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GHRM: Motivating Employees towards Organizational Environmental

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MAGNT Research Report (ISSN. 1444- Vol.2 (4). PP: 267-

GHRM: Motivating Employees towards Organizational Environmental Performance

Muhammad Hassan Jabbar1, Muhammad Abid2

1
Lecturer, GIFT University, Gujranwala, Pakistan
2
Assistant Professor, GIFT University, Gujranwala, Pakistan
Abstract
The purpose of this study is to investigate about factors that motivate employees towards
organizations environmental performance. Firms by adopting Green human resource management
practices (GHRM) can play a pivotal role in promoting environment related concerns. In this study
empirical investigation has done to explore the factors that trigger the employees to be involved in
green human resource management practices. Data was collected from 178 employees of the firms
that use GHRM practices. Convenient Sampling was employed for data collection. The findings of
the paper suggest that how HRM practices influence employee motivation to become involved in
organizational environmental performance. This study elucidates that employees are more
motivated towards eco-initiatives through rewards (monetary & non-monetary). Moreover, this
study proposes that members of staff are more ready to take on environmental initiatives when their
supervisors show encouraging behavior in regards to environmental ideas. The only limitation to the
study is inadequate availability of primary data since rare organizations are practicing Green HRM
due to lack of understanding about it.

Key Words: Green HRM, Green practices, Eco-initiatives, Employee motivation, Management
commitment, Environmental Training

Paper type: Research Paper

environmental agenda (Pillai and Sivathanu,

1. Introduction
In such a today’s competitive world
organizations aren’t solely facing economic
but environmental challenges as well. At
present society has become greatly aware and
concerned about environmental issues. To date
a lot has been researched regarding Green
Marketing (Peattie, 1992), Green Accounts
(Bebbington, 2001; Owen, 1992), and Green
Retailing (Kee-hung et al. 2010) and Green
Management (McDonagh and Prothero, 1997)
but Green Human Resources Management
(GHRM) is an aspect of Environmental
Management that has not been explored
sufficient yet (Renwick, Redman and Maguire,
2013). GHRM means to align the HR practices
such as recruitment, selection, training,
performance assessment and rewards, to a
company’s green management objectives
(Renwick et al., 2008; Jackson et al., 2011;
Teixeira and Jabbour, 2012). The term Green
HR is used to the contribution of people
management practices towards wider corporate
2014).There is a positive relationship between
the GHRM practices and the ecological
performance of the corporation’s (Daily,
Bishop and Massoud, 2012).
Since employees are the most valuable asset of
the organization and act as players for
organization success; organizations should
ensure that employees are motivated and
committed towards organizational goals.
Currently organizations in order to compete
successfully needs to align corporate goals
with environmental goals. For achieving
effective organizational environmental
performance employees must be committed
and motivated towards these goals. This study
discusses that under highly environmental
aware society, organizations in order to sustain
successfully motivation of employees is
considerably important and there must be
some mechanisms in place through which
employees could be committed towards
attaining environmental goals.

