MBA – General Track – Group G1

Advanced HR
Dr. Sahar Abdelaziz

Final Project - Green HRM

Presented By:
❖ Ahmed Salah El-Din Ahmed Sayed Mansour (Reg. No. 21120295)
❖ Moataz Mohamed Sabaa Mohamady (Reg. No. 21120520)
❖ Amr Mohamed Youssef Mohamed (Reg. No. 21120369)
❖ Bahaa El-Din Hassan Mostafa El-Hemaly (Reg. No. 21120662)
❖ Peter Sameh Nagy Hafez (Reg. No. 21120767)
❖ Mohamed Mostafa Abowaly (Reg. No. 20221679)
Introduction:
The 1972 United Nations Conference on the Human Environment in Stockholm was the first world conference
to make the environment a major issue. The participants adopted a series of principles for sound management of
the environment including the Stockholm Declaration and Action Plan for the Human Environment and several
resolutions. The Stockholm Declaration, which contained 26 principles, placed environmental issues at the
forefront of international concerns and marked the start of a dialogue between industrialized and developing
countries on the link between economic growth, the pollution of the air, water, and oceans and the well-being of
people around the world.
The last two decades of this century have witnessed a unanimous consensus for the need of a realistic
environmental management drive all over the world. This effort was undertaken since the damaging effects of
different pollutants among which the industrial wastes being the major culprit that has been deteriorating and
depleting our natural resources very fast has been evident.
The growing role of sustainable development in the development of a modern company’s competitive edge
leads to the popularization of the question of how to incorporate ecological practices into the area of human
resource policy – which is often referred to as Green Human Resources Management (GHRM).
What is GHRM?
Green Human Resources Management (GHRM) can be defined as a set of policies, practices, and systems that
stimulate the green behavior of a company’s employees in order to create an environmentally sensitive,
resource-efficient, and socially responsible organization. “The concept of green management for sustainable
development has various definitions; all of which generally, seek to explain the need for balance between
industrial growth for wealth creation and safeguarding the natural environment so that the future generations
may thrive”. (Daily and Huang, 2001)
Why we need the GHRM?
Green HRM was originated from companies engaging in practices related to protection and prevention from
destroying environment and help maintaining ecological balance. It is an environmentally friendly HR initiative
which leads to better efficiencies, lesser cost, high employee engagement levels, and better retention. For the
sustainable development there must be equilibrium between industrial growth for wealth accumulation and
protection of the environment. Implementation of green management initiatives requires a high level of
technical and management skills among employees within the organization and outside it, which results in
development of innovation-focused environmental initiatives and programs’.
In sum, we believe that GHRM has the potential to contribute positively to both employee wellbeing and
improved organizational performance.
▪ Green HR helps in achieving greater efficiency and lower costs within a process, reducing and
eliminating ecological wastage and refurbishing HR products, tools, and procedures.
▪ Being environmentally conscious, organizations are starting to integrate green attempts into their regular
work environment with society.
▪ Green HR attempts to create better employee involvement in a working environment, which helps the
organization to work in an environmentally sustainable fashion.
▪ With GHRM, businesses can save hiring costs without losing qualified candidates. Making a complete
switch to an online hiring system has its benefits because it makes the hiring process simpler, faster, and
more affordable.
▪ When a company is associated with sustainable and green initiatives, it will have tremendous growth
opportunities. It comprises eco-friendly measures that help you reduce and eliminate your carbon
 footprint. Employers who use GHRM have highly engaged employees, which lower the absenteeism
rate. Green human resource management aids in cost reduction without compromising their area of
expertise.
▪ The organization’s employee retention rate can be raised by using green human resource management
techniques. When employees discover that the company they work for cares about society and the
environment, they begin to feel proud. In addition to its advantages, it creates a favorable impression
among the workforce and top talent, enabling them to connect more effectively with the organization’s
environmental principles.
▪ Organizations’ wellness programs can involve environmental and sustainable issues to raise awareness
in addition to promoting physical fitness, good nutrition, and a healthy lifestyle among workers. Green
HRM promotes environmentally friendly causes by using policies to encourage resource efficiency,
which raises employee morale and satisfaction levels.
The goal of green human resource management is to assist organizations in developing a culture that is
sustainable and favorable to the environment. An organization can use the GHRM practices stated above, such
as green hiring, training, performance evaluation, and more, to cut costs, energy use, carbon footprints, and
significant waste. In the process, many HR professionals concluded that environmental protection programs are
essential components of overall corporate social responsibility.
GHRM Functions & Policies
GHRM is a manifesto which helps to create green workforce that can understand and appreciate green culture in
an organization. Such green initiative can maintain its green objectives all throughout the HRM process of
recruiting, hiring and training, compensating, developing, and advancing the firm’s human capital. The Human
Resource Department of a company is capable of playing a significant role in the creation of sustainability
culture within the company. HR processes play an important role in translating Green HR policy into practice;
therefore, human capital and its management are instrumental to the fulfillment of EM objectives.
It needs to be acknowledged that the intersection of sustainability, the natural environment, and HR
management are new areas in fast development and therefore, not characterized by a fully developed body of
writings point out that many HR systems need to be aligned with each other in order to increase the likelihood
that the organization will achieve its strategy.
Green Recruitment:
Green Human Resources Management starts even
before getting new employees are hired. It goes all
the way back to the process of designing or
approving, together with other departments, job
descriptions for the newcomers. And why does it
matter? Because job descriptions that highlight
tasks related to sustainability or even job
advertisements show companies have social and
ecological concerns, ultimately improving a
company’s employer branding proposition.
Companies can go online to hire candidates with online applications and resumes to reduce massive paper
waste. Technology has advanced to the point that anything is now possible online. Organizations can publish
job openings on their websites, and candidates can also upload resumes.
These initiatives aid in the significant reduction of paper usage. Now that the method has been chosen, the
recruiter must quickly determine whether the applicants are willing to adopt their eco-friendly rules. Some of
the interview questions should be directed at group dynamics and the most pressing environmental issues,
which blend sustainability concerns with an organization’s strategy.

