Tourism is currently one of the main sectors of profit for the worldwide economy. This study aims to explore ethics and sustainability in employer branding applied in the hotel industry, which is intended to correlate these very current and little-explored themes. This study aims to explore the investigation of these concepts that have grown, especially in the area of tourism and hospitality, as a way to better understand how the hotel sector can improve and develop strategic tools to achieve organisational success and capture the best talent. Methodologically, a Delphi method (three rounds) was performed through 26 participants recognised as experts of three major associations within the hotel industry in Portugal. As the main outcome, this research validated the Ethics and Sustainability in Hospitality Employer Branding Model, comprising three dimensions (HRM and EB Practices; Factors of business ethics and environmental sustainability; and Advantages of UH in implementing the EB strategy and RS communication) and underlying categories. Findings and practical implications to management are presented.
Keywords: tourism; hospitality; ethics; sustainability and employer branding
Currently, the hospitality sector faces global challenges in attracting and retaining talent for several reasons, such as unskilled labour, high turnover rate, excessive working hours, high competition and low pay ([
The aim of this research is to understand the relationship between ethics and corporate social responsibility and EB strategy communication in retaining and attracting talent in the hospitality industry. More specifically, this research intends to explore the role of HRM practices in conjunction with the EB strategy in terms of attraction and retention being implemented by the hotel industry to inform hospitality industry organisations about what advantages they can achieve by improving their reputation and image, by obtaining a good EB strategy and by being socially and environmentally responsible, and finally to confirm the existence of a link between business ethics and environmental sustainability. The methodological approach adopted in this study is qualitative, using the Delphi method.
Regarding the theme of ethics and sustainability in employer branding applied in the hotel industry, we intend to analyse the main definitions of the following concepts of employer branding, ethics, and sustainability, according to their evolution over time and based on the hotel industry, to understand the complexity of each of the concepts. People's knowledge in organisations has been one of the key factors for organisational success, so it is important to improve the knowledge that makes it possible to appeal to potential candidates and, at the same time, involve current employees ([
Due to globalisation and the fact that the world is constantly evolving, consumers in the tourism and hospitality sector are increasingly demanding, and this quickly results in gradually shortening product and service life cycles and processes; it is necessary to obtain more innovative and creative strategies to exceed consumer expectations and desires. [
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The concept of employer branding consists of a tool capable of making employees aware of the advantages of belonging to the organisation, fostering a sense of pride, and supporting talent retention. Continuous promotion of a strong employer brand attracts, motivates, and retains the best talents, ensuring an elevated level of continuous performance ([
The Corporate Leadership Council considers that organisations with an employer value proposition plan are more likely to retain and attract talent, enabling the organisation to achieve its objectives more efficiently. This is achieved through a set of offerings provided by the organisation in exchange for the capabilities, experiences, and skills that an employee brings to the organisation ([
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Considering the ongoing digital revolution, the increasing use of social media is emerging as an essential part of the modern organisational EB strategy, along with human resources practices, to attract and retain talent, thus strengthening the relationship with employees and resulting in a stronger and more consistent bond. Currently, the most used platforms for attracting and recruiting candidates are the digital platforms LinkedIn and Facebook, as they provide more information about potential candidates, and job applications through these platforms have significantly increased, proving to be successful in recruitment ([
According to [
Ethics and corporate social responsibility (CSR) have been gaining prominence in the current context we live in from various perspectives and dimensions [
Sustainable behaviours enable innovative solutions to the current sustainability challenge through creativity, leading to differentiation and competitiveness in business, which, in turn, drives innovation. This involves integrating green technologies, better known as eco-innovation, to develop more sustainable tourism products and services that can be successfully marketed ([
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The organisational world is in constant change, and we face a society where advertising, notoriety, and brand experience are determining factors, as consumer demands are constant, with increased attention to ethical issues, which are relevant in their purchase decisions ([
According to the "Sustainable Travel Report" by Booking regarding data from the previous year, 81% of tourists confirm that sustainable travel is important to them, and 50% of tourists state that news about climate change has influenced their decision to opt for more sustainable travel. It is evident that this trend is gaining more prominence and momentum. In fact, 71% of tourists express their willingness to make a greater effort in the following year to travel more sustainably, exploring choices and more sustainable ways of travel, such as using caravans or bicycles at the destination (a 10% increase from 2021). Booking's digital platform predicted in 2020 that consumer environmental awareness would significantly increase in the coming years, and this is proving to be true, as 78% of tourists feel better about staying in an eco-friendly or sustainably certified hotel and plan to stay in more sustainable accommodations at least once in the following year. Many consumers (41%) reveal that they chose an eco-friendly hotel to help reduce their environmental impact, 33% consider it a more authentic experience, and 31% believe that such a tourism establishment places greater importance not only on environmental issues but also on the local community.
