2020 Second International Sustainability and Resilience Conference: Technology and Innovation in Building
Designs
Impact of Green Human Resource
Management (GHRM) Practices on
2020 Second International Sustainability and Resilience Conference: Technology and Innovation in Building Designs | 978-1-7281-9130-0/20/$31.00 ©2020 IEEE | DOI: 10.1109/IEEECONF51154.2020.9319956
Organizational Performance
Dr. Naglaa Fathy El Dessouky
Sadat Academy of Management
Sciences, Egypt
currently affiliated with University of
Bahrain, Bahrain
neldesouky@uob.edu.bh
Abstract— The aim of the paper is to study the impact of
Green Human Resource Management (GHRM) practices on
organizational performance.
This study has selected a descriptive research design. The data
was collected by using a structured questionnaire, Likert Scale
(rating scale of 5 points). The population includes all employees
across (top-level management, middle-level management, the
lower-level management) working in the private drilling
company in Bahrain. A sample random sampling method was
used to select the respondents of the survey. Word, Excel, and
SPSS were used to form the survey and analyze the collected
data. The results of the study show that Green HRM Practices
have a positive relationship with organizational performance.
Also, the study shows that Employee awareness moderate the
relationship between Green HRM practices and
Organizational Performance.
To date, this the first work related to Green HRM in Bahrain
and GCC with empirical evidence from a private drilling
company in the oil sector in Bahrain.
Keywords-- Green Human Resource Management (GHRM),
Organizational performance, Kingdom of Bahrain, GCC
companies, Environment Management
I. INTRODUCTION
The human resource management in the organizations needs
to develop specific rules and policies for the benefit of the
organization and managing the employees (Noe, Hollenbeck,
Gerhart, et al., 2017). One of the developing systems and
practices for upgrading environmental sustainability is the
concept of Green Human Resource Management (GHRM).
Tang, Chen, Jiang, et al., (2018) defined GHRM as the
multiple policies and practices which drive green behaviors
within the companies and their employees, which in turn
creates an environmentally sensitive, resource-efficient, and
socially responsible workplace. According to Saeed, Afsar,
Hafeez, Khan, et al., (2019) GHRM is the practice that
enables the employees to support the sustainable practices,
the increment of employee awareness and at the same time
issuance of commitments on sustainability. Actually, looking
at how the concept of GHRM has been explored, there is a
clear and notable absence of adopting and insufficient of
implementing the GHRM practices model in the private
drilling companies in Bahrain since the concept is still a new
phenomenon to drilling companies and to the entire of HRM.
The oil industry in Bahrain is the largest in the country
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978-1-7281-9130-0/20/$31.00 ©2020
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University.
Hakeem Omar Alquaiti
M.Sc in HRM in University of Bahrain,
Bahrain
20042692@stu.uob.edu.bh
(Kreishan, Elseoud, & Selim, 2018), where the lack of
implementing the green practice in human resource
management in the drilling company and oil industry is
visible. The primary aim of this research is to study the
relationship between green human resource management
practices and the organizational performance, as well as to
study if the awareness about GHRM moderates the
relationship between Green HRM Practices and
organizational performance respectively.
II. LITERATURE REVIEW
A. Green Recruitment and Selection (GRS)
Zhang, Luo, Zhang, et al., (2019) refers to the GRS as the
development where the employees are recruited and selected
based on behaviors, knowledge, and skills of environment
management systems in the organization. Paillé, (2019)
stated that the GRS of the applicants is made via online
mediums like e-mail, telephonic rounds, and video
conferencing to minimize the harmful effects on the
environment.
B. Green Training and Development (GTD)
The GTD encourage the workers to find out vast
opportunities in their job and help the companies to become
more sustainable (Obeidat, Al Bakri and Elbanna, 2020). The
training and development that is incorporated will enable the
employees to embrace different methods of conservation and
focus on waste management within the periphery of the
organizations (Tuul & Bing, 2020).