Green Onboarding Process:

The way that an organization conducts its

orientation program must consider how these new
hires will operate by the organization’s green
policies. Along with this, the organization must also
describe its environmental policies and the green
practices it uses to cut back on waste, carbon
emissions, and other things.
Technology allows companies to become paperless
and for HR this can well start with newcomers.
Online portals and folders can be used to archive
employees’ documentation such as offer letters,
credentials, CVs, or recommendation letters. Not to
mention that nowadays CVs are mostly sent
throughout the Internet, with no need of being print.
It can as well be used with current employees’
health insurance or car contracts, salary, or
information on other benefits.
The employee induction program should be planned in such a way as to enable the induction of new employees
into a culture of green consciousness. When newcomers first arrive at the office, induction initiatives should be
designed in such a way as to facilitate the integration of these new employees with the company’s green culture
and values. This way, besides introducing the company, its history, culture, departments, and so on, these
initiatives also highlight a companies’ environmental concerns and the green actions that have been and/or are
being developed.

Green Learning & Development:

Learning and development are more like a training
session given to new employees to teach them how the
business runs. The organization must include the new
hires’ green activities and skills when educating and
training them on their regular working roles and
responsibilities. It makes the organization sustainable
and environmentally friendly. Employees may be
inspired by learning and development sessions to
come up with fresh ideas for improving the viability
and sustainability of their organizations.

