Creating High Performing HR Systems: Green HRM

Across the globe, we are moving from an industrial-based financial system to a talent based economy. We are also entering a green economy one in which consumer and employee expectations and future environmental change will require businesses to address green issues. Environmentally conscious organizations will become increasingly prominent as we re-enter into a period of growth. While CO2 growth may have stabilized during the recession, it is destined to increase again as businesses increase production and other business activities. In addition, during the recession, the main environmental focus of many businesses was placed on reducing waste and optimizing resources. A renewed focus on growth provides unique opportunities for businesses to become green by looking at ways to create new environmental DNA while producing operational savings by reducing their carbon footprint.

What is Green HR?

The term green HR is most often used to refer to the contribution of people management policies and practices towards the broader corporate environmental agenda. Typical green activities include video recruiting, or the use of online and video interviews, to minimize travel requirements. Green rewards can include the use of workplace and lifestyle benefits, ranging from carbon credit offsets to free bicycles, to engage people in the green agenda, while continuing to recognize their contribution. While many employees often feel it is not their responsibility to protect the environment while they are at work, the new workforce of millenials are emphasizing environmental consciousness as they chose their employers. There is also a broader opportunity to engage the workforce given that more and more people seek meaning and self-actualization in their jobs. Other simple green actions include minimizing the amount of printed materials used in performance management, salary reviews and so on. While there is definitely a substantial amount of green washing occurring in reducing waste, there are many opportunities here too. However, HR is never going to have a truly significant impact on a business through the improvement of HR processes alone so the greater opportunity is to contribute to the green agenda of the business as a whole.
Building the Green Business

HR can have a significant impact on the broader green agenda. For services-oriented business in particular, employee focused green initiatives can be extremely impactful since the workforce is often the largest single contributor to waste and pollution. Although green initiatives are often supported by an operations group, HR can also play a role in reviewing how the business works and identifying how people can act differently in order to reduce their use of energy and materials.

Creating High Performing HR Systems: Green HRM

A relevant focus should be placed on job and organizational design. Increased efficiencies in organizational hierarchies, more virtualized work or eliminating unnecessary time spent in the office and optimizing the use of company resources, including travel, can uncover significant cost savings and efficiencies. Increasingly, companies around the global are supporting greener options include telecommuting, flexible work schedules (allowing people to travel outside peak times), hot- desking or hostelling office space, etc. HR can also work collaboratively with the workforce to encourage employees to think more environmentally consciously when developing products and services (and even creating products and services to help customers manage their environmental impacts).. Product and manufacturing companies have a great opportunity to look for supply chain efficiencies that can have both a long-term economic and environmental impact. In the evolution of HR, establishing a green agenda can have a big impact on an organization and can also increase HRs impact outside of traditional workforce and personnel areas. Strong environmental management can and should have an economic impact to an organization including reducing operational costs, increasing sales in new markets, engaging employees and building a strong employee-centric culture.
However, for most businesses, there will still be limits to how far this approach can go. Unless employees are already highly engaged in helping a business succeed, it is unlikely that they will be very highly engaged in helping the business through better environmental management

Creating a Green Brand

Creating a green initiative requires a comprehensive approach throughout the organization. Rather than using environmental policies to help achieve existing business objectives, organizations can embed a green brand at the core of the corporate strategy and throughout all aspects of sustainability and corporate social responsibility. In other words, creating a green brand can be, in the words of Jim Collins a BHAG or big, hairy, audacious goal. Being green can become an integral part of the companys way of doing business and a basis for both the organizations corporate and employer brand. The green opportunity for many organizations can be a compelling competitive advantage. In terms of the corporate brand, this is not just about making the existing business more green, but finding more green ways to do business. In terms of the employer brand, it is both about seeking to recruit people who see environmental management as important, and being able to compete for critical talent more effectively by leveraging an employment brand. Sustainability and environmental management can be used as a beachhead for a number of ongoing initiatives which, if continued over a relatively lengthy period of time, can make a very worthwhile contribution to the environment, an employers carbon footprint, the employees and the profitability of the organization. Companies such as GE, Shell and Nike have recreated their corporate brands around their social and environmental behaviors. Wal-Mart has been using going green to offset negative press coverage regarding its treatment of employees and impact on local communities. More than a half a million of Wal-Mart employees have made personal commitments to the environment by supporting company-sponsored initiatives.

