GREEN HRM

[ ADARSH PANDEY(B-38), ASHEEN PRADEEP(B-42), DEEPAK SINGH MAHAR(B-63) ]

SUBMITTED TO: PROF. SMITA MEHENDALE

ABSTRACT – Amongst business communities it has been observed that there is an increased awareness on the
significance of going Green and adopting various environment management practices since a long time. Today,
this area of environmental management (EM) with respect to sustainability strategies plays an important of
various key business strategies in the significant organizations. But despite its importance, there are not many
studies which consider the role of human resources in organizations with respect to attaining a goal of sustainable
environment. Thus, there is a growing need for the integration of the concepts of environment management into
Human Resource Management practices in the organization which gives rise to the concept of Green HRM. The
primary objective of this review is to explore various Green HRM practices in organizations based upon previous
literatures and explain the simplified meaning of Green HRM in detail. Hence this review incorporates various
functions from HRM perspective in an organization such as job design, recruitment, selection, performance
evaluation, induction, training & development, health and safety management, employee relations and to explore
how the Green HRM practices are linked to the same.

KEYWORDS - environment management, green HRM, corporate social responsibility, green management,
organizational sustainability

1. INTRODUCTION

The need for sustainable development is of utmost importance so as to meet the demands of both our present
needs and as well as that of our future generations. Developing and developed nations around the globe are facing
an urge for highly sustainable and environmental friendly practices (Mohd-Yusoff Yusliza, 2017). The function
of HR will turn into the controller of creating a sustainable environmental inside the association, by imposing
various practices and keeping in mind an environmental friendly focus.

Developing worldwide ecological concerns and the advancement of universal natural standards are making the
requirement for organizations to embrace formal environmental projects a necessity. The development of
internationally accepted standards and the increasing environmental concerns are forcing the corporates to adopt
programs and formal environmental strategies (Bonnie F. Daily, 2001). Utilization of corporate green
organization exercises requires an incredible state of specialized and administration talents among workers
because of the certainties that the organization will create, such as, development centered ecological activities
and projects that significantly affect the economical aggressiveness of the organizations. Specialists have
contended that environmental administration framework can be successfully executed if the organizations have
the perfect individuals with the correct aptitudes and skills. To attain HR effectiveness, researchers in the field
have stated that the Green HRM should be aligned with the organizational goals through which the companies
could sharpen the skillset and behavior of the employees Invalid source specified..
The major driving force in the direction of achieving business sustainability goals is the concept of green HRM
(Swapna, 2018). The emphasis on green practices advancement in organizations has influenced both industries
and businesses to go for conditions and practices which are known as Green administration. Green HR is a part
of Green organization rationality and strategies taken up by firms for environment management. Green HRM
incorporates all exercises, which goes in helping an association do its game plan for Environment Management.
As part of the people and talent management green HRM considers sustainability as a core value by aligning the
goals of organization with it (Mandip, 2011).
The idea of the GHRM proposes the utilization of HRM strategies with the essential goal of advancing the
reasonable utilization of assets inside the business associations and also in guaranteeing the advancement of
ecological manageability. Thus, GHRM centers around the part of seeking after eco-friendly HR roles and in
addition safeguarding the knowledge capital. The recruitment of personnel, their training and induction,
performance and the reward or incentive management is where the green HRM practices could be employed in
the industry (Prasad, 2013). Thus the objective of this study is to discuss the need for business to adopt green
practices, the objectives of Green HRM and to analyze various Green HRM practices and their impact on
sustainability of environment and organization.

2. SYSTEMATIC LITERATURE REVIEW METHODOLOGY

Literature review is a term related with a way towards gathering, checking and reanalyzing information from the
existing literature with specific goals in mind. A Literature Review characterizes a particular issue, idea, theory,
phenomena. As per the SLR technique, in the accompanying subsections the scope of paper, the way toward
recognizing apt writing, and the papers incorporated into this survey are depicted. The paper is proceeded by
reviewing environmental management from the aspects of HR, second, by discussing about the objectives of the
review of these literatures, third, the need for businesses to adapt green practices, and fourth, by shedding some
light on the impacts on sustainability and development of organizations due to various HRM practices.

