Introduction

Green HRM refers to the use of Human resource policies to promote sustainable
use of resources within business organizations and more generally, promotes the
cause of environmental sustainability. Two essential elements of green hrm are:
1. Environmental Friendly HR policies
2. The preservation of knowledge capital
Business professionals consider it to be environmental initiatives to reduce
employee carbon footprints. The initiative can be like electronic filing, car-
sharing, job-sharing, teleconferencing and virtual interviews, recycling,
telecommuting, online training, and energy-efficient office spaces. These ideas
are being implemented to support existing green HR efforts focused on
increased process efficiency, environmental waste reduction, and revamped HR
products, tools, and procedures. These measures also have an impact on
intangible yet invaluable assets such as brand and reputation.
Green HRM began its journey through the milieu of green management
applications, in order to address the growing concern from corporate
stakeholders, in response to the negative impacts of organizational operations
on the environment By embracing green management policies and strategies,
and Green HRM practices and processes, firms are expected to receive direct
and peripheral gains such as improved sales, productivity gains and competitive
advantages. In addition, advantageous employee behaviours and increases in
corporate efficiencies including improvements in water and energy usage and
waste reduction are likely to occur. Green HRM involves environmentally-
friendly human resource policies and practices that, on the one hand, will help
organizations achieve its monetary goal through environmental branding and on
the other hand protect environment from any negative impacts that might be
caused by the policies and actions of the organizations. the concept of green
HRM typically includes using less possible paperwork at all HR functions like
recruitment and selection, training, performance review etc. to create a
sustainable, environmentally-friendly and competitive advantage through
employee engagement. Although this definition reminds us of one of very
important aspects of GHRM, yet it has a limited focus by relating the concept
only with the use of less of paper work in working places. Green Human
Resources Management (GHRM) refers to using Human Resources
Management (HRM) practices to reinforce environmentally sustainable
practices and increase employee's commitment on the issues of environmental
sustainability. It embraces considering concerns and values of Environmental
Management (EM) in applying Human Resources (HR) initiatives generating
greater efficiencies and better Environmental Performance (EP) necessary for
reducing employees' carbon footprints (Masri & Jaaron, 2017). This paper
defines green HRM as a process of making use of human resources at
workplaces in order to achieve organisational goals with deliberate efforts to
make sure the process contributes towards environmental sustainability. It
intends to use HR functions, polices, strategies and practices as mechanisms for
environmental management at work places.

Green Human Resource Management Practices

There are numerous green HRM practices. In this paper five green HRM
practices are reviewed. This include: green recruitment and selection
green job analysis and design, green training and development, green
performance management and green reward management. The five (5)
green human resources management

1. Green recruitment and selection: Green recruitment is a

paper-free recruitment process with a minimal environmental
impact. Applications are invited through online mediums like e-
mail, online application forms or the Global Talent Pool. If
possible, telephone or video-based interviews are conducted to
minimise any travel related environmental impact. From this
perspective organisations are trying whatever they can to
ensure that right candidates are attracted but the process
remains to be as environmentally friendly as possible. Diana
(2016) insists that e-recruiting reduces energy use and pollution
associated with manufacturing, transporting, and recycling
paper products. Process automation also saves energy in
mailing, storage, handling, filing, and reporting tasks. Direct cost
savings come from reducing paperwork related to resumes,
advertising, and on boarding. After attracting job candidates in
green way organisations are supposed to ensure that right
green candidates are selected in a green way as well. In Green
selection, the selection tests can also be as much paperless as
possible like behavioural observation, interview, presentation in
which less paper is needed. Moreover, preferences could be
given to the candidates who are more environmentally aware
and friendly or who have strong motivation to keep the office
and environment green or natural as it is (Hosain, 2016).
2. Green job analysis and design: employers may use a process
of job analysis and design to ensure that employees are
formally or officially mandated to perform their jobs in an
 environmentally friendly way but also ensuring that they have
knowledge on environmental issues as one of their
requirements to perform a particular job efficiently and
effectively. As it was noticed by Arulrajah, Opatha and
Nawaratne (2015) in some companies, each job description
includes at least one duty related to environmental protection
and also specifically includes environmental responsibilities
whenever and wherever applicable. With this regard it is easier
for companies to officiate green practices but also making
employees accountable for green practices. Work environment
includes how jobs are analysed and designed to support
achievement of organisational goals including green
goals.Green job analysis and design seek to ensure that an
organisation identifies duties and responsibilities, skills,
knowledge, and competences for a particular job in order to
make a job holder environmental friendly and accountable in the
course of performing his or job.

