SIT postulates that the behaviour and attitudes of employees are influenced by their perceived membership in social groups, thereby forming part of their self-concept (Tajfel, 1982; Turner and Oakes, 1986; Simbula et al, 2023; Rabiul, 2024). Accordingly, this study adopts the same framework, as it can clarify how a green organisational climate fosters a sense of belonging and identity among Gen Z employees (Das and Malik, 2024). Employees who perceive their workplace as environmentally responsible and socially conscious are more likely to connect with and align to the values of the company, which enhances their work engagement, i.e., vigour, dedication, and absorption (Ercantan and Eyupoglu, 2022). Consequently, they exhibit a higher level of psychological attachment to their work and resilience throughout their tenure, accompanied by substantial energy, i.e., vigour (Anaza and Rutherford, 2012; Karanika-Murray et al, 2015; Van et al, 2024). Moreover, their alignment, i.e., recognition of organisational green efforts by fostering a green organisational climate, inspires employees (i.e., Gen Z) to demonstrate increased enthusiasm and a sense of purpose, i.e., dedication (Gomes et al, 2023; Jnaneswar, 2024). This occurs because when employees perceive that their company implements green strategies and initiatives, their commitment strengthens, leading to enhanced dedication (Ercantan and Eyupoglu, 2022; Liao et al, 2020). Finally, SIT also enables us to posit that when Gen Z employees recognise organisational environmental efforts, i.e., a green organisational culture, they become more focused and engaged in the workplace.

SIT further supports arguments regarding the mediating role of GGC. Since younger generations, i.e., Gen Z, develop a shared identity grounded in environmental sustainability, their group cohesion intensifies (Bruner et al, 2014; Liao et al, 2020). As they are more motivated to pursue collective goals, this enhanced sense of belonging and shared purpose can increase their level of participation. In this context, SIT posits that when employees, i.e., Gen Z, identify with their group, they become more committed to actions and activities that benefit both themselves and the group, which can ultimately improve overall organisational performance. Therefore, examining the mediating effect of GGC in the relationship between green organisational climate and the three dimensions of work engagement among Gen Z employees working in Chinese hotels is well supported by SIT propositions (Chalab and Moussa, 2022; Watanabe et al, 2024; Yu et al, 2022).

Moreover, we contend that SIT is appropriate to investigate the moderating influence of technological turbulence (Alnsour, 2024) on the relationship between GGC and work engagement dimensions. Gen Z employees may alter their social identities due to ongoing technological changes, particularly regarding their group cohesion (McKinsey and Company, 2024; Carnegie, 2022). There is limited research demonstrating whether technology enhances or undermines teamwork in promoting Gen Z employees’ work engagement. Consequently, the impact of technology on group unity remains unclear. This study aims to determine if technological changes facilitate or impede the relationship between group cohesiveness and employee engagement, based on SIT.

The distinctive characteristics of younger employees, particularly those from Generation Z, such as their proficiency with technology and strong commitment to social and environmental concerns, illustrate how Social Identity Theory applies to this study. Researchers find that Gen Z employees demonstrate heightened sensitivity to sustainability matters (Wood, 2022). Existing research indicates that they are consequently more inclined to engage in the initiatives and practices of organisations that align with their values and principles, ultimately enhancing their work engagement (Deloitte, 2023; Surmacz et al, 2024). Therefore, fostering a green organisational climate is essential to engage Gen Z employees, as they are engaged where they perceive the environment is protected.

Overall, Social Identity Theory has provided a comprehensive framework to investigate how green organisational climates, green group cohesion, and technological turbulence affect Gen Z employees’ work engagement in the hotel sector. This theory underscores the importance of cultivating a unified and supportive workplace environment if organisations aim to maintain employee engagement. Understanding the mechanisms through which organisational identity influences employee engagement will assist hotel management in devising integrated strategies for increased work engagement of Gen Z employees, thereby ensuring organisational success. The holistic perspective of SIT highlights the significance of both environmental awareness and collaboration in shaping occupational behaviours within a society increasingly focused on ecological concerns. Thus, grounded in SIT, this study ultimately offers contemporary insights based on thorough analysis of the complex interactions among the study variables, contributing to both scholarly literature and practice.

