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Introducing a Green Agile Workforce

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http://www.jscdss.com Journal of Soft Computing and Decision
Vol.8 No.1 February 2021: 18-24
Article history: Support Systems
Accepted 14 January 2021
Published online 14 January 2021

E-ISSN: 2289-8603

Introducing a Green Agile Workforce

Somaieh Alavi a,*, Seyedmehdi Mirmohammadsadeghi a
a
Department of Industrial Engineering, Faculty of Engineering, Shahid Ashrafi Esfahani University, Isfahan, Iran

* Corresponding author email address: somayeh_alavi61@yahoo.com

Abstract

Nowadays, with the increase in business complexity of and competition, organizations are looking to agility of business. In addition, the
increasing negative effects of environmental damages on human quality of life have led organizations to pay special attention to
environmental issues in addition to agility. The prerequisite for achieving organizational agility with an emphasis on achieving
environmental standards is the presence of the green agile workforce that besides enjoying agility characteristics, has environmental
concerns. The present study attempts to introduce the green agile workforce‟ behaviors.

Keywords: Agile Workforce, Green Workforce, Green agile workforce

1. Introduction negative impacts of these behaviors on natural ecosystems

Organizations and individuals are experiencing new
phenomena and events whose roots may have been root
years ago. The introduction of IT in every field, the need
for speed of operation and responsiveness to customers and
the ever-changing market and consumer needs, the need for
more flexibility in organizations, the production, the move
to networking in the physical virtual domains, and removal
of wastes are the most important new developments and
approaches in the field of organizational administration is
that in the last two decades organizations have become
familiar with the paradigm of agility for achieving
organizational evolution and meet the need.
Literature shows different aspects of the principles of
agile manufacturing. People are considered by all agile
manufacturing models conventionally, indicating the
significance of workforce agility (Alavi & Wahab, 2013).
However, little empirical research on the green agile
workforce has been conducted (Sherehiy, Karwowski, &
Layer, 2007). The variations in the manufacturing
paradigm from mass production to agile manufacturing
needs a new business approach for engendering behavioral
and attitudinal variations in the workforce (Alavi, Abd.
Wahab, Muhamad, & Arbab Shirani, 2014; Triki,
Mirmohammadsadeghi, & Piya, 2017).
Moreover, increasing community development has led
to overusing natural resources, environmental degradation,
and diverse pollutants, threatening sustainable development
(Asadi et al., 2020; Nilashi, Rupani, et al., 2019).
Therefore, it is essential that organizations as the largest
community members recognize the effects of their
behaviors on the environment and take action to reduce the
(Asadi et al., 2019; Asadi & Saedi, 2016). In this regard,
the green agile workforce management is a powerful tool
that plays the role of human agents. It can help
organizations to fulfill their social responsibilities to protect
the environment (Gunasekaran et al., 2019;
Mirmohammadsadeghi, Ahmed, & Nadirah, 2014).
Therefore, both achieving organizational agility and
respecting environmental principles require a trained
human resource (HR) committed to implementing
environmental principles in addition to being agile. The
workforce with this characteristic is first introduced in this
research as the green agility. The study affects the
enterprises‟ behaviors. When managers are not adequately
well-informed about the agile workforce and its
empowerment, it is hard to convince them to invest in it.
Therefore, the present study examines the research
literature in the field of green agile workforce. Following
are the behavioral characteristics of green agile workforce
and its empowerment.
2. Review of literature
This section seeks to examine the agile workforce as
well as the green workforce.
2.1. Agile workforce
For enterprises to survive, agility is more necessary than
goals and strategies. There are two characteristics for
agility: first, catering to the dynamics and threats through
the best possible way in less time (Sherehiy et al., 2007);
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and second, pinpointing the opportunities and finding the
best attainable way for investing on it at the right time
(Venugopal & Saleeshya, 2019).
A different point of view on the principle of agility is
presented in the literature, agile people. Usually, agile
people have two attitudes: cross training and flexibility
(Patil & Suresh, 2019).
Research shows that for agility the main factors are the
workers, rather than technical ones (McIver, Lengnick-
Hall, & Lengnick-Hall, 2018; Muduli & Pandya, 2018). As
Alavi and Wahab (2013) argued, for a firm to be agile,
technology is not the only factor because workers need to
be trained to employ technology for coping with the
dynamic environment. Thus, if one does not consider
agility of the workforce sufficiently, does not accept agility
of the program or workforce, achieving agility will not be
possible (Doz, 2020; Jones, Chonko, Rangarajan, &
Roberts, 2007; Latash, 2019).
The agile workforce should constantly monitor and
analyze the external and internal environment of the
organization to anticipate and identify the changes,
opportunities, and threats ahead. To find solutions to the
problems, the agile workforce should be able to analyze
and evaluate the information available on changes to reach
solutions to the problems. Solving problems in such
situations requires the ability to perform tasks in new ways,
to innovate and make decisions at the moment, and to solve
complex and new problems. By examining the different
models performed, the most important indicators of
workforce agility measurement by different researchers are
presented in Table 1.
2.2. The concept of green
Green production can minimize waste and pollution in
