Abstract
Within an economic system characterized by large-scale material extraction and accelerating ecological decline, the global hotel industry now faces an urgent imperative to integrate sustainability into every layer of its operational practices. The present inquiry demonstrates that Green Human Resource Management (GHRM) and Green Organisational Culture (GOC) engage in reciprocal reinforcement, thereby constructing an adaptive resilience in which sustainability occupies the organisational nucleus. GHRM instruments, including purposeful recruitment aligned with ecological criteria, training programs re-engineered to deliver environmental competencies, performance metrics that prioritize sustainability outputs, and reward structures calibrated to reward ecological behaviors, effectively recalibrate employee cognition and routines in the direction of environmental custodianship. GOC, in parallel, engineers a pervasive and tacit organisational ambience grounded in collectively embraced convictions, resilient norms, and structuring values, so that at every level of the hierarchy an authoritative norm of ecological duty becomes de facto binding. When these twin elements are deliberately aligned, the result is a self-reinforcing dynamic that amplifies ecological acumen and cultivation of adaptive capacity, equipping hospitality enterprises to simultaneously navigate climatic volatility, intensifying regulatory surveillance, and shifting competitive contexts.