Using digital and web-based modules is what organizations should do for environmental management training.
To contribute to the safety and well-being of the environment, recycling factors, waste disposal, and energy
debate are vital.
The goals of green training and development are:
▪ To create awareness about the current environmental problems happening worldwide – through
newsletters or briefings with environmental organizations from time to time.
▪ To educate more employees about working methods that allow to reduce waste, save energy and
resources – e.g., recycling, turning lights off or shutting down laptops.
▪ To teach more operational employees and business decision-makers about processes along the
companies’ value-chain that allow to reduce waste, save energy and resources – like applying circular
economy to waste or rethinking the sources of energy.
▪ To encourage workers to find out opportunities in their jobs to help their companies become more
sustainable.
Green Performance Management and Appraisal
Performance management aims to improve an
employee’s technical knowledge and abilities, so
they can better support the company’s objectives.
As a result, it also incorporates sustainability goals
that are evaluated using metrics to establish a
business that is more concerned about the
environment. Creating goals, obligations, and tasks
that are effective at raising awareness of
environmental issues and motivating staff to engage
in these green activities is something that is
considered when evaluating managers’
performance.
Green PM system can be successfully initiated
through developing performance indicators for each
risk area in environmental awareness and
instruction.
It is important to communicate green schemes to all
levels of staff. Managers/ employees can set green
targets and responsibilities.

Performance appraisals should meet the criteria of reliability, validity, and fairness, effective performance
appraisals provide useful feedback to employees and support continuous improvements in the firm’s
environmental outcomes.
The organizations should train their employees on best business practices enthused with green initiatives.
Besides, sustainable training and education employees should also be adept to educate the customers regarding
the advantages of becoming more earth-friendly and buying green products.
Green Compensation & Benefits:
Rewards and compensation are the major HRM
processes through which employees are rewarded
for their performance. These HR practices are the
most powerful method which links together an
individual’s interest to that of the organizations. We
also assert that incentives and rewards can influence
employees’ attention to the maximum at work and
motivate them to exert maximum effort on their part
to achieve organizational goals.
The compensation package should be adapted to
reward green skills acquisition and achievement by
employees. Monetary, non-monetary, and
recognition based environmental reward systems
and monthly managerial bonuses can be provided
based on performance outcomes in environmental
balance.
Carbon emission standard and regeneration sources of energy are the key consideration for executive payment
as an appreciation of green efforts. Employees meeting green goals can be rewarded.
Though compensation and rewards increase green initiatives in organizations, it can never be completely free
from some malpractices. Developing effective monetary incentives can be challenging due to the difficulty of
accurately and fairly evaluating environmental behaviors and performance. By incorporating elements of green
management in the compensation program, managers can promote the green behaviors among the employees.
Further, managers can ask employees to bring specific green ideas pertaining to their individual jobs which can
be through mutual decisions included into the objectives to attain in for the upcoming year. Attaining these
objectives would be the basis of receiving incentives.
Employee compensation programs can be modified to give bonuses based in part on the employee’s appraisal
ratings on the behavioral and technical competencies. In addition, employees could be awarded bonuses for
their outstanding work on special projects. Green rewards can include the use of workplace and lifestyle
benefits, ranging from carbon credit offsets to free bicycles, to engage people in the green agenda while
continuing to recognize their contribution. Last, but not the least, more emphasis should be given on research
which determine effective approaches that will help to design and implement green compensation practices and
may lead to the achievement of corporate environmental goals.
Green Employee Relations:
Employee relations are that aspect of HRM which is
concerned with establishing amicable employer–
employee relationship. The relationship facilitates
motivation and morale of the employees as well as,
increases the productivity. Basically, employee
relations involve employee participation and
empowerment activities.
It also helps prevent and resolve problems arisen at workplace that may affect the work. In fact, positive
employee relations are an intangible and enduring asset and a source of competitive advantage for any
organization.

Employee participation in green initiatives increases the chances of better green management as it aligns
employees’ goals, capabilities, motivations, and perceptions with green management practices and systems.
Involving employees in EM has been reported as improving EM systems such as efficient resource usage,
reducing waste, and reducing pollution from workplaces. Several workers in their study concluded that
individual empowerment positively influences productivity and performance, and facilitates self-control,
individual thinking, and problem-solving skills.

