PROJECT DISSERTATION REPORT ON

Green HRM : Organizational Strategy of Greening People

Submitted in partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of

Avinash Kaur
(Assistant Professor) Submitted by
Anmol Khurana
MBA (IV Semester)
(01017903915)

2015– 17
 CONTENTS

Chapter Particular(s) Page No.

Certificate

Acknowledgement
Executive Summary

Introduction

Literature Review

Research Methodology

Data Analysis

Findings and Conclusions

Bibliography

Appendices – to include questionnaire, if any

 CERTIFICATE

I, ANMOL KHURANA, Enrolment No. 01017903915 from MBA-IV Semester of the

Periyar Management and Computer College hereby declare that the Project Dissertation (MS-
202) entitled “Green HRM – Organizational strategy of going green” is an original work and
the same has not been submitted to any other Institute for the award of any other degree.

Date: Signature of the Student

Certified that the Project Dissertation Report submitted in partial fulfilment of Master of
Business Administration (MBA) to be awarded by G.G.S.I.P. University, Delhi by ANMOL
KHURANA, Enrolment No. 01017903915 has been completed under my guidance and is
satisfactory.

Date: Signature of the Guide

Name of the Guide: Prof. Avinash Kaur

Designation: (Assistant Professor)

 ACKNOWLEDGEMENT
I respect and thank Prof. Avinash Kaur, lecturer for giving me an opportunity to do the
project work and providing us all to support and guidance which made me complete the
project. The blessing, help and guidance given by her time to time shall carry me along
journey of life on which I am to embark.

Lastly, I thank almighty, my friends for their constant encouragement without which this
project would not be possible.

I also acknowledge with a deep sense of reverence, my gratitude towards my parents who has
always supported me morally as well as economically. At last but not least gratitude goes to
all of my friends who directly or indirectly helped me to complete this project report.
 EXECUTIVE SUMMARY

Green growth is becoming an attractive opportunity for countries around the world to achieve
poverty reduction, environmental protection, resource efficiency and economic growth in an
integrated way. Green growth strategies generate policies and programs that deliver these
goals simultaneously. They accelerate investment in resource efficient technologies and new
industries, while managing costs and risks to domestic taxpayers, business, communities and
consumers.

The future we want, the outcome of the Rio+20 Sustainable Development Summit,
recognizes the vital role for green growth strategies, which “should contribute to eradicating
poverty as well as sustained economic growth, enhancing social inclusion, improving human
welfare and creating opportunities for employment and decent work for all, while
maintaining the healthy functioning of the earth’s ecosystems” (UNCSD, 2012).

 Green growth strategies are, in part, a response to the serious risk now posed to the
global economy by increasing pressure on the environment. Resource scarcity is
increasing and water, land, biodiversity, and other natural resources have become
degraded. Therefore, transforming economic activity to improve efficiency and
management of natural resources is vital to the stability and sustainability of the
future economy – a green economy. Reducing environmental liabilities and risk is
critical as well. Pollution of the air, water and land, biodiversity losses, and climate-
related hazards can endanger economic and social development if not proactively
addressed. But this is not the only reason why green growth strategies are becoming
increasingly popular among governments and reaching a new stage of maturity –
green growth can unlock substantial economic, social and environmental benefits for
societies and enable synergies between them.
 Green growth can enhance efficiency and productivity. Green resource efficient
technologies and practices often save resources and money compared to conventional
alternatives. They enhance competitiveness over the long term, and sometimes in the
short term.
 Green growth can underpin industrial policy and macroeconomic goals. Growing
demand for green technologies, products and services – domestically and
internationally – offers countries opportunities for developing new industries and
markets.
  Green growth can improve quality of life and, if designed and implemented well, can
address social equity issues. By reducing environmental degradation and conserving
vital natural resources, governments can enhance the quality of life for citizens,
especially the poor who are particularly vulnerable to natural resource limits and
environmental damage.

While further evaluation of long – term impacts is required, there is emerging evidence that
green growth works. Growing numbers of national and sub-national governments in all
regions are achieving results in implementing plans, policies, and programs that accelerate
private sector green investment and changes in consumer behaviour. These programs are
most effective where they respond to trade-offs associated with green growth and invest in
initiatives to mitigate the risks and costs of a transition to green development.
 CHAPTER – 1
INTRODUCTION
1.1 Introduction to Green HRM

Green HRM is the use of HRM policies to sustainable use of resources within business
organizations and generally promotes the cause of environmentalism. Green HRM initiatives
are increasing as a result of mounting concern over global warming and the adverse effects of
excess business activity on the environment. They often form part of Corporate Social
Responsibility. The kinds of action taken within Green HRM initiatives include educating
employees about climate change, other environmental issues, training and use of methods that
reduce the use of resources, promoting more sustainable means of travel, car sharing, cycling,
public transport, and providing employee benefits to eliminate those methods that are
environmentally degrading. Some initiatives also make use of employee volunteering to
support environmental charities and projects meant to develop green initiatives at work.
Where trade unions are present, Green HRM may involve consultation and joint working
with union. Union representatives who are trained to promote green agenda at work to
advance sustainable business practices. 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
modelling. In instances of lay off times, Green HRM takes the alternative into concern by
reducing costs and other expenses, without losing their talented employees. Green HR is an
off-shoot of Green management philosophy, policies, and practices followed by a firm for
Environment Management. Green HRM comprises all activities, aimed at helping an
organization carry out its agenda for Environment Management to enable it to reduce its
carbon footprint and earn carbon credits, in areas concerning on boarding and acquisition of
human resources, their induction, performance management, learning and development and
compensation and reward management. The present economy worldwide can be termed as a
green economy in which organizations have to address – green issues in response to
consumer and employee expectations, and the environmental changes. Against this backdrop,
it can be assumed that environmentally conscious organizations will have sustainable
competitive growth in the era of green economy. Organizations globally are adopting green
management policies and practices in different management spheres for inclusive growth, and
out of their concern for environmental protection.
Companies following Green HR practices can experience substantial impact on the
engagement, commitment, morale, and quality of work life and the retention of human capital
in the organization. Green Human Resource Management is emerging as an important thrust
area for management which can have an enormous impact on people issues in an
organization.

