Employee Retention in High-End Vietnamese Hotels: The Synergy of GHRM, KS, and MF, Mediated by an IC

Employee Retention in High-End Vietnamese Hotels: The Synergy of GHRM, KS, and MF, Mediated by an IC | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article Employee Retention in High-End Vietnamese Hotels: The Synergy of GHRM, KS, and MF, Mediated by an IC Linh Le Phuong Giao, Van Kien Pham This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-5264359/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 20 You are reading this latest preprint version Abstract This study examines the impact of Green Human Resource Management (GHRM) on Employee Retention (ER) in the high-end hotel sector of Vietnam, with a focus on the mediating role of Innovative Climate (IC), Knowledge Sharing (KS), and Mindfulness (MF). While the environmental benefits of GHRM are well-established, its influence on employee-related outcomes, particularly in emerging markets like Vietnam, has received limited attention. This research addresses this gap by analyzing data from 298 employees in 4- and 5-star hotels using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that GHRM practices significantly enhance employee retention, especially when mediated by IC, which fosters a culture of innovation and sustainability. Additionally, KS and MF strengthen the relationship between GHRM and ER by promoting collaboration, creativity, and well-being. These results offer valuable insights for luxury hotels seeking to integrate sustainable HRM strategies, improve employee loyalty, and address high turnover rates in the competitive hospitality industry. This research contributes to the GHRM literature by providing a deeper understanding of how IC mediates the relationship between GHRM and ER, filling a critical gap in the context of Vietnam’s growing hotel sector. Business and commerce/Business and management Social science/Business and management Green Human Resource Management (GHRM) Employee Retention (ER) Knowledge Sharing (KS) Innovative Climate (IC) Mindfulness (MF) Hotel industry Figures Figure 1 Figure 2 Figure 3 1. Introduction In today’s business environment, sustainability has become a key priority for organizations across industries (Imasiku, 2021 ; Rotolo & Church, 2012 ). This growing emphasis on sustainability has given rise to GHRM, which incorporates environmentally sustainable practices into Human Resource (HR) operations (Islam, Hack-Polay, et al., 2022 ; Palguna, 2021 ). GHRM aims to cultivate a culture of environmental responsibility, minimize carbon footprints, and promote sustainable business practices within organizations (Jackson et al., 2011 ; Renwick et al., 2013 ). While the environmental benefits of GHRM are well-recognized, the influence of these practices on employee-related outcomes, particularly ER, remains underexplored. ER is a critical challenge for many organizations, particularly in the hospitality industry, where high turnover rates lead to increased recruitment costs, loss of organizational knowledge, and declining morale (Awawdeh et al., 2024 ; Das & Baruah, 2013 ). Traditionally, HRM strategies to improve retention have focused on factors like compensation, work-life balance, and career development opportunities (Deery, 2008 ; Deery & Jago, 2015 ). However, the potential of GHRM to enhance ER by fostering a positive and sustainable work environment has not been fully explored, especially in emerging markets like Vietnam. Vietnam’s hospitality sector, particularly its high-end (4- and 5-star) hotels, has experienced rapid growth driven by the country’s booming tourism industry (Nguyen et al., 2022 ; Thai et al., 2024 ). While this growth has benefited the industry, it has also created significant challenges in retaining skilled employees. Turnover rates in Vietnam’s hospitality sector are notably high, ranging between 20% and 30% annually, especially in luxury hotels where intense job demands and burnout are common (Le et al., 2023 ; Phuong & Tran, 2020 ). Furthermore, fierce competition within the industry makes retention even more difficult, as hotels offer better compensation and benefits to attract experienced employees. These challenges highlight the need for innovative retention strategies that go beyond traditional HR practices. GHRM, combined with KS, MF, and IC, presents a promising solution. GHRM encourages a work environment that integrates sustainability into HR practices, fostering a culture of environmental responsibility that aligns with employees’ values. KS and MF further strengthen this by enhancing collaboration, stress management, and employee engagement, which are essential for improving job satisfaction and retention. Despite these potential benefits, the mechanisms by which KS, MF, and IC interact with GHRM to drive ER remain poorly understood, particularly in the hospitality sector (Chen & Wu, 2022 ; Pasek et al., 2022 ; Zhang et al., 2019 ). Additionally, the role of IC as a mediator between GHRM and ER has not been thoroughly examined. IC fosters creativity and innovation, which not only improve organizational performance but also enhance employee commitment and satisfaction. By encouraging continuous learning, problem-solving, and innovation, IC can strengthen the link between GHRM and ER, making it an essential factor in retaining talent in a competitive industry. This study seeks to fill these research gaps by investigating the direct and mediating effects of GHRM, KS, MF, and IC on ER in Vietnam’s high-end hotel sector. By examining how these elements interact to improve employee retention, this research aims to provide actionable insights for hotel managers looking to implement sustainable HR strategies that foster innovation, collaboration, and long-term employee loyalty. To explore these dynamics, this study surveyed 298 employees working in 4- and 5-star hotels across Vietnam, using Structural Equation Modeling (SEM) to examine the direct and mediating effects of GHRM, KS, MF, and IC on ER. The results provide significant insights into the pathways between these variables, highlighting the role of IC as a critical mediator in the relationship between GHRM and ER. 2. Literature Review 2.1. Key concepts Employee Retention (ER) ER is a crucial challenge for organizations, as high turnover rates can result in elevated turnover rates, training expenses, erosion of organizational knowledge, and decreased employee morale. (Hom et al., 2019 ; Hom & Griffeth, 1991 ; Samuel & Chipunza, 2009 ). While numerous studies have identified factors influencing employee retention, such as salary, professional growth opportunities, work-life harmony, and the organization's culture, there is a lack of consensus on the most effective strategies (Al-Emadi et al., 2015 ). Recent research emphasizes the impact of workplace integration and organizational support in enhancing ER (Climek et al., 2024 ; Tukiran et al., 2024 ). However, these studies often fail to consider the specific contexts of different industries and regions, leading to generalized conclusions that may not be applicable in all settings. Moreover, the potential of GHRM practices to enhance ER has not been extensively studied, particularly in emerging countries (Bekhit et al., 2023 ; Islam, Mendy, et al., 2022 ). Green Human Resource Management (GHRM) GHRM is an emerging field that integrates environmental management into human resource practices to promote sustainability within organizations (Tang et al., 2018 ). GHRM includes a variety of practices such as eco-friendly hiring, green training, sustainable performance management, and engaging employees in environmental initiatives (Ahmed et al., 2021 ; Islam et al., 2023 ; Mishra, 2017 ). These practices aim to develop a workforce that is environmentally conscious and engaged in sustainability efforts. While the growing emphasis on GHRM reflects a broader trend towards corporate social responsibility and sustainable business practices, the integration of GHRM into organizational culture remains inconsistent. Many organizations adopt GHRM practices superficially to enhance their public image rather than committing to substantive changes in their operations (Mishra, 2017 ; Zhang & Peng, 2023 ). Furthermore, recent studies have shown varying degrees of success in implementing GHRM, highlighting a need for standardized frameworks and clearer guidelines(Fazal-e‐Hasan et al., 2023 ; Islam, Mendy, et al., 2022 ; Zhang & Peng, 2023 ). Knowledge Sharing (KS) KS plays a critical role in fostering a collaborative work environment where employees can exchange information, insights, and expertise, leading to enhanced learning and innovation (Wang & Noe, 2010 ). KS promotes open communication and a sense of community among employees, facilitating continuous learning and problem-solving within organizations (Chen et al., 2022; Issac et al., 2024). However, many organizations face challenges in cultivating a culture that consistently supports KS. Research shows that creating a supportive organizational culture and providing opportunities for employees to share their knowledge can significantly enhance the effectiveness of KS (Zhang et al., 2024; Issac et al., 2024). Despite the clear benefits of KS, its role in combination with GHRM practices in improving Employee Retention (ER) within the hospitality industry remains underexplored (Hanif et al., 2020 ; Liu et al., 2024 ; Mahmoud et al., 2023 ). Mindfulness (MF) MF involves cultivating awareness and mental clarity, allowing employees to focus on long-term goals while managing stress effectively (Issac et al., 2024; Glomb et al., 2011). MF helps reduce workplace stress, promotes cognitive flexibility, and enables employees to better handle challenges, leading to greater job satisfaction and commitment to organizational goals (Ye et al., 2022 ; Glomb et al., 2011). While MF is recognized for its ability to enhance employee well-being, many organizations struggle to integrate mindfulness practices into their cultures. Recent studies highlight the importance of building a supportive culture and providing resources for mindfulness training to fully leverage its benefits (Issac et al., 2024; Chen et al., 2022). However, the impact of combining MF with GHRM practices to improve ER, particularly in the hospitality industry, requires further investigation (Hanif et al., 2020 ; Liu et al., 2024 ; Mahmoud et al., 2023 ). Innovative Climate (IC) IC involves the creation and application of novel concepts, processes, and products within an organization (Scott & Bruce, 1994; Arsawan et al., 2022 ). An innovative climate motivates employee commitment to the organization and drives them to actively contribute toward the achievement of its strategic goals (Lecic et al., 2023). Research shows that green practices, such as training and compensation, significantly encourage innovative work behavior, with GHRM enhancing skills for innovation (Alshehri et al., 2024 ), and green innovation and environmental passion acting as mediators between GHRM and eco-responsible behaviors (Rana & Arya, 2024 ; Iqbal et al., 2024 ). While a knowledge-sharing environment supports collaboration, continuous learning, and problem-solving, directly fostering IC and leading to enhanced innovation and lower turnover (Chen et al., 2022; Bhatnagar, 2012 ), mindfulness helps employees cope with stress, fostering cognitive flexibility that IC leverages to enhance retention and engagement (Zhao et al., 2023 ; Byrne & Thatchenkery, 2019). However, the function of IC as a mediator in the relationship between GHRM, KS, and MF, resulting in higher employee retention has not been adequately explored, particularly in the context of the hospitality industry (Papa et al., 2020 ; Rana & Arya, 2024 ; Mahmoud et al., 2023 ) GHRM and ER The Social Exchange Theory (SET) (Blau, 1964 ) offers a useful lens for understanding how GHRM and IC interact to improve ER. SET posits that when organizations invest in employees—through GHRM initiatives that prioritize sustainability and innovation—employees reciprocate by exhibiting higher levels of engagement, loyalty, and commitment. By cultivating an innovative climate, organizations create a culture that not only supports GHRM initiatives but also reinforces employee retention through social exchange mechanisms, where employees feel valued and supported in contributing to organizational goals. Furthermore, Organizational Support Theory (OST) (Eisenberger et al., 1986 ) helps explain why IC mediates the relationship between GHRM and ER. When employees perceive strong organizational support for innovation and environmental initiatives, they are more likely to remain with the organization. GHRM practices signal this support, but it is the presence of an innovative climate that amplifies this effect by providing the structural and cultural conditions for employees to engage meaningfully in sustainability efforts. This builds a reciprocal relationship, leading to higher retention. While GHRM practices are known for their environmental and organizational benefits, their direct impact on ER is underexplored. Existing studies have shown that GHRM practices can enhance employee motivation and engagement by aligning organizational values with those of environmentally conscious employees (Ababneh, 2021 ). Additionally, GHRM practices can improve the organizational climate, making employees feel more committed and loyal to their employers (Fazal-e‐Hasan et al., 2023 ). However, these studies often lack longitudinal data, which limits the understanding of the enduring effects of GHRM on ER. Furthermore, the mechanisms through which GHRM practices influence ER, such as through KS and IC, require further investigation. Furthermore, it is essential to examine how GHRM practices interact with other HRM strategies to create a comprehensive approach to ER (Hussain, 2018 ; Hussein et al., 2022 ; Islam et al., 2023 ). KS and IC According to Absorptive Capacity Theory (Cohen & Levinthal, 1990 ), organizations with a strong culture of knowledge sharing are better able to absorb new knowledge, adapt to changes, and innovate. In the context of GHRM, KS ensures that environmentally sustainable practices are not only implemented but continuously refined through collective learning. By promoting open communication and collaboration, KS strengthens IC, which in turn enhances employee retention. Employees who participate in knowledge-sharing activities are more likely to feel a sense of belonging and contribution to the organization’s success, which can lead to greater job satisfaction and lower turnover (Chen et al., 2022). Thus, IC mediates the relationship between KS and ER by leveraging the shared knowledge to drive innovation and foster a dynamic, engaging work environment. MF and IC Mindfulness-Based Cognitive Therapy (MBCT) (Segal, Williams, & Teasdale, 2002) provides a theoretical foundation for understanding how mindfulness can reduce cognitive rigidity, thereby fostering a culture of innovation. In organizations with a high level of mindfulness, employees are more likely to engage in creative problem-solving, which strengthens IC. IC, in turn, enhances employee retention by creating an environment where employees feel valued and capable of contributing to organizational innovation. The Job Demands-Resources (JD-R) Model (Bakker & Demerouti, 2007 ) suggests that mindfulness can serve as a personal resource that helps employees manage job demands more effectively, reducing burnout and increasing job satisfaction. When combined with an innovative climate, mindfulness creates a supportive work environment where employees are motivated to stay, reducing turnover intentions. Context of Vietnam’s Hotel Industry Vietnam's hotel industry, especially the 4 and 5-star segments, has experienced rapid growth due to the country's booming tourism sector (Hoang et al., 2024 ; Nguyen et al., 2022 ). However, this growth has brought challenges related to employee retention. High turnover rates in Vietnam's hospitality sector, driven by factors such as long working hours and high job demands, highlight the need for effective retention strategies (Anh Hai Le et al., 2018 ; Anh H Le et al., 2018 ; Le & Chen, 2021 ). As highly suggested by recent studies, implementing GHRM practices in this context could offer a dual benefit: promoting environmental sustainability and enhancing employee retention by creating a supportive and engaging work environment (Ahmed et al., 2021 ; Islam et al., 2023 ; Islam, Mendy, et al., 2022 ). Additionally, researcher highlighted the need for culturally sensitive HR practices and the importance of organizational support in retaining employees in the hospitality industry (Asghar et al., 2021 ; Bibi et al., 2018 ). However, the specific challenges and opportunities associated with implementing GHRM practices in Vietnam's hotel industry have not been thoroughly examined. 