Investigating the role of perceived organisational support in the relationship between human resource skill adjustment and corporate sustainability in the hospitality industry

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Six hundred workers were drawn from twenty-five three-star hotels in southeastern Nigeria. The questionnaire served as a method for data collection. Structural equation modelling was used to analyse the developed research hypotheses. The result of the study shows that perceived organisational support moderates the relationship between human resource skill adjustment and corporate sustainability. The research concludes that human resource skill adjustment, if adequately deployed for the enhancement of workers skill, would perhaps improve the corporate sustainability of hospitality businesses across the globe. One of the main implications of this study is that the board of directors or owners of hospitality businesses across the globe should make adequate funds available to be used to source human resource skill adjustment experts or professionals who are well-equipped with upskilling and reskilling methodologies to avoid being alienated from the intensely competitive hospitality industry. This research is unique and original because there is no study that has predicted corporate sustainability through human resource skill adjustment in the hospitality industry. human resource human resource skill adjustment corporate sustainability perceived organisational support hospitality industry 1 Introduction The COVID-19 pandemic outbreak disrupted the operations of hospitality businesses around the world. The COVID-19 pandemic resulted in the closure of many hospitality businesses, thereby distorting their sustainability intent, which is one of the major reasons why most businesses are in existence [ 1 ]. A survey report by the World Travel & Tourism Council has shown that before the COVID-19 pandemic, the hospitality industry generated about USD 9.2 trillion for the world economy; however, in 2020, the pandemic reduced the revenue of the industry to about USD 4.5 trillion [ 2 ]. The abovementioned COVID-19 negative effect on the hospitality industry was due to the lockdown measures adopted by many nations aimed at curtailing the spread of the coronavirus [ 3 , 4 ]. The negative impact of the COVID-19 pandemic on hospitality industries ranges from massive job losses, decreases in profitability, dislocation of formal structure, skill shortages, and forced redundancy of the workforce [ 5 ]. A survey has shown that the negative impact of the COVID-19 pandemic would require companies all over the world to reskill 40% of their employees by 2024, while 94% of business managers anticipate their workforce to be upskilled [ 6 ]. In addition, the World Economic Forum argued that by 2025, global human resources would need to be upskilled and reskilled to enable them to perform new, technologically driven jobs [ 7 ]. Apart from the abovementioned negative disruption of COVID-19 on hospitality businesses, the pandemic also caused a skill shortage in the industry, which prompted many countries to solicit human resource professionals and expert advice on how best to fill the skill gap [ 8 ]. Nigeria’s hospitality sector was not left out since the pandemic changed the modes of rendering services to prospective customers and this caused serious skill shortages in the industry, thereby prompting the urgency of skill adjustment of the personnel [ 5 , 9 – 10 ]. It was this outcry that engineered [ 11 ] to the development of a new skill enhancement approach known as ‘human resource skill adjustment’, which has been verified to have predicted organisational resilience and business dynamic capability [ 5 , 9 ]. However, a prior study has shown that sustainability in business is very important because, without it, many businesses would have failed [ 12 ]. In agreement with [ 12 ] contention, [ 13 ] contended that corporate sustainability is the ligament that holds organisational stakeholders whose contributions are usually at stake whenever there is a negative impact on the organisation. This argument is what motivated [ 14 ] when they opined that sustainability is the life-wire that binds an established formal business and society in general. This implies that any business that does not position itself as a failure in its strategic intent would not stand the test of time [ 15 ]. It was the above submission that ignited [ 16 ] intention to argue that every business needs to leave a legacy for future generations to benefit in terms of job creation, entrepreneurial orientation, and community development. In line with this argument, [ 1 ] stressed that service-oriented businesses that were negatively affected by COVID-19 need to resuscitate their sustainability dimensions, such as social sustainability and economic sustainability. Thus, to promote sustainable business activities, the hospitality industry has commenced the implementation of energy conservation using electric card systems that reduce the wastage of energy whenever it is not in use [ 17 ]. Regarding energy preservation, [ 19 ] opined that most hospitality businesses have embraced the use of solar energy over the use of generating sets for power generation. In addition, [ 4 ] assert that customers now pay adequate attention to environmental protection when visiting any hospitality industry for a pleasurable outing. Research has shown that the COVID-19 pandemic has made hotel tourists more conscious of the environment than ever [ 10 ]. Nonetheless, corporate sustainability can be achieved when human resources are equipped with the necessary sustainability skills for effective performance in their various functional areas. This is the reason why [ 9 ] contended that employees in the post-COVID-19 new normal need to be equipped with the recent and required skills needed in the hospitality sector to overcome future interferences. Again, [ 4 ] are of the view that the negative effect of COVID-19 dislocations on hospitality businesses requires that human resources that are saddled with the responsibility of ensuring that the organisational goals are transported to the desired destination require new skills for the new normal work environment. [ 10 ] stressed that the performance of human resources is largely dependent on the skills they possess. Aligning with the contention above, [ 11 ] maintained that human resources that fail to adjust to the new normal have been planned to be evicted from their organisation. In addition, [ 4 ] suggested that for hospitality businesses to bounce back from the pandemic, it is very necessary for human resource professionals or human resource managers in the industry to modify the skills of the workforce in line with the current industry trends through upskilling and reskilling. In support of the above argument, [ 9 ] contended that upskilling and reskilling methods are the most recent skill adjustment instruments at the disposal of human resource managers who are proactive. Building on this postulation, [ 17 ] stated that due to the changes orchestrated by the COVID-19 pandemic, customers have also changed their behaviour, which is something the management of hospitality businesses should also take into consideration for corporate sustainability. Therefore, human resource skill adjustment is an instrument through which the human resource can be well-equipped with new work structures and operations. Nevertheless, prior studies such as [ 4 , 11 ], and [ 9 ] have dissected the human resource skill adjustment variable with other criterion variables, though their approaches differ from that of the current study. The current research focuses on how human resource skill adjustment could predict corporate sustainability in the hospitality industry while observing the moderating role of perceived organisational support, which the previous trend of studies failed to observe. However, the significance of this research its originality in ascertaining the role of perceived organisational support on the association between human resource skill adjustment and corporate sustainability in the hospitality work setting. This research contributes to academia, hospitality business practitioners, and policymakers in the following ways. Academia would gain additional insight regarding the role of perceived organisational support on the relationship between human resource skill adjustment and corporate sustainability in the hospitality work environment. In addition, the hospitality business regulators, policymakers, and practitioners would be equipped with the new human resource skill enhancement nomenclature, such as upskilling and reskilling, as opposed to relying on the traditional training methods. To achieve the abovementioned aim, the research reviewed literature that is in line with the criterion, predictor, and moderating variables in the preceding sections. 2. Literature review 2.1 Human Resource Skill Adjustment (HRSA) The theoretical framework that best explains human resource skill adjustment is [ 18 ] contingency theory of socialization. The contingency theory of socialization states that there is not one best universal method used for the adjustment of workforce skills and behaviour [ 9 ]. The theory further argued that skill adjustment is a function of the business environment and situation that orchestrated the change, which, in this case, is the COVID-19 pandemic [ 4 ]. What this implies is that human resource skill adjustment can be carried out based on the circumstances the organization finds itself in, as well as the business environment. Thus, when performing changes in the skill of human resources, human resource professionals need to study the environment, the skill gap that needs to be filled, and the number of workers who require upskilling and reskilling. Meanwhile, the concept of human resource skill adjustment gained entrance into contemporary human resource management discourse in 2023 when [ 11 ] propounded the concept because of the human resource skill shortage in most organisations after the COVID-19 pandemic. Thereafter, the concept gained acceptance in major indexed journals [ 4 , 9 ]. Aligning with the above evidence, [ 20 ] stressed that the COVID-19 pandemic had changed the skills used in the hospitality industry and advised human resource professionals to come up with a new skill adjustment methodology that could be used to fill the gap. What, then, is human resource skill adjustment? [ 11 ] elucidated that human resource skill adjustment covers the process of upgrading workforce skills to match the current realities obtainable in the workplace. [ 9 ] stated that the adjustment of human resource skills that would fit the post-COVID-19 work economy can be accomplished through upskilling and reskilling. Meanwhile, [ 11 ] highlighted the benefit of upskilling and reskilling human resources to include job satisfaction, affective commitment, an increase in sales, creativity, and innovation. The prior survey had shown that because of the skill shortage in the hospitality industry, managers ought to resort to adjusting employees’ skills to avoid high skill turnover in the sector [ 21 ]. This may have triggered [ 22 ] to affirm that the sustainability of every business in the post-COVID-19 work culture would depend on the skill enhancement of their workforce. From the foregoing, skill enhancement in the post-COVID-19 period has been applauded by human resource professionals and policymakers in business-related organisations around the world. This applause is because workers in the hospitality sector have suffered from the shocks orchestrated by the COVID-19 pandemic; hence, for them to regain their place in the industry, a subsequent skill upgrade is required [ 20 , 22 ]. This is the reason why [ 20 ] advised that managers who are saddled with the responsibility of skill upgrading in the hospitality industry should, as a matter of urgency, put in place the mechanism to bridge the skill shortage that was caused by the COVID-19 pandemic. In the same manner, the authors of [ 9 ] were of the view that skill adjustment in the service sector should be the responsibility of human resource managers or talent development experts in the hospitality sector. Meanwhile, [ 20 ] suggested that the challenges of the COVID-19 pandemic on the hospitality sector are huge, especially in skills; hence, the authors encouraged hospitality experts and practitioners to deploy upskilling and reskilling to ameliorate the shortage of skills in the industry. It was further advised that organisational stakeholders in the hospitality sector should be ready and willing to make necessary adjustments regarding the skills used for customer service delivery [ 23 ]. Perhaps this may be the essence of why [ 24 ] advocated that, based on the COVID-19 destruction, the hospitality industry needs to carry out a serious skill enhancement overhaul to enable the industry to meet the levels of other sectors. Nonetheless, recent research has validated reliable and valid measures of human resource skill adjustment (HRSA) to include upskilling and reskilling [ 11 ]. Upskilling refers to skill upgrades or improvements that would enable an employee (human resource) to perform better in their current job [ 4 ]. [ 7 ] stressed that upskilling is a skill enhancement process that focuses on the expansion of human resources' skills to empower them to be more effective and productive toward organisational goals. Upskilling also involves continuous learning, which is essential for human resource career development [ 7 ]. [ 24 ] added that upskilling is the process of teaching employees new competencies that are required in the hospitality industry. [ 25 ] affirmed that for an organisation to outperform its competitors, the skill of human resources requires a constant upgrade to avoid redundancy. Upskilling has been acknowledged as an instrument for retaining human resources in the hospitality industry [ 26 ]. [ 27 ] added that the major reasons for upskilling are to equip human resources with the latest skills that are needed for service delivery in the hospitality industry. Examples of upskilling in the hospitality industry include sanitation and housekeeping, leadership, use of digital room keys, use of social media platforms for advertisement, resilience, critical thinking, home service delivery, food delivery apps, emotional intelligence, and customer relationship skills [ 28 ]. On the other hand, reskilling is the process of acquiring a fresh skill that would enable the employee to perform effectively in another job that is different from the one they were performing earlier [ 11 ]. [ 7 ] contended that reskilling is concerned with the equipping of human resources or employees with the latest skills that will encourage them to occupy new job positions in the same organisation that is different from the one they occupied before. [ 27 ] stated that the survival of the hospitality business after the COVID-19 pandemic would be dependent on the reskilling of human resources in the industry. [ 20 ] suggested that reskilling human resources is vital for the sustainability of hospitality businesses. An example of reskilling is a flexible working schedule or remote work. [ 29 ] further encouraged human resource managers and experts to embrace reskilling to mitigate the disruptions caused by the COVID-19 pandemic. It was based on these contentions that [ 30 ] suggested that instead of recruiting new employees, hospitality practitioners should reskill their existing human resources to save costs and prepare for the post-COVID-19 new work culture. Survey reports have shown that reskilling and upskilling are crucial to retaining human resources in the organisation, which leads to the attainment of corporate sustainability [ 31 ]. Regarding prior empirical investigations on HRSA, there is very little research in the literature that has examined its effect on other criterion variables. [ 11 ] investigated the effect of organisational learning on HRSA in the manufacturing sector in the southeast region of Nigeria using a cross-sectional research design and found that organisational learning predicted HRSA. The results of their research demonstrated that organisational learning increases human resource skill adjustment with respect to the post-COVID-19 work economy. On the one hand, [ 9 ] examined the effect of HRSA on the dynamic capability of hospitality firms in the new normal using a cross-sectional research design and discovered that HRSA has a significant positive effect on the dynamic capability of the hospitality industry. On the other hand, [ 4 ] examined the effect of HRSA on corporate resilience in a crisis business environment with a specific focus on the manufacturing sector. Their result revealed that HRSA has a significant positive effect on corporate resilience. The abovementioned studies did not investigate the predictability of corporate sustainability through HRSA. This is the basis through which the current study was carried out, indicating its uniqueness and originality. 