Ethics play a fundamental role in an organisation's innovation and employer branding strategies; otherwise, advertisements, novelties, and changes may contradict the common good, as many of these efforts focus on selling products or services and attracting tourists without respecting ethical principles ([
A socially responsible company supports and promotes social and environmental practices, such as social programs and initiatives in the communities where the company operates. It develops partnerships with local and regional entities to deliver community benefits and add value to causes. For example, during the Christmas season, the company might provide toys to underprivileged children. Whenever the company undertakes such initiatives or campaigns to help, it should inform all employees and stakeholders so that everyone is aware of the company's involvement in these activities ([
In this context, there is a strong correlation between human resources management practices (recruitment, selection, integration planning, performance evaluation, training and development, rewards and benefits systems), which demonstrates their impact on both the workforce and organisational performance ([
The hospitality sector will have to focus on SHRM for talent attraction and retention, as it is an area with specific and unique characteristics and competencies, requiring measures to address these specificities ([
In conclusion, organisations in the hospitality industry have been more focused on customers than on the operational aspect, i.e., the human capital, which is crucial for delivering excellent service and exceeding customer expectations ([
These practices are critical success factors because if an organisation has a strong and successful brand and a compelling value proposition that showcases its unique selling points, it can achieve competitive advantages and meet talent management objectives ([
To sum up, it is important for organisations in the hotel industry to adopt the employer branding strategy to retain and attract talent, avoid dissatisfaction, and ensure high motivation and commitment from employees, as these factors significantly influence organisational success. For this reason, many organisations invest in team-building activities ([
Corporate ethics heavily rely on employee commitment, influenced by various internal and external factors. A company should strive to maintain a positive work environment and a strong organisational culture that promotes ethical behaviours, practices, and actions to ensure socially responsible conduct without compromising organisational performance. Corporate ethics influence the behaviour of organisations in both internal and external communication ([
Regarding the methodological approach, this study adopts a qualitative methodology, and the chosen qualitative method is the Delphi method. Qualitative research allows for a deep and detailed understanding of phenomena, contexts, and experiences. It focuses on exploring the complexity of a topic, often going beyond simple or quantifiable answers ([
The research question in any study corresponds to the main objective that the researcher aims to investigate. In this study, the research aims to answer the following research question: "How are CSR and EB practices implemented in hotels in Portugal?" Based on this research question, the overall objective of this study is to understand the relationship between ethics and corporate social responsibility (CSR) and the communication of EB strategy in talent retention and attraction in the hotel sector. Specifically, this research intends to understand the importance of EB and environmental sustainability for decision-makers and managers in the hospitality industry, explore the role of HRM practices in conjunction with EB strategy in terms of attraction and retention that are being implemented by hotels, inform organisations in the hospitality industry of the advantages they can achieve by improving their reputation and image, by achieving a good EB strategy and by being socially and environmentally responsible, and finally confirm the existence of a link between business ethics and environmental sustainability.
In the sample definition, the following criteria were used: the scope of this investigation encompasses 26 experts geographically separated who belong to three important associations within the hotel industry in Portugal, based in the metropolitan area of Lisbon. These associations are AHP (Portuguese Hotel Association), AHRESP (Association of Hotels, Restaurants, and Similar Establishments of Portugal), and ADHP (Association of Hotel Directors of Portugal). These experts not only belong to the associations but also to various hotel units across Portugal, from north to south, including the islands of Madeira and the Azores, as they highly value the hotel industry. Thus, they are the decision-makers for contributing to the improvement and development of the industry. It is important to understand how the Human Resources Department is organised and structured in the different hotel units, whether there is a responsible person if there is a well-defined and elaborated HR manual, and how they address issues of ethics and corporate social responsibility.
