An Analysis of Employee Awareness on Green Human

Resource Management Practices: Evidence from

Bangladesh

Literature review

The pioneering work of Milliman and Clair (1996) involved the initial proposition of
investigating the significant impact of Human Resource Management (HRM) on environmental
management. A model of Environmental Human Resource Management (HRM) was
constructed. The procedures encompass four primary steps. Initially, a corporation necessitates
and the organization utilizes an environmental vision as a framework for formulating its strategic
approach. Secondly, it is imperative that staff undergo comprehensive training in order to get a
deep understanding of the organization's operations and objectives. The philosophy of
environmental vision can be understood by examining its goals and objectives. The concept of
strategy is a fundamental aspect in various academic disciplines and fields of study. Furthermore,
it is imperative to assess the environmental performance of employees through the utilization of
a suitable assessment system that aligns with the aforementioned objectives. In this context, the
identification of pro-environmental initiatives implemented within the workplace is being
acknowledged. Renwick et al. (2013) provided a comprehensive summary of the three
fundamental elements pertaining to the human resources (HR) facets of environmental
management (EM). The initial fundamental element pertains to the cultivation of
environmentally-friendly skills and encompasses activities such as the careful selection,
recruitment, training, and advancement of individuals with environmental expertise.
Additionally, it involves the promotion of environmental consciousness and the adoption of
sustainable practices.

The concept of leadership is a fundamental aspect within organizational and societal contexts. It
encompasses the ability The second fundamental element is associated with the motivation of
environmentally conscious employees and its implications on performance evaluation. The
concept of rewards. The third fundamental element is associated with the promotion of employee
engagement and the suggestion of valuing their contributions. The concept of tacit knowledge,
the act of empowering individuals, and the process of establishing a conducive environment. The
concept of a green organizational culture refers to the values, beliefs, and practices inside an
organization that prioritize environmental sustainability and responsibility.

Impact of Green Human Resource Management (GHRM) practices in

Garment industry: Bangladesh Perspective
Literature Review

The theories of GHRM are frequently employed as a conceptual framework to examine the
influence of human resource management practices on organizational performance in empirical
research. In his book, Wehrmeyer (1996) examines the interrelationship among environmental
management and human resource management. Our study reveals the impact of environmental
issues on the working environment, employee well-being, and productivity. The concept of
productivity refers to the measure of output or efficiency in relation to the resources utilized.
Both Renwick et al. (2008) and Muller- Carmen et al. (2010) dedicate significant portions of
their studies to discussing the Company's environmental management. They detail the HRM
process of the firm in order to implement green HRM in each distinct area, such as recruiting,
choosing, training and development, performance management and assessment, incentives and
recognition, etc. (Milon, 2019). In his post from 2013, Jabbour talked on the importance of
environmental protection and the efforts that may be taken in the business world to reduce
pollution. The protection of the environment from pollution and waste of environmental welfare
resources through the application of various policies on human resource management that he
formulates.
Opatha and Arulrajah's (2014) key focus and presented some comment regarding green
employee was Organizational environmental culture. What kinds of green labor can employees
do and how? This article demonstrated how to foster and maintain eco-savvy staff members,
allowing them to give their whole attention to complying with green HRM regulations.

The impact of green human resource management practices on sustainable performance in

healthcare organisations: a conceptual framework

Literature Review

Globally responsible management (GHRM) is an emerging management approach that merges

environmental management (EM) and sustainable performance to boost business results (Al
Kerdawy, 2018). Corporate efforts to improve sustainable performance while lessening their
adverse ecological impacts are among today's most pressing managerial obstacles (Ahmad, 2015;
Opatha and Arulrajah, 2014; Mancha and Yoder, 2015; IPCC, 2014). Human resource
management literature, on the other hand, argues that HRM practices affect organizational
performance by shaping employees' beliefs and behaviors at work (Dumont et al., 2017).
According to Jackson et al. (2014), GHRM is an issue that needs to be taken into account when
thinking about how HRM systems develop, are implemented, and have an effect on the world
around them. Reviewing the current literature on GHRM, Renwick et al. (2013) and Nejati et al.
(2017) found that several empirical studies advocated for the implementation of an ensemble of
GHRM practices (the so-called 'GHRM bundle') instead of individual operations with the goal to
enhance environmental performance (EP) by spreading environmental principles and values
throughout an organization. This research considers the GHRM bundle as a unified collection of
HR practices to investigate its impact on healthcare organizations' efficiency and effectiveness.
The GHRM package and its constituent procedures are defined and described in Table 1.

