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Green HRM and Organizational Sustainability: An Empirical Review

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Vol.8 No. 1 &2 kegees Journal of Social Science
July 1, 2016 Pages: 227-236

Green HRM and Organizational Sustainability: An Empirical Review

Dr. S C Das Mr. Raj Kumar Singh

Professor of OB & HR Doctoral Scholar
Faculty of Commerce, BHU Faculty of Commerce
scdasbhu@gmail.com

In 21st century “sustainability” has become a critical issue for the world and for business. Research Evidence
shows that corporate social-environmental performance may be strongly associated with financial and
marketplace success. Green Human resource department of a company has the capability to play a significant
role in the creation of their company’s sustainability culture. Configuring HR Practices to the principles of
sustainability HR People will have view all HR decisions through the prism of shareholders viewpoint. The
present work focus on relationship in between green HRM and organizational sustainability through the
researches on national and international level. More organizations now realize the value sustainability has on
their competitiveness, reputation, and ability to attract and retain strong talent. Mindful of their economic,
societal, and environmental impacts, sustainable organizations now seek input from a broad, diverse set of
stakeholders— both internal and external—in shaping their business strategies and operations. Utilizing the
green HR skills in organizational process, change management and culture stewardship, HRM can help create
and implement sustainable business strategy throughout the organization. Although green HRM is still in the
pioneering stage in India, this study outlines how green HRM and HR professionals can access a growing body
of knowledge to help them on their organizational sustainability journey.

Keywords: Green HRM, sustainability, dimensions, environment, HR practices

1. Background and Motivation of the Study

In the era of the industrialization and globalization business concern using natural resources
from the environment to make different variety of commodity for the purpose of profit
maximization. But they are not much considering about the organisational as well as environmental
sustainability. Human resource function is important driver to implement the organisation
environment policy to achieve the environmental sustainability goal (Govindarajulu and Daily,
2004). Business organisation should put more effort in to the research on innovation and technology
to minimize the impact of environmental degradation by creating employees awareness and to
making products that are non toxic and less pollution to the environment. In a study of Bansal and
Hunter, (2003) focused on that the human resource function becomes an important driver to
preservation and conservation of the natural environment by the using of technical and
management skill.

Innovation is the main driver to sustainable economic growth of the organization with high
profitability (Drucker, 1988; Christensen, 1997; Thomke, 2001). The organization now lies on how
to innovate and how the innovation process can be managed in the organisation. The value of the
organizations is important for the profit earning but creating the sustainable value is also a way for
business organization to achieve the competitive advantages. Organization is required not only to
consider the social but also consider toward the environmental dimension of the business activities
to bring in sustainable economic growth (Chesbrough, 2003). Green management is the process
where organization manage environment by developing environment strategies (Lee, 2009). There is
a need for an organization to strike a balance between the unavoidable industrial growth and
development that help to conserve natural environment for enabling it for our future generation
(Daily and Huang, 2001).

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Green human resource management involve an integration of organizational environmental

management objectives to the HRM process of recruitment and selection, training, and,
development, performance management and reward for environment sustainability (Renwick et al.
2008, and Muller- Carmen et al. 2010). In a study of Renwick et al. (2008) highlights that the
implementation of rigorous recruitment and selection of employee, performance-based appraisal
system and introduction of developmental programmes aim at increasing the employee’s awareness
about the environmental sustainability. Introduction of online system of employment screening,
training and management style have a crucial role in establishing environment improvement
programmes for the business organisation with such initiative and large number of employees in the
organization are recognizing the importance of HR factors involved in environment management and
are embracing the organizational and environmental sustainability aspect of HRM. Callenbach et al.
(1993) had elaborated that in order to carry out green human resource management, employee
must be inspired, empowered and environmentally aware of greening to be successful. Another
study of Callenbach et al. (1993) highlights the need for both technical and management skill among
employees for implementation of the green initiatives for the preservation and conservation of the
natural resources for the organisational sustainability. Environment friendly HR initiative result in
greater efficiencies, lower cost, better employee engagement and retention which in turn help to
build competitive advantages and organisational sustainability by reducing carbon footprints,
(Nijhawan Geetu,2014 ) .