3. Green training and Development: Green training and

development educates employees about the value of
Environmental Management, train them in working methods that
conserve energy, reduce waste, diffuse environmental
awareness within the organisation, and provide opportunity to
engage employees in environmental problem-solving (Zoogah,
2011). Green training and development does not end with
imparting employees and management knowledge and skills on
environmental sustainability related issues but it also requires a
process itself to be environmental friendly. As suggested by
Hosain (2016) training supervisors should use more on online
course materials and case studies rather than printed hand-
outs, books and brochures to reduce the use of paper.
Environmental training serves two main purposes. First, to
properly educate the employees with the company’s
environmental policies, secondly, altering the activities of
employees through training to build a more deliberate and
stable relationship of employees towards environment
(Sammalisto & Brorson, 2008 in Jabbar & Abid, 2014). Green
training is considered one of the most important tools in
developing human resources and facilitating a transition to a
 more sustainable society (Teixeira, et al., 2012 cited in Masri,
2016). Therefore, green training and development implies
impacting employees with knowledge and skills on how to
minimize or avoid environmental pollution and conserve the
environment at workplaces. It also involves the use of eco-
friendly methods and technologies in training and development
programmes.
4. Green performance management: Green performance
management involves linking performance evaluation to green
goals and tasks specified in the job description (Mehta &
Chugan, 2015). Organisations have an opportunity to practice
green performance management through setting green goals
for individual employees and teams and ensuring that these
goals are effectively achieved.Green job analysis and design
can help making green performance management easier by
ensuring that employees have green job descriptions.green
duties and responsibilities may be used to assess performance
of each employee on his particular job. green performance
management implies to be a systematic process through which
a firm assign green goals to be achieved by individual
employees and teams and periodically assess how these goals
are achieved and use various management strategies to help
employees and teams achieve them effectively and efficiently.
5. Green reward management: green reward management refers
to a systematic process of designing and implementing
strategies and policies of rewarding employees and teams that
are successfully contributing towards achievement of Mwita, K.
M. (2019).green rewards management is crucial in instilling
green culture among employees hence employees
demonstrating green behaviour are supposed to be offered with
both financial and non-financial rewards for effective
achievement of green organisational goals.
Significance of Green HRM Practices in Contemporary
Organizations
The impact of our daily activities on the environment and the desire to
go green has expanded from just individuals to organizations. More
organizations are volunteering to operate in a more environmentally
responsible way. Local municipalities are encouraging businesses to
become greener by offering incentives. In the near future, “being green”
could become the norm. In September 2007, the Society for Human
Resource Management (SHRM) conducted the SHRM 2007 Green
Workplace Survey to examine environmentally responsible practices
from the perspective of HR professionals and employees. We are
entering a green economy – one in which consumer and employee
expectations and future environmental change will require businesses to
address “green” issues.
With increasing environmental ramifications, organizations globally are
expected to take responsibility for environmental management
(Rondinelli and Berry, 2000). organizations may benefit from adopting
environmental management interventions as research has found that
pro-environmental activities have a positive relation with employer
branding, public image, marketing opportunities, improved sales,
potential cost saving and competitive advantage (Khanna and Anton,
2002; Christmann, 2000; Shrivastava, 1995).The environmental
dimension refers to attaining a balance between organizational growth
and conserving natural resources for future generations (Daily and
Huang, 2001; Jennings and Zandbergen, 1995; Ramus, 2002). While
the importance of environmental sustainability is discussed as a primary
objective, there is no conformity on the approach that the organizations
adopt for achieving the same. Therefore, it is important to explore the
initiatives taken by the organizations to avoid environmental disruptions
and attain sustainable growth. As this field is under-researched, it is
worthwhile to point out gaps and suggest possible measures for
overcoming them (Daily and Huang, 2001; Renwick et al., 2013).
Researchers have suggested that environmental disruptions are often a
result of certain human activities. Therefore, one basic approach for
curtailing such disruptions can be exploring and altering the causal
human behavior (Ones and Dilchert, 2012; Oskamp, 1995, 2000). Only a
few organizations explore the internal factors, such as the role of human
behavior in protecting the environment (Davis and Challenger, 2013;
Ones and Dilchert,2012), as most of them undertake environmental
development initiatives outside their boundaries (Uzzell and Moser,
2009).

