BENGAL COLLOGE OF ENGINEERING

AND TECHNOLOGY
Do green HRM practices influence Submitted By:-
employees' environmental Name: Abhishek Raj
performance?

Dept.: Electronics and

Communication Engineering.
 Given by :
 Sarmistha Ghatak University roll:
12500321020
ABSTRACT
Purpose - Recent research has demonstrated an increasing awareness among business communities about
the importance of environmental concerns. Green human resource management (GHRM) has become a
crucial business strategy for organizations because the human resource department can play a key role in
going “green.” This study tests an integrative model incorporating the indirect effects of GHRM practices
on employee organizational citizenship behavior toward environment (OCBE), through green employee
empowerment. Moreover, this study investigates the moderating effect of individual green values on OCBE.
Design/methodology/approach - Using a paper–pencil survey, we collected multisource data from 365
employees and their immediate supervisors from Pakistan. Findings - The results of structural regression
revealed that GHRM has a significant indirect effect on OCBE through green employee empowerment. The
results also indicated that individual green values moderated the positive relationship between green
employee empowerment and OCBE. Practical implications - Organizations should appropriately appraise
workers’ green behavior and align their behavior to pay and promotion. Organizations should also
encourage and motivate employees to be engaged in green activities and contribute to environmental
management. Originality/value - This study suggests that green employee empowerment and individual
green values are important factors that influence the relationship between GHRM and employees' OCBE,
and it empirically analyzes these proposed relationships in a developing country context.
INTRODUCTION
In recent times the importance of Environmental issues and Sustainable development has increased both in the developed and
developing nations. Growing concern for global environment and the development of international standards for
Environmental Management has created a need for businesses to adopt ‘green practices’. With these concerns organizations
today have become more conscious about the growing importance of the integration of Environmental Management and
Human Resource Management i.e. ‘Green HRM’ Practices. Green HRM is the use of HRM policies to promote the
sustainable use of resources within business organizations and more generally, promotes the cause of environmental
sustainability. It involves human resource initiatives to endorse sustainable practices and increase employee awareness and
commitments on the issues of sustainability.
Green HR consists of two essential elements: Environmentally-friendly HR practices and the preservation of knowledge
capital.It entails undertaking environment friendly initiatives resulting in greater efficiency, lower costs, and better employee
engagement and retention which in turn help organization to reduce carbon footprints. In fact Green HR policies focus on
collective and individual capabilities to bring about green behaviour. Such policies are aimed at developing an environmental
corporate culture. Green HRM focuses on employees’ environmental behavior in the company, which in turn, could be
carried on to consumption pattern in their private life (Muster and Schrader 2011). Researchers in the area of Green
Management initiatives argued that Environmental Management System (EMS) can only be effectively implemented if the
companies have the right people with the right skills and competencies (Daily and Huang 2001). As the implementation of
these initiatives requires a high level of technical and management skills among employees (Callenbach et. al., 1993)
thereforeGreen HR initiatives involves the implementation of recruitment and selection practices, compensation and
performance-based appraisal systems, and also the training programmes aimed at increasing the employees’ environmental
awareness.
In the environmental literature, the concept of Green management for sustainable development has various definitions; all
of which generally, seek to explain the need for balance between industrial growth for wealth creation and safeguarding the
natural environment so that the future generations may thrive (Daily and Huang, 2001).Though organizations nowadays have
been working on product innovation for environmental sustainability yet the issue of how an individual organization or entire
society achieves sustainability from the green management movement is still debatable and unclear. Thereforethis research
study attempts to detail a process model of the HR practices involved in green HRM on the basis of available literature. The
paper also examines the nature and extent of Green HR initiatives undertaken by HCL Technologies as a case study.
 Green HRM Practices
Dechant and Altman (1994) studied the importance of employee perception of a firm’s environmental behavior. The authors
pointed out that the employees’ perception is vital as employees are willing to work in a firm only when they feel it adds to
their value profile. In 2009 Hewitt Associates found “a strong correlation between employee engagement and their perception
of employer corporate social responsibility initiatives”. The researchers found that eighty six per cent of employees at
organizations with high engagement agreed that they worked for an employer that was socially and environmentally
responsible. Further the survey reported that the potential benefits of investing in or pursuing socially and environmentally
responsible practices are positive organizational reputation; higher or sustained employee engagement and eliminating
waste/reducing their impact on the environment. In fact ‘Green’ may be considered as a powerful recruitment and retention
tool. According to a recent Ipsos Mori survey eighty percent of respondents across 15 developed nations would prefer
working for a company that “has a good reputation for environmental responsibility”. Also (Knox et. al) found out that
Environment Management/ CSR initiatives have been linked to employee engagement, through reduced costs due to
increased employee retention as well as improved reputation in the eyes of employees. The authors reported that CSR
programs impact the drivers of employee engagement (e.g. employee behavior and motivation); stakeholder attitudes and
behaviors (e.g. potential employees), and the business outcomes (e.g. employee productivity and retention).
Further to promote Green HRM practices organizations could adopt Green Staffing procedures. Green Staffinginvolves
hiring individuals with Environment Management skills, mindsets, and behaviors.In Green Staffing, job analysis
proceduresgenerally focus on environmental aspects such as environmental reporting duties and responsibilities; identification
and influencing of candidates with EM related experiences; EM-centered testing (e.g., knowledge of risks, harmful substance,
potential emissions, etc.), and interviewing techniques that enable managers in identifying candidates that fit environmentcentered jobs (Renwick et al., 2008). Such practices ensure that
the selected candidates should possess personality and
attitudinal attributes that prevent waste, show creativity and innovative ideas vis-à-vis the environment.
Thirdly, it has been found (Daily & Huang, 2001) thata positive relationship between employees and employers facilitate
productivity and involves empowerment, participation, and engagement activities. It promotes EM by aligning employees’
goals, capabilities, motivations, and perceptions with EM practices and systems. Individual empowerment positively
influences productivity and performance, and facilitates self-control, individual thinking, and problem solving skills (Renwick
et al., 2008; Wee and Quazi; 2005). Also for the successful implementation of Environment Management initiatives
teamwork is essential in demonstrating the value of HR; it influences EM within organizations (Daily & Hung, 2001). HR
managers can use teams to promote EM particularly when environmental problems are group-oriented (Daily, Bishop, &
Steiner, 2007). Further, through EM teamwork solutions may be devised to eliminate extant or future environmental problems
at their sources (Carter & Dresner, 2001)
BENEFITS OF GREEN HRM
It can support organizations to minimize expenses without losing talent.

It decreases a company's total costs as it becomes more effective concerning the use of electricity, water, and
manufactured goods.

It helps to achieve greater employee job satisfaction and dedication, which leads to increased productivity.

Develop a culture of concern for the holistic wellbeing of fellow employees.

Small companies can also reduce their electricity costs by using technologies that are energy-efficient and less costly.
EMPLOYMENT SECURITY
Life is unpredictable, and a job is a reliable thing that most people are concerned about nowadays. In
reality, having an employer that helps the worker to be there for themselves and their families is the
number one reason why employees come to work. Employment security allows employees to go home to
care for themselves and their families after work.

Companies can benefit from employment security because it helps them retain their employees. For
example, when workers get laid off, usually it is the company that pays the price. Organizations are the
ones who have engaged in the recruitment, training, and growth of these workers.
CONCLUSION
As a process, Green HRM helps in achieving greater
productivity with minimal expenditure. It helps eliminate
ecological waste and makes the best use of refurbished HR
goods, equipment and techniques. It aims to increase
workers' engagement in a work environment that allows the
company to function in an environmentally friendly manner.