2.2. Hypothesis Development Hypothesis 1 (H1): KS positively influence GHRM practices Knowledge Sharing (KS) has a notable positive influence on Green Human Resource Management (GHRM). According to Rubel et al. ( 2021 ), green knowledge sharing acts as a mediator, facilitating the impact of GHRM on green service behavior. By encouraging employees to exchange eco-friendly knowledge, organizations can foster a culture of environmental responsibility, which in turn enhances the effectiveness of GHRM initiatives. Moreover, KS not only promotes collaboration among employees but also ensures that green policies are fully understood and implemented, leading to improved organizational sustainability outcomes (Yang and Li, 2023). Hypothesis 2 (H2): MF positively influence GHRM practices Mindfulness (MF) enhances Green Human Resource Management (GHRM) by fostering greater awareness and engagement with sustainable practices. MF increases employees’ connection to eco-friendly initiatives, encouraging active participation in sustainability efforts (Murillo-Ramos et al., 2024 ). This heightened mindfulness supports the implementation of green strategies and stimulates innovation, as employees feel empowered to propose eco-friendly improvements (Chen et al., 2021). Additionally, MF contributes to employee retention by promoting a workplace culture that values both well-being and environmental sustainability. Hypothesis 3 (H3): GHRM positively influence IC By integrating environmental considerations into HR practices, organizations can inspire staff to think creatively and facilitate to innovation (Ogiemwonyi et al., 2023 ; Shah & Soomro, 2023 ). Donate and de Pablo ( 2015 ) found that knowledge-oriented leadership, which can be part of GHRM, significantly enhances innovation within organizations. In addition, Pham et al. ( 2020 ) and Singh et al. ( 2020 ) demonstrated that GHRM can lead to higher levels of innovation by providing the necessary resources and support for creative initiatives. Hypothesis 4 (H4): KS positively influence IC Employee knowledge sharing plays a crucial role in expanding the organization’s collective knowledge, which in turn drives creativity and innovation. Research suggests that organizations with a culture of knowledge sharing are more likely to stimulate idea generation, enhance problem-solving, and foster continuous process improvements (Chen et al., 2022). Additionally, knowledge sharing helps build trust and collaboration among employees, thereby strengthening the organization’s capacity for innovation (Lyu et al., 2020). By encouraging open communication and collective learning, knowledge sharing serves as a catalyst for cultivating an environment where new ideas can thrive and be explored. Hypothesis 5 (H5): MF positively influence IC Mindfulness (MF) has been shown to positively influence the development of an innovative climate (IC) within organizations. Research indicates that mindfulness practices enhance cognitive flexibility, divergent thinking, and creativity, all of which are critical for innovation (Byrne & Thatchenkery, 2019). Mindful individuals tend to approach problems with a fresh perspective, thus promoting a climate conducive to innovation. Moreover, mindfulness reduces cognitive rigidity, allowing for greater openness to new ideas, which is essential in creating an innovative organizational culture (Greenberg et al., 2012). Hypothesis 6 (H6): GHRM practices have a positive effect on ER. GHRM practices create a supportive and environmentally responsible workplace, enhancing employee satisfaction and loyalty, which can lead to higher retention rates. For instance, Dumont et al. ( 2017 ) showed that fostering a psychological green climate and promoting green values among employees positively influences their behavior through green HRM practices. Moreover, many studies found that GHRM practices improve ER by aligning organizational and employee values around sustainability and responsibility (Guerci et al., 2016 ; Islam, Mendy, et al., 2022 ; Jose Chiappetta Jabbour, 2011 ). Hypothesis 7 (H7): KS positively influence ER When employees actively share knowledge, they feel more connected and valued within the organization, thus increasing their commitment and reducing turnover (Awawdeh et al., 2024 ; Chauhan, 2023 ). Moreover, Sang et al., emphasized the importance of KS in enhancing creative performance and problem-solving capacity, which can contribute to a stronger sense of belonging and job satisfaction (Sang et al., 2019 ). Furthermore, Foss et al. ( 2015 ) and Donate et al. ( 2022 ) support the idea that knowledge sharing fosters a supportive work environment, thereby reducing turnover intentions. Hypothesis 8 (H8): MF positively influence ER Mindful employees excel at managing stress and maintaining engagement, resulting in higher job satisfaction and reduced turnover intentions (Dane & Brummel, 2014 ; Lin et al., 2022 ; Liu et al., 2024 ; Zivnuska et al., 2016 ). Liu et al. ( 2024 ) conducted an integrative review revealing that MF at work positively influences various facets of employee well-being and performance, which are essential for retention. This is also supported by Hülsheger et al. ( 2013 ) and Montani et al. ( 2020 ) who found that MF significantly reduces stress and enhances job satisfaction, thereby contributing to lower turnover rates. By fostering MF, organizations not only improve individual well-being but also create a more encouraging and efficient workplace environment. This holistic approach to employee care can lead to long-term organizational success and sustainability, demonstrating the profound impact of MF on both personal and professional levels (Raza et al., 2018 ). Hypothesis 9 (H9): IC positively influence ER Staff who engage in innovative activities are more likely to experience achievement and satisfaction, enhancing their loyalty to the organization (Fazal-e‐Hasan et al., 2023 ; Gabriel et al., 2022 ; Widianto et al., 2012 ). Montani et al. ( 2020 ) found that innovative work behavior, driven by work engagement and mindfulness, boosts job satisfaction and retention. Similarly, Tang et al. ( 2019 ) and Bhatnagar ( 2012 ) discovered that workplace innovation is linked to higher job satisfaction and lower turnover intentions. Supporting innovative activities thus fosters a more satisfied and loyal workforce. Hypothesis 10 (H10): The relationship between GHRM practices and ER is mediated by IC. The hypothesis that the relationship between GHRM practices and ER is mediated by IB is well-supported by existing literature. Research by Mensah et al. ( 2023 ) demonstrated that green training, hiring, and compensation practices significantly predicted innovative work behavior among employees, and Alshehri et al. ( 2024 ) highlighted that GHRM practices contribute to promoting product and process innovation by enhancing employees' knowledge and skills. Moreover, Rana and Arya ( 2024 ) explored green innovation as a mediator between GHRM activities and employees' eco-responsible behaviors, while Iqbal et al. ( 2024 ) explored the impact of GHRM practices on employees' dedication to environmental efforts and their organizational citizenship behavior for the environment, with harmonious environmental passion serving as a mediator. Therefore, these studies collectively support the favorable impact of GHRM initiatives on fostering innovative behaviors among employees, which can lead to higher ER rates within organizations. Hypothesis 11 (H11): The relationship between KS and ER is mediated by IC. In a knowledge-sharing (KS) environment, the presence of an innovative climate (IC) plays a critical mediating role in enhancing employee retention (ER). According to research, organizations that promote KS among employees foster a collaborative and open atmosphere, encouraging the exchange of ideas and expertise (Chen et al., 2022). This process not only facilitates the flow of knowledge but also supports continuous learning and problem-solving, which can lead to enhanced innovation within the organization (Anderson et al., 2004). When IC is established, it allows the knowledge shared through KS to be effectively utilized for innovation, creating an environment that motivates employees to stay engaged with their work and reduces turnover intentions (Bhatnagar, 2012 ). The mediating effect of IC ensures that the ideas and insights gained through KS contribute directly to organizational improvements, thereby improving ER. Hypothesis 12 (H12): The relationship between MF and ER is mediated by IC. The relationship between Mindfulness (MF) and Employee Retention (ER) is mediated by Innovative Climate (IC) through various mechanisms. According to Montani et al. (2019), mindfulness helps employees positively reframe stressful situations, making them more likely to cope effectively with work demands and remain engaged in their roles. This enhanced engagement, when combined with an innovative climate that encourages creativity and new ideas, strengthens the connection between mindfulness and employee retention. IC acts as a facilitator by leveraging the cognitive flexibility fostered by mindfulness to create a supportive environment for innovation and problem-solving, which leads to greater job satisfaction and retention​(Byrne & Thatchenkery, 2019). Thus, mindfulness enhances ER indirectly by fostering a climate of innovation where employees feel valued and supported, contributing to a reduction in turnover​ 2.3. The proposed research model By integrating theories from organizational culture, social exchange, and innovation management, this study positions IC as a critical mediator in the relationship between GHRM and ER. IC provides the necessary conditions for employees to engage in environmentally sustainable practices and innovation, thereby strengthening their commitment to the organization. GHRM practices that promote sustainability are more effective when they occur in a supportive, innovative climate, as this combination enhances employee engagement and satisfaction, leading to higher retention rates. In conclusion, this theoretical framework (Fig. 1 ) suggests that IC not only mediates the direct effects of GHRM, KS, and MF on ER but also amplifies their combined impact. By fostering a culture of innovation, organizations can maximize the benefits of GHRM practices, reduce turnover, and retain a committed and engaged workforce. 3. Methodology 3.1. Sample and Data Collection This study employs a quantitative research design to examine the impact of GHRM practices on ER in Vietnam's 4 and 5-star hotel sector. A survey-based approach is used to collect data from employees working in these hotels. The target population for this study includes employees from 4 and 5-star hotels in major cities in Vietnam, such as Hanoi, Da Nang, and Ho Chi Minh City, and a stratified random sampling technique is employed to ensure representation across different hotel chains and positions within the hotels. The sample size consists of 298 employees, and this sample size is determined based on the guidelines for SEM, which typically require a minimum of 200 response (Kyriazos, 2018 ; Wolf et al., 2013 ). Data is collected through a self-administered questionnaire distributed both online and in-person to hotel employees. The questionnaire was originally created in English and then translated into Vietnamese to guarantee clarity and comprehension. A back-translation method is used to maintain the accuracy of the translation. To encourage participation, a cover letter is included with the survey, outlining the study's purpose and assuring respondents that their responses will remain confidential and anonymous. Ethical guidelines are strictly followed by obtaining informed consent from all participants, ensuring them that their responses will be kept confidential and anonymous. 3.2. Measures All constructs in the conceptual model are measured using validated scales from existing literature, adapted to the context of this study as shown in Table 1 . Each item is rated on a 5-point Likert scale, with 1 representing strong disagreement and 5 representing strong agreement. Specially, GHRM practices are evaluated using a measurement tool created by Tang et al. ( 2018 ), The instrument covers aspects such as eco-friendly hiring, training programs, performance evaluation, and employee engagement in sustainability efforts. While, ER is measured using a scale adapted from Hom and Griffeth ( 1991 ), which assesses employees' intention to stay with their organization. Furthermore, KS is measured using a scale developed by Wang and Noe ( 2010 ) which includes items that assess the extent to which employees share knowledge with their colleagues. Moreover, IC is measured using a scale developed by Janssen ( 2000 ), which includes items related to the generation, promotion, and realization of new ideas. Lastly, MF is assessed using scales proposed by Brown and Ryan ( 2003 ), which evaluate individuals' attention to and awareness of their current experiences. This is also known as the Mindfulness Attention Awareness Scale (MAAS). Table 1 Measures of variable Construct Sample Item GHRM Practices Tang et al. ( 2018 ) 1. My company includes environmental criteria in the hiring process. 2. Environmental training programs are provided to employees. 3. Employee performance appraisals include environmental criteria. 4. My company involves employees in environmental management activities. 5. Green practices are integrated into the employee induction program. 6. Employees are encouraged to suggest green practices. 7. My company uses green criteria for employee promotions. 8. Environmental awareness is part of my company’s culture. 9. Employees are rewarded for achieving environmental goals. Employee Retention Hom and Griffeth ( 1991 ) 1. I intend to remain with this company for the upcoming year. 2. I do not intend to quit my job. 3. I am loyal to this company. 4. I feel deeply connected to my organization. 5. I am considering leaving this organization in the near future. (reverse-scored) 1. I consistently share my work-related knowledge with my colleagues 2. I am willing to share my expertise with others in the organization. 3. I frequently provide my colleagues with information that might help them. 4. I share new ideas and insights with my team members. 5. I discuss useful work-related information with my peers. 6. I help others by sharing my skills and knowledge. 7. I contribute to meetings by sharing relevant information. 8. I am open to sharing my knowledge to improve organizational performance. 9. I feel confident in teaching others through demonstration and on-the-job training. Innovative Climate (Ye et al, 2022 ) 1. My company will reward technological innovation and R&D achievements. 2. My company will encourage employees to adapt flexibly to the changing market. 3. In my company, new ideas can easily get support and help. 4. My company will publicly recognise those people who are innovative. Mindfulness (Brown & Ryan, 2003 ) 1. Staying focused on the present moment is challenging for me. (reverse-scored) 2. I often hurry to my destination without noticing my surroundings. (reverse-scored) 3. I might feel an emotion but not recognize it until later. (reverse-scored) 4. Maintaining concentration on a single task for an extended period is difficult for me. (reverse-scored) 5. I complete tasks automatically, without being conscious of my actions. (reverse-scored) 6. I frequently listen to someone with partial attention while doing something else simultaneously. (reverse-scored) 3.3. Data Analysis techniques The collected data is analyzed using Smart PLS. This method is preferred for its ability to handle complex models and its effectiveness in exploratory research (Hair et al., 2014 ). The process of analyzing the data consists of several phases. To begin, descriptive statistics are generated to outline the sample's characteristics and the response distribution. Following this, the reliability and validity of the measurement scales are examined through Cronbach's alpha, composite reliability, and average variance extracted (AVE). Secondly, the structural model is assessed to evaluate the hypothesized relationships between constructs, with the significance of the path coefficients determined through bootstrapping with 5,000 resamples. Finally, mediation analysis is carried out to investigate the indirect impact of GHRM, KS and MF practices on ER through IC. 4. Data Analysis 4.1. Respondent Demographics Table 3 provides an alluring snapshot of the 298 participants, with a nearly perfect gender balance of 51.68% males and 48.32% females. Moreover, the intellectual prowess of the workforce is evident, with a majority holding a Bachelor's degree (56.38%). Furthermore, the job positions are a tantalizing mix of supervisors (26.51%), staff (24.83%), managers (24.83%), and executives (23.83%), reflecting a diverse and dynamic professional landscape. Additionally, experience levels range from fresh faces with less than 1 year (23.15%) to seasoned veterans with over 10 years (18.45%), offering a rich blend of perspectives. The participants hail from the vibrant cities of Hanoi (35.23%), Da Nang (34.56%), and Ho Chi Minh City (30.21%), ensuring a broad geographical representation. Finally, the hotel roles span front desk (27.85%), housekeeping (26.17%), food and beverage (22.81%), and management (23.15%), covering all facets of the luxurious hospitality experience Table 2: Demographic information Category Subcategory Frequency Percentage (%) Sex Man 154 51.68 Women 144 48.32 Position Supervisor 79 26.51 Staff 74 24.83 Manager 74 24.83 Executive 71 23.83 Educational Background High School 73 24.50 Bachelor 168 56.38 PhD 5 1.68 Master 52 17.44 Experience Level Under 1 year 69 23.15 1 to 3 years 61 20.47 4 to 6 years 58 19.46 7 to 10 years 56 18.79 Over 10 years 55 18.45 City Hanoi 105 35.23 Da Nang 103 34.56 Ho Chi Minh City 90 30.21 Hotel Position Front Desk 83 27.85 Housekeeping 78 26.17 Food and Beverage 68 22.81 Management 69 23.15 Source: Authors’ analysis from the SPSS software 4.2. Evaluation of Measurement Table 3, 4, and 5 show that the outer loadings represent the range of factor loadings for the items of each construct, ranging from 0.707 to 0.893. Fornell and Larcker (1981) suggest an AVE higher than 0.50. In this study, AVE values range from 0.581 to 0.742. Composite reliability values, which range from 0.888 to 0.940, and Cronbach's Alpha values, which span from 0.884 to 0.937, demonstrate internal consistency reliability. Both metrics surpass the recommended 0.70 threshold, indicating strong reliability (Nunnally & Bernstein, 1994). Table 3: Reliability and Validity Construct Reliability and Validity Constructs Number of Items Outer Loadings AVE Composite Reliability Cronbach’s Alpha GHRM 9 0.707 - 0.838 0.581 0.913 0.909 ER 5 0.771 - 0.893 0.738 0.913 0.910 KS 9 0.754 - 0.870 0.666 0.940 0.937 IC 4 0.813 - 0.893 0.742 0.888 0.884 MF 6 0.782 - 0.878 0.680 0.911 0.906 Table 4: Discriminant validity (Fornell-Lacker criteria) ER GHRM IC KS MF ER 0.859 GHRM 0.767 0.762 IC 0.732 0.774 0.862 KS 0.497 0.595 0.562 0.816 MF 0.748 0.745 0.717 0.489 0.825 Source: Authors’ analysis from the Smart PLS software Table 5: Discriminant validity – Heterotrait-monotrait (HTMT) Discriminant validity – Heterotrait-monotrait (HTMT) – Matrix ER GHRM IC KS MF ER GHRM 0.840 IC 0.811 0.856 KS 0.529 0.636 0.612 MF 0.813 0.806 0.789 0.518 4.3. Hypothesis Testing and Discussion Direct effects The hypothesis testing results shown in Table 6 and Figure 2 provide insightful evidence on the direct relationships between GHRM practices, KS, IC, MF, and ER in the Vietnamese hotel industry. KS (path coefficient = 0.304, with a t-value of 6.337, p-value < 0.001) and MF (path coefficient = 0.596, with a t-value of 13.218, p-value < 0.001) positively influence GHRM practices, suggesting that KS and MF promote a culture of sustainability (Rubel et al, 2021; Chen & Wu, 2022). Similarly, GHRM practices, KS and MF have a significant positive impact on IC, suggesting that sustainability, collaboration and concentration can enhance a culture of creativity. This finding corresponds with Foss et al. (2015) and Donate and de Pablo (2015). The direct influence of GHRM practices (path coefficient = 0.345, with a t-value of 4.379, p-value < 0.001) on ER indicates that environmentally sustainable HR practices significantly contribute to enhancing ER by fostering a supportive work environment. This finding aligns with previous studies conducted by Islam et al. (2021) and Jabbour (2011), which also identified positive effects of GHRM on retaining employees. Furthermore, MF (path coefficient = 0.324, a t-value of 4.400, and a p-value of 0.000) and IC (path coefficient of 0.231, a t-value of 3.228, and a p-value of 0.001) have a positive relationship with ER. This suggests that mindful employees are better equipped to manage stress and sustain focus, while employees involved in innovative activities experience higher job satisfaction, both reducing their likelihood of leaving the organization, consistent with the findings of Hülsheger et al. (2013), Good et al. (2016) and Montani et al. (2020). However, the relationship between KS and ER is not supported, as indicated by the path coefficient of 0.003, a t-value of 0.080, and a p-value of 0.936. This outcome is further elaborated in the subsequent section on Mediating Effects. Table 6: Direct Effects Hypothesis Path Coefficient t-Value p-Value Outcome H1: Knowledge Sharing → GHRM Practices 0.304 6.337 0.000 Support*** H2: Mindfulness → GHRM Practices 0.596 13.218 0.000 Support*** H3: GHRM Practices → Innovative Climate 0.468 7.523 0.000 Support*** H4: Knowledge Sharing → Innovative Climate 0.136 3.394 0.001 Support** H5: Mindfulness → Innovative Climate 0.302 