2.2 Corporate Sustainability (CS) Corporate sustainability (CS) can be explained by the stakeholders’ theory established in [ 32 ]. Stakeholders represent the actors that have a major interest in the organisation [ 33 ]. In addition, [ 34 ] perceived stakeholders as individuals who make contributions either directly or indirectly and bear the risk associated with the investment in the formal organisation. Stakeholders’ theory assumes that businesses are intended to create value for the stakeholders [ 3 ]. Thus, it has been shown that CS demands that every business should contribute to the organisation and society at large [ 35 ]. Stakeholders in this regard are employees, customers, host communities, suppliers, and creditors [ 3 ]. Corporate sustainability is a management policy that is aimed at sustaining profitability while considering the impacts such again would have on the environment, and social and financial resources [ 1 ]. Business scholars perceived it as a culture of an established venture to minimize the negative impact on their geographical location [ 36 ]. Advancing further, [ 37 ] contended that the issue of corporate sustainability is far more than environmentally focused business activities; rather, it is about how businesses are responsible in society. Considering the above, other scholars perceived corporate sustainability as meeting the needs of an enterprise without compromising its capacity to meet the needs of future stakeholders [ 19 , 38 ]. It also refers to a business strategy designed to shape the environmental, social, and economic impacts of an enterprise by contributing to the economy and society at large [ 39 ]. [ 40 ] pointed out that a sustainable business places value on its stakeholders, especially the employees, stockholders, and the host community. In another study, [ 38 ] asserts that responsible business ensures that the stakeholders are consulted in decision-making processes to avoid negative influences that may oppose the smooth running of the organisation. Fostering the relevance of sustainability in business, [ 14 ] contended that in the post-COVID-19 work environment, business owners and managers must have learned huge lessons from the pandemic, hence justifying the need for a sustainable culture. It is against the above submission that [ 13 ] posited that corporate sustainability that focuses on economic sustainability and social sustainability has a great advantage in terms of corporate citizenship behaviour, corporate reputation, and societal development. However, prior studies had validated corporate sustainability dimensions to include economic sustainability (ES) and social sustainability (SS) [ 1 ]. ES is concerned with making a profit for organisational stakeholders without misappropriating financial and material resources to avoid a negative effect on society [ 38 , 41 ]. [ 1 ] highlighted that the only way an organisation can achieve economic sustainability is through investments in corporate social responsibility, renewable energy, and the preservation of resources. Economic sustainability implies that organisations need to create products or services that customers want at an affordable cost [ 42 ]. Again, [ 43 ] simplified the meaning by affirming that ES refers to when an organisation efficiently utilizes its resources to achieve its goals of the organisation. SS is concerned with social matters, including employee well-being, conditions of service, equality, work–life balance, and the community [ 44 ]. 2.3 Perceived organisational support Perceived organizational support (POS) is a shared belief held by employees that their management values or regards their job and shows concern about their well-being [ 45 – 46 ]. POS can also be an assumption that top management should make resources available to employees to enable them to achieve the overall objectives of the organization [ 47 ]. [ 48 ] argued that POS is any action that is expected to be taken by top managers that is targeted at supporting the work of the subordinates. [ 49 ] contended that some of the actions that employees consider relevant, as what management should provide support for, are training, prompt payment of salaries, and other resources for the provision of goods and services. In this study, human resource skill adjustment is assumed to be implemented by the top management. Thus, to sharpen the skills of the employees, managers, or the head of human resources in the organization is expected to drive the skilling of the workforce. This is because reskilling and upskilling of employee skills can be effective when the management provides opportunities for the employees. From the above contention, [ 50 – 51 ] admitted that POS has improved the engagement and employees in the formal workplace. It was found that POS enhances firm sustainability, employee commitment, employee retention, and well-being [ 46 ]. Prior studies have demonstrated the significance of POS in revitalizing ailing enterprises around the globe, especially the service enterprises [ 52 ]. [ 48 ] recommends that managers of service-based organisations should reskill and upskill their workforce through the provision of adequate resources for them to remain sustainable. 2.4 Upskilling (UPS) and Economic Sustainability (ES) In the post-COVID-19 work setting, managers and organisational leaders need to upskill their human resources to attain economic sustainability. The changes that took place after the COVID-19 pandemic, especially in the field of technology, need to be embraced by members of the organisation. Thus, for these changes to translate into meaningful results in the hospitality industry, human resource managers need to update their workforce with the recent skills that are needed for service delivery [ 5 ]. For instance, [ 53 ] postulated that there are still some customers who are afraid of being infected with COVID-19, especially when they visit business places that are populated with humans. Such customers may want to distance themselves from other customers; hence, it behoves the managers to upskill their employees on how to best provide quality services to such individuals or customers. However, UPS focuses mainly on assisting human resources with recent skills in the industry that would enable them to function effectively to achieve economic sustainability [ 54 ]. To further attain ES, managers need to upskill their employees in recycling, waste management, and other green initiatives that are capable of engendering economic sustainability. [ 55 ] are of the view that economic sustainability can be successfully achieved in the workplace if leaders are willing to upskill their workforce. It has been revealed that skill enhancement of hospitality personnel regarding sustainable profit-making would enhance business strategies that are meant to protect the business environment [ 56 ]. [ 39 ] added that ES is associated with resource conservation and for it to be a reality, employees need to be equipped with the right skills. Furthermore, customer experience during the COVID-19 pandemic cannot be equal to that in the post-COVID-19 work setting. Therefore, UPS human resources are essential for responsive customer service to be rendered. It is against this backdrop that the researchers formulated the first hypothesis. H1: Upskilling is related to economic sustainability. 2.5 Reskilling (RSK) and Social Sustainability (SS) Reskilling (RSK) is perceived in the literature as a new model of training that focuses on skill adjustment targeted at empowering an employee to take over new job responsibilities in the same organisation [ 11 ]. RSK enhances the social sustainability of hospitality businesses in the sense that the impact of the COVID-19 pandemic needs to be identified and addressed to avoid high job turnover. Such impacts, if identified, would assist the hospitality industry to retain its human resources by providing them with the right skills that would enhance their careers [ 23 ]. Thus, SS is more focused on providing good conditions to stakeholders such as the employees, shareholders, and the host communities; hence, RSK is an instrument for improving the well-being of all the stakeholders [ 57 ]. The effect of the COVID-19 pandemic has paved the way for managers to reskill their employees on how to take good care of their health. In addition, [ 58 ] asserts that it is essential for organisations to initiate social sustainability that would have a positive impact on the host communities through the provision of free healthcare to every individual in the community. Research has suggested that since businesses do not exist in isolation, their existence is made possible by stakeholders such as customers, employees, and the host communities; hence, management should involve them when making decisions that would affect them [ 59 ]. This is the basis through which [ 60 ] argues that human resources that are responsible for providing quality services to customers must be reskilled to be effective in the discharge of their duties, especially in the post-COVID-19 work atmosphere. Supporting the abovementioned argument, [ 24 ] highlighted that the issues of reskilling have become necessary in the hospitality industry due to the constant technological changes in the sector. [ 30 ] align with the above contention, and posited that changes orchestrated by COVID-19 have required the adjustment of human resources skills in the service sector, especially the hospitality industry. In addition, [ 54 ] contended that RSK human resources would enhance their skills to effectively discharge their roles in line with the social sustainability policies in the workplace. Based on the contentions above, the second research hypothesis is hereby formulated. H2: Reskilling is related to social sustainability. 2.6 Moderating Role of Perceived Organisational Support on Human Resource Skill Adjustment and Corporate Sustainability Previous studies had shown that perceived organisational support (POS) had moderated many organisational variables. [ 16 ] results show that POS has a positive moderating role on the association between job crafting and job satisfaction of nurses in Jordan. [ 45 ] in their study discovered that POS has moderated the relationship between training practices and employee engagement minimally at the commercial banks in Nepal. The investigation result of [ 46 ] revealed that POS moderates the relationship between digital business transformation and business resilience in the Nigerian hospitality industry. [ 61 ] found that POS moderated the influence of empowering leadership on innovative work behaviours at Tehran Vocational firms. [ 52 ] findings revealed that POS moderates the association between inclusive leadership and presenteeism. In addition, the result of [ 50 ] revealed that POS moderates the correlation between occupational stress and employee engagement in Kenya. H3: Perceived organisational support moderates the relationship between human resource skill adjustment and corporate sustainability 3. Materials and Methods 3.1 Participants and Sampling This research employed a cross-sectional survey research design that supports the positivist research philosophy, which is anchored on the use of a questionnaire for data collection within a short period [ 62 – 63 ]. On the other hand, the target population comprises three-star hotels operating within the southeast region of Nigeria. Specifically, an accessible population of twenty-five three-star hotels that are registered with the Ministry of Commerce and Tourism, Enugu, in the southeast of Nigeria, was surveyed with purposive sampling. However, a total population of six hundred (600) staff was drawn from the accessible population. The method described by [ 64 ] was used to determine the sample size of two hundred and thirty-four (234) from the overall population. The method of data collection used in this research is a self-administered questionnaire. [ 62 ] claimed that data collected with self-administered questionnaires are more current, relevant, and reliable compared to existing data. Ethical research consideration was observed. One of the authors who resides in Nigeria was saddled with the responsibility of data collection. The authors informed the respondents that their participation in the study would not harm them and that their personal information, as well as that of their organisation, would not be reported in the study. The informed consent gave the participants confidence and assurance that their personal information would not be published. Having obtained consent from the participants, researchers further informed the participants that the main objective of the research is to determine the effect of human resource skill adjustment on corporate sustainability in the hospitality sector. It was after a detailed clarification that the respondents agreed to participate in the research and instructed the authors to come back and retrieve the questionnaire within one month. Thereafter, the authors administered two hundred and thirty-four (234) instruments to the participants in their various hotel locations. One of the researchers who is based in Nigeria went and retrieved the questionnaire and discovered that only two hundred and twenty-six (226) questionnaires (96.6% completion) were filled correctly, while eight (8) copies (3.4%) were filled incorrectly. It was the copies that were correctly filled that were used for analysis. Partial Least Squares-Structural Equation Modelling (inner model evaluation) was employed to analyse the formulated hypotheses, but before this, to check that the data collected met the fitness criteria, validity and reliability were assessed through the outer model evaluation [ 65 ]. The outer model evaluation revealed the indices for convergent validity via factor loadings and average variance extracted, discriminant validity was ascertained with the criterion of Fornell-Lacker, while reliability was assessed through the measures of composite reliability and Cronbach alpha [ 66 – 67 ]. The analyses described above were conducted with the aid of ADANCO 2.3.1, while the participants’ demographic characteristics were analysed with frequency distribution with the aid of Statistical Package for the Social Sciences version 20.0. 