GROUP ASSIGNMENT

Course Title : HUMAN RESOURCE MANAGEMENT

Course Code : BAGB2013
Total Marks : 30 Marks
Due Date : Week 5
Lecturer’s Name : NUR NADIAH BINTI MAHBOB
Section : MC-O14
Study Centre : UNITAR MAIN CAMPUS
Group Members Details :
NAME MATRIC NO
KESHIKA SUBRAMANIAM MC230120202
NAJWA SHAFIERA BINTI KAMARUDDIN MC210914578
NAJWA SHAFIEKA BINTI KAMARUDDIN MC210914577
NORASHIKIN BT KUTIP MC220917889
AINUN SOFIA BINTI BAHTIAR MC220918349
JINOSINI RAMADAS MC220316748
MENAGA RAMASAMY MC220316658
KISHEN VADIVELOO MC230120463
SARNISHA MURUGESHWARAN MC230120412
ALEISYA BINTI RAHBANI UNU2200003

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 TABLE OF CONTENTS

Introduction......................................................................................................................... 3-4
Content..................................................................................................................................... 5
Six policies or practices on GHRM.............................................................................5-7
Two factors / reasons to not implement GHRM...........................................................8
Two negative impacts of not practicing GHRM......................................................9-11
Recommendations.............................................................................................................. 12
Two green practices that can be incorporated in building a green workplace12-13
Two new green initiatives that can be implemented by the Human Resource
Management department in Malaysian organizations........................................ 13-14
Conclusion.......................................................................................................................15-16
Reflection......................................................................................................................... 17-18
Appendix.......................................................................................................................... 18-21
References.............................................................................................................................22

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INTRODUCTION

Green can be associated with the color of grass or the color of leaves. Green
can be associated with the environment and environmental conservation. Green
Human Resource Management (GHRM) refers to the activities involved in the
development, implementation, and continuous maintenance of the system to make
the employees of the organization green. Green Human Resource Management can
be referred to as a set of policies or practices and is a system that stimulates the
company's green behavior. This aims to create an organization that is sensitive to
the environment, efficient and socially responsible and can also be linked to the
integration of environmental management into Human Resource Management (HRM).
The organization also encourages sustainable use of green human resource
management and promotes the cause of environmental sustainability and
responsible when Human Resource Management does the process of recruiting,
hiring, training, compensating, and developing the firm's people. With this, it can
benefit individuals, society, businesses, and the natural environment.

There is several importance of Green Human Resource Management.

Among them is increasing employee motivation. This is because if employers and
managers show employees how to apply green human resource management in the
organization correctly, it can improve employee experience as well as motivate staff
in the organization towards the set goals. For example, employers develop a green
work environment in terms of natural lighting, comfortable temperatures, and cheerful
spaces. In addition is reduce labor turnover and absenteeism. By reducing labor
turnover and absenteeism, organizations can retain employees who have the
necessary skills and can save on the cost of finding new employees. Therefore,
through a green and calm environment in the organization can provide balance while
working, employees gain fun and can provide good focus while working as well as be
more productive in reducing carbon footprint and carbon emission from employees
and the organization. Next is a better health and safety management system within
the organization. By having a safe work environment, it can protect the safety, health,
and welfare of employees in the organization. For example, employers must ensure
a green workplace and create various ways to relate to the environment to reduce
employee stress caused by a dangerous workplace environment. After that is
increase employee's and effectiveness. This is because if the organization has
efficient employees, employees can perform tasks at work effectively and
productively. For example, can give an effect to a green work environment that

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encourages efficiency and effectiveness in an organization. Then it is easy to recruit
new employees. This is because an environmentally friendly environment can attract
new employees to join the organization which can increase the morale and level of
employee satisfaction. For example, new employees can experience a new
environment-friendly experience while working by reducing energy and reducing the
carbon footprint.

