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Green Human Resources Management: Concept and Practices
Souheyla Cherif
University of Ziane Achour, Djelfa, Algeria
The National Webinar Entitled: Green human resource management practices: Future
aspirations towards sustainability
Abstract:
Green Human Resources Management (GHRM) is an approach that aims to integrate environ-
mental sustainability into the human resources processes of organizations. It involves the im-
plementation of environmentally responsible HR policies and practices that encourage employ-
ees to engage in sustainable behaviors while reducing an organization's impact on the environ-
ment. Green Human Resources Practices (GHRP) includes several initiatives such as recruit-
ment of environmentally conscious employees, green training and development. The integra-
tion of GHRP into an organization's HR processes can lead to benefits such as decreased energy
consumption, improved employee engagement and satisfaction, and enhanced corporate social
responsibility. The adoption of GHRM is critical in achieving long-term sustainability goals
and reducing environmental impact, which in turn leads to improved organizational image,
competitive advantage, and increased profitability.
:صخلم
GHRM
GHRP
Key words: Green human resources management, Green human resources practices,
Environmental Management.
Green Human Resources Management: Concept and Practices
1
Introduction:
Green Human Resource Management (GHRM) is an emerging concept in the field of human
resource management that focuses on the integration of environmental considerations into all
aspects of an organization's management of its employees. This includes recruiting, training,
performance management, and employee engagement. GHRM is based on the idea that
organizations have a responsibility to ensure that their operations are sustainable and
environmentally responsible, and that employees play a crucial role in achieving this goal.
The primary aim of GHRM is to create a workplace culture that supports sustainability and
to develop employees who are environmentally conscious and proactive in promoting sustain-
able practices. This can be achieved through various initiatives such as training programs, green
recruitment processes, and incentives for sustainable behavior. For example, organizations may
train their employees on the importance of reducing energy consumption, reducing waste, and
adopting sustainable practices in the workplace. Additionally, they may implement green re-
cruitment practices, such as considering candidates' environmental awareness and experience
in sustainable practices, in order to attract employees who are committed to sustainability.
GHRM also includes the development of policies and procedures that encourage and support
sustainable behavior among employees. For instance, organizations may provide incentives for
employees who engage in environmentally responsible behavior, such as reducing their carbon
footprint or participating in environmentally focused initiatives. Moreover, GHRM may include
the implementation of green performance management systems that recognize and reward em-
ployees who demonstrate sustainable behavior.
Substantially, GHRM is a comprehensive approach to managing and developing employees
that recognizes the important role that employees play in promoting sustainability in the work-
place. By integrating environmental considerations into all aspects of human resource manage-
ment, organizations can create a culture of sustainability and develop employees who are com-
mitted to promoting environmentally responsible behavior. This can lead to improved organi-
zational performance and a more sustainable future for both the organization and the wider
community.
Objectives of this study:
• To give readers a basic understanding of green HRM,
• Highlight notable works on green HRM by other authors,
• Elaborate on various green practices that can be incorporated for creating a green
workplace.
Methodology The study:
The secondary data form the main foundation of the study. Various databases, websites, and
other sources were combed through to find relevant existing literature on the subject for this
project. A thorough review of the gathered literature was conducted.
Literature Review on Green HRM:
1. Environmental management :
Environmental management, according to a straightforward definition by Aretano et al.,
(2015), entails "actual decisions and action concerning policy and practice regarding how
resources and the environment are appraised, protected, allocated, developed, used,
rehabilitated, remediated, and restored.". As our understanding of environmental issues has
Green Human Resources Management: Concept and Practices
2
grown, much of today's environmental management is now centered on the integration of social
and ecological systems. Environmental decision-making in this situation must take into account
the interdependence of human organizational and institutional systems and ecological systems.
(Aretano et al., 2015).
According to the definition of "green management" given by Hosain & Rahman, (2016), it
is the process by which businesses manage the environment by creating environmental
management strategies. In doing so, they must strike a balance between promoting industrial
development and preserving the environment for the benefit of future generations. In
conclusion, "green management" is the term used to describe the management of a company's
interactions with and impacts on the environment (Lee & Ball, 2003), and it has expanded
beyond the scope of regulatory compliance to require the use of conceptual tools like pollution
prevention, product stewardship, and corporate social responsibility (Hosain & Rahman, 2016).
2. Green human resources management :
2.1. Previous studies :
In their 2008 University of Sheffield White Paper titled "Green HRM: A Review, Process
Model and Research Agenda," Renwick, Redman, and Maguire provided a thorough analysis
of about sixty books and articles that addressed "Green HRM" and were published between
1988 and 2008. The authors came to the conclusion that, starting at the point of an employee's
organizational entry and continuing until the point of the employee's exit, a clear categorization
of Green HRM practices could be observed. While acknowledging the obstacles and constraints
to doing so (e.g., resulting from factors in the internal and external environment, as well as
employment law and regulation) (Jackson et al., 2011). Renwick and associates also. suggested
that future research might be of use in evaluating staff perceptions of current organizational
Green HRM practices (a "bottom up" view") and understanding the predictors of staff adoption
of Green HRM behaviors to understand what motivates such behaviors (e. g., anxiety, shame,
and other elements) (Jackson et al., 2011).