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MAGNT Research Report (ISSN. 1444-
For an organization to strongly support
environmental management system,
motivation of employees is of great
significance. Researchers discuss that
employees must be motivated, empowered and
environmentally aware of greening in order to
carry out green management initiatives
(Suhaimi and Sudin, 2011). Based on the
previous studies factors like administration
commitment, worker empowerment, plunder,
and comment and review stood out as key
elements in motivating employees for
enhanced environmental performance
(Govindarajulu and Daily, 2004). Motivating
employees for better participation in
environmental development efforts may also
need service teams. The use of team-based
employee initiatives (EI) programs is mostly
popular in built-up organizations where
developed strategies, spirited pressures, and
higher technology require shop-floor
employees to take more responsibility towards
making the organizations environment green
(Magjuka and Baldwin, 1991). Lack of
motivation may outcome in employees who
are reluctant to participate in environmental
management. Employees planning and
activities are the key to toxic waste
management if they are strongly motivated
towards environmental management (Denton,
1999). Employees motivated towards green
environmental management take on green HR
practices which in long run will contribute to
the effective accomplishment of environmental
management system (Jackson, Renwick,
D.W.S, Jabbour and Camen, 2011).
Environmental Management (EM) approaches
depend upon still development via employee
training (Brio and Junquera, 2007) but lacking
employees’ motivation towards environmental
objectives, organizations cannot address green
issues significantly. The purpose of this study
is to address the issue of employees’
motivation towards environmental
performances via Performance assessment,
reward practices and supervisory behaviors.
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Vol.2 (4). PP: 267-
2. Literature review
In the twenty first century organizations are
taking a more strategic approach to
environmental management (Daily, 2004).
Green human Resource management is
referred as alignment of HRM practices with
the business’s environmental goals (Jabbour,
2013).Incorporating Human resources with
EM, organizations can address the
environmental issues significantly. Green HR
practices result in greater efficiencies and
build an atmosphere of better employee
engagement which helps corporation to
operate in an environmentally sustainable
business practices (Meily and Susanti,
2013).Firms are not making use of full range
of GHRM practices, and this may result in
limiting their effectiveness in attempts to
improve EM (Renwick, 2013). Following
factors are empirically investigated.
2.1 Organizational Environmental
Performance
Organizational environmental performance
refers to performing activities in a way that
positively affect the environment.
Environmental management basically has two
major objectives; firstly, to control the level of
pollution in an environment, and secondly, to
upgrade the environment to an acceptable level
(Yasamis, 2011). The increase in concerns of
protecting the environment is forcing the
companies to adopt the environmental
management practices (Boiral, 2006; Gonza´
lez-Benito and Gonza´ lez- Benito, 2006). One
of the arguments given by many researchers
that favor the taking up of environmental
management activities is that it would give the
company a competitive advantage (Melynk,
2005). According to Edward (2004), there are
four reasons why organizations should adopt
environmental management practices: ethical;
as it’s their duty to protect the world,
economic; conserving resources and energy
means saving cost, legal to avoid the
governmental problems, commercial; a large
number of companies are taking
environmental management into account.
MAGNT Research Report (ISSN. 1444-
Wilkinson (2001) states that Human Resources
Department is very important for
environmental management. The Human
Resource management support is supposed to
be most essential for adopting the EM
activities (Jackson et al., 2011; Govindarajulu
and Daily, 2004; Daily and Huang, 2001;
Jabbour and Santos, 2008; Sarkis et al., 2010).
Therefore in this regard carefully recruiting
and selecting the employees, giving them
performance based rewards and full fledge
training programs are thought-out as a strong
force for motivating employees and such
programs enhance their knowledge about
environmental management. ( Renwick, 2008;
Sudin, 2011).
Some of the big corporations of the world and
particularly big companies in India have set up
commercially extensive environmental
performance standards to measure how much
efficiently the companies are working for
greening the environment. The standards
include proper on site use of material,
appropriate management of wastage stock,
conducting environmental audits, diminution
of waste material. Furthermore standards
include developing such Information system
that proves to be helpful in greening the
environment i.e. green systems and audits for
collecting useful data on managerial
performance towards EM. (Mandip, 2012).
2.2 Rewards
Rewards play a crucial role in motivating the
employees and help in identifying their
significant performance in job towards
environmental management. (Danish and
Usman, 2010). The goal of organizations for
using reward systems is to accomplish, keep
and motivate employees for performing well
and realizing the importance of eco-initiatives.
(Kaplan, 2005; Lindstrom, 2011).Well
designed reward system could motivate the
employees to be engaged in environmental
endeavors. There is little literature available
that shows that reward system could motivate
the employees to be indulged in environmental
activities (Laabs, 1992; Patton and Daley,
1998).Employees are interested in both
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Vol.2 (4). PP: 267-
monetary and non monetary rewards.
Recognition programs, profit sharing
programs, increase in pay, benefits and
incentives, Awards and suggestion programs
could be used to reward the employees for
good environmental performances (Patten and
Daley, 1998; Marks, 2001). The use of
environmental rewards and recognition (daily
praise and company awards) have shown that
they have considerable impact on employee
motivation to get involved in eco-initiatives
(Rentwick et al, 2013).
Nowadays organizations are taking initiatives
towards environmental performance by
practicing reward systems for improving EM
performance (Renwick, Redman and Maguire,
2013). Reward system demonstrates respect,
self esteem and recognition for the employees
as it motivates them and triggers a
participative problem solving EM (Jabbour
and Santos, 2008). Monetary Rewards seem to
be the strongest pushing force for inspiring
employees to play their part in eco initiative
efforts. Research shows that employees’
satisfaction and work motivation are strongly
affected by monetary rewards (Lawler, 1973;
Govindarajulu and Dairy, 2004). Some
employees get more motivated by appreciation
from supervisors and recognition (non
monetary rewards) than other monetary
factors. There are anecdotal evidences
explaining that most of the businesses are
taking initiatives for beneficial environmental
practices through acknowledgment. For
example in some of the countries like USA
