Professional Documents
Culture Documents
Supervisor:
Dr. Sabnam Jahan
Associate Professor
Prepared by:
Maeen Uddin
ID: 18-123
th
th
4 Year, 8 Semester
th
Batch: 18 , BBA Program
Department of management
Faculty of Business Studies
University of Dhaka
th
1|Page
Letter of Transmittal
th
Thanking you.
Sincerely yours
____________
Maeen Uddin
ID: 18-123
th
th
4 Year, 8 Semester
th
Batch: 18 , BBA Program
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Letter of Certification
This is to certify that, Maeen Uddin bearing ID: 18-123, a student from Batch: 18, Department of
Management, has successfully completed his Internship assignment at Citi Bank N. A. under my
supervision as part of the completion of his B.B.A. Program. I hope that, the experiences he
achieved through this endeavor will be helpful to him in the days to come.
I wish him success in future.
3|Page
Acknowledgement
Thanks to the Almighty Allah at first, A Research study cant be completed without the
guidance, assistance, inspiration and cooperation from various quarters. This study also bears the
inspiration of many persons. This study required hard work, sincerity and devotion which I tried
my best to put in and in turn gained a lot of knowledge and confidence from this study. I am
deeply grateful to my internship supervisor guide Dr. Sabnam Jahan who has helped me in
completion of this report. She has been a constant guiding force and source of illumination for
me. It entirely goes to her credit that this research has attained its final shape.
I am thankful to the honorable Head of Human Resources of Citibank, N. A. of Gulshan Branch
Mr. Asif Jaman and all the pupils I met there namely Mr. Salahuddin Ahmed, Ms. Trisha
regardless of posts for providing me with valuable information during my internship period
although their busy work schedule.
I am also thankful to all the respondents (bank employees) who spared their valuable time for
filling up the questionnaire and helped me out with this report. Finally, I would like to thank my
parents and all my friends, who provided me with their constant support and took the pain to help
me in completing the report.
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Table of Contents
Chapter
Chapter 1
Serial
Title
Number
Letter of Transmittal
Letter of Certification
Acknowledgement
Table of Content
Executive Summary
1.1
Introduction
1.2
Problem Statement
1.3
Literature Review
1.4
Objectives of the Study
1.5
Scope of the Study
1.6
Significance of the Study
1.7
Limitations of the Study
Page No.
2
3
4
5
6-7
8
8
9-13
13
13
13
14
Chapter 2
2.1
2.2
2.3
Research Design
Data Collection
Data Analysis Method
14
15
15
Chapter 3
3.1
3.2
3.3
3.4
3.5
About Citibank
Organizational Structure
Work Ethics
Types of Work
Performance Evaluation and Employee Promotion
16
17
17
18
18
Chapter 4
4.1
4.2
4.3
4.4
4.5
Meaning of Green
What is Green HRM
Why Green HRM
Making HRM functions Green
Green HRM practices at Citi
Chapter 5
Findings and Analysis
Chapter 6
Conclusion and Recommendations
Appendices and Bibliography
Appendix A (Questionnaire)
Appendix B ( Abbreviations and Elaborations)
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18
19
19
19
21-22
23-27
28-29
30
31-32
33
Executive Summary
Today, Green Human Resource Management (GHRM) has become a key business strategy for
the significant organizations where Human Resource Departments play an active part in going
green at the office. The research largely focuses upon the various Green Human Resource
Practices pursued by the organizations all over the world and, explains the simplified meaning of
GHRM. The Green Human Resources Management (Green HRM) has emerged from companies
engaging in practices related to protection of environment and maintaining ecological balance.
The source of such initiatives, referred to as green management, is the green movement with its
agenda of Protection of Environment and saving the planet Earth from future man-made
disasters. Green HRM encompasses all activities aimed at helping an organization carry out its
agenda for environment management to reduce its carbon footprint in areas concerning on
boarding and acquisition of human resources, their induction, performance management,
learning and development and compensation and reward management. Green HRM can play a
useful role in business in promoting environment related issues by adopting and following Green
HR policies and practices. Green HRM can enhance corporate image and brand. Green HR will
play an important role in making the employees aware of and concerned for preservation of
natural resources and contribute in pollution control, waste management and manufacture of ecofriendly products.