The paper by David Zoogah, titled "The Dynamics of Green Behaviours: A Cognitive
Social Information Processing Approach," applies cognitive-social theory to Green HRM. This
paper's main contribution is the interactive psychological approach it offers, which integrates
social information processing into HR managers' decision-making and behavior. The theoretical
framework incorporates behavioral and cognitive social information processing, including
"Green signatures" (decisions and behaviors) and the variables that affect them, as well as how
they may be developed, carried out, maintained, and processed (Zoogah, 2011). It then goes on
to explain the dynamics and effects of these green signatures (such as psychological traits).
Focusing on individual differences in the green signatures of HR managers, it offers a platform
for interested researchers to comprehend, hypothesize, and detail such green signatures more
precisely (and provides insights for managers who want to understand these practices, too)
(Jackson et al., 2011). Zoogah offers a dynamic model that suggests how individual differences
in HR managers' characteristics come alive in various environmental contexts, producing
testable research hypotheses that could help organizations better understand Green HRM.
The concept that the greening of HRM can only be fully realized by taking into account
employees in their two primary analytical dimensions—at work as employees and at home as
consumers—is introduced in the article by Viola Muster and Ulf Schrader titled, "Green Work-
Life Balance: A New Perspective for Green Human Resource Management." (Jackson et al.,
2011). The article's central premise is that society cannot become more environmentally
friendly if emphasis is placed solely on implementing green behaviors in the workplace.
Green Human Resources Management: Concept and Practices
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Instead, this needs to be done in tandem with encouraging eco-friendly behavior in the
workplace. The authors present a framework to explain how work-life balance may help to
foster environmentally responsible behavior in both personal and professional spheres, helping
to create a society that values the environment more. An advantage of this strategy is that it
increases employee commitment, motivation, and job retention (Jackson et al., 2011).
Marcus Wagner presents an empirical investigation of environmental management
activities in the manufacturing sector in his article titled, "Environmental Management
Activities and Sustainable HRM in German Manufacturing Firms - Incidence, Determinants,
and Perceived Outcomes.". This article starts by giving readers a succinct overview of the
literature and theoretical framework that address the connection between environmental
sustainability and human resource management (Jackson et al., 2011). This includes a
discussion of the factors that determine environmental activities as well as conjecture about the
performance outcomes that could be influenced by tying HRM and environmental activities
together. Wagner provides detailed descriptive information about the prevalence of technical
and organizationally focused environmental activities, including HRM activities like
environmental training, using data gathered at two points in time (2001 and 2006) from a large
sample of German businesses (Jackson et al., 2011). The findings show a definite upward trend
in technical environmental activities over time as well as a slower upward trend in
organizational environmental activity implementation. Larger companies naturally had a higher
likelihood of being actively involved in environmental management. Additionally, managers
who worked for companies that took a more active role in environmental management were
more likely to say that these initiatives had a positive impact on hiring and retention of staff
members (Jackson et al., 2011).
Debbie Millard's article, "Management Learning and the Greening of Small and Medium-
Sized Firms (SMEs): Moving beyond Problem-Solving," is the last one in this special issue.
The opening sentence of Millard's article states, “Despite a strong public emphasis on
environmental management, there have been few environmental improvement activities in
business, especially SMEs” (Jackson et al., 2011). Although the majority of the literature
reviewed in this article and the data presented are from the UK, Millard's observations are not
limited to that nation. Environmental management is frequently seen as a technical issue, and
organizational learning's significance for achieving environmental improvements is often
overlooked. Millard identified a number of factors that support a process of learning and change
in environmental management based on a study of SMEs that took part in a resource efficiency
project. These include a strategic change approach, serious management involvement, and
learning through networks (Jackson et al., 2011).
2.2 What is green:
Green denotes the environment. In the context of managing people at work/human resource
management (HRM), Opatha, (2013) presented four meanings to "green" or "greening":
a. Preservation of the natural environment: The term "natural environment" refers to
everything in the world that is neither caused by nor under the control of humans,
including land, forests, plants, animals, and other natural phenomena. to safeguard it
from harm, loss, or unfavorable change while maintaining it in its original state.
b. Natural resource conservation: it means using the environment with extreme caution in
order to preserve it for as long as possible. It also means using it as little as possible so
that future generations can benefit from it.
c. environmental pollution must be avoided or minimized: in order to stop contaminating
the environment, including the water, air, and atmosphere. by way of undesirable and
Green Human Resources Management: Concept and Practices
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toxic wastes. to prevent events from happening that could endanger the earth, the planet
on which humans and other species of life are currently residing.
d. To create gardens and areas that resemble natural settings, parks must have vegetation
like grass, trees, and plants.
