Industrial and Commercial Training

How green are HRM practices, organizational culture, learning and teamwork? A Brazilian study
Charbel Jose Chiappetta Jabbour

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Charbel Jose Chiappetta Jabbour, (2011),"How green are HRM practices, organizational culture, learning and teamwork? A Brazilian study",
Industrial and Commercial Training, Vol. 43 Iss 2 pp. 98 - 105
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How green are HRM practices,

organizational culture, learning and
teamwork? A Brazilian study

Downloaded by Northumbria University At 23:33 29 July 2016 (PT)

Charbel Jose Chiappetta Jabbour

Charbel Jose Chiappetta

Jabbour is an Assistant
Professor at the University
of Sao Paulo, Sao Paulo,
Brazil.

Abstract
Purpose The objective of this paper is to analyze the level of greening of HRM practices,
organizational culture, learning, and teamwork in Brazilian companies.
Design/methodology/approach The author surveyed 94 Brazilian companies with ISO 14001
certification.
Findings Contrasting the data, two important conclusions can be drawn. The first one is related to the
importance of considering the alignment of the human resource practices systematically in order to put
workers in control of environmental management. The second conclusion is about the little formalization
of the inclusion of environmental issues in traditional human resource practices, which can later badly
affect the good performance observed in the formation of teams, organizational culture, and learning
resulting in a negative cycle.
Originality/value The greening of HRM, organizational culture, learning and teamwork is an emerging
topic for scholars and consultants.
Keywords Environmental management, Human resource management, Organizational culture, Brazil
Paper type Research paper

1. Introduction
Since the 1990s, the environmental management area has been facing a challenging but
promising journey through companies. Such journey has resulted in several practices and
procedures aimed at making companies greener. Among those practices, is worthy to
mention the design for environment, evaluation of products lifecycle, reverse logistics,
among others. But, can organizations embark on the journey to environmental management
without having their workers in control of this challenging journey?
Hence, this study was carried out to investigate the involvement of the human resource
management practices (analysis and description of job positions, recruitment and selection,
performance assessment, and rewards) and the organizational dimensions that depend on
these practices (teamwork, organizational culture, and organizational learning) in the
environmental management of companies operating in Brazil. The data come from a survey
involving 94 companies.

2. Environmental management: the human dimension

According to Haden et al. (2009), environmental management can be understood as the
organization-wide process of applying innovation to achieve sustainability, waste reduction,
social responsibility, and a competitive advantage via continuous learning and development
and by embracing environmental goals and strategies that are fully integrated with the goals
and strategies of the organization.
We believe that the workers will assume control of the environmental management in
organizations if the human resource practices motivate their engagement. Only if job

PAGE 98

INDUSTRIAL AND COMMERCIAL TRAINING

VOL. 43 NO. 2 2011, pp. 98-105, Q Emerald Group Publishing Limited, ISSN 0019-7858

DOI 10.1108/00197851111108926

positions, recruitment, selection, training, performance assessment, culture, learning, and

teamwork incorporate environmental issues, can organizations reach the proactive stage of
environmental management.

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The analysis and description of job positions in an organization that aims for continuous
improvement of its environmental performance should be focused on:
B

job positions that enable workers to engage in environmental management issues;

job positions that stimulate workers to broaden their knowledge about environmental
management; and

job positions that demand environmental knowledge of workers, especially those who are
directly involved in the environmental performance improvement.