While SIT provides a valuable framework for analysing group-level identification and behaviour, it is important to critically acknowledge the limitations inherent in generational classifications. Generation theory, although widely employed, encounters conceptual challenges. Scholars have noted the subjectivity involved in defining generational boundaries, as cut-off dates vary across studies and cultural contexts (Parry and Urwin, 2011; Cubukcu Cerasi and Balcioglu, 2024). Furthermore, conceptualising generations like Gen Z as uniform groups risks oversimplification, disregarding the heterogeneity in values, experiences, and socioeconomic backgrounds within the cohort (Costanza et al, 2023). Such assumptions can lead to broad generalisations that neglect intra-generational differences. Despite these concerns, generational theory remains a valuable heuristic in organisational research, particularly when applied alongside theoretical models such as SIT that consider identity formation in relation to group values and organisational environments. Hence, although this study refers to Gen Z as a distinct group, it does so cautiously, acknowledging that individual and contextual variability should be accounted for when interpreting the findings.

Although this study does not directly investigate internal marketing or internal communication, these functions are critical enablers in shaping employees’ perceptions of a green organisational climate. Internal marketing, defined as the internal exchange of value between an organisation and its employees to foster alignment and engagement (Brown, 2025), supports the dissemination of sustainability-related values and practices within the organisation. In the context of Gen Z employees—who prioritise environmental and social consciousness—effective internal communication and value-driven engagement strategies are particularly relevant. Recent research demonstrates that strong ESG communication and internal marketing initiatives substantially enhance Gen Z engagement levels. Therefore, while the central focus of this study remains on structural and environmental predictors of employee engagement, the role of internal communication in stimulating engagement through a shared sustainability narrative warrants acknowledgement and offers a promising direction for future research.

Organisational climate is defined as the environment where individuals live and work and is acknowledged to influence behaviour and motivation to either enhance or restrict learning within their workplace (Maamari and Messarra, 2012; Agbejule et al, 2021). Moreover, organisational climate is described as “how it feels to work around here” (Mullins, 2010). Organisational climate is primarily acquired by an employee through interaction with other employees within the organisation (Koene et al, 2002; Dulay et al, 2015; Pérez-Vallejo and Fernández-Muñoz, 2019). Additionally, various interactions among employees in groups also contribute to learning the organisational climate. Since most workplace interactions occur at the work unit level, “peers provide the primary source of sense-making information” (Priesemuth et al, 2014). However, the extent of administrative or institutional emphasis on specific policies also influences the formation of the climate. Therefore, management of a department in an organisation or the organisation as a whole establishes or ensures justice; consequently, an organisation cultivates a justice climate. In the context of a green organisational climate, the process is similar, where the manager or organisational leadership fosters a green organisational climate, which, to reiterate, is the collective perception or commitment of employees towards the environmental sustainability efforts of their company. Organisational green climate primarily involves environmental policies, management strategies (such as providing information, policy statements, and training to employees), and specific environmental activities, such as waste management, recycling, and chemical control (Chou et al, 2014).

Moreover, arguably the behaviour of an employee’s immediate supervisor—a role typically fulfilled by line managers—is crucial to establishing an organisational climate (Novac and Bratanov, 2014; Swart et al, 2021). Line managers, group leaders, or supervisors generally engage in daily organisational activities in contrast to senior managers or executives. Hence, employees tend to focus more on the words and behaviours of immediate supervisors; consequently, employees learn the organisational climate from their immediate supervisors, i.e., line managers, group leaders, or managers (Carron et al, 1998). Supervisors assist their employees in understanding the rationale behind particular organisational initiatives. They serve as exemplars of these initiatives and provide motivation and information. Furthermore, they support their employees in adapting to the workplace environment beyond merely fulfilling their job responsibilities.

