This study examines the impact of green talent management practices on HR performance quality in eco-friendly hotels in Central Java, Indonesia, using a phenomenological approach. Through in-depth interviews with 24 participants across six star-rated hotels, direct observation, document analysis, and focus group discussions, the research explores how green HRM practices influence employee performance and career development opportunities for young talent. The findings reveal that eco-friendly hotels have implemented various green talent management practices including environmentally-conscious recruitment, sustainability training, green performance management, and employee involvement in environmental initiatives. These practices positively impact multiple dimensions of employee performance: task performance through improved resource efficiency; contextual performance through enhanced teamwork; adaptive performance through increased innovation capability; and environmental performance through strengthened pro-environmental behaviors. The effectiveness of these practices is influenced by top management commitment, integration with business strategy, training quality, organizational culture, and resource availability. Young employees perceive involvement in green initiatives as valuable for developing leadership skills, expanding professional networks, and enhancing market competitiveness, although they identify the need for clearer sustainability-focused career paths. The study contributes to GHRM and talent management literature by explicating the mechanisms linking green talent management with performance outcomes in the hospitality industry context, while providing practical implications for hotel managers seeking to enhance both environmental sustainability and human resource performance. The research underscores the importance of a holistic approach to green talent management that aligns environmental priorities with employee development and organizational strategy.

This study examines the role of Green Human Resource Management (GHRM) in increasing employee awareness and participation in eco-friendly tourism management in Semarang Regency. Using a mixed-methods approach, this research analyzes the implementation of GHRM practices, evaluates the level of employee awareness and participation, tests the influence of GHRM on employee awareness and participation, and identifies factors affecting GHRM effectiveness. The results show that GHRM practices, especially green training and development and green employee involvement, significantly predict employee awareness and participation levels in environmentally friendly practices. However, the implementation of GHRM in the Semarang Regency tourism industry is still not optimal and faces various challenges. A more contextual, participatory, and integrated approach is needed to optimize the role of GHRM in supporting sustainable tourism. Practical implications of this research include the need to integrate sustainability principles into all HR functions, design relevant training programs, involve employees in GHRM initiatives, align reward systems with sustainability goals, and develop an organizational culture that supports sustainability. This study provides valuable insights into the role of GHRM in realizing sustainable tourism and contributes to achieving the Sustainable Development Goals.

This study is intended to analyze the e?ectiveness of managing room boy works directly on optimizing the quality of room service in Artotel Hotel Semarang. In the hotel industry, quality room service is characterized as one of the critical factors that has an impact on the level of guest satisfaction and customer loyalty. The room boys are an integral part of the hotel operations and are responsible for ensuring rooms are clean, tidy, and ready so that guests always feel comfortable and accommodated in a beautiful environment. This study employs the qualitative approach of research types using data collection techniques through direct observation, in-depth interviews with room boys and hotel management as well as guest satisfaction surveys. The findings indicate that the good work performance of the room boy has a great in?uence on providing high-quality robust service. It was concluded that trained room boys have high motivation and when they are provided with proper tools and materials good room service is possible. In this case, the room boy's performance can be enhanced by hotel management to ensure that they provide frequent training, and work facilities as well as proper and fair assessment and appreciation to the subordinates. It is the ?nding of this research that room boy work optimization can be done through training, management, and productivity-oriented assessments.