The scope of employee relations should be broadened by initiating a suggestion scheme within the organization,
wherein each employee from topmost to the lowest level gets an opportunity to contribute to the scheme. This
practice will help in creating greater awareness on green issues besides, new ideas for eco-friendly practices my
crop up from different sources.
Other benefits of employee involvement are improvement in employee and organizational health and safety, as
well as development of eco-friendly staff. We propose that keeping the policies in place, long-term trust among
the management and employees will be built which will provide an opportunity to the employees to express
their personal ideas at workplace and help to create climate conducive to green management practices and
systems.
Green Leaving Policy:

For the strict compliance of the green strategies and policies and depending on the seriousness of the mistake
and its impact, companies can take certain actions where ecologically unfriendly behavior may constitute a
breach of contract and possible ground for dismissal. If this happens, it is important to make exit interviews to
evaluate the perception of employees on the company’s ecological practices.

Green initiatives for HR

Organizations generally organize HR practices into systems that are consistent with their culture and business
strategy. We can say that green initiatives included in HRM manifesto is a part of corporate social responsibility
in the long run. Today, organizations are implementing and integrating green initiatives in their agenda with the
help of their human resource. Managers make sure that their HR is utilizing green human resource practices in
appropriate manner. As an addendum to the statement, several authors have suggested that it is important to
promote a great deal of technical and management skills among all employees of the organization in order to
implement an effective corporate green management system in companies.

Organizations across the world are incorporating and working toward implementing GHRM practices to gain
competitive advantages among the corporate worlds. Complete adoption and integration of GHRM in business
is not impossible but requires a changed approach toward the existing HR practices on part of both the
management as well as employees simultaneously. A key role for HR environmental executives could be to
guideline managers in terms of gaining full staff co-operation toward implementing environmental policies
which means HR needs to nurture supporters and create networks of problem-solvers willing to act to change
the current status quo. There are numerous issues related to GHRM that is to be considered by HR department
before implementing green initiatives and, all of them can be not contained within a single document.
Green Building:

The organizations round the globe are considerably

opting for green building as their workplace and
offices as an alternative to traditional offices. The
phenomenon is quite trend setting as green
buildings fulfill certain criterion for reducing the
exploitation of natural resources that are utilized in
their construction. Furthermore, green buildings
include some enhanced features related to green
practices such as energy efficiency, renewable
energy, and storm water management. Recent years
have witnessed a great upsurge in adoption of green
buildings by organizations at a fast pace. The
business world has become increasingly aware of
the significant role played by green buildings while
dealing with environmental issues.

Green buildings also serve as a platform for financial savings for organizations as their construction and
engineering involve low cost. Business giants like Ford, Pepsico, etc. are committed to sustainability and have
included green building design principles into their buildings. Fortune 1000 companies are adopting company-
wide sustainability policies that have increased the demand for workspace in Green or sustainable buildings.
Paperless office:
Most of the work in the office is managed on paper
but, with introduction of IT, the consumption of
paper has been reduced. Today E-business and
learning have changed the methods and procedures
at offices converting them into paperless offices.
Paperless office is a workplace where the use of
paper is either restricted or eliminated by converting
important official documents and other papers into
automated workflows.

The practice greatly reduces the consumption of paper, the costs of paper-related actions including copying,
printing, and storing, and save the time used for searching paper documents.
Jamie Garratt started Idea Rebel, a Vancouver-based digital agency in 2008, which is a completely paperless
office (Borzykowski, 2013). At Idea Rebel, pay stubs are emailed to employees, and notes are taken on tablet
devices and whiteboards. Designers are allowed to bring in a pad of paper, but they must take the pad to their
home at the end of each day. Finally, we assert that by reducing the use of paper, we can directly conserve
natural resources, prevent pollution, and reduce waste of water and energy.
Conservation of Energy:
Conservation of energy in the office has the
potential for a great environmental impact. To
provide more efficient and eco-friendly services,
offices around the world have implemented several
energy conservation initiatives to reduce the
environmental impact. For example, The HR
department at the UK arm of Sky has started a
campaign where the employees are asked to turn off
PCs, TVs, and lights when leaving, to use 100%
renewable energy, and introduced solar lighting
(Davies & Smith, 2007), Whereas the HR
department of other British organizations is
emphasizing upon their travel policy which
promotes car sharing and the increased use of public
transport (Simms, 2007).