The inference is that, more precisely, it is termed organisational climate, which encompasses activities, environment, and values; thus, it reflects the behavioural and attitudinal responses organisations expect from employees. Therefore, organisational climate functions as a process to encourage employees to become engaged in their work so that they can contribute to the attainment of organisational objectives, goals, and performance (Kien and Konosu, 2021). In the hospitality sector, which is often criticised for its environmental impact, managers and senior organisational leaders are developing a green climate not only to mitigate environmental damage but also to improve the organisation’s internal environment. Consequently, Gen Z employees may exhibit positive responses to sustainability-oriented workplaces (Ercantan and Eyupoglu, 2022; Gomes et al, 2023; Jnaneswar, 2024; Rabiul, 2024). Therefore, it is reasonable to expect that Gen Z employees who perceive themselves as working within a green organisational climate could be more engaged at work, demonstrating greater vigour, dedication, and absorption. However, recent research by Nurfitriyana and Muafi (2023) indicated that green organisational climate does not affect organisational citizenship behaviour. These conflicting findings regarding the direct impact of green organisational climate on organisational employee outcomes raise an important question about whether the green organisational climate is consistently effective. Based on this, we propose the following hypotheses:

H1. Green organisational climate has a positive relationship with the vigour of Gen Z.

H2. Green organisational climate has a positive relationship with the dedication of Gen Z.

H3. Green organisational climate has a positive relationship with the absorption of Gen Z.

Group cohesiveness is defined as the force that binds group members to their group and to one another (Guzzo and Shea, 1992). The tendency of a group to stick together and remain united in pursuit of its objectives reflects the dynamic process underlying it (Carron et al, 1998). Findings from several previous studies, i.e., Gao et al. (2021) and Ejaz et al. (2024), indicate that group cohesion is positively associated with various organizational outcomes; for instance, it was found to exert a positive effect on employee adaptive performance. Furthermore, group cohesion improves communication flow and ambidextrous behavior among employees (Ejaz et al, 2024). Additionally, Gao et al. (2021) found that group cohesion contributes to both physical and psychological well-being. Moreover, group cohesion mediates the relationship between surface-level group diversity and group helping behavior (Liang et al, 2015). It was also observed to have a mediating role in the relationship between deep-level group diversity of personality and group helping (Liang et al, 2015). Furthermore, Zhang and Hao (2022) reported that group cohesion mediated the association between emotional intelligence and group effectiveness. Liu (2024) found that mindful leadership significantly influences group performance through the mediating role of group cohesion. Based on these premises, we postulate that GGC can be positively related to the three employee engagement dimensions: vigour, dedication, and absorption. Hence, we propose the following hypotheses:

H4. GGC mediates the relationship between green organisational climate and vigour of Gen Z.

H5. GGC mediates the relationship between green organisational climate and dedication of Gen Z.

H6. GGC mediates the relationship between green organisational climate and absorption of Gen Z.

Technological turbulence denotes the intensified, evolving, and unpredictable technological environment within an industry and beyond, where cutting-edge technologies are introduced, rendering existing technologies and operations obsolete and compelling organizations to continuously implement and adapt to remain profitable and competitive (Yang et al, 2025; He and Wu, 2024). Technological turbulence positively moderates dynamic capabilities and exploratory innovation in small enterprises (He and Wu, 2024). Moreover, Technological turbulence (TT) moderates the relationship between knowledge management and innovation, particularly in fostering frugality (Bazyar et al, 2024). However, Chatterjee et al. (2021) reported that technological turbulence hinders the adoption of blockchain technology in manufacturing firms. Additionally, Alnsour (2024) found that technological changes adversely affect senior management’s readiness to implement blockchain technology in Jordanian Islamic banks. Furthermore, Elfadel et al. (2024) observed that technological turbulence negatively moderates the relationship between e-product and e-place in the university context. Nonetheless, few studies in the existing literature offer insights into the moderating role of technological turbulence on the relationship between green organisational cohesion and the three dimensions of employee engagement. Similarly, limited research within the Chinese hotel industry addresses how market turbulence affects organisational employee-related outcomes, namely the relationship between green organisational climate and dimensions of employee engagement. Given the scarcity of studies on these relationships, market turbulence is incorporated as a factor influencing how the green organisational climate relates to employee engagement, following Jaworski’s (1988) recommendation as cited by Bibi et al. (2018). Jaworski (1988) suggests that the effectiveness of various control mechanisms may depend on both external and internal factors, highlighting the importance of examining a variable that can impact this dynamic. Based on this rationale, we propose the following hypotheses:

H7. Technological turbulence moderates the relationship between green organisational cohesion and vigour of Gen Z.