Understanding about why green is (mentioned above) indicates the importance of green HRM. If
reiterated in another form, greening is essential for the following:
1) To avoid or minimize global warming.
2) To avoid or minimize natural disasters such as acid rains, red rains, tsunamis, flooding,
hurricanes, droughts etc. owing to informal, harmful and greedy usage of natural
resources for production and consumption.
3) To avoid or minimize health diseases owing to pollution.
4) To avoid or minimize harms to animals and other natural creatures.
5) To ensure appropriate balance of relationships among plants, animals, people, and their
environment.
6) To ensure survival of humans and business organizations for a prolonged period of time.
In order to achieve organizational environmental goals or greening, green human resource
requirements need to be identified. What are the green human resource requirements for greening
or corporate environmental management? There are four categories of green human resource
requirements, i.e. green competencies, green attitude, green behaviors and green results. Though
these major types of green human requirements are related they can be distinctly treated. Figure
3 shows these requirements and relevant dimensions.
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Green HR Requrements
Green
competencies
Knowledge and
skills about
greening
Green attitude
Green behavor
Behavioral aspect
(intention to behave
positively)
Green
organizational
citizenship bahavor
Green interpersonal
citizenship behavior
Green official
behavior
cognititve aspect
(believing in
greening)
Affective aspct
Green results
Green innovations
Green outcomes
Green ideas and concepts are beginning to gather pace within the HR space, often
complementing existing sustainability-based initiatives. Increasingly they are delivering tangible
benefits to the business, rather than simply adding a gloss to brand and reputation. These new
processes, policies, products and tools are actually helping to ensure compliance and improve
productivity too. In this regard, the study, thus brings out how the HRM function, by its policies
and practices, can contribute to environmentally sustainable business.
And with legislation now in place to effectively formalize the need for a new corporate approach
to the environment, it is time for HRM to embrace the green agenda. Adopting environmental
practices help companies save money, find new sources of business and avoid trouble. Green
companies believe that it is more economical to go green than it is to continue endangering the
environment in general. Going green also helps companies enhance their public relations and
image which also impacts profits.
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CHAPTER: 1
1.1 Introduction
We are entering a green economy-one in which consumer and employee expectations and future
environmental change will require business to address green issues. Environmental conscious
organizations will become increasingly prominent as we re-enter into a period of growth. Green
HR is a not just a strategy used primarily for reducing the carbon footprint of each employee and
talent retention.
Green HR has two essential elements: environmentally friendly HR practices and the
preservation of knowledge capital.
Most people will say that Green HRM involves reducing your carbon footprint via less printing
of paper, video conferencing and interviews, etc. The most important definition to remember in
terms of our current economic situation is there claiming of top talents of the organization.
Companies are quick to layoff when times are tough before realizing the future implications of
losing that knowledge capital. Green HR initiatives help companies find alternative ways to cut
cost without losing their top talent; furloughs, part time work, etc. More employees are becoming
more concerned about the environment and climate change. HR departments are seeing Green
HR as a cutting edge way to keep top talent in house. Top talent is considered the industrys
most valued asset, yet many corporations have been treating them as expendable. As
knowledgeable, experienced professionals become harder to find and retain, companies must
continue to be creative at finding ways of keeping these highly skilled workers. This is a win/win
scenario for the employee and the employer. First and foremost, it helps the environment. The
employer gets to hold onto top talent, while increasing productivity because those employees are
happy to be there. A happy employee is a productive one. The employer has to be willing to
provide strong leadership, care for their employees, offer opportunities for professional growth,
offer opportunities for more responsibility, offer flexibility, and last they must offer perks. The
main environment focus of many business was paced on reducing waste and optimizing
resources. 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 to the business as a whole.
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Green Human Resource Management, the companies approach towards green HRM, its
advantages, policies and practices. The study discusses the current trends of green HRM
practices in companies based on findings from a few studies, survey reports and secondary data
from the banks resources. It also brings out the role of HRM function towards creating a
green culture in companies.