Based on environmental friendly positions, the selection and recruitment processes can also
be environmentally adequate. Recruitment can be defined as the organization activity aimed
at locating and motivating potential candidates for available and predicted job openings.
Thus, the recruitment process intends to influence the quantity and type of candidates for a
specific vacancy (Ivancevich, 1995) that had been put available internally (internal
recruitment) or externally (external recruitment) only. Little is known about the dynamics of
inserting environmental issues in an organization recruitment process. In general, according
to the literature, when this activity does incorporate the environmental dimension, the
environmental performance of the company is used as an element to attract talents.
Employees selection should ensure that environmentally committed candidates have higher
chances of being selected than those who, on the other hand, are not able to take control of
environmental management in the organization (Wehrmeyer, 1996). Nonetheless, the
literature hardly discusses the selection of environmentally committed employees in general,
nor does it discuss, more specifically, in terms of selecting personnel with technical
knowledge about environmental management.
All company employees not only those associated to certain departments or activities
should be provided with environmental training, which is considered one of the major
success factors of environmental management (Unnikrishnan and Hegde, 2007). These
training requirements should be integrated and involve other areas of the company as well
(Fernandez et al., 2003) including the organizations top management team (McCloskey and
Maddock, 1994).
The environmental training allows the employees to be able to achieve the objectives of
environmental management programs. Several companies have been setting environmental
objectives for the employees, whose performance is one of the criteria of individual
performance enhancement programs which influence the total amount of incentive awards
and variable remuneration that can be granted to employees. Performance assessment
programs are necessary to guarantee effective environmental management activities over
the time since they allow the continuous adjustment of an employee performance to the
employees expected performance by the company (Govindarajulu and Daily, 2004).
The award policies are focused on attracting, retaining, and motivating the best employees
fostering the development of new knowledge, actions, and abilities that lead to the
achievement of organizational goals (Gomez et al., 2005).
In addition to the importance of traditional human resource practices to environmental
management (positions, recruitment, selection, training, performance assessment, and
awards), we believe that some human resource dimensions are essential for maintaining
environmental programs on a daily basis in organizations.
The first factor is related to the support of green teams, which can be defined as a team of
people who work together to solve environmental problems or to implement environmental
performance enhancement programs (Laabs, 1992). According to Beard and Rees (2000),
green teams are used to generate ideas, foster organizational learning, and identify conflicts
focusing on resolving them based on the best options of environmental management
practices.

VOL. 43 NO. 2 2011 INDUSTRIAL AND COMMERCIAL TRAINING PAGE 99

The organization environmental culture can be considered as the set of assumptions,

values, symbols, and organizational artifacts that reflect the desire or necessity of being an
environmentally correct organization (Harris and Crane, 2002).
According to Fernandez et al. (2003), organizational culture and environmental
management are closely related since:
B

the organizations have effective environmental management mechanisms supported by

an environmentally friendly organizational culture, which tends to attract more motivated
and competent employees; and

the pro-environmental organizational culture tends to be more powerful when the

company has a team of environmentally conscious workers.

The organizations that achieve success in their environmental learning dynamics and
develop employees environmental competence will be able to explore more quickly and
more effectively the opportunities of the green market (Griffiths and Petrick, 2001). Hence,
although limitedly reported in the literature, the environmental learning metaphor seems
opportune to attempt to explain the characteristics and strategies of the environmental
management in companies (Boiral, 2002).

3. Methodology
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This study was carried out between 2005 and 2008 with 94 companies located in Brazil and
that have achieved 14001 environmental certification. Based on the literature review, a
seven-point rating scale questionnaire ranging from 1 disagree completely and
7 agree completely was elaborated and responded by environment managers of those
companies. It consisted of 23 questions about the greening of the several human resource
practices and dimensions.

4. Results and discussion

Table I shows the rankings of the responses about the alignment between the most
traditional human resource practices and the environmental management programs.
A significant number of respondents agree that the positions described enable the
involvement of workers in environmental management activities. Even more respondents
agree that the current structure of job positions enable the acquisition of knowledge about
the environmental management programs adopted in those companies.
Nonetheless, most respondents disagree slightly that the job positions described demand
general knowledge. In fact, the specific literature on this topic has already mentioned such need
as a flaw of companies that have been implementing environmental management activities
(Wehrmeyer, 1996). Although the job positions enable knowledge acquisition and contact with
the environmental management, their cultural dimension is not inserted in a broader and more
systematic perspective. Hence, the environmental dimension cannot be structurally included in
the job position structure; therefore, the high scores might be occasional.
When asked about the fact the company clearly prefers selecting environmentally aware
employees, most respondents marked as partially disagree. Such rating can be explained
by the fact that in the literature there are very few examples of companies that have been
implementing environmental criteria in their recruitment processes. Although the company
takes environmental responsibility into account, it seems that this factor has not been
included in the recruitment and internal and external job posting processes.
The question about whether the company considers environmental criteria in the selection
process was given negative extreme ratings. In general, the respondents seem unsure
about whether the selection process favors candidates committed to environmental issues
or those who had environmental commitment experiences in the past.
With regard to the inclusion of the environmental issue in specific steps of the selection
process, the literature reports on the feasibility of including conceptual tests, group
dynamics, or curriculum vitae analysis to verify the environmental sensitivity of the employee.