H8. Technological turbulence moderates the relationship between green organisational cohesion and dedication of Gen Z.

H9. Technological turbulence moderates the relationship between green organisational cohesion and absorption of Gen Z.

Based on the literature and theoretical arguments mentioned above on the green organisational climate, green group cohesion, technological turbulence and employee engagement dimensions, we have developed the following research framework (See Fig. 1).

Fig. 1.

Research framework.

This study employed a convenience sampling technique to gather data from Generation Z employees currently working in 3- to 5-star hotels in Henan, China. Consistent with prior study (Trifan and Pantea, 2024), Generation Z was defined as individuals born between 1995 and 2010; consequently, we included only those within the conventional working age range (18 to 29 years) at the time of data collection in 2024. Particularly in service-oriented sectors such as hospitality, this generational classification captures shifts in workplace expectations and digital competency characterizing Gen Z workers. Convenience sampling was chosen and implemented in this study due to its multiple advantages; for instance, it enables researchers to conduct the survey expediently, obtaining responses from the target population (Cizrelioğulları and Babayiğit, 2022). This sampling approach is also cost- and time-efficient (Scholtz, 2021). Accordingly, we employed a drop-off and pick-up data collection method during our two-wave collection process (Junod and Jacquet, 2023; Sakshaug, 2022). Consequently, we mitigated non-response bias concerns. In the first wave, we gathered demographic information and data on independent variables, moderator, and mediator; in the second wave, we collected only data related to the three dimensions of employee engagement: vigour, dedication, and absorption. In the first wave, 438 responses were received, of which 11 were incomplete or exhibited straight-lining. The second wave yielded 391 responses, with 372 complete; thus, these were subjected to analysis. Following Hair et al. (2019), who recommend a minimum of 10 observations per indicator depending on model complexity, we determined an adequate sample size. Our model comprises nine constructs with approximately thirty indicators overall, necessitating a minimum of 300 responses to ensure sufficient statistical power. Our final sample of 372 valid responses exceeded this threshold, confirming the adequacy of the sample size for model estimation. It is pertinent to note that some respondents who participated in the initial survey either left the hotel or declined participation in the second wave when the survey questions were dropped. Ultimately, we analysed data based on the number of second-wave responses. We matched first- and second-wave survey responses using a unique code, generated from the respondent’s first name and birthdate. This approach was adopted because, during the pilot study, respondents expressed discomfort sharing their full birth date or email address due to privacy concerns. However, the unique code enabled us to track responses from the same individual across both data collection waves.

The questionnaire comprised statements (listed in Table 1) derived from previous research. These statements were assessed using a five-point Likert scale ranging from “1” indicating negative sentiment, such as “Strongly Disagree”, to “5” representing positive sentiment, such as “Strongly Agree”, for the constructs of this study. Initially, the green organisational climate was evaluated using five items adapted from Maamari and Messarra (2012) and Fainshmidt and Frazier (2017) as employed in Agbejule et al. (2021). Green group cohesion was assessed using measures from Han et al. (2016), applied by Haque et al. (2024). Ullah et al. (2020) utilized four items from Jaworski and Kohli (1993) to assess technological turbulence. Finally, the three dimensions of employee engagement—vigour, dedication, and absorption—were measured through 16 items adopted from Schaufeli et al. (2002) and used in Teuber et al. (2021) and Guo et al. (2022).