The term Green HRM is often used to refer to the contribution of HR policies and practices
towards the broader corporate environmental agenda of protection and preservation of natural
resources. When we talk about Green HR two essential elements have to be considered :
environmental friendly HR practices and the preservation of knowledge capital. HR functions
like acquisition of human capital, their induction, training, performance management and
reward management which will have a bearing on the overall carbon footprint of a company.
In current business environment, marked by recession and turbulence which has hit all
economies around the world, including India, companies are resorting to downsizing and lay-
off and in the process also losing their valuable knowledge capital which, in present times of
talent crunch, is often difficult and costly to replace. Green HR initiatives can help companies
find alternative ways to bring down cost without losing their talent in green economy.
Organizations have tremendous growth opportunities by going green and creating a new
environmental DNA which can bring in immense operational savings by reducing their
carbon footprint. Green HR can become an active partner in achieving this objective by
creating a Green HR platform where the workforce experience high job satisfaction and being
better engaged, which will result in higher productivity. Green HRM initiatives help create a
culture of having concern for the well being and health of fellow workers, besides the
overriding concern for environmental protection which is a sine qua non for a healthy and
happy life for all of us on this planet. Some common examples of Green HR activities can be
use of job portals of companies for recruitment and the use of telephonic, online and video
interviews. This can reduce the travel requirements of the candidates, besides causing
reduction in paper work. As part of compensation management, companies can institute
Green rewards to employees in the form of nature – friendly workplace and lifestyle benefits,
which may include carbon credit offsets, free bicycles and pollution – free vehicles for
commuting to and in the workplace in order to engage people in the green agenda. While
many employees are not conscious of their responsibility to protect the environment while
they are at work, the new workforce of millennial, particularly the knowledge and highly
skilled workers, are emphasizing environmental consciousness as they choose their
employers. The talented and knowledge workers look for meaning and self-actualization in
their jobs in order to stay committed to the companies they are working in and Green HR can
help create this commitment by following green values and practices. Other green activities
can concern minimum use of paper and printed materials in recruitment, performance
appraisals, and learning and development. It must be realized that HR alone cannot contribute
to improved business results by incorporating Green HR processes.

Organizations have to invest in the green agenda of the business as a whole. Some of the
areas where a company can build its green business can include decreased use of printed
material, increased recycling, using reusable grocery and lunch bags, and prohibiting the use
of bottled water, plastic and Styrofoam cups in the workplace. Work stations can have
fluorescent light bulbs and other energy saving and green devices. Companies can encourage
employees to change their travel and transportation habits by limiting official car trips, , using
metro and public transport for business travel, carpooling, providing interest free loans to buy
hybrid cars, and cycling or walking to work. Business meetings and conferences can be
conducted through internet, tele and video conferencing., wherever possible, in order to
minimize business travel. Similarly by following flexi-working, employees can be offered
opportunities to be “tele-work” or work from home. Internet and intranet facilities today
allow companies to communicate with employees through emails and company portals,
thereby reducing the need of printing and of papers. Wellness programs for employees, their
family members and general public can be organized to highlight physical fitness, proper
nutrition, and healthy life-style. Many companies, which are taking a greener approach inside
their organization, are experiencing a positive and congenial effect on the patterns of
employee relations in the organization. This also has a positive influence on the mindset of
employees as they feel that apart from their functional contribution on the job, they have an
important responsibility in preserving environment. The responsibility of the present
generation HR Managers is to incorporate the Green HR Philosophy in corporate mission
statement, HR Policies. It should also spread it with the help of training programs, in
recruitment etc. There is a great deal of increase in the adoption of environment management
systems by the corporate sector. There is a need for a proactive approach to environmental
management across the world earlier success of a firm was strongly dependant on promotion
of economic value. However today, organizations have to consider for the reduction of
ecological footprints and give importance to social and environmental factors along with
economical and financial factors in order to enable the organization to be successful in the
corporate sector thereby enabling attainment of profit by the shareholders. There is a great
deal of increase in the level of environmental pollution and waste emerging from industries
which has resulted in increase in implementation of policies by governmental and private
sector with the aim of reducing the rapid destruction to the non renewable resources and the
ultimate negative impact it would have on societal consequences. There is enhanced
adoption of environment management systems by the corporate sector.

1.2 BIRTH OF GREEN HRM

Green Movement is a political movement which advocates four important principles,
environmentalism, sustainability, non-violence and social justice. Supporters of the Green
Movement are called Greens, adhere to Green Ideology and share many ideas with ecology,
conservation, environment, feminist and peace movements. In March 1972, the World’s First
Green Party, the United Tasmania Group was formed, at the same time, in Canada, a small
party was formed, then it spread to the other countries. In India the Bishnoi Community, the
traditionally lovers and protectors of trees and animals like deer and cinkara were responsible
for green movement in Jodhpur, Rajasthan.
The Green Movement across the world gave birth to Green HR. Human Resource
Management is responsible for managing, developing and retaining employees in the
organization. 19th and 20th Century was an era of industrialization, especially in Europe the
Industrial Revolution started in 19th Century, manufacturing large quantity of consumer
goods, the factory system and demand for different products, the advancement of technology
put lot of pressure on the natural resources of planet Earth e.g. exploitation of resources like
air, water, exploitation of flora and fauna. E.g. timber, minerals, chemicals including animals
and forest for commercial needs of the society. Large number of human being left
their traditional business of farming, trained themselves and were employed by industries like
mines, textiles, transportation, chemicals, pharmaceuticals, etc. The result of industrialization
was that the world community started discussing about natural resources, pollution,
ecological imbalance and bio-diversity. As the strength of industrial workers increased a
separate department or cell was created to handle the employees, it was early called as
Personnel Department and now Human Resource. The responsibilities given to this
department was to ensure and get right person for the right job, trained them, retain and
develop them as per the requirement of industry. The result was that these employees
recruited started using natural resources as a raw material to manufacture required goods or
products, resulting in industrial wastage and polluting the surrounding climate or
environment.