PAGE 100 INDUSTRIAL AND COMMERCIAL TRAINING VOL. 43 NO. 2 2011

VOL. 43 NO. 2 2011 INDUSTRIAL AND COMMERCIAL TRAINING PAGE 101

7.4
1.1
5.3
27.7
5.3

Rewards
V14 Cash rewards to recognize environmental performance
V15 Environmental performance is recognized publicly

2.1
2.1
1.1

Performance assessment
V11 Every employee has specific environmental goals
V12 Contributions to environmental management are assessed
V13 Individual performance assessment results are recorded

Training
V8 Environmental training is continuous
V9 Environmental training is a priority
V10 T Environmental training is an important investment

9.6
12.8

Selection
V6 Employee selection takes environmental motivation into
account
V7 All selection steps consider environmental questions

19.1
8.5

12.8
7.4
14.9

3.2
11.7
2.1

19.1
16

25.5

23.4

9.6

5.3

20.2

2.1

1.1

3.2

3.2

1.1

Partially
disagree

Recruitment
V4 Environmental performance of the company attracts
employees
V5 Company prefers to hire employees that have
environmental knowledge

Analysis and description of job positions

V1 Job positions enable involvement in environmental
management activities
V2 Job positions enable the acquisition of knowledge about
environmental management
V3 Job positions demand knowledge about environmental
management

Human resource practices

Completely
disagree

16
13.8

9.6
8.5
11.7

5.3
11.7
7.4

12.8
16

12.8

16

22.3

4.3

3.2

Slightly
disagree

9.6
18.1

14.9
11.7
13.8

11.7
17
11.7

30.9
23.4

18.1

21.3

16

14.9

8.5

12.8
20.2

17
23.4
16

10.6
25.5
28.7

10.6
19.1

11.7

18.1

17

18.1

22.3

Level of agreement (%)

Neither agree
Slightly
nor disagree
agree

Table I Level of agreement of the responses to the characteristics of the human resource management dimensional functions

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9.6
14.9

14.9
26.6
21.3

26.6
18.1
19.1

9.6
9.6

4.3

13.8

17

33

31.9

Partially
agree

5.3
19.1

23.4
21.3
17

40.4
13.8
29.8

7.4
3.2

4.3

6.4

12.8

26.6

29.8

Completely
agree

However, it is likely that those options have not been used as a whole or in part by the
companies studied.
With regard to environmental training, most answers given to the functional dimensions of
the human resource management are related to the existence of a continuous environmental
training in the companies studied. The second greatest number of answers is also included
in the training construct, and it is related to the agreement that the environmental training is
seen as an important investment. However, although considered an investment, training is
not considered a priority.
Therefore, it is clear that companies consider continuous training as an important
investment, and they regard it as relevant as any other organizational training. Such
evidences are in agreement with the literature, which considers training as the major human
resource practice that interfaces with environmental management, especially in ISO 14001
certified companies, a requirement of this norm (Daily and Huang, 2001; Govindarajulu and
Daily, 2004; Unnikrishnan and Hegde, 2007). Nonetheless, the literature does not discuss
whether it is given priority over other kinds of training.

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With regard to performance assessment, there was complete agreement. Such

determination has been considered as rare in the literature since it is present only in
companies with high level of environmental performance (Fernandez et al., 2003). These
observations should be analyzed in the specific context of the sample studied that consists
of ISO 14001 certified companies only.
Partial agreement predominated in the answers to the questions about environmental
performance assessment, mainly the existence of an individual assessment and the
recording of its results. Again, this answer pattern is not supported by reports in the literature
since the major studies on this topic reveal the lack of systematic practices with this goal in
organizations (Fernandez et al., 2003; Govindarajulu and Daily, 2004).
The answers to the questions about rewarding are consistent with the literature indicating
integration between people and environmental management. With regard to the existence of
a reward system for environmental performance, the answers indicated total disagreement
by a significant number of respondents. This variable attained the lowest level of agreement
concerning environmental management corroborating the arguments of several authors who
indicate lack of this practice in the context of organizations (Ramus, 2002; Daily and Huang,
2001; Denton, 1999).
On the other hand, the answers about the existence of a reward system with public
recognition for environmental management results showed a high level of agreement. In fact,
according to the literature, among the reward practices for environmental management,
public recognition is the most common (Denton, 1999).
Table II shows the behavior of the answers to the questions about the competitive
dimensions of human resource management.
Most respondents partially agree with the existence of functional green teams in their
companies. The answers about the existence of interfunctional teams showed similar
agreement behavior.
Actually, evidence that this behavior is similar to the major characteristics of green teams
that have been provided in the literature (May and Flannery, 1995).
Therefore, it is likely that teamwork has been adopted within the ambit of a function (Florida,
1996) or interfunctionally (Rothenberg, 2003) to conduct environmental activities
considering their especial characteristics, which are relevant to the success of the
environmental management of the company (Strachan, 1996).
Organizational culture attained the highest level of complete agreement among all variables
rated since the continuous improvement of environmental performance has been
considered one of the company goals. Thus, the answers indicated that the continuous
improvement of environmental performance is indeed related to the goal of the company,
which tends to represent part of the organizational culture. This behavior should be
considered within the context of the sample investigated in this study since it consists of ISO