Green HR or
People and
Society
Function
People
Engagement
People
Shared
Services
Sustainability
Society
Engagement
9|Page
A. Anton Arulrajah, Prof. H.H.D.N.P. Opatha, Dr. N.N.J.Nawaratne ( 2015), in their research
work on Green Human Resource Management Practices: A Review found that, to a significant
extent, inherent capacity of HRM functions in greening employees and organizational operations.
From job design function to employee relations, HRM has gigantic potential in greening
organization and its operations. The key challenge in front of HR professionals is to understand
the scope and depth of green HRM in transforming their organizations as green entities. This
effort ultimately leads to better environmental performance of the organization. In other words,
greening of HRM functions will reduce negative environmental impacts of the organization and
improve the positive environmental impacts of the organization. In improving organizations
environmental performance, people factor is one of the key factors. To create, practice and
maintain environmental related innovative behaviors of employees coupled with right attitude of
greening, green HRM practices are critical. Without proper green HRM practices, it is difficult to
create and maintain sustainable environmental performance. Hence, we assert that by
understanding the scope and depth of green HRM practices organizations will have a capability
of performing in more environmentally friendly manner than ever before.
Jacob Cherian & Jolly Jacob (2012), in International Journal of Business and Management; Vol.
7, No. 21; 2012, explained on A Study of Green HR Practices and Its Effective Implementation
in the Organization: A Review, and found that the importance of green HRM practices is vital to
promote
employee morale and this may help in arriving at a great deal of benefit for both the company
and the employee. For example some of the benefits that an organization can attain as a result of
introducing green HRM principles in EMS include:
Improvement in retention rate of employee
Improvement public image
Improvement in attracting better employees
Improvement in productivity and sustainability
Reduction in environmental impact of the company
Improved competitiveness and increased overall performance
Apart from this it is to be identified that employees who are actively involved in environment
management principles may play a vital role in arriving at better environmental strategies to be
implemented. Employees may feel empowered to adopt specific environment management
principles as a resulted of promoted human resource policies which present better opportunities
for improvements related to reduction of waste and promotion of lean manufacturing. This also
may help in arriving at greener products and green savings from waste elimination. The
promotion of such values will also indirectly improve consumer satisfaction. Today most
consumers look for companies which adopt environmental standards. Through this article the
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author has highlighted the importance of green HR principles which an organization should
adopt during implementation of an environment management program. In specific
different implications can be arrived at for managers and supervisors.
H.H.D.N.P Opatha & A. AntonArulrajah (2014) have found on their research entitled Green
human resources management: simplified general reflections that Green HRM is referred to all
the activities involved in development, implementation and on-going maintenance of a system
that aims at making employees of an organization green. It is the side of HRM that is concerned
with transforming normal employees into green employees so as to achieve environmental goals
of the organization and finally to make a significant contribution to environmental sustainability.
It refers to the policies, practices and systems that make employees of the organization green for
the benefit of the individual, society, natural environment, and the business. The purpose of
green HRM is to create, enhance and retain greening within each employee of the organization
so that he or she gives a maximum individual contribution on each of the four roles, i.e.,
preservationist, conservationist, non-polluter, and maker.
Dr. Douglas Renwick, Professor Tom Redman, Dr. Stuart Maguire (April 2008), in their research
paper entitled Green HRM:A review, process model, and research agenda have explained that,
There is a growing need for the integration of environmental management into Human Resource
Management (HRM) Green HRM research practice. A review of the literature shows that a
broad process frame of reference for Green HRM has yet to emerge. A concise categorization is
needed in this field to help academics, researchers and practitioners, with enough studies in
existence to guide such modeling. This article takes a new and integrated view of the literature in
Green HRM, using it to classify the literature on the basis of entry-to-exit processes in HRM
(from recruitment to exit), revealing the role that HR processes play in translating Green HR
policy into practice. The contribution of this article lies in drawing together the extant literature
in this area, mapping the terrain in this field, and in proposing a new process model and research
agenda in Green HRM.