In addition, HR systems such as e-HR are seen to be able to help management and employees track their own
carbon emissions (Beechinor, 2007). Organizations are also promoting the extensive use of energy star-rated
light bulbs and fixtures which undoubtedly consumes at least two-thirds less energy than regular ones.

Recycling & Waste Disposal:

As a part of their green initiatives, several
organizations are implementing recycling program
to increase the number of recycled products and
decrease the amount of waste.
Recycling is the methodology of processing used up
materials into new and useful products. Recycling
reduces the use of raw materials that would have
been otherwise used to produce new products. This
practice saves energy and reduces the amount of
waste that is thrown into the dustbins, thereby
making the environment cleaner and the air fresher.
Ever since the organizations embraced the concept of saving money, focusing simultaneously on the
environment and sustainability, several human resource professionals were assigned the task of creating
company recycling programs and monitoring office thermostats. In the process, many HR professionals
ascertained that green initiatives were a necessary aspect of overall corporate social responsibility. At present,
the whole corporate world is reciting the old mantra of three Rs—Reduce, Reuse, and Recycle to save the
environment.
Green Corporate Social Responsibility (CSR):
Corporate Social Responsibility (CSR) has become
an obligation for most corporations. Organizations’
commitment to responsibly manage their social,
environmental, and economic impacts directly
affects consumer perception, cost structure, and
corporate image. Green building is among the best
ways for companies to demonstrate their
commitment to reducing carbon footprint, employee
well-being, and improving the standard of living for
all.
Corporations can enact CSR as a business practice
in multiple ways. Corporate social responsibility as
a business practice involves putting certain funds
toward organizations or people who need aid. Some
corporations put part of their proceeds toward
programs that feed the hungry, others toward
organizations that clean up the environment.

Green HRM Practices

Researchers suggest a few Green HRM practices, which are mentioned below:
o Encouraging employees, through training and compensation, is to find ways to reduce the use of
environmentally damaging chemicals in their products.
o Assisting employees in identifying ways to recycle products that can be used for playgrounds for
children who don’t have access to healthy places to play.
o Designing a company’s HRM system is to reflect equity, development, and wellbeing, thus contributing
to the long-term health and sustainability of both internal (employees) and external communities.
o Emphasizing long-term employment security is to avoid disruption for employees, their families, and
their communities.
o Use of job portals of companies for recruitment and custom of telephone, internet, and video interviews,
which can lessen the travel requirements of the candidate and affecting the reduction in paperwork.
o Green rewards to employees can be provided by companies in the arrangement of the nature-friendly
workplace and lifestyle benefits through providing carbon credit equalizers, free bicycles, and pollution-
free vehicles for transportation to the workplace to engage employees in green agenda.
o Talented, skilled, and experienced employees are environmentally conscious now, and they always look
for self-actualization to be committed to their work. Green HR can create this commitment by following
green values and practices.
o Green actions can occur with minimum use of paper and printed materials in recruitment, training and
development, and performance appraisal.
o A company can create a green business environment by reducing the use of printed materials, increased
‘recycling, using eco-friendly grocery and lunch bags, and prohibiting the use of bottled water, plastic in
the workplace.
o Luminous light bulbs and other energy-saving green devices can be used in the workplace.
o Companies can inspire their employees to change their travel and transportation ways through reducing
official car trips, using public transport for business travel, carpooling, providing interest-free loans to
purchase hybrid cars, and cycling or walking to work.
 o Conduct business meetings and conferences through the internet, telephone, and video conferencing
wherever possible to reduce business travel.
o Provide flexible work opportunities to employees in telework or work from home by using emails and
company portals through intranet and internet.
o Wellness programs for employees, their family members, and general people can be arranged to focus
on physical fitness, proper nutrition, and a healthy lifestyle. As an important green objective,
environmental management can be included in the mission statement of the company as a part of their
social responsibility. Organizations can arrange cleanliness and waste management initiative in the
workplaces and surrounding society to cause awareness about green issues.
o Encourage the employee to turn off lights, computers, and printers after work hours and on weekends for
further energy reductions.
o Inspire employees to place computers and printers in energy-saving settings when they will be away for
a while.
o Turn off office lights while attending meetings and at night and over the weekend. Turn lights off in
restrooms, conference rooms, libraries, and so forth when the room is not in use.
o Work with IT to switch to laptops over desktop computers because Laptops consume up to 90% less
power.
o Arrange an air conditioning system with discretion.
o Purchase large or refillable containers of creamer, sugar, salt, pepper, and butter instead of individual
containers.
o Arrange green-themed games to promote environmentally friendly behavior and staff togetherness.
o Provide green promotion, which includes loan discounts on fuel-efficient cars and energy-saving home
improvements, discounts at local green merchants.