Creating High Performing HR Systems: Green HRM

British Sky Broadcasting (Sky), the largest UK-based television service, has established a bigger picture' strategy to raise its customers awareness of the impact that individuals have just from living their lives, and to engage them in practical and inspiring ways to use energy efficiently. The company believes that to support this it needs to help its employees inspire others by becoming more progressive and efficient in their own energy use. Specific actions within the companys green program have included offering staff incentives for buying a hybrid car, savings on carbon offsetting, on public transport and bikes. Sky have also made additions to their holiday discount scheme to feature holiday companies operating in an environmentally friendly way, and to their volunteering program, for example to volunteering in schools, to help pupils undertake environmental projects. Some of the company's actions have been really simple, but still very effective (at least for raising awareness), for example allowing employees to buy a coffee mug at their coffee bar rather than using disposable cups, and then receiving a small discount off a cup of coffee. Sky has also launched a carbon credit card where employees receive points for taking public transportation or walking to work, or video conferencing rather than taking a flight. Prizes are given to people with the most points. Each employees individual portal to the companys intranet shows a coral reef, and the more points that employees earn -- the more fish and perhaps a shark swim around the reef. Fewer points means the reef starts to get dirty and all the fish swim away. This is a really simple but also an imaginative and engaging solution Developing a green HR strategy provides a great opportunity for HR to increase its impact on the business, and beyond. As described above, the opportunity includes:

Green HR activities reducing the environmental impact of HR activities Support for the green business, engaging staff in higher impact changes Creating a green employer as well as corporate brand, providing the opportunity to significantly transform the way an organization works.

The opportunity may be particularly significant in the US where businesses have typically done less to develop a positioning in environmental management. Green initiatives are seen by prospective employees, particularly ones in the younger Generation Y and Millennial groups as being increasingly important as they make career decisions. Competition for the most talented of this generation is expected to be fierce, and a by-product of organizational green initiatives will often be increased awareness and visibility as an employer of choice in this important demographic. Creating workplaces of the future, reducing the organizational impact on the environment, and making strides to becoming a highly admired employer are all benefits that can accrue from the greening of HR.

Creating High Performing HR Systems: Green HRM

Green hrm helps in following activities

The influence of social, economic, market and other external forces on the approaches to environmental management adopted by firms Workforce development needs created by increasing demand for employees in the newly emerging green economy Discussions of how and to what extent HR policies and practices can improve the environmental performance of organizations Specific HR philosophies, policies and/or practices that support or inhibit change around environmental issues International differences in Green HRM practices The Role of the HR function in environmental management The role played by trade unions and employee representatives in environmental Management Changing attitudes and behaviors related to environmental issues in the workplace A critique addressing the pros and cons for research and/or practice of focusing narrowly on environmental management versus addressing environmental concerns as part of a more expansive approach (e.g., focusing on the Triple Bottom Line or striving for sustainability) Discussions of how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice) can be applied by reflective practitioners to create an eco-friendly organizational culture

Recruiting & Selection

Green Recruiting Google
Until recently, few firms have made a concerted effort to leverage the company's environmental stance as a critical point in recruiting pitches. Firms like Google, Timberland, and yes, even oldschool General Electric have led the way by undertaking major efforts to make being environmentally friendly a critical element of their employment brand. Google, the world's only "recruiting machine," leads the way not just in its environmental practices but also in publicizing their environmental record and approach. Like many emerging green companies, Google has hired a director who coordinates corporate environmental efforts in an attempt to match their corporate business strategy with their environmental efforts.

Creating High Performing HR Systems: Green HRM

Green Recruiting Helps Bring in Top Talent - General Electric

In the race to attract the most talented innovative employees, some companies like GE are painting themselves in green - a rich environmental green - to boost their recruiting leverage. An environmental pedigree, recruiting experts say, can help lure applicants.

