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International Journal of Management (IJM) Volume 11, Issue 9, September 2020, pp. 1482-1493, Article ID: IJM_11_09_143 Available online at http://iaeme.com/Home/issue/IJM?Volume=11&Issue=9 ISSN Print: 0976-6502 and ISSN Online: 0976-6510 DOI: 10.34218/IJM.11.9.2020.143

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AN ASSESSMENT IN THE GREEN HRM PRACTICES WITH JOB SATISFACTION AND

ITS IMPACT ON ORGANISATIONAL COMMITMENT

Sonal Singh Ph.D. Scholar, BVIMR, New Delhi, India

Dr. Vikas Nath Director and Dean (Academics), & Professor of Marketing

BVIMR, New Delhi, India

ABSTRACT Green HRM practices refers to as the HR practices that promotes ecological

responsiveness sustainable development of resources and involving employee’s commitment and engagement towards organization’s goal and practices whereas, sustainable development could be defined as economic development that eradicates the depletion of natural resources. Around 372 respondents were end-users from various IT professionals. These respondents were interviewed through a well drafted pre-tested questionnaire following the probabilistic simple random sampling. It was found from

the study that green appraisal and green discipline management has no significant impact on the job satisfaction but all other hypothesis have been accepted further job satisfaction is significantly impacts continuance commitment which implies that job satisfaction in IT professionals leads to continuance commitment when they have job satisfaction, while the affective and normative commitment is un effected.

Keywords: Green HRM, Job satisfaction, organisational commitment Cite this Article: Sonal Singh and Dr. Vikas Nath, An Assessment in the Green HRM

Practices with Job Satisfaction and its Impact on Organisational Commitment, International Journal of Management, 11(9), 2020, pp. 1482-1493. http://iaeme.com/Home/issue/IJM?Volume=11&Issue=9

1. INTRODUCTION The previous two decades used the endless amount of resources that any further irrelevant use of resources could lead to scarcity. There is a limited amount of availability of resources on earth and everyday a huge amount of waste is dumped into rivers and lakes that contaminates the water and aquatic life (Sachs & Warner, 2001). The United Nation’s conference on “Magna Carta” on human environment held at Stockholm on June 1972 aimed to improve environment on earth for present and future generation. So focusing on green environment by reducing waste,

Sonal Singh and Dr. Vikas Nath


opting cloth bags instead of plastics, eradicating use of plastic and non- renewable products etc. the concept of green revolution was also adopted in 1960’s so to flourish the market with High yielding seeds to increase the production of India self-sufficient and healthy (Ploeg, 2011) (Ministry of Natural Resources and Environment, 2016).

There is a focus on many companies to adopt green practices like use of cloth bags instead of plastic bags, cleaning area in which company is located, car pooling of employees while

coming to office, not dumping wastes in lakes, rivers and other aquatic bodies, calling employees frequently so that pollution from cars could be minimized etc. all these issues will avoid global warming, wastage of resources, adverse climatic changes and pollution etc. there are many companies in India like Maruti, Delhi CNG, Suzlon energy etc. that promote green

marketing (Cover & Thomas, 2005). Green marketing is basically promoting business and buying and selling of goods by using eco-friendly products and involving multiple activities to work. Consumers too need greener products because the products would harm them, their life and body, where increases trustworthiness when the companies follow the rule of Go Green they benefit the company to build consumer’s interest, engagement and trust for the company whereas influences positively towards consumers and environment as well (Cherian & Jacob, 2012) (Leonidou et al., 2013).

The recent example of Patanjali explains the Go green concept very well. The famous yoga and Pranayama guru Swami Ramdevji started a new organization named Patanjali which makes all its products will natural ingredients and no harmful chemicals and sells almost every range of products like kitchen items, sanitary items, and perishable products as well (Kumar et al., 2014). The organization’s products rates were cheaper in comparison to the other organization’s products which attracted a large segment of consumers to buy the product. From toothpaste to bath soaps each and every products were eco- friendly and natural. This company grew its share to the peak in the market and eradicated all other organizations and registered phenomenal growth in FMCG sector in last 5 years (B. Singh & Gopal, 2016) (Kale, 2006).

Green HRM practices refers to as the HR practices that promotes ecological responsiveness sustainable development of resources and involving employee’s commitment and engagement towards organization’s goal and practices. Whereas, sustainable development could be defined

as economic development that eradicates the depletion of natural resources (Baker, 2015). Sustainable development has 17 goals of its own that is related to poverty, hunger, education, health, equality, sanitation, energy, aquatic life on land and under water, peace and partnership. These goals focus in exterminating the earth and life on earth so that people are capable of using natural resources at present and future as well. Also achieving each agenda by 2030 and creating better world for people with disability (Lélé, 2018) (World Business Council for Sustainable Development, 2004).