2.3 Green employee/manager:
According to Opatha, (2013), in order to be "green," one must be able to fulfill four essential
roles. These roles are preservationist, conservationist, non-polluter, and maker. The employee
or manager can be characterized as an eco-activist or a nature-lover if they had the four roles.
✓ Preservationists work to preserve the natural environment in its current state and guard
against damage, loss, or unfavorable change.
✓ Conservationists become extremely cautious when using the natural environment, In
other words, they use the environment as little as possible so that future generations will
be able to benefit from it.
✓ Non-polluters work to avoid (or minimize) contaminating the environment's resources,
such as water, air, and the environment. by way of unpleasant and poisonous wastes. In
other words, they become protectors against actions and results that will ultimately
endanger the planet.
✓ Maker creates landscapes that resemble gardens and other natural settings. In other
words, he or she creates parks and other areas with vegetation like trees, plants, and
grass on purpose.
2.4 Definition of GHRM:
In order to reduce carbon emissions and obtain carbon credits, an organization must
implement its environmental management agenda. This includes all activities pertaining to
onboarding and hiring new employees (Hosain & Rahman, 2016). in order to meet the
organization's environmental goals and ultimately contribute significantly to environmental
sustainability, firms must shift to all the processes involved in transforming normal employees
into green employees, and maintaining a system that aims to make employees of an organization
environmentally friendly "Green HRM" (Opatha, 2013).
The term "human resource management" (HRM) refers to a set of different but related
activities, functions, and processes that are intended to attract, develop, and maintain (or dispose
of) a firm's human resources (Hosain & Rahman, 2016). Therefore, In order to practice green
HRM, an organization's environmental management objectives must be integrated with the HR
processes of recruitment and selection, training, and compensation, (Renwick et al., 2013).
Moreover, Marhatta, & Adhikari, (2013), define "green HRM as the use of HRM policies to
promote the sustainable use of resources within organizations and, more generally, promotes
the causes of environment sustainability". GHRM is directly responsible for creating a green
workforce that comprehends, appreciates, and practices green initiative and maintains its green
objectives (Ahmad, 2015)
2.5 Importance and reasons to adopting GHRM:
Opatha, (2013) mentioned in his paper some crucial macro-level reasons to Greening
(Environmental Management):
a. to prevent or lessen global warming.
Green Human Resources Management: Concept and Practices
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b. to prevent or lessen the impact of natural disasters like acid rain, red rain, tsunamis,
flooding, hurricanes, and drought that are caused by improper, harmful, and greedy use
of natural resources for production and consumption.
c. in order to prevent or reduce diseases that are caused by pollution.
d. to prevent or reduce harm to wildlife and other animals.
e. to make sure that the interactions between people, animals, plants, and their
environment are balanced appropriately.
f. for the purpose of ensuring the long-term survival of people and commercial
organizations.
The focus on GHRM importance at the firm level was narrowed by Hosain & Rahman,
(2016) as following:
a. Preservation of natural environment: The elements of the environment which are not
created by human beings (trees, forests, rivers, animals etc.).
b. Ensure healthy working environment and raise employee morale: Making the corporate
space green with trees & plants, forbidding smoking on the office premises, using less
paperwork (which makes an employee hectic) …etc.
c. Gain competitive advantage through ensuring corporate social responsibility (CSR):
Today, corporate social responsibility is an essential component of a company's core
duties that cannot be neglected. Therefore, by ensuring that green management practices
are properly implemented, a company can gain a competitive advantage over its
competitors.
d. Save cost: for example, utilizing less paper by sharing and storing information online
can cut costs and waste.
e. Increase company image: It goes without saying that a business with green
management/HRM practices will have a better reputation than one without.
f. Reduce intervention from the government and other law enforcing agencies: The
likelihood of intervention by the central or local government can be decreased by the
adoption of proper green management/HRM practices.
g. Develop eco-friendliness and environmental learning among the employees: The use of
green HRM techniques cultivates eco-awareness and eco-friendliness among staff
members, transforming them into good corporate citizens from an environmental
standpoint.
h. Stimulate innovation and growth: Green HRM practices support new, creative concepts
and methods that facilitates growth in quality
i. Facilitate learning and shape behavior: These procedures assist in fostering employee
awareness of environmental issues and help to shape or refine their behavior so that they
adopt environmentally friendly values in both their personal and professional lives.
j. Maximize use of resources and reduce waste: Through the use of recycled materials and
optimal waste reduction, green HRM practices can assist a business in maximizing its
use of natural resources.
