is a technique to measure the
influence of independent variables and/or moderating variables on the dependent
variable in this study. The models in this path analysis are:
Where:
b � ����������� =
path coefficient of the variables X and Y
X1
����������� ����������� = Green
Organizational Culture
X2 ���������� = Green Reward
Y1 ����������� ����������� = Organizational Commitment
Y2 ����������� ����������� = Organizational Citizhenship
Behavior
e � ����������� = error
T-test
Hypothesis testing uses path analysis
coefficient testing using a t-test. The t-test test to test the variable
coefficients in path analysis is
1. Determining Ho and H 1
Ho:
b1 = 0: there is no influence of the independent variable on the dependent
variable.
H 1:
b1 0: there is an effect of the independent variable on the dependent variable
2. Determining the Level of significant (α)
The level of significance (α) was determined
by the researcher himself based on the difficulty level of data
collection. The real level used is usually 5% (0.05).
3. Define test criteria
H 0
is accepted if the significance > 0.05
H 0
is rejected if the significance of 0.05
4. Statistical test value test
5. Making conclusions
Coefficient
of Determination Test (R 2 )
The coefficient of determination depicts the
percentage of independent factors' influence on the dependent variable's value.
The magnitude of the coefficient of determination is from 0 to 1. The effect is
smaller the closer the independent variable is to zero; on the other hand, the
closer the independent variable is to one, the larger the influence of the
independent variable on the dependent variable.
Hypothesis
Testing with Simultaneous Test (F Test)
The F test is used to determine whether or not
a model meets the model's feasibility. The
statistical test procedure is as follows:
1. Determining the formulation of the hypothesis
H 0:
the model does not meet the feasibility of the model
H 1:
the model meets the feasibility of the model
2. Determining the level of significance (α)
and the level of significance used is usually 5%.
3. Determining the test statistic
value
Statistical
test using F-test
4. Define test criteria
H 0
is accepted if Sig. F 0.05 or 5%
H 0
is rejected if Sig. F < 0.05 or 5%
Indirect
Influence
The indirect impact is a method for assessing
causal links in path analysis where the independent variable influences the
dependent variable both directly and indirectly (Sunyoto, 2012). This study uses a two-way analysis
model. The two-way analysis model involves two dependent variables, namely X (organizational commitment) and Y (organizational citizenship behavior).
The following measures will be taken to prove
the mediation hypothesis in this study:
1. The influence of Green Organizational
Culture on Organizational
Citizenship Behavior through indirect Organizational Commitment and
the total influence can be formulated as follows:
2. The effect of green rewards on Organizational Citizenship Behavior through indirect Organizational
Commitment and the total effect can be formulated as
follows:
RESULT AND DISCUSSION
Result
Testing the validity of the research variable
instrument from all respondents obtained a significance value of <0.05 so
that the test results show that all items of the information technology
convenience variable instrument are valid. Reliability testing with Cronbach's Alpha value for each variable is more than 0.600 so
it can be concluded that the instruments in this study have good reliability.
From the results of testing the validity and reliability, it can be concluded
that the questionnaire used is appropriate to be used as a research instrument.
Analysis model 1 using multiple regression test is
used to test the effect of the variable Green Organizational Culture (X1) Green
Reward (X2) and on organizational commitment (Y1) with IBM SPSS 21 software
test tool.
Table 1. Regression Analysis Test
Results
|
Regression
Coefficient |
Regression
Coefficient |
Beta
Coefficient |
t count |
p-value |
Description |
|
(Constant) |
0.545 |
1,953 |
0.054 |
||
|
Green
Organizational Culture (X1) |
0.340 |
0.362 |
3.839 |
0.000 |
Significant |
|
Green Rewards
(X2) |
0.459 |
0.457 |
4.845 |
0.000 |
Significant |
|
R Square |
0.583 |
||||
|
Adjusted R Square |
0.575 |
||||
|
F count |
71.344 |
||||
|
Sig-F |
0.000 |
||||
|
|
|
|
|
|
|
Source: processed data by SPSS
Based on the table above, the regression
coefficient for green organizational culture is 0.340. At the level of sig.t 0.0 00 <0.05, it can be concluded
that green organizational culture significant positive effect on organizational
commitment. This result means the first Hypothesis is
accepted. Based on the table above, the green reward regression coefficient is 0.459. At the level of sig.t 0.0 00
< 0.05, it can be concluded that the green reward has a significant positive
effect on organizational commitment. This result means both Hypotheses
are accepted. The value of
Adjusted R 2 has a value of 0.575. This means that 57.5 % of
organizational commitment can be explained by independent variables, namely
green organizational culture and green reward while the rest (100% - 57, 5% =
42, 5%) is explained by other variables outside this study. Based on the table
above, the calculated F value is 71, 344 and the significance value of all
independent variables is 0.000 below the value of (0.05), so it can be
concluded that the model meets the feasibility.