2.1 Scope of the review

With a specific end goal to accomplish the expressed survey objective, an orderly way of writing was led by
utilizing a chronological technique. After a wealth of research into Green Human Resources Management
practices, discontinuities still exist in the Human Resource Management (HRM) processes, particularly on the
HR parts of Environmental Management known as Green HRM. Further, authoritative systems for natural
administration and manageable improvement will succeed when they are all around lined up with its HR exercises,
such as, less printing and more energy conservation.
The success of any strategic measure depends on the availability and potential of its people. In this manner,
effective workforce and human asset frameworks are basic for an impactful ecological development procedure.
As GHRM joins individuals with natural maintainability, it helps in crossing over any barrier between accessible
versus required and authoritatively gifted workforce for fruitful execution of ecological administration
frameworks. This paper utilizes a technique to survey the articles referred to in the databases Scopus, Emerald
Insight, Science Direct and Google Scholar with “Green HRM, Environmental Sustainability or Environmental
HRM‟ as the topic. Subsequently the research on this paper turns into a work area to explore as opposed to an
overview or some other method of inquiring about.

2.2 Identification of relevant literature

In July 2018 the procedure for identifying relevant literature and analyzing them was started. During this phase,
we searched for combinations of the keywords ‘Green HRM’, ‘Environmental Sustainability’, ‘Environmental
Management’, ’Green Initiatives’ on four databases: Scopus, Emerald, Science Direct and Google Scholar. The
databases above were chosen because of the aggregate number of quality academic content they contain and also
because of their relevance towards Green HRM.
Initial search resulted in 3443 papers in July 2018. These articles were segmented by one of the group to simplify
the process. This resulted in classification of information based the Title, Author(s) by whom it was written,
year in which it was published, what journal it is from, and the name of Database from where it was downloaded.
From this 1059 duplicates were excluded, which resulted in a sample of 2384 papers. After this, the reading of
the abstracts of the 2384 articles was done in order to verify their relevance to the scope of the research. Then
2067 articles were rejected for failure to be in accordance with the initially predefined norms, that is, for being off-
topic. The screening process resulted in 317 articles. Then these articles were drawn out and examined to check
whether to include in the review or not, based on the same criteria. After assessing these, another 265 articles
were excluded which resulted in 52 articles. Finally, 37 articles were selected for including in the review.

DATABASE NAME SCOPE OF THE SEARCH DATE ON WHICH SEARCH PAPERS OBTAINED
AND CRITERIA USED WAS CONDUCTED
SCOPUS SEARCH: TOPIC, 18/7/2015 156
JOURNALS
EMERALD INSIGHT SEARCH: TOPIC, 19/7/2015 256
KEYWORDS
GOOGLE SCHOLAR SEARCH: KEYWORDS, ALL 21/7/2015 2680
JOURNALS
SCIENCE DIRECT SEARCH: TOPIC, 24/7/2017 351
KEYWORDS, ARTICLES
TOTAL 3443

Table 1. Database search protocol in the Initial round.

RECORDS IDENTIFIED THROUGH

DATABASE SEARCH = 3443

DUPLICATES DISCARDED = 1059

RECORDS AFTER SCREENING

BASED ON ABSTRACTS AND
FULL TEXTS = 2384
PAPERS DISCARDED FOR BEING
OFF TOPIC = 2067

RECORDS AFTER SCREENING

BASED ON NON-COMPLIANCE =
317
RECORDS ELIMINATED IN THE
FINAL ROUND = 280

ARTICLES SELECTED = 37

Figure 1. Flow chart of the SLR process depicting the selection process of Green Human Resource Management
papers
2.3 Systematic literature review results

The 37 articles selected for this SLR review were released between 2001 and 2018, with a somewhat regular
increase over this eighteen-year period depicting the importance of the role of Green Human Resource Practices
in today’s world. In spite of the fact that numerous researchers have highlighted the significance of GHRM in
advancing conditions of the organization’s practices among workers, it is yet a less-examined region.
Additionally, the accessible writing on GHRM fundamentally gives bits of knowledge in the Western culture.
Thinking about the criticalness of Asian financial improvement and natural emergency, it is similarly vital to
investigate the same in the Asian organizations. GHRM is an under-looked into territory in India, albeit green
associations are in need of great importance. Henceforth, it has turned out to be critical to investigate GHRM in
India.