3.2 Measures and procedure In terms of variable measurement, authors were guided by the rule of thumb governing the adoption of the already developed instrument, which states that to avoid repetition of results in the valid instrument already developed, researchers should adopt and change the wordings, if needed, to fit into the environment where it would be used to collect data and ensure that the sources are properly cited [ 68 ]. It is based on the above affirmation that the researchers adopted a validated and reliable Human Resource Skill Adjustment Instrument (HRSAI) developed by [ 11 ], containing UPS and RSK, and confirmed by [ 4 ] and [ 9 ]. [ 1 ] validated Corporate Sustainability Instrument was adapted, while [ 69 ] validated POS 6-item was also adapted. 4. Results Demographics The gender distribution of the participants in Table 1 revealed that 108 respondents, representing47.8%, are females, while 118 of the participants, representing52.2%, are males. The result of the participants’ age shows that 21 respondents, representing 9.3%, are within the age of 18–26 years; 81 participants, representing 35.8%, are aged 27–35 years; 106 respondents, representing 46.9%, are within the age of 36–44 years; 18 respondents, representing 8.0%, are aged 45–above. Participants’ working experience indicated that 173 respondents, representing 76.5%, have a working experience of 1–19 years, while 53 respondents, representing 23.5%, have a working experience between 11 years and above. The educational attainment results indicated that 19 participants attended other forms of education, while 36 respondents, representing 20.4%, attended secondary education, and 161 participants, representing 71.2%, attended tertiary institutions. Table 1 Participants’ profile. Demographic Variables Frequency Percent (%) Gender Female 108 47.8 Male 118 52.2 Age (years) 18–26 21 9.3 27–35 81 35.8 36–44 106 46.9 45 and above 18 8.0 Work Experience (years) 1–10 173 76.5 11 and above 53 23.5 Education Secondary 46 20.4 Tertiary 161 71.2 Others 19 8.4 Outer Model Evaluation Table 2 shows the factor loadings, AVE, composite reliability, and convergent validity of the study. As stated by [ 70 ] for convergent validity, the factor loadings must reach 0.70 and above while AVE value must reach 0.5 and above. As shown, the values of factor loadings were between 0.70 and 0.88 indicating that the items are good indicators of their constructs [ 71 ]. Average Variance Extracted (AVE) values exceeded the minimum mark with the least being 0.66, further confirming convergent validity [ 72 ]. For reliability, composite reliabilities values were above 0.70 and Cronbach alpha values were also above 0.70, both implying strong internal consistency within each scale [ 72 ]. Table 2 Factor Loadings, AVE, Composite Reliability, and Convergent Validity Construct No. of Items Range of Factor Loadings Average Variance Extracted (AVE) Composite Reliability (CR) Cronbach’s Alpha Upskilling 8 0.72–0.87 0.68 0.91 0.89 Reskilling 8 0.70–0.85 0.66 0.90 0.88 Economic Sustainability 6 0.75–0.88 0.70 0.92 0.90 Social Sustainability 9 0.70–0.86 0.67 0.90 0.87 Perceived Organisational Support 6 0.73–0.87 0.69 0.91 0.88 The result in Table 3 shows the discriminant validity with values indicating that the items for each indicator are valid. According to [ 73 ] to ascertain discriminant validity, the square root of each construct’s AVE should exceed its correlations with other constructs. As shown using the Fornell–Larcker Criterion, the diagonal values (i.e., the square roots of AVEs) exceed the off-diagonal correlations. This implies that the constructs are distinct, confirming discriminant validity [ 73 ]. Table 3 Discriminant Validity - Fornell–Larcker Criterion Upskilling Reskilling Economic Sust. Social Sust. POS Upskilling 0.825 0.42 0.45 0.38 0.40 Reskilling 0.42 0.813 0.40 0.47 0.43 Economic Sustainability 0.45 0.40 0.837 0.35 0.38 Social Sustainability 0.38 0.47 0.35 0.819 0.41 POS 0.40 0.43 0.38 0.41 0.832 Inner Model Evaluation Table 4 shows the structural path results of the research hypotheses of the study. The findings are guided by the recommendations of [ 70 , 73 ] that the p-values must be less than 0.05 at the 5% level (95% confidence) and t-values greater than 1.96 at the 5% level in a two-tailed test as obtained in this study. H1 result revealed that upskilling has significant positive effect on economic sustainability, this finding is informed by the p-value of 0.00 and t-value of 2.85 both of which exceed their respective thresholds. H2 result revealed that reskilling efforts positively and significantly drive improvements in the social aspects of sustainability, with p-value of 0.01 and t-value of 3.15. lastly, H3 result revealed that perceived organisational support moderates the relationship between human resource skill adjustment and corporate sustainability, with p-value of 0.01 and t-value of 2.75. Table 4 Structural Paths Hypotheses Path β (Std. estimate) SE t-value p-value Interpretation H1 Upskilling → Economic Sustainability 0.34 0.12 2.85 0.00 Significant positive effect H2 Reskilling → Social Sustainability 0.41 0.13 3.15 0.001 Significant positive effect H3 (HR Skill Adjustment × POS) → Corporate Sustainability 0.27 0.10 2.75 0.01 Significant positive moderating effect The f² (Cohen’s f-squared) value is used to show the strength of the contribution of the independent variable on the dependent variable and the moderating variable on the primary construct [ 74 ]. As shown in Table 5 , all three hypotheses were moderately affected by the independent variables and the moderating variable respectively. Table 5 Effect Size (f²) Path f² Effect Size Interpretation Upskilling → Economic Sustainability 0.16 Moderate effect Reskilling → Social Sustainability 0.18 Moderate effect Moderating Effect (POS) 0.14 Moderate effect 5. Discussion The purpose of this research was to investigate the role of perceived organisational support in the relationship between human resource skill adjustment and corporate sustainability in the hospitality industry. The results show that HRSA is associated with corporate sustainability dimensions. The results further demonstrated that in the hospitality work environment, human resource managers and professionals can leverage the constituents of HRSA (upskilling and reskilling) to enhance their corporate sustainability capacity to meet the needs of the stakeholders. The findings of this research corroborate with [ 31 ] affirmation that service-based organisations need to equip their workforce through upskilling and reskilling nomenclature if they want to remain relevant in business. A survey has shown that when an organisation invests in its human resources, such an enterprise could become more efficient, effective, resilient, and dynamic, which makes it sustainable [ 21 ]. The prior investigation also revealed that upskilling enhances human resources, which has a direct effect on their commitment and career advancement [ 22 ]. It was also found that upskilling is related to environmental sustainability. This implies that upgrading the skill of workers after the pandemic to match the realities on the ground is paramount to achieving the economic sustainability of the hospitality industry. This is the basis through which [ 25 ] highlighted that upskilling is considerably easier and more effective to implement in the hospitality industry compared to traditional training methods that require a longer period to organize. [ 24 ] also acknowledged that human resource experts in the hospitality industry need to take advantage of upskilling because it is cost-effective. The result corroborated with those of [ 4 ], whose findings revealed that upskilling predicted situation awareness in the manufacturing industry. [ 4 ] evidence differs from that of this study based on the industry of investigation. Although very similar in methodology and instrument regarding human resource skill adjustment, such studies still failed to predict corporate sustainability with HRSA, which makes the current study unique and original. In addition, the findings of [ 9 ] indicated that upskilling predicted the sensing capability of hospitality businesses. However, the present result may vary to some extent from the previous trends of thought in terms of the participants involved. The participants in this research are mostly graduates, which indicates that they understand the need to be upskilled to avoid being alienated from the labour market. Again, [ 20 ] was of the view that workforce effectiveness is a function of management's readiness to modify the skills of its workforce to fit into the new work environment. Following the abovementioned result, the finding of the second research hypothesis revealed that reskilling is related to social sustainability. This result corroborated those of [ 22 ] survey findings, which indicated that after the COVID-19 pandemic, managers who adopted reskilling have admitted that it has yielded excellent and productive employees. Additionally, the result of [ 9 ] indicated that reskilling has a significant positive effect on the reconfiguration capability of hospitality businesses in the post-COVID-19 work economy. The difference between [ 9 ] and the present study is that the former collected its data from four-star hotels, while this research collected data from three-star hotels. Based on the review of the literature, it was shown that reskilling empowers employees to adapt to changing work roles, which enhances social sustainability. Supporting the abovementioned results, the contingency theory of socialization affirmed that the adjustment of human resource skills is positively associated with the environment in which the business is situated [ 11 , 13 ]. Again, the result of hypothesis two further confirmed that human resource experts and professionals can restore the skill shortage in the hospitality industry through the adoption of the reskilling approach. The positivity of these results affirmed the potential of human resource skill adjustment in alleviating skill obsolescence in the new normal. However, the results of this study were not opposed to those of the previous empirical investigation, but it is assumed that the upcoming investigations may differ from the current results. This has further shown that human resource skill adjustment is still an emerging concept in the human resource management field of study. The third research hypothesis result revealed that POS positively and significantly moderated the relationship between human resource skill and corporate sustainability. This corresponds with the results of [ 45 – 46 , 61 ] and [ 52 ]. Most of these studies did not examine how POS can moderate the effect of human resource skill adjustment on corporate sustainability. However, the moderating result suggests that the perception of management providing support to achieve corporate sustainability implies that human resource skills can also be adjusted to fit the new work culture in the hospitality industry. 6. Research implications Drawing from the findings, the study outlined specific implications by filling the research gaps of previous studies. 6.1 Theoretical Implications The theoretical implication of this research is that hospitality practitioners would be enlightened on the benefits of adjusting the skills of its workforce, which would enhance the sustainability of all the functional areas of operations to match the current realities in the industry. In addition, hospitality and tourism-based researchers who are interested in carrying out further investigations on human resource skill adjustment can be guided by the dimensions used in this study to predict criterion enterprise variables other than corporate sustainability, especially as concerns the hospitality industry. The results offer empirical evidence for the relationship between HR skill adaptation and corporate sustainability, therefore supporting arguments on how investments in human capital influence more general organisational results. This study expands current models to demonstrate that the efficacy of HR activities is context-dependent by the inclusion of perceived organisational support as a moderator. Based on this, future studies can investigate other mediators or contingency factors. 6.2 Practical Implications Drawing from the findings of this research, hospitality business practitioners and managers should constantly adjust the skills of their human resources with the latest technological changes that are in vogue, as this would encourage retention and discourage tourist withdrawal. Moreover, the board of directors or owners of hospitality businesses across the globe should make adequate funds available to be used to source human resource skill adjustment experts or professionals who are well-equipped with upskilling and reskilling methodologies to avoid being alienated from the intensely competitive hospitality industry. In addition, to support sustainable performance, hospitality businesses need to set aside funds for both reskilling and upskilling of their staff to enhance performance and sustainability. This can be done through customised training courses that would help to close skill gaps and increase social and economic sustainability. Again, an organisational culture should clearly encourage staff growth. To raise morale and performance, this might involve open communication, learning reward systems, and buy-in of leaders. Integration of skill development with strategic sustainability goals by HR departments will help to build a more competitive and resilient company over time. 6.3 Limitations and Future Research Directions Regarding the limitations of this study, the geographical scope, insufficient research on human resource skill adjustment, cross-sectional survey design, and method of analysis were considered the major limitations of this research. However, for these gaps to be filled, the authors recommend that more investigations on human resource skill adjustment should be carried out in different industries and countries before generalization can be made. Another limitation of this study is the use of one method of data collection, which is the questionnaire. The study encourages subsequent investigations to make use of the interview guide and questionnaire to find out if there could be variation in the current research. In addition, subsequent investigations should employ longitudinal surveys, other moderating variables to identify vacuums in the present research. 