PAGE 102 INDUSTRIAL AND COMMERCIAL TRAINING VOL. 43 NO. 2 2011

VOL. 43 NO. 2 2011 INDUSTRIAL AND COMMERCIAL TRAINING PAGE 103

1.1
3.2
5.3

1.1
2.1

3.2
1.1
1.1

6.4
2.1

Partially
disagree

2.1

1.1
3.2
3.2

Organizational culture management

V18 Environmental dimension as an organizational priority
V19 Environmental improvement as an organizational goal
V20 Individual awareness of environmental goals

Organizational learning management

V21 Development of new environmental management ideas
V22 Incentive to environmental improvement of routine
activities
V23 Exchange of environmental management experiences

1.1
2.1

Completely
disagree

Team formation
V16 Functional green teams
V17 Interfuncional green teams

Human resource competitive dimensions in the context of

environmental management

4.3
17

8.5

4.3
0.0
3.2

8.5
5.3

Slightly
isagree

14.9
16

7.4

8.5
2.1
4.3

19.1
7.4

Level of agreement (%)

Neither agree
nor disagree

Table II Level of agreement of the responses to the characteristics of the human resource competitive dimensions

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18.1
18.1

11.7

14.9
7.4
11.7

18.1
21.3

Slightly
agree

29.8
23.4

39.4

25.5
13.8
31.9

27.7
28.7

Partially
agree

28.7
18.1

29.8

42.6
72.3
44.7

19.1
33

Completely
disagree

14001 certified companies only, and therefore they often aim at achieving continuous
improvement as a requirement of this norm.
The questions of the other variables related to environmental organizational culture attained
maximum level of agreement. Therefore, the search for continuous improvement of
environmental management tends to be related to the inclusion of this environmental
dimension as an organizational priority coinciding with the development of awareness of the
environmental goals by its employees (Harris and Crane, 2002).
Consequently, it can be said that the environmental culture of the companies studied is
based on the continuous improvement of environmental performance values and on the
acknowledgement that the environmental issue is a priority, which again coincides with the
employees awareness of the environmental goals of the organization (Johnson and Walck,
2004).
A significant number of respondents marked as partially agree when asked about the
existence of organizational learning management through some specific variables. The most
frequently mentioned environmental learning management practice was the development of
new ideas about environmental management, which is consistent with the literature, in which
this practice is considered as an important factor for the continuous improvement of
environmental performance of an organization (Beard and Rees, 2000).
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Thus, continuous improvement can focuses on projects or on routine activities. The latter
was given the lowest level of agreement by the respondents.
Finally, there is evidence that the exchange of knowledge between employees has
contributed to the organizational learning, as indicated by Boiral (2002).

5. Final considerations
We verified that, in general, environmental issues have not been completely inserted in the
traditional practices of human resource management, such as selection and financial
remuneration for good environmental performance.
Therefore, it can be concluded that there is an unbalance between the several human
resource practices to support environmental management. The importance of this internal
alignment is emphasized in the literature concerning human resource management, but it
should also be considered to support environmental management adequately.
The analysis of the human dimension variables (teams, culture, and learning) showed high
level of agreement indicating that they are aligned and support environmental management,
especially by including environmental issues in the organizational culture.
Contrasting the data, two important conclusions can be drawn. The first one is related to the
importance of considering the alignment of the human resource practices systematically in
order to put workers in control of environmental management. The second conclusion is
about the little formalization of the inclusion of environmental issues in traditional human
resource practices, which can later badly affect the good performance observed in the
formation of teams, organizational culture, and learning resulting in a negative cycle. On the
other hand, companies that are able to align practices and human resource dimensions with
the objectives of environmental management can be successful in the organizational journey
towards environmental sustainability.

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About the author

Charbel Jose Chiappetta Jabbour has a PhD in Industrial Engineering from the University of
Sao Paulo (USP), Brazil. He is Professor of Organizational Theory and Organizational
Sustainability in the University of Sao Paulo Business School. Charbel Jose Chiappetta
Jabbour can be contacted at: charbel@usp.br

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