employees are being rewarded for their
innovative ideas and other beneficial
environmental activities at different levels of
organizations. Activities include reducing
waste, proper recycling, attending green events
and afterwards performing community
services (Mandip, 2012). Based on the
literature, the proposed hypothesis is as
follows:
H1 Monetary and non-monetary rewards
significantly enhance employee motivation
toward eco-initiatives.
MAGNT Research Report (ISSN. 1444-
2.3 Assessment
According to Nasud (1999), performance
assessment is thought of as a crucial factor in
managing human capital of an organization
and this criterion is the most important tool
that helps in bringing out an employee’s extent
of performance. In order to keep the
employees motivated towards the
environmental management of an organization
it is essential that the way the employees
performance be assessed. Govindrajulu and
Daily (2004) suggest that employees must be
provided with feedback regarding their efforts
for improving the environment or else their
efforts may come to a standstill. The feedback
may be provided to employees only if the
organization has a good performance
assessment structure (Govindrajulu and Daily,
2004). Chinander (2001) also emphasizes that
performance assessment of the employees
ensures that the employees are conscious about
their tasks and such consciousness leads to
improved performance regarding EM.
Employees will do better if they receive
feedback on how well they are making
progress towards their environmental
objectives since feedback helps recognize
divergences between what they have done and
what they want to do. Verbal as well as written
feedback may motivate the employees to be
engaged in environmental responsibilities
(Govindarajulu and Daily, 2004).
An example of performance assessment
program is, asking employees to come up with
innovative green ideas, after having
brainstormed the ideas and includes them in
objectives. When the objectives pertaining to
green ideas have been achieved, make it a
criterion for the assessment of performance of
employees (Mandip, 2012). Performance
assessment concerns the need for managers to
monitor EM performance in order to wider
environmental protective behaviors (Milliman
and Clair, 1996; Renwick, Redman and
Maguire, 2013). This research hence proposes
the following.
H2 Performance assessment significantly
enhances employees’ motivation
toward organizations eco-initiatives.
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2.4 Supervisory Behavior
According to Ramus and Steger’s (2000)
supervisor’s supporting behaviors are crucial
for motivating employee towards
environmental management. Results of their
study indicated that supervisor’s behavior
supporting environmental management
motivated employees towards eco initiative.
Their study also discussed that supervisor
supportive behavior promotes environmental
innovation. Supervisors if behave fairly their
behavior leads to proficiency building in
employees. Communication between top to
lower management should be flattened so that
environmental goals are properly
communicated to all the management levels
and these factors altogether has a significant
effect on employees own willingness to
participate in eco initiatives (Ramus and
Steger, 2000). An empirical study conducted
by Ramus (2001) showed that supervisors who
incorporated daily praises in their
organizations were graded as amongst the
most significant factor for employees’
environmental initiatives.
The proposed hypothesis therefore is as
follows.
H3 Supervisory behavior has a positive
impact on employee motivation
towards eco-initiatives.
2.5 Management Commitment
Management commitment means creating
human energy that actually activates human
mind since activation of energy and mind is a
source of implementing green ideas and
without these, green goals cannot be
accomplished (Arygris, 1998). Studies have
suggested that employees participate more
willingly when their supervisors adopt
democratic style of decision making towards
environmental performance, showing
management is strongly committed (Ramus,
2001; Govindarajulu and Daily, 2004).
Management commitment allows employees
to take time for experimentation towards
environmental performance which would
ultimately increase their motivation towards
MAGNT Research Report (ISSN. 1444-
EM (Woods, 1993; Govindarajulu and Daily,
2004).The following hypothesis is proposed.
H4 Management commitment significantly
moderates the positive impact of
supervisory behavior with employee
motivation towards eco-initiatives.
2.6 Environmental Training of the
Employees
The agenda concerning what basically
motivates employees towards organizational
positive activities has become of great
importance since the beginning of the
industrial revolution (Haslam, Powell and
Turner, 2000). According to Baron (1991)
motivation is considered to be a fundamental
concern of the modern organizational world of
research. Motivating employees for
environmental management not only makes
the company focus on negative environmental
affects but also guarantees that responsibility
has been allotted for acquiring credible
environmental reputation ( Morrow and
Rondinelli, 2002).If employees are motivated
toward eco-initiatives but they don’t have
sufficient skills and competencies to perform
green activities, they wouldn’t be able to
significantly increase the organizational
environmental performance. Training is
considered to have a positive impact on
organization’s environmental performance
since training performs a basic role to teach
employees new skills to work in an innovative
environment that will positively influence the
environmental performance of the organization
(Cole, 2008).
As stated by the experts environmental
training serves two main purposes. First
properly educate the employees with the
company’s environmental policies, secondly
by altering the activities of employees through
training to built a more deliberate and stable
relationship of employees towards
environment ( Sammalisto and Brorson, 2008).
Following the practices of green
environmental training, benefits the company
to attain the cost minimization and corporate
image (Marshall and Mayer, 1992).
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Nowadays progress in environmental
management is seen to be people oriented and
it is factual that skills of employees are
improved through thorough training (Brio,
2007).Based on this, the research proposes the
following hypothesis.
H5 Environmental training of employees
mediates between employee motivation
towards eco-initiatives and
environmental performance of
organization.
3. Conceptual Framework
4. Research Design
4.1 Instrument Development
The questionnaire was developed through
extensive literature review and with the help of
academic experts. Seven variables were shown
in model including one moderator and
mediating variable i.e. rewards, performance
assessment, supervisory behavior, employee
motivation towards eco-initiatives,
management commitment, environmental
training and organizational environmental
performance.
With the help of domain experts’ content and
face validity was done and questionnaire was
tailored regarding recommendations given by
them. Instrument was finalized after pilot
testing. At final stage, questionnaire comprised
of 46 items including three demographic
MAGNT Research Report (ISSN. 1444- Vol.2 (4). PP: 267-