5.943 0.000 Support*** H6: GHRM Practices → Employee Retention 0.345 4.379 0.000 Support*** H7: Knowledge Sharing → Employee Retention 0.003 0.080 0.936 Not Support H8: Mindfulness → Employee Retention 0.324 4.400 0.000 Support*** H9: Innovative Climate → Employee Retention 0.231 3.228 0.001 Support** Source: Authors’ analysis from the Smart PLS software *** p-value < 0.001; ** p-value < 0.01; * p-value < 0.05 Mediating Effects of Innovative Climate The mediation analysis as shown in Table 5 investigates that the IC partially mediates the effects of GHRM practices and MF on ER. GHRM influences ER through IC with a coefficient of 0.108 (t = 3.000, p = 0.003), and MF impacts ER through IC with a coefficient of 0.070 (t = 2.866, p = 0.004), highlighting their role in fostering innovation to enhance retention. These mediation effects highlight the importance of promoting a collaborative and innovative work environment to maximize the effectiveness of GHRM practices on ER. This corresponds with the findings of Carmeli et al. (2013) and Donate and de Pablo (2015), who also observed that IC act as mediators in improving employee retention through supportive HR practices. However, the specific mediating roles of IC in the context of GHRM practices have not been comprehensively examined in earlier studies. Table 5: Mediating Effects of IC Hypothesis Relationship Indirect Effect t-Value p-Value Result Comment H10 GHRM → ER 0.345 4.379 0.000 Supported Partial mediation IC → ER 0.231 3.228 0.001 Supported GHRM → IC→ ER 0.108 3.000 0.003 Supported H11 KS → ER 0.003 0.080 0.936 Not supported Full mediation IC → ER 0.231 3.228 0.001 Supported KS → IC → ER 0.031 2.270 0.023 s upported H12 MF→ ER 0.324 4.400 0.000 Supported Partial mediation IC → ER 0.231 3.228 0.001 Supported MF→ IC → ER 0.070 2.866 0.004 Supported Source: Authors’ analysis from the Smart PLS software Specifically, while the analysis reveals that although the direct impact of KS on ER is not significant, its indirect effect through the IC is substantial, with a path coefficient of 0.031 (t-value = 2.270, p = 0.023). This observation is further supported, as KS influences ER directly in the absence of IC (refer to Figure 3). This finding indicates that IC fully mediates the relationship between KS and ER (refer to Figure 2), suggesting that the primary mechanism through which KS improves retention is by fostering a culture of innovation within the organization. Engaging in knowledge-sharing activities creates an environment that promotes innovative thinking, leading to higher retention rates as employees feel more valued and satisfied within a dynamic and progressive workplace. Hypothesis Testing Results The findings of this study offer valuable insights into the direct effects of GHRM, KS, MF, and IC on ER in the Vietnamese high-end hotel industry. The positive direct effects of KS and MF on GHRM practices (H1 and H2) suggest that fostering a culture of sustainability is significantly supported by KS and MF, which help promote eco-friendly values and collaborative behavior within the workforce. This aligns with previous research by Rubel et al. (2021) and Chen & Wu (2022), who also highlighted the importance of KS and MF in creating a sustainable and engaged organizational culture. The direct influence of GHRM practices on IC (H3), supported by a strong path coefficient, further reinforces the idea that GHRM can cultivate innovation by encouraging a workplace focused on environmental responsibility and creativity (Foss et al., 2015; Donate & de Pablo, 2015). Interestingly, MF not only strengthens GHRM practices but also directly influences both IC and ER (H5 and H8), suggesting that mindful employees are more equipped to manage stress, remain focused, and engage with innovative activities. This result is consistent with the findings of Hülsheger et al. (2013), Good et al. (2016), and Montani et al. (2020), who noted the positive effects of mindfulness on job satisfaction and retention. Employees involved in a supportive and innovative climate are more likely to stay with the organization, indicating that MF and IC are key facilitators in enhancing employee loyalty and reducing turnover. However, the study also found that the direct impact of KS on ER (H7) was not supported, as evidenced by the non-significant path coefficient. This result is surprising, considering that KS is often associated with a collaborative work environment and employee engagement. One potential explanation could be that while KS fosters collaboration, its direct effect on retention might be weaker without the presence of other supportive elements, such as an innovative climate. This notion is supported by the mediation analysis, where KS was found to significantly impact ER through IC (H11). The full mediation effect suggests that KS primarily drives retention by creating an innovative and dynamic work culture, where employees feel valued and engaged in forward-thinking processes. This is consistent with research by Carmeli et al. (2013) and Donate & de Pablo (2015), who emphasize the importance of innovation as a key driver of employee commitment. The mediation effects of IC in the relationship between GHRM, MF, and ER (H10 and H12) also reinforce the importance of creating a work environment that promotes creativity and collaboration. The partial mediation indicates that GHRM and MF have a direct influence on ER but that their effects are amplified when combined with IC, fostering a culture that supports innovation and continuous improvement. This finding emphasizes the strategic importance of cultivating an innovative climate within organizations to maximize the benefits of GHRM practices and mindfulness on employee retention. In conclusion, this study provides strong evidence that while GHRM, KS, and MF positively influence employee retention, their effects are significantly enhanced when Innovative Climate mediates the relationship. Organizations, particularly in the hospitality sector, should focus on not only implementing GHRM practices but also fostering a culture of innovation and mindfulness to retain talented employees. The failure to directly link KS to ER highlights the importance of ensuring that knowledge-sharing activities are embedded within a larger framework of innovation, where employees see the value of their contributions to both sustainability and continuous improvement. These findings offer practical implications for luxury hotels seeking to create sustainable HRM strategies and foster employee loyalty in a competitive industry. 5. Contributions and Conclusion This study explored the role of GHRM in enhancing ER in Vietnam’s high-end hotel industry, with a focus on the mediating roles of KS, MF, and IC. The findings provide both theoretical and practical contributions to the understanding of how GHRM practices, combined with a supportive organizational climate, can foster employee loyalty and reduce turnover in a competitive industry. 5.1. Theoretical Contributions The study expands the existing literature on GHRM by integrating KS, MF, and IC into the framework, demonstrating how these factors interact to drive employee retention. IC emerged as a critical mediator, amplifying the positive effects of GHRM on ER. This underscores the importance of fostering an organizational environment that promotes creativity, sustainability, and collaboration to retain employees. By drawing on Social Exchange Theory (SET), Organizational Support Theory (OST), and Absorptive Capacity Theory, the study offers a deeper theoretical grounding for understanding how GHRM can align with employee values to enhance engagement and commitment. The findings suggest that employees are more likely to stay in organizations that prioritize both environmental sustainability and innovation, particularly when knowledge-sharing and mindfulness practices are actively promoted. Particularly, The findings of this study enrich the existing literature on GHRM by providing empirical evidence on the diverse impacts of GHRM practices, KS, and MF on ER. This research highlights that these elements not only directly influence ER but also enhance it through the mediating role of an IC. These results affirm that environmentally sustainable HR practices foster a collaborative, focused, and innovative organizational culture, which is crucial for retaining talent. Furthermore, the significant role of KS and MF in strengthening the link between GHRM practices and ER adds a new dimension to the theoretical HRM framework. It demonstrates that KS and MF amplify the effectiveness of GHRM practices, making them vital components for integration into future HRM models. This inclusion of KS and MF within the GHRM framework emphasizes the interaction between sustainable practices and employee engagement, illustrating how a culture of continuous knowledge exchange and mindfulness can lead to long-term retention. It suggests that organizations should prioritize these practices to create a more resilient and innovative work environment, thereby achieving sustainable growth and competitive advantage. 5.2. Practical Implications The findings of this study highlight the importance of GHRM practices, KS, MF, and IC in fostering employee retention in Vietnam’s high-end hotel sector. To help hotel managers implement these insights effectively, the following actionable strategies are recommended: 1. Implementing GHRM Practices GHRM is essential for fostering a culture of sustainability, which can, in turn, enhance employee loyalty by aligning organizational values with employees' personal environmental concerns. To integrate GHRM into daily operations, hotel managers can implement several initiatives. First, green hiring practices prioritize candidates who are committed to sustainability, ensuring environmental responsibility is considered during recruitment. Furthermore, eco-friendly training programs educate employees on sustainable practices, such as energy conservation and waste reduction, making these principles part of their everyday work. Additionally, green employee recognition programs reward staff for their contributions to environmental efforts, such as reducing water or energy use. Finally, linking sustainability to performance appraisals ensures that employees are regularly assessed on their adherence to eco-friendly practices, reinforcing the organization's commitment to sustainability at all levels. 2. Fostering Knowledge Sharing Knowledge sharing is essential for fostering a collaborative work environment, enabling employees to learn from one another and contribute to the hotel’s innovation and continuous improvement. Hotel managers can promote knowledge sharing through several strategies. First, cross-departmental knowledge-sharing sessions can bring together employees from different areas to exchange insights, solve problems, and generate new ideas, enhancing both operational efficiency and guest satisfaction. Additionally, mentorship programs allow experienced staff to guide newer employees, ensuring valuable knowledge is passed on, while also shortening the learning curve for new hires. Internal knowledge-sharing platforms provide a space for employees to share resources, ideas, and feedback, encouraging continuous improvement across the hotel. Lastly, knowledge-sharing contests incentivize staff to contribute creative ideas for enhancing operations or sustainability, with rewards recognizing the best contributions. These methods collectively support a culture of learning, innovation, and collaboration. 3. Promoting Mindfulness for Stress Reduction and Engagement Mindfulness has been shown to improve employee well-being and job satisfaction, both of which contribute to higher retention rates. To incorporate mindfulness into hotel operations, managers can implement several initiatives. First, mindfulness training programs can be offered to help employees manage stress, stay focused, and maintain a healthy work-life balance through techniques like meditation and breathing exercises. Additionally, creating dedicated mindfulness spaces within the hotel, such as quiet rooms or meditation areas, allows staff to take short breaks and recharge. Mindfulness-based leadership programs can also train managers to model mindfulness practices and create a supportive work environment, enhancing overall team well-being. Finally, wellness incentives, such as rewards for participating in mindfulness courses or challenges, can further encourage employee engagement in these programs, reinforcing a culture of well-being and mindfulness across the organization. 4. Building an Innovative Climate IC is crucial for fostering creativity and employee engagement, which, in turn, boosts retention. Hotel managers can promote innovation through several key strategies. First, innovation challenges and idea competitions encourage employees to submit creative solutions for improving guest experiences, sustainability, or operational efficiency, with rewards such as bonuses or recognition for the best ideas. Additionally, cross-department collaboration can spark new perspectives by bringing together employees from different areas, like housekeeping, food and beverage, and the front desk, to solve problems creatively. Encouraging risk-taking in a supportive environment is also essential, as it allows employees to propose and experiment with new ideas without fear of failure, fostering a culture of creativity. Lastly, sustainability-focused challenges can engage employees in developing green initiatives, such as reducing energy consumption or waste, further promoting innovation and environmental responsibility within the hotel. 5. Combining GHRM, KS, MF, and IC for Long-Term Retention For maximum impact, hotel managers should integrate these practices into a comprehensive HRM strategy. By combining GHRM with KS, MF, and IC , managers can create a work environment that promotes sustainability, collaboration, and employee well-being—critical factors for long-term retention. Comprehensive training programs should be designed to blend GHRM practices with mindfulness and knowledge-sharing initiatives, ensuring employees are equipped with the tools to collaborate, maintain their well-being, and contribute to innovation. Furthermore, aligning performance metrics with GHRM and innovation-focused objectives ensures that employees are recognized and rewarded not only for individual accomplishments but also for their contributions to sustainability, knowledge sharing, and creative problem-solving. This alignment will motivate employees to actively engage in these activities, enhancing their commitment and loyalty to the organization. 5.3. Conclusion In conclusion, this study highlights the critical role of GHRM in promoting employee retention in Vietnam’s high-end hotel industry. By integrating sustainability, mindfulness, and innovation into HR practices, organizations can create an environment that not only reduces turnover but also enhances employee satisfaction and engagement. These findings are especially relevant for industries with high employee turnover, such as hospitality, where retaining skilled employees is crucial for maintaining service quality and competitive advantage. As the demand for sustainable business practices continues to grow, the integration of GHRM with knowledge sharing, mindfulness, and innovation offers a powerful approach to building a committed and motivated workforce. Moving forward, hotel managers and HR leaders should focus on creating a culture that fosters sustainability and innovation while supporting employee well-being, ensuring long-term organizational success. 5.4. Future Research Directions While this study provides valuable insights into the relationship between GHRM, KS, MF, IC, and ER in the Vietnamese high-end hotel industry, several areas remain unexplored and present opportunities for future research. Firstly, future studies could explore the applicability of these findings in different industries beyond the hotel sector, such as healthcare or manufacturing, to determine whether the impact of GHRM, KS, MF, and IC on employee retention is consistent across various contexts. Secondly, longitudinal studies are needed to track the effects of GHRM and IC on retention over time, providing deeper insights into how these practices evolve and influence employee behavior in the long term. Thirdly, further research could investigate additional mediators and moderators, such as organizational culture, leadership style, or employee engagement, to provide a more comprehensive understanding of how GHRM impacts retention. Fourthly, exploring the influence of cultural differences on the implementation and success of GHRM practices across different regions could reveal the role of cultural values in sustainability and retention. Fifthly, given that Knowledge Sharing (KS) did not directly affect retention, future studies should examine under what conditions KS becomes more effective and how the quality or frequency of knowledge sharing impacts retention outcomes. Sixthly, with the increasing use of digital tools in HR, research could assess how technological advancements, such as AI-based GHRM systems, influence retention and innovation. Seventhly, the impact of GHRM on employee well-being and mental health should also be explored, particularly in terms of how mindfulness and sustainability-focused HR practices reduce stress and improve employee satisfaction. Finally, future research could investigate how rewards and recognition programs aligned with green initiatives can further enhance the impact of GHRM on employee retention. Declarations Ethical Approval Statement This study does not involve human participants or identifiable personal data as defined by institutional, local, and national guidelines; therefore, formal ethics approval was not required. This determination was reviewed and confirmed by the Institutional Review Board (IRB) of Ho Chi Minh City University of Economics and Finance - UEF, and written confirmation has been submitted as a cover letter to the journal. All other research protocols adhered to ethical standards for academic integrity and responsible research. Informed Consent Statement Since this study did not involve interaction with human participants or collection of identifiable data, informed consent was not required. This determination was reviewed and confirmed by the Institutional Review Board (IRB) of Ho Chi Minh City University of Economics and Finance - UEF, with a confirmation letter submitted to the journal as a cover letter. Author Contribution Author Contributions StatementVan Kien Pham (https://0000-0003-0438-5684), from the Business Department at FPT University, Greenwich Vietnam (Ho Chi Minh campus), made significant contributions to the conception and design of the study. He also played a primary role in data analysis, interpretation, and drafting the manuscript. He was involved in the critical revision of the manuscript and approved the final version for submission.Linh Le Phuong Giao (https://orcid.org/0000-0001-5291-4355), from the School of Tourism, College of Business at the University of Economics Ho Chi Minh City, contributed to the design and methodology of the study, as well as data collection and analysis. She also contributed to the interpretation of the findings, manuscript preparation, and critical revisions. She reviewed and approved the final version of the manuscript for submission.Both authors contributed equally to this work and take responsibility for the integrity of the study. Acknowledgement We would like to extend our deepest gratitude to the University of Economics Ho Chi Minh City for their invaluable support throughout the course of this research. 