Benefits of Green HRM

Green HRM has its prime importance in the achievement of broader objectives such as cost-saving, improving
corporate social responsibility practices and making companies more attractive, employer branding-wise.
According to Parul Deshwal, it has the following benefits:
• Reduced costs: GHRM can help to reduce costs in several ways, such as by reducing energy
consumption, water usage, and waste disposal. For example, one study found that a company that
implemented several green HR practices saved $1 million in its first year.
• Improved employee morale: Employees who work in a green workplace are typically more satisfied
with their jobs and have a stronger sense of belonging. This is because they feel that they are making a
positive contribution to the environment and that their employer cares about their well-being.
• Helps with employee retention and reduces labor turnover.
• Boosted brand reputation: GHRM can help to boost an organization's brand reputation and attract new
customers and employees. This is because consumers and job seekers are increasingly looking for
companies that are committed to environmental sustainability.
• Enhances the quality of the overall organization, both internally and externally.
• Helps manage risks more effectively.

Some of the key benefits of GHRM for employees include:

• Healthier work environment: A green workplace is typically healthier for employees because it is
cleaner, quieter, and more energy efficient. This can lead to reduced stress levels, improved
productivity, and fewer sick days.
 • Opportunities to learn new skills: GHRM can provide employees with opportunities to learn new skills,
such as energy conservation, recycling, and waste management. These skills can be valuable both in and
outside of the workplace.
• Sense of purpose: Employees who work in a green workplace often feel a sense of purpose because they
know that they are contributing to a greater good. This can lead to increased job satisfaction and
motivation.

Overall, GHRM can be a valuable tool for organizations that are looking to gain a competitive advantage. By
implementing GHRM practices, organizations can reduce their environmental impact, improve the well-being
of their employees, and enhance their reputation.

Here are some specific examples of how GHRM can lead to competitive advantage:

• A study by the University of California, Berkeley found that companies with strong environmental
practices have lower employee turnover rates.
• A study by the World Economic Forum found that companies with strong environmental practices are
more likely to be viewed as innovative by their customers.
• A study by the Boston Consulting Group found that companies with strong environmental practices are
more likely to be awarded government contracts.

These are just a few examples of how GHRM can lead to competitive advantage. As the world becomes more
environmentally conscious, GHRM will become increasingly important for businesses of all sizes.