all manufacturing sectors and promote economic
development and resource conservation (Dalvi-Esfahani et
al., 2020; Nilashi, Mardani, et al., 2019).
The meaning of green in relation to human resource
management (HRM) has a diverse range of senses (Opatha
& Arulrajah, 2014):
i. Protecting the natural environment: Protecting the
natural environment in its original state and
protecting it from damage, destruction, and
negative changes.
ii. Eliminating or minimizing environmental
pollution: a) Preventing water pollution, air
pollution, atmosphere pollution etc. caused by the
release of toxins and waste. It also protects the
environment against emissions that endanger
health of human beings and other creatures; b)
using nature and the environment as little as
possible to preserve it for future generations.
iii. Creating gardens similar to the natural
environment.
The HR is nowadays regarded as an essential pillar of
achieving important organizational goals. It also has a
special status as a resource utilizing other resources,
including natural resources in the environmental
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management system. The combination of HRM with the
concept of green has emerged as the subject of green HRM.
With the increasing number of studies on emerging
organizations, it has become clear that organizations need
support for HR techniques, including training workers,
appraising performance, and assigning rewards for
emerging organizations (Jackson, Renwick, Jabbour, &
Muller-Camen, 2011; Renwick, Redman, & Maguire,
2013). In the same vein, Daily and Huang (2001) argued
that specific support of a HR technique is required in each
of the stages of environmental management system, as well
as the development of products and innovations intended to
have less environmental impact. Jabbour and Santos (2008)
argued that proper HR support for environmental
management demands a HR strategy in the process of
decision-making related to the environmental facets of the
organization (Fallahpour, Olugu, Musa, Khezrimotlagh, &
Wong, 2016).
Green HRM refers to all activities that are used to
develop, implement, and maintain a system that continually
strives to empower employees in an organization
(Arulrajah, Opatha, & Nawaratne, 2015;
Mirmohammadsadeghi & Ahmed, 2015). HRM is the
application of policies for the sustainable application of
resources within organizations and environmental
sustainability(Stahl, Brewster, Collings, & Hajro, 2019).
2.2.1. Analyzing and designing a green profession
Nowadays some organizations have combined
environmental and social duties and responsibilities as
closely as possible with job descriptions. In some
organizations, each job description contains at least one
environmental-related task (Arulrajah et al., 2015).
2.2.2. Green employment
An eco-friendly workforce is needed to implement an
organization-based environmental policy. To create an
environmentally driven workforce, companies have two
options (Arulrajah et al., 2015; Barbieri & Consoli, 2019):
i. Focusing on green employment; and
ii. Providing the required environmental support
through awareness, education, training and
promotion of existing workforce.
The first option is more cost-effective, so it is important
to identify the most important and key activities in green
hiring. The purpose of employment and selection is to
consider potential applicants and employ them in the
organization. Selection process is aimed at selecting the
ideal candidates for a job. Of course, these techniques do
not always help improve the environmental aspects.
2.2.3. Green selection
Some organizations consider environmental concern and
interest as a criterion when selecting individuals for
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vacancies (Arulrajah et al., 2015; Sulich & Rutkowska,
2020). Green selection covers issues such as considering
volunteers‟ environmental concerns as the selection
criteria, including environmental questions in the interview
and selection process, selecting applicants who have had
environmental activities and concerns throughout their
personal lives, and selecting individuals knowledgeable
about environmental issues (Fallahpour, Udoncy Olugu,
Nurmaya Musa, Yew Wong, & Noori, 2017; Renwick et
al., 2013).

Table 1
Workforce agility measurement indicators
Dimension Description Measurement Indicators Behaviors
Proactive Starting activities that have  Predicting issues related to change i. Predicting issues related to changes
Behaviors a positive effect on the  Solving problems ii. Start activities that lead to change-related
changed environment  Tending to improve business processes issues that improve and improve work
 Using new approaches iii. Solving issues related to changes
 Having innovations in solving problems
Adaptive Modifying one‟s or his/her  Learning and accepting new tasks and i. Cultural and personal adjustment
Behaviors colleagues' behaviors to procedures, equipment and technologies ii. Voluntary cooperation
better adapt to the new  Adaptability under uncertainty iii. Learning new tasks and accountability
environment  Cooperation iv. Professional flexibility (the ability to take
 Moving and adapting to different work on multiple roles, easily switch from one
projects role to another, to work simultaneously on
 Continuous improvement of learning and different tasks in different teams, etc.)
training of various staff skills
 Agility in developing new skills and
competencies
 Speed of decision-making
 Teamwork knowledge, negotiation
 Responses to changes
 The multitasking staff
 Flexibility among the staff
 The power-holding staff
 The knowledgeable staff with IT skills
 The multilingual staff
 Knowledgeable, skilled, capable and
competent workforce
Resilient Effective performance  Tending to keep up with changes v. Positive attitude towards change, new
Behaviors under stress in the face of  Performing tasks in difficult and stressful technologies and ideas
environmental changes or conditions vi. Balancing and managing unpredictable
when strategies and  Remaining calm during exposure to harsh and unexpected situations
solutions do not work conditions (resilience) vii. Coping with stress