Promoting employee's proenvironmental behavior through green human resource management

practices

Literature Review

Since the turn of the 2000, businesses have taken measures "that went beyond pollution
preventing and the reduction of environmental harm" (Renwick, Redman, & Maguire, 2013) in
an effort to improve their environmental footprint. The modern method also emphasizes the
merging of corporate and environmental objectives (Renwick et al., 2013). The pressure is on for
businesses to improve their environmental and social performance (Ardito & Dangelico, 2018).
Human resource management (HRM) and environmental management (EM) are inextricably
intertwined because employees are the organization's vitality and a key to its successful
integration with ERM (Jabbour, de Sousa Jabbour, Govindan, Teixeira, & de Souza Freitas,
2013). Green HRM, or "HRM aspects of green management," encourages environmentally
conscious conduct among employees in response to the growing worldwide awareness of the
planet's health (Renwick et al., 2013, p. 1). Renwick et al. (2013) describe green HRM as "HRM
activities, which improve beneficial environmental outcomes" (p. 4).

Human resource management is able to quantify and affect changes in employees' environmental
behavior, attitudes, knowledge, and motivation. HRM can thus be used by businesses to
efficiently roll out and enforce policies that are good for the planet (Guziana & Dobers, 2013;
Jabbour et al., 2013). Management's dedication, organizational and supervisory support, HR
procedures, and general creativity and innovation are all required to inspire proenvironmental
behaviors (Provasnek, Sentic, & Schmid, 2017; Sugita & Takahashi, 2015). The term "green
HRM" was coined by Tang, Chen, Jiang, Paillé, and Jia (2018) to describe HRM practices that
aim to encourage environmentally friendly resource use, thereby bolstering environmental
performance and raising employees' awareness of and engagement with environmental
management issues.

Green Human Resource Management: Policies and practices

Literature Review

According to the existing literature in the HR profession on the topic of sustainability, a growing
number of HR executives are interested in adapting their company to become an industry leader
in environmental protection. Extensive empirical research (Iraldo, Testa, & Frey, Citation2009;
Yang, Lin, Chan, & Sheu, Citation2010) demonstrates the impact of environment management
methods on organizational performance across a variety of dimensions. It is crucial to recognize
with the backing of human resource management techniques, as the literature has highlighted the
adoption of environmental practices as a fundamental objective of organizational functioning.
According to (Cherian & Jacob, Citation2012, page 25). According to Haden, Oyler, and
Humphrey (Citation2009), a successful environment management system is the outcome of the
integration of environmental aims and strategies with the strategic development goals of a
corporation. It has been shown that by embracing green practices, corporations may profit more
than previously (Murari & Bhandari, Citation2011), therefore it is necessary for enterprises to
strike a balance between industrial expansion and environmental preservation. Harmon,
Fairfield, and Wirtenberg (2010) note that the Human Resources department of a corporation is
crucial in developing a culture of sustainability. Companies are more likely to embrace EMS and
related policies the more strongly they believe in the value of green human resources
(Bohdanowicz, Zientara, & Novotna, Citation2011).

