study of green human resource management in human · pdf filestudy of green human resource...

Ms. Aparna Jain, Dr. Pramod Gupta www.ijattmas.com Page 32

Study of Green Human Resource Management in Human Resource Practices

and CSR activities

Ms. Aparna Jain, Research Scholar,

Department of Management Studies

Sunrise University Alwar

Dr. Pramod Gupta

Department of Management Studies

Sunrise University

Alwar

==========================================================

Abstract: The Green Human Resources Management (Green HRM) has emerged from companies

engaging in practices related to protection of environment and maintaining ecological

balance. The source of such initiatives, referred to as green management, is the green

movement with its agenda of Protection of Environment and saving the planet Earth from

future man made disasters. Green HRM encompasses all activities aimed at helping an

organisation carry out its agenda for environment management to reduce its carbon

footprint in areas concerns on boarding and acquisition of human resources, their

induction, performance management, learning and development and compensation and

reward management.

Key Words: green HRM; human resource management; GHRM; innovation; public enterprises; India; green culture; environment; recruitment; training.

==========================================================

Introduction:

The Green Human Resources Management (Green HRM) has emerged from companies

engaging in practices related to protection of environment and maintaining ecological balance.

The source of such initiatives, referred to as green management, is the green movement with its

agenda of Protection of Environment and saving the planet Earth from future man made

disasters. Green HRM encompasses all activities aimed at helping an organisation carry out its

agenda for environment management to reduce its carbon footprint in areas concerns on boarding

and acquisition of human resources, their induction, performance management, learning and

development and compensation and reward management.


Green HRM can play a useful role in business in promoting environment related issues by

adopting and following Green HR policies and practices. Green HRM can enhance corporate image and brand. Green HR will play an important role in making the employees aware of and

concerned for preservation of natural resources and contribute in pollution control, waste

management and manufacture of eco-friendly products.

Green HRM is an emerging issue in the present economic environment. Green HR focus

on application of HRM policies to promote the sustainable use of resources within business

organizations and, more generally, promotes the cause of environmental sustainability. Most of

organisation follows these policies to increase the competitiveness by increasing employees’

awareness, their responsiveness and engaging them to promote its potential benefits to the fellow

employees and generate corporate consciousness. The CSR and Green HRM are like body and soul, while CSR is the body Green HRM is the soul.

Green HRM is a concept of awareness generation among employees about sustainability, and

promotes implementation of the same through training on environmental protection,

minimization of ecological foot print, reduction in emission of green house gases, waste

reduction and recycling so as to ensure that biosphere is not polluted. CSR requires corporate to

discharge its duties and responsibilities towards society, ecology and environment, by

consciously implementing various schemes. CSR is mandatory in India, as per the company's

act. Although Green HRM and CSR are two distinctly different concept, both these are

inseparable.

Ms. Aparna Jain, Dr. Pramod Gupta www.ijattmas.com 4

Objectives:

The main purpose of this study is to:

• Provide with a basic understanding of green HRM to the readers, • Highlight different significant works on green HRM by other workers, and • Elaborate on various green practices that can be incorporated for building a Green

workplace. • Attempts to suggest some green initiatives for HR.

Methodology:

The study is primarily based upon the secondary data. For this extant literature related to the

topic from different databases, websites and other available sources were collected. A systematic review of collected literature was done in detail.


Different types of CSR

Environmental CSR: focuses on eco-issues such as climate change. Community based CSR: businesses work with other organizations to improve the

quality of life of the people in the local community. HR based CSR: projects that improve the wellbeing of the staff. Philanthropy: businesses donate money to a good cause, usually through a charity

partner.

CSR critics

Although most companies in the world today agree that corporate social responsibility is part of

daily business practice, this idea is not shared by everyone. This is the so-called business to business approach.

Advantages of Corporate Social Responsibility

5 reasons why should you get involved in CSR

In today’s digital, fast speed world, each business, small or big, needs to have a CSR program in place. If CSR is not yet part of your daily business practice, you must act fast. Or else you’ll loose the trust of the people who are important to your business.

Believe it or not but the expectations of your staff, customers and the wider community have changed. You are no longer in control. They are.

So why CSR?

1. Satisfied employees.

Employees want to feel proud of the organization they work for. An employee with a positive attitude towards the company is less likely to look for a job elsewhere. It is also likely that you will receive more job applications because people want to work for you. More choice means a better workforce. Because of the high positive impact of CSR on employee wellbeing and motivation, the role of HR in managing CSR projects is significant.