Green HRM referred to all the activities involve in acquisition, selection, training and
development, reward, implementation and ongoing maintenance of the system that aim to making
employee of the organisation is green. Green HRM concerned with transforming of normal
employees in to the green employee to achieve the environmental goal of the organisation and for
significant contribution to organisational sustainability. It referred to policies, practices, and system
that make employee of the organisation is green for the benefit of the individual, society,
environment and business organisation. The purpose of the green HRM is to create enhance and
retain greening within each employee of the organisation to promote organisational as well
environmental sustainability (Wehrmeyer, 1996). The ability to meet the needs of present
customers while taking into account the needs of future generations. Sustainable growth
encompasses a business model that creates value consistent with the long-term preservation,
conservation and enhancement of financial, environmental and social capital (Ford, 2012).

The study of kaur Harjeet, (2011), examines the relationship between HR factors and
perceived environmental performance of the employees in various business organizations and
concluded that company should conduct energy audit, go paperless, recycle and get their employees
motivated toward the greener eco effort and organisational sustainability. Green HR is a tool which
can be help to reduce the costs. If the workforce is eco savvy the organization will have more
inspired decision making to less stressed budget and improved employee retention (Paallavi, 2012).
Green HR practices are likely to improve employee well being in the workplace not just improving
the working environment and satisfying the need of an increasingly environmental aware workforce
but also to contributes positively to both employee as well as organizational performance to achieve
the goal of organisational sustainability (Gill Mandip, 2012 ). GHRM is an innovative approach to
demonstrate how the organization manage sustainable development by initiating social conscience
and green sense of responsibility as a part of organizational operation. Business organization today
well about the green HR concept that has been put forward to help them to keep the environment

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green but still few business organisation are not able to put in to practices in different functional
area of HRM (Popli, 2014) . Green HRM is the use of the HRM policies to promote the sustainable
use of the resources within the organization and more usually help the reason of environment
sustainability (Rani & Mishra , 2014). HR plays vital role in management of people which is regarded
as asset of an organization. The responsibility of the present HR managers is to incorporate the
Green HR Philosophy in organizational objectives. Indeed many business organizations are adopting
an integrated approach to implement Environmental Management programs .But achieving this
integration of HR and Environment Management Involves importantly changing the approach of
some employees themselves to green issues.

The term Sustainability can be defined “as the development that meets the present without
compromising the ability of future generations to meet their needs.” It defined three components
for sustainability development being environmental protection, economic growth, and social equity.
Sustainable development is indeed mostly identified by referring to this creation of a balance
between Profit, Planet, and People. A Sustainable organization contributes economic, social, and
environmental benefits. After including commitment to organizational sustainability vision and
strategy, for seeking all employees’ engagement in environmental issues, maintaining the motivation
and facing inevitable challenges are necessary to be done (Malt Bolch ,2008).

Objectives of the Study

i) To find out the various green HR initiatives taken by the business organizations; and
ii) To study the relationship between Green HRM practices and Organisational sustainability.

2. Significance of the Study

Green human resource practices transform aspiration and good intension in to everyday
behaviour and attitudes of the employees in the business organisation and it promote the green
staffing procedure to promote the green human resource practices across the world. Green staffing
involved hiring of individual with organisational sustainability and high technical and management
skill with good knowledge of environmental issue that create awareness among the another
employees it transform the normal employee in to the green employee by providing them training
that promote the morale and the attitude of the employees toward the benefit of the individual,
society, organization and environment sustainability (Sharma & Gupta, 2009). In green staffing, job
analysis procedure generally focus on environmental aspect such as environmental reporting duties
and responsibilities; identification and influencing of candidates with environment management
related experience; environment centred testing and interviewing technique that enables managers
in identifying candidates that fit for the environment centred jobs (Renwick et al.,2008). Such
practice will ensure that the selected candidates should posses’ personality and attitudes attributes
toward the reducing waste, show creativity and innovative idea for the environment sustainability.
According to Sharma and Gupta (2009), environment management as an element of Green HRM,
training and development should focus on development of employee’s skill, knowledge, attitudes
and behaviour about environment conservation and environment initiatives. The activities should
include training people working method in how to conserve energy, reduce waste, create
environmental awareness and provide opportunity to engage employee in solving environment

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problem. It will also enhance the ability of the employee to develop proactive attitudes towards
organisational sustainability (Carter & Dresner, 2001).