There are four factors of Green Human Resource Management. Firstly, are
organizational programs. Special programs created by organizations related to the
environment and taking care of the work environment can encourage employees to
have green behavior along with the special program. For example, government
organizations implement programs throughout the country related to the cleanest
office award in Malaysia. Secondly, are the provision of technology. Technology that
can shape green behavior is very important for an organization in managing green
human resources because it can help activities in the organization to protect the
environment. For example, employees can use information communication
technology to send information and indirectly avoid paper waste from happening.
Thirdly, are performance appraisals. Organizations do job evaluations in certain
periods so that employees have the motivation to protect the environment and can
form green behavior. For example, many organizations have done periodic
evaluations related to environmental management in each organization. Fourthly,
environmental awareness. ad and unhealthy environmental conditions can motivate
employees to maintain a sustainable environment and not pollute the environment.
Awareness related to the environment is one of the important factors in shaping
green behavior for green human resources management practices.

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CONTENT

SIX (6) policies or practices on GHRM already in place in Malaysian

organizations.

1. Performance Management
From the interview with Kenisha Mary Asudasan we can understand that
performance Management are one among the policies conduct by companies in
Malaysia to promote Green Human Resource Management ( GHRM ).Performance
management aims to improve an employee’ technical knowledge and abilities,so they
can contribute better to company’s objectives. As a result, it also incorporates
sustainability goals that are evaluated using particular metrics such as key
performance index ( KPI ) to establish a business that is more concerned about the
environment. Creating goals, favors, and tasks that are effective at raising awareness
in environmental and motivating staff to engage in these green activities. This is
where they know their involvement in promoting green human resource management
will be taken in account when evaluating a employee performance.

2. Rewards and Compensation Management

Based on the interview another policy and practices on Green Human Management
(GHRM) exists in Malaysian organization is rewards and compensation management.
Giving employee recognisation and rewards will be a perfect way to help motivate
them to create environmental friendly environment. Employees can be rewarded in
three different types of way which are monetary, non-monetary and recognition
based rewards. Monetary rewards is basically giving the employee appreciation in a
form of cash bonuses, pay raises and other financial incentives. Whereas, non-
monetary is by rewarding with gifts bags, staff discounts and etc. Finally, the
recognition based rewards will be like giving promotion will be most effective way to
promote employee to create environmental friendly environment.

3. Green Recruitment and Selecting Process

As per both we can conclude that, Malaysian companies are putting so many efforts
in promoting in Green Human Resource Management ( GHRM ). We must not forgot
that these policies and practices are not started after appointing an employee but it is
begin with the first process in employing a staff into their. Nowadays many Malaysian
companies prefer recruitment process done in online since it is way more possible to
do anything in online now with advanced technology. Organization can publish job

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openings on their websites and candidates can apply their application for there at the
same time uploads their required documents such as resume, educational certificate
and etc. These initiatives aid in the significant reduction of paper usage. These also
can be a method to recognise application is willing to adapt with eco friendly rules
from the employer.

4. Green Staff Training Programmes

To train their workers about eco-friendly behaviour and practices, most Malaysian
companies have put up environmentally friendly staff educational programmes. The
principal objective of these training programmes is to augment the level of
environmental consciousness among the workforce. In order to do this, they must be
made aware of the global environmental issues that include pollution, depletion of
resources, and global warming. Encouraging environmentally friendly behaviours and
practices among employees is another key objective. This could entail cutting back
on waste, preserving resources, and lowering the organisation's carbon footprint.
These training programmes can assure that staff members are conscious of and
follow the environmental standards that may apply to some businesses in Malaysia.
Basic environmental principles, the local and global environmental backdrop, and the
unique environmental challenges Malaysia faces are all commonly covered in
training courses. Businesses frequently customise training to fit the needs of their
own unique operations and industries, focusing on the actions that have the greatest
negative environmental effects. Sustainable behaviours, in which workers receive
training on how to incorporate sustainable practices into their personal and
professional lives. This could involve energy savings, water management, waste
minimization, and environmentally friendly commuting. Compatibility training may
include industry-specific standards, reporting procedures, and auditing techniques for
businesses subject to environmental legislation.