2. Satisfied customers

Research shows that a strong record of CSR improves customers’ attitude towards the company. If a customer likes the company, he or she will buy more products or services and will be less willing to change to another brand.


Relevant research:

IBM study ‘Attaining Sustainable Growth through Corporate Social Responsibility’: The majority of business executives believe that CSR activities are giving their firms competitive advantage, primarily due to favorable responses from consumers.

Better Business Journey, UK Small Business Consortium: “88% of consumers said they were more likely to buy from a company that supports and engages in activities to improve society.”

3. Positive PR

CSR provides the opportunity to share positive stories online and through traditional media. Companies no longer have to waste money on expensive advertising campaigns. Instead they generate free publicity and benefit from worth of mouth marketing.

4. Costs reductions

Yes, you read this correctly. A CSR program doesn’t have to cost money. On the contrary. If conducted properly a company can reduce costs through CSR.

Companies reduce costs by:

More efficient staff hire and retention

Implementing energy savings programs

Managing potential risks and liabilities more effectively

Less investment in traditional advertising

5. More business opportunities

A CSR program requires an open, outside oriented approach. The business must be in a constant dialogue with customers, suppliers and other parties that affect the organization. Because of

continuous interaction with other parties, your business will be the first to know about new business opportunities.

6. Long term future for your business

CSR is not something for the short term. It’s all about achieving long term results and business continuity. Large businesses refer to: “shaping a more sustainable society” (Vodafone 2010 report)


Corporate social responsibility (CSR)

Business benefits of corporate social responsibility

Corporate social responsibility (CSR) offers a number of direct business benefits.

Responsible business reputation

Building a reputation as a responsible business will give you a competitive advantage.

Companies often favour suppliers who have responsible policies. This is because it can have a positive impact on how they are seen by their customers. Some customers don't just prefer to

deal with responsible companies, but insist on it.

Reducing costs

Reducing resource use, waste and emissions doesn't just help the environment - it saves you money too. It's not difficult to cut utility bills and waste disposal costs and you can bring

immediate cash benefits. See reduce your business waste to save money.

Advantages of corporate social responsibility

Other business benefits of CSR include:

A good reputation makes it easier to recruit employees. CSR will help you retain staff. Employees may be motivated stay longer, reducing the

costs and disruption of recruitment and retraining. Employees are better motivated and staff productivity will increase.

CSR helps ensure you comply with regulatory requirements. Activities such as involvement with the local community are ideal opportunities to

generate positive press coverage. Good relationships with local authorities make doing business easier. See work with the

local community. Understanding the wider impact of your business can present opportunities to develop

new products and services. CSR can make you more competitive and reduces the risk of sudden damage to your

reputation (and sales). You may find it easier to access finance as investors are more willing to back a reputable business.

LITERATURE REVIEW:

Satish Chandra Agarwal, 2015 presented A Study of Selected Cement Industries of Rajasthan. , The study was intended to analyse the executive employee perception andsatisfaction regarding the talent management practices. The objective of the study also aimed to see the impact of different parameters on level of employee satisfaction with talent


management practices.. .Described Talent Management as the end-to-end process of planning, recruiting, managing, assessing, developing maintaining & compensating human resources in an organisation. Discussed that it describes the process through which all organizations anticipated their human capital needs and set about meeting them. The study involved a questionnaire survey of executives of 5 selected cement plants in Rajasthan, For the study, a questionnaire has been prepared. The questionnaire was divided in two parts. First part consisted of demographic details, viz. age, experience, designation, organization and no. of years working in present organization. The second part of questionnaires consisted of 20 Likert scale based questions relating to talent management practices in the organization. The questionnaires were sent to 150 executives, 50 in each of the selected cement industry, of which 133 filled questionnaires were received. Of these, 10 were rejected for incomplete information and the remaining 123 responses have been tabulated and analysed. Regarding the sample size selected a sample of 150 executives, 30 from each cement plant have been considered for the study on the basis of convenience sampling. For testing the hypothesis, Chi - square test has been conducted to extend the relationship between the age of the employees and level of satisfaction regarding the practices of talent management. The data collected showed that most of the executives were satisfied with the talent management practices in their organizations. Observed that many employees have been working in the present organisations for long periods with a large number having worked in one single organisation and since the beginning of the career they had no chance to never switch the job. The sample size of 150 has been chosen considering the limitations of resources also. The analysis clearly shows that there was no difference in the satisfaction level of employees among different age groups, experience and organizations. Even there was no difference in the impact of the four parameters on the satisfaction level of employees with talent management practices in their organizations. Author concluded that the study indicated most of the responses were in strongly agree with the talent management practices and were seen quite satisfied with the talent management practices in their organization.