C. Green Performance and Appraisal (GPA)
GPA is the measurement and action that triggers the
employee's capabilities within the organization to enhance
their competencies in order to achieve green goals and targets
in a superior way (Ren, Tang, & Jackson, 2018). Paillé &
Valéau, (2020). Gupta (2018), Longoni et al. (2018)
suggested monitoring polices to evaluate the performance of
the employees in the organization in terms of the
environmental goals. According to Aragão & Jabbour,
(2017), the job descriptions set by the organizations ought to
be lined up with green assignments and objectives that need
to be accomplished.
 2020 Second International Sustainability and Resilience Conference: Technology and Innovation in Building
Designs

D. Green Employee Relations (GER) III. METHODOLOGY

Gupta (2018) indicated that the HRM system should aim to Design, Data Collection and Sample Selection Method,
allow the employee and provide them with opportunities to Target Population Data Analysis Techniques
participate in environmental initiatives and activities. HRM
A survey research design is selected to provide transparency
engages the employees and preaches about the ways to
conserve the environment from the harmful hazards (Stahl, (Aquino, Lee, Spawn & Bishop-Royse, 2018). The
Brewster, Collings, et al., 2020). descriptive research design will be implemented in this study
because it is suitable and efficient to analyze the non-
E. Green Compensation and Rewards (GCR)
qualified topics and issues. In this study, the data was
GCR is awarded to the employees so that they build
primarily collected by using a structured questionnaire
sustainable oil companies and strategic sustainability goals
are emulated and accomplished (Chaudhary, 2020). They depending on the Likert Scale (rating scale of 5 points). The
also provide spacious motivation to the employees and directs survey included information about the respondents, and the
the employees to achieve maximum productivity and this in other parts will cover each of the dependent, moderator, and
turn also enables the organizations to reach maximum goals independent variables. A total of 800 employees including
with great efficiencies and effectiveness (Shahriari, (top-level management, middle-level management, the
Hassanpoor, Navehebrahim, et al., 2019). A monetary, non- lower-level management) are working in the private drilling
monetary reward, positive rewards, etc was suggested by
company in Bahrain. Around 222 surveys were circulated
(Masri and Jaaron, 2017; Gupta 2018) for those who
contribute to environment goals. online to different employees. A sample random sampling
method was used to select the respondents of the survey.
F. Awareness about GHRM
However, a total of 176 surveys was filled precisely and
The staff of the organization should be aware of GHRM and accurately while the remaining were almost uncompleted. In
have solid know-how of it about both understanding and
this study, word, Excel, and SPSS were used to create the
implementation (Nagarajan, 2020). Masri and Jaaron (2017)
argue another way of enhancing the awareness among the questionnaire, coding, and analyze the collected data.
employees about achieving the green goals of the
organization is by setting up the individual objectives of them
IV. THEORETICAL FRAMEWORK
this initiates and triggers the importance of green goals.
G. Organizational Performance (OP) 1-Green Recruitment and H1
According to Rawashdeh (2018), organizational performance Selection 1-Environmental
is defined as all outcomes of the company which has come 2-Green Training and Management
Development Awareness
through practicing the different activities. Companies should 2-Organizational
3-Green Performance Strategies
complete their tasks according to the environmental-friendly
management and
manner (Yu, Chavez, Feng, Wong, and Fynes, 2020). Appraisal H2
H. Environmental Management (EM)) 4-Green Employee
Relations
According to Mitchell (2018), environmental management is 5-Green Compensation
defined as the extent to which organizations are concerned
about protecting the environment. EM should take into
consideration all strategies that do not deviate from the path Figure (1) Conceptual Framework
of achieving organizational green goals (Tang et al., 2018).