1.3 EMPLOYEES CONTRIBUTION IN MAKING GREEN OFFICE CULTURE :

 Use less paper : The Sierra Club estimates that the average U.S. office worker goes
through 10,000 sheets of copy paper a year. Instead of printing out copies of
important documents or agendas for meetings, save those documents on a shared
drive and pull them up for everyone to view collectively in the meeting.

 Revamp the to-do list : For those who prefer to write out daily lists and cross items
off as completed, consider making this method more sustainable to avoid pushing so
much paper. You can digitize your to-dos on a smart phone or a computer or invest in
a dry-ease board, which allows you to continue writing yourself notes and lists
without harming trees. You can even purchase refillable dry-erase markers.

 Reduce over reuse : Office paper is highly recyclable, but a lot gets wasted. Waste
reduction is often more cost-effective than recycling because it reduces the amount of
material that needs to be collected, transported and processed. That said, recycled
paper is still friendlier than new in fact, 55 percent of water is saved by producing
recycled paper compared with virgin paper and recycled paper uses 60-70 percent less
energy to produce than paper from virgin pulp. Recycled copier paper is usually more
opaque than paper made from virgin materials, making it easier to print on both sides
and not get “show through” printing on the opposite side.

 Adjust printer settings : Colour printing generally uses more ink, so print in black
and white when you can or to conserve even more ink, print in draft mode. Also, try
reducing your margin settings (wider margins, smaller font size) to fit more text on a
single page your printer will use less paper. Print duplex or double sided whenever
possible. Set duplex printing as the default and change it on an individual print basis
only when you have to.

 Use paper clips instead of staples : Paper clips are sustainable by design. When
made of the traditional plain aluminium, they are readily recyclable and can be
 reused. Make sure to recycle your paper clips when you have exhausted their use and
reuse them if people leave them in meetings.

 Forget the screen saver :Removing your screen saver is a simple way to be
sustainable. Screen savers use excess energy when you are away from your desk.
Change your screen settings to “hibernate” or “sleep” when you are away from your
computer for more than 10 minutes.

 Avoid hidden power usage : Many devices have “standby” settings that draw power
sometimes as much as 15 or 20 watts even when they are turned off. To make sure
that your computer, monitor, printer, photocopy machine, television, etc are all the
way off, pull the plug rather than flipping the switch before heading out the door. To
make it easier, try plugging hardware into a power strip with an on/off switch (or a
smart power strip); the whole desktop setup can be turned off at once.

 Turn off task lighting or overhead lights : When you leave your office for
meetings, Energy-saving is important, but the benefit gained from establishing a good
habit and the message it sends to conserve when possible, is even more important.

OTHER EFFORTS WHICH CAN BE TAKEN :

Go Natural :
 Lift shades to bring in natural light and switch off overheads.
 Inquire about installing motion detectors, especially in areas designated for copies,
faxes, coffee rooms, and shared kitchen space.
 If replacing personal lights, use compact fluorescents.
 Add plants to your office landscape. They improve air quality, have been shown to aid
in overall mood and stress levels, and add visual warmth.
 Take advantage of energy saving computer settings.
 Set all printers to double sided default.
 Invest in a Smart Strip power strip to reduce phantom, or vampire energy loss.
 Encourage all employees to shut down their computers at night before they leave, and
make sure that office lights are turned off whenever the room or space is unoccupied.
 Reduce, Reuse, Recycle :
 Stock the break room with reusable cups, plates and silverware.
 If your office does not recycle, be a leader and request a recycling bin.
 Inquire about becoming a Sustainability Liaison.
 Get off the bottle – discourage use of large water bubblers as they are extremely
carbon intensive, not to mention unsanitary, and inquire about a water filtration
system.
 Donate old office equipment or make sure to recycle computers so that they can
be repurposed.
 Encourage colleagues to communicate electronically and use tools such as
PowerPoint for meetings to avoid handouts. If you must print, use both sides.
 Suggest employees put scrap paper into a binder for note taking versus purchasing
new pads of paper.
 Replace individual office phone books with electronic directories.
 Create electronic flows for expense reports, timesheets, and pay checks to
eliminate unnecessary waste.
Green Purchasing :
 When purchasing office paper goods, opt for recycled and biodegradable items.
 Buy in bulk, which reduces fuel consumption during shaping.
If using cleaning products in the office, choose Green companies, such as Ecover,
Method, or Seventh Generation, that do not use phosphates, which pollute water and ruin
ecosystems, or petrochemicals, which are made from petroleum or carbon.

1.4 STRATEGIES TO BE IMPLEMENTED

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, which helps to substantially reduce waste created from printing and mailing
resumes. This process is not only completely paperless, but also makes one’s career more
accessible and easily shared with potential hirers.
Organizations can also use online portals for on boarding documentation such as offer
letter, credentials and testimonials regarding qualifications and experience of selected
candidates, acceptance letter and so on which can significantly reduce the amount of
paper used after an offer has been accepted by a new employee. Information about the
company and job descriptions of advertised positions on its website also help
companies in the orientation of new employees.