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Front Psychol 10:2699 Thai NV, Trang BTQ, Quy NLD, Huong NTQ, Huyen VTT (2024) Factors affecting the successful implementation of customer relationship management in 3-to-5-star hotels in Viet Nam. Cogent Social Sci 10(1):2316062 Tukiran M, Yusnita N, Sunaryo W, Hidayat Y (2024) Strategy to Increase Talent Retention by Using Gamification and a Holistic Approach in Increasing Talent Retention and Employee Engagement: A Systematic Literature Review. Int J Social Manage Stud 5(3):55–73 Wang S, Noe RA (2010) Knowledge sharing: A review and directions for future research. Hum resource Manage Rev 20(2):115–131 Wheeler AR, Halbesleben JR, Harris KJ (2012) How job-level HRM effectiveness influences employee intent to turnover and workarounds in hospitals. J Bus Res 65(4):547–554 Widianto S, Abdullah R, Kautsar A, Meiyanti S (2012) The effect of job embeddedness on work engagement and innovative behavior. Available at SSRN 2180736 Wolf EJ, Harrington KM, Clark SL, Miller MW (2013) Sample size requirements for structural equation models: An evaluation of power, bias, and solution propriety. Educ Psychol Meas 73(6):913–934 Ye P, Liu L, Tan J (2022) Creative leadership, innovation climate and innovation behaviour: the moderating role of knowledge sharing in management. Eur J Innov Manage 25(4):1092–1114 Zhang X, Peng L (2023) Exploring the relationship between green human resource management (GHRM) and organizational sustainable development performance. Second International Conference on Sustainable Technology and Management (ICSTM 2023) Zhang Y, Luo Y, Zhang X, Zhao J (2019) How green human resource management can promote green employee behavior in China: A technology acceptance model perspective. Sustainability 11(19):5408 Zhao M, Yao L, Ma R, Sarmad M, Orangzab, Ayub A, Jun Z (2023) How green mindfulness and green shared vision interact to influence green creative behavior. Psychol Res Behav Manage, 1707–1723 Zivnuska S, Kacmar KM, Ferguson M, Carlson DS (2016) Mindfulness at work: Resource accumulation, well-being, and attitudes. Career Dev Int 21(2):106–124 Additional Declarations No competing interests reported. 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Introduction","content":"\u003cp\u003eIn today\u0026rsquo;s business environment, sustainability has become a key priority for organizations across industries (Imasiku, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Rotolo \u0026amp; Church, \u003cspan citationid=\"CR105\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). This growing emphasis on sustainability has given rise to GHRM, which incorporates environmentally sustainable practices into Human Resource (HR) operations (Islam, Hack-Polay, et al., \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Palguna, \u003cspan citationid=\"CR91\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). GHRM aims to cultivate a culture of environmental responsibility, minimize carbon footprints, and promote sustainable business practices within organizations (Jackson et al., \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; Renwick et al., \u003cspan citationid=\"CR102\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). While the environmental benefits of GHRM are well-recognized, the influence of these practices on employee-related outcomes, particularly ER, remains underexplored.\u003c/p\u003e \u003cp\u003eER is a critical challenge for many organizations, particularly in the hospitality industry, where high turnover rates lead to increased recruitment costs, loss of organizational knowledge, and declining morale (Awawdeh et al., \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Das \u0026amp; Baruah, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Traditionally, HRM strategies to improve retention have focused on factors like compensation, work-life balance, and career development opportunities (Deery, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2008\u003c/span\u003e; Deery \u0026amp; Jago, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). However, the potential of GHRM to enhance ER by fostering a positive and sustainable work environment has not been fully explored, especially in emerging markets like Vietnam.\u003c/p\u003e \u003cp\u003eVietnam\u0026rsquo;s hospitality sector, particularly its high-end (4- and 5-star) hotels, has experienced rapid growth driven by the country\u0026rsquo;s booming tourism industry (Nguyen et al., \u003cspan citationid=\"CR87\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Thai et al., \u003cspan citationid=\"CR117\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). While this growth has benefited the industry, it has also created significant challenges in retaining skilled employees. Turnover rates in Vietnam\u0026rsquo;s hospitality sector are notably high, ranging between 20% and 30% annually, especially in luxury hotels where intense job demands and burnout are common (Le et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Phuong \u0026amp; Tran, \u003cspan citationid=\"CR96\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Furthermore, fierce competition within the industry makes retention even more difficult, as hotels offer better compensation and benefits to attract experienced employees. These challenges highlight the need for innovative retention strategies that go beyond traditional HR practices.\u003c/p\u003e \u003cp\u003eGHRM, combined with KS, MF, and IC, presents a promising solution. GHRM encourages a work environment that integrates sustainability into HR practices, fostering a culture of environmental responsibility that aligns with employees\u0026rsquo; values. KS and MF further strengthen this by enhancing collaboration, stress management, and employee engagement, which are essential for improving job satisfaction and retention. Despite these potential benefits, the mechanisms by which KS, MF, and IC interact with GHRM to drive ER remain poorly understood, particularly in the hospitality sector (Chen \u0026amp; Wu, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Pasek et al., \u003cspan citationid=\"CR93\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Zhang et al., \u003cspan citationid=\"CR125\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Additionally, the role of IC as a mediator between GHRM and ER has not been thoroughly examined. IC fosters creativity and innovation, which not only improve organizational performance but also enhance employee commitment and satisfaction. By encouraging continuous learning, problem-solving, and innovation, IC can strengthen the link between GHRM and ER, making it an essential factor in retaining talent in a competitive industry.\u003c/p\u003e \u003cp\u003eThis study seeks to fill these research gaps by investigating the direct and mediating effects of GHRM, KS, MF, and IC on ER in Vietnam\u0026rsquo;s high-end hotel sector. By examining how these elements interact to improve employee retention, this research aims to provide actionable insights for hotel managers looking to implement sustainable HR strategies that foster innovation, collaboration, and long-term employee loyalty. To explore these dynamics, this study surveyed 298 employees working in 4- and 5-star hotels across Vietnam, using Structural Equation Modeling (SEM) to examine the direct and mediating effects of GHRM, KS, MF, and IC on ER. The results provide significant insights into the pathways between these variables, highlighting the role of IC as a critical mediator in the relationship between GHRM and ER.\u003c/p\u003e"},{"header":"2. Literature Review","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003e2.1. Key concepts\u003c/h2\u003e \u003cp\u003e \u003cb\u003eEmployee Retention (ER)\u003c/b\u003e \u003c/p\u003e \u003cp\u003eER is a crucial challenge for organizations, as high turnover rates can result in elevated turnover rates, training expenses, erosion of organizational knowledge, and decreased employee morale. (Hom et al., \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Hom \u0026amp; Griffeth, \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e1991\u003c/span\u003e; Samuel \u0026amp; Chipunza, \u003cspan citationid=\"CR107\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). While numerous studies have identified factors influencing employee retention, such as salary, professional growth opportunities, work-life harmony, and the organization's culture, there is a lack of consensus on the most effective strategies (Al-Emadi et al., \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Recent research emphasizes the impact of workplace integration and organizational support in enhancing ER (Climek et al., \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Tukiran et al., \u003cspan citationid=\"CR118\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). However, these studies often fail to consider the specific contexts of different industries and regions, leading to generalized conclusions that may not be applicable in all settings. Moreover, the potential of GHRM practices to enhance ER has not been extensively studied, particularly in emerging countries (Bekhit et al., \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Islam, Mendy, et al., \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cb\u003eGreen Human Resource Management (GHRM)\u003c/b\u003e \u003c/p\u003e \u003cp\u003eGHRM is an emerging field that integrates environmental management into human resource practices to promote sustainability within organizations (Tang et al., \u003cspan citationid=\"CR115\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). GHRM includes a variety of practices such as eco-friendly hiring, green training, sustainable performance management, and engaging employees in environmental initiatives (Ahmed et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Islam et al., \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Mishra, \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). These practices aim to develop a workforce that is environmentally conscious and engaged in sustainability efforts. While the growing emphasis on GHRM reflects a broader trend towards corporate social responsibility and sustainable business practices, the integration of GHRM into organizational culture remains inconsistent. Many organizations adopt GHRM practices superficially to enhance their public image rather than committing to substantive changes in their operations (Mishra, \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Zhang \u0026amp; Peng, \u003cspan citationid=\"CR124\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Furthermore, recent studies have shown varying degrees of success in implementing GHRM, highlighting a need for standardized frameworks and clearer guidelines(Fazal-e‐Hasan et al., \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Islam, Mendy, et al., \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Zhang \u0026amp; Peng, \u003cspan citationid=\"CR124\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cb\u003eKnowledge Sharing (KS)\u003c/b\u003e \u003c/p\u003e \u003cp\u003eKS plays a critical role in fostering a collaborative work environment where employees can exchange information, insights, and expertise, leading to enhanced learning and innovation (Wang \u0026amp; Noe, \u003cspan citationid=\"CR119\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). KS promotes open communication and a sense of community among employees, facilitating continuous learning and problem-solving within organizations (Chen et al., 2022; Issac et al., 2024). However, many organizations face challenges in cultivating a culture that consistently supports KS. Research shows that creating a supportive organizational culture and providing opportunities for employees to share their knowledge can significantly enhance the effectiveness of KS (Zhang et al., 2024; Issac et al., 2024). Despite the clear benefits of KS, its role in combination with GHRM practices in improving Employee Retention (ER) within the hospitality industry remains underexplored (Hanif et al., \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Liu et al., \u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Mahmoud et al., \u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cb\u003eMindfulness (MF)\u003c/b\u003e \u003c/p\u003e \u003cp\u003eMF involves cultivating awareness and mental clarity, allowing employees to focus on long-term goals while managing stress effectively (Issac et al., 2024; Glomb et al., 2011). MF helps reduce workplace stress, promotes cognitive flexibility, and enables employees to better handle challenges, leading to greater job satisfaction and commitment to organizational goals (Ye et al., \u003cspan citationid=\"CR123\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Glomb et al., 2011). While MF is recognized for its ability to enhance employee well-being, many organizations struggle to integrate mindfulness practices into their cultures. Recent studies highlight the importance of building a supportive culture and providing resources for mindfulness training to fully leverage its benefits (Issac et al., 2024; Chen et al., 2022). However, the impact of combining MF with GHRM practices to improve ER, particularly in the hospitality industry, requires further investigation (Hanif et al., \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Liu et al., \u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Mahmoud et al., \u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cb\u003eInnovative Climate (IC)\u003c/b\u003e \u003c/p\u003e \u003cp\u003eIC involves the creation and application of novel concepts, processes, and products within an organization (Scott \u0026amp; Bruce, 1994; Arsawan et al., \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). An innovative climate motivates employee commitment to the organization and drives them to actively contribute toward the achievement of its strategic goals (Lecic et al., 2023). Research shows that green practices, such as training and compensation, significantly encourage innovative work behavior, with GHRM enhancing skills for innovation (Alshehri et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), and green innovation and environmental passion acting as mediators between GHRM and eco-responsible behaviors (Rana \u0026amp; Arya, \u003cspan citationid=\"CR97\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Iqbal et al., \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). While a knowledge-sharing environment supports collaboration, continuous learning, and problem-solving, directly fostering IC and leading to enhanced innovation and lower turnover (Chen et al., 2022; Bhatnagar, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2012\u003c/span\u003e), mindfulness helps employees cope with stress, fostering cognitive flexibility that IC leverages to enhance retention and engagement (Zhao et al., \u003cspan citationid=\"CR126\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Byrne \u0026amp; Thatchenkery, 2019). However, the function of IC as a mediator in the relationship between GHRM, KS, and MF, resulting in higher employee retention has not been adequately explored, particularly in the context of the hospitality industry (Papa et al., \u003cspan citationid=\"CR92\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Rana \u0026amp; Arya, \u003cspan citationid=\"CR97\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Mahmoud et al., \u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e2023\u003c/span\u003e)\u003c/p\u003e \u003cp\u003e \u003cb\u003eGHRM and ER\u003c/b\u003e \u003c/p\u003e \u003cp\u003eThe Social Exchange Theory (SET) (Blau, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e1964\u003c/span\u003e) offers a useful lens for understanding how GHRM and IC interact to improve ER. SET posits that when organizations invest in employees\u0026mdash;through GHRM initiatives that prioritize sustainability and innovation\u0026mdash;employees reciprocate by exhibiting higher levels of engagement, loyalty, and commitment. By cultivating an innovative climate, organizations create a culture that not only supports GHRM initiatives but also reinforces employee retention through social exchange mechanisms, where employees feel valued and supported in contributing to organizational goals. Furthermore, Organizational Support Theory (OST) (Eisenberger et al., \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e1986\u003c/span\u003e) helps explain why IC mediates the relationship between GHRM and ER. When employees perceive strong organizational support for innovation and environmental initiatives, they are more likely to remain with the organization. GHRM practices signal this support, but it is the presence of an innovative climate that amplifies this effect by providing the structural and cultural conditions for employees to engage meaningfully in sustainability efforts. This builds a reciprocal relationship, leading to higher retention.\u003c/p\u003e \u003cp\u003eWhile GHRM practices are known for their environmental and organizational benefits, their direct impact on ER is underexplored. Existing studies have shown that GHRM practices can enhance employee motivation and engagement by aligning organizational values with those of environmentally conscious employees (Ababneh, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Additionally, GHRM practices can improve the organizational climate, making employees feel more committed and loyal to their employers (Fazal-e‐Hasan et al., \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). However, these studies often lack longitudinal data, which limits the understanding of the enduring effects of GHRM on ER. Furthermore, the mechanisms through which GHRM practices influence ER, such as through KS and IC, require further investigation. Furthermore, it is essential to examine how GHRM practices interact with other HRM strategies to create a comprehensive approach to ER (Hussain, \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Hussein et al., \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Islam et al., \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cb\u003eKS and IC\u003c/b\u003e \u003c/p\u003e \u003cp\u003eAccording to Absorptive Capacity Theory (Cohen \u0026amp; Levinthal, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e1990\u003c/span\u003e), organizations with a strong culture of knowledge sharing are better able to absorb new knowledge, adapt to changes, and innovate. In the context of GHRM, KS ensures that environmentally sustainable practices are not only implemented but continuously refined through collective learning. By promoting open communication and collaboration, KS strengthens IC, which in turn enhances employee retention. Employees who participate in knowledge-sharing activities are more likely to feel a sense of belonging and contribution to the organization\u0026rsquo;s success, which can lead to greater job satisfaction and lower turnover (Chen et al., 2022). Thus, IC mediates the relationship between KS and ER by leveraging the shared knowledge to drive innovation and foster a dynamic, engaging work environment.