questions. Except demographics, all items

were measured on seven point likert scale 2 PA 0.894 6
(1=Strongly Disagree, 2= Moderately disagree, 3 MC 0.862 5
3=Disagree, 4= Neutral, 5= Agree, 6= 4 SB 0.895 7
Moderately Agree, 7=Strongly Agree).
Rewards is measured with six items, 5 EM 0.779 9
performance assessment with six, supervisory 6 ET 0.754 7
behavior with five, management commitment 7 OEP 0.868 3
with seven, employee motivation towards eco-
initiatives with nine, environmental training 5.2 Exploratory Factor Analysis
with six and organizational environmental Exploratory factor analysis was carried out to
performance with four items. determine either all items are properly loaded
or not. Before formally conducting EFA, two
4.2 Data Collection assumptions of factor analysis must be
fulfilled i.e. KMO and Bartlet test. The value
The questionnaires were distributed among of KMO should be greater than 0.60 and
300 respondents and out of them 178 were Bartlett test’s value must be significant at 5%
obtained; as a result response rate was 59.3%. (Pallant, 2001). Loading scores of each item
Fewer responses were obtained due to must be greater than 0.40. Factor analysis was
unavailability of primary data as rare carried out through extraction method of
organizations are employing GHRM practices. principal component analysis with verimax
Data was collected from three firms who were rotation. Factors are loaded on the basis of
employing green practices. Convenient Eigen values. Forty two items of seven
sampling was used for this study. The constructs are presented in the table 2.
demographics of employees are given in Loading scores of all items are greater than
Appendix. suggested value. The explained variance from
all the given components is more than 0.50
5. Data Analysis and Result which is sensibly good. These results are on
the basis of fixed number of values.
5.1 Reliability
Cronbach’s alpha is applied to check the
Table2
internal consistency of the items for a Factor analysis
particular construct. The intimated value of
Cronbach’s alpha should be more than 0.70 Ser R PA M SB E ET OE
but if the value is greater than 0.60 it would ial C M P
also be considered reasonably good no
(Nunnally,1978). In Table 1 values of all 1 .82 .83 .82 .78 .83 .80 .90
variables are greater than 0.80 which shows 2 .83 .83 .85 .80 .83 - .88
exceptional reliability among items of a 3 .83 .84 .81 .79 .77 .78 .87
particular construct except employee 4 .77 .81 .76 .79 .82 .77
motivation and environmental training that is
5 .80 .81 .76 .77 .79 .78
.779 and .754.
6 .83 .74 .78 .80 .71
7 .77 .78 .79
Table 1 8 .80
Reliability analysis (Internal 9 -
consistency) VE 65 65 65. 61 59. 53. 79.
K
Cronbach’s 0.9 0.8 0.8 0.9 0.9 0.8 0.7
Serial name Variable name M 1 9 5 1 5 9 3
alpha no of item s
O
1 R 0.899 Brt .006 .00 .00 .00 .00 .00 .00
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5.3 Correlation Analysis