reward management activity. Green reward management

2.2.4. Green training
Providing environmental training to all members of the
organization to develop the knowledge and skills needed is
an important task for green HRM (Alavi, Wahab, &
Muhamad, 2010; Xie, Zhu, & Qi, 2020). Another green
HRM technique that has attracted much attention from
scientists is environmental education. According to
Suryani, Soedarso et al. (2019) environmental education is
concerned with allowing employees to adopt Ray's
advanced environmental management techniques. The
impacts of environmental authority and environmental
education on employees' perceptions of environmental
efficiency have been analyzed by Daily, Bishop et al.
(2012). These authors have found that environmental
education has a strong impact on environmental
efficiency(Pinzone, Guerci, Lettieri, & Huisingh, 2019).
2.2.5. Performance and reward management
Another task of green HRM is the management of green
rewards. The sustainability of an organization‟s
environmental performance is largely dependent on green
plays an important role in motivating managers and other
employees to participate in the organization's
environmental management initiatives (Arulrajah et al.,
2015). Mandago (2018) stated that rewarding and
evaluating employees appropriately on the basis of the
results of environmental projects (for example, pollution
reduction) are significant for proactivity of corporates.
Besides, HR support is important for environmental
management improvement and environmental innovation
(Massoud, Daily, & Bishop, 2008; Opatha & Arulrajah,
2014).
2.2.6. Green HR planning
Green HR planning involves predicting the number and
type of human resources needed to implement
environmental management measures and programs (ISO
14000, Clean Production, etc.) (Ahmad, 2015).
2.2.7. Green culture
In addition to the traditional HR technique, green HRM
by creating a greener corporate culture (with HR support),