This will lead to obtaining relevant data regarding the investigated theme. The sample consists of a panel of 26 participants from the hotel industry in Portugal, including the islands of Madeira and the Azores. These participants were selected according to a homogeneous pattern, considering their knowledge, skills, and expertise in the field. Therefore, this research is based on the application of the Delphi method, which involves three rounds of inquiry, with a minimum of 10 to 12 participants and a maximum of 35 participants, following the approach of ([
In the second phase, the methodology was translated into the Delphi method for data collection, as it is recognised as one of the most suitable techniques for conducting data collection in qualitative research, particularly in a comprehensive area like the tourism and hospitality sector ([
Consequently, the method was applied to a sample comprising a panel of 26 anonymous professionals who are experts in the hospitality industry. These professionals were carefully selected to answer complex questions in-depth and to provide convergent or divergent responses from the rest of the group. Their expertise was crucial in helping to understand the obtained responses. The criteria for selecting the participants were their affiliation with the governing bodies of the three most important associations in the hospitality sector (AHP, AHRESP, and ADHP). They included presidents, vice presidents, board members, and association representatives from various locations across the country, including the islands, and they had connections to hotel chains.
The selection criteria for the participants focused on professionals who are competent and decision-makers in the marketing area, as they aim to improve and develop the field. The three rounds of the Delphi method will be conducted online, as it has proven to be the most beneficial approach to gathering responses from all 26 participants across the three stages, ensuring the smooth progression of the research. The questionnaire for the Delphi method, based on the review of relevant literature, was structured into three sections. The first section addresses Human Resources Management (HRM) practices in conjunction with the Employer Branding (EB) strategy concerning talent retention and attraction. This part involves identifying the instruments being implemented in the hotel establishments in Portugal and gauging the participants' opinions on their relevance for the effective functioning of this sector. The second section primarily focuses on factors related to the importance of business ethics and environmental sustainability. It aims to understand whether the executives responsible for these domains in each of the associations believe that these principles are being actively practised in the various hotel units across Portugal. Finally, the third section delves into the advantages that hotel establishments can achieve by implementing an Employer Branding strategy and demonstrating social and environmental responsibility.
By exploring these three aspects, the research aims to gain comprehensive insights into the current state of the tourism and hospitality sector in Portugal. It seeks to identify the best practices being adopted, assess the level of ethical and sustainable initiatives being undertaken, and understand the benefits that arise from embracing an Employer Branding strategy while being environmentally responsible. Throughout the three rounds of the Delphi method, the researchers anticipate that a consensus will be reached among the participants regarding the most effective practices and strategies in the industry. The anonymity of the participants ensures that each expert can freely express their opinions, promoting a diversity of viewpoints and encouraging thorough discussions during the rounds. Upon completion of the Delphi method, the collected data will be meticulously analysed, and the results will be crucial in addressing the research question and achieving the research objectives. The valuable input from the panel of professionals will provide valuable insights to guide the future development and improvement of marketing practices in the tourism and hospitality sector in Portugal. In conclusion, the application of the Delphi method with the selected panel of experts offers a robust approach to gathering pertinent information, paving the way for advancements in the field and fostering the growth of the tourism and hotel industry while promoting ethical and sustainable practices.
For this research, three rounds of the Delphi method were conducted with a panel of experts belonging to three significant associations in the hospitality industry (AHP, AHRESP, and ADHP). This diverse panel comprised professionals holding various positions of responsibility and leadership within these associations and their respective organisations. As a result, a total of 78 responses were collected across the three rounds. After the data collection phase, which took place between April and June 2023 through online means, data analysis was carried out. Two methods of analysis were employed: content analysis and thematic analysis. Content analysis was chosen as it is advantageous for this type of research, as it helps contextualise the study and contributes to the interpretation of the data content. It seeks to uncover the underlying meaning behind the words being studied, identifying keywords and creating indicators (qualitative or quantitative) that enable inferences about the conditions of production/reception of these messages.
The present study is organised into three dimensions (as shown in Table 2) to analyse and interpret the results obtained from different units under examination:
(
Importance of Business Ethics and Environmental Sustainability.
Advantages that hotel establishments can achieve by implementing the Employer Branding strategy and by demonstrating social and environmental responsibility.