5. Reduced Environmental Efforts

Many organisations in Malaysia have made great progress in introducing waste
reduction programmes in their workplaces. These initiatives play a critical role in
reducing the negative environmental effects of trash production. Reducing waste at
its source is a key component of these strategies. By streamlining operations, cutting
back on unnecessary packaging, and implementing sustainable practices,
organisations are putting more and more emphasis on minimising waste generation.
They do this in order to reduce the quantity of garbage produced as well as the
related expenses. Another crucial component of these waste reduction endeavours in

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Malaysia involves the concept of recycling. Initiatives for recycling are increasing,
enabling businesses to recycle a significant amount of their garbage from landfills.
Waste materials, such as paper, cardboard, plastic, and even electrical equipment,
are gathered and transported to recycling facilities so they can be recycled into new
goods and lower the need for virgin materials while also saving energy. Moreover,
businesses are now actively encouraging the reuse of products whenever possible,
including equipment, workplace supplies, and packaging materials. As a result, there
is less need to buy new supplies, saving money and raw materials. It's a smart
financial move as well as an environmentally conscious one.

6. Remote Work and Telecommuting

As a GHRM strategy, many Malaysian organisations, especially call centres like
AEGIS, have adopted telecommuting and working from home in response to the
particular problems of the customer service environment. This approach lessens the
need for employees to commute to the office every day by enabling them to conduct
their jobs from home or other remote locations. By accomplishing this, businesses
can lessen the carbon footprint they leave behind from office energy use and
transportation, support worker work-life balance, and preserve the environment.
There are two main ways that this reduction happens. First off, it reduces the amount
of time workers must drive their own cars or take public transport to work, which
lowers the emission of greenhouse gases related to everyday commuting. Second, it
enables businesses to reduce the amount of physical office space they occupy.
Since fewer assets are required to sustain a smaller office, this lowers energy
consumption. This comprehensive cut in energy use and carbon emissions supports
international efforts to mitigate climate change and promote sustainable development.
It is a progressive and ecologically conscious move for Malaysian companies,
especially call centres like AEGIS, to allow telecommuting and remote work as part of
their GHRM policy.

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TWO (2) Factors / reasons why some organizations decide NOT to implement
GHRM.

1. Inadequate savings
The aim of going green in many cases, such as building an energy-efficient home or
purchasing a hybrid,vehicle is to reduce environmental impact while saving money in
the long term.
Green buildings and vehicles tend to use less energy, so initial costs can often be
recouped over time through energy savings.
The problem is that the savings generated by going green are often less than
expected; they do not make up for the initial cost quickly enough to make them
economically viable.

2. Marginal impact:
While going green is focused on reducing harm to the environment, the impact that
any specific individual can have on the environment by going green is often negligible.
The theory is that if everyone were to go green, it would have a significant and
noticeable impact, but not everyone can be convinced to go green, and many believe
that doing so has no real impact outside of the economics. This makes going green a
personal choice for many.

3. Uneven competition
In the business world, going green can be an attractive goal to gain goodwill and
consumer support, but unless green improvements are economically viable, it can
put a business at a competitive disadvantage.
For instance, if one company decides to adhere to strict, self-imposed pollution
standards which require the installation of new technology and workers, while
another sets loose standards, the second company will be at an advantage since
they will have lower production costs.

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TWO (2) Negative impacts of NOT practicing GHRM in organization.

1. Environmental Non-Compliance and Legal Risks

Neglecting the implementation of Green Human Resource Management
(GHRM) practices within organizations poses a substantial risk of non-
compliance with increasingly stringent environmental regulations worldwide.
As countries and regions strive to achieve environmental sustainability, legal
frameworks related to environmental conservation, waste management,
emissions, and sustainable practices are evolving and becoming more robust.
When organizations fail to align their operations with these evolving
regulations, they face legal liabilities. This could result in hefty fines, penalties,
sanctions, or even legal action. Moreover, the negative implications extend
beyond the financial realm to encompass reputational damage, impacting the
organization's standing in the market and the eyes of stakeholders. The legal
risks associated with environmental non-compliance underscore the critical
necessity for integrating GHRM into organizational strategies. By doing so,
businesses not only ensure adherence to legal requirements but also
establish a proactive approach towards environmental responsibility.
Embracing sustainable practices and complying with regulations are vital
steps towards preserving the environment for future generations. It's a
testament to the organization's commitment to social responsibility and
sustainable growth. Therefore, implementing GHRM not only mitigates legal
risks but also fosters a positive image, fostering trust among stakeholders and
bolstering the organization's long-term sustainability.