Job satisfaction could be defined as the elements that generates satisfaction derived from the job and the work place of the employees (Edwin A. Locke, 1969). An employee derives

satisfaction from being self- motivation but this only happens when the employee gain satisfaction from the environment they work, for the organisation they work they must get satisfaction from them. There are certain facets that influence the job satisfaction (E.A. Locke, 1976).

In the Layman’s language, job satisfaction is the measure that brings contentment in the employees towards their job and maintain the job engagement of the employees towards their job (Judge et al., 2002). Employees are the assets of the firm and to maintain the efficacy of the employees it is necessary for the organization to keep the employee adhered towards their job and find interest in each and every work they perform. A satisfied employee aims to remit all their talent, skills and capabilities to the organisation. (Brayfield & Rothe, 1951) pointed out that a satisfied employee could earn more salary, stability, career growth, experience, rewards

An Assessment in the Green Practices with Job Satisfaction and its Impact on HRMOrganisational Commitment


and new opportunities from their job. Similarly, the employer working with satisfied employees will help in company’s growth as well as will constantly attract the employees (Lok &

Crawford, 2004). There are certain factors that drive job satisfaction from the employees that is: -

Figure 1 Job Satisfaction

The small baits which increases the job satisfaction could encourage and motivate the employees at the same time (Rich et al., 2010). These factors are - better working conditions in the organisation, identifying the skills of the employees and allotting the work for the task,

better relationship with the colleagues, autonomous working hours, workload which an employee could handle, supervision of the task, paying fairly amount of salary that is one of the strongest motivator for job, variety of skills related tasks, etc. (Judge et al., 2012)

Organisational commitment could be defined as the bond employees’ sense with their organisations. The connection of the employees with the organisation where the employee feels

like they belong to the organisation, they fit into and understands the organisation is organisational commitment (Lok & Crawford, 2004).

Organisational commitment is an organisational psychology that brings a linkage between an employee and the organisation and employee stay with each and every decision of the firm (Rashid et al., 2003). Factors like job stress and insecurity gets vanish when the employees are committed towards the firm. Employee’s commitment could be created through organisational

culture, open communication, innovation, efficient tasks and constructive feedback etc. (Geldenhuys et al., 2014).



Figure 2 Drivers of overall organization commitment

There are certain drivers that leads to the organisational commitment that are affective, continuance and normative commitment. Each and every commitment is the derivative of the interest of the employees towards the organisation (Herath & Rao, 2009).

2. LITERATURE REVIEW Green HRM practices could be defined as the declaration made by the organization to opt green

practices within the organization and recruiting the workforce that would understand and promote go green initiative. The issues relating to the HRM practices is the need for knowledge related to green revolution within the organization and the employee must be supportive about the whole practice (Ahmad & Schroeder, 2003). The go green practice must be implemented in each and every field of organization be it HR, finance, management, sales etc. recruiting the people that easily understands the need and value of these practices to their fullest and helps

the firm to achieve organizational goal. The focused organizational goal can only be incorporated with the hardworking and understanding employees (L. Singh, 2016). The HRM simply defined as the human recruiting management in such a way that the employee must be employed as per the rule of right person for right job with right directions and the goal of the

HR team is to push the organisational employees towards one goal and also keeping into account the needs of the employees. The organizations goal becomes the primary goal and employee becomes the asset of the organization and HR team focuses on boosting up the morale and inculcating satisfaction within the employees to their fullest (Baptiste, 2008) (Arulrajah et al., 2015).

The defensible increase in the environment sustainability is a great concerns for government, consumers and stakeholders etc. this paper deals with the HRM practices that would enforce the employees in motivational way so to adopt go green practices that are healthy for them and environment as well (Guerci et al., 2016). The employees are taught about the needs and importance of this green HRM practices and needs for incorporation. The go green

initiative is much wider concept of corporate social responsibility. Green HRM practices focuses on 2 concepts on eco- friendly concept and inculcating knowledge capital (Jyoti, 2019).

The green HRM practices increases the interest of management scholars towards the organization and promote sustainable use of resources. The initiation of green management is



important more that implementing it. “The green HR involves lowering carbon footprints through video conferencing, interviews and printing of paper etc.” the green HR practices helps the company adopt this initiative because it helps the organization to operate much cheaper, without losing best talent for the job etc. (Arulrajah et al., 2016)

The case study of Ford motor company also incorporated towards the development of the organization with eco- friendly tactics like ford uses 80% of the sustainable and eco-friendly fabrics in the vehicles that makes them recyclable and also focused on the fuel efficiency of the vehicles. Also, the paint fumes of plant of the company located in Michigan is also recycled as fuel. The ford’s vehicles are distributed to the police because they use the geothermal cooling system while the interceptor is flexible and run on ethanol or gas. Ford is the EPA energy star award winning company twice because of the world’s largest green roof (Dyllick, 2015) (Beach et al., 2010).