2.6 GHR requirements:
Green human resources requirements must be determined in order to achieve organizational
environmental goals or "greening". Opatha, (2013) divides greening requirements into four
categories, (I. e., green competencies, green attitudes, green behaviors, and green results).
a. Green competencies: Without the necessary knowledge and skills (competencies), the
employee will not be able to perform the Greening duties.
Green Human Resources Management: Concept and Practices
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b. Green attitudes: having the right attitude. The term "right attitude" refers to having the
proper cognitive, affective, and behavioral intentions with regard to "greening.".
c. Green behaviors: there are two dimensions to green behaviors, the first one is
organizational citizenship behavior which refers to the degree to which the employee
takes part in constructive actions designed to aid the organization in achieving Greening.
These activities are not included in the official job requirements. Most of them are
voluntarily taken green actions. Examples of such actions:
▪ When writing, printing, or photocopying, use both sides of the paper (this
will use less electricity and save trees).
▪ When traveling to work, try to do so on foot, by bus or train to save on fuel
and to reduce air pollution.
▪ Turn off your computer instead of putting it into hibernation when you're not
using it (this will save energy and lower air pollution).
▪ Make use of natural light when working to save electricity.
The second dimension is Green interpersonal citizenship behavior, it is the extent to
which an employee engages in proactive actions meant to assist specific coworkers in
carrying out their green work. These are voluntary services offered by the employee to
coworkers in order to aid them in going green. These actions include, for instance:
▪ encouraging others to go green.
▪ Provide positive responses to inquiries from others about Green.
▪ Share your knowledge of how to go green with other people
The third aspect of green behavior is green official behavior, which is the level of
involvement an employee has in greening the official tasks given to them by their
superiors. This commitment must be made by the employee and is not a choice.
d. Green results: The level of employee production of green outcomes is referred to as
green results. The two dimensions of green results are:
▪ Green innovations: that include new environmental programs, waste
management techniques, pollution abatement strategies, etc.
▪ Green outcomes: the amount of time spent working under natural light or
with the fewest number of electric bulbs, the amount of electricity used less,
the amount of inputs wasted less, and the extent to which specific
environmental performance goals were met.
3. Green human resources practices:
3.1 Linking HRM to EM:
The Renwick et al. (2008) and Huffman and associates. (2009) outlined a number of
intriguing possibilities for research at the nexus of particular functional HRM areas (I. e., human
resources including hiring, training, performance management, and compensation) and
environmental sustainability (Jackson et al., 2011). Further research linking HRM functions and
environmental management were discussed in 2011, see table 01, (Opatha, 2013, p. 20)
Green Human Resources Management: Concept and Practices
7
Table 01: Research linking HRM to EM:
Author
Specific HRM
Function
Findings
Wehrmeyer
(1996)
Recruitment
Recruitment practices can support effective environment management by
ensuring that new recruits understand an organization’s environmental cul-
ture and share its environmental values.
Stringer
(2009)
Recruitment
Graduates and other job applicants pay attention to the environmental ma-
nagement practices and performance of companies and use such informa-
tion when deciding where to apply.
Phillips (2007)
Recruitment
Increasingly, firms are beginning to recognize that gaining a reputation as a
Green employer is an effective way to attract new talent
Ramus (2002)
Training
Environmental training and establishing a culture in which employees feel
they are accountable for environmental outcomes were the most salient
HRM practices for achieving environmental goals.
Milliman &
Clair (1996)
Incentives
Management
Tying incentive pay to the attainment of environmental goals helps
focus managers' attention and invigorate efforts aimed at achieving
them.
Ramus (2002)
Incentives Ma-
nagement
Recognitions and financial incentives can be effective in motivating em-
ployees to generate eco-initiatives.
Source: adapted from Opatha, (2013).
On the other side, Arulrajah et al., (2016), went deeper in this field by explaining greening
in all HRM functions (i.e., Green job design and analysis, green human resource planning, green
recruitment, green selection, green induction, green performance evaluation, green training and
development, green reward management, green health and safety management, green employee
discipline management).
However, Ahmad, (2015) in his paper mentioned green employee relations and Green
initiatives for HR (e.g., green building, paperless offices...etc.) as crucial EM related HRM
functions that firms should apply in order to meet EM goals. Hence, in brief, the green HRM
can be feed into all usual HRM functions(Hosain & Rahman, 2016). In the next section, we will
be clarifying the different GHRM functions based on the mentioned previous studies
3.2 Greening HRM functions and practices:
A. Green job design and analysis:
According to Wehrmeyer (1996) and Renwick et al. (2008, 2013), job descriptions can
generally be used to specify a variety of tasks, duties, and responsibilities related to
environmental protection. In order to protect the environment, some businesses now include
environmental and social tasks, duties, and responsibilities as much as possible in each job.
Some businesses specifically list environmental responsibilities whenever and wherever they
are applicable, and each job description includes at least one duty related to environmental
protection. The environmental, social, personal, and technical requirements of the organizations
may, to the extent possible, be included in job descriptions and specifications (Arulrajah et al.,
2016).