To analyse the collected data, we employed the partial least squares structural equation modeling (PLS-SEM) technique. We applied PLS-SEM in this study for two primary reasons. Firstly, our research is an exploratory investigation that aims to improve the prediction of the relationship between the green organisational climate and employee engagement dimensions within the hotel industry context (Hair et al, 2022; Islam and Ali Khan, 2024). In this context, Covariance based Structural Equation Modeling (CB-SEM) is predominantly used for confirmation or comparison purposes (Rigdon et al, 2017). Therefore, we chose PLS-SEM instead of CB-SEM. The second rationale for using PLS-SEM was the presence of a non-normal sample, as outlined in the following section. Consequently, data collected from the non-normal sample is more appropriate for PLS-SEM analysis rather than CB-SEM, which is designed for normally distributed data. Moreover, PLS-SEM has been frequently applied in social science research, particularly in studies related to the hotel industry (Sarstedt et al, 2021; Hair et al, 2022).

The results indicate that 77.7 percent of respondents in this study were male, with the remainder being female. Among 372 participants, 35.8% held a diploma-level qualification, 52.4% possessed an undergraduate degree, and the remainder had a postgraduate degree. Furthermore, 32.5% of respondents were employed in 3-star hotels, 33.3% in 4-star hotels, and the remainder worked in 5-star hotels.

Prior to administering the main survey to respondents, we conducted a pilot study with 50 Gen Z employees. The survey was deemed clear and comprehensive, with no modifications required. We controlled for common method bias (CMB) using a two-wave data collection technique. Results indicated no CMB concerns, as evidenced by variance inflation factor (VIF) values in Table 1, ranging from 1.541 to 2.684. The recommended threshold for VIF is a maximum of 3.3; Table 1 demonstrates values below this limit. Therefore, no CMB issues are present in this study (Cheng et al, 2022). Additionally, our heterotrait-monotrait (HTMT) ratio analysis (see Table 3) showed no evidence of common method bias, with the highest value being 0.809, which is below the recommended cutoff of r $>$ 0.90 (Nitzl et al, 2016).

We assessed the internal consistency and reliability of the six constructs in this study using Composite Reliability (CR) and Cronbach’s Alpha (CA), consistent with Hair et al. (2022). Both Table 1 and Fig. 2 present internal consistency results, where CA exceeds 0.7. Convergent validity is also established, with factor loadings and average variance extracted (AVE) exceeding 0.40 and 0.50, respectively.

Fig. 2.

Measurement model.

In this study, we evaluated two techniques for the verification of discriminant validity: the Fornell-Larcker criterion and the Heterotrait-Monotrait (HTMT). Table 2 presents results showing that the diagonal values are always higher than the related correlation values, indicating strong discriminant validity. Moreover, the results in Table 3 for HTMT also show satisfactory correlations, as the ratio remains below 0.9. Thus, the correlations between latent variables fall under the maximum threshold of 0.9, confirming that the constructs in this study demonstrate adequate discriminant validity.

Table 4 and Fig. 3 present the findings. According to the analysis, the first three hypotheses regarding the relationships between green organisational climate and vigour, dedication, and absorption are rejected, as the p-value exceeds 0.05. Therefore, hypotheses 1, 2, and 3 are rejected. However, the analysis indicates that GGC functions as a significant mediator in the relationship between green organisational climate and vigour, dedication, and absorption. In this regard, the fourth hypothesis, positing the mediating role of GGC in the relationship between green organisational climate and vigour, is accepted, with $\beta$ = 0.156, t = 4.392, and p = 0.000. GGC plays a crucial role in linking green organisational climate and absorption, with $\beta$ = 0.077, t = 2.158, and p = 0.031. Consequently, hypothesis 5 is accepted. Moreover, the results reveal that GGC mediates the relationship between green organisational climate and dedication, with $\beta$ = 0.086, t = 2.323, and p = 0.020. Thus, hypothesis 6 is accepted. These findings demonstrate that green organisational climate does not exert a direct effect on vigour, dedication, and absorption; its positive and significant impact is mediated indirectly via GGC. Hence, GGC represents a significant mediator.

Fig. 3.

Structural model.