B. Sourcing and Acquisition of Human Resources : To start with, HR Department

can make Green/EM (Environmental Management) job descriptions for
employees. As higher level executives have to take greater responsibility for green
initiatives, green goals should be included in managerial job descriptions. While
developing the competency model for talent, an organization can include
environmental consciousness as one of the core competencies required of
employees. Green job candidates, who comprise a large section of talented and
knowledgeable manpower, use green criteria when applying for jobs, and,
therefore, companies having green practices can attract good talent. This means
organizations have to ‘practice green’ in order to build a Green Employer brand
(green employer of choice). Preference in selection should be given to candidates
who are ‘green aware’ which becomes a part of the HR acquisition policy.
Employers, having strong green brand are more likely to attract talent than those
who do not have green philosophy.

C. Induction : Employee orientation programs should be designed in such a way as

to facilitate the integration of new employees into a culture of green
consciousness. Induction programs should highlight an organizations concern for
green issues of employees like their health, safety and green working conditions.

D. Performance Management and Appraisals : Performance management systems

should be developed to include ‘green’ targets in the key performance areas
(KPA). This can be translated into Green performance standards and Green
 behaviour indicators which should serve as yardsticks in performance appraisal of
employees at all levels. Green targets, goals and responsibilities should be
established for managers and achievement of managers in accomplishing Green
results should included in appraisals. Examples of such contributions can include
creating awareness and familiarization of green issues amongst the subordinates,
encouraging them to involve themselves in green activities of the company and
facilitate environment management learning. Those exceeding the standards may
be identified as Green Super Keepers (exceptionally talented employees) and
allocated rewards based on their green contributions.

E. Learning and Development : Training, Development and Learning plans should

include programs, workshops and sessions to enable employees to develop and
acquire knowledge in environment management, green skills and attitude. Job
rotation in green assignments should become an essential part of career
development plans of talented green managers of the future. Training contents
should be developed to increased employee competencies and knowledge in
Environment Management. Extensive use should be made of online and web-
based training modules and interactive media as training tools for not only for
environment management training but for other functional areas as well.
Environment-related aspects of safety, energy efficiency, waste management and
recycling can become the focal points of green training. Training managers should
rely more on online course material and case studies rather than on printed
handouts, thus further reducing use of paper.

F. Compensation and Reward Management: Compensation and reward

management should recognize contributions in green management. Compensation
packages should be customized to reward green skills acquisition and
achievements by employees. Monetary-based, non-monetary based and
recognition-based rewards can be used for green achievements of employees.
Monetary-based rewards for contributions in environment management can be
allocated in the forms of salary increase, cash incentives and bonuses while non-
monetary rewards may include sabbaticals, special leave and gifts to employees
and their family members. Recognition based awards can highlight green
contributions of employees through wide publicity and public praise and
appreciation of green efforts by CEO or top management executives.
G. Corporate gardens with natural fertilizers and pesticides:Every office

should maintain greening of office premises with gardens. There should be HR

policies for participation of employees for gardening.

H. Rewarding the employees who uses bicycles to commute or car

pools:Organizations should encourage those who live nearby to commute by

cycle or walk, reducing pollution. The ones who live far off could use car

pooling. It would be a good exercise and would keep the employee as well as

environment in good health.

I. Recognizing employees for green innovation: Initiating green rewards to

departments and individuals for innovative initiatives and green contribution

through reduction of wastes, green resources and energy.

J. Gather bio degradable home/office waste:Segregation of waste and disposal

of waste should be streamlined in the organisation. Food canteen should

adhere to zero wastage policy and use the leftover food for the cause too.

K. Paperless office:Replacing the age old tradition of paper documentation by

paperless office. This can be achieved by ensuring 100% IT-based HR

operation.

L. Saving electricity:Taking innovative initiatives of saving electricity by

encouraging volunteering to switch off lights and fans where and whenever

required.

M. Conducting an energy audit: It is important to Survey employees to assess

how well the organization is doing with regard to implementing green

business practices. The survey should request suggestions for becoming a

greener organization. This can be a separate survey focused on going green

 issues only, or it can be added as part of an employee opinion/satisfaction

survey. Conducting the surveys annually will enable the organization to assess

going green progress and provide information, suggestions and insight for

future actions.

N. Buying green: Tell suppliers that you are interested in sustainable products

and set specific goals for buying recycled, refurbished, or used. Make the

environment, and not just price, a factor when purchasing.

O. Provide leadership and resources for going greening: Assign a respected

executive-level person to head up going Green/Organizational Sustainability

initiatives. Including “going green” in company’s mission statement and

business plans.

P. Save water: Monitor sinks and toilets for leaks that waste water. Eliminate

water waste in manufacturing processes and in watering the company’s lawns.

Q. Explore opportunities for implementing alternative energy sources:

Evaluate opportunities for using solar energy, bio-fuels, wind power and other

alternative energy sources.

1.5 NEED OF GREEN HRM

1) To reduce or avoid global warming.

2) To reduce or avoid 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 reduce or avoid health diseases owing to pollution.

4) To avoid or minimize harms to animals and other natural creatures.

5) To guarantee appropriate stability of relationships among plants, animals, people, and their

environment.

6) To ensure survival of humans and business organizations for a prolonged period of time.

1.6 CHALLENGES IN GREEN TECHNOLOGY

1. Inadequate awareness about greentech solutions: Inadequate knowledge of the use and

benefits of greentech solutions causes adopters and end users to continue using conventional

practices. Organizations and people often see greentech as an incremental cost rather than a

potential benefit. Electricity consumers, for example, do not understand the connection

between their consumption and coal-based electricity generation, and the associated growing

levels of air pollution, related illnesses and long-term climate change risks. Potential adopters

believe that green technologies cost more than they actually do, as perceptions. For example,

costs to adopt solar power technologies have fallen significantly in recent years due to

increased competition, manufacturing scale and process innovation; however, buyers still

perceive prices as unaffordable. Another aspect of the awareness challenge is the limited

knowledge adopters have of greentech distribution channels. For example, they often do not

know where to purchase them.

2. Underdeveloped value chains: Underdeveloped value chains across many of greentech

markets result in disconnects between geographies and stakeholders, limiting the ability of
solution providers and adopters to enter into mutually beneficial agreements, thus restricting

greentech solution dispersion.