B. Green human resource planning:
Currently, some businesses forecast the number of employees and the different employee
types that will be required to carry out their corporate environmental management initiatives,
programs, and activities (e. g. Cleaner production, ISO 14001, responsible care, etc.)(Arulrajah
et al., 2016). Corporate environmental management initiatives necessitate the creation of new
positions and the acquisition of a specialized set of skills. Planning for environmentally friendly
Green Human Resources Management: Concept and Practices
8
human resources becomes necessary in this situation. These businesses also decide how to best
meet the anticipated demand for environmental work (e. g. appointing consultants or experts to
carry out energy or environmental audits), and occasionally they outsource. As far as the
literature that has already been published is concerned, it did not explicitly define the
procedures that fall under the purview of green human resource planning. However, certain
green human resource planning techniques can be found based on observations made by the
various businesses and organizations (Arulrajah et al., 2016).
C. Recruitment:
In order to implement green HRM, candidates should be informed during the recruitment
process that they will be expected to uphold an ecological attitude as a standard and that
environmental protection is of the utmost importance as part of their roles within organizations
(Bombiak & Marciniuk-Kluska, 2018). Furthermore, attracting high-quality staff is a key HR
challenge in the “war for talent” (Renwick et al., 2013, p. 2). Hence, Recruitment can be seen
by some scholars as the most important function in GHRM because, by ensuring that new hires
are aware of and adhere to an organization's environmental culture and values, recruitment
practices can support efficient environmental management (Jackson et al., 2011). The process
of hiring people who identify with an organization's environmental management systems in
terms of their knowledge, skills, approaches, and behaviors is known as "green recruitment."
(Ahmad, 2015). However, exposing environmental values in order to attract candidates with an
understanding of ecology is just one aspect of green recruitment. Another aspect is the approach
to the hiring process (i.e., through limiting the use of paper throughout the process) Edyta
(Bombiak & Marciniuk-Kluska, 2018).
1) Green employer branding: According to Albinger & Freeman's, (2000) study, selection
attractiveness was only positively correlated with a Corporate Social Performance index
(including a "natural environment" rating) for job seekers with high levels of job choice.
These people had high levels of education and skill, so businesses with a good reputation
for EM may have a competitive advantage in their capacity to hire employees who could
perform well. In Dolan's (1997) study of US MBA students, more than half indicated that
they would accept a lower salary to work for a company that values the environment, in
addition, High-achieving graduates use environmental performance and reputation of a
company as a criterion for decision-making when applying for jobs (Arulrajah et al., 2016;
Renwick et al., 2013). Therefore, the use of job descriptions and personnel specifications
that place an emphasis on environmental aspects of the job is a tool for attracting qualified
individuals, because potential employees also search and want to work in the environmental
concerned organizations (Arulrajah et al., 2016). process by which a firm seeks to improve
its reputation and image in relation to environmental management is referred to as "green
employer branding," and it can be developed through green HRM practices (Saeed et al.,
2019), and this process is an effective method to attract new talents whom will ultimately
contribute to achieve firm’s environmental goals (Arulrajah et al., 2016).
2) Green selection of candidates: after selecting the resumes of qualified candidates.
Companies design their selection processes to use as little paper as possible, such as
behavioral observation, interviews, and presentations that require less paper (e.g., asking
environmental-related questions to candidates during interviews or when assessing them for
selection) (Arulrajah et al., 2016). Additionally, candidates who are more environmentally
conscious and friendly or who have a strong desire to preserve the office's natural or green
surroundings may be given preference (Hosain & Rahman, 2016).
3) Green induction and orientation: It is possible to create an induction and socialization
process that makes it easier to integrate new hires into the movement toward environmental
Green Human Resources Management: Concept and Practices
9
consciousness (Hosain & Rahman, 2016) (i.e., After selecting the candidates for the
positions, firms offer fundamental details about the corporate environmental management
policies, system, and practices that are required) (Arulrajah et al., 2016). Regarding green
induction, firms have two options. These two types of green induction are general and job-
specific. These two green induction procedures are nowadays essential for all organizations,
to make sure new hires are aware of their environmental responsibilities, comfortable with
health and safety procedures, appreciative of the corporate environmental culture, adopting
the company's environmental policy and practices, and aware of the appropriate contact
information within the company (Arulrajah et al., 2016).
D. Training, development, and learning:
the most important HRM practices for achieving environmental goals were identified as
environmental training and education and creating a culture in which employees feel
accountable for environmental outcomes, according to a survey of managers' thoughts about
best management practices that make employees engaged in Eco initiatives (Jackson et al.,
2011). Thence, in the literature, training is frequently regarded as a crucial GHRM intervention
(Renwick et al., 2013). And Green issues became widespread in the last decade in some
countries (e.g., 42% of UK organizations, according to a CIPD/KPMG survey, educate and train
their staff members in environmentally friendly business practices) (Renwick et al., 2013).