On the other hand, the results indicate that TT is a significant moderator with a negative effect on the relationship between GOC and vigour, as the $\beta$-value is –0.116, the t-value is 4.180, and the p-value is 0.000. Hence, hypothesis 7 was supported. TT was also identified as a significant mediator with a negative effect on the relationship between GOC and dedication, as the $\beta$-value was –0.156, the t-value was 5.029, and the p-value was 0.000. Therefore, hypothesis 8 was supported. However, TT was not found to moderate the relationship between GOC and absorption, as the $\beta$-value = –0.004, t-value = 0.082, and p-value = 0.934. Thus, hypothesis 9 was rejected.

This study offers several theoretical implications. Firstly, the research incorporates a range of variables within a framework that has not been previously tested in the literature. By doing so, this study demonstrates how employee engagement dimensions are influenced by independent and intervening variables both among Gen Z employees in the hotel industry and more broadly. In this regard, prior studies have only examined the role of green organisational culture on pro-environmental behaviour (Tsai et al, 2017; Nurfitriyana and Muafi, 2023), yielding inconsistent findings. Thus, the role of green organisational culture in the context of vigour, dedication, and absorption among the new generation remains underexplored within the hotel industry. Consequently, the findings of this study, i.e., no direct relationship between green organisational culture and vigour, dedication, and absorption, provide fresh perspectives for scholars to pursue further research in this area.

Secondly, no previous research has investigated how indirect mechanisms, such as green group cohesion, may positively mediate the impact of green organisational culture on the three dimensions of employee engagement: vigour, dedication, and absorption. This is the first study to reveal that green organisational culture does not necessarily influence employee engagement dimensions, especially among Gen Z employees, unless green group cohesion is present. This represents a significant contribution to the existing literature, as prior scholars have acknowledged that proposing previously unexplored relationships constitutes a notable theoretical advancement (Whetten, 1989; Mukherjee et al, 2022).

Thirdly, this study demonstrates that technological turbulence is important but exerts a negative influence on the relationship between green group cohesion and the dimensions of vigour and dedication. These findings suggest that, while technological advancements can benefit companies, their use among the new generation of employees might disrupt internal social bonding and workplace engagement. Therefore, further research is warranted, especially in the hotel industry, where technology and environmental concerns have substantial influence.

Fourthly, this research contributes to the theoretical development of social identity theory (SIT) by offering insights into green organisational culture, employee engagement dimensions, green group cohesion, and technological turbulence. The results indicate that green group cohesion fully mediates the connection between green organisational culture and the engagement of Gen Z employees. This underscores the importance of social relationships and shared identity in enhancing work engagement among these employees. This aligns with SIT, which posits that employees derive part of their self-concept from group membership and tend to be more engaged in groups characterised by collective and social bonds. Hence, hotel organisations should prioritise fostering green group cohesion to increase employee engagement within the workplace.

Our study also has several practical implications for managers, practitioners, and policymakers in the hotel industry regarding the development of employee engagement, particularly in the context of Gen Z. First, the results provide managers, practitioners, and policymakers with an understanding that green organisational culture cannot directly influence the vigour, dedication, and absorption of new generations of employees. Therefore, managers need to nurture green group cohesion within hotels so that green organisational culture can be more effectively utilised through the collective bonding of Gen Z employees, enhancing their vigour, dedication, and absorption. In this regard, given the service-oriented nature of hotel organisations and the capacity of the new generation to enhance guests’ positive experiences, promoting green group cohesion can prove effective. Secondly, this study also found that technological turbulence negatively affects the relationship between green group cohesion and the vigour, dedication, and absorption of Gen Z employees in hotels. Thus, training on the utilisation of technologies in developing operational processes and employee functions can help accommodate technological advancement.

In conclusion, this research demonstrates that green group cohesion plays a critical role. We suggest that hotels should not only implement green policies and practices but also focus on strategies to strengthen group bonding that emphasises these green aspects. This approach would ultimately promote work engagement in hotels, which depend heavily on the new generation of employees. Finally, employers should adopt a cautious approach when implementing new technologies in hotels. Managers should ensure that employees, particularly Gen Z, are actively involved in the transition process by providing training and fostering open communication and flexibility so that employees remain engaged during technological integration within organisations.