3. More expensive than conventional alternatives: While greentech solution costs have

decreased, and should continue to do so with ongoing technological development, learning

curves and increasing economies of scale, they are often still more expensive than

conventional alternatives. Most renewable energy solutions, (e.g. Concentrating Solar

Installations and Offshore Wind Farms) are in relatively early stages of technological

maturity, with relatively high adoption costs.

4.Lacks adaptation to India’s specific market requirements: Many greentech solutions

are not customized yet to meet India’s environmental and market requirements, which in

some cases differ from other countries. It is necessary to understand that while India bears the

hallmark of developing nations, factors such as a large population, limited natural resources,

high pollution levels and a developing economy with cost-conscious adopters, present unique

characteristics that need to be incorporated into greentech solutions. The ability to adapt

technologies developed internationally to the unique conditions of our country is very

important. Such adaptation entails localizing product features for India-specific demands or

minimizing solution production costs without sacrificing functionality.

5.Fewer financing options: Compared to developed markets, there are generally fewer

options in India for raising debt or equity capital across the life cycle of greentech solutions.

As a result, India’s provincial and municipal governments must rely on tax income or

transfers from the central government to fund the expansion or modernization of municipal

systems.

1.7 REASON OF ADOPTING GHRM BY FIRM

• Increased desirability as an employer: As an organization known as a desirable green

employer, it gives a powerful market edge to it. This attracts talent pool – individuals who

already understand sustainability and have practice in maximizing people, planet, and profit

through business strategy.

• Less stressed budget: Many employees who are committed to sustainable careers are open

to flexible compensation and benefits, often preferring alternative transportation, flex work

schedules, and other low-cost benefits over hard dollar cost-of living increases. These options

can give more bend in organization’s budget.

• Improved employee retention: Companies who have practicing green techniques boast

low turnover rates compared to their non-sustainable competitors. That’s not just talk. In a

green workplace survey conducted by the Society for Human Resource Management

(SHRM), 61 percent of respondents who worked for an environmentally conscientious

company said they were “likely” or “very likely” to stay at the business because of those

practices.

OBJECTIVES OF THE STUDY

 To have a conceptual clarity about Green HRM.

 To know whether the companies in India are practicing green HRM.

 To study the challenges of Green HRM.

 CHAPTER – 2
LITERATURE
REVIEW

According to Jenny Dumont, Jie Shen, Xin Deng (2015), Green HRM is a contemporary
management construct which was designed and developed because of its potentiality to
influence employee green behaviours. They have analyzed Green HRM practices through a
case study. It has begun to gain traction and increased academic interests within the
management field, because of its prospective contribution to improving corporate
environmental performance, and its implicit influence over employee workplace behaviours.
This case study extends the current theoretical notion of the construct, and explores how one
organization interprets, assigns and administers practices aligned with Green HRM. This
enables researchers to move towards empirically exploring Green HRM-a promising
management approach to address corporate environmental sustainability.

According to Geraint Harvey, Karen Williams, Jane Probert (2013), The potential for human
resource management (HRM) influences the green performance of airlines. The focus is on
the management of airlines pilot. It is very important that the HR function finds ways to
engage them in the greening of the organization and works to reduce the triggers to actions
that have the potential to support the green aims of the airline industry. It also focuses on the
indirect effects of HRM in terms of its influence on employee job satisfaction, commitment
and involvement in the airline, which can reduce the propensity of pilots to engage in actions
detrimental to the green performance of the airline. It also explores the nature and purpose of
direct Green HRM initiatives and airline pilot responses to them. It concludes that the role
HR managers can play in the management of the employment relationship on the green
performance of airlines in the UK is crucial but they face considerable challenges.

According to Prof. Dr Mohammad Main Uddin and Md. Rabiul Islam (2015), The Green
HRM has emerged from companies engaging in practices related to protection of
environment and maintaining ecological balance. The slogan is earning profit through
environmental sustainability. It focuses on the development of the model of green HRM by
reviewing the literature on human resource aspects of environment management. From the
perspective of green HRM, this study argues that Green HRM can play a useful role in
business in promoting environmental related issues by adopting and following the processes.

According to Mrs Pallavi Kumari (2012), Green economy is one in which consumer and
employee expectations and future environmental change will require business to address
“green” issues. Environmentally conscious organizations will become increasingly prominent
as we re-enter into a period of growth. Green HRM may provide interesting results for all
stakeholders in HRM. For employees and practitioners, these may be to establish the
usefulness of linking employee involvement and participation in environment management
program to improved organizational environmental performance, they may help them lobby
employers to adopt Green HRM policies and practices that help safeguard and enhance
worker health and well being; and for academics, they may reveal additional data to add on
HRM element to the knowledge base on Green Management. Across the globe, we are
moving from an industrial-based financial system to a talent based economy. The main
environmental focus of many businesses was placed 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 of the business as a whole.

According to Jacob Cherian & Jolly Jacob (2012), There is a great deal of increase in the
adoption of environment management systems by the corporate sector. Literature has given
importance to adoption of environmental practices as a key objective of organizational
functioning making it important to identify with the support of human resource management
practices. Today there is debate and uncertainty associated with how green management
principles can be implemented effectively amongst the workforce of the organization. This
review identifies how corporations today develop human resource policies for promoting
environment management initiatives. It focuses on the Green HR practices and how it is
implemented effectively in the organization.