NO OF ARTICLES
7
NUMBER OF PAPERS

6
5
4
3
2
1
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
YEAR

NO OF ARTICLES

Figure 2: Number of included articles in the review by year of publication.

In our view, while acknowledging that a lot of obstacles may act towards limiting the development of a Green
HR Management advancement, as we will be discussing in the review paper, we additionally observe that what
is vitally lacking in the majority of the investigations assessed previously is an all-embracing Green HR process
model that displays the whole process from beginning to end which focuses on Green HRM, which could have
enabled to put the concept into practice throughout all the organizations. These gaps are what is to be taken care
of and thus provide a continuous smooth path towards this ingenious concept.

3. Methodological review

The methodology plays a primary important role in any research paper. The effectiveness of any research work
depends upon the correctness and accuracy of the research methodology. And for this literature related to our
topic Green Human Resource Management was collected from different websites and databases.
Hence the Methodological review in particular aims at giving an overview of the methods we have used to analyze
effective works on Green Human Resources Management papers, integrating Human Resources perspective with
environment management, not precisely briefing on the research procedures & designs of the articles under
review. With respect to method applications, inputs giving description about the applied methods were segmented
from respective articles. A joint analysis amongst our team led to categorizing article methodologies into 4
respective segments given as
(1) Qualitative research methods, combining interviews & case-studies;
(2) Quantitative research, consisting of surveys;
(3) Mixed methods of research, combining Qualitative as well as Quantitative methods both; &
(4) Non empirical methods, comprising mainly conceptual papers.
Non empirical methods of research were used in 45.94% in the articles under review (n = 17), and then Qualitative
applications in 29.72% of articles (n = 11), Quantitative methods of review integrated in 16.21% of the reviewed
articles (n = 6), and finally Mixed method in 8.10% of the articles (n = 3). Table 2 gives a description of the same.
The methods of segmentation used can be determined using the different themes and research questions on the
same explored in the respective articles, along with the deviated levels of analysis. The domination of qualitative
and non-empirical based methods in the investigated articles on the applications of Green Human Resource
Management in Organizations can be explained by the intensification in the enlargement of environment
management system. Studies that integrate Green HRM theory play significant part in creating connections among
areas that don’t generally converse with one another. Though the literature with regard to the Green HRM
practices is limited, the trends in the current scenario can be used to forecast the future course as large no of
Organizations continue to administer the GHRM practices.
The documentations on Green Human Resource Management practices is not only manifold and fractional but in
parallel it lags vigorous analytical and theoretical structure to support the productive knowledge obtained by
various intellectuals through systematic research works in this field except few. The earlier articles show that the
attention over the period of time has increased has on green accounting, green marketing and also green
management. Green Human Resource Management has a considerable capacity of being a management research
area, but the scholar research part has still a long way to go. The practices of environment management have
become an important constituent of business strategies but Green HR is still in an infancy stage with a few
organizations following the green practices (Nisha Jain, 2018).

Quantity of Articles Percentage (%)

Quality based data 11 29.72
Quantity based data 6 16.21
Theoretical (Non-empirical) data 17 45.94
Mixed Methods 3 8.10
37 100

Table 2. Methodologies of Research in this Systematic Literature Review

4. Thematic Review
The theme of the research paper includes the focus on the need for green HRM in organizations and the impact
this would have on sustainable development. The authors reviewed over 37 research papers and found out the
most recurring topics in those papers.
 Figure 3: Main themes of research

It was found that environment management (6), green HRM (13), corporate social responsibility (3), green
management (10), organizational sustainability (5) were the most repeating keywords in the papers. So the
following review describes what is green HRM, the need for it, how to implement it in the organizations and the
impact it would have on sustainable development.