Table 2. Multiple Regression
Analysis Test Results
|
Regression
Coefficient |
Regression
Coefficient |
Beta
Coefficient |
t count |
p-value |
Description |
|
(Constant) |
0.272 |
1.212 |
0.228 |
||
|
Green
Organizational Culture (X1) |
0.274 |
0.287 |
3,662 |
0.000 |
Significant |
|
Green Rewards
(X2) |
0.283 |
0.278 |
3,420 |
0.001 |
Significant |
|
Organizational
Commitment (Y1) |
0.402 |
0.396 |
5.145 |
0.000 |
Significant |
|
R Square |
0.751 |
||||
|
Adjusted R
Square |
0.744 |
||||
|
F count |
101.528 |
||||
|
Sig-F |
0.000 |
Source: processed data by SPSS
Based on the table above, the regression
coefficient for organizational commitment
is 0.402. At the level of sig.t 0.0 00 <0.05, it can be concluded
that organizational commitment significant positive effect on organizational
citizenship behavior. This result means Hypothesis third
accepted. The value of
Adjusted R 2 has a value of 0.744. This means that 74.4 % of
organizational citizenship behavior can be explained by independent variables,
while the rest (100% - 74.4 % = 25.6 %) is explained by other variables outside
this study. Based on the table above, the calculated F value is 101, 528 and
the significance value of all independent variables is 0.000 below the value of
(0.05), so it can be concluded that the model meets the feasibility.
Path Coefficient Analysis
The indirect effect of Green Organizational Culture (X1) on
Organizational Citizenship Behavior (Y2) through Organizational Commitment (Y1)
(0.143) is lower than the direct effect of Green Organizational Culture (X1) on Organizational Citizenship Behavior
(Y2) (0, 2 87) so that can be concluded Organizational Commitment does not mediate Green Organizational Culture on Organizational Citizenship Behavior. The indirect effect of Green Reward (X2) on Organizational
Citizenship Behavior (Y2) through Organizational Commitment (Y1) (0, 1
81) is lower than the direct effect of Green
Reward (X2) on Organizational Citizenship Behavior (Y2) (0, 2 78) so
that it can be concluded that Organizational
Commitment does not mediate Green
Reward on Organizational
Citizenship Behavior. Because this is the case, Sobel is needed a test.
The results of the Sobel test, which is a significant level of 5%, relationship
is significant because the p-value is 0.008 <0.05, so it can be concluded that green organizational culture affects
organizational citizenship behavior through organizational commitment that the
fourth hypothesis is accepted. At the 5% significance level, the relationship is significant because the p-value is 0.0 00 <0.05, so it can be concluded that green rewards have an effect on
organizational citizenship behavior through organizational commitment, so the
fifth hypothesis is accepted.
Discussion
The path analysis test shows that the variable green organizational culture has a
significant value of 0.0 0 0 below the value of (0.05), indicating that the
hypothesis that green organizational culture has a positive effect on
organizational commitment can be accepted. Employees' emotional interest in the
company has increased as a result of the company's ability to provide
consistent rules, clear directions, goals, and objectives, such as the green
team implemented by the hotel management Royal Ambarrukmo Yogyakarta. The
results of the path analysis test
show that there is a significant
value for the green reward variable of 0.0 0 0 below the value of (0.05), as a
result, the premise that green rewards have a favorable impact on
organizational commitment can be accepted. This may be seen in the increased
motivation of employees to participate since the Royal Ambarrukmo Hotel
Yogyakarta offers incentives to employees who contribute new ideas or
innovations to the development of environmental performance programs at the
hotel.
Path analysis test shows there is a significant value for the organizational
commitment variable of 0.0 00 below the value of (0.05), so the hypothesis
which states that organizational commitment positive effect on organizational
citizenship behavior is acceptable. This can be identified with employees who
have a high commitment, trust, care, and commitment to the Royal Ambarrukmo
Hotel so that they can improve organizational citizenship behavior or create an
extra role in doing work outside the main job. At the 5% significance level,
the relationship is significant because the p-value is 0.0 0 8 < 0.05, so it can be concluded that green organizational culture affects
organizational citizenship behavior through organizational commitment. Furthermore,
the Royal Ambarrukmo Hotel's constancy in applying the regulations and being
able to react to the evolution of environmental performance supports the green
organizational culture, increasing employees' desire to do work outside of
their primary employment. Green rewards that influence organizational
citizenship behavior through organizational commitment are also demonstrated by
employees becoming more involved in providing ideas, inventions, or serving as
role models for other employees. So that hotel environmental performance always
develops because Hotel Royal Ambarrukmo Yogyakarta rewards employees for ideas,
innovations, or behavior.
CONCLUSION
Employees' emotional interest in the
company has increased as a result of the company's ability to provide
consistent rules, clear directions, goals, and objectives, such as the green
team implemented by the hotel management Royal Ambarrukmo Yogyakarta. The
increased motivation of employees to participate since the Royal Ambarrukmo
Hotel Yogyakarta offers incentives to employees who contribute new ideas or
innovations to the development of environmental performance programs at the
hotel. Employees who have a high commitment,
trust, care, and commitment to the Royal Ambarrukmo Hotel so that they can
improve organizational citizenship behavior or create an extra role in doing
work outside the main job. Furthermore, the Royal Ambarrukmo Hotel's constancy
in applying the regulations and being able to react to the evolution of
environmental performance supports the green organizational culture, increasing
employees' desire to do work outside of their primary employment. Green rewards
that influence organizational citizenship behavior through organizational
commitment are also demonstrated by employees becoming more involved in
providing ideas, inventions, or serving as role models for other employees. So
that hotel environmental performance always develops because Hotel Royal
Ambarrukmo Yogyakarta rewards employees for ideas, innovations, or behavior.
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Copyright holder:
Audi Norma Sari Putri, Zainal
Mustafa E. Q. (2022)
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Devotion - Journal of Community Service
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