Similarly there are several such organizations like Disney, fisher investment, HP, Johnson and Johnson, Nike, Starbucks, Google, eBay etc. those works with the niche of green HRM practices as well as environmental sustainability as a whole. These organizations focuses on the employee satisfaction, boosting morale as well as incorporating the organization towards the go green initiative so that environment could be recovered and saved for the future generation (Hofmann et al., 2011) (Clikeman, 2004).

Job satisfaction arises when the employees are receiving each and every motivation from their colleagues, employer and workplace. The employees gain feeling of motivation and get engaged with the organisation which attracts the employer to maintain the level of responses they were continuously inculcating in the employees and their team (Saari & Judge, 2004).

There are certain theories that are collaborated with the job satisfaction of the organisation like Maslow’s need hierarchy theory, Hertzberg’s two factor theory, Vroom’s model, -

Bandura’s social learning theory etc. as job satisfaction is linked with the motivation, productivity, mental/ physical health and general life satisfaction (Judge & Bono, 2001).

There are 3 facets of job satisfaction that are: -

Figure 3 3 facets of job satisfaction

2.1. Cognitive The thinking, perception, opinion, belief and expectations of the employee towards the

organisation is termed as the cognitive component of the job satisfaction. Different aspects are measured to access the components. The rating is made from 1 to 5 which means that the respondents agrees to strongly agree which reflects the belief and the interest relating to the job of the individual (Moorman, 1993).



2.2. Affective This component describes the feelings and emotions of the employee concerned with the

organisation. These are the positive effects of the reviews, information and thinking of the individual which gives effect to the whole situation. The feeling of self- worth means when the individual is feeling that their available knowledge and their competencies are valuable for the organization (Thompson & Phua, 2012).

2.3. Evaluative The overall response of the employee from the organisation is evaluative component that

represents the favourable and unfavourable conditions for the job. When asked about the satisfaction level of the employee towards the organisation, the employee rates the organisation on the basis of the 5-1 scale where the 1 is negative and 5 is positive that reflects the rating of the organisation for the job (Fisher, 2000).

2.4. Organisational commitment Organisational commitment could be defined as the attachment of the employees towards the organisation and playing an important role in determining that the employee will stay in the

organisation until the organisation’s goal (Colakoglu et al., 2010). The organisational commitment helps the individual to gain satisfaction which also helps the employee to stay committed towards the work and organisation (Lumley et al., 2011).

There are certain facets of the organisational commitment

Figure 4 organisational commitment

2.5. Affective commitment The attachment of the employee towards the organisation which is rated through the scale from 1-5 that displays the low to high commitment level of the employee. The more active the commitment is the highly satisfied the employee would be (Rhoades et al., 2001). The higher

the satisfaction is the more the employee would be engaged in the organisation’s activities, participation of the employees toward the meetings, projects and discussions of the

organisation. Every employee creates an emotional environment around them that results into the attachment of the employee towards the organisation (Cohen, 2007) (Meyer et al., 1989).

2.6. Continuance commitment When the employee realizes that all the benefits, commitment and attachment they are enjoying with the organisation would not be the same in any other organisation. It is enjoyable as well as satisfying in believing that the employees will be highly committed towards the organization because they know their each and every desire and motivational factors are received from the

organisation (Meyer & Alien, 1991). Sometimes employee develops attachment to their



informal and flexible workplace and every person think many times before they even think of changing the organisation. Attachment attracts them to work effectively and stay in the

organisation for longer period of time (Meyer & Allen, 1984).

2.7. Normative commitment Normative commitment is the voice from the conscience of the employees to work in the same organisation for longer period of time, where they feel to stay and senses that staying in the organisation is the best thing they could do (Meyer & Parfyonova, 2010). They feels like staying because of the motivation that someone believes in them and they have the chance of leaving the organisation but they do not feel like doing so because each and every organisation is not good at motivating its employees for each and every task. The employee believes that this

situation is the one they need to stay into and they definitely do until they are motivated (Herscovitch & Meyer, 2002).

Organisational commitment is associated with the business performance, more productivity and profitability, as well as employee’s retention and improving organisational culture (Zopiatis et al., 2014).

3. RESEARCH METHODOLOGY The main objective of the study is to establish the relationship of Green Human Resource Management in the organizations with Job Satisfaction and organizational commitment. In order to fulfil the objective 372 IT and ITES employees were interviewed with the help of well drafted questionnaire culturally modified from the standardised scale of Green human resources job satisfaction and organisational commitment. The employees were working the national capital region of in Delhi in various IT companies from a selected sample of 600. To chose these respondents simple random sampling technique was incorporated. These were employees of wipro, HCL, Tata, Infosys etc. situated in Noida Gurugram, Delhi.