In the United Kingdom (U.K.) environmental issues have an impact on recruitment, as survey

data show that high-achieving graduates judge the environmental performance and reputation

of a company as a criterion for decision-making when applying for jobs (Wehrmeyer, 1996:

18-19; Oates, 1996: 127). One way in which PM systems can be successfully initiated in an

organisation is to develop performance indicators for each risk area in environmental

awareness and education, as per the British example (TUSDAC, 2005: 42). Performance

Appraisal (PA) can cover such topics as environmental incidents, usage of environmental

responsibilities, and the communication of environmental concerns and policy (Wehrmeyer,

1996: 15). Issues involved in environmental PA’s concern the need for managers to be held

accountable, so that they familiarise themselves with compliance issues. There is also a need

to bridge any differences in corporate rhetoric and action, and develop HR systems in PA and
reward so that environmental management initiatives are not seen simply as a management

‘fad’ (Milliman and Clair, 1996: 52, 63-64). Overall, the literature suggests that if

environmental criteria are integrated into the process of staff appraisal (by writing such

responsibilities into all staff action plans), then a learning culture in EM can be encouraged

(Rees, 1996: 371). In the U.K., several concerns regarding the use of training and

development in EM. These include how to combat the general lack of take-up in training and

education on environmental issues; how to re-train any employees who have lost jobs in the

relevant polluter industries; how to increase the low level of understanding about the impact

of environmental issues at work and home; and how to improve the ecoliteracy of managers

(Oates, 1996: 136; Bird, 1996: 227). American Airlines claim their flight attendants recycle

over 616,000 pounds of aluminium cans, earning at least $40,000 tothem in one year (May

and Flannery, 1995: 36). Dow Chemical’s Waste Reduction (WRAP) programme was set up

as a contest for all employees to engagewith, and from which Dow claim a 173 per cent

Return on Investment (ROI) fromtheir first year of operation (Denton, 1999: 108).

The two key gains from introducing Green EI initiatives are seen to be improvements in

environmental and worker health and safety, and the development of more knowledgeable

employees and supervisors (Govindarajulu and Daily, 2004: 370). GHRM practices have

much wider scope than just implementing EM initiatives. HR function has been acclaimed as

the driver of organisations green culture by aligning its practices and policies with

sustainability goals reflecting an eco-focus (Mandip, 2012; Cherian and Jacob, 2012).

Renwick et al. (2008) and Muller-Carmen et al. (2010) have explained that GHRM involves

an integration of company’s environmental management objectives to the HR processes of

recruitment and selection, training and development, performance management and

evaluation, rewards and recognition etc. Mariappanadar (2013) has developed a cost-

framework for harm of HRM practices and elaborated the cost measures for the
psychological, social and work related health aspects of harm of HRM practices on

stakeholders (employees, their family and communities) so as to understand the implications

of harm on the stakeholders. The literature also reveals that there is a gap in researches in the

area of GHRM in public sector enterprise (PSE) in India. Though, researchers have worked

on identifying the relation of environmental initiatives and business practices and

performance yet, not much have been referred to the GHRM initiatives with respect to

organisations in India.

Renwick et al. (2008) have highlighted that the implementation of rigorous recruitment and

selection of employees, performance-based appraisal system and introduction of

developmental programmes aim at increasing the employees’ environmental awareness.

Introduction of online systems of employment screening, training and management style have

a crucial role in establishing environmental improvements for the firm. With such initiatives

and large number of HR staff, organisations are recognising the importance of HR factors

involved in EM (Daily and Huang, 2001), and are embracing the EM aspects of HRM.
 CHAPTER – 3

RESEARCH

METHODOLOGY

The research methodology adopted is based on primary data and the first hand information
is collected through questionnaire. Secondary data has been used to support primary data
wherever needed.

DATA COLLECTION METHOD

While deciding about the method of collection of collection of data to be used for the
study, two types of data should be kept in mind via, primary and secondary. For the
Study, both primary and secondary data were collected.
Primary data collection:

 Questionnaire and observation are used as tools of data collection: A

questionnaire was designed in order to obtain the information related to Green
HRM as the questions were predetermined, specific and concrete.
 Secondary Data collection :
For obtaining secondary data company’s website, books, related literature
were used.
 Sampling Technique: The following technique was used: Convenience
Sampling, In this type of sampling, the choice of the sample is left completely
to the convenience of the investigator.
 Sample size: A sample is a subset of population units. Using the above
technique, sample of 100 candidates were selected.

DATA PRESENTATION TOOLS

Analytical tool used is tabular representation, sample size and pie chart, graphs for
easy understanding of the finding of result.

Present the findings :

Market Research Design

* Research design : Descriptive Research

* Sampling design :Convenience Sampling
* Sample size : 100 candidates
* Research approach : Survey method
* Research instrument : Questionnaire and observations
* Data type : Primary and Secondary
* Analytical Tools : Cross Tabulation, Percentage method
 CHAPTER – 4
DATA ANALYSIS

Q1. Do you know about “Green HRM”?

- YES
- NO
Company No. Of Yes No
 Respondents
Technoventio 40 25 15
n
Bio-aide 30 20 10
Authbridge 30 20 10

Table – 4.1

No. Of Respondents Yes No

19%

50%

31%

Source: Compiled from responses of respondents.

Fig- 4.1

INTERPRETATION –31% of respondents knew about Green HRM. Only 19% were
not aware. This shows that people are aware about the term but are not aware about its
practical application.

Q2. To what extent HR policies can improve environment and make name for
organization?
- Great
- Average
 - Low
- No effect

Company No. Of Gre Averag Lo No

Responden at e w effe
ts ct

Technoventio 40 18 13 5 4
n
Bio-aide 30 12 12 2 4
Authbridge 30 10 10 3 7

Table – 4.2

Great Average Low No Effect

13% 10%

45%

33%

Source: Compiled from responses of respondents.

Fig – 4.2

INTERPRETATION – HR policies are having a big role if organization wants to

make the GREEN theme hit. 10% 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.

Q3. Role of HR in environment management

- High
- Medium
 - Low
Company No. Of Hig Mediu Lo
Responden h m w
ts
Technoventi 40 27 9 4
on
Bio-aide 30 15 12 3
Authbridge 30 18 9 3

Table – 4.3

High Medium Low

10%

23%

68%

Source: Compiled from responses of respondents.