V. DATA ANALYSIS
I. Organizational Strategies (OS)
Table (1) Correlation
Paperless approach, paperless policies’ have significantly
reduced the use of papers in the form of printing, writing, Spearman's rho GRS, GTD, GPA, Sig. (1-tailed)
GCR, GER, OP
copying, and storing and this reduction also led to the
GRS, GTD, GPA, 0.000
culmination of overall costs in the organizations (Jyoti, GCR, GER, OP
2019). **. Correlation is significant at the 0.01 level (1-tailed).
Conservation of Energy, nowadays, modern electrical
appliances like air conditioners, lights, and fans come with The above table result shows that p-value from the Spearman
star rated products. HRM focuses on the use of less energy correlation test between green HRM Practices (GRS, GTD,
consumption in the organizations and for saving the GPA, GCR, GER) and Organizational performance (OP) is
environment to an exceptional level (Ren, Tang & Jackson, (0.000) which is < (0.05), Thus, we conclude that green HRM
2018). Practices have a positively relationship with the
Recycling and Waste Disposal, the reduction of waste in the organizational performance.
organizations promote the 3Rs namely reduce, reuse, and
recycle (Diaz‐Carrion, López‐Fernández & Romero‐
Fernandez, 2018). This, in turn, enables for a better and
cleaner environment along with purified air as less amount of
waste is disposed of (Zaid, Jaaron & Bon, 2018).

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 2020 Second International Sustainability and Resilience Conference: Technology and Innovation in Building
Designs
Table (2) Linear Regression
Model
coeff p training and workshops by the industry experts and
constant .9636 .3531
Green HRM .4954 .0741
Practices (IV)
Awareness (M) .6365 .0111
Integration Term -.0711 .026
Integration term = Green HRM Practices * Awareness
The result of the Moderating variable on the above table
shows that the p- value of the interaction term between
(GHRM and Awareness) is (0.026) which is less than (0.05).
Hence, the result indicates that the awareness moderates the
relationship between GHRM and organizational
performance.
VI. HYPOTHESIS TEST RESULT
H1: Green HRM Practices have a positive relationship with
the organizational performance.
H2: Awareness moderate the relationship between Green
HRM practices and Organizational Performance.
VII. CONCLUSION
In a nutshell, the research concludes that adopting green
human resources management is pivotal for promoting green
organizations and contributing to solving environmental
problems as well. All, green policies, practices strategies
should be integrated and adopted by environmental
management. The results of the study that Green HRM
Practices have a positive relationship with organizational
performance. Also, the study shows that Employee awareness
moderate the relationship between Green HRM practices and
Organizational Performance.
VIII. RECOMMENDATION
1. The organization should incorporate specific
changes in their agendas and strategies of the human
resource to bring the best of out each employee the
main agenda of the organization is to promote the
environmental concern to the employees and adopt
the green practices within the organization.
2. Each employee should have sufficient knowledge,
and the idea about the environment and the present
issues prevailing in the industry, and they should
train their minds to come up with innovative
solutions to solve the problems.
3. To increase the sustainability of the organization,
green human resources management should be
appropriately investigated and develop the Industry
base approach through technological innovation.
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Managers and the leaders should be responsible
enough in motivating the employees of the
organization into a particular direction which is
related to the protection of the environment (Tran,
Pham, Do, & Le, 2020).
4. The organization should arrange weekly or monthly
leaders who have knowledge and skills for
environmental benefits.
5. The organization should replace all the manual
recruitment process, filing of the employees' record
and replace it with all the online mode and virtually.
6. The employees should be provided with the reward,
bonus, monetary incentives in meeting the daily and
the monthly target in following the target and
meeting the organizational environmental
objectives.
7. The green human resource management should also
educate the employees about the external laws,
regulations, environmental protection act and
should evaluate them promptly sustainable
development and renewable energy companies that
practice green management in their activities to
undertake environmentally friendly practices
through their presence in and outside companies,
such as encouraging carpooling and limiting
excessive use of electrical energy, reducing printing
and using both sides of the paper for printing.
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