Obtained results were presented using dynamic tables in an Excel file, allowing for data coding and categorisation. This approach facilitates the analysis of the collected data's units of study. By employing both content analysis and thematic analysis, the researchers aimed to gain a comprehensive understanding of the research's focal points. These analyses help unveil patterns, trends, and insights hidden within the responses provided by the panel of experts. The resulting findings are essential for drawing meaningful conclusions and addressing the research questions and objectives. The utilisation of multiple analytical methods allows for a thorough exploration of the data collected, ensuring a robust and comprehensive investigation into the state of Human Resources Management, Employer Branding, Business Ethics, and Environmental Sustainability within the hospitality sector in Portugal.
In summary, the combination of the Delphi method and the subsequent data analysis methods employed in this study contributes to a well-rounded and in-depth examination of the subject matter. The findings and conclusions drawn from this research have the potential to inform and guide future strategies and practices within the tourism and hotel industry in Portugal.
In this chapter, the data obtained in this study have been treated in accordance with the principles of content analysis and thematic analysis.
As mentioned in the previous chapter, the results of this research are organised into three central dimensions: (
Presented in Tables 4–6 are the results that facilitate the interpretation and comprehension of the achieved outcomes, considering the various categories that emerged from the qualitative analysis through the Delphi method applied to a panel of 16 experts belonging to the three important associations in the hospitality industry (AHP, AHRESP, and ADHP). The first round took place in March, the second round in April, and the third round in May of 2023.
In the first round, the research sample individually summarised and coded the responses, using evaluation criteria ranging from 1 to 12, 1 to 8, and 1 to 10), where 1 was classified as "Less Important," and, depending on the dimension containing 12, 8, or 10 categories, it was classified as "More Important". The responses obtained were related to the central dimensions, divided into GRH and EB practices, factors related to business ethics and environmental sustainability, and advantages of implementing the EB strategy and RS communication in hotel units. Next, the collected data were compared, resulting in a final list of twelve practices for the first dimension, eight factors for the second dimension, and ten advantages for the third dimension (Table 3). This positioning of the various experts provides insight into their perceptions of the various categories, categorising them as highly significant, somewhat significant, or not very significant regarding the discussed themes.
The detailed analysis and categorisation of the responses offer valuable information that contributes to the research's conclusions and provides a deeper understanding of the perspectives of the experts. The data collected in the three rounds of the Delphi method have been instrumental in shedding light on the key aspects of the research, allowing for a comprehensive evaluation of the state of Human Resources Management, Employer Branding, Business Ethics, and Environmental Sustainability within the hospitality sector in Portugal. The subsequent sections of this chapter will delve into the specific findings from each dimension, allowing for a deeper exploration of the results and their implications for the industry. The data collected and analysed through content and thematic analysis offer valuable insights into the perspectives and practices of experts in the field, which can inform future strategies and improvements in the tourism and hotel industry in Portugal.
In the second round (Table 4), a different criterion was employed to classify the categories in the three dimensions. Categories were assigned levels 9, 10, 11, and 12, representing higher significance, levels 6, 7, and 8, indicating some significance, while categories below level 5 were excluded from this round due to their low significance for the sample. Consequently, the first dimension was coded into six categories, the second dimension into four categories, and the third dimension into five categories, as these were considered more important by most experts.
However, during the third round, it was observed that some participants perceived certain categories differently. Some considered them to have low significance, while others found them to be of moderate or high importance. Therefore, the decision was made not to exclude the following categories in this round: "Creative and motivated employees generate better quality in the service provided, thus satisfying the expectations and needs of customers", as this category received values ranging from 2 to 5, indicating low significance according to six experts, but some others found it important, giving it values between 9 and 10. Another category that was not excluded was "Remain and distinguish yourself in today's marketplace in the face of competition", as it received values between 5 and 7, showing some importance for some respondents.
In the third and final round (Table 5), the items for each dimension were appropriately coded and classified to create the final table (Table 6). In this last round, the criterion used to categorise the items in the three dimensions was that items with positions below level 7 were excluded. As a result, the first dimension ended up with three items, with values ranging from 7 to 12, the second dimension had two items with values of 7 and 8, and the third dimension included three items with values between 2 and 10. However, in this last dimension, the criterion was that the categories had to contain values of 9 and 10, as evident in the items "Creative and motivated employees generate better quality in the service provided, thus satisfying the expectations and needs of customers" and "Remain and distinguish yourself in today's marketplace in the face of competition". This ensures that the items with the most relevance for each theme, according to the opinions of the various experts, were considered.