\u003c/p\u003e \u003cp\u003e \u003cb\u003eMF and IC\u003c/b\u003e \u003c/p\u003e \u003cp\u003eMindfulness-Based Cognitive Therapy (MBCT) (Segal, Williams, \u0026amp; Teasdale, 2002) provides a theoretical foundation for understanding how mindfulness can reduce cognitive rigidity, thereby fostering a culture of innovation. In organizations with a high level of mindfulness, employees are more likely to engage in creative problem-solving, which strengthens IC. IC, in turn, enhances employee retention by creating an environment where employees feel valued and capable of contributing to organizational innovation. The Job Demands-Resources (JD-R) Model (Bakker \u0026amp; Demerouti, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2007\u003c/span\u003e) suggests that mindfulness can serve as a personal resource that helps employees manage job demands more effectively, reducing burnout and increasing job satisfaction. When combined with an innovative climate, mindfulness creates a supportive work environment where employees are motivated to stay, reducing turnover intentions.\u003c/p\u003e \u003cp\u003e \u003cb\u003eContext of Vietnam\u0026rsquo;s Hotel Industry\u003c/b\u003e \u003c/p\u003e \u003cp\u003eVietnam's hotel industry, especially the 4 and 5-star segments, has experienced rapid growth due to the country's booming tourism sector (Hoang et al., \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Nguyen et al., \u003cspan citationid=\"CR87\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). However, this growth has brought challenges related to employee retention. High turnover rates in Vietnam's hospitality sector, driven by factors such as long working hours and high job demands, highlight the need for effective retention strategies (Anh Hai Le et al., \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Anh H Le et al., \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Le \u0026amp; Chen, \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). As highly suggested by recent studies, implementing GHRM practices in this context could offer a dual benefit: promoting environmental sustainability and enhancing employee retention by creating a supportive and engaging work environment (Ahmed et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Islam et al., \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Islam, Mendy, et al., \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Additionally, researcher highlighted the need for culturally sensitive HR practices and the importance of organizational support in retaining employees in the hospitality industry (Asghar et al., \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Bibi et al., \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). However, the specific challenges and opportunities associated with implementing GHRM practices in Vietnam's hotel industry have not been thoroughly examined.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003e2.2. Hypothesis Development\u003c/h2\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 1\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H1): KS positively influence GHRM practices\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eKnowledge Sharing (KS) has a notable positive influence on Green Human Resource Management (GHRM). According to Rubel et al. (\u003cspan citationid=\"CR106\" class=\"CitationRef\"\u003e2021\u003c/span\u003e), green knowledge sharing acts as a mediator, facilitating the impact of GHRM on green service behavior. By encouraging employees to exchange eco-friendly knowledge, organizations can foster a culture of environmental responsibility, which in turn enhances the effectiveness of GHRM initiatives. Moreover, KS not only promotes collaboration among employees but also ensures that green policies are fully understood and implemented, leading to improved organizational sustainability outcomes (Yang and Li, 2023).\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 2\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H2): MF positively influence GHRM practices\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eMindfulness (MF) enhances Green Human Resource Management (GHRM) by fostering greater awareness and engagement with sustainable practices. MF increases employees\u0026rsquo; connection to eco-friendly initiatives, encouraging active participation in sustainability efforts (Murillo-Ramos et al., \u003cspan citationid=\"CR86\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). This heightened mindfulness supports the implementation of green strategies and stimulates innovation, as employees feel empowered to propose eco-friendly improvements (Chen et al., 2021). Additionally, MF contributes to employee retention by promoting a workplace culture that values both well-being and environmental sustainability.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 3\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H3): GHRM positively influence IC\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eBy integrating environmental considerations into HR practices, organizations can inspire staff to think creatively and facilitate to innovation (Ogiemwonyi et al., \u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Shah \u0026amp; Soomro, \u003cspan citationid=\"CR110\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Donate and de Pablo (\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) found that knowledge-oriented leadership, which can be part of GHRM, significantly enhances innovation within organizations. In addition, Pham et al. (\u003cspan citationid=\"CR95\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) and Singh et al. (\u003cspan citationid=\"CR112\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) demonstrated that GHRM can lead to higher levels of innovation by providing the necessary resources and support for creative initiatives.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 4\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H4): KS positively influence IC\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eEmployee knowledge sharing plays a crucial role in expanding the organization\u0026rsquo;s collective knowledge, which in turn drives creativity and innovation. Research suggests that organizations with a culture of knowledge sharing are more likely to stimulate idea generation, enhance problem-solving, and foster continuous process improvements (Chen et al., 2022). Additionally, knowledge sharing helps build trust and collaboration among employees, thereby strengthening the organization\u0026rsquo;s capacity for innovation (Lyu et al., 2020). By encouraging open communication and collective learning, knowledge sharing serves as a catalyst for cultivating an environment where new ideas can thrive and be explored.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 5\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H5): MF positively influence IC\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eMindfulness (MF) has been shown to positively influence the development of an innovative climate (IC) within organizations. Research indicates that mindfulness practices enhance cognitive flexibility, divergent thinking, and creativity, all of which are critical for innovation (Byrne \u0026amp; Thatchenkery, 2019). Mindful individuals tend to approach problems with a fresh perspective, thus promoting a climate conducive to innovation. Moreover, mindfulness reduces cognitive rigidity, allowing for greater openness to new ideas, which is essential in creating an innovative organizational culture (Greenberg et al., 2012).\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 6\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H6): GHRM practices have a positive effect on ER.\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eGHRM practices create a supportive and environmentally responsible workplace, enhancing employee satisfaction and loyalty, which can lead to higher retention rates. For instance, Dumont et al. (\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2017\u003c/span\u003e) showed that fostering a psychological green climate and promoting green values among employees positively influences their behavior through green HRM practices. Moreover, many studies found that GHRM practices improve ER by aligning organizational and employee values around sustainability and responsibility (Guerci et al., \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Islam, Mendy, et al., \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Jose Chiappetta Jabbour, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2011\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 7\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H7): KS positively influence ER\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eWhen employees actively share knowledge, they feel more connected and valued within the organization, thus increasing their commitment and reducing turnover (Awawdeh et al., \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Chauhan, \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Moreover, Sang et al., emphasized the importance of KS in enhancing creative performance and problem-solving capacity, which can contribute to a stronger sense of belonging and job satisfaction (Sang et al., \u003cspan citationid=\"CR108\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Furthermore, Foss et al. (\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) and Donate et al. (\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) support the idea that knowledge sharing fosters a supportive work environment, thereby reducing turnover intentions.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 8\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H8): MF positively influence ER\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eMindful employees excel at managing stress and maintaining engagement, resulting in higher job satisfaction and reduced turnover intentions (Dane \u0026amp; Brummel, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Lin et al., \u003cspan citationid=\"CR77\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Liu et al., \u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Zivnuska et al., \u003cspan citationid=\"CR127\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Liu et al. (\u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) conducted an integrative review revealing that MF at work positively influences various facets of employee well-being and performance, which are essential for retention. This is also supported by H\u0026uuml;lsheger et al. (\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2013\u003c/span\u003e) and Montani et al. (\u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) who found that MF significantly reduces stress and enhances job satisfaction, thereby contributing to lower turnover rates. By fostering MF, organizations not only improve individual well-being but also create a more encouraging and efficient workplace environment. This holistic approach to employee care can lead to long-term organizational success and sustainability, demonstrating the profound impact of MF on both personal and professional levels (Raza et al., \u003cspan citationid=\"CR99\" class=\"CitationRef\"\u003e2018\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 9\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H9): IC positively influence ER\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eStaff who engage in innovative activities are more likely to experience achievement and satisfaction, enhancing their loyalty to the organization (Fazal-e‐Hasan et al., \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Gabriel et al., \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Widianto et al., \u003cspan citationid=\"CR121\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). Montani et al. (\u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) found that innovative work behavior, driven by work engagement and mindfulness, boosts job satisfaction and retention. Similarly, Tang et al. (\u003cspan citationid=\"CR116\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) and Bhatnagar (\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2012\u003c/span\u003e) discovered that workplace innovation is linked to higher job satisfaction and lower turnover intentions. Supporting innovative activities thus fosters a more satisfied and loyal workforce.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 10\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H10): The relationship between GHRM practices and ER is mediated by IC.\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eThe hypothesis that the relationship between GHRM practices and ER is mediated by IB is well-supported by existing literature. Research by Mensah et al. (\u003cspan citationid=\"CR83\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) demonstrated that green training, hiring, and compensation practices significantly predicted innovative work behavior among employees, and Alshehri et al. (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) highlighted that GHRM practices contribute to promoting product and process innovation by enhancing employees' knowledge and skills. Moreover, Rana and Arya (\u003cspan citationid=\"CR97\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) explored green innovation as a mediator between GHRM activities and employees' eco-responsible behaviors, while Iqbal et al. (\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) explored the impact of GHRM practices on employees' dedication to environmental efforts and their organizational citizenship behavior for the environment, with harmonious environmental passion serving as a mediator. Therefore, these studies collectively support the favorable impact of GHRM initiatives on fostering innovative behaviors among employees, which can lead to higher ER rates within organizations.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 11\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H11): The relationship between KS and ER is mediated by IC.\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eIn a knowledge-sharing (KS) environment, the presence of an innovative climate (IC) plays a critical mediating role in enhancing employee retention (ER). According to research, organizations that promote KS among employees foster a collaborative and open atmosphere, encouraging the exchange of ideas and expertise (Chen et al., 2022). This process not only facilitates the flow of knowledge but also supports continuous learning and problem-solving, which can lead to enhanced innovation within the organization (Anderson et al., 2004). When IC is established, it allows the knowledge shared through KS to be effectively utilized for innovation, creating an environment that motivates employees to stay engaged with their work and reduces turnover intentions (Bhatnagar, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). The mediating effect of IC ensures that the ideas and insights gained through KS contribute directly to organizational improvements, thereby improving ER.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 12\u003c/strong\u003e \u003cp\u003e \u003cb\u003e(H12): The relationship between MF and ER is mediated by IC.\u003c/b\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003eThe relationship between Mindfulness (MF) and Employee Retention (ER) is mediated by Innovative Climate (IC) through various mechanisms. According to Montani et al. (2019), mindfulness helps employees positively reframe stressful situations, making them more likely to cope effectively with work demands and remain engaged in their roles. This enhanced engagement, when combined with an innovative climate that encourages creativity and new ideas, strengthens the connection between mindfulness and employee retention. IC acts as a facilitator by leveraging the cognitive flexibility fostered by mindfulness to create a supportive environment for innovation and problem-solving, which leads to greater job satisfaction and retention​(Byrne \u0026amp; Thatchenkery, 2019). Thus, mindfulness enhances ER indirectly by fostering a climate of innovation where employees feel valued and supported, contributing to a reduction in turnover​\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003e2.3. The proposed research model\u003c/h2\u003e \u003cp\u003eBy integrating theories from organizational culture, social exchange, and innovation management, this study positions IC as a critical mediator in the relationship between GHRM and ER. IC provides the necessary conditions for employees to engage in environmentally sustainable practices and innovation, thereby strengthening their commitment to the organization. GHRM practices that promote sustainability are more effective when they occur in a supportive, innovative climate, as this combination enhances employee engagement and satisfaction, leading to higher retention rates. In conclusion, this theoretical framework (Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e) suggests that IC not only mediates the direct effects of GHRM, KS, and MF on ER but also amplifies their combined impact. By fostering a culture of innovation, organizations can maximize the benefits of GHRM practices, reduce turnover, and retain a committed and engaged workforce.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"3. Methodology","content":"\u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003e3.1. Sample and Data Collection\u003c/h2\u003e \u003cp\u003eThis study employs a quantitative research design to examine the impact of GHRM practices on ER in Vietnam's 4 and 5-star hotel sector. A survey-based approach is used to collect data from employees working in these hotels. The target population for this study includes employees from 4 and 5-star hotels in major cities in Vietnam, such as Hanoi, Da Nang, and Ho Chi Minh City, and a stratified random sampling technique is employed to ensure representation across different hotel chains and positions within the hotels. The sample size consists of 298 employees, and this sample size is determined based on the guidelines for SEM, which typically require a minimum of 200 response (Kyriazos, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Wolf et al., \u003cspan citationid=\"CR122\" class=\"CitationRef\"\u003e2013\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eData is collected through a self-administered questionnaire distributed both online and in-person to hotel employees. The questionnaire was originally created in English and then translated into Vietnamese to guarantee clarity and comprehension. A back-translation method is used to maintain the accuracy of the translation. To encourage participation, a cover letter is included with the survey, outlining the study's purpose and assuring respondents that their responses will remain confidential and anonymous. Ethical guidelines are strictly followed by obtaining informed consent from all participants, ensuring them that their responses will be kept confidential and anonymous.