Correlation tells the strength and direction of
the relationship. The relationship of PA with R
is strongly positive and all other variables are
moderately positive with each other (See table
3). All variables are significantly correlated
with each other.
Table 3
Correlation Analysis
The below analysis shown in Table 5 is
regression with the impact of moderator.
Management commitment is significantly
moderating the impact of supervisory behavior
on EM. According to given results MC is
significantly moderating the impact of SB on
EM (β =0.112, p-value < 0.05) that supports
the fourth hypothesis of this study.

Varia R PA MC SB EM ET OEP
bles
R 1
PA .88 1
MC .76 .80 1
SB .80 .82 .80 1
EM .77 .75 .75 .76 1 Table 5
ET .75 .79 .78 .76 .75 1 Regression Analysis
OEP .74 .76 .79 .80 .75 .74 1 Va
All results are significant at 1% riabl t- p- Hypothes
5.4 Regression Analysis e Β S. valu valu is
E e e
The regression model was run in this study in Cons. 1.6 .25 6.34 .000
three different phases i.e. without the impact 2
of moderation, with the impact of moderation R .32 .10 3.25 .001 Accepted
and then the mediation impact. In the first PA .09 .11 .85 .397 Rejected
phase the regression test without the impact of MCSB .11 .02 5.2 .000 Accepted
moderation was run on SPSS 19.00 as shown
below in the table 5. R is significantly The three-equation test of Baron and Kenny
enhancing EM that supports the first (1986) is used, with the results shown in Table
hypothesis (β = 0.343, p-value < 0.05). PA is 6. Step 1 of the approach requires that the
not significantly enhancing the EM (β =0.159, independent variable (Employee motivation)
p-value > 0.05). As per the results the second statistically affects the mediating variable
hypothesis is not supported. EM is (employee training). This condition is met, as
significantly enhanced by SB (β =0.417, p- shown in Table 6. Step 2 of the approach
value > 0.05) that accept the third hypothesis requires that the independent variable directly
of this study. and statistically affects organizational
environmental performance, the dependent
Table 3 variable. This condition is met as shown in
Regression Analysis Table 6. Step 3 allows both the mediator and
independent variables to influence the
Variabl t- p- Hypothes dependent variable and with an emphasis on
e Β S.E valu valu is the mediator variable (employee training) that
e e statistically influences the dependent variable.
Cons. .58 .24 2.35 .020 This condition is met as shown in Table 6.
R .34 .10 3.39 .001 Accepted Step 4 compares these conditions and third
PA .16 .11 1.43 .154 Rejected step of regression. The requirement is that the
SB .42 .09 4.61 .000 Accepted influence of the independent variable declines
7 0 substantially.