Training
Raising Employee Awareness - Land Rover Group. UK
Land Rover Group encourages all their employees to play a role in reducing the impacts of our operations. All Land Rover employees receive environment training appropriate to their job, from basic awareness to spill response training. They communicate with staff about environmental issues through briefings and regular newsletters. Environmental notice boards at all sites display their sustainable development policy, key goals and environmental commitments. They run suggestion schemes to encourage employees to come up with new ways for us to reduce their environmental impacts. Awareness-raising events such as their water and energy weeks encourage employees to use resource efficiently. In 2007, they held events at Gaydon and Halewood to promote water - and energy - saving ideas through competitions and give-a ways. For example, staff attending Gaydon's energy awareness day learned about the importance of energy efficiency and were offered grants towards insulation for their own homes. They plan to hold further awareness events at all sites in 2008. Their employees also learn about: environmental nest practice by observing the good work done by their colleagues and promoting these achievements through company magazines. At Solihull, 'centers of excellence' were used as best practice example on which to base environmental performance of the whole plant.

Employee Training Siemens

Key activities in fiscal 2008 also included delivering more extensive training to employees who interface with suppliers or who specialize in providing buyers and quality managers with professional support in implementing the Code of Conduct for Siemens Suppliers. These training help to ensure that their employees are fully equipped to answer questions on sustainability in the supply chain, professionally and precisely, and to take appropriate action. This is why, in fiscal 2008, we not only trained their procurement staff intensively but also those in key interfacing roles such as quality management, compliance and legal affairs. They also extended their procurement training program, adding a special module on supply chain sustainability which they co-developed with their operating units and based partly on real-world situations that they had experienced. In addition, they continued their successful program of procurement compliance conferences and put more then 400 senior managers in procurement, quality management, legal and compliance functions through mandatory training on compliance requirements and execution at events in Europe (Prague), India (Mumbai), the U.S. (New York), and Latin America (Mexico and Colombia). They also designed a special course for their global auditor training program in how to work with the corporate responsibility Module in regular supplier quality audits.

Creating High Performing HR Systems: Green HRM

Performance Management
SVA/1b (shareholder value added per pound of production) DuPont
DuPont defines SVA as the shareholder value created above the cost of capital, which typically is 10% to 12% for corporations in the United States. A company can increase its SVA by adding either material or knowledge or both, but SVA/1b. emphasizes only the addition of knowledge: The higher the SVA/1b., the greater the knowledge intensity in creating economic value. Along with more traditional financial measures like return on invested capital and cash flow, the new metric provides a useful indicator of the long-term sustainability of different growth strategies.

Performance Review Process & Management Review Siemens

Siemens' most important HR management instruments are their Performance Review Process and their Siemens Management Review. Now standard practice company-wide, their purpose is to enable management-level and non-managerial employees alike to set clear personal goals and to give and receive continuous, open feedback. They provide a transparent measure of employees' environmental performance and accomplishments and, as such, determine future career development and remuneration.

Rewards
3P(Pollution Prevention Pays) Program - 3M
3M has encouraged employees to propose changes to generate revenue and reduce pollution through their Pollution Prevention Pays (3P) program. So far, 3M claim their 3P initiative has produces more than 2,500 pollution solutions, halving their waste release, and saving them nearly $300 million. Indeed, later estimates for 3M are that their 3P program has seen employees propose more than 4,750 projects worldwide, preventing 1.7 billion pounds of pollution, and saving them $850 million in pollution control and raw material costs.

ECompetition Roche
Employees submit their suggestions as to how Roche can help to protect the environment or use energy or natural resources more efficiently, and prizes are awarded for the best submissions. The competition is open to individuals or teams of up to three employees. Managers at the local site level then examine the feasibility of their employees' suggestions, estimate the potential cost savings, and commit to implementing the proposed improvements. Ideas are evaluated by a team consisting of the eco-delegates and two members of the corporate SHE department (CSE). The inclusion criteria have been tightened up over the years in order to focus on those projects which are significant at a group level.

Creating High Performing HR Systems: Green HRM

Share Matching Plan Siemens

Siemens' Share Matching Plan, open to their entire employee base as of fiscal 2009, was launched to enable their people to share in the company's environmental success and to help them accumulate assets. Under the terms of the scheme, participating employees receive one free Siemens share for every three shares they have purchased, provided the latter are retained for a period of three years

Job Description
Land Rover's Environmental Job Description
In the Rover Group, UK, environmental responsibilities were introduced in all job descriptions; therefore environment was defined as a criterion for the selection of new employees.

Team Organizing
Green Core Team Avaya
Avaya's executive team oversees the Green Core Team and considers Avaya's environmental stewardship a top priority. The Green Core Team's role is that of a catalyst and driver for company-wide green targets, roadmaps and actions.