Fig – 4.3

INTERPRETATION – Almost everyone think that HR is having a big role to play in

implementing Green HR policies. They felt that HR must be confident and must be
having a great knowledge so that he can make others understand about the very
concept and importance of all this.
Q4. Best practice for going green
- Eliminating excess use of paper (A)
- Computerized Training (B)
 - Vehicle sharing (C)
- Any other (D)

Company No. Of A B C D
Respondent
s
Technovention 40 8 11 3 18
Bio-aide 30 9 5 4 12
Authbridge 30 3 14 3 10

Table – 4.4

A B C D

20%

45%

28%
8%

Source: Compiled from responses of respondents

Fig – 4.4

INTERPRETATION – Respondents felt that there are many other things like
providing limited resources, going for 3 R’s – REDUCE, RECYCLE, REUSE. They
felt policies are important but more can be done at individual level.

Q5. How you are contributing to the place you work or spend maximum time?
- (A) Recycle, Reduce, Reuse
-(B) Motivating others to participate
 -(C) Doing basics like switching lights and monitors off when are not
required
-(D) Don’t know

Company No. Of A B C D
Respondents
Technoventio 40 7 11 3 19
n
Bio-aide 30 5 8 3 14
Authbridge 30 3 11 4 12

Table – 4.5

A B C D
18%

48%

28%

8%

Source: Compiled from responses of respondents

Fig – 4.5

INTERPRETATION – Most of the people don’t know exactly how they are
contributing. They want a change but are not aware how green management works.

Q6. Why Green HRM?

- Trend now a days (A)
 - Need of hour (B)
- Necessity for ever (C)

Company No. Of A B C
Respondents
Technoventio 40 4 6 30
n
Bio-aide 30 3 7 20
Authbridge 30 5 5 20

Table –4.6

A B C

10%
15%

75%

Source: Compiled from responses of respondents

Fig – 4.6

INTERPRETATION – People thinks that it is unnecessary to go green but again they don’t

know how to take the first step. They know steps are needed to be taken right now but they

don’t know exactly what to do.

Q7. How much Indian organizations are promoting Green HRM?

-Very much

-Average

-Very Less

Company No. Of Very much Average Very Less

Respondents

Technovention 40 20 13 7

Bio-aide 30 15 9 6

Authbridge 30 25 3 2

Table – 4.7

Very much Average Very Less

18%

50%

33%

Source: Compiled from responses of respondents

Fig – 4.7

INTERPRETATION – Indian Organizations are giving much attention to Green HRM and
50% respondents feel it too. Indian Organizations are giving due respect to the fact that they
owe to the society and country so that they have to choose Green for spreading for smiles.
Q8. At what level more improvement is needed to spread HR policies in the organization

efficiently?

-At the organizational level

-At the HR level

-At the employee level

Company No. Of Organization HR level Individual level

Respondents level

Technovention 40 3 12 25

Bio-aide 30 2 18 10

Authbridge 30 5 10 15

Table – 4.8

Org HR Indi

8%

30%

63%

Source: Compiled from responses of respondents

Fig – 4.8

INTERPRETATION –At the organizational level more improvement is needed in

comparison to other sectors.

CHAPTER – 5

FINDINGS AND

CONCLUSION
 FINDINGS

1) Role of HR Professional is very big for Green HRM : Companies that want to be more

earth-friendly need to make sure current employees are on board with the goals. This can

be accomplished through communication and training by the HR professionals.

Companies that don’t employ HR managers will still benefit just by knowing what HR

people can contribute to the green movement in terms of hiring and training practices, as

well as devising special programs to drive green initiative.

Many employers now recognize that green programs in the workplace can promote social

responsibility among workers and help retain top talent. More than 60 percent of survey

respondents have made environmental responsibility part of their organization’s mission

statement. The survey found employee involvement in green programs dramatically

increases when organizations appoint an individual to lead the efforts.

2) Impact of Green Awareness is fruitful : Many organizations recently launch a practice

group that counsels employers on “green” awareness in the workplace. These group

hopes to help employers implement best practices that will improve the environment

through reducing, reusing and recycling certain materials. The green practice group also

advises companies on educating their workers about how their behaviours and at home

affect the environment not only this but the companies are offering a strategic

communications platform to their clients and prospects as a solution for driving greater

green awareness within their own organizations. There are number of programs which

offers monthly electronic communications, including, newsletters and interactive games,

as well as working with companies to appoint green coordinators in local offices.

3) Changing attitudes and behaviours related to environmental issues in the

workplace : Companies which have adopted the program within its organization found

that one-third of its employees, from entry level to principals and executives across all

practice areas, made significant changes in their daily behaviour, including increased

recycling, decreased printing, elimination or reduction in the use of bottled water, plastic,

and Styrofoam cups, using reusable grocery and lunch bags, switching to compact

fluorescent light bulbs and other energy saving and green products. Changing

transportation habits, including limiting car trips, carpooling, buying hybrid cars, using

mass transit, and biking or walking to work. The company needed to adapt to changing

lifestyles and changing workforces. Flexibility is often the driver of change, and it’s at the

heart of our sustainable management initiative.

4) Conducting an energy audit : Most local utilities offer businesses free on-site

consultations on how they can reduce usage and save money. Frequent suggestions

include : Improve consultation, install timers to automatically turn off lights, use energy

efficient light bulbs, keep temperatures at comfortable ranges that are not excessively

cool in the summer and warm in the winter.

5) Conducting annual : It is important to survey employees to assess how well the

organization is doing with regard to implementing green business practices. The survey

should suggest request suggestions for becoming a greener organization. This can be a

separate survey focussed on going green issues only, or it can be added as part of an

employee opinion/satisfaction survey. Conducting the surveys annually will enable the

organization to assess going green progress and provide information, suggestions and

insight for future actions.