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003e3.2. Measures\u003c/h2\u003e \u003cp\u003eAll constructs in the conceptual model are measured using validated scales from existing literature, adapted to the context of this study as shown in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e. Each item is rated on a 5-point Likert scale, with 1 representing strong disagreement and 5 representing strong agreement. Specially, GHRM practices are evaluated using a measurement tool created by Tang et al. (\u003cspan citationid=\"CR115\" class=\"CitationRef\"\u003e2018\u003c/span\u003e), The instrument covers aspects such as eco-friendly hiring, training programs, performance evaluation, and employee engagement in sustainability efforts. While, ER is measured using a scale adapted from Hom and Griffeth (\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e1991\u003c/span\u003e), which assesses employees' intention to stay with their organization. Furthermore, KS is measured using a scale developed by Wang and Noe (\u003cspan citationid=\"CR119\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) which includes items that assess the extent to which employees share knowledge with their colleagues. Moreover, IC is measured using a scale developed by Janssen (\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2000\u003c/span\u003e), which includes items related to the generation, promotion, and realization of new ideas. Lastly, MF is assessed using scales proposed by Brown and Ryan (\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2003\u003c/span\u003e), which evaluate individuals' attention to and awareness of their current experiences. This is also known as the Mindfulness Attention Awareness Scale (MAAS).\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eMeasures of variable\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"2\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstruct\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eSample Item\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"8\" rowspan=\"9\"\u003e \u003cp\u003e\u003cb\u003eGHRM Practices\u003c/b\u003e\u003c/p\u003e \u003cp\u003eTang et al. (\u003cspan citationid=\"CR115\" class=\"CitationRef\"\u003e2018\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e1. My company includes environmental criteria in the hiring process.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e2. Environmental training programs are provided to employees.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e3. Employee performance appraisals include environmental criteria.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e4. My company involves employees in environmental management activities.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5. Green practices are integrated into the employee induction program.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e6. Employees are encouraged to suggest green practices.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e7. My company uses green criteria for employee promotions.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e8. Environmental awareness is part of my company\u0026rsquo;s culture.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e9. Employees are rewarded for achieving environmental goals.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"13\" rowspan=\"14\"\u003e \u003cp\u003e\u003cb\u003eEmployee Retention\u003c/b\u003e\u003c/p\u003e \u003cp\u003eHom and Griffeth (\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e1991\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e1. I intend to remain with this company for the upcoming year.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e2. I do not intend to quit my job.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e3. I am loyal to this company.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e4. I feel deeply connected to my organization.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5. I am considering leaving this organization in the near future. (reverse-scored)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e1. I consistently share my work-related knowledge with my colleagues\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e2. I am willing to share my expertise with others in the organization.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e3. I frequently provide my colleagues with information that might help them.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e4. I share new ideas and insights with my team members.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5. I discuss useful work-related information with my peers.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e6. I help others by sharing my skills and knowledge.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e7. I contribute to meetings by sharing relevant information.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e8. I am open to sharing my knowledge to improve organizational performance.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e9. I feel confident in teaching others through demonstration and on-the-job training.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003e\u003cb\u003eInnovative Climate\u003c/b\u003e\u003c/p\u003e \u003cp\u003e(Ye et al, \u003cspan citationid=\"CR123\" class=\"CitationRef\"\u003e2022\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e1. My company will reward technological innovation and R\u0026amp;D achievements.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e2. My company will encourage employees to adapt flexibly to the changing market.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e3. In my company, new ideas can easily get support and help.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e4. My company will publicly recognise those people who are innovative.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"5\" rowspan=\"6\"\u003e \u003cp\u003e\u003cb\u003eMindfulness\u003c/b\u003e\u003c/p\u003e \u003cp\u003e(Brown \u0026amp; Ryan, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2003\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e1. Staying focused on the present moment is challenging for me. (reverse-scored)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e2. I often hurry to my destination without noticing my surroundings. (reverse-scored)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e3. I might feel an emotion but not recognize it until later. (reverse-scored)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e4. Maintaining concentration on a single task for an extended period is difficult for me. (reverse-scored)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5. I complete tasks automatically, without being conscious of my actions. (reverse-scored)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e6. I frequently listen to someone with partial attention while doing something else simultaneously. (reverse-scored)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec9\" class=\"Section2\"\u003e \u003ch2\u003e3.3. Data Analysis techniques\u003c/h2\u003e \u003cp\u003eThe collected data is analyzed using Smart PLS. This method is preferred for its ability to handle complex models and its effectiveness in exploratory research (Hair et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). The process of analyzing the data consists of several phases. To begin, descriptive statistics are generated to outline the sample's characteristics and the response distribution. Following this, the reliability and validity of the measurement scales are examined through Cronbach's alpha, composite reliability, and average variance extracted (AVE). Secondly, the structural model is assessed to evaluate the hypothesized relationships between constructs, with the significance of the path coefficients determined through bootstrapping with 5,000 resamples. Finally, mediation analysis is carried out to investigate the indirect impact of GHRM, KS and MF practices on ER through IC.\u003c/p\u003e \u003c/div\u003e"},{"header":"4. Data Analysis","content":"\u003cp\u003e\u003cstrong\u003e4.1. \u0026nbsp; Respondent Demographics\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable 3 provides an alluring snapshot of the 298 participants, with a nearly perfect gender balance of 51.68% males and 48.32% females. Moreover, the intellectual prowess of the workforce is evident, with a majority holding a Bachelor\u0026apos;s degree (56.38%). Furthermore, the job positions are a tantalizing mix of supervisors (26.51%), staff (24.83%), managers (24.83%), and executives (23.83%), reflecting a diverse and dynamic professional landscape. Additionally, experience levels range from fresh faces with less than 1 year (23.15%) to seasoned veterans with over 10 years (18.45%), offering a rich blend of perspectives. The participants hail from the vibrant cities of Hanoi (35.23%), Da Nang (34.56%), and Ho Chi Minh City (30.21%), ensuring a broad geographical representation. Finally, the hotel roles span front desk (27.85%), housekeeping (26.17%), food and beverage (22.81%), and management (23.15%), covering all facets of the luxurious hospitality experience\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 2: Demographic information\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"624\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003eCategory\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eSubcategory\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003eFrequency\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003ePercentage (%)\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"2\" valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003eSex\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eMan\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e154\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e51.68\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eWomen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e144\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e48.32\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"4\" valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003ePosition\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eSupervisor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e79\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e26.51\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eStaff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e74\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e24.83\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eManager\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e74\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e24.83\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eExecutive\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e71\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e23.83\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"4\" valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003eEducational Background\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eHigh School\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e73\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e24.50\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eBachelor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e168\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e56.38\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003ePhD\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e1.68\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eMaster\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e52\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e17.44\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"5\" valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003eExperience Level\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eUnder 1 year\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e69\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e23.15\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003e1 to 3 years\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e61\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e20.47\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003e4 to 6 years\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e58\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e19.46\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003e7 to 10 years\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e56\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e18.79\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eOver 10 years\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e55\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e18.45\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003eCity\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eHanoi\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e105\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e35.23\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eDa Nang\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e103\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e34.56\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eHo Chi Minh City\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e90\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e30.21\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"4\" valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003eHotel Position\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eFront Desk\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e83\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e27.85\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eHousekeeping\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e78\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e26.17\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eFood and Beverage\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e68\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e22.81\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 240px;\"\u003e\n \u003cp\u003eManagement\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e69\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 114px;\"\u003e\n \u003cp\u003e23.15\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cem\u003eSource: Authors\u0026rsquo; analysis from the SPSS software\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e4.2. \u0026nbsp;Evaluation of Measurement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable 3, 4, and 5 show that the outer loadings represent the range of factor loadings for the items of each construct, ranging from 0.707 to 0.893. Fornell and Larcker (1981) suggest an AVE higher than 0.50. In this study, AVE values range from 0.581 to 0.742. Composite reliability values, which range from 0.888 to 0.940, and Cronbach\u0026apos;s Alpha values, which span from 0.884 to 0.937, demonstrate internal consistency reliability. Both metrics surpass the recommended 0.70 threshold, indicating strong reliability (Nunnally \u0026amp; Bernstein, 1994).\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 3: Reliability and Validity\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"6\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eConstruct Reliability and Validity\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eConstructs\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eNumber of Items\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eOuter Loadings\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eAVE\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eComposite Reliability\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eCronbach\u0026rsquo;s Alpha\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eGHRM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.707 - 0.838\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.581\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.913\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.909\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eER\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.771 - 0.893\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.738\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.913\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.910\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eKS\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.754 - 0.870\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.666\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.940\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.937\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eIC\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.813 - 0.893\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.742\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.888\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.884\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eMF\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.782 - 0.878\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.680\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.911\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.906\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cbr\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 4: Discriminant validity (Fornell-Lacker criteria)\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"595\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 77px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eER\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eGHRM\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eIC\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eKS\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 270px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eMF\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 77px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eER\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.859\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 270px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 77px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eGHRM\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.767\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.762\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 270px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 77px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eIC\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.732\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.774\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e0.862\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 270px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 77px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eKS\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.497\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.595\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e0.562\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e0.816\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 270px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 77px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eMF\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.748\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.745\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e0.717\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 