There is an argument that the support of top management, environment training and
development, team work, employee’s empowerment and reward system are the essence for
carrying out environment management activities successfully (Daily & Huang, 2001). An important
way in which employee involvement and participation can be encourage within to seek
entrepreneur within the business organisation who are socially or ecologically oriented known as
eco entrepreneur. The Green HRM practices will become important driver for environment
sustainability within the organisation by aligning its practices and policies with organisational
sustainability goal reflecting towards eco-focus (Jain, 2015).

3. Dimensions of Green HRM

Green HRM includes all the function pertaining to reduce the carbon footprints through all
the function of human resource management ranging from the green Job design and analysis, Green
human resource planning, Green recruitment, Green selection, Green induction, Green training and
development, Green performance evaluation, Green reward management, Green health and safety
management, Green employee discipline management and Green employee relation Opatha and
Arulrajah (2014). People are the brand ambassador of their respective organization and so every
employee of the organisation is sponsor for organizational sustainability practices. Green HR is a
process where environment friendly HR policies are executed leading to cost effective leadership
and high level of employee involvement for the promotion of organizational sustainability.

Job Description and

Analysis
Employee Participation in
Green HR Initiatives

Dimension of
Performance Evaluation
Green HRM Recruitment and Selection
and Compensation
Management

Training and Development

Source: Compiled by researcher

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i. Job Description and Analysis: Job description is detailed study of job which includes
organizational and environment sustainability related task, duties, and responsibilities (Wehrmeyer,
1996 ; Renwick et al, 2008 and 2013). These days some business organisations have incorporated
environmental and social tasks, duties, and responsibilities as far as possible in each job in order to
protect the organisational as well as environmental sustainability. In some business organisation
have each job description includes at least one duty related to organisational and environmental
sustainability and also specifically includes environmental responsibilities whenever applicable. Job
descriptions and person (job) specifications may include environmental, social, personal, and
technical requirements of the organizations as far as possible.

ii. Recruitment and selection: To accomplish the paper free recruitment process through
digital method like online application form, online interviews or telephonic interview are conducted
to reduce the waste of paper, fuel consumption and interview travel. This practices decrease the
rate of environmental degradation. Recruitment practices can help to improve environmental
sustainability by ensuring that environmental culture and values are very well clear to the new
recruits employees. Surveys show that job applicants are very conscious about the organization's
environmental sustainability practices (Wehrmeyer, 1996 and Stringer, 2009). When making
selection for the job vacancies in some business organisation considers candidates who have
knowledge about preservation and conservation of natural resources for promoting environmental
sustainability. When interviewing candidates for selection, environmental-related questions are
asked by that business organization (Crosbie and Knight, 1995; Wehrmeyer, 1996; North, 1997;
Revill, 2000). These are some of the good green selection practices in any organization can adopt to
select environmental friendly people in addition to the normal selection criteria relating to the
specific duties and responsibilities of the job being concerned by the business organisation.

iii. Training and Development: Training program can teach employees about green
initiatives undertaken by the company like minimizing the emission of greenhouse gases etc.
Providing environmental training to the organizational members to develop required technical and
management skill to preservation, conservation of natural resources and promote environmental
sustainability (Cook and Seith, 1992). Creating environmental awareness among all the employees
by conducting seminars conference and workshops at organizational level is also important to
achieve organizational sustainability. Environmental related education, training, and development
are key areas of green HRM in an organization. Without proper education, training, and
development, materializing targeted environmental performance of the business organisation is very
difficult to achieve. Therefore, it seems that certain business organisation have actually realized the
importance of green education, training, and development for organizational as well as environment
sustainability in their organization. (Jackson et al, 2011).