Green training and development teach staff members the importance of EM, prepare them
for work practices that save energy and cut waste, spread environmental awareness throughout
the organization, and give staff members the chance to participate in environmental problem-
solving (Zoogah, 2011). (Jackson et al., 2011) confirm that provide training (i.e., promote
recycling and waste management, support flexible work schedules and telecommuting, and
minimize long-distance business travel) is very helpful to lessen the negative environmental
effects of the organizations. Furthermore, to achieve good environmental performance, it is also
crucial to raise employees’ awareness of the environment through environmental education (i.e.,
organizational seminars and workshops) and change their attitudes and behaviors (Arulrajah et
al., 2016; Hosain et Rahman, 2016).
Ramus (2002) found that the most crucial HRM processes that aid in the achievement of
environmental goals are environmental education and training, as well as creating a positive
environmental culture where employees feel as though they have a voice in the outcomes
affecting the environment (Ahmad, 2015). Therefore, there is a need to develop managers skills
regarding EM to establish environmental culture, Liebowitz (2010) suggests that the HR
Department can provide leadership development workshops to assist managers in developing
their EM skills, people skills, or behavioral competencies in teamwork, diversity, managing
change, and collaboration, in order to achieving a sustainability culture (Ahmad, 2015).
E. Green performance measurement:
Employee Green Performance is described as the level of behavior (actions and activities)
and output (results) a specific employee displayed in relation to greening over a specific time
period. Green competencies and attitudes are seen as employee inputs, and green behavior and
outcomes are seen as employee green performance of job (Opatha, 2013). Measuring
employees’ green performance is an important practice that must be aligned with the
organization’s criteria of environmental performance (Arulrajah et al., 2016). In the context of
evaluating green performance, establishing corporate-wide environmental performance
standards is also essential (Arulrajah et al., 2016). The creation of performance indicators for
Green Human Resources Management: Concept and Practices
10
each area of environmental risk can help Green PM systems get off the ground successfully
(TUSDAC, 2005) (Renwick et al., 2013).
Most utilized methods for measuring environmental performance based on Jackson et al.,
(2011) are:
1. The adoption of corporate-wide metrics for evaluating resource acquisition, usage, and
waste;
2. the implementation of information systems to track resource flows;
3. and the conduct of field audits to give employees the chance to identify issues while
learning more about the environmental performance of the company.
In view of this, Organizations must establish Environmental Management Information
Systems (EMIS) and environmental audits in order to maintain good environmental
performance (Arulrajah et al., 2016). Hosain & Rahman, (2016) confirm that performance
evaluations at all levels should focus on green behavior indicators and green performance goals.
Therefore, Managers are required to establish environmental targets, goals for each employee,
group, department or division, to evaluate the degree to which they have met their
environmental objectives (Arulrajah et al., 2016). Besides, Saeed et al., (2019) mentioned that
assessing managers' environmental results highlights their contribution to environmental
management, and this lead them to be more responsible for environmental management
performance.
F. Compensation and rewards:
Another potentially effective method for assisting environmental management efforts is the
provision of monetary and non-monetary rewards (Jackson et al., 2011). The strongest method
for connecting a person's interests and the interests of the organization is through these HR
practices. Because this latter can motivate employees to put forth their best effort on their part
to achieve organizational goals and can influence them to pay the most attention to their work
(Ahmad, 2015).
A system of financial and nonfinancial rewards called "green reward and compensation"
aims to draw in, keep, and inspire employees to support environmental goals (Saeed et al.,
2019). Therefore, rewarding green accomplishments and skills should be a part of compensation
packages. Employees may receive special bonuses for going above and beyond to keep the
workplace tidy, uphold health and safety standards, use less paper, etc. (Hosain & Rahman,
2016). Employee willingness to develop eco-initiatives is thought to be significantly influenced
by the use of environmental incentives and rewards (such as daily praise and company awards).
Such initiatives are thought to produce an open communication style that encourages staff to
freely discuss their environmental ideas (Renwick et al., 2013).
Since financial incentives are few and far between, many organizations have established
recognition incentives for environmental performance (e.g., Communicating employee
environmental excellence) (Arulrajah et al., 2016). Nevertheless, there are several green reward
management practices. Which are “green pay/reward system, tailor packages to reward green
skills acquisition, use of monetary-based environmental management rewards (bonuses, cash,
premiums), use of non-monetary based environmental management rewards (sabbaticals, leave,
gifts), use of recognition-based environmental management rewards (awards, dinners, publicity,
external roles, daily praise), positive rewards in environmental management (feedback),
personal reward plan for all to gain green stewardship/citizenship, linking suggestion scheme
with rewards system, linking participation in green initiatives with promotion/career gains
Green Human Resources Management: Concept and Practices
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(managers advance through supporting staff in environmental management), and use of green
tax breaks” (Arulrajah et al., 2016, p. 10).