7. Conclusion The findings of this research revealed that POS moderated the relationship between human resource skill adjustment and corporate sustainability in the hospitality sector. It was based on the above findings that this study concludes that HRSA, which is measured with upskilling and reskilling, can improve corporate sustainability, which is measured through economic sustainability and social sustainability in the hospitality industry. This finding means that an increase in human resource skill adjustment enhances the corporate sustainability of hospitality enterprises. The study also discovered that upskilling predicted economic sustainability, which indicated that an improvement in the skills of human resources automatically affects economic sustainability positively. The significant and positive relationship between upskilling and economic sustainability shows that as hotels add funds for upskilling their employees, the aspect of economic sustainability would be increased. This will lead to improvement in service innovation, higher performance, efficiency, and effectiveness in delivering quality services to customers. In the context of the hospitality industry, upskilling focuses on energy conservation skills, responsible waste management skills, and recycling skills. The result of reskilling on the social aspect of sustainability implies that when employees are encouraged to acquire new skills that would equip them for new roles, social sustainability is likely to be improved. This will translate to an increase in stakeholder relationships, reputation, employee engagement, and customer satisfaction. In practice, this indicates that improvement in reskilling would perhaps improve the social sustainability of the hospitality industry. The reskilling of the human resource in this regard is concerned with the task that would be performed in their new job posting, which is different from their initial job description. These skills would probably enable human resources to carry out their job responsibilities efficiently regarding the efficient utilization of resources. Drawing from the contingency theory of socialization employed in the study, it was suggested that since there is not one best approach for adjusting human resource skills, it therefore depends on human resource professionals’ utilization of any other methodology that would be effective in their business environment. Regarding the moderating role of perceived organisational support, it was found that POS moderated the relationship between HRSA and CS. This finding suggests that when workers perceive support from management, the effects that upskilling and reskilling have on corporate sustainability are likely to be improved. This means that the support provided by management would enable the HR skill adjustment of hotels under study to become a sustainable venture. Declarations Ethical approval: Authors confirms that the study was approved by the Research and Ethics Committee of the Department of Business Administration, Alex Ekwueme Federal University, Ndufu-Alike, Ebonyi State, Nigeria and certified that the study was performed following the ethical standards as laid down in the 1964 Declaration of Helsinki and its later amendments or comparable ethical standards. Consent for publication: Not applicable Consent to participate: The authors confirmed that informed consent was obtained from all participants. Competing interests: The authors declare no competing interests. Funding: This research received no external funding. Author Contribution Author contributions Conceptualization: F.O.E and N.D.O; Data curation: N.D.O, F.O.E., C.I.O., K.S.U.O., and E.U.A.; Formal analysis: V.S.N., F.O.E., and O.G.O.; Investigation: O.G.O., C.I.O., K.S.U.O and A.M.C; Software: N.D.O., and V.S.N.; Methodology: F.O.E., V.S.N., N.D.O., and C.I.O; Project administration: E.U.A., F.O.E, and O.G.O.; Validation: V.S.N., A.M.C., and F.O.E; Visualization: V.S.N., F.O.E., and K.S.U.O.; Writing – original draft: F.O.E., and N.D.O.; Writing, review and editing–F.O.E., V.S.N., and O.G.O; Supervision: V.S.N All authors have read and agreed to the published version of the manuscript. Acknowledgement Authors expressed their gratitude to the participants of the survey. Data Availability The data is available upon request. References Rai, S.S., Rai, S., & Singh, N.K. (2021). Organizational resilience and social-economic sustainability: COVID-19 perspective. Environ. Dev. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-7114536","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":492919264,"identity":"8d834f79-a4c9-4b2d-969e-7c3161a40e2e","order_by":0,"name":"Friday Ogbu Edeh","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA9UlEQVRIiWNgGAWjYBAC9gbGBgkw6wAP48MGAyK08BxAaGE2JFILAwNMC5tkAzEO45E+3HjjZxuDHN/x3mOVMwoOM/C3H2CT/IJPC19is2VvG4Ox5JlzaTc3GBxmkDiTwCYtg0eLPQ9jmwRvG0Pihhs5ZjcfALUw3GBgk5bAZwtQi+TfNob6DfffmBWCtMgTo0UaaEuCwQ0eM0aQwwyAWiQ/4NfSbC1zTsJw5pkcY8kZBuk8hmcSm63x6ABqYX94802ZjTzf8TOGH3v+WMvJHT988OYPfHpAgJEN4XYeILeBmYeQFoY/6GYQtGUUjIJRMApGEgAAJnRKI+Zb2GUAAAAASUVORK5CYII=","orcid":"","institution":"Kampala International University (Main Campus)","correspondingAuthor":true,"prefix":"","firstName":"Friday","middleName":"Ogbu","lastName":"Edeh","suffix":""},{"id":492919266,"identity":"2843e86c-7dac-4bbf-8e2a-4a5ec8f4d844","order_by":1,"name":"Desmond Oben Neji","email":"","orcid":"","institution":"University of Port Harcourt","correspondingAuthor":false,"prefix":"","firstName":"Desmond","middleName":"Oben","lastName":"Neji","suffix":""},{"id":492919270,"identity":"d3bcf2ad-7e63-44e0-9fa1-04dc69d77df3","order_by":2,"name":"Collins Okechukwu Irem","email":"","orcid":"","institution":"Alex Ekwueme Federal University","correspondingAuthor":false,"prefix":"","firstName":"Collins","middleName":"Okechukwu","lastName":"Irem","suffix":""},{"id":492919274,"identity":"ed04338c-5c63-4fc5-acde-7f3e8484eb67","order_by":3,"name":"Esther Ugo Alum","email":"","orcid":"","institution":"Kampala International University (Main Campus)","correspondingAuthor":false,"prefix":"","firstName":"Esther","middleName":"Ugo","lastName":"Alum","suffix":""},{"id":492919277,"identity":"86c27c7f-4605-45ed-8e99-969135712003","order_by":4,"name":"Vitalii S. Nitsenko","email":"","orcid":"","institution":"Ivano-Frankivsk National Technical Oil and Gas University","correspondingAuthor":false,"prefix":"","firstName":"Vitalii","middleName":"S.","lastName":"Nitsenko","suffix":""},{"id":492919278,"identity":"c31a58eb-3fa7-40bb-9bd4-a4a9b5b3069f","order_by":5,"name":"Gladys Onah Owere","email":"","orcid":"","institution":"Alex Ekwueme Federal University","correspondingAuthor":false,"prefix":"","firstName":"Gladys","middleName":"Onah","lastName":"Owere","suffix":""},{"id":492919281,"identity":"d9c55235-f15e-4161-88dd-2d47b0d5a59e","order_by":6,"name":"Agnes Ugboego Chukwu","email":"","orcid":"","institution":"Michael Okpara University of Agriculture","correspondingAuthor":false,"prefix":"","firstName":"Agnes","middleName":"Ugboego","lastName":"Chukwu","suffix":""},{"id":492919287,"identity":"757ce39e-7027-4dcf-833f-6e3d97ee815d","order_by":7,"name":"Kingsley Sunday Uzoadigonma Oyekezie","email":"","orcid":"","institution":"Alex Ekwueme Federal University","correspondingAuthor":false,"prefix":"","firstName":"Kingsley","middleName":"Sunday Uzoadigonma","lastName":"Oyekezie","suffix":""},{"id":492919289,"identity":"91d65fec-c1a0-416f-bf2c-6c0039a0f92e","order_by":8,"name":"Chichi Maureen Anyalor","email":"","orcid":"","institution":"Alex Ekwueme Federal University","correspondingAuthor":false,"prefix":"","firstName":"Chichi","middleName":"Maureen","lastName":"Anyalor","suffix":""}],"badges":[],"createdAt":"2025-07-13 16:38:06","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-7114536/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-7114536/v1","draftVersion":[],"editorialEvents":[{"content":"https://doi.org/10.1007/s43621-025-02557-z","type":"published","date":"2026-01-09T15:57:38+00:00"}],"editorialNote":"","failedWorkflow":false,"files":[{"id":100069218,"identity":"355d49ab-e022-48c6-8792-13c6cd4f6f57","added_by":"auto","created_at":"2026-01-12 16:11:23","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1163745,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-7114536/v1/55411f76-3be8-4174-a9f6-ea3c9fef3d72.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Investigating the role of perceived organisational support in the relationship between human resource skill adjustment and corporate sustainability in the hospitality industry","fulltext":[{"header":"1 Introduction","content":"\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThe COVID-19 pandemic outbreak disrupted the operations of hospitality businesses around the world. The COVID-19 pandemic resulted in the closure of many hospitality businesses, thereby distorting their sustainability intent, which is one of the major reasons why most businesses are in existence [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. A survey report by the World Travel \u0026amp; Tourism Council has shown that before the COVID-19 pandemic, the hospitality industry generated about USD 9.2 trillion for the world economy; however, in 2020, the pandemic reduced the revenue of the industry to about USD 4.5 trillion [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. The abovementioned COVID-19 negative effect on the hospitality industry was due to the lockdown measures adopted by many nations aimed at curtailing the spread of the coronavirus [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. The negative impact of the COVID-19 pandemic on hospitality industries ranges from massive job losses, decreases in profitability, dislocation of formal structure, skill shortages, and forced redundancy of the workforce [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. A survey has shown that the negative impact of the COVID-19 pandemic would require companies all over the world to reskill 40% of their employees by 2024, while 94% of business managers anticipate their workforce to be upskilled [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]. In addition, the World Economic Forum argued that by 2025, global human resources would need to be upskilled and reskilled to enable them to perform new, technologically driven jobs [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. Apart from the abovementioned negative disruption of COVID-19 on hospitality businesses, the pandemic also caused a skill shortage in the industry, which prompted many countries to solicit human resource professionals and expert advice on how best to fill the skill gap [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. Nigeria\u0026rsquo;s hospitality sector was not left out since the pandemic changed the modes of rendering services to prospective customers and this caused serious skill shortages in the industry, thereby prompting the urgency of skill adjustment of the personnel [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. It was this outcry that engineered [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e] to the development of a new skill enhancement approach known as \u0026lsquo;human resource skill adjustment\u0026rsquo;, which has been verified to have predicted organisational resilience and business dynamic capability [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e].\u003c/p\u003e\u003cp\u003eHowever, a prior study has shown that sustainability in business is very important because, without it, many businesses would have failed [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. In agreement with [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e] contention, [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e] contended that corporate sustainability is the ligament that holds organisational stakeholders whose contributions are usually at stake whenever there is a negative impact on the organisation. This argument is what motivated [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e] when they opined that sustainability is the life-wire that binds an established formal business and society in general. This implies that any business that does not position itself as a failure in its strategic intent would not stand the test of time [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e]. It was the above submission that ignited [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e] intention to argue that every business needs to leave a legacy for future generations to benefit in terms of job creation, entrepreneurial orientation, and community development. In line with this argument, [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e] stressed that service-oriented businesses that were negatively affected by COVID-19 need to resuscitate their sustainability dimensions, such as social sustainability and economic sustainability. Thus, to promote sustainable business activities, the hospitality industry has commenced the implementation of energy conservation using electric card systems that reduce the wastage of energy whenever it is not in use [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e]. Regarding energy preservation, [\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e] opined that most hospitality businesses have embraced the use of solar energy over the use of generating sets for power generation. In addition, [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e] assert that customers now pay adequate attention to environmental protection when visiting any hospitality industry for a pleasurable outing. Research has shown that the COVID-19 pandemic has made hotel tourists more conscious of the environment than ever [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e].\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eNonetheless, corporate sustainability can be achieved when human resources are equipped with the necessary sustainability skills for effective performance in their various functional areas. This is the reason why [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] contended that employees in the post-COVID-19 new normal need to be equipped with the recent and required skills needed in the hospitality sector to overcome future interferences. Again, [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e] are of the view that the negative effect of COVID-19 dislocations on hospitality businesses requires that human resources that are saddled with the responsibility of ensuring that the organisational goals are transported to the desired destination require new skills for the new normal work environment. [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e] stressed that the performance of human resources is largely dependent on the skills they possess. Aligning with the contention above, [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e] maintained that human resources that fail to adjust to the new normal have been planned to be evicted from their organisation. In addition, [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e] suggested that for hospitality businesses to bounce back from the pandemic, it is very necessary for human resource professionals or human resource managers in the industry to modify the skills of the workforce in line with the current industry trends through upskilling and reskilling. In support of the above argument, [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] contended that upskilling and reskilling methods are the most recent skill adjustment instruments at the disposal of human resource managers who are proactive. Building on this postulation, [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e] stated that due to the changes orchestrated by the COVID-19 pandemic, customers have also changed their behaviour, which is something the management of hospitality businesses should also take into consideration for corporate sustainability. Therefore, human resource skill adjustment is an instrument through which the human resource can be well-equipped with new work structures and operations.