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MAGNT Research Report (ISSN. 1444-
This condition is met because there is a
halving of the beta coefficients for independent
variable; employee motivation beta drops from
0.734 to 0.437. All four conditions are met,
indicating that employee training mediates the
influence of employee motivation and
organizational environmental performance.
Three-equation test of Baron Kenny
Step 1
Environmental training = .694 Employees
Motivation
Step 2
Organizational Environmental Performance
=.734 Employees Motivation
Step 3
Organizational Environmental Performance
=.694 Employees Motivation + .734 Employees
Motivation
6. Discussion
First hypothesis of the study is accepted i.e.
rewards significantly impact the employees
motivation towards eco-initiatives. According
to the literature it is supported that with the
good reward system the employees motivation
can be enhanced towards eco-initiatives. To
increase performance of employees and their
satisfaction level, they should be recognized in
terms of monetary and non-monetary rewards.
The more the reward system will be better; the
employees will be more motivated to take eco-
initiatives and more inclined towards the
betterment of the OEP. The second hypothesis
of this study is Performance Assessment
insignificantly impacts EM. There is no
significant influence of green performance
assessment on employees motivation towards
eco-initiatives. Motivation level of employees
will be decreased if performance will not be
assessed in a better way. If employees are not
motivated the environmental performance of
the organization will decrease. The in-efficient
performance assessment is due to the biased
decisions of the managers or the immediate
supervisors. It effectively discriminates
between the good and the poor performers
(NitinNohria, 2008). If supervisors are not
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Vol.2 (4). PP: 267-
assessing the performance effectively, the
good performers will be demotivated as they
are not getting the distinction. This results in
less motivation and they will not take the eco-
initiatives because they are not getting for
what they have done in a better way. The third
hypothesis supervisory behavior significantly
impacts the employees motivation. It is found
that the better the behavior of the immediate
supervisor with the employees, the more the
employees will be motivated. The association
between potency of guidance from employees'
supervisors and organizations regarding
protection and betterment of the natural
environment has a direct impact on the
motivation of employees to take
environmental initiatives ( Steger, 2013). With
a better support of the immediate supervisor,
the employees will be more able to perform in
an effective manner and with the better
performance; the motivation level of the
employees can be enhanced. Prior studies have
found that the supervisory behavior and their
direct contact with the employees are
positively associated with the employees’
motivation and performance of the employees
. Fourth hypothesis of this study is the
moderating impact of MC on SB and then on
EM. With the moderating impact of
management commitment on supervisors’
behavior the hypothesis still gives the positive
results and is still accepted. If the management
is not committed for betterment of the
environment, supervisory behavior will not
influence positively towards employee
motivation since supervisor plays a key role to
enhance the performance of the employees as
he/she is the disseminator of the management
orders. The fifth hypothesis of this study is the
mediating impact of environmental training
between employees motivation towards
organizational environmental performance and
showed the significant results and is partially
mediating the influence of employee’s
motivation. If the employees are more
motivated and encouraged for adopting the
best practices to make the environment green,
more will be the environmental performance
of the organization. Better know how of the
employees regarding environmental practices
for the sustainability of the environment and
 MAGNT Research Report (ISSN. 1444-
the environmental standards, better will be
organization’s environmental performance.
Literature has suggested that better
environmental performance helps the
organization to go green. The motivated
workforce means the better organizational
environmental performance.
7. Implications Effective
implementation of GHRM practices addresses
environmental issues of organizations
successfully. With the help of this study,
managers can employ GHRM practices
effectively in organizations. This research can
give direction to the managers that how
successfully employees could be motivated to
address environmental issues significantly. In
order to attain environmental performance, it
is vital for organizations to be supported by
motivated members of staff. Consequently,
motivated staff ready to go the extra mile
could be a source of competitive advantage for
organizations engaged in environmental
protection. All staff should be engaged from
top management to frontline employees in
addressing environmental issues. If the firm
wishes not to harm the natural environment, it
is important to involve people by taking on
GHRM practices at strategic level. Firms may
arrange specialized training programs to
educate employees regarding environmental
concerns. This study also provides novel areas
of research for researchers who want to work
in context of under developed countries.
8. Conclusion
This study is a first step towards recognizing
the validated relationship between employees
motivation toward eco-initiatives through
rewards, performance assessment and
supervisory behavior and organizational
environmental performance. Using a sample of
employees working in environmental
conscious companies, it is revealed that
employees are more motivated towards EM
through rewards and supervisor’s supportive
behavior. In addition, employees are motivated
if management is also committed towards the
implementation of environmental policies in
the organization. Moreover, this study has
shown that even if the employees are
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Vol.2 (4). PP: 267-
motivated towards organizational
environmental performance, training would be
required in order to implement those policies.
Organizational environmental performance
would not be achieved significantly,
if employees are motivated towards
environmental acts but have no knowledge
about implementing GHRM practices or
organization doesn’t have environmental
policies.
9. Limitations and Future Research
The only limitation to this study is insufficient
availability of primary data as rare
organizations are practicing Green HRM due
to lack of information about it. Profuse
opportunities are available to extend this
research further. This study describes only
three factors for Employee motivation i.e.
rewards, performance assessment and
supervisory behavior. Further factors can also
be investigated like organization green culture,
environment friendly solutions etc.
Additionally, it is essential that practitioners
and researches keep on observing ways that
employees are motivated and committed to
improve environmental conditions. Examining
why the companies are hesitant to use reward
management in incentivizing employee
involvement in Environmental management
would be a useful attempt. Reasons can be
explored that why top management does not
show commitment towards implementing
GHRM practices in their organizations.
Comparison of Green HR practices across
developed and under-developed countries can
also be scrutinized through future research.
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