59px;\"\u003e\n \u003cp\u003e0.489\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 270px;\"\u003e\n \u003cp\u003e0.825\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cem\u003e\u0026nbsp;Source: Authors\u0026rsquo; analysis from the Smart PLS software\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003cstrong\u003eTable 5: Discriminant validity \u0026ndash; Heterotrait-monotrait (HTMT)\u003c/strong\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"595\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"6\" valign=\"top\" style=\"width: 595px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eDiscriminant validity \u0026ndash; Heterotrait-monotrait (HTMT) \u0026ndash; Matrix\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 81px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 63px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eER\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eGHRM\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eIC\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eKS\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 272px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eMF\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 81px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eER\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 63px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 272px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 81px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eGHRM\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 63px;\"\u003e\n \u003cp\u003e0.840\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 272px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 81px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eIC\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 63px;\"\u003e\n \u003cp\u003e0.811\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.856\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 272px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 81px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eKS\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 63px;\"\u003e\n \u003cp\u003e0.529\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.636\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e0.612\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 272px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 81px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eMF\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 63px;\"\u003e\n \u003cp\u003e0.813\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 65px;\"\u003e\n \u003cp\u003e0.806\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e0.789\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 58px;\"\u003e\n \u003cp\u003e0.518\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 272px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e4.3. \u0026nbsp; Hypothesis Testing and Discussion\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDirect effects\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe hypothesis testing results shown in Table 6 and Figure 2 provide insightful evidence on the direct relationships between GHRM practices, KS, IC, MF, and ER in the Vietnamese hotel industry. KS (path coefficient = 0.304, with a t-value of 6.337, p-value \u0026lt; 0.001) and MF (path coefficient = 0.596, with a t-value of 13.218, p-value \u0026lt; 0.001) positively influence GHRM practices, suggesting that KS and MF promote a culture of sustainability (Rubel et al, 2021; Chen \u0026amp; Wu, 2022). Similarly, GHRM practices, KS and MF have a significant positive impact on IC, suggesting that sustainability, collaboration and concentration can enhance a culture of creativity. This finding corresponds with Foss et al. (2015) and Donate and de Pablo (2015).\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe direct influence of GHRM practices (path coefficient = 0.345, with a t-value of 4.379, p-value \u0026lt; 0.001) on ER indicates that environmentally sustainable HR practices significantly contribute to enhancing ER by fostering a supportive work environment. This finding aligns with previous studies conducted by Islam et al. (2021) and Jabbour (2011), which also identified positive effects of GHRM on retaining employees. Furthermore, MF (path coefficient = 0.324, a t-value of 4.400, and a p-value of 0.000) and IC (path coefficient of 0.231, a t-value of 3.228, and a p-value of 0.001) have a positive relationship with ER. This suggests that mindful employees are better equipped to manage stress and sustain focus, while employees involved in innovative activities experience higher job satisfaction, both reducing their likelihood of leaving the organization, consistent with the findings of H\u0026uuml;lsheger et al. (2013), Good et al. (2016) and Montani et al. (2020). However, the relationship between KS and ER is not supported, as indicated by the path coefficient of 0.003, a t-value of 0.080, and a p-value of 0.936. This outcome is further elaborated in the subsequent section on Mediating Effects.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable\u0026nbsp;\u003c/strong\u003e\u003cstrong\u003e6: Direct Effects\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"624\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eHypothesis\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e\u003cstrong\u003ePath Coefficient\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e\u003cstrong\u003et-Value\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e\u003cstrong\u003ep-Value\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eOutcome\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH1:\u003c/strong\u003e Knowledge Sharing \u0026rarr; GHRM Practices\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.304\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e6.337\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eSupport***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH2:\u003c/strong\u003e Mindfulness \u0026rarr; GHRM Practices\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.596\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e13.218\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e\u0026nbsp; \u0026nbsp; 0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eSupport***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH3:\u003c/strong\u003e GHRM Practices \u0026rarr; Innovative Climate\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.468\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e7.523\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003e\u0026nbsp;Support***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH4:\u003c/strong\u003e Knowledge Sharing \u0026rarr; Innovative Climate\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.136\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e3.394\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eSupport**\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH5:\u003c/strong\u003e Mindfulness \u0026rarr; Innovative Climate\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.302\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e5.943\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eSupport***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH6:\u003c/strong\u003e GHRM Practices \u0026rarr; Employee Retention\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.345\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e4.379\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eSupport***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH7:\u003c/strong\u003e Knowledge Sharing \u0026rarr; Employee Retention\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e0.080\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e0.936\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eNot Support\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH8:\u003c/strong\u003e Mindfulness \u0026rarr; Employee Retention\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.324\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e4.400\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eSupport***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 294px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eH9:\u003c/strong\u003e Innovative Climate \u0026rarr; Employee Retention\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 108px;\"\u003e\n \u003cp\u003e0.231\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e3.228\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 72px;\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eSupport**\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cem\u003eSource: Authors\u0026rsquo; analysis from the Smart PLS software\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003e\u003cem\u003e***\u0026nbsp;\u003c/em\u003ep-value \u0026lt; 0.001; \u003cem\u003e**\u0026nbsp;\u003c/em\u003ep-value \u0026lt; 0.01; \u003cem\u003e*\u0026nbsp;\u003c/em\u003ep-value \u0026lt; 0.05\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMediating Effects\u003c/strong\u003e\u003cstrong\u003e\u0026nbsp;of Innovative Climate\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe mediation analysis as shown in Table 5 investigates that the IC partially mediates the effects of GHRM practices and MF on ER. GHRM influences ER through IC with a coefficient of 0.108 (t = 3.000, p = 0.003), and MF impacts ER through IC with a coefficient of 0.070 (t = 2.866, p = 0.004), highlighting their role in fostering innovation to enhance retention. These mediation effects highlight the importance of promoting a collaborative and innovative work environment to maximize the effectiveness of GHRM practices on ER. This corresponds with the findings of Carmeli et al. (2013) and \u0026nbsp;Donate and de Pablo (2015), who also observed that IC act as mediators in improving employee retention through supportive HR practices. However, the specific mediating roles of IC in the context of GHRM practices have not been comprehensively examined in earlier studies.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 5: Mediating Effects\u003c/strong\u003e\u003cstrong\u003e\u0026nbsp;of IC\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eHypothesis\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eRelationship\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eIndirect Effect\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003et-Value\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003ep-Value\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eResult\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eComment\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003eH10\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eGHRM \u0026rarr; ER\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.345\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e4.379\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eSupported\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"3\" valign=\"top\"\u003e\n \u003cp\u003ePartial mediation\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eIC \u0026rarr; ER\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.231\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e3.228\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eSupported\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eGHRM \u0026rarr; IC\u0026rarr; ER\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e0.108\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e3.000\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e0.003\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eSupported\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003eH11\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eKS \u0026rarr; ER\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.080\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.936\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eNot supported\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"3\" valign=\"top\"\u003e\n \u003cp\u003eFull mediation\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eIC \u0026rarr; ER\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.231\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e3.228\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eSupported\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eKS \u0026rarr; IC \u0026rarr; ER\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e0.031\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e2.270\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e0.023\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003es\u003c/strong\u003e\u003cstrong\u003eupported\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003eH12\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eMF\u0026rarr; ER\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.324\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e4.400\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eSupported\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"3\" valign=\"top\"\u003e\n \u003cp\u003ePartial mediation\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eIC \u0026rarr; ER\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.231\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e3.228\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003eSupported\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eMF\u0026rarr; IC \u0026rarr; ER\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e0.070\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e2.866\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003e0.004\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eSupported\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cem\u003eSource: Authors\u0026rsquo; analysis from the Smart PLS software\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eSpecifically, while the analysis reveals that although the direct impact of KS on ER is not significant, its indirect effect through the IC is substantial, with a path coefficient of 0.031 (t-value = 2.270, p = 0.023). This observation is further supported, as KS influences ER directly in the absence of IC (refer to Figure 3). This finding indicates that IC fully mediates the relationship between KS and ER (refer to Figure 2), suggesting that the primary mechanism through which KS improves retention is by fostering a culture of innovation within the organization. Engaging in knowledge-sharing activities creates an environment that promotes innovative thinking, leading to higher retention rates as employees feel more valued and satisfied within a dynamic and progressive workplace.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis Testing Results\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe findings of this study offer valuable insights into the direct effects of GHRM, KS, MF, and IC on ER in the Vietnamese high-end hotel industry. The positive direct effects of KS and MF on GHRM practices (H1 and H2) suggest that fostering a culture of sustainability is significantly supported by KS and MF, which help promote eco-friendly values and collaborative behavior within the workforce. This aligns with previous research by Rubel et al. (2021) and Chen \u0026amp; Wu (2022), who also highlighted the importance of KS and MF in creating a sustainable and engaged organizational culture. The direct influence of GHRM practices on IC (H3), supported by a strong path coefficient, further reinforces the idea that GHRM can cultivate innovation by encouraging a workplace focused on environmental responsibility and creativity (Foss et al., 2015; Donate \u0026amp; de Pablo, 2015).\u003c/p\u003e\n\u003cp\u003eInterestingly, MF not only strengthens GHRM practices but also directly influences both IC and ER (H5 and H8), suggesting that mindful employees are more equipped to manage stress, remain focused, and engage with innovative activities. This result is consistent with the findings of H\u0026uuml;lsheger et al. (2013), Good et al. (2016), and Montani et al. (2020), who noted the positive effects of mindfulness on job satisfaction and retention. Employees involved in a supportive and innovative climate are more likely to stay with the organization, indicating that MF and IC are key facilitators in enhancing employee loyalty and reducing turnover.\u003c/p\u003e\n\u003cp\u003eHowever, the study also found that the direct impact of KS on ER (H7) was not supported, as evidenced by the non-significant path coefficient. This result is surprising, considering that KS is often associated with a collaborative work environment and employee engagement. One potential explanation could be that while KS fosters collaboration, its direct effect on retention might be weaker without the presence of other supportive elements, such as an innovative climate. This notion is supported by the mediation analysis, where KS was found to significantly impact ER through IC (H11). The full mediation effect suggests that KS primarily drives retention by creating an innovative and dynamic work culture, where employees feel valued and engaged in forward-thinking processes. This is consistent with research by Carmeli et al. (2013) and Donate \u0026amp; de Pablo (2015), who emphasize the importance of innovation as a key driver of employee commitment.\u003c/p\u003e\n\u003cp\u003eThe mediation effects of IC in the relationship between GHRM, MF, and ER (H10 and H12) also reinforce the importance of creating a work environment that promotes creativity and collaboration. The partial mediation indicates that GHRM and MF have a direct influence on ER but that their effects are amplified when combined with IC, fostering a culture that supports innovation and continuous improvement. This finding emphasizes the strategic importance of cultivating an innovative climate within organizations to maximize the benefits of GHRM practices and mindfulness on employee retention. In conclusion, this study provides strong evidence that while GHRM, KS, and MF positively influence employee retention, their effects are significantly enhanced when Innovative Climate mediates the relationship. Organizations, particularly in the hospitality sector, should focus on not only implementing GHRM practices but also fostering a culture of innovation and mindfulness to retain talented employees. The failure to directly link KS to ER highlights the importance of ensuring that knowledge-sharing activities are embedded within a larger framework of innovation, where employees see the value of their contributions to both sustainability and continuous improvement. These findings offer practical implications for luxury hotels seeking to create sustainable HRM strategies and foster employee loyalty in a competitive industry.\u003c/p\u003e"},{"header":"5. Contributions and Conclusion","content":"\u003cp\u003eThis study explored the role of GHRM in enhancing ER in Vietnam\u0026rsquo;s high-end hotel industry, with a focus on the mediating roles of KS, MF, and IC. The findings provide both theoretical and practical contributions to the understanding of how GHRM practices, combined with a supportive organizational climate, can foster employee loyalty and reduce turnover in a competitive industry.