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.

Pelayanan prima atau juga dikenal dengan excellent service adalah upaya untuk memberikan pelayanan terbaik kepada para pelanggan. Tujuan dari pelayanan ini untuk meningkatkan kepuasan pelanggan. Kota salatiga merupakan salah satu kota di Jawa Tengah yang memiliki potensi yang cukup besar sebagai wisata unggulan di Jawa Tengah.Pengabdoan Masyarakat STIEPARI berupa untuk mewujudkan Salatiga menjadi wisata unggulan di Jawa tengah yaitu dengan memberikan pelatihan pelayanan prima terhadap masyarakat terutama di 3 kelurahan yaitu Kelurahan Ledok, Tegalrejo, dan Kumpulrejo.
Pelaksanaan kegiatan dilakukan dalam tiga tahapan yaitu tahap  sosialisasi  dan  persiapan,  tahap  implementasi,  dan  tahap  evaluasi.  Pada tahapan pertama, dilakukan koordinasi internal tim pelaksana kegiatan maupun koordinasi eksternal yang melibatkan mitra kegiatan, tahapan implementasi merupakan proses koordinasi melalui FGD  yang   hadir   dan   beberapa   komunitas masyarakat dan juga pemerintah terkait, tahap Praktek Lapangan melalui observasi langsung ke lapangan dan tahapan terakhir berupa evaluasi kegiatan, yaitu evaluasi teknis dan evaluasi melalui diskusi langsung dengan beberapa pihak untuk mencapai kesimpulan.