4. DATA ANALYSIS AND FI INGS NDIn common method variance the error or the observed variance which may be present because of the measurement process than the constructs are sharing the variance (Bagozzi & Yi, 1988,

2012; Bagozzi, Yi, & Singh, 1991) -. In such a case “Harman’s single factor test” is used (Gorrell, Ford, Madden, Holdridge, & Eaglestone, 2011).

Initially A confirmatory factor analysis (CFA) was conducted to test the said models of green human resource management, job satisfaction and organisational commitment. For all the three models the model fit indices were as CMIN/ was 2.34. 2.57 and 3.01 respectively, dffurther The model fit indices for green human resource found were goodness-of-fit index (GFI) was 0.961, comparative fit index (CFI) was 0.916, normative fit index (NFI) was 0.947 and root

mean square error of approximation (RMSEA) was 0.07. Similarly for job satisfaction the model fit indices were found to be acceptable where goodness- -fit index (GFI) was 0.910, ofcomparative fit index (CFI) was 0.920, normative fit index (NFI) was0.915 and root mean

square error of approximation (RMSEA) was 0.06 and for organisational commitment goodness-of-fit index (GFI) was 0.952, comparative fit index (CFI) was 0.950, normative fit index (NFI) was 0.945 and root mean square error of approximation (RMSEA) was 0.05.

The hypotheses were estimated by the structural model. The results are listed in figure and table below. The results showed an acceptable fit of the proposed structural model. The model fit indices found were goodness-of-fit index (GFI) = 0.931, comparative fit index (CFI) = 0.938, normative fit index (NFI) = 0.928 and root mean square error of approximation (RMSEA) = 0.07.



Figure 5

Table 1 Summary Table

The Normed Fit Index (NFI) 0. .928 Incremental fit index, IFI 0.939

the Tucker-Lewis Index (TLI) 0.837 The Comparative Fit Index 0.938 The Goodness of Fit Index

0.931 RMSEA 0.075

It was found that e-job analysis has an impact on job satisfaction ( p=0.054), E-β = 0.15, recruitment has an impact on job satisfaction ( p=0.38), E-selection is influences job β = 0.038, satisfaction p=0.077).E-(β = 0.70, performance evaluation doesn’t impact job satisfaction β = (0.16, p=0.762),E-training and development has an impact on job satisfaction (β = 0.26, p=0.78),E-reward management has an impact on job satisfaction ( p=0.003),E-β = 0.58,

employee discipline management doesn’t impact job satisfaction β = 0.16, ( p=0.717),E-employee relations impacts job satisfaction ( p=0.000). Further, Job satisfaction has β = 0.525,

no impact on Affective commitment ( p=0.133) and Normative Commitment (β = 0.71, β = 0.066, p=0.166) but significantly impact Continuous commitment ( p=0.046). See β = 0.094, table below

Table 2

Hypothesis Relationship Estimate P Result H1 GJAJS .015 .054 Accepted H2 GRJS .038 .038 Accepted H3 GSJS .070 .077 Accepted H4 GPIJS .016 .762 Not Accepted H5 GTDJS .026 .078 Accepted H6 GRMJS .058 .003 Accepted H7 GEDMJS .022 .717 Not Accepted H8 GERJS .525 *** Accepted H9 JSAC .071 .133 Not Accepted

H10 JSCC .094 .046 Accepted H11 JSNC .066 .166 Not Accepted



5. DISCUSSIONS The main objective of the paper was to establish relationship between green human resources with job satisfaction and further it impact on the organisational commitment. It was found from the study that green appraisal and green discipline management has no significant impact on

the job satisfaction but all other hypothesis have been accepted further job satisfaction is significantly impacts continuance commitment which implies that job satisfaction in IT

professionals leads to continuance commitment when they have job satisfaction, while the affective and normative commitment is unaffected. This implies that the IT professional gets satisfied with all the green HRM practices except appraisal and disciple and they organisational commitment is major based on their projects that they have undertaken. Thai study help the

strategy makers in understanding the perception of IT professional while drafting the HR polices for them and also enables them to give strategies to make them stay in the organisation. For academics this opens a new dimension in understanding job satisfaction and organisational commitment from the prospective of the IT professionals which is not similar while considering other professions. Further the study also enables the policy maker in the implementation of green HRM practices in the IT organisations.

The limitations of the study can give rise to the scope for future studies, the first limitation is the data which is confined to NCR India, and new aspects may come up if pan India data is considered for the study. The other profession if added may project new avenues. Though generalisation of the study is only possible to the extent of IT professional only, studies can be considered undertaking other professions which may add to new dimensions in studies of green HRM practices, job satisfaction and organisational commitment. The study incorporated green

HRM practices with job satisfaction and further Organisational commitment i.e. the study integrates these three models, further studies can be undertaken considering other issues and form new model for future studies

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an assessment in the green hrm practices ......green hrm practices could be defined as the...

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