The completion of the three rounds allowed the researchers to identify the most significant items in each dimension, enabling a thorough understanding of the perspectives and opinions of the experts on the different themes explored. The analysis of the Delphi method data using content and thematic analysis methodologies has been a valuable process, producing meaningful insights that contribute to the field of Human Resources Management, Employer Branding, Business Ethics, and Environmental Sustainability in the hospitality industry in Portugal. The following sections of this chapter will delve into the detailed findings and interpretations based on these results, providing valuable implications and recommendations for the industry. The insights gained from this study can potentially guide and enhance practices within the tourism and hotel sector, facilitating its growth and development in alignment with ethical and sustainable principles.
With the analysis of the third round, the final table of the model of ethics and sustainability in employer branding in hospitality (Table 6) was obtained. It consisted of five categories in total across the three dimensions (two items in the 1st dimension, one item in the 2nd dimension, and two items in the 3rd dimension) with values ranging from 8 to 12. Based on the data collected in the three rounds of the Delphi method from a panel of 16 experts in the field, it was possible to identify the five categories that are considered of high significance by most respondents across the three dimensions. These categories pertain to practices of Human Resources Management and Employer Branding, factors related to business ethics and environmental sustainability, and the advantages that hotel establishments can achieve by implementing the Employer Branding strategy and engaging in Responsible Sustainability communication.
In the first dimension, two items were identified as highly significant: Career Progression and Work-Life Balance, following an analysis and qualification of twelve categories. This dimension aimed to understand which of these twelve categories was most important for the hospitality sector from the perspective of the experts' knowledge regarding this employer branding tool. The second dimension contained one highly significant item: "Organisations promoting honest, transparent, and sustained communication foster behaviours, actions, and practices of environmental sustainability, which establishes trust and loyalty among all stakeholders". This conclusion resulted from the categorisation of eight units of analysis. This dimension aimed to identify the categories that held the most relevance for this area and for the participants, as it prompted them to contemplate the current challenge that organisations in this sector must face and adapt their internal processes, leading to more sustainable management and aligning their organisational strategies based on social responsibility. The third dimension encompassed two highly significant items: "Creative and motivated employees generate better service quality, thus meeting customer expectations and needs" and "Staying and distinguishing oneself in the current market in the face of competition". These emerged from the coding and classification of ten categories, seeking to ascertain which categories were of the highest significance. It is crucial for organisations in the hospitality industry to adapt to the changes in the global market, and it is essential for their survival to improve their organisational performance by integrating human resources management with environmental management. This approach allows them to invest in environmental and competitive performance, maintain a sustainable and positive image, and enhance service quality.
The analysis of the final table represents the results achieved in the three rounds, with the goal of evaluating whether this model helps to improve and further develop the hospitality industry, positioning it more competitively in the current market. By understanding the significance of the identified categories within the context of employer branding, ethics, and sustainability, organisations in the hospitality sector can utilise this knowledge to enhance their strategies and practices. By focusing on career progression, work-life balance, honest and transparent communication, creative and motivated employees, and staying competitive in the market, hotel establishments can strengthen their positions, attract and retain talent, and build trust and loyalty with stakeholders, including customers. The findings of this research contribute valuable insights for decision-makers and professionals in the hospitality industry, guiding them in their efforts to create more sustainable and responsible business practices. Moreover, this study opens avenues for future research and exploration into the relationship between employer branding, ethics, and sustainability in the ever-evolving hospitality landscape.