Example : In Malaysia, the Department of Environment (DOE) plays a crucial

role in enforcing the Environmental Quality Act 1974, a comprehensive
legislation aimed at promoting environmental sustainability across industries.
This act establishes clear guidelines and regulations that businesses must
adhere to in order to minimize their environmental impact. It covers a range of
areas, including air and water quality, waste management, and environmental
pollution control. For instance, it sets standards for emission levels from
factories and defines permissible limits for pollutants in water bodies.
Companies operating in Malaysia are legally bound to comply with these
regulations to ensure a sustainable and ecologically responsible approach to
their operations.

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 Failure to comply with the Environmental Quality Act 1974 not only exposes a
company to potential legal penalties and fines but also significantly damages
its reputation. When a company disregards these regulations, it demonstrates
a lack of commitment to environmental responsibility, which can negatively
affect the trust of stakeholders, including consumers, investors, and the
community. The fallout from such non-compliance can be far-reaching,
impacting not only the company's standing in the market but also its
operational efficiency and long-term growth prospects. Therefore,
understanding and abiding by the Environmental Quality Act is not only a
legal obligation but also a strategic imperative for businesses seeking to
thrive in Malaysia's evolving business landscape.

2. Reputational Damage and Stakeholder Disengagement

In today's interconnected and socially aware society, failing to adopt Green
Human Resource Management (GHRM) policies and practices can have
profound implications for an organization's reputation. Reputation is a delicate
asset that often takes years to build but can be significantly damaged in a
short period if a company is perceived as negligent in environmental or ethical
matters. Stakeholders, including customers, investors, and employees, have
heightened expectations regarding corporate responsibility, sustainability, and
ethical conduct. They view companies not merely as profit-generating entities
but as agents with broader societal and environmental responsibilities. When
organizations fall short of these expectations, stakeholders may feel
disillusioned and betrayed, causing a loss of trust. Reputational damage can
manifest in various ways, such as negative media coverage, social media
campaigns, and customer boycotts. The dissemination of negative
information in the digital era can spread rapidly and have a lasting impact.
Customers, in particular, are more likely to choose companies that align with
their values and contribute positively to society and the environment.
Consequently, a damaged brand image can lead to a decline in customer
loyalty, reduced sales, and a competitive disadvantage. Investors, too, are
increasingly considering environmental and social responsibility factors when
making investment decisions, and a tarnished reputation can deter potential
investors and lead to a decrease in shareholder value. Moreover, potential
employees may think twice about joining an organization with a damaged
reputation, affecting the organization's ability to attract and retain top talent.
Therefore, safeguarding and enhancing reputation through the adoption of

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GHRM practices is imperative for long-term organizational success and
sustainability.

Example : The H&M Group, a prominent global fashion retailer, experienced

a severe reputational crisis stemming from allegations of environmental
negligence and unethical sourcing practices. These allegations were brought
to light by consumers and various advocacy groups, shedding light on
concerns regarding the company's environmental footprint and labor practices.
As sustainability and ethical sourcing increasingly become vital
considerations for consumers, this scrutiny had a significant impact on H&M's
reputation. The allegations were seen as a breach of trust, as the company
was held accountable for not living up to its sustainability commitments and
responsible sourcing promises.

The fallout from these allegations was substantial, directly affecting the
company's bottom line. Consumers, increasingly conscious of the
environmental and ethical implications of their purchases, reacted by
boycotting H&M products. This consumer backlash translated into a sharp
decline in sales, hitting the company's financial performance hard. Moreover,
the reputational damage resulted in decreased investor confidence, leading to
a dip in the company's stock value. The incident underscored the critical
importance of maintaining an environmentally responsible and ethically sound
image in the eyes of consumers and stakeholders, and it serves as a
cautionary tale for companies operating in industries where sustainability and
ethical sourcing are paramount concerns.

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RECOMMENDATIONS

Elaborate on TWO (2) Green practices that can be incorporated in building a

green workplace in Malaysian organizations.