Organizations practicing Green HRM have a competitive advantage over

the rest in acquiring competent employees. A larger pool of job
candidates increases a chance of employers getting more desirable
employees. Many green companies these days boast low turnover rates
compared to their non-sustainable counterparts( Sharma, 2016). From
this view employee retention can be achieved through green HRM
practices. Since organizations experience financial loss from employee
turnover practicing green HRM can be considered one of remedies
towards the problem. Tiwal & Bangwal (2015) reminds that organizations
that are not aware about green concept, green practices and policies
may lose their talented or innovative employees to companies that have
implemented Green Practices or make their image as an eco-friendly
company and offer socially responsible incentives. Green HRM practices
results in developing sustainability because it focuses on reservation and
preservation of natural resources, and minimization of wastage. So, a
very strong correlation exists among Corporate Social Responsibility
(CSR), Green Human Resource Management (GHRM) and
environmental sustainability(Chowdhury, Sanju, & Asaduzzaman, 2017).
Through Green HRM organisations may not only be aiming at providing
finished goods and services but also contributing towards serving the
planet from environmental degradation which is also part and parcel of
corporate social responsibility. Sharma (2013) opines that corporations
that place an emphasis on corporate social responsibility typically have
an easier experience when dealing with politicians and government
regulators. In contrast, businesses that present a reckless disregard for
social responsibility tend to find themselves fending off various inquiries
and probes, often brought on at the insistence of public service
organisations. In a general perspective various stakeholders find more
appropriate working or associating with organisations which are socially
responsible.

DEVELOPING AN ECO-SAVVY WORKFORCE THROUGH GREEN HRM

• More inspired problem solving: Employees who bring a sustainability

lens to business decisions allow for a broader perspective
that sparks innovative solutions to both common and newly
emerging climate change-related business problems.
• Increased desirability as an employer: Intellectually knowing
what sustainability is and practicing it in daily decision-making
are two different animals. As you become known as a desirable
green employer, you’ll have your pick of the green talent pool -
individuals
who already understand sustainability and have practice
in maximizing people, planet, and profit through business strategy.
Bringing them on board gives you a powerful market edge.
Just look at Patagonia, a company that receives thousands of applicants
for each posted job opening. The synergy that builds from
green-minded employees working together in a business can be
unbelievable.
• Less stressed budget: Many employees who are committed to
sustainable careers are amenable to flexible compensation and
benefits, often preferring alternative transportation, flex work
schedules, and other low-cost benefits over hard dollar cost-ofliving
increases. These options can give you more bend in your
budget.
• Improved employee retention: Many green companies these
days boast low turnover rates compared to their non-sustainable
counterparts. That’s not just talk. In a green workplace survey conducted
by the Society for Human Resource Management (SHRM),
61 percent of respondents who worked for an environmentally
conscientious company said they were “likely” or “very likely” to
stay at the business because of those practices
 CHALLENGES TO GREEN HRM
It is not easy making sustainable firm and especially greening HRM;
there are lots of barriers that the progress requires overcoming. This
section will briefly present some of barriers found in the existing
literatures:
Aggarwal and Sharma(2014) demonstrate few challenges or limitations
of implementing GHRM are such as:
1. difficulty of changing employee’s behavior in a short spam of
time
2. the difference between employee’s motivation to participate in
the promotion of GHRM practices in the organization.
3. developing GHRM as the new corporate-wide culture is a heavy
process
4. recruitment and induction of green employees with quality
talents is a challenging task
5. difficulty of measuring the effectiveness of GHRM practices in
employees’ behavior
6. HRM professionals are faced with being expected to provide the
essential green structures, green processes, green tools and
green thinking to make the best selection and develop the
future green leaders of the organization.