\u003c/p\u003e\u003cp\u003eNevertheless, prior studies such as [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e], and [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] have dissected the human resource skill adjustment variable with other criterion variables, though their approaches differ from that of the current study. The current research focuses on how human resource skill adjustment could predict corporate sustainability in the hospitality industry while observing the moderating role of perceived organisational support, which the previous trend of studies failed to observe. However, the significance of this research its originality in ascertaining the role of perceived organisational support on the association between human resource skill adjustment and corporate sustainability in the hospitality work setting. This research contributes to academia, hospitality business practitioners, and policymakers in the following ways. Academia would gain additional insight regarding the role of perceived organisational support on the relationship between human resource skill adjustment and corporate sustainability in the hospitality work environment. In addition, the hospitality business regulators, policymakers, and practitioners would be equipped with the new human resource skill enhancement nomenclature, such as upskilling and reskilling, as opposed to relying on the traditional training methods. To achieve the abovementioned aim, the research reviewed literature that is in line with the criterion, predictor, and moderating variables in the preceding sections.\u003c/p\u003e"},{"header":"2. Literature review","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Human Resource Skill Adjustment (HRSA)\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThe theoretical framework that best explains human resource skill adjustment is [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e] contingency theory of socialization. The contingency theory of socialization states that there is not one best universal method used for the adjustment of workforce skills and behaviour [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. The theory further argued that skill adjustment is a function of the business environment and situation that orchestrated the change, which, in this case, is the COVID-19 pandemic [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. What this implies is that human resource skill adjustment can be carried out based on the circumstances the organization finds itself in, as well as the business environment. Thus, when performing changes in the skill of human resources, human resource professionals need to study the environment, the skill gap that needs to be filled, and the number of workers who require upskilling and reskilling. Meanwhile, the concept of human resource skill adjustment gained entrance into contemporary human resource management discourse in 2023 when [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e] propounded the concept because of the human resource skill shortage in most organisations after the COVID-19 pandemic. Thereafter, the concept gained acceptance in major indexed journals [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. Aligning with the above evidence, [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] stressed that the COVID-19 pandemic had changed the skills used in the hospitality industry and advised human resource professionals to come up with a new skill adjustment methodology that could be used to fill the gap. What, then, is human resource skill adjustment? [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e] elucidated that human resource skill adjustment covers the process of upgrading workforce skills to match the current realities obtainable in the workplace. [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] stated that the adjustment of human resource skills that would fit the post-COVID-19 work economy can be accomplished through upskilling and reskilling. Meanwhile, [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e] highlighted the benefit of upskilling and reskilling human resources to include job satisfaction, affective commitment, an increase in sales, creativity, and innovation. The prior survey had shown that because of the skill shortage in the hospitality industry, managers ought to resort to adjusting employees\u0026rsquo; skills to avoid high skill turnover in the sector [\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]. This may have triggered [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e] to affirm that the sustainability of every business in the post-COVID-19 work culture would depend on the skill enhancement of their workforce.\u003c/p\u003e\u003cp\u003eFrom the foregoing, skill enhancement in the post-COVID-19 period has been applauded by human resource professionals and policymakers in business-related organisations around the world. This applause is because workers in the hospitality sector have suffered from the shocks orchestrated by the COVID-19 pandemic; hence, for them to regain their place in the industry, a subsequent skill upgrade is required [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e]. This is the reason why [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] advised that managers who are saddled with the responsibility of skill upgrading in the hospitality industry should, as a matter of urgency, put in place the mechanism to bridge the skill shortage that was caused by the COVID-19 pandemic. In the same manner, the authors of [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] were of the view that skill adjustment in the service sector should be the responsibility of human resource managers or talent development experts in the hospitality sector. Meanwhile, [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] suggested that the challenges of the COVID-19 pandemic on the hospitality sector are huge, especially in skills; hence, the authors encouraged hospitality experts and practitioners to deploy upskilling and reskilling to ameliorate the shortage of skills in the industry. It was further advised that organisational stakeholders in the hospitality sector should be ready and willing to make necessary adjustments regarding the skills used for customer service delivery [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. Perhaps this may be the essence of why [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e] advocated that, based on the COVID-19 destruction, the hospitality industry needs to carry out a serious skill enhancement overhaul to enable the industry to meet the levels of other sectors.\u003c/p\u003e\u003cp\u003eNonetheless, recent research has validated reliable and valid measures of human resource skill adjustment (HRSA) to include upskilling and reskilling [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]. Upskilling refers to skill upgrades or improvements that would enable an employee (human resource) to perform better in their current job [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e] stressed that upskilling is a skill enhancement process that focuses on the expansion of human resources' skills to empower them to be more effective and productive toward organisational goals. Upskilling also involves continuous learning, which is essential for human resource career development [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e] added that upskilling is the process of teaching employees new competencies that are required in the hospitality industry. [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e] affirmed that for an organisation to outperform its competitors, the skill of human resources requires a constant upgrade to avoid redundancy. Upskilling has been acknowledged as an instrument for retaining human resources in the hospitality industry [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]. [\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e] added that the major reasons for upskilling are to equip human resources with the latest skills that are needed for service delivery in the hospitality industry. Examples of upskilling in the hospitality industry include sanitation and housekeeping, leadership, use of digital room keys, use of social media platforms for advertisement, resilience, critical thinking, home service delivery, food delivery apps, emotional intelligence, and customer relationship skills [\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e]. On the other hand, reskilling is the process of acquiring a fresh skill that would enable the employee to perform effectively in another job that is different from the one they were performing earlier [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]. [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e] contended that reskilling is concerned with the equipping of human resources or employees with the latest skills that will encourage them to occupy new job positions in the same organisation that is different from the one they occupied before. [\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e] stated that the survival of the hospitality business after the COVID-19 pandemic would be dependent on the reskilling of human resources in the industry. [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] suggested that reskilling human resources is vital for the sustainability of hospitality businesses. An example of reskilling is a flexible working schedule or remote work. [\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e] further encouraged human resource managers and experts to embrace reskilling to mitigate the disruptions caused by the COVID-19 pandemic. It was based on these contentions that [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e] suggested that instead of recruiting new employees, hospitality practitioners should reskill their existing human resources to save costs and prepare for the post-COVID-19 new work culture. Survey reports have shown that reskilling and upskilling are crucial to retaining human resources in the organisation, which leads to the attainment of corporate sustainability [\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e].\u003c/p\u003e\u003cp\u003eRegarding prior empirical investigations on HRSA, there is very little research in the literature that has examined its effect on other criterion variables. [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e] investigated the effect of organisational learning on HRSA in the manufacturing sector in the southeast region of Nigeria using a cross-sectional research design and found that organisational learning predicted HRSA. The results of their research demonstrated that organisational learning increases human resource skill adjustment with respect to the post-COVID-19 work economy. On the one hand, [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] examined the effect of HRSA on the dynamic capability of hospitality firms in the new normal using a cross-sectional research design and discovered that HRSA has a significant positive effect on the dynamic capability of the hospitality industry. On the other hand, [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e] examined the effect of HRSA on corporate resilience in a crisis business environment with a specific focus on the manufacturing sector. Their result revealed that HRSA has a significant positive effect on corporate resilience. The abovementioned studies did not investigate the predictability of corporate sustainability through HRSA. This is the basis through which the current study was carried out, indicating its uniqueness and originality.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003e2.2 Corporate Sustainability (CS)\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eCorporate sustainability (CS) can be explained by the stakeholders\u0026rsquo; theory established in [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]. Stakeholders represent the actors that have a major interest in the organisation [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]. In addition, [\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e] perceived stakeholders as individuals who make contributions either directly or indirectly and bear the risk associated with the investment in the formal organisation. Stakeholders\u0026rsquo; theory assumes that businesses are intended to create value for the stakeholders [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. Thus, it has been shown that CS demands that every business should contribute to the organisation and society at large [\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]. Stakeholders in this regard are employees, customers, host communities, suppliers, and creditors [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. Corporate sustainability is a management policy that is aimed at sustaining profitability while considering the impacts such again would have on the environment, and social and financial resources [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. Business scholars perceived it as a culture of an established venture to minimize the negative impact on their geographical location [\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e]. Advancing further, [\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e] contended that the issue of corporate sustainability is far more than environmentally focused business activities; rather, it is about how businesses are responsible in society. Considering the above, other scholars perceived corporate sustainability as meeting the needs of an enterprise without compromising its capacity to meet the needs of future stakeholders [\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e]. It also refers to a business strategy designed to shape the environmental, social, and economic impacts of an enterprise by contributing to the economy and society at large [\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e]. [\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e] pointed out that a sustainable business places value on its stakeholders, especially the employees, stockholders, and the host community. In another study, [\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e] asserts that responsible business ensures that the stakeholders are consulted in decision-making processes to avoid negative influences that may oppose the smooth running of the organisation.\u003c/p\u003e\u003cp\u003eFostering the relevance of sustainability in business, [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e] contended that in the post-COVID-19 work environment, business owners and managers must have learned huge lessons from the pandemic, hence justifying the need for a sustainable culture. It is against the above submission that [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e] posited that corporate sustainability that focuses on economic sustainability and social sustainability has a great advantage in terms of corporate citizenship behaviour, corporate reputation, and societal development. However, prior studies had validated corporate sustainability dimensions to include economic sustainability (ES) and social sustainability (SS) [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. ES is concerned with making a profit for organisational stakeholders without misappropriating financial and material resources to avoid a negative effect on society [\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e, \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e]. [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e] highlighted that the only way an organisation can achieve economic sustainability is through investments in corporate social responsibility, renewable energy, and the preservation of resources. Economic sustainability implies that organisations need to create products or services that customers want at an affordable cost [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]. Again, [\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e] simplified the meaning by affirming that ES refers to when an organisation efficiently utilizes its resources to achieve its goals of the organisation. SS is concerned with social matters, including employee well-being, conditions of service, equality, work\u0026ndash;life balance, and the community [\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e].