4.1 What is Green Human Resource Management

The process of integrating green practices, that is, environmental friendly practices into the organization is termed
as green HRM. This integration is done throughout all departments as well as all rankings of employees of the
organization so that it becomes a part of the organization rather than being confined to a small section. This
ensures that it also takes care of mental and social well-being on a broader basis (Gupta, 2018). The role of HR
is very important in this because HR is the contact point between the company and the workforce. So a calculated
strategic approach by HR could boost the practice in the organization and create eco-friendly culture.

4.2 The need for Green HRM

The damage done to the environment with the development of nations throughout the world is not small. The
organizations that are being established day by day may have lead the nation towards this growth in economic
terms but at the same time it has degraded the environment pretty badly. The pollution due to industries throwing
waste into the water bodies and poisonous gases into the atmosphere has not only damaged the environment but
has also led to a lot of health issues. The changes in climatic conditions, global warming and the energy crisis are
also a part of the problem (Opatha, 2016). The products produced and operations performed for the same should
also be environmental friendly. Moreover, it’s the employees who work in the organization that determine
whether the organization is environmental friendly or not. This is because they are the ones doing all the work so
their mentality and practices determine the eco-friendliness of the organization (Mishra, 2017). So there should
be someone who takes up this job of training and monitoring them so as to ensure that the green practices are
established and running. This is where the HR department comes into action. It performs activities such as
recruitment, training and development, performance management and appraisal, employee relations, pay and
rewards and exit (Jing Yi Yong, 2016). So HR could perform a great deal of work
4.3 Green HRM Practices
The following practices could be implemented to bring about changes in the view and behaviour the organizations
have towards green management in the office:
Creation of green jobs
The creation of certain posts is the first step towards Green HRM. This includes work such as collecting data
about present eco-friendly or damaging situation, environment safety reports, energy reports etc. This would help
to know the present situation and the associated problems so as to intervene and solve it as soon as possible. These
profiles could be filled by people having qualification and certification in environment related topics. If the
company is not able to afford such a post, then the task could be split among the employees so that the workload
is distributed and the employee could keep doing their regular work along with this. An expert from outside or
consultants could be hired to guide them if needed.

Green recruitment and selection

If the company decides to create posts and fill them then the recruitment process should be clearly mentioning
the job description. The advertisement should be mentioning the details of work, qualification of candidate for
the same and the preferences of the company for the candidate. (Douglas W.S. Renwick, 2012) During the
interview the candidate should be asked questions based on environmental issues, various environmental policies,
what changes could be brought to bring about the “green” change, if he/she has done any such work before and
so on. This would help in filtering out applicants. Thus the role of green recruiter could be carried out.

The green induction program

Once the recruitment process is over, the next step is induction. This is where the company tells about the policy
and culture with regard to green HRM. This could be general or specific green practices. General is usually for
everyone to follow and the specific ones are for the special tasks assigned to the employees at green posts. This
will make the employees familiar with their duties and align them with the company objective and norms.

Training and development of green practices

The employees now have a brief idea about their job and the do’s and don’ts. The training part is what would lay
the foundation for their “green” duties. The training part involves educating all the members of the organization-
starting from the cleaners/peons to the top level managers on environment and teaching them ways they could
contribute towards a greener cause. This could be as basic as minimizing use of plastic in office, reduce paper use
as and when possible, recycling and waste management, turning off electrical equipment when not in use etc.
(Driving forward green human resource management in India: A framework for sustainable organizational, 2018)
Environmental Day should be given more importance and various activities and guest lectures could be conducted
on that day. The green HR job rotation could also help in inculcating the habit and developing future green
managers.

Green performance monitoring and evaluation

There should be constant checking if the knowledge and “green” tasks imparted are being carried out or not;
otherwise the training part would be a failure. The monitoring provides a realistic idea about the present situation.
There should be a predefined environmental performance standard which should be maintained and evaluation
should be based on that. If it comes below the standard, necessary action should be taken as soon as possible. The
green evaluation could be done at regular intervals and incorporated into the main performance report of the
employee. (A. Anton Arulrajah, 2015) This would ensure it becomes a part of his routine. The evaluation should
be followed by necessary feedback from the HR so that the employee remains on track. The target level could be
raised if constant performance is shown.