It was found that there is a link between dimensions, and it's becoming evident that the success of organisations depends on their commitment to ethics and social responsibility. Companies need to foster a strong organisational culture that embodies ethical and sustainable values, practices, actions, and behaviours. This not only promotes loyalty and trust among all stakeholders but also creates a positive work environment. Such factors, both internally and externally, contribute to improved organisational performance while upholding socially responsible conduct ([
The first dimension focuses on the practices of Human Resources Management in conjunction with the Employer Branding strategy concerning talent retention and attraction. This tool aims to make organisations attractive, diverse, distinctive, appealing, and trustworthy. It comprises four HR management practices: (
This perspective aligns with the success story of the Pestana Hotel Group, which was recognised as the most attractive company to work for in the hospitality sector in 2022, according to the "Randstad Employer Brand Award". The company employs the Employer Branding strategy, primarily focused on talent retention, to avoid employee dissatisfaction and ensure elevated levels of motivation and commitment, leading to improved organisational development and reduced turnover rates ([
The second dimension addresses the importance of business ethics and environmental sustainability. Corporate social responsibility has been gaining increasing prominence in the current context, as it is a crucial matter for organisations to maintain and position themselves competitively in the global market ([
The last dimension analysed in this study pertains to the advantages that hotel units can achieve by implementing the EB strategy and being socially responsible in terms of the environment. This results in an employer brand with greater organisational prestige and the ability to position itself positively in the market by attracting high-quality candidates and retaining the most talented employees. Looking ahead, innovation and sustainability will be two driving forces for the hotel industry, as they will help tourist establishments differentiate themselves from others and maintain competitiveness in the market by implementing eco-friendly strategies and practices. The theme of sustainability is crucial for hotel organisations, as there is a progression towards a more sustainable form of tourism, leading to diverse benefits such as competitive advantages, image and reputation enhancement, an unmatched brand, cost savings, operational efficiency, and a positive contribution to environmental preservation.
The EB strategy is related to the concept of a "great place to work". When hotel organisations adopt this strategy, they can achieve elevated levels of competitiveness through new, flexible, innovative, and creative work structures, thereby enhancing organisational development. This approach is based on a more creative, innovative, and eco-friendly organisational culture, primarily driven by knowledge. Knowledge has become a key factor in recruitment strategy (talent attraction and retention) as it is essential to enhance the knowledge of current employees, involving them in organisational strategies and appealing to more talented and qualified potential candidates ([
In summary, there is a strong connection between the three dimensions mentioned earlier, as socially responsible organisations ensure organisational success, create value both for the organisation and its workforce, and foster brand loyalty. They achieve a more positive image in the market by showcasing their organisational culture and what they offer to their employees, thereby increasing attractiveness to attract and retain high-potential talents and reduce turnover rates. It is crucial for organisations to maintain a differentiated, attractive, and appealing brand, particularly through green innovation, offering products and services that provide unique and authentic experiences to meet the demands of the current market. Such organisations tend to be more innovative and sophisticated, operating dynamic and flexible businesses with a focus on sustainable entrepreneurship.
From an organisational perspective, it is crucial to improve working conditions as employees are valued more than ever, leading to increased loyalty, commitment, and performance among current employees. One key challenge for organisations is the ability to retain and attract talent. In this regard, organisations must invest in employer branding policies to understand what attracts potential and current employees to an organisation. It is essential to stay updated on the latest trends in the recruitment market, as organisational competitiveness and competition for the best talents have increased.
Considering the practices of HRM and EB in the hotel industry, one notable aspect is the focus on ethics and social responsibility, aiming to ensure a more sustainable and innovative tourism sector by adopting sustainable practices among all stakeholders. By adopting more sustainable strategies, hotel organisations can position themselves competitively in the global market, gaining reputation and prestige compared to their competitors. This enhances the employer brand, making it innovative, distinctive, attractive, and stronger, leading to advantages in the market. The interplay between HRM practices and EB strategy in terms of attraction and retention in the hotel sector is crucial. Investing in a positive, innovative, and creative organisational culture, as well as social responsibility strategies that benefit employees, such as career progression, work-life balance, and continuous training to develop knowledge and skills, contributes to motivation, commitment, talent retention, well-being, and consequently, lower turnover rates.
Environmental sustainability is a key aspect of business ethics, as it fosters transparent, integrous, assertive, truthful, and ethical organisational communication, contributing to organisational success. Lastly, the advantages that hotel units can achieve by implementing EB strategy and being socially responsible in environmental matters are critical success factors. A strong and successful brand, coupled with an appealing value proposition showcasing differentiating points, such as attractive compensation and benefits packages and open communication, leads to competitive advantages and the achievement of talent management objectives. Although HR managers in this sector acknowledge the contributions of this strategy combined with HR practices in valuing employee well-being as a current priority, retaining professionals within organisations contributes to their reputation and image. As suggestions for future research, it may be interesting to conduct a quantitative study. This study has strengthened knowledge on the topics addressed in the academic and scientific communities, particularly regarding the contribution of HRM practices combined with EB strategy in attraction and retention in the hotel sector, as well as the importance of ethics and social responsibility applied to environmental sustainability in the organisational strategic plan and building a stronger and more positive reputation. Additionally, this study has shed light on the realities of hotel organisations, their methods of attracting and retaining talent in HR management, and how they are revising their strategies to achieve more sustainable management and greater profitability and organisational success, thereby enhancing existing practices and performance.