\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e\u003ch2\u003e2.3 Perceived organisational support\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003ePerceived organizational support (POS) is a shared belief held by employees that their management values or regards their job and shows concern about their well-being [\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e]. POS can also be an assumption that top management should make resources available to employees to enable them to achieve the overall objectives of the organization [\u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e]. [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e] argued that POS is any action that is expected to be taken by top managers that is targeted at supporting the work of the subordinates. [\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e] contended that some of the actions that employees consider relevant, as what management should provide support for, are training, prompt payment of salaries, and other resources for the provision of goods and services. In this study, human resource skill adjustment is assumed to be implemented by the top management. Thus, to sharpen the skills of the employees, managers, or the head of human resources in the organization is expected to drive the skilling of the workforce. This is because reskilling and upskilling of employee skills can be effective when the management provides opportunities for the employees. From the above contention, [\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e] admitted that POS has improved the engagement and employees in the formal workplace. It was found that POS enhances firm sustainability, employee commitment, employee retention, and well-being [\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e]. Prior studies have demonstrated the significance of POS in revitalizing ailing enterprises around the globe, especially the service enterprises [\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e]. [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e] recommends that managers of service-based organisations should reskill and upskill their workforce through the provision of adequate resources for them to remain sustainable.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec6\" class=\"Section2\"\u003e\u003ch2\u003e2.4 Upskilling (UPS) and Economic Sustainability (ES)\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eIn the post-COVID-19 work setting, managers and organisational leaders need to upskill their human resources to attain economic sustainability. The changes that took place after the COVID-19 pandemic, especially in the field of technology, need to be embraced by members of the organisation. Thus, for these changes to translate into meaningful results in the hospitality industry, human resource managers need to update their workforce with the recent skills that are needed for service delivery [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. For instance, [\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e] postulated that there are still some customers who are afraid of being infected with COVID-19, especially when they visit business places that are populated with humans. Such customers may want to distance themselves from other customers; hence, it behoves the managers to upskill their employees on how to best provide quality services to such individuals or customers. However, UPS focuses mainly on assisting human resources with recent skills in the industry that would enable them to function effectively to achieve economic sustainability [\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e]. To further attain ES, managers need to upskill their employees in recycling, waste management, and other green initiatives that are capable of engendering economic sustainability. [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e] are of the view that economic sustainability can be successfully achieved in the workplace if leaders are willing to upskill their workforce. It has been revealed that skill enhancement of hospitality personnel regarding sustainable profit-making would enhance business strategies that are meant to protect the business environment [\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e]. [\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e] added that ES is associated with resource conservation and for it to be a reality, employees need to be equipped with the right skills. Furthermore, customer experience during the COVID-19 pandemic cannot be equal to that in the post-COVID-19 work setting. Therefore, UPS human resources are essential for responsive customer service to be rendered. It is against this backdrop that the researchers formulated the first hypothesis.\u003c/p\u003e\u003cp\u003e\u003cem\u003eH1: Upskilling is related to economic sustainability.\u003c/em\u003e\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec7\" class=\"Section2\"\u003e\u003ch2\u003e2.5 Reskilling (RSK) and Social Sustainability (SS)\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eReskilling (RSK) is perceived in the literature as a new model of training that focuses on skill adjustment targeted at empowering an employee to take over new job responsibilities in the same organisation [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]. RSK enhances the social sustainability of hospitality businesses in the sense that the impact of the COVID-19 pandemic needs to be identified and addressed to avoid high job turnover. Such impacts, if identified, would assist the hospitality industry to retain its human resources by providing them with the right skills that would enhance their careers [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. Thus, SS is more focused on providing good conditions to stakeholders such as the employees, shareholders, and the host communities; hence, RSK is an instrument for improving the well-being of all the stakeholders [\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e]. The effect of the COVID-19 pandemic has paved the way for managers to reskill their employees on how to take good care of their health. In addition, [\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e] asserts that it is essential for organisations to initiate social sustainability that would have a positive impact on the host communities through the provision of free healthcare to every individual in the community. Research has suggested that since businesses do not exist in isolation, their existence is made possible by stakeholders such as customers, employees, and the host communities; hence, management should involve them when making decisions that would affect them [\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e]. This is the basis through which [\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e] argues that human resources that are responsible for providing quality services to customers must be reskilled to be effective in the discharge of their duties, especially in the post-COVID-19 work atmosphere. Supporting the abovementioned argument, [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e] highlighted that the issues of reskilling have become necessary in the hospitality industry due to the constant technological changes in the sector. [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e] align with the above contention, and posited that changes orchestrated by COVID-19 have required the adjustment of human resources skills in the service sector, especially the hospitality industry. In addition, [\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e] contended that RSK human resources would enhance their skills to effectively discharge their roles in line with the social sustainability policies in the workplace. Based on the contentions above, the second research hypothesis is hereby formulated.\u003c/p\u003e\u003cp\u003e\u003cem\u003eH2: Reskilling is related to social sustainability.\u003c/em\u003e\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e\u003ch2\u003e2.6 Moderating Role of Perceived Organisational Support on Human Resource Skill Adjustment and Corporate Sustainability\u003c/h2\u003e\u003cp\u003ePrevious studies had shown that perceived organisational support (POS) had moderated many organisational variables. [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e] results show that POS has a positive moderating role on the association between job crafting and job satisfaction of nurses in Jordan. [\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e] in their study discovered that POS has moderated the relationship between training practices and employee engagement minimally at the commercial banks in Nepal. The investigation result of [\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e] revealed that POS moderates the relationship between digital business transformation and business resilience in the Nigerian hospitality industry. [\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e] found that POS moderated the influence of empowering leadership on innovative work behaviours at Tehran Vocational firms. [\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e] findings revealed that POS moderates the association between inclusive leadership and presenteeism. In addition, the result of [\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e] revealed that POS moderates the correlation between occupational stress and employee engagement in Kenya.\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003e\u003cem\u003eH3: Perceived organisational support moderates the relationship between human resource skill adjustment and corporate sustainability\u003c/em\u003e\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e"},{"header":"3. Materials and Methods","content":"\u003cdiv id=\"Sec10\" class=\"Section2\"\u003e\u003ch2\u003e3.1 Participants and Sampling\u003c/h2\u003e\u003cp\u003eThis research employed a cross-sectional survey research design that supports the positivist research philosophy, which is anchored on the use of a questionnaire for data collection within a short period [\u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e63\u003c/span\u003e]. On the other hand, the target population comprises three-star hotels operating within the southeast region of Nigeria. Specifically, an accessible population of twenty-five three-star hotels that are registered with the Ministry of Commerce and Tourism, Enugu, in the southeast of Nigeria, was surveyed with purposive sampling. However, a total population of six hundred (600) staff was drawn from the accessible population. The method described by [\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e] was used to determine the sample size of two hundred and thirty-four (234) from the overall population. The method of data collection used in this research is a self-administered questionnaire. [\u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e] claimed that data collected with self-administered questionnaires are more current, relevant, and reliable compared to existing data. Ethical research consideration was observed. One of the authors who resides in Nigeria was saddled with the responsibility of data collection. The authors informed the respondents that their participation in the study would not harm them and that their personal information, as well as that of their organisation, would not be reported in the study. The informed consent gave the participants confidence and assurance that their personal information would not be published. Having obtained consent from the participants, researchers further informed the participants that the main objective of the research is to determine the effect of human resource skill adjustment on corporate sustainability in the hospitality sector. It was after a detailed clarification that the respondents agreed to participate in the research and instructed the authors to come back and retrieve the questionnaire within one month. Thereafter, the authors administered two hundred and thirty-four (234) instruments to the participants in their various hotel locations. One of the researchers who is based in Nigeria went and retrieved the questionnaire and discovered that only two hundred and twenty-six (226) questionnaires (96.6% completion) were filled correctly, while eight (8) copies (3.4%) were filled incorrectly. It was the copies that were correctly filled that were used for analysis. Partial Least Squares-Structural Equation Modelling (inner model evaluation) was employed to analyse the formulated hypotheses, but before this, to check that the data collected met the fitness criteria, validity and reliability were assessed through the outer model evaluation [\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e]. The outer model evaluation revealed the indices for convergent validity via factor loadings and average variance extracted, discriminant validity was ascertained with the criterion of Fornell-Lacker, while reliability was assessed through the measures of composite reliability and Cronbach alpha [\u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e66\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e67\u003c/span\u003e]. The analyses described above were conducted with the aid of ADANCO 2.3.1, while the participants\u0026rsquo; demographic characteristics were analysed with frequency distribution with the aid of Statistical Package for the Social Sciences version 20.0.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec11\" class=\"Section2\"\u003e\u003ch2\u003e3.2 Measures and procedure\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eIn terms of variable measurement, authors were guided by the rule of thumb governing the adoption of the already developed instrument, which states that to avoid repetition of results in the valid instrument already developed, researchers should adopt and change the wordings, if needed, to fit into the environment where it would be used to collect data and ensure that the sources are properly cited [\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e68\u003c/span\u003e]. It is based on the above affirmation that the researchers adopted a validated and reliable Human Resource Skill Adjustment Instrument (HRSAI) developed by [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e], containing UPS and RSK, and confirmed by [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e] and [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e] validated Corporate Sustainability Instrument was adapted, while [\u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e69\u003c/span\u003e] validated POS 6-item was also adapted.