Kathak Mehta, Pawan Kumar Chugan ( 2015) in their research on Green HRM in Pursuit of
Environmentally Sustainable Business have discussed that, Environmental sustainability is
generating increased concern among business executives, governments, consumers, and
management scholars. Amidst the stakeholders struggle and the challenges and opportunities
from environmental concerns, HRM function joins the ongoing discussions and debates. The
business domain sees the genesis of Green HRM with the expanding role of the HRM function in
pursuit of environmentally sustainable business.
Michael Muller-Camen, Susan E. Jackson, Charbel J. C. Jabbour,Douglas Renwick (2010) have
found on their research entitled Green Human Resource Management that During the past two
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decades, a worldwide consensus has begun to emerge around the need for proactive
environmental management. In response, scholars from management functions as diverse as
accounting, marketing and supply-chain management have been analyzing how managerial
practices in these areas can contribute to environmental management goals. In contrast, with
some exceptions, such as a very early 1996 edited book by Wehrmeyer (Greening People:
Human Resources and Environmental Management), there is a scarcity of research linking the
field of human resource management (HRM) and environmental management. This is surprising,
as any organizational responses to environmental concerns must involve decisions and behavior
by an organizations employees. Fortunately, the potential role of HRM practices is beginning to
be recognized. For example, at the 2009 Annual Meeting of the Academy of Management, which
had as its theme Green Management Matters, papers were presented that linked HR functions
such as performance management and recruitment to environmental management. Studies
designed to improve our understanding of environmentally-friendly employee attitudes and
behaviors also have begun to appear. A 2008 review from the University of Sheffield (Renwick
et al, Green HRM: A Review, Process Model and Research Agenda) as well as a Green HRM
AOM Connect Group established in 2009 suggest that the term Green HRM could become the
umbrella term for this research.
Prasad, Apeejay (2013), in their research topic entitled Green HRM - Partner in Sustainable
Competitive Growth, has found that The Green Human Resources Management (Green HRM)
has emerged from companies engaging in practices related to protection of environment and
maintaining ecological balance. The source of such initiatives, referred to as green management,
is the green movement with its agenda of Protection of Environment and saving the planet Earth
from future man-made disasters. Green HRM encompasses all activities aimed at helping an
organization carry out its agenda for environment management to reduce its carbon footprint in
areas concerning on boarding and acquisition of human resources, their induction, performance
management, learning and development and compensation and reward management. Green
HRM can play a useful role in business in promoting environment related issues by adopting and
following Green HR policies and practices. Green HRM can enhance corporate image and brand.
Green HR will play an important role in making the employees aware of and concerned for
preservation of natural resources and contribute in pollution control, waste management and
manufacture of eco-friendly products.
Shoeb Ahmad (2015), has found in his research paper entitled Green Human Resource
Management: Policies and practices, Recently, there has been observed an increasing awareness
within business communities on the significance of going green and adopting various
environment management techniques. As the corporate world is going global, the business is
experiencing a shift from a conventional financial structure to a modern capacity-based economy
which is ready to explore green economic facets of business. Today, Green Human Resource
Management (GHRM) has become a key business strategy for the significant organizations
where Human Resource Departments play an active part in going green at the office. The paper
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largely focuses upon the various Green Human Resource Practices pursued by the organizations
all over the world and, explains the simplified meaning of GHRM. The study also adds to the
extant literature by discussing future direction of some GHRM functions. Finally, the paper
suggests some potentially prolific HR initiatives for Green organizations.
According to Ken Peattie (1995), green was a buzz word that was used by marketers in the 1980
as a consequence of the increased awareness of the sustainability issues in politics, mass-media
and financial groups. More than often the resulting products or services had little to do with
marketing and even less with the environment and were just an opportunistic way to respond to
consumer needs.
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policies in helping to create, reinforce and change organizational cultures; to act as the
messenger or change agent.
HRM plays a critical role in embedding sustainability strategy of the organization for creating
the skills, motivation, values and trust to achieve a triple bottom line. It ensures long term health
and sustainability of both the organizations internal and external stakeholders. Thus there is a
growing need for the integration of environmental sustainability into human resource
management (HRM) Green HRM.