Table 1 Sample characterisation.
Association Designation Association's Governing Body AHP–Portuguese Hospitality Association AHP representatives in Lisbon AHP representatives North Zone AHP representatives in Algarve AHP representatives in Azores AHP representatives in Madeira Social and Environmental Responsibility Representatives AHRESP–Association of Hotels, Restaurants and Similar Services of Portugal Effective president of Coimbra area Alternate President of Coimbra area Effective members of Coimbra area Effective president of Faro area Alternate President of Faro area Effective president of Porto area Alternate President of Porto area Effective Chairman of the Supervisory Board of AHRESP Alternate Chairman of the Supervisory Board of AHRESP ADHP–Portuguese Hotel Directors Association Communications and Marketing Representatives
Table 2 Dimensions and its items analysed in the data collection.
Dimensions Analysed Items Dimension 1-HRM practices in combination with EB strategy regarding talent retention and attraction Food Allowance Health Insurance Career Progression Discounts in all hotels, hostels, and apart-hotels of the group (stay, restaurants, spas, and vouchers) for both employees and their families. Work-family balance Skills development (such as having an English, French or German course) Great working environment (positive and initiative-taking attitudes) Internship opportunities (whether curricular, professional, summer, or international) Correct posture and image towards society (good reputation) Promote the realisation of bachelor's and master's degrees benefiting from the organisation Opportunity to conduct the master's dissertation in the organisation. Job offers in different areas of the hospitality sector Dimension 2-Business Ethics and Environmental Sustainability Importance Participation in innovative projects containing corporate social responsibility actions at the environmental level. Environmental sustainability as a priority factor in the strategic management of hotel units that contributes to the improvement of their image/reputation, thus achieving competitive advantages. The transmission of organisational identity based on ethical business values contributes to a more consistent environmental sustainability policy. Business ethics establishes organisational citizenship behaviours for environmental sustainability. The organisation, by transmitting honest, transparent, and sustained communication, promotes behaviours, actions, and practices of environmental sustainability, which leads to a relationship of trust and loyalty among all stakeholders. Socially sustainable HRM The fact that the organisational dynamism is focused on environmental sustainability. Green HRM relates to commitment and organisational performance. Dimension 3-Advantages that hotels can achieve by implementing the EB strategy and being environmentally and socially responsible Ability to secure and retain the best professionals (flexibility and autonomy). Capturing top-quality potential candidates. Obtaining a motivated, qualified, and committed team Good career progression and development plan, considered attractive, appealing, and innovative. Creative and motivated employees generate better quality in the service provided, thus satisfying the expectations and needs of customers. Improved image/reputation in today's market Generate more value for the customer through greener services with organic and "green" products that the hotel offers (such as hygiene products). Increased productivity Remain and distinguish yourself in today's marketplace in the face of competition. Customer loyalty
Table 3 Results from first round.