Compliance Organization Siemens

Clean business everywhere and at all times: this principle guides Siemens' actions and their company culture, without any ifs, ands or buts. Worldwide, all Siemens managers and employees are bound to a fundamental rule: zero tolerance for corruption. All business activities have to comply with applicable laws and regulations. To fight corruption, Siemens also has internal organizations that are binding worldwide. Their compliance organization has been designed to provide interfaces and full transparency with other staff functions as well as with the company's operational units. They see the work of the compliance organization as an important career step for the respective compliance employees. This is backed by a Competency Management Program initiated together with Corporate Human Resources to systematically support and promote employees in the compliance organization. Compliance conferences in the regions and regularly scheduled meeting with their worldwide compliance Officers support their goal of strengthening cooperation within the compliance organization and exchanging best-practice examples.

Creating High Performing HR Systems: Green HRM

Organizational Culture
"Tone-from-the-top" Principle Siemens
The behavior of managers plays a decisive role in the creation of an integrity culture. "Only clean business-everywhere and at all times. Compliance has the highest priority at Siemens as part of their corporate responsibility." All Siemens managers are required to spread this message from Siemens president and CEO Peter Loscher throughout the company. By the end of the period being reported, members of the managing board, the chief compliance officer and top managers of the compliance organization had visited a total of 54 regional companies. The visits focused in particular on those countries that are especially important for the success of the compliance program due to their high business volume or existing corruption risks. Their top management acted as compliance ambassadors and spoke at employee town hall meetings and with local managers about the importance of compliance. These efforts paid off, because a worldwide employee survey on compliance conducted in the summer of 2008 confirmed that their messages have reached their employees.

Organizational Learning
Organizational Learning of Colombia's Cauca Valley
In 1968 and 1993, Cauca Valley could continuously improve its programme of pollution reduction of effluents because, by using a process of attempt and making mistakes, it took into account the opinions of the representatives from local companies when devising its strategies. Learning by exploration took place when Cauca Valley corporation introduced a system of fees to control the water pollution by companies of the region. Nowadays, pollution reduction programmes run by this Colombian company are recognized by the World Bank as some of the most effective in the world.

Organizational Learning of Dow Chemical

Dow Chemical in the USA annually publishes its Waste Elimination Idea Book. It contains the main ideas and projects used in procedures of pollution reduction in one year. This book is distributed to the various plants of the company in order to motivate discussion. The success of the environmental management activities of this organization has to be attributed to its effort of organizational learning, which focused on transferring knowledge to employees and the various productive units.

Creating High Performing HR Systems: Green HRM

HR has a role in the pursuit of greener business practices; a role which could help to both save the planet and recruit new employees. Human resources (HR) has a role to play in building greener businesses. Its closeness to people across departments makes it arguably the best-placed business function to introduce and enforce greener working practices and change environmentally unfriendly behaviors. And while its scope may be limited to managing the behaviors of people (as opposed to directing wider strategic or operational policies), HR has a significant opportunity to contribute to the green movement. If being green is not reason enough, the motivation to get involved might be driven by the fact that, increasingly, people want to work for greener businesses. HR is already involved in the development, training, re-training and behavioral management of people, with the overall objective of improving business performance. It also has a role in defining organizational policies, such as flexible working rules or codes of conduct. With these competencies in mind, it is apparent that managing certain green policies from within HR could be advantageous. Where an individuals choice of behavior could impact the environment, HR could play a role in defining policy. For example, HR could define instances where face-to-face offsite meetings are necessary, or where video or web conferencing could be used as a greener alternative. A survey conducted in the US, which analyzed responses from 93 organizations from a range of different industries, identified some commonly practiced green-friendly HR initiatives, including encouraging online/tele-conferencing to reduce travel, and promoting the reduction of paper use. The survey commented that employee involvement in green programs dramatically increases when organizations appoint an individual to lead the efforts. Don Sanford, managing director of Bucks Communication, the company behind the survey, concluded that there is still much more that organizations can do. To go further, HR leaders could pursue green initiatives on a number of levels. For example, HR could work with IT departments to define policies on the correct use of computer power management systems, or promote the importance of turning off computers, printers and lights when leaving the office. More widely, building green responsibilities directly into job descriptions could provide a two-fold benefit; first ensuring green policies are explicitly part of an employees responsibilities, and second, providing routes for employee feedback on ideas which could help to improve environmental efficiencies. Employees who are familiar with their own job roles may be best-placed to identify green opportunities and proactively suggest improvements. Increasingly, new recruits are likely to consider the green credentials of employers. If HR has a vested interest in a companys environmental practices, it could position the business as a more attractive proposition to new talent. In this respect, being green could be strategically valuable to tomorrows HR. It is clear that whilst HR cannot always take the lead in an organizations green approach, it could work with decision makers to define and disseminate information and instructions to its people, so that they can learn how to behave in more environmentally friendly ways. As well as contributing to an important corporate social responsibility, this positive action could make the company a more attractive employment proposition for new talent. If you work in HR, why not ask yourself what role you could play in helping to save the planet.