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Website of Citibank, N. A.
Various publications of Citibank, N. A.
Various reports collected from internal bodies and library.
Many papers and documents collected from different wings and desks.
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Type
Founded
Headquarters
Parent
Slogan
Public Company
1812
New York City, United states
Citigroup
Citi Never Sleeps
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2) Conservation of the natural environment: to be very careful in the way of using it in order to
let it last as long as possible, to use it at the minimum level so that future generations will be able
to utilize it.
3) Avoidance or minimization of environmental pollution: to stop contaminating the water, air,
atmosphere, etc. through unpleasant and poisonous substances and wastes. To guard against
outcomes that will ultimately endanger the planet/earth where humans and non-humans are
living.
4) Generation of gardens and looking-like natural places: to create parks and places which have
plants, trees, and grass.
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more suitably qualified applicants for its job vacancies. Investor preference generates. Eventually
the organization can reap an increased profit from a generally improved society.
HRM Functions
Job analysis
1
2specification.
To include green competencies as a special component in job
Recruitment
2To
communicate
employers concern about greening
through
recruitmentthe
efforts.
Selection
Totoselect
greening
fill jobapplicants
vacancies. who are sufficiently aware of
2To
select applicants
havelife
been
engaging in greening as
consumers
under theirwho
private
domain.
Induction
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1organization.
To make new employees familiar with greening efforts of the
1behavior
To develop
induction
programs showing green citizenship
of current
employees.
Training
To impart
right roles)
knowledge
skillsthrough
about
greening
four green
to each and
employee
a training(the
program
exclusively
designed
for greening.
2To
do training needs analyses to identify green training needs
of employees.
Performance evaluation
To evaluate
employees job performance according to
green-related
criteria.
2To
a separate
component
for progress on greening in
the include
performance
feedback
interview.
Rewards management
To give financial
incentives to employees for their good
green performance
of job.
2to
Toemployees
give non-financial
such as praises and recognitions
for their rewards
greening.
Discipline management
2To
developwho
a violate
progressive
disciplinary
system to punish
employees
the rules
of green conduct.
Source: International Business Research Vol. 7, No. 8; 2014.
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Policies
Citi includes environmental obligations of employees are a must in
order to fulfill the vacancies.
Selection
Induction
Citi has a rich culture to make the employees acquainted with the green
movement followed by it.
Training
Performance
Evaluation
Rewards
Citi follows the policy that it gives extra incentives to the employees
Management
Discipline
Citi always tries to follow the rules and policies set by the Government
Management
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Analysis
Sample size: 30 employees
.
Q1. Do you know about green HRM ?
9.
35.
61.
Yes
No
(Not sure) May be heard from someone
25
20
15
10
5
0
Series1
Yes
No
Heard from
someone
Data Interpretation: 24 respondents knew about GREEN HRM. Only 2 were not aware. This shows that
people are aware about the term but are not aware about its practical application.
Q2. To what extent green HR policies can improve environment and make name for organization?
9.
35.
61.
Great
Average
Low
No impact
IV.
20
15
10
Series1
5
0
Great
Average
Low
No Impact
Data Interpretation: Most of the respondents believe that, Green HR policies can improve environment
and make name for the organization, and very few think otherwise. So Green HR policies are welcomed
by most of the employees at Citibank, N.A.
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9.
35.
61.
High
Medium
Low
20
15
Serie
s1
10
5
0
High
Medium
Low
Data Interpretation: HR policies are having a big role if organization wants to make the GREEN theme
hit. 5 respondents feel that HR policies are having no role at all as there are other things which one go for
rather HR policies as it is difficult task to implement these policies successfully at every level.
Q4. Best practice for going green can be
9.
35.
III.
IV.
15
10
5
0
Series1
Data Interpretation: Most of the respondents are concerned with the use of paper at offices and at the
same time thinks that this problem could be reduced to a greater extent by implementing Green
movement in offices. And a major portion thinks about other issues which would also contribute a lot to
Green HRM movement.