6) Reduce commuting :Encourage carpooling by provide preferred parking for car poolers.

Offering transit passes to employees who take the bus or subway, and bike racks cyclists.

Reducing business travel – Teleconference instead of travelling. For must-go trips, keep

track of the miles driven and flown and buy carbon offsets from a non-profit like

Carbonfund.org to make up for the greenhouse gas emissions.

7) Buying green : Tell suppliers that you are interested in sustainable products and set

specific goals for buying recycled, refurnished, or used. Make the environment, and not

just price, a factor when purchasing.

8) Indian organizations are nowadays giving attention towards Green HRM and analyzed the

conceptual clarity of green HRM in the organizations.

 LIMITATIONS OF THE STUDY

There are certain limitations of the study which are:

 Lack of Researcher experience was one of the limitations.

 Limited time makes the survey difficult. .
 The sample size was very small so it was not possible to show clear picture.
 The candidates who were selected for the survey did not show interest while filling
the questionnaire.

 The data taken from the secondary source like internet, newspaper, books may
lack some information & might be insufficient.

SUGGESTIONS

 Company should evaluate the existing policies and practices and look to take
measures to improve upon.
 Latest techniques must be adopted and followed in the companies which helps the
companies in going green.
 Company should look forward to overcome its mistakes that have occurred before
and should look to improve upon them.
 CONCLUSION

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. And with legislation now in place to

effectively formalize the need for a new corporate approach to the environment, now’s

the time for HR to embrace the green agenda. Here are several areas where companies

can incorporate more environmentally conscious strategies like the use of internet or

teleconferencing to cut down on business travel, putting employee manuals, policies or

other company information online to reduce printing. The companies can promote the

reduction of paper usage and focus on storage of paper work electronically, providing

recycling trash bins for paper around the and for bottles and cans in the break area. The

companies are focussing on telecommuting/work from home programs. Institute

Ride/Share programs are also successful to introducing greening of business. Research

has shown that employee involvement in green programs dramatically increases when

organizations appoint one employee to lead the efforts. At most organizations, earth-

friendly perks emerge from an overall effort to green the business. At companies begin

recycling, upgrade to energy-efficient heating/ air conditioning systems and seek

production efficiencies that save energy or reduce carbon emissions, it is natural to

consider green benefits. It is high time to make environmental management an integral

part of their way of doing business so HR professional can provide a constant calendar of

activities. Specifications within the program can included offering staff incentives for

buying a hybrid car, savings on carbon offsetting on public transport and bikes.
Companies can also made additions to their holiday discount scheme to feature holiday

companies operating in an environmental friendly way, and to their volunteering

programme. 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). Organization can also launch a carbon

credit card employees receive points for taking public transport or walking to work, or

video conferencing rather than taking a flight. Prizes can be given to people with the most

points. Adopting environmental practices help companies save money, find new sources

of business and avoid trouble. Green companies believe that it is more economically

green than it is to continue adding harmful chemicals to the atmosphere and the

environment in general. Going green also helps companies enhance their public relations,

and improved public relations and positive public perception can have a strong impact on

company profit.

Green culture becomes a key of competitive advantage in the organization. This happened

because this issue has already become organization’s important issue. Being greener

needs integration of environmental management into human resource management

practices. The HR strategy must reflect and inspire the ambitions of the HR team and

other employees, aligning with the company’s strategy, values and culture, deliver

sustainable returns to investors, address customer needs, identify and respond to emerging

societal trends, respond to governmental and regulatory expectations, and influence the

public policy agenda. 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.

 BIBLIOGRAPHY
Research Papers :

 Dumont Jenny, Shen Jie, Deng Xin – “Green HRM Practices : Case Study”, Volume

15, Number 2, (2015), ISSN : 1930-6105.

 Mrs Kumari Pallavi – “Green HRM-Issues and Challenges”, Volume 1,p.p.80-83

October (2012), ISSN No. 2277-8160.

 Cherian Jacob & Jacob Jolly – “A Study of Green HR Practices and Its Effective

Implementation in the Organization : A Review”, Volume 7,p.p.90-96, Number 21

(2012), ISSN 1833-3850.

 Uddin Main Mohammad, Md Islam Rabiul, “Green HRM : Goal attainment through

Environmental Sustainability”, Volume 9, Number ,1p.p.25-33, December (2015),

ISSN 2350-8795.

 Davis, G and Smith (2007-08March). HR goes Green, people management magazine ,

Vol.26

 Daily, B. F. and Huang, S. (2001). Achieving sustainability through attention to

human resource factors in environmental management. International Journal of

Operations & Production Management, Vol.21(12), pp 1539-1552.

 Mandip, Gill (2012)” Green HRM: People Management Commitment to

Environmental Sustainability”, Research Journal of Recent Sciences, Vol. 1 (ISC-

2011), pp-244-252

Websites :

 www.google.com

 www.investopedia.com
 APPENDICES

QUESTIONNAIRE
Q1. Do you know about “Green HRM”?
- YES
- NO

Q2. To what extent HR policies can improve environment and make name for
organization?
- Great
- Average
- Low
- No effect

Q3. Role of HR in environment management

- High
- Medium
- Low

Q4. Best practice for going green

- Eliminating excess use of paper (A)
- Computerized Training (B)
- Vehicle sharing (C)
- Any other (D)

Q5. How you are contributing to the place you work or spend maximum time?
- (A) Recycle, Reduce, Reuse
-(B) Motivating others to participate
-(C) Doing basics like switching lights and monitors off when are not
required
-(D) Don’t know
Q6. Why Green HRM?
- Trend now a days (A)
- Need of hour (B)
- Necessity for ever (C)

Q7. How much Indian organizations are promoting Green HRM?

-Very much

-Average

-Very Less

Q8. At what level more improvement is needed to spread HR policies in the organization

efficiently?

-At the organizational level

-At the HR level

-At the employee level