Green reward management

Other feature of green HRM is Green reward management. Green reward management practices of the
organizations are the main or we can say most appropriate of the organization’s sustainability of environmental
performance.
To appraise non-managerial employees and managers on corporate management association, management of
Green reward has very vast involvement and contributions. There are two ways through which organization can
practice it, i.e. financial as well as non-financial. Employees are financially rewarded in many companies for their
performance of good environment, while in many other companies, non-financial reward are also practiced for
their performance of good environment. (Mishra, 2018)
There is also a good practice of communicating employee environmental excellence in many organizations.
Organizations can survey their environmental excellence in many ways within an organization. For ex. Awards
are presented at important meetings by managers to people who have taken part in profitable programmes of
environment.
Also, we should must have to mention Weber and Savitz, who attended a “life-cycle workforce” concept, which
basically shows the order or nature in which an organization may impose different HRM practices to change work
into the sustainable ones.(Marciniuk-Kluska, 2018)
Also, one more need for most of the organizations is having a vast employee environmental skill recognition
programs at multiple level in the organization. The main or sole success of the recognition rewards is the main
reason of their availability in different sectors in an organization. For example, Xerox was rewarded with many
company broad environmental team performance award in recognizing for making environment friendly, and
material re-using process and packaging, also the recycle paper marketing techniques.
Also, rewards are introduced for developing new initiative and process appraisal program is also required to
motivate for their creativity in their work.

Safety management and Green health

It is not in the hands of the traditional safety management & health function of Human Resource Management. It
actually involves the safety management & other aspects of the management of the organization. This is the main
reason why these days most of the organization are actually re-designing post of ‘safety, health & environmental
manager’ and also ‘safety manager & health manager’.
Torugsa and O’Donohue defined Green HRM by taking five items (environmental training, investment in people,
making work-life balance and family cum friendly environment, improved employee health & safety, and also
participation of employee in decision-making processes). (Shuang Ren, 2017). This mainly involves a broader
job scope when it is placed with the post of safety and health manager in an organization. For ex. Community
support, bio-diversity protection and many more are included in it. (Yusmani Mohd Yusoff, 2108)
Nowadays there are organization where safety function and traditional health are extended to include other factors
as environmental protection and environmental management. These organizations are regularly ending to make
multiple environmental close approaches to decrease employee pressure and occupational issues caused by
infected work environment.
While in the way of improving safety and health of the employee, many organizations are successful in creating
strategies to maintain a preferred environment for preventing many health problems.

Green employee discipline management

In 1996, Wehrmeyer said that the green employee discipline management is a prior condition in many
organizational environment managements. Also, while confirming green employee nature in the work-place, also
workforce may need better discipline management works to get the target of environmental management
objectives and organizational strategies.
Green business strategies handle few chances to do that. Responsibility of Acceptance for environmental ethics
can be managed by the improvement of corporate environmental strategies. (D’lima, 2018).
Some companies also realized that discipline management can also be used as a feature to control employees in
environmental healthy acts of the administration. In these type of organizations, if there is an employee who is
violating any of the environmental terms and conditions, friendly actions that are counted in disciplinary acts such
as suspension, finings, warnings, and much more are taken against them. (Jie Shen, 2016)
It also indicates that imposing fines for non-compliance on direct touch in environmental management and
practices, terms and conditions, regulations and discipline for environmental management, and also making
negative imposements in environmental managements such as criticism, flipping, and much more factors and are
also practicable under the supervision of green discipline management of the employee. In case of violation of
rule, which are not so important to attend, it is usually favourable to apply or practice progressive actions which
in a system progresses from the basic services to the most important services in terms & condition of actions
taken.
Green employee relations
Since Green HRM is evolving day by day and has sharped the relation of employee and other management
services of the organization. Human Resource Management has contributed to our understanding of the
relationship among HRM, organizational performance, human capital and strategy. (Sudin, 2011)
Also, in green HRM, relation of employee and support of union are complicate in implementing environmental
management functions and other management programmes. Some organizations even have the strategies to gain
sharing and faming union, and is really a very important and good practice in gaining organizational
environmental performance. But, we appeal the supply value fit theory to search the part of every single green
values in moderating the relation in-between employee workspace green behavior and green Human Resource
Management/psychological green climate. (Jenny Dumont, 2016)
It also suggests that some employees continue relations and other management practices in the organization. They
also make the employee stand in the participation in green suggestions and healthy idea or plan and problem
solving parameters, and also independent to form and do experiments with their ideas or rather green ideas,
increasing the involvement of employee, and their participation in maintaining, and also altering the involvement
schemes of green employee and increasing support, and their behavior of green management, and also
encouraging the employees to use and practice green types of transport, and also the existing and pre-existing and
new practices HRM under relations of green employee are very well recognized by the organization and are
fruitful for any organization.