V. Archana et- al, 2014 presented a descriptive research, a study on employee job

satisfaction, The purpose of this observational and interview based study was to understand

the level of job satisfaction of the employees working and the parameters that influenced it.

Following were the objective of the research like first was to discover the intrinsic and

extrinsic determinants of job satisfaction in the Industries, second was to determine how the

determinants create a varying degree of employee job satisfaction; third was to identify

reasons for the measured level of satisfaction, fourth to measure the level of overall job

satisfaction of employees working in this unit and the last was to give go ahead for the

company to work out enhancement plans utilizing the current workforce. Discussed that

person with a high level of job satisfaction holds positive attitudes about the job, because the

positive attitude employees are always in a positive mood and are often able to improve in

areas of brainstorming, decision making, and problem solving while a person who is

dissatisfied with his or her job holds negative attitudes about the job. As long-term career

progression, engagement activities, welfare activities and motivation always had a positive

influence on the employees so it was observed that there was room for much improvement on

are as such as technical and management. The method of research adopted in this study was

descriptive research. This study was based on convenience sampling method, The Company


had a total of 200 employees, of these 20 was the size of the sample selected. Collection of

data rested on both primary and secondary data. The study included sizeable primary data

which was collected by way of canvassing a questionnaire amongst those available

employees, manager and work supervisor , with the help of personal interviews during lunch

hours, tea-breaks and observation of workers during their work hours. The secondary data

was collected from organizational records, management reports, various books, journals and

internet to understand the present state of job satisfaction in terms of selected job satisfaction

factors. Each of the questions had a 5-point Likert scale wherein the respondent could

indicate their choice by marking. Apart from percentage analysis the following manual

calculations were also done through using the Chi square, Karl Pearson's coefficient of

correlation and Spearman’s Rank correlation and Test of significance for Difference of

Means .Resulted that these surveys helped to reflect the management's mind to the employee

as well as indicated to the management about employees’ feelings, opinions and attitudes.

The findings were that while deciding on leave employees took a minimum of one leave per

month and had personal commitment prior to considering work commitments, Motivation

efforts taken by management were noteworthy as 80% employees derived satisfaction from

such efforts. Observed that the Safety related measures were being instructed by duty

supervisor. Other than this, inspection heads do instructed the workers on how to be safe

while working in heavy fabrication work. Half the sample workforce believed that there were

career opportunity, growth and development for them and true to their belief company was

envisioning enhancement and development plan for company's future growth on financial

lines and others. Suggested that the company needed to focus on work environment by

providing better rooms where in employees could rest for a while during recess. As the

company was planning for long term development and growth strategies, researchers

suggested that instead of mere diploma holders it would be better to employ permanent and

well qualified staff with a slightly higher compensation. Observed that the supervisors need

better people, quality and work management training so the company has to improve Quality

focus and concentrate on minimizing work defects and try to make work force more efficient.

Beside the company also needed to focus on employee insurance coverage as work place

safety was not appreciable. Analyzed that if the employees are very productive in nature, no

one can beat the Industry so to make the employees more productive, the industry should try

to satisfy the employees to a maximum extent. Weakness observed was that the work place

safety measure was not very satisfactory. Advantages was that even though there was no

safety measures also the employees were proud to be associated with the organization, they

were seen to feel extremely good to work there, the observations and interviews methods

helped management in understanding the perception of job satisfaction trend at present

company, Authors concluded that the work environment needed further improvement so that

employees could get more overall satisfaction.

K. Rajam et-al, 2013 explored the Study on Job Satisfaction of Employees, objective of

the study was to study the workers perception about the organization and job; to determine

whether they are satisfied with the working condition and to identify which factor influences

the job satisfaction of employee. Discussed that a highly satisfied worker has both better

physical and mental wellbeing thus, Job satisfaction is very important because most of people

spend a major portion of their life in the working place. Discussed that In this global world,


job satisfaction has been an important issue. For the smooth running of an organization the

man power must be duly motivated and mobilized by way of rending regular welfare

services. For the research methodology a sample design of 100 respondents was taken for the

study. The various dimensions taken for the study were salary satisfaction, working

condition, social security schemes, welfare measures, sales promotion, and trade promotion.