iv. Performance Evaluation and Compensation Management: Measuring the

environmental performance of the employee in an organization is very difficult task. A Performance
evaluation system to supplement green HR practices required to develop environmental
performance standards. This can be initiated by linking performance evaluation to the duties and
responsibilities of the job description in the business organization to achieve the target of green
goal. Measuring employee green performance of the job is one of the key functions in green HRM.
Evaluation of green performance of employee must be done separately as a part of the performance
evaluation system of the organization (Renwick et al, 2008; Renwick et al, (2013). Monetary- based

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and nonmonetary based rewards can be used for achievements of organizational sustainability in
the business organization. Monetary-based rewards for contributions in environment sustainability
can be allocated in the forms of increasing salary, bonuses, and cash incentives while non-monetary
rewards may include special leave, gifts to employees, and their family members. The organizational
sustainability of organizations is highly dependent on the green reward management practices of the
business organizations (Renwick et al, 2008). Providing incentives to encourage the employees of
the organization to recycling and waste management, supporting flexible schedules and
telecommuting, and reducing long-distance business travel can also be considered as green reward
management practices in the business organisation (Jackson et al, 2011).

v. Employee Participation in Green HR Initiatives: It include employee involvement

and participation in green suggestion schemes and problem-solving circles, employees
independence to form and experiment with green ideas, integrating employee involvement and
participation into maintenance employee help-line for guidance in green initiatives steps, tailoring
green employee involvement schemes to organisational standards, increasing supervisory support
behaviours in environmental management, aspects (Renwick et al, 2008 and 2013). Every company
is a mixture of employees with different characteristics, interests, Perspectives and due to this they
follow the different practices in their everyday life which have different effects on the environment
sustainability (Reusswig, 1994; Soderholm, 2010). Some followed the practices that cause the
degradation of environment sustainability and some organization followed the environmentally
friendly HR practices in both the life sphere. It is to be recognized that employees who are energetic,
vigorously involved in environmental sustainability initiatives may play a vital role in arriving at more
effective environmental strategies’ to be implemented for preservation, conservation of natural
resources and promote organizational as well as environmental sustainability (Cherian and Jacob,
2012).

4. Relationship of Green HRM with Organizational Sustainability

Adopting organization sustainability with specific employee job roles and descriptions
enables organization to bring environmental strategies into daily development and production in
such a way in which waste are reduce and managed, and all employees know how their own task
and functions can promotes sustainable use of resources to promotes organizational sustainability
(Van Veslor and Quinn 2012). Performance accountability forces organizations to monitor high–level
standards set by top managements and provide sustainable working process and standards for each
goal of the business organization (Crawford & Scaletta, 2005). In a study of Mesmer-Magnus et al.
(2012) discussed that business organization can reach organizational sustainability and
environmental sustainability simultaneously when all sides (individual, employees, organization) are
committed. Hansla et al. (2008) believed that awareness about environmental issues and
individuals’ attitudes and behaviors has play an important role for pro-environmental actions and
lack of awareness brings barriers and difficulties towards pro-environmental attitudes and behaviors
for organizational sustainability. Hines et al (1987) represented that between Knowledge and high
level awareness about environmental knowledge has more significant role for leading to pro-
environmental attitudes and behavior and helps employees setting their behavioral prioritize based
on their effectiveness and environmental values to the organization.

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Riketta and Dick (2005) discussed about an important predictor for employee commitment
to organization. If the turnover is low then the organizational commitment is high, employee do not
search for new job and leave the organization with low turnover, company will not invest on training
to train new employees since existing employees will coach them and preserve and conserve the
organization’s culture, values, and competitiveness (Saks et al., 2007). In sum, it is obvious that
employees are committed to their organization they will take actions for organizational sustainability
initiatives (corporate social responsibility initiatives, environmental sustainability programs, etc.) to
enhance organizational reputation and performances (Rettab et al., 2009).