Green human resource management practices: scale development and validity

Literature Review

It has been suggested that GHRM can be quantified by taking into account the many dimensions
that make up this phenomenon (see, for example, Renwick, Redman, and Maguire 2013).
Training, teamwork, appraising environmental goals, non-monetary rewards, and organizational
cultures have all been cited as means of improving environmental performance by, for instance,
Jabbour, Santos, and Nagano (2008). Researchers that examine GHRM in light of its complexity
must account for its many interconnected dimensions. Environmental vision, training, evaluation
of employee environmental performance, and incentive programs are all suggested by Milliman
and Clair (1996) as necessary components of GHRM. The components of GHRM, according to
Renwick, Redman, and Maguire (2013), include personnel selection, recruitment, training, and
the expansion of environmental literacy. Despite the variety of perspectives, the majority of
research agrees that GHRM practices consist of things like hiring and firing, education and
development, evaluation and compensation (see, for example, Jabbour, Santos, and Nagano
2010; Jackson et al. 2011; Renwick, Redman, and Maguire 2013; Zibbaras and Coan 2015).

Recruiting and retaining employees that care about environmental issues is possible (Jabbour,
Santos, & Nagano, 2008). Many GHRM practitioners (e.g. Ahmand 2015; Jackson et al. 2011)
recognize the value of green hiring and selection (GRS) approaches. We outline GRS in the three
dimensions of candidates' green awareness, green employer branding, and green criteria to attract
candidates based on prior studies (e.g. Renwick, Redman, and Maguire 2013).

The impact of green human resource management and green supply chain management practices
on sustainable performance: An empirical study

Literature Review
Human resource management (HRM) practices support the adoption and maintenance of an
environmental management system, helping an organization achieve higher environmental
performance (EP) (Jabbour and Santos, 2008b), hence it is important to keep environmental
considerations in mind at every stage of HRM tasks. When it comes to effectively spreading and
greening businesses, GHRM is crucial (Nejati et al., 2017). GHRM is an important part of
business management since, in addition to helping the planet, being green boosts a company's
marketability and helps it keep its best employees (Patel, 2014). The HRM literature that came
before (Combs et al., 2006) mostly focused on the impact of separate HRM practices on business
performance. It was hypothesized by Renwick et al. (2013) that if GHRM practices were adopted
together, they would have a more significant impact on both environmental and organizational
performance.

In keeping with this point of view, the focus of recent GHRM literature has been on how GHRM
practices affect the performance of organizations as a whole (Longoni et al., 2016; Renwick et
al., 2013). According to Russo and Fouts (1997), the RBV can be used to categorize the many
types of resources that businesses employ. It is thought that this will have an effect on an
organization's economic performance (Ec.P) for the better as a result (Solovida et al., 2017).
Therefore, businesses can improve their EP in the long-term by familiarizing themselves with
GHRM practices (Arulrajah et al., 2015).

The effect of green human resource management on hotel employees’ ecofriendly behavior and
environmental performance

Literature Review

"Green human resource management" (or "environmental human resource management") is a

term coined by academics to describe HRM's integration with environmental management
(Renwick et al., 2013). The term "green human resource management" (GHRM) is used
throughout this analysis. "Human resource management in the context of environmental
management is what's meant by "GHRM" (Renwick et al., 2013). Academics have formulated
detailed strategies for enacting eco-friendly HRM policies. Milliman and Clair (1996) proposed
the following steps for an environmental HRM model: (1) establish an overarching
environmental vision; (2) educate workers on the importance of working toward that vision; (3)
assess workers' environmental performance; and (4) reward workers for their efforts to improve
the environment. In a similar vein, Daily and Huang (2001) proposed a conceptual framework
for incorporating human resource components into EMAS. The proposed model for
environmental HR contained the following key components: (1) the backing of senior
executives; (2) training; (3) empowerment; and (4) rewards. The company's leadership
disseminates its environmental strategy and plan to its workforce. Employees are more likely to
participate in environmental activities if they feel empowered, and training increases their
understanding of new environmental practices. Employees can be encouraged to be more
environmentally conscious through the use of incentives. The human resources (HR) perspective
of environmental management has also been categorized by Renwick et al. (2013). In the first
place, green talent acquisition, selection, training, and management are all aspects of GHRM.
Second, GHRM is concerned with green employee motivation through measuring and rewarding
green performance. Third, GHRM is associated with creating an eco-friendly corporate culture
and encouraging employee participation.