\u003c/p\u003e \u003cdiv id=\"Sec15\" class=\"Section2\"\u003e \u003ch2\u003e5.1. Theoretical Contributions\u003c/h2\u003e \u003cp\u003eThe study expands the existing literature on GHRM by integrating KS, MF, and IC into the framework, demonstrating how these factors interact to drive employee retention. IC emerged as a critical mediator, amplifying the positive effects of GHRM on ER. This underscores the importance of fostering an organizational environment that promotes creativity, sustainability, and collaboration to retain employees. By drawing on Social Exchange Theory (SET), Organizational Support Theory (OST), and Absorptive Capacity Theory, the study offers a deeper theoretical grounding for understanding how GHRM can align with employee values to enhance engagement and commitment. The findings suggest that employees are more likely to stay in organizations that prioritize both environmental sustainability and innovation, particularly when knowledge-sharing and mindfulness practices are actively promoted.\u003c/p\u003e \u003cp\u003eParticularly, The findings of this study enrich the existing literature on GHRM by providing empirical evidence on the diverse impacts of GHRM practices, KS, and MF on ER. This research highlights that these elements not only directly influence ER but also enhance it through the mediating role of an IC. These results affirm that environmentally sustainable HR practices foster a collaborative, focused, and innovative organizational culture, which is crucial for retaining talent. Furthermore, the significant role of KS and MF in strengthening the link between GHRM practices and ER adds a new dimension to the theoretical HRM framework. It demonstrates that KS and MF amplify the effectiveness of GHRM practices, making them vital components for integration into future HRM models. This inclusion of KS and MF within the GHRM framework emphasizes the interaction between sustainable practices and employee engagement, illustrating how a culture of continuous knowledge exchange and mindfulness can lead to long-term retention. It suggests that organizations should prioritize these practices to create a more resilient and innovative work environment, thereby achieving sustainable growth and competitive advantage.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec16\" class=\"Section2\"\u003e \u003ch2\u003e5.2. Practical Implications\u003c/h2\u003e \u003cp\u003eThe findings of this study highlight the importance of GHRM practices, KS, MF, and IC in fostering employee retention in Vietnam\u0026rsquo;s high-end hotel sector. To help hotel managers implement these insights effectively, the following actionable strategies are recommended:\u003c/p\u003e \u003c/div\u003e\n\u003ch3\u003e1. Implementing GHRM Practices\u003c/h3\u003e\n\u003cp\u003eGHRM is essential for fostering a culture of sustainability, which can, in turn, enhance employee loyalty by aligning organizational values with employees' personal environmental concerns. To integrate GHRM into daily operations, hotel managers can implement several initiatives. First, green hiring practices prioritize candidates who are committed to sustainability, ensuring environmental responsibility is considered during recruitment. Furthermore, eco-friendly training programs educate employees on sustainable practices, such as energy conservation and waste reduction, making these principles part of their everyday work. Additionally, green employee recognition programs reward staff for their contributions to environmental efforts, such as reducing water or energy use. Finally, linking sustainability to performance appraisals ensures that employees are regularly assessed on their adherence to eco-friendly practices, reinforcing the organization's commitment to sustainability at all levels.\u003c/p\u003e\n\u003ch3\u003e2. Fostering Knowledge Sharing\u003c/h3\u003e\n\u003cp\u003eKnowledge sharing is essential for fostering a collaborative work environment, enabling employees to learn from one another and contribute to the hotel\u0026rsquo;s innovation and continuous improvement. Hotel managers can promote knowledge sharing through several strategies. First, cross-departmental knowledge-sharing sessions can bring together employees from different areas to exchange insights, solve problems, and generate new ideas, enhancing both operational efficiency and guest satisfaction. Additionally, mentorship programs allow experienced staff to guide newer employees, ensuring valuable knowledge is passed on, while also shortening the learning curve for new hires. Internal knowledge-sharing platforms provide a space for employees to share resources, ideas, and feedback, encouraging continuous improvement across the hotel. Lastly, knowledge-sharing contests incentivize staff to contribute creative ideas for enhancing operations or sustainability, with rewards recognizing the best contributions. These methods collectively support a culture of learning, innovation, and collaboration.\u003c/p\u003e\n\u003ch3\u003e3. Promoting Mindfulness for Stress Reduction and Engagement\u003c/h3\u003e\n\u003cp\u003eMindfulness has been shown to improve employee well-being and job satisfaction, both of which contribute to higher retention rates. To incorporate mindfulness into hotel operations, managers can implement several initiatives. First, mindfulness training programs can be offered to help employees manage stress, stay focused, and maintain a healthy work-life balance through techniques like meditation and breathing exercises. Additionally, creating dedicated mindfulness spaces within the hotel, such as quiet rooms or meditation areas, allows staff to take short breaks and recharge. Mindfulness-based leadership programs can also train managers to model mindfulness practices and create a supportive work environment, enhancing overall team well-being. Finally, wellness incentives, such as rewards for participating in mindfulness courses or challenges, can further encourage employee engagement in these programs, reinforcing a culture of well-being and mindfulness across the organization.\u003c/p\u003e\n\u003ch3\u003e4. Building an Innovative Climate\u003c/h3\u003e\n\u003cp\u003eIC is crucial for fostering creativity and employee engagement, which, in turn, boosts retention. Hotel managers can promote innovation through several key strategies. First, innovation challenges and idea competitions encourage employees to submit creative solutions for improving guest experiences, sustainability, or operational efficiency, with rewards such as bonuses or recognition for the best ideas. Additionally, cross-department collaboration can spark new perspectives by bringing together employees from different areas, like housekeeping, food and beverage, and the front desk, to solve problems creatively. Encouraging risk-taking in a supportive environment is also essential, as it allows employees to propose and experiment with new ideas without fear of failure, fostering a culture of creativity. Lastly, sustainability-focused challenges can engage employees in developing green initiatives, such as reducing energy consumption or waste, further promoting innovation and environmental responsibility within the hotel.\u003c/p\u003e\n\u003ch3\u003e5. Combining GHRM, KS, MF, and IC for Long-Term Retention\u003c/h3\u003e\n\u003cp\u003eFor maximum impact, hotel managers should integrate these practices into a comprehensive HRM strategy. By combining GHRM with \u003cem\u003eKS, MF, and IC\u003c/em\u003e, managers can create a work environment that promotes sustainability, collaboration, and employee well-being\u0026mdash;critical factors for long-term retention. Comprehensive training programs should be designed to blend GHRM practices with mindfulness and knowledge-sharing initiatives, ensuring employees are equipped with the tools to collaborate, maintain their well-being, and contribute to innovation. Furthermore, aligning performance metrics with GHRM and innovation-focused objectives ensures that employees are recognized and rewarded not only for individual accomplishments but also for their contributions to sustainability, knowledge sharing, and creative problem-solving. This alignment will motivate employees to actively engage in these activities, enhancing their commitment and loyalty to the organization.\u003c/p\u003e \u003cdiv id=\"Sec22\" class=\"Section2\"\u003e \u003ch2\u003e5.3. Conclusion\u003c/h2\u003e \u003cp\u003eIn conclusion, this study highlights the critical role of GHRM in promoting employee retention in Vietnam\u0026rsquo;s high-end hotel industry. By integrating sustainability, mindfulness, and innovation into HR practices, organizations can create an environment that not only reduces turnover but also enhances employee satisfaction and engagement. These findings are especially relevant for industries with high employee turnover, such as hospitality, where retaining skilled employees is crucial for maintaining service quality and competitive advantage. As the demand for sustainable business practices continues to grow, the integration of GHRM with knowledge sharing, mindfulness, and innovation offers a powerful approach to building a committed and motivated workforce. Moving forward, hotel managers and HR leaders should focus on creating a culture that fosters sustainability and innovation while supporting employee well-being, ensuring long-term organizational success.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec23\" class=\"Section2\"\u003e \u003ch2\u003e5.4. Future Research Directions\u003c/h2\u003e \u003cp\u003eWhile this study provides valuable insights into the relationship between GHRM, KS, MF, IC, and ER in the Vietnamese high-end hotel industry, several areas remain unexplored and present opportunities for future research. Firstly, future studies could explore the applicability of these findings in different industries beyond the hotel sector, such as healthcare or manufacturing, to determine whether the impact of GHRM, KS, MF, and IC on employee retention is consistent across various contexts. Secondly, longitudinal studies are needed to track the effects of GHRM and IC on retention over time, providing deeper insights into how these practices evolve and influence employee behavior in the long term. Thirdly, further research could investigate additional mediators and moderators, such as organizational culture, leadership style, or employee engagement, to provide a more comprehensive understanding of how GHRM impacts retention. Fourthly, exploring the influence of cultural differences on the implementation and success of GHRM practices across different regions could reveal the role of cultural values in sustainability and retention. Fifthly, given that Knowledge Sharing (KS) did not directly affect retention, future studies should examine under what conditions KS becomes more effective and how the quality or frequency of knowledge sharing impacts retention outcomes. Sixthly, with the increasing use of digital tools in HR, research could assess how technological advancements, such as AI-based GHRM systems, influence retention and innovation. Seventhly, the impact of GHRM on employee well-being and mental health should also be explored, particularly in terms of how mindfulness and sustainability-focused HR practices reduce stress and improve employee satisfaction. Finally, future research could investigate how rewards and recognition programs aligned with green initiatives can further enhance the impact of GHRM on employee retention.\u003c/p\u003e\u003c/div\u003e"},{"header":"Declarations","content":"\u003ch3\u003eEthical Approval Statement\u003c/h3\u003e\n\u003cp\u003eThis study does not involve human participants or identifiable personal data as defined by institutional, local, and national guidelines; therefore, formal ethics approval was not required. This determination was reviewed and confirmed by the Institutional Review Board (IRB) of Ho Chi Minh City University of Economics and Finance - UEF, and written confirmation has been submitted as a cover letter to the journal. All other research protocols adhered to ethical standards for academic integrity and responsible research.\u003c/p\u003e\n\u003ch3\u003eInformed Consent Statement\u003c/h3\u003e\n\u003cp\u003eSince this study did not involve interaction with human participants or collection of identifiable data, informed consent was not required. This determination was reviewed and confirmed by the Institutional Review Board (IRB) of Ho Chi Minh City University of Economics and Finance - UEF, with a confirmation letter submitted to the journal as a cover letter.\u003c/p\u003e\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eAuthor Contributions StatementVan Kien Pham (https://0000-0003-0438-5684), from the Business Department at FPT University, Greenwich Vietnam (Ho Chi Minh campus), made significant contributions to the conception and design of the study. He also played a primary role in data analysis, interpretation, and drafting the manuscript. He was involved in the critical revision of the manuscript and approved the final version for submission.Linh Le Phuong Giao (https://orcid.org/0000-0001-5291-4355), from the School of Tourism, College of Business at the University of Economics Ho Chi Minh City, contributed to the design and methodology of the study, as well as data collection and analysis. She also contributed to the interpretation of the findings, manuscript preparation, and critical revisions. She reviewed and approved the final version of the manuscript for submission.Both authors contributed equally to this work and take responsibility for the integrity of the study.\u003c/p\u003e\u003ch2\u003eAcknowledgement\u003c/h2\u003e\u003cp\u003eWe would like to extend our deepest gratitude to the University of Economics Ho Chi Minh City for their invaluable support throughout the course of this research. Special thanks to the Department of Science and Technology and the School of Tourism for providing the resources and academic guidance that made this study possible.We are also immensely grateful to the hotel industry professionals in Vietnam who generously contributed their time and insights to our research. Their cooperation was instrumental in gathering the necessary data for this study.Finally, we wish to acknowledge our families for their unwavering encouragement and support, which has been a constant source of strength throughout this project.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eAbabneh OMA (2021) How do green HRM practices affect employees\u0026rsquo; green behaviors? The role of employee engagement and personality attributes. 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Career Dev Int 21(2):106\u0026ndash;124\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":true,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false},"keywords":"Green Human Resource Management (GHRM), Employee Retention (ER), Knowledge Sharing (KS), Innovative Climate (IC), Mindfulness (MF), Hotel industry","lastPublishedDoi":"10.21203/rs.3.rs-5264359/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-5264359/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis study examines the impact of Green Human Resource Management (GHRM) on Employee Retention (ER) in the high-end hotel sector of Vietnam, with a focus on the mediating role of Innovative Climate (IC), Knowledge Sharing (KS), and Mindfulness (MF). While the environmental benefits of GHRM are well-established, its influence on employee-related outcomes, particularly in emerging markets like Vietnam, has received limited attention. This research addresses this gap by analyzing data from 298 employees in 4- and 5-star hotels using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that GHRM practices significantly enhance employee retention, especially when mediated by IC, which fosters a culture of innovation and sustainability. Additionally, KS and MF strengthen the relationship between GHRM and ER by promoting collaboration, creativity, and well-being. These results offer valuable insights for luxury hotels seeking to integrate sustainable HRM strategies, improve employee loyalty, and address high turnover rates in the competitive hospitality industry. This research contributes to the GHRM literature by providing a deeper understanding of how IC mediates the relationship between GHRM and ER, filling a critical gap in the context of Vietnam\u0026rsquo;s growing hotel sector.\u003c/p\u003e","manuscriptTitle":"Employee Retention in High-End Vietnamese Hotels: The Synergy of GHRM, KS, and MF, Mediated by an IC","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2024-12-05 14:58:04","doi":"10.21203/rs.3.rs-5264359/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2026-02-03T11:33:50+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-02T11:07:23+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-01-25T11:13:46+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-01-21T09:27:10+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"52244752504349667448983405167945521597","date":"2026-01-21T07:39:46+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"298405822371345028637177950770839727986","date":"2026-01-21T01:43:28+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"83344067255950823359669904169316132825","date":"2026-01-19T09:46:11+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"50742468194861052538200334643362990878","date":"2026-01-19T09:24:47+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-01-18T09:55:07+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"328427694668797043040967719669794858843","date":"2026-01-18T09:29:33+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"322410000869431739259259433375953784671","date":"2026-01-17T22:15:09+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"334253740034414271692136102289018533035","date":"2026-01-17T15:22:58+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"37209134048732444610186538545821599762","date":"2026-01-17T09:19:45+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"243405239258104572955021554429463981","date":"2025-03-04T11:26:50+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"211936574428484991708494467353493455748","date":"2025-03-02T02:15:35+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-02-04T12:42:12+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2024-11-14T13:57:50+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2024-11-13T06:52:21+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2024-11-13T06:51:43+00:00","index":"","fulltext":""},{"type":"submitted","content":"Humanities and Social Sciences Communications","date":"2024-10-15T02:21:29+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false}}],"origin":"","ownerIdentity":"2ef93087-9e2b-4e8a-81a6-e04c779704c3","owner":[],"postedDate":"December 5th, 2024","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[{"id":40343419,"name":"Business and commerce/Business and management"},{"id":40343421,"name":"Social science/Business and management"}],"tags":[],"updatedAt":"2026-05-13T15:27:48+00:00","versionOfRecord":[],"versionCreatedAt":"2024-12-05 14:58:04","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-5264359","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-5264359","identity":"rs-5264359","version":["v1"]},"buildId":"qtupq5eGEP_6zYnWcrvyt","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}