G. Green health and safety management:
The traditional HRM function of health and safety management really does not cover the
green health and safety management, because the primary objective of this latter is to guarantee
a green workplace for everyone. And by saying green workplace we mean a place of work that
is resource-saving, socially responsible, and sensitive to the environment (Arulrajah et al.,
2016). Some businesses have actually developed strategies (such as to maintain a setting that is
conducive to preventing various health issues, use a "green factory" or "green zone"). These
factors can serve as some illustrations of how organizations can manage their health and safety
programs in a greener way (Arulrajah et al., 2016; Hosain et Rahman, 2016).
H. Green employee discipline management:
Wehrmeyer (1996) explicitly stated that the management of green disciplines is a
requirement for corporate environmental management (Arulrajah et al., 2016). Moreover,
according to Renwick et al. (2008), developing negative reinforcements in environmental
management (criticism, warnings, suspensions for lapses) and setting penalties for
noncompliance on environmental management targets are also valuable practices under the
function of managing green employee discipline (Hosain et Rahman, 2016). Thus, to
accomplish their environmental management objectives and strategies, organizations may
require green discipline management practices. Discipline management is a means for
employees to self-regulate in the organization's environmental protection initiatives. Therefore,
these organizations establish a precise set of guidelines that require/regulate employees to be
concerned with environmental protection in accordance with the organizations' environmental
policy. And if an employee in such a company violates environmental rules and regulations,
disciplinary actions (warning, fining, suspension, etc.) are taken against him/her (Arulrajah et
al., 2016; Hosain et Rahman, 2016).
I. Green employee relations:
Employee relations is the area of HRM that is focused on creating a cordial employer-
employee relationship. This latter improves employee morale and productivity while also
fostering motivation (Ahmad, 2015). Employee relations primarily involve engagement and
empowerment initiatives. Additionally, it aids in the prevention and resolution of workplace
issues that might have an impact on productivity. The likelihood of better green management
increases with employee involvement in green initiatives because it harmonizes employees'
objectives, capacities, driving forces, and perceptions with green management principles and
procedures (Ahmad, 2015). As Hosain & Rahman, (2016) mentioned, to create a generally
healthy and functional office environment that results in a sustainable, capable, efficient, and
socially responsible employer-employee relationship, employees should be encouraged to get
involved and participate in social and ecological initiatives.
J. Green empowerment:
The effectiveness of environmental management systems, such as lowering waste and
pollution in workplaces and maximizing resource use, can be improved by increasing
employees' green involvement, as evidenced by the extensive research on the subject (Saeed et
al., 2019). Hence, the expansion of employee rights with regard to the implementation of green
initiatives, also known as green empowerment, is another important component of green human
resource management. It entails motivating employees to make environmentally conscious
Green Human Resources Management: Concept and Practices
12
decisions and giving them the freedom to be accountable for their deeds, which leads to
increased cost awareness, a sense of belonging to the same community, better performance, and
better teamwork because of the belief that employees are given real, independent decision-
making power (Bombiak & Marciniuk-Kluska, 2018). Moreover, Renwick et al., (2013)
identified five aspects for measuring green involvement: clear green vision, a green learning
climate, various communication channels, offering green practices, and encouraging green
involvement.
K. Supportive cultures for EM:
Developing and maintaining a culture of green HRM is a lengthy and time consuming
process (Hosain & Rahman, 2016). However, the idea that effective results are not only obtained
by altering production procedures, goods, or raw materials but also by altering corporate
cultures so that businesses have deeply ingrained values that support long-term sustainability is
a recurrent theme in the literature on EM (Renwick et al., 2013). Thence, an organization's
culture should support EM by giving staff members the freedom to suggest and participate in
environmental improvement projects (Renwick et al., 2013).
L. Pro-environmental behavior
According to Scherbaum, Popovich, and Finlinson (2008), an employee's pro-
environmental behavior is defined as their "willingness to engage in pro-environmental
activities." (Saeed et al., 2019, p. 4). A number of these actions have been identified in the
literature, including using reusable cups less frequently, printing double-sided, turning off lights
when leaving the office, assisting organizations with the implementation of greening strategies,
commuting by bicycle, reducing waste, and coming up with new initiatives to safeguard the
environment(Saeed et al., 2019). According to Vicente-Molina et al. (2013) an employee's pro-
environmental behavior essentially helps to promote environmental performance (Saeed et al.,
2019).
M. Green initiatives for HR:
Human resource practices are typically organized into systems that align with an
organization's culture and business strategy. Nowadays, With the aid of their human resource,
organizations are putting into action and incorporating green initiatives into their agenda.