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delegating environmental authority to employees, and
encouraging individuals to form a team work as a way to
address complex environmental challenges. Being a
traditional subject in organizational management,
organizational culture, when integrated with environmental
management, relates to the value of environmental
sustainability which members of an organization share
(Wang, 2019). Environmental authority is of key
importance to ascertain that the staff have the knowledge
and independence to decide on intricate environmental
issues which may arise, and enjoy win-win chances that
may come up with improvements in sustainability.
Environmental teams may be composed of employees from
the same section/area, different sections/areas, or another
company to analyze complicated environmental
management issues and apply a more sophisticated
environmental technique (Roscoe, Subramanian, Jabbour,
& Chong, 2019).
2.2.8. Organizational excellence
It has been a long time since the complete management
and full use of complete management. It seems as though
the life of this knowledge ends today. What we have been
told here is that the vote is endless and that they cannot be
held accountable for the bloody competition in these
organizations and their housing.
The EFQM supports the green workforce by increasing
productivity and efficiency, encouraging creativity for
cleaner production, eliminating waste, recycling waste and
encouraging the development of knowledge and skills
(Aryanasl, Ghodousi, Arjmandi, & Mansouri, 2016).
2.2.9. Green performance evaluation
The employee green performance evaluation is one of
the key tasks of green HRM. Without this technique no
organization can guarantee a realistic environmental
performance in the long run. In order to maintain good
environmental performance, organizations must develop an
environmental management information system and
environmental review (Samad et al., 2020; Tian, Zhang,
Zhou, & Li, 2017) . This system includes deploying
environmental management and environmental audits,
integrating the corporate‟s environmental goals and
objectives with a performance appraisal system, and putting
green standards in employee job performance assessment
(Chen & Pak, 2017; Gupta, Gregg, Manu, Vaidya, & Dixit,
2019).
2.2.10. Green safety and health management
In addition to traditional health and safety management
activities, green safety and health management also covers
aspects of environmental management. The key role of
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green safety and health management is to ensure a green
workplace for all employees (Haslam, O‟Hara, Kazi,
Twumasi, & Haslam, 2016). Green workplaces are
workplaces that are environmentally sensitive, resource
efficient and socially responsible (Arulrajah et al., 2015). It
involves developing environmental measures to reduce
stress and occupational diseases caused by workplace
hazards, formulating and implementing strategies to
maintain an environment conducive to improving employee
health and health(Jackson et al., 2011).
2.2.11. Green discipline management
Green discipline management includes penalties for
failing to meet environmental management goals,
formulating and disseminating environmental laws, and
implementing disciplinary management as a tool of self-
control in environmental activities (Apalia, 2017; Arulrajah
et al., 2015; Tavana, Fallahpour, Di Caprio, & Santos-
Arteaga, 2016). Adoption of penalties for disobeying
environmental management goals is considered a green
discipline management activity (Guo, Ma, Guo, & Zhang,
2014).
2.3. Green agile workforce
Green HRM refers to all the activities involved in
developing and implementing a system that aims to make
employees of an organization green. Green HRM is directly
responsible for creating a green workforce. The a green
workforce is the one that understands and applies green
initiatives and maintains green goals throughout the HRM
process including employment, recruitment, training,
compensation, development and promotion of a corporate‟s
human capital (Charbel José Chiappetta Jabbour & de
Sousa Jabbour, 2016; Masri & Jaaron, 2017; Mousa &
Othman, 2020; Raut, Gardas, Luthra, Narkhede, & Mangla,
2020; Roscoe et al., 2019; Tang, Chen, Jiang, Paillé, & Jia,
2018; Tariq, Jan, & Ahmad, 2016; Yeung, 2013).
Now that responsiveness to change is one of the most
important needs of manufacturing and business
organizations, and to compete in this environment requires
an agile but integral workforce, all aspects of agility must
be considered by these organizations. Besides, nowadays,
attention is paid to competition and profitability as well as
to the environment and avoiding the risks. To this end, the
researchers intend to present the workforce in addition to
being agile and to introduce the agile workforce. The green
agile workforce is the agile one that has environmental
concerns. Table 2 illustrates the green agile workforce
indicators. This index presents green behaviors of the agile
workforce in three forms of proactive, adaptive, and
resilient behaviors.
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Table 2
Indicators presented in green agile workforce
Indicators Definitions Sub-indicators
Green proactive Starting activities that have a 1. Providing ideas or innovations in the business processes of a corporate with a minimum
behaviors positive effect on the environment cost for achieving green purchases, resource replacement, green production, green
packaging, green distribution, green office management, etc.
2. Identifying and predicting green barriers (knowledge, cultural, administrative,
technical, financial, etc. barriers) and resolving green change issues
3. Modifying current green activities consistent with environmental standards
4. Forecasting future environmental changes
5. Predict the future status of the active industry from an environmental perspective
6. Providing ideas (sometimes inventions) for new environmental technologies
Green adaptive Modifying one‟s or his/her 1. Being interested in learning new tasks based on green principles
behaviors colleagues' behavior to better 2. Being interested in attending green training courses and striving to learn and acquire
adapt to the green environment skills in environmental issues
3. Being interested in participating in the implementation of green principles in the
organization
4. Having ability to identify environmental issues
5. Responding to known environmental problems and issues
6. Rapidly adapting to new conditions and work processes due to the alignment of the
corporate with environmental principles (green professional flexibility)
7. Disseminating knowledge and information to colleagues about environmental issues
and principles in their job duties
8. Following up on environmental news and issues
9. Being interested in working with new technologies in line with environmental
principles
10. Adapting to colleagues and resolving disagreements regarding corporate
environmental issues (cultural adaptation with greening)
Green resilient Effective performance under 1. Overcoming the stresses caused by changes in business processes in order to achieve
behaviors stress in the presence of green environmental principles
environmental changes or when 2. Overcoming the stresses caused by changes in job duties and new guidelines for
strategies and solutions do not achieving environmental principles
work 3. Balancing and managing unpredictable and unexpected situations consistent with
becoming green
4. Overcoming the stresses of diseases caused by environmental pollution
5. Overcoming the stresses caused by learning knowledge and acquiring new
environmental skills
6. Committing to environmental and community issues
7. Having positive attitudes towards green changes
8. Not complaining about changes in processes consistent with greening

3. Conclusion
A green agile corporate should enjoy a green agile
workforce. A green agile workforce is not predefined; it has
to be developed and planned. A green agile workforce is
the one that can be reconfigured quickly in response to
changes in conditions with emphasizing the green
environment as the green workforce quickly adopts new
roles and responsibilities at high levels of performance.
In this research, the activities of the green agile
workforce were first extracted based on the existing
literature. Then, according to the obtained components, a
green agile workforce was defined as the innovation of the
present study. Finally, the green agile workforce
empowerments were introduced. The following is a
suggestion for future research: 1) Prioritizing the green
agile workforce empowerment, and 2) Investigating the
effect of green agile workforce on supply chain
sustainability.
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