There are different levels of engagement to environment sustainability (D’Mello et al.,

2011). Dimensions can be used in order to define the degree of engagement: (1) environmental
sustainability initiatives, and (2) incorporation of environmental sustainability goals with
organization’s goals, operations, and functions as an explicit recognition. When employees perceive
the organizational commitment to the sustainability, organizational commitment will increase. Also,
it can shape trust to management (McWilliams & Siegel, 2001; D’Mello et al., 2011; Mesmer-
Magnus et al., 2012). Commitment is the bond employee experiences with their organization
broadly speaking employee who are committed to their organization generally feel that they fit in
and feel they understand the environmental goal of the organization. The added value of such
employee is that they tend to be a more determined in their work show relatively high productivity
and are more proactive in offering their support toward organizational sustainability. With
employees committed to the organization, which are passionate about their job, the bridge
connecting organizational sustainability to environmental sustainability (Mesmer-Magnus et al.,
2012).

5. Proposed Model

Green HR primarily focused on preservation, conservation of natural resources and

promotes organizational as well as environmental sustainability through reducing and eliminating
environmental waste, and revamping HR products, tools, and procedures resulting in greater
efficiency and lower costs. The results included car pooling, job sharing, teleconferencing, online
interviews, recycling, and telecommuting, online training, and developing more energy efficient
office spaces. With society becoming more environmentally conscious, businesses are starting to
incorporate green initiatives into their everyday work environment Renwick, Redman, and
Maguire‟s (2008). Environment friendly HR initiatives resulting in greater efficiencies, lower costs
and create an atmosphere of better employee engagement in the organisation, which helps
organizations to operate green HR initiatives to promote sustainable use of resources within the
organisation for environment sustainability Renwick, Redman, and Maguires (2008) .This study will
explore the construct organizational environment sustainability based on the concept proposed by
Ozen and Kusku (2008) which consists of regulative, normative and cognitive as consequences of
implementation of environment management system and development of green assessment based
HR interventions. Based on the literature reviews, this study proposed the following structure of
green HRM and organizational sustainability.

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Proposed Model of Green HRM and Organizational Sustainability

Management Review Environment Management

System

Checking and Corrective Action

Implementation and Operation

Policy

Top Management Support

Job Description and Analysis

Regulative
Recruitment and Selection
Assessment Based Organizational
Environment Normative
Green Dimension
Citizenship
Training and
Conclusions Development
and Practical Implications Cognitive

Performance evaluation and

compensation management
Green Relational
Employees Participation in Capital
Green HR Initiatives Green Intellectual Green Social Capital
capital
Green HR Capital

Conclusion and Implications:

Source: Adapted from 2011 International Conference on Sociality and Economics Development, Singapore.

6. Conclusions and Implications

It has been found that organization have been implementing a number of Green HRM
initiatives to promotes sustainability. However, more serious approach needs to be taken to
implement them, communicate them to the employees, and encourage employees and all
stakeholders to adhere to such green initiatives, and reward them adequately. Also it is imperative
to include the green HRM policy into various HRM functions, such as, recruitment and selection,
training and development, performance and compensation management, employee’s participation
in green HR initiatives. The study also indicates that, employee involvement and participation would

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play an important role in promoting organizational sustainability by focusing on waste management,

recycling, maintaining health and safety standards, implementing learning from training modules,
and promoting environment friendly organizational culture. By doing so, organizations would
indirectly add value to their organization branding thereby paving the way for a cleaner, safer, and
more eco-friendly working environment for the employees and the company stakeholders.

The employers and practitioners can establish the usefulness of linking employee
involvement and participation in environmental management programmes to promote
organizational sustainability with a specific focus on waste management recycling, creating green
products. Unions and employees can help employers to adopt Green HRM policies and practices that
help safeguard and enhance worker health, safety, and well-being. The paper focuses on the
involvement of HR in green initiative activities and sustainability. The study indicates that HR is
involved in engaging the employees for implementing the Green HR initiatives. It creates a sense of
morale and loyalty among the employees towards the organization sustainability which has also
helped in employee recruitment and retention. When organization are able to reduce their cost and
Increase their profitability via green HRM. The future of Green HRM appears more promising in near
future with the involvement of employees, management and stakeholders. The research related to
this topic is less as far as Indian business organizations are concerned academics can contribute by
carrying further research on this topic.

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