Jafri (2012) conducted a study to identify the barriers to the

implementation of GHRM practices; the main barriers are:
1. the cost of implementing green programs and cost of
maintaining green programs, followed by cost of maintaining
the program
2. lack of support by management ,lack of support by
employees.

Another study done by fayyazi et al.(2015) to investigate the barriers of

the GHRM practices implementation in the oil industry. They found 13
factors that hinder the implementation of GHRM. The top five barriers
were :
1. a lack of a comprehensive plan to implement GHRM and
ambiguous of green value
2. The ack of GHRM infrastructures
3. the lack of understanding of green policies
4. the unavailability of HR system structure
5. lack of organizational leadership support
furthermore staff resistance had the lowest importance
In another study Yusoff et al (2015c) determined the challenges of
GHRM into the technical issues, demographic barriers and
receptivity, persuasion skills, attitude or receptivity toward change,
funds, difficulty to measure and feel, mental change difficulty,
perceived low attachment to sustainability and difficulty to ensure
employees practice sustainability in their private life

Conclusion
It is not a hidden fact that human resource is the most important asset of
an organization that plays an important role in managing the employees.
At the moment, the recent increased trend of corporate focus on
greening the business, the modern HR managers have been assigned
with additional responsibility of incorporating the Green HR philosophy in
corporate mission statement along with HR policies. Changes in
corporate perspectives related to the environmental initiatives can be
seen in written policy statements, environmental job titles, marketing
strategies, capital investments, auditing practices, new product design
and development, and production processes (Molina-Azorín, Claver-
Cortés, Pereira-Moliner, & Tarí, 2009; Sharfman & Fernando, 2008).
Green process and policies are now making their way through within the
HR space complementing the existing green practices and initiatives.
Green HR efforts have resulted in increased efficiencies, cost reduction,
employee retention, and improved productivity, besides other tangible
benefits.
Though the green movement and Green HR are still in the stages of
infancy, growing awareness within organizations of the significance of
green issues have compelled them to embrace environment-friendly HR
practices with a specific focus on waste management, recycling,
reducing the carbon footprint, and using and producing green products.
Clearly, a majority of the employees feel strongly about the environment
and, exhibit greater commitment and job satisfaction toward an
organization that is ever ready to go “Green.” The effects of GHRM
practices are multifaceted and require constant monitoring to recognize
their potential impact on HRM issues. The Greening HRM involves
specific HR’s policies and practices aligned with the three sustainability
pillars—environment, social, and economic balance (Yusliza, Ramayah,
& Othman, 2015, p. 1) The responsibility of the present generations, HR
managers are to create awareness among the youngsters and among
the people working for the organization about the Green HRM, Green
movement, utilization of natural resources and helping the corporate to
maintain proper environment, and retain the natural resources for our
future generation i.e. sustainable development(Mathapati, 2013, p. 2).
The future of Green HRM appears promising for all the stakeholders of
HRM, be it the employers, employees, practitioners, or academicians.
We propose that GHRM has substantial scope for research in
management field but lacks behind in practice within academic arena;
hence, there is a need to bridge the gap between professional GHRM
practices and preaches in research and teaching environmental
management. Pushing further, we look forward to see more research on
this topic in near future, which can highlight the role of HRM activities in
supporting green initiatives and to some extent even influencing
environmental management strategies. Studies that observe the overall
impact of GHRM systems rather than individual practices would be
particularly helpful in this respect. Such studies can help organizations to
reduce degradation of the environment become healthier both physically
and financially and, make the world a cleaner and safer place to live. On
the concluding note, we would like to add that HR is the major role
player in implementing GHRM practices and policies. Apart from this,
they have a crucial role to play in recruitment of new employees who are
more responsible toward green business practices thus, indirectly saving
the Earth. Last, but not the least, HR 13
has significant opportunity to contribute to the organization’s green
movement and plays important role in enthusing, facilitating, and
motivating employees for taking up green practices for greener business