Managers make sure that their HR are properly implementing green human resource practices
(Ahmad, 2015). some of these practices are as following (Ahmad, 2015):
1. Green building: Organizations all over the world are increasingly choosing green
buildings over traditional offices for their workplaces and offices. As green buildings
meet specific criteria for minimizing the exploitation of natural resources used in their
construction (i.e., energy efficiency, renewable energy, and storm water management),
and provide organizations with a platform for financial savings due to their low cost of
engineering and construction.
2. Paperless office: Although paper still serves as the primary method of communication in
the office, the introduction of IT has reduced the need for paper. Office practices and
procedures have changed due to e-business and education today, making offices
paperless. A paperless office is a workplace where the use of paper is either reduced or
eliminated by turning important official documents and other papers into automated
workflows. With this practice, you can significantly cut down on how much paper you
use, how much it costs to copy, print, and store that paper, as well as how much time it
takes to search through paper documents.
Green Human Resources Management: Concept and Practices
13
3. Conservation of energy: The office's energy conservation efforts could have a significant
environmental impact. Offices all over the world have implemented a number of energy-
saving initiatives to lessen their negative environmental effects in an effort to provide
more effective and environmentally friendly services, (e.g., the HR departments of other
British businesses are focusing on their travel policies, which encourage car sharing and
increased use of public transportation)
4. Recycling and waste disposal: Recycling makes the environment cleaner and the air
fresher by decreasing waste disposal. Because recycling is a process by which waste
(materials that have reached the end of their useful lives) is turned into fresh, new
products. Subsequently, many businesses are implementing recycling programs as part
of their green initiatives to increase the amount of recycled goods and reduce waste.
Discussion:
Green human resource practices are initiatives that organizations can implement to better
their environmental and social sustainability goals. These practices involve integrating
environmental and social considerations into the organization's recruitment, training, employee
engagement, and performance management processes. Green HR practices can help
organizations reduce their environmental impact, increase employee engagement and
satisfaction, and create a more sustainable workplace.
Green human resource practices can include initiatives such as green recruitment, green
training, and green performance management. Green recruitment involves incorporating
environmental and social considerations into the hiring process, such as considering candidates'
knowledge of sustainable practices and their commitment to sustainability. Green training
involves providing employees with knowledge and tools to better understand their impacts on
the environment and how they can help the organization reach its sustainability goals. Green
performance management involves creating incentives for employees to engage in sustainable
practices, such as offering rewards for reducing waste or using energy-efficient methods of
production.
In addition to reducing the organization's environmental impact, green human resource
practices can also help to increase employee engagement and satisfaction. By creating a more
sustainable workplace, employees may feel more motivated and empowered to contribute to
the organization's success. Furthermore, green HR practices can help to foster a culture of
sustainability among employees, which can lead to a more innovative and productive
workplace.
Recommendations:
In order to become green, managers should consider greening in all HRM practices to reach
a better EM performance, some of our recommendations in this regard are below:
1. Develop green policies, procedures, and practices: Businesses should develop green
policies, procedures, and practices that promote environmental sustainability in all
aspects of human resources management. These policies should be regularly
communicated to all employees to ensure they are aware of their responsibility to the
environment.
2. Incorporate green initiatives into recruitment and hiring: Employers should focus on
hiring candidates who have experience in green initiatives and incorporate green
initiatives into their recruitment and hiring processes.
Green Human Resources Management: Concept and Practices
14
3. Create green job descriptions: Job descriptions should be written with the environment
in mind. They should clearly define the duties and responsibilities that will help reduce
the company’s environmental footprint and increase its sustainability.
4. Implement green training and development: green training and development courses
should be introduced to educate employees on how to reduce their environmental impact
and promote green practices within the organization.
5. Reward green behavior: Incentives and rewards should be introduced to encourage
employees to adopt and maintain green practices. This could include recognition or
monetary rewards.
6. Monitor and evaluate progress: Employers should regularly monitor and evaluate the
progress of their green initiatives to ensure they are meeting the desired objectives. This
will help ensure that the initiatives remain effective and that employees are motivated
to continue to engage
Conclusion:
Green Human Resource Management is an approach that aims to integrate environmental
sustainability into the HR practices of organizations. Its key objective is to promote
environmental protection while also enhancing organizational performance and employee well-
being. The implementation of GHRM practices can result in various benefits, including reduced
environmental impact, improved employee engagement and productivity, enhanced corporate
social responsibility, and increased competitiveness. Overall, GHRM is a vital aspect of
sustainable business practices that can contribute to the creation of a more environmentally
responsible and socially conscious world.
Ultimately, green human resource practices can help organizations to become more
sustainable, increase employee engagement and satisfaction, and foster a culture of
sustainability. Therefore, organizations should consider incorporating green HR practices into
their operations to ensure a more sustainable and productive workplace.
Green Human Resources Management: Concept and Practices
15
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