Creating High Performing HR Systems: Green HRM

How to Create a Sustainable Green HR Function

Knowledge, Skills, and Abilities (KSAs)

Once the organization establishes that social responsibility and sustainability is important to their business strategy, they must define what this will mean to the company. Once this is defined, it will need to be incorporated into the companys vision, mission, values as well as touted in their marketing materials, website, and all communication vehicles. No easy task here, but assigning the deliverable to one job function actually makes quite a bit of sense. The role would be highly visible and would have to form strong communication channels, both internally and externally, so some good PR and platform delivery skills would be required. The person filling the role will need to be a team player with an exceptional attention to detail. Dealing with all the related functions to get the messages created and delivered will be challenging enough, so a good team approach and an ability to influence others will be a must. A sustainability officer need not have 100 years experience in that one industry, but should understand the business as a business - possessing solid business acumen and be able to connect the soft skill and process dots to hard dollars. Finance background is always good, but we know most HR folks go into HR so they dont have to deal with numbers all day long! (Side note here: that perception sure is changing!) Relating to finance, the sustainability officer will be responsible to identify the current carbon footprint. While there are websites that can help you do this, such as www.carbonfootprint.com, this also will take savvy communication and collaboration skills to interface with all functions with in the organization. This is not a nice to have activity, it is the wave of the future and a way for HR to align themselves more closely with the CFO and financial accountability. Recently, it was reported that environmental costs and liabilities associated with preparing environmental disclosure for Securities and Exchange Commission filings can be a complicated process. Many publicly traded company operations are subject to multiple jurisdictional requirements, from very local to international or supranational regimes, according to a Harvard Law School Corporate Governance blog posting. According to a memorandum by Betty M. Huber and Brianne Lucyk, certain new and proposed changes to environmental accounting rules may affect current and near-term qualitative and quantitative disclosure. The Financial Accounting Standards Board is looking for more footnote disclosure about a companys environmental liabilities. You want to score some significant green points with the C-suite? Learn more about the new reporting laws and create ways to support your CFO in this requirement. Then I would recommend a three-step process to recreate the HR function, which includes recruiting and all of its processes.

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Evaluate
Does the companys organizational culture, vision, mission, and values support social responsibility? Organizational culture and values congruence is paramount the creation of a green recruiting function. It continues to be abundantly clear that values not only create cultures, but also support the alignment of personal values with organizational values on many different levels. The amount of blogs that speak to values, personal evolution, and enlightenment is staggering. This all feeds into the school of thought that todays individuals are seeking experiences with deeper meaning, deeper connectivity, and relational activity. What is the companys business proposition as it relates to being green? While sustainability is a factor in building an employment brand and HR function of the future, it also applies to retention. Organizations that are not implementing environmental policies or changing the way theyre doing business may lose current employees to companies that have established themselves as an eco-friendly company or offer socially responsible incentives. Some of these incentives include subsidies for buying hybrid cars, on-site farmers markets, use of green fuels and solar power, or the ability to donate reward monies to charitable causes. These are just some of the latest trends in going green.

Eliminate
Using proven business process re-engineering, deploy steps to eliminate waste. Total Quality Management and Continuous Quality Improvement are not just for Six Sigma companies. These methodologies are accepted business practices even for the soft processes. When I was an internal in Health Care, we deployed the Juran principles to the cycle time for filling vacancies for our nursing positions. After forming a representative team of subject matter experts, we began creating a process map which allowed us to all see the complicated steps that had been created in this process. We worked together to eliminate redundancy, waste, and duplication of efforts. The outcome was that the team reduced the cycle time for the vacancy rates by 60%! Trust me here, you probably have a ton of practices that could use some dusting off and reinvention. Process re-engineering related to being green might be a chicken and egg situation. When I was investigating whether organizations go green to save money or for more esoteric reasons, I had a conversation with a high level HR professional in the hospitality industry. She explained that her organization did not go green for social consciousness, but more for the realized cost savings and process improvement. That struck me as funny, as I travel so much and have always applauded hotels that have implemented so many green approaches. Not that they dont leverage their green side, it was just not the impetus I expected for launching their sustainability efforts. Include your leader in this exercise allowing them to see what needs to be cut and the potential cost benefits from making the commitment.