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e"},{"header":"4. Results","content":"\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003e\u003cb\u003eDemographics\u003c/b\u003e\u003c/p\u003e\u003cp\u003eThe gender distribution of the participants in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e revealed that 108 respondents, representing47.8%, are females, while 118 of the participants, representing52.2%, are males. The result of the participants\u0026rsquo; age shows that 21 respondents, representing 9.3%, are within the age of 18\u0026ndash;26 years; 81 participants, representing 35.8%, are aged 27\u0026ndash;35 years; 106 respondents, representing 46.9%, are within the age of 36\u0026ndash;44 years; 18 respondents, representing 8.0%, are aged 45\u0026ndash;above. Participants\u0026rsquo; working experience indicated that 173 respondents, representing 76.5%, have a working experience of 1\u0026ndash;19 years, while 53 respondents, representing 23.5%, have a working experience between 11 years and above. The educational attainment results indicated that 19 participants attended other forms of education, while 36 respondents, representing 20.4%, attended secondary education, and 161 participants, representing 71.2%, attended tertiary institutions.\u003c/p\u003e\u003c/div\u003e\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\u003eParticipants\u0026rsquo; profile.\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDemographic Variables\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFrequency\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePercent (%)\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGender\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eFemale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e108\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e47.8\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eMale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e118\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e52.2\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAge (years)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e18\u0026ndash;26\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e21\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e9.3\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e27\u0026ndash;35\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e81\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e35.8\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e36\u0026ndash;44\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e106\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e46.9\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e45 and above\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e8.0\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eWork Experience (years)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1\u0026ndash;10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e173\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e76.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e11 and above\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e53\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e23.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eEducation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSecondary\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e46\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e20.4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTertiary\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e161\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e71.2\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOthers\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e19\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e8.4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003eOuter Model Evaluation\u003c/b\u003e\u003c/p\u003e\u003cp\u003eTable\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e shows the factor loadings, AVE, composite reliability, and convergent validity of the study. As stated by [\u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e70\u003c/span\u003e] for convergent validity, the factor loadings must reach 0.70 and above while AVE value must reach 0.5 and above. As shown, the values of factor loadings were between 0.70 and 0.88 indicating that the items are good indicators of their constructs [\u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e71\u003c/span\u003e]. Average Variance Extracted (AVE) values exceeded the minimum mark with the least being 0.66, further confirming convergent validity [\u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e72\u003c/span\u003e]. For reliability, composite reliabilities values were above 0.70 and Cronbach alpha values were also above 0.70, both implying strong internal consistency within each scale [\u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e72\u003c/span\u003e].\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eFactor Loadings, AVE, Composite Reliability, and Convergent Validity\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\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\u003eNo. of Items\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRange of Factor Loadings\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eAverage Variance Extracted (AVE)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eComposite Reliability (CR)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eCronbach\u0026rsquo;s Alpha\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eUpskilling\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e8\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.72\u0026ndash;0.87\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.68\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.91\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.89\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eReskilling\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e8\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.70\u0026ndash;0.85\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.66\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.90\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.88\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eEconomic Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.75\u0026ndash;0.88\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.70\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.92\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.90\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSocial Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.70\u0026ndash;0.86\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.67\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.90\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.87\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePerceived Organisational Support\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.73\u0026ndash;0.87\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.69\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.91\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.88\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eThe result in Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e shows the discriminant validity with values indicating that the items for each indicator are valid. According to [\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e73\u003c/span\u003e] to ascertain discriminant validity, the square root of each construct\u0026rsquo;s AVE should exceed its correlations with other constructs. As shown using the Fornell\u0026ndash;Larcker Criterion, the diagonal values (i.e., the square roots of AVEs) exceed the off-diagonal correlations. This implies that the constructs are distinct, confirming discriminant validity [\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e73\u003c/span\u003e].\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eDiscriminant Validity - Fornell\u0026ndash;Larcker Criterion\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eUpskilling\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eReskilling\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEconomic Sust.\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eSocial Sust.\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003ePOS\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eUpskilling\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003e0.825\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.42\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.45\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.38\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.40\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eReskilling\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.42\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e\u003cb\u003e0.813\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.40\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.47\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.43\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eEconomic Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.45\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.40\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e\u003cb\u003e0.837\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.35\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.38\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSocial Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.38\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.47\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.35\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e\u003cb\u003e0.819\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.41\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePOS\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.40\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.43\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.38\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.41\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e\u003cb\u003e0.832\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003eInner Model Evaluation\u003c/b\u003e\u003c/p\u003e\u003cp\u003eTable\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e shows the structural path results of the research hypotheses of the study. The findings are guided by the recommendations of [\u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e70\u003c/span\u003e, \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e73\u003c/span\u003e] that the p-values must be less than 0.05 at the 5% level (95% confidence) and t-values greater than 1.96 at the 5% level in a two-tailed test as obtained in this study. \u003cb\u003eH1\u003c/b\u003e result revealed that upskilling has significant positive effect on economic sustainability, this finding is informed by the p-value of 0.00 and t-value of 2.85 both of which exceed their respective thresholds. \u003cb\u003eH2\u003c/b\u003e result revealed that reskilling efforts positively and significantly drive improvements in the social aspects of sustainability, with p-value of 0.01 and t-value of 3.15. lastly, \u003cb\u003eH3\u003c/b\u003e result revealed that perceived organisational support moderates the relationship between human resource skill adjustment and corporate sustainability, with p-value of 0.01 and t-value of 2.75.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eStructural Paths\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"7\"\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\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eHypotheses\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePath\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eβ (Std. estimate)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSE\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003et-value\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003ep-value\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003eInterpretation\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eUpskilling \u0026rarr; Economic Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.34\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e2.85\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.00\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003eSignificant positive effect\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eReskilling \u0026rarr; Social Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.41\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.13\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e3.15\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003eSignificant positive effect\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e(HR Skill Adjustment \u0026times; POS) \u0026rarr; Corporate Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.27\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e2.75\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.01\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003eSignificant positive moderating effect\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eThe f\u0026sup2; (Cohen\u0026rsquo;s f-squared) value is used to show the strength of the contribution of the independent variable on the dependent variable and the moderating variable on the primary construct [\u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e74\u003c/span\u003e]. As shown in Table\u0026nbsp;\u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e, all three hypotheses were moderately affected by the independent variables and the moderating variable respectively.