5. LIMITATIONS
Few constraints were encountered during the process of the review. Initial constraint was with respect to the
chosen keywords. Though the combinations of keywords with respect to our topic didn’t have much scope as
variable inputs, we tried to apply them in broader prospective, and the criteria for searching consisted of titles,
abstracts and keywords where ever applicable, yet still there is a possibility that some importance and relevant
pieces of literature might have been overlooked. The next constraint encountered involves the possibility of bias
while considering reviews to be included or excluded, even with the predefined criteria.
Then, the suggested articles implied that the HRM factor impacts employee’s work performance in many ways.
Hence, it wasn’t practically possible to go through all the factors that affect Green HRM associated with
employee’s performance.

6. DIRECTION FOR FUTURE RESEARCH

The environmental management process, which is an important component for ensuring business sustainability,
has been of primary importance in the modern business environment. (Swapna, 2018). Different organizations
have adopted and implemented practices of GHRM in their HR departments. Still the Green HRM practices are
in infancy stages, growing awareness within organizations of its significant role has made them to implement
environment friendly HR practices. Additionally, it is also important to note that the Organizations need to
consider and invest in this Green agenda of their businesses as a whole (Sharan, 2013). Sustainability for
influential impact will require organizations to take a more holistic and integrated approach with respect to
management of employees and environmental concerns (Adrian Wilkinson, 2001) . We have observed through
the literature that a majority of the employees have a sense of increased responsibility as well as job satisfaction
post implementing the Go Green practices. Also, the practices of Green HRM should be monitored constantly to
analyze their impact on HRM related issues. In the present scenario, it is the responsibility of the HR Managers
to spread awareness among the employees especially youngsters working in the organization about the Green
HRM practices and its impact with respect to the professional and personal development of the organization as
well as future generations in the long run. Reduction of environmental issues will increase overall efficiency &
productivity for any business and in turn will improve the opportunities for sustainable growth within a society
(Bonnie F. Daily, 2001).
The future of GHRM appears encouraging in the wider perspective of HRM stakeholders, be it employees,
employers or even academicians (Ahmad, 2015). Also, we look forward to witness further research on this area
in future, which can spotlight the respective roles of different other HRM activities and functions with respect to
Green HRM and to some extent correlate them with environmental management studies. Research with respect
to the impact of Green HRM Systems as a whole rather than individual practices would be considerably more
helpful in this respect.

7. CONCLUSION
The review of literature finally implies that to a great extent, the intrinsic potential of HRM Functions in greening
employees and the practices in organizations regarding the same. The primary challenge for HR professionals
today is to have a clear insight about the knowledge and implications of Green HRM practices for the
transformation of their organizations into green entities. The efforts finally will result in better environmental
performance of the organization as a whole. Without implementation of these practices, the path to achieve
sustainable environmental performance will be difficult in near future. Therefore, we will conclude that the
knowledge of Green HRM, its practices and impact for creating a sustainable environment will impact business
organizations to perform in a more environment friendly and sustainable manner than before. The organizations
should now give more importance to make every aspect of their HRM practices Green.

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