Primary and secondary data were used in the study. The primary data were collected by

distributing questionnaire. The secondary data has been collected from the various books,

journals, magazines, existing records and internet etc. Collected data were analysed through

following statistical tools like percentage analysis, chi-squire test, ANOVA (t-test; f -

test),Chi-square test , mean, S.D. Findings showed no significant difference between

dependent variable (job satisfaction )and independent variable (factors), through the findings

it was clear that the level of satisfaction of employees on the job was good. It showed that job

satisfaction strongly influenced the productive efficiency and increased the effectiveness by

making the employees more participative with the immediate superiors and training

programmes. Suitable suggestions were provided to further improve job satisfaction level and

to motivate them in their job. Limitations of the study was that the researcher found it

difficult to gather the information because most of the workers were not highly educated.

And even the research study was based on the available information provided by the workers.

Workers satisfactions level revealed that employees were satisfied on majority of the factors;

there was no significant difference between respondent’s response on variables and their

overall satisfaction. Hence finally authors concluded that the satisfactions level of employees

was highly satisfied on majority of the factors.

HYPOTHESES:

H1: Top Management Commitment for environmental management will be positively related to perceived environmental performance. H2: Employee environmental Communication will be positively related to perceived environmental performance. H3: Employee environmental training will be positively related to perceived environmental performance. H4: Employee involvement will be positively related to perceived environmental performance.

H5: Rewards will be positively related to perceived environmental performance.

H6: Green programs will be positively related to perceived environmental performance.

DATA USED-

Data source

Researchers relied on both primary and secondary data source.

Sample Size

Between 250-300 respondents


Parameters Used

Parameters like Age, Education, Gender, Experience, Working Conditions, Job Security ,Welfare

Measures; Pay , Promotion, Incentives, Fairness, Relationship, Stress, Management Practices,

Behavioral, Management Style, Turnover, Reward, Recognition, Training and Development ,

Performance, Team Work, Supervisory, Inter-Personal Relationship, Managerial Initiatives,

Work Environment; Fairness and Promotion etc….were taken for the research on Job

Satisfaction.

Research Design & Instrument Researchers used the latest technology like the SPSS software for their statistical calculations and entire work of the study.


REFERENCES:

• Kasim, A, Aziah, N Minai, Badriay and Chun, Loo Sin (1989). Performance Measures in Malaysia- The State of the Art. Malaysia Management Review, vol.24:Pp. 3-9.

• Allaire, Y, Firsirotu, M. E. (1984). Theories of Organizational Culture. Organization Studies, 5/3, pp. 193–226

• Audrey I Richards. (1957) in; Man and Culture: An evaluation. Ananthanarayan R (2011), Speech by Mr. Raghu Ananthanarayanan at the IAOD-S Conference on “Organization Development by Design – Perspectives & Pragmatics”. http://sumedhas.org/new3cont/IAODspeakernoteraghu.pdf.

• Barlow, J. (1999) from craft production to mass customization; innovation requirements for the UK house building industry. Housing Studies, 14(1), Pp. 23-42.

• Barney, J. (1991). Firm Resources and Sustained Competitive Advantage, Journal of Management, 1 (17): Pp. 99- 120.

• Burns, W.J. Jr and McKinnon, S.M. (1993), “Information and Managers: a Field Study”, Journal of Management Accounting Research, Vol.5, Pp. 84-123.

• Burrell, W. G., and G. Morgan., (1979): Sociological paradigms and organizational analysis. London: Heinemann.

• Broom, Leonard, and Philip Selznick. (1955). Sociology: A Text with Adapted Readings. New York: Harper and Row.

• Cameron, Kim S., & Quin, Robert. (1999), Diagnosing and Changing Organizational Culture Based on the Competing Values Framework, Addison-Wesley Longman, Inc.

• Campbell, J., Brownas, E. A., Peterson, N. G., and Dunnette, M. D. (1974). The Measurement of Organizational Effectiveness: A review of Relevant Research and

Opinion. Minneapolis: Navy Personnel Research and Development Center.

• Carroll, D.T. (1982). A disappointing Search for Excellence. Harvard Business Review,

6(6), Pp. 78-88.

• Chttopadhyay, Gouranga P. & Malhotra, Ashok, „Hierarchy and Modern Organization: A Paradox Leading to Human Wastage‟, The Indian Journal of Social Work, (1991) 52/4,

561-584.

study of green human resource management in human · pdf filestudy of green human resource...

Documents