1st Dimension Food Allowance 7, 10 e 11 Health Insurance 3 Career Progression 9 e 12 Discounts in all hotels, hostels, and apart-hotels of the group (stay, restaurants, spas, and vouchers) for both employees and their families. 1 Work-family balance 11 Skills development (such as having an English, French or German course) 6 e 10 Great working environment (positive and initiative-taking attitudes) 8 e 10 Internship opportunities (whether curricular; professional; summer or international) 4 Correct posture and image towards society (good reputation) 7 Promote the realisation of bachelor's and master's degrees benefiting from the organisation 2 Opportunity to conduct the master's dissertation in the organisation 1 Job offers in different areas of the hospitality sector 4 2nd Dimension Participation in innovative projects containing corporate social responsibility actions at the environmental level. 6 Environmental sustainability as a priority factor in the strategic management of hotel units that contributes to the improvement of their image/reputation, thus achieving competitive advantages 6 The transmission of organisational identity based on ethical business values contributes to a more consistent environmental sustainability policy 7 Business ethics establishes organisational citizenship behaviours for environmental sustainability 4 e 5 The organisation, by transmitting honest, transparent, and sustained communication, promotes behaviours, actions, and practices of environmental sustainability, which leads to a relationship of trust and loyalty among all stakeholders 8 Socially sustainable HRM 2 The fact that the organisational dynamism is focused on environmental sustainability 1 Green HRM relates to commitment and organisational performance 3 3rd Dimension Ability to secure and retain the best professionals (flexibility and autonomy). 3 e 8 Capturing top-quality potential candidates. 3 e 8 Obtaining a motivated, qualified, and committed team 8 Good career progression and development plan, considered attractive, appealing, and innovative 2 Creative and motivated employees generate better quality in the service provided, thus satisfying the expectations and needs of customers 2, 5, 9 e 10 Improved image/reputation in today's market 6 Generate more value for the customer through greener services with organic and "green" products that the hotel offers (such as hygiene products). 4, 5 e 9 Increased productivity 4 Remain and distinguish yourself in today's marketplace in the face of competition 5, 7 e 10 Customer loyalty 9
Table 4 Results from second round.
1st Dimension Food Allowance 7, 10 e 11 Career Progression 9 e 12 Work-family balance 11 Skills development (such as having an English, French or German course) 6 e 10 Great working environment (positive and initiative-taking attitudes) 8 e 10 Correct posture and image towards society (good reputation) 7 2nd Dimension Participation in innovative projects containing corporate social responsibility actions at the environmental level 6 Environmental sustainability as a priority factor in the strategic management of hotel units that contributes to the improvement of their image/reputation, thus achieving competitive advantages 6 The transmission of organisational identity based on ethical business values contributes to a more consistent environmental sustainability policy 7 The organisation, by transmitting honest, transparent, and sustained communication, promotes behaviours, actions, and practices of environmental sustainability, which leads to a relationship of trust and loyalty among all stakeholders. 8 3rd Dimension Obtaining a motivated, qualified, and committed team 8 Creative and motivated employees generate better quality in the service provided, thus satisfying the expectations and needs of customers 2, 5, 9 e 10 Improved image/reputation in today's market 6 Remain and distinguish yourself in today's marketplace in the face of competition 5, 7 e 10 Customer loyalty 9
Table 5 Results from third round.
1st Dimension Food Allowance 7, 10 e 11 Career Progression 9 e 12 Work-family balance 11 2nd Dimension The transmission of organisational identity based on ethical business values contributes to a more consistent environmental sustainability policy 7 The organisation, by transmitting honest, transparent, and sustained communication, promotes behaviours, actions, and practices of environmental sustainability, which leads to a relationship of trust and loyalty among all stakeholders 8 3rd Dimension Creative and motivated employees generate better quality in the service provided, thus satisfying the expectations and needs of customers. 2, 5, 9 e 10 Remain and distinguish yourself in today's marketplace in the face of competition 5, 7 e 10 Customer loyalty 9
Table 6 Ethics and Sustainability in Hospitality Employer Branding Model.
1st Dimension Career Progression 9 e 12 Work-family balance 11 2nd Dimension The organisation, by transmitting honest, transparent, and sustained communication, promotes behaviours, actions, and practices of environmental sustainability, which leads to a relationship of trust and loyalty among all stakeholders 8 3rd Dimension Creative and motivated employees generate better quality in the service provided, thus satisfying the expectations and needs of customers 2, 5, 9 e 10 Remain and distinguish yourself in today's marketplace in the face of competition 5, 7 e 10
Conceptualization, V.S. and P.S.; Methodology, V.S. and P.S.; Validation, V.S., P.S. and I.R.; Formal Analysis, I.R., M.C.S. and B.S.; Investigation, P.S. and V.S.; Resources, I.R. and F.M.; Data Curation, V.S. and P.S.; Writing—Original Draft, B.S., F.M. and M.C.S. All authors have read and agreed to the published version of the manuscript.
Not applicable.
Informed consent was obtained from all subjects involved in the study.
Data available upon reasonable request to the corresponding author.
The authors declare no conflict of interest.
By Vasco Santos; Patrícia Simão; Isabel Reis; Marta Correia Sampaio; Filipa Martinho and Bruno Sousa
Reported by Author; Author; Author; Author; Author; Author