Illuminate
Bring to life the new concepts, processes, and procedures and communicate them effectively. Dont allow for green washing. You cannot afford a misstep in this communication activity. Focus on creating a congruent and authentic employment brand will help your organization

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attract, retain, and repel employees. Companies large and small are seeing a significant increase in the ROI of their recruitment and retention programs by creating an employment brand. One component of a significant employment brand is its green recruiting practices. This is not a flavor of the month or a new concept. Fortune 500 companies have been doing it for years and your organization might have the right stuffyou just might not be leveraging your green practices and programs in your recruitment efforts.

Its impact on business and HR.. Gaining Reputation, perception and goodwill. Its economically useful has a direct impact on the profit and enhances the return on
investment.

Better Power Utility. Low cost. Smarter Performance which translate into cheaper products.
ESSENTIAL GREENING ACTIVITIES FOR HR

1. Corporate Office Building

Greening the building means getting certified as a GREEN BUILDING. By this it can save around 50% of all the energy consumed in the economy as it uses air conditioners and office equipments. Two bodies are set up with the help of UN for certification--- LEED INDIA GRIHA

2. Separate Department Having a separate department like ENVIRONMENT MANAGEMENT TEAM which drive the green awareness both within and outside to as a social contribution. Some practices can be: Mandating use of disposable paper Giving option of drinking coconut water in canteen instead of soft drinks Switching off the system at lunch time. Car pooling Using natural daylight instead of electricity

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3. Conduct a Research Within the organization on consumption of resources like paper, newspapers, pen , photocopy ink, that are subscribed by the organization and their disposable.

4. Create an Questionnaire How to green our company

And get it filled by the top management as it creates awareness at right place and amongs right people. 5. Initiate Cleanliness Drive

Local news papers helps in initiation of cleanliness and educating underprivileged ones with the help of volunteers 6. 7. Increased recycling Decreased printing

8. Elimination or reduction in the use of bottled water, plastic and Styrofoam cups 9. Using reusable grocery and lunch bags 10. Switching to compact fluorescent light bulbs and other energy saving and green products 11. Changing transportation habits, including limiting car trips, carpooling, buying hybrid cars, using mass transit, and biking or walking to work.

EXAMPLES OF PROUD COMPANIES Toyota Tata J C Atkinson and Son (Manufacturing) Carillion (Construction) Co-operative Financial Services (Financial Services) Pureprint Group (Printing and Publishing) Skanska UK (Construction)

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HBOS (Financial Services) Loughborough Students Union (Education)

CONCLUSION According to The Greening of HR Survey "green" initiatives that companies are utilizing involving their workforce and human resource practices. Companies are incorporating and working toward integrating a number of green practices. There are several areas for HR practitioners to consider in the green space . The various green programs followed by the companies are:---- Using the internet or teleconferencing to cut down on business travel Putting Summary Plan Descriptions (SPDs) or other company information online to reduce printing Promoting the reduction of paper usage Implementing wellness programs around proper nutrition, fitness, and healthy living Offering opportunities for employees to "tele work" or work from home Ride/Share programs Environmental responsibility a part of their organizations mission statement and view the promotion of social responsibility as the most critical objective of their green programs.

References
Harvard Business Review on green business strategy by Harvard Business School Press Books. 2007. Human Resources Management by Wendell L. French, Hardcover. Organizations, policy and the natural environment: Institutional and strategic perspectives By Hoffman, A. J., & Ventresca, M. J. (Eds.). 2002. CA: Stanford University Press. www.greenhrm.org Human Resource Development Review , Human Relations Journal of Management ,Human Capital , International Journal of Training and Development , Indian Journal of Training and Development Human Resource Management Journal ,Industrial Relations Journal www.books.com , www.hrm.com , www.management.com ,www.hrmthejournal.com

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www.managementjournals.com

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