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Q5. How you are contributing to the place you work or spend maximum time?
9.
35.
III.
IV.
25
20
15
10
5
0
Series1
Motivatin
Recycle,
g
reduce, others to
participat
reuse
e
Data Interpretation: Most of the employees I questioned on this issue contribute to the reduction of
paper use and Green movement through recycle, reduce, and reuse. Some of them are also motivating
others to contribute to this movement directly or indirectly.
Q6. Why Green HRM?
9.
35.
61.
25
20
15
Series1
10
5
0
Trend now a
days
Need of
hour
Necessity
forever
Data Interpretation: Green HRM is not something for very transitional purpose, rather it is the most
important issue for not only the time being but also for future. To build a world of happy, affluent, and
green the importance of Green HRM is very crucial. That s why most of the respondents replied that the
importance of Green HRM is forever.
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9.
35.
61.
Very Much
Average
Very Less
15
10
Series1
5
0
Very much Average
Very less
Data Interpretation: This is a true scenario that, the number of the organizations following Green HRM
policies is very low. But as the time passes, most of the organizations re coming towards this noble
movement for their own betterment and for the betterment of the earth as well. Most of the respondents
suggested that, it is important to let the organizations know about the benefits of Green HRM movement,
and then they will be motivated to take initiative towards it.
Q8. At what level more improvement is needed to spread HR policies in the organization efficiently?
9.
35.
III.
IV.
At organization level
At HR level
At employee level
Every level
15
10
5S
0
D
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Recommendations
Specifically the functional areas where HR can have a green approach and which can have a
bearing on acquisition, development and retention of human capital could be the following.
A. The on boarding process
With the use of new and advanced technology, organizations need less paper in all aspects of
recruitment and selection process. Resumes are submitted online, company websites are used by
candidates to search for jobs and resumes are invited online, which helps to substantially reduce
waste created from printing and mailing resumes. This process is not only completely paperless,
but also makes ones career more accessible and easily shared with potential hirers.
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List of References
1. Prasad, Apeejay (2013), Green HRM - Partner in Sustainable Competitive Growth,
Journal of Management Sciences And Technology 1 (1), Oct 2013.
2. Suhaimi, Sudin (2011), Strategic Green HRM: A proposed model that supports
Corporate Environmental Citizenship, 2011 International Conference on Sociality and
Economics Development, IPEDR vol.10 (2011) (2011) IACSIT Press, Singapore.
3. H.H.D.N.P. Opatha & A. Anton Arunrajah (2014), Green Human Resources
Management: Simplified General Reflections, International Business Research; Vol. 7,
No. 8; 2014 ISSN 1913-9004 E-ISSN 1913-9012, Published by Canadian Center of
Science and Education.
4. H.H.D.N.P. Opatha & A. Anton Arunrajah, Dr. N.N.J Nawaratne (2015), Green Human
Resource Management Practices: A Review, Sri Lankan Journal of Human Resource
Management, Vol.5, No.1, 2015.
5. Jacob Cherian & Jolly Jacob (2012), A Study of Green HR Practices and Its Effective
Implementation in the Organization: A Review, International Journal of Business and
Management; Vol. 7, No. 21; 2012 ISSN 1833-3850 E-ISSN 1833-8119, Published by
Canadian Center of Science and Education.
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APPENDIX A
QUESTIONNAIRE
[The following questionnaire pertains to a project entitled Green HRM Practices of Citi Bank,
N. A. The intent of the study is to better understand the Green HRM practices at this particular
bank.]
Part: A Introduction
Name
Age
Gender
Male
Female
Post
Contact No.
Great
Average
Low
No impact
High
Medium
VI.
Low
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Q5. How you are contributing to the place you work or spend maximum time?
22.
VI.
VII.
VIII.
Very Much
Average
Very Less
Q8. At what level more improvement is needed to spread HR policies in the organization
efficiently?
V.
VI.
VII.
VIII.
At organization level
At HR level
At employee level
Every level
Thanks a lot
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APPENDIX B
ABBREVIATIONS AND ELABORATIONS
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