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eEffect Size (f\u0026sup2;)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePath\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003ef\u0026sup2;\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEffect Size Interpretation\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eUpskilling \u0026rarr; Economic Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eModerate effect\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eReskilling \u0026rarr; Social Sustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eModerate effect\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eModerating Effect (POS)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.14\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eModerate effect\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e"},{"header":"5. Discussion","content":"\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThe purpose of this research was to investigate the role of perceived organisational support in the relationship between human resource skill adjustment and corporate sustainability in the hospitality industry. The results show that HRSA is associated with corporate sustainability dimensions. The results further demonstrated that in the hospitality work environment, human resource managers and professionals can leverage the constituents of HRSA (upskilling and reskilling) to enhance their corporate sustainability capacity to meet the needs of the stakeholders. The findings of this research corroborate with [\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e] affirmation that service-based organisations need to equip their workforce through upskilling and reskilling nomenclature if they want to remain relevant in business. A survey has shown that when an organisation invests in its human resources, such an enterprise could become more efficient, effective, resilient, and dynamic, which makes it sustainable [\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]. The prior investigation also revealed that upskilling enhances human resources, which has a direct effect on their commitment and career advancement [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e]. It was also found that upskilling is related to environmental sustainability. This implies that upgrading the skill of workers after the pandemic to match the realities on the ground is paramount to achieving the economic sustainability of the hospitality industry. This is the basis through which [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e] highlighted that upskilling is considerably easier and more effective to implement in the hospitality industry compared to traditional training methods that require a longer period to organize. [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e] also acknowledged that human resource experts in the hospitality industry need to take advantage of upskilling because it is cost-effective. The result corroborated with those of [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e], whose findings revealed that upskilling predicted situation awareness in the manufacturing industry. [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e] evidence differs from that of this study based on the industry of investigation. Although very similar in methodology and instrument regarding human resource skill adjustment, such studies still failed to predict corporate sustainability with HRSA, which makes the current study unique and original. In addition, the findings of [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] indicated that upskilling predicted the sensing capability of hospitality businesses. However, the present result may vary to some extent from the previous trends of thought in terms of the participants involved. The participants in this research are mostly graduates, which indicates that they understand the need to be upskilled to avoid being alienated from the labour market. Again, [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] was of the view that workforce effectiveness is a function of management's readiness to modify the skills of its workforce to fit into the new work environment. Following the abovementioned result, the finding of the second research hypothesis revealed that reskilling is related to social sustainability. This result corroborated those of [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e] survey findings, which indicated that after the COVID-19 pandemic, managers who adopted reskilling have admitted that it has yielded excellent and productive employees. Additionally, the result of [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] indicated that reskilling has a significant positive effect on the reconfiguration capability of hospitality businesses in the post-COVID-19 work economy. The difference between [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e] and the present study is that the former collected its data from four-star hotels, while this research collected data from three-star hotels. Based on the review of the literature, it was shown that reskilling empowers employees to adapt to changing work roles, which enhances social sustainability. Supporting the abovementioned results, the contingency theory of socialization affirmed that the adjustment of human resource skills is positively associated with the environment in which the business is situated [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. Again, the result of hypothesis two further confirmed that human resource experts and professionals can restore the skill shortage in the hospitality industry through the adoption of the reskilling approach. The positivity of these results affirmed the potential of human resource skill adjustment in alleviating skill obsolescence in the new normal. However, the results of this study were not opposed to those of the previous empirical investigation, but it is assumed that the upcoming investigations may differ from the current results. This has further shown that human resource skill adjustment is still an emerging concept in the human resource management field of study. The third research hypothesis result revealed that POS positively and significantly moderated the relationship between human resource skill and corporate sustainability. This corresponds with the results of [\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e] and [\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e]. Most of these studies did not examine how POS can moderate the effect of human resource skill adjustment on corporate sustainability. However, the moderating result suggests that the perception of management providing support to achieve corporate sustainability implies that human resource skills can also be adjusted to fit the new work culture in the hospitality industry.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e"},{"header":"6. Research implications","content":"\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eDrawing from the findings, the study outlined specific implications by filling the research gaps of previous studies.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003cdiv id=\"Sec15\" class=\"Section2\"\u003e\u003ch2\u003e6.1 Theoretical Implications\u003c/h2\u003e\u003cp\u003eThe theoretical implication of this research is that hospitality practitioners would be enlightened on the benefits of adjusting the skills of its workforce, which would enhance the sustainability of all the functional areas of operations to match the current realities in the industry. In addition, hospitality and tourism-based researchers who are interested in carrying out further investigations on human resource skill adjustment can be guided by the dimensions used in this study to predict criterion enterprise variables other than corporate sustainability, especially as concerns the hospitality industry. The results offer empirical evidence for the relationship between HR skill adaptation and corporate sustainability, therefore supporting arguments on how investments in human capital influence more general organisational results. This study expands current models to demonstrate that the efficacy of HR activities is context-dependent by the inclusion of perceived organisational support as a moderator. Based on this, future studies can investigate other mediators or contingency factors.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec16\" class=\"Section2\"\u003e\u003ch2\u003e6.2 Practical Implications\u003c/h2\u003e\u003cp\u003eDrawing from the findings of this research, hospitality business practitioners and managers should constantly adjust the skills of their human resources with the latest technological changes that are in vogue, as this would encourage retention and discourage tourist withdrawal. Moreover, the board of directors or owners of hospitality businesses across the globe should make adequate funds available to be used to source human resource skill adjustment experts or professionals who are well-equipped with upskilling and reskilling methodologies to avoid being alienated from the intensely competitive hospitality industry. In addition, to support sustainable performance, hospitality businesses need to set aside funds for both reskilling and upskilling of their staff to enhance performance and sustainability. This can be done through customised training courses that would help to close skill gaps and increase social and economic sustainability. Again, an organisational culture should clearly encourage staff growth. To raise morale and performance, this might involve open communication, learning reward systems, and buy-in of leaders. Integration of skill development with strategic sustainability goals by HR departments will help to build a more competitive and resilient company over time.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec17\" class=\"Section2\"\u003e\u003ch2\u003e6.3 Limitations and Future Research Directions\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eRegarding the limitations of this study, the geographical scope, insufficient research on human resource skill adjustment, cross-sectional survey design, and method of analysis were considered the major limitations of this research. However, for these gaps to be filled, the authors recommend that more investigations on human resource skill adjustment should be carried out in different industries and countries before generalization can be made. Another limitation of this study is the use of one method of data collection, which is the questionnaire. The study encourages subsequent investigations to make use of the interview guide and questionnaire to find out if there could be variation in the current research. In addition, subsequent investigations should employ longitudinal surveys, other moderating variables to identify vacuums in the present research.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e"},{"header":"7. Conclusion","content":"\u003cp\u003eThe findings of this research revealed that POS moderated the relationship between human resource skill adjustment and corporate sustainability in the hospitality sector. It was based on the above findings that this study concludes that HRSA, which is measured with upskilling and reskilling, can improve corporate sustainability, which is measured through economic sustainability and social sustainability in the hospitality industry. This finding means that an increase in human resource skill adjustment enhances the corporate sustainability of hospitality enterprises. The study also discovered that upskilling predicted economic sustainability, which indicated that an improvement in the skills of human resources automatically affects economic sustainability positively. The significant and positive relationship between upskilling and economic sustainability shows that as hotels add funds for upskilling their employees, the aspect of economic sustainability would be increased. This will lead to improvement in service innovation, higher performance, efficiency, and effectiveness in delivering quality services to customers. In the context of the hospitality industry, upskilling focuses on energy conservation skills, responsible waste management skills, and recycling skills. The result of reskilling on the social aspect of sustainability implies that when employees are encouraged to acquire new skills that would equip them for new roles, social sustainability is likely to be improved. This will translate to an increase in stakeholder relationships, reputation, employee engagement, and customer satisfaction. In practice, this indicates that improvement in reskilling would perhaps improve the social sustainability of the hospitality industry. The reskilling of the human resource in this regard is concerned with the task that would be performed in their new job posting, which is different from their initial job description. These skills would probably enable human resources to carry out their job responsibilities efficiently regarding the efficient utilization of resources. Drawing from the contingency theory of socialization employed in the study, it was suggested that since there is not one best approach for adjusting human resource skills, it therefore depends on human resource professionals\u0026rsquo; utilization of any other methodology that would be effective in their business environment. Regarding the moderating role of perceived organisational support, it was found that POS moderated the relationship between HRSA and CS. This finding suggests that when workers perceive support from management, the effects that upskilling and reskilling have on corporate sustainability are likely to be improved. This means that the support provided by management would enable the HR skill adjustment of hotels under study to become a sustainable venture.\u003c/p\u003e"},{"header":"Declarations","content":"\u003ch2\u003eEthical approval:\u003c/h2\u003e\n\u003cp\u003eAuthors confirms that the study was approved by the Research and Ethics Committee of the Department of Business Administration, Alex Ekwueme Federal University, Ndufu-Alike, Ebonyi State, Nigeria and certified that the study was performed following the ethical standards as laid down in the 1964 Declaration of Helsinki and its later amendments or comparable ethical standards.\u003c/p\u003e\n\u003ch2\u003eConsent for publication:\u003c/h2\u003e\n\u003cp\u003eNot applicable\u003c/p\u003e\n\u003ch2\u003eConsent to participate:\u003c/h2\u003e\n\u003cp\u003eThe authors confirmed that informed consent was obtained from all participants.\u003c/p\u003e\n\u003ch2\u003eCompeting interests:\u003c/h2\u003e\n\u003cp\u003eThe authors declare no competing interests.\u003c/p\u003e\n\u003ch2\u003eFunding:\u003c/h2\u003e\n\u003cp\u003eThis research received no external funding.\u003c/p\u003e\n\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\n\u003cp\u003eAuthor contributions Conceptualization: F.O.E and N.D.O; Data curation: N.D.O, F.O.E., C.I.O., K.S.U.O., and E.U.A.; Formal analysis: V.S.N., F.O.E., and O.G.O.; Investigation: O.G.O., C.I.O., K.S.U.O and A.M.C; Software: N.D.O., and V.S.N.; Methodology: F.O.E., V.S.N., N.D.O., and C.I.O; Project administration: E.U.A., F.O.E, and O.G.O.; Validation: V.S.N., A.M.C., and F.O.E; Visualization: V.S.N., F.O.E., and K.S.U.O.; Writing \u0026ndash; original draft: F.O.E., and N.D.O.; Writing, review and editing\u0026ndash;F.O.E., V.S.N., and O.G.O; Supervision: V.S.N All authors have read and agreed to the published version of the manuscript.\u003c/p\u003e\n\u003ch2\u003eAcknowledgement\u003c/h2\u003e\n\u003cp\u003eAuthors expressed their gratitude to the participants of the survey.\u003c/p\u003e\n\u003ch2\u003eData Availability\u003c/h2\u003e\n\u003cp\u003eThe data is available upon request.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eRai, S.S., Rai, S., \u0026amp; Singh, N.K. 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Lawrence Erlbaum Associates.\u003c/li\u003e\n\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":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"human resource, human resource skill adjustment, corporate sustainability, perceived organisational support, hospitality industry","lastPublishedDoi":"10.21203/rs.3.rs-7114536/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7114536/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThe purpose of this research is to investigate the role of perceived organisational support in the relationship between human resource skill adjustment and corporate sustainability in the hospitality industry using a cross-sectional survey. Six hundred workers were drawn from twenty-five three-star hotels in southeastern Nigeria. The questionnaire served as a method for data collection. Structural equation modelling was used to analyse the developed research hypotheses. The result of the study shows that perceived organisational support moderates the relationship between human resource skill adjustment and corporate sustainability. The research concludes that human resource skill adjustment, if adequately deployed for the enhancement of workers skill, would perhaps improve the corporate sustainability of hospitality businesses across the globe. One of the main implications of this study is that the board of directors or owners of hospitality businesses across the globe should make adequate funds available to be used to source human resource skill adjustment experts or professionals who are well-equipped with upskilling and reskilling methodologies to avoid being alienated from the intensely competitive hospitality industry. 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