Green HRM Challenges

Human resources play a very important role in managing employee from access to exit. Now corporate are
focusing on greening the business, so the Human Resource Department has the additional responsibility of
'going green' along with HR policies.
Some of these challenges are:
o It is very difficult to change the performance and activities of employees in a short duration of time.
o Developing the culture and traditions of Green HRM in entire organization is a burdensome and long-
lasting process.
o Recruitment and Sourcing of green employees with excellence talents is a challenging job.
o All the employees are not equally goaded to contribute to the promotion of Green HRM practices in an
organization.
o It is easier said than done to measure the efficiency of green HR practices in employees’ behavior.
o Green initiatives require a lot of support and dedication not only from the Management of an
organization but also from the Government.
o In the initial stage it requires high investment and relatively slow rate of return.
o HR professionals faced problems of being likely to provide the essential green structures, green
processes, green tools, and green philosophy to make the best selection and build up the future green
leaders of the organization.
o Using green materials can lead to more expensive raw materials for manufacturers and hence more
expensive products for consumers.
o Switching to solar power will need panels to be installed at business facilities. The cost reduction in
energy savings gained by going green is not always enough to offset the initial conversion costs.
Conclusion:

It is evident from the discussion so far made that GHRM promises potential benefits for both organizations and
those employed by them.
For the organization, there is some evidence that better environmental performance is also associated with
improved financial performance outcomes; the so-called ‘Green pays’ argument.
The GHRM practices identified in this section may have a role to play in improving not only the environmental
performance but also the financial performance of the organization.
Equally, the GHRM practices analyses here are likely to improve employee wellbeing in the workplace, not
least through improving the working environment and satisfying the needs of an increasingly environmentally
aware workforce.
In sum, we believe that GHRM has the potential to contribute positively to both employee wellbeing and
improved organizational performance.
Green HR helps in achieving greater efficiency and lower costs within a process, reducing and eliminating
ecological wastage and refurbishing HR products, tools, and procedures.
Being environmentally conscious, organizations are starting to integrate green attempts into their regular work
environment with society.
Green HR attempts to create better employee involvement in a working environment, which helps the
organization to work in an environmentally sustainable fashion.
The employers and specialists can establish the usefulness of linking employee involvement and participation in
environmental management programs to improved organizational environmental performance, like with a
specific focus on encouraging green practices and help green management change and develop.
Unions and employees can help employers to adopt Green HRM policies and practices that help safeguard and
enhance worker health and wellbeing.
As organizations are the main cause of environmental problems, they should, therefore, play a large role in
addressing environmental management issues. So organizational managers
should launch eco-initiates to address environmental management.
References:
[1]. D. P. Deshwal, Green HRM: An organizational strategy of [17]. K. H. Lee and R. Ball, Achieving sustainable corporate
greening people, International Journal of Applied Research, competitiveness: Strategic link between top Management’s
1(13), 2015, 176-181. commitment and corporate environmental strategy, Greener
[2]. B. F. Daily and S. C. Haung, Achieving sustainability Management International, 44, 2003, 89-104.
through attention to human resource factors in environmental [18]. S. Hart, Beyond greening: Strategies for a sustainable
management, International Journal of Operations and world, Harvard Business Review, 75(1), 1997, 66-76.
Productions Management, 21(2), 2001, 1539-1552. [19]. M. Pullman, M. Maloni and C. Carter, Food for thought:
[3]. E. Callenbach, F. Capra, L. Goladman, R. Lutz, and S. Social versus environmental sustainability practices and
Marburg, Eco-management: The Elmwood guide to ecological performance outcomes, Journal of Supply Chain Management,
auditing and sustainable business (San Francisco, CA: Berrett- 45(4), 2009, 38-54.
Koehler, 1993). [20]. D. Siegel, Green management matters only if it yields
[4]. D. Renwick, T. Redman, and S. Maquire, Green HRM: A more green: An economic/strategic perspective, The Academy
review, process model, and research agenda, Discussion paper of Management Perspectives, 23(3), 2009, 5.
series, 2008, University of Sheffield Management School, The [21]. W. Liu, The environmental responsibility of
University of Sheffield. multinational corporations, Journal of American Academy of
[5]. K. Peattie, Environmental marketing management: Business, 15(2), 2010, 81-88.
Meeting the green challenge (London: Pitman, 1995). [22]. S. Ozen and F. Kusku, Corporate environmental
[6]. D. Owen, Green Reporting: Accountancy and the citizenship variation in developing countries: An institutional
Challenge of Nineties (London: Chapman and Hall, 1992). framework, Journal of Business Ethics, 89(2), 2009, 297-313.
[7]. P. McDonagh and A. Prothero, Green management: A [23]. M. S. Hosain, Impact of best HRM practices on retaining
reader (London: Dryden Press, 1997). the best employees: A study on selected Bangladeshi firms,
[8]. Y. Saraswat, Green HRM- A contemporary issue to be Asian Journal of Social Sciences and Management Studies,
discussed and followed, International Journal of Innovative 3(2), 2016, 108-114.
Research & Studies, 4(4), 2015, 211-229. [24]. P. Boselie, J. Paauwe and P. Jansen, Human resource
[9]. R. S. Prasad, Green HRM, A requirement of 21st century, management and performance: Lessons from the Netherlands,
National Journal of Research and Management, 1(1), 2013, International Journal of Human resource Management, 12(7),
15-18. 2001, 1107-1125.
[10]. N. Govindarajulu and B. F. Daily, Motivating employees [25]. J. Paauwe and P. Boselie, HRM and performance: What
for environmental improvement, Industrial Management and next? Human Resource Management Journal, 15(4), 2005, 68-
Data Systems, 104(4), 2004, 364-372. 83.
[11]. G. Mandip, Green HRM: People management [26]. A. A. Lado and M. C. Wilson, Human resource systems
commitment to environmental sustainability, Research Journal and sustained competitive advantage: A competency based
of Recent Sciences, 1, 2012, 244-252 perspective, Academy of Management Review, 19, 1994, 699-
(12)J. Cherian and J. Jacob, A study of green HR practices and 727.
its effective implementation in the organization: A review, [27]. P. E. Barnes, Green standards, B & E Review, Oct-Dec,
International Journal of Business and Management, 7(21), 1996, 24-28.
2012, 25-33. [28]. R. Florida and D. Davidson, Gaining from green
[13]. D. Renwick, Green HRM: A review, process model, and management: Environmental management systems inside and
research agenda. Discussion Paper Series, 2008, The outside the factory, California Management Review, 43(3),
University of Sheffield. 2001, 64-69.
http://www.shef.ac.uk/content/1/c6/08/70/89/200801. pdf. [29]. K. Hersey, A close look at ISO 14000, Professional
[14]. S. Sudin, Strategic green HRM: A proposed model that Safety, 43(7), 1998, 26-29.
supports corporate environment citizenship, Proceedings of [30]. Society for Human Resource Management (SHRM)
the International Conference of Sociality and Economics (2009), Green workplace: Survey brief. Alexandria, VA:
Development, IPEDR, 2011, Singapore: IACSIT Press. Author. Retrieved from http: //www. shrm. Org/
[15]. K. H. Lee, Why and how to adopt green management Research/Survey
into business organizations: The case study of Korean SMEs Findings/Articles/Documents/SHRM%20Green%20
in manufacturing industry, Management Decision, 47(7), Workplace%20Survey%20 Brief. pdf.
2009, 1101-1121. [31]. A. A. Arulrajah, H.H. D. N. P. Opatha and N. N. J.
[16]. S. Banerjee, Managerial perceptions of corporate Nawaratne, Green human resource management practices: A
environmentalism: Interpretation from industry and Strategic review, Sri Lankan Journal of Human Resource Management,
implications for organizations, Journal of Management 5(1), 2015, 1-16.
Studies, 38(4), 2001, 489-513.