1. Implement green health and safety management

Malaysian organizations should provide a green workplace for all employees,
implement numerous environmental initiatives to reduce workplace stress and
illnesses caused by unsafe working conditions and develop plans to prevent various
health issues and improve employee safety. To enhance employee health and safety,
all Malaysian organizations must create techniques such as the green factory or
green zone to maintain a healthy workplace and prevent various health conditions.
As a result, traditional health and safety administration as well as other aspects of an
organization's environmental management are covered under green health and
safety. This function entails a broader range of green initiative-related tasks. For
example, Malaysian organizations should conduct "green health and safety
management practices in the workplace such as wearing protective gear like helmets,
glasses and gloves whenever applicable as well as implement proper waste
management at the workplace. This kind of safety method can help in the creation of
a better workplace for all Malaysian organizations, benefiting all employers and
ensuring the secure safety of not just employees but also the environment. Green
health and safety management also guarantees that environmental standards meet
national and international requirements. As a result, it is important for all managers
and leaders in Malaysian organizations to pay attention to green health and safety
management since it is morally correct to ensure that workers come home safe and
healthy at the end of each working day.

2. Implement green compensation

Green compensation can be defined as reward packages that Malaysian
organizations can utilize to influence employees' green practices. Compensation is
one of the most important Human Resource Management processes through which
employees are rewarded for their successful performance. These Human Resource
practices are the most effective method of connecting an individual's interests to
those of the organization. We also believe that incentives and rewards can impact
employees' intentions to work hard and motivate them to put in maximum effort to
achieve organizational goals. In the context of Green Human Resource Management,
rewards can be viewed as potential methods for encouraging environmental activities

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in organizations. So, we can see that this modern reward system can be used by
Malaysian organizations to encourage their employees' participation in eco-friendly
initiatives. As an example, a company can reward an employee who recycles and
carpools with their co-workers with a gift card. This reward will motivate employees to
be more eco-friendly at the workplace as they know they will get recognition for doing
so. Actually, this type of green compensation was implemented by other countries a
long time ago. According to a CIPD/KPMG survey conducted in the UK, 8% of UK
firms were rewarding green behaviours with various types of awards or financial
incentives (Phillips, Citation 2007), and these practices can be effective in motivating
employees to generate eco-initiatives (Ramus, Citation 2002). As a result, Malaysian
organizations must imitate the lead of other countries by implementing employee
rewards to enhance productivity and boost morale in order to go green at work as it is
important to protect the environment and save energy.

Suggest TWO (2) new green initiatives that can be implemented by the Human
Resource Management department in Malaysian organizations.

1. Paperless office
Green initiatives that can be implemented by the Human Resource Management
department in Malaysian organizations are paperless office strategies. The majority
of office work has been performed on paper, however, with the introduction of IT,
paper consumption has decreased. Today, e-business and learning have
transformed office processes and procedures transforming them into paperless
offices. A paperless office is a workplace in which the use of paper is either limited or
eliminated. For example, Malaysian organizations can implement this technique by
transforming important official documents and other papers into digital workflows.
The practice significantly decreases paper usage, the costs of paper-related actions
such as copying, printing, and storing and the time spent searching for paper
documents. Not only that, paperless offices are a good green initiative suggestion
because they are environmentally friendly and produce a green-minded workforce
and they may also have increased productivity because employees have digital
access to files from their personal work devices, giving them more time for higher-
priority tasks like communicating with clients. The paperless office method was
actually introduced a long time ago. To support this, Jamie Garratt started Idea Rebel,
a Vancouver-based digital agency in 2008 which is a complete paperless office. At
Idea Rebel, pay checks 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

13
have to take the pad home at the end of each day. From the above explanation, we
believe that the paperless office method will receive positive feedback from
employers since it offers numerous advantages such as immediately conserving
natural resources and minimizing pollution, which is what most sustainable
companies need.

2. Conservation of energy
Another green initiative that can be implemented by the Human Resource
Management department in Malaysian organizations is conservation of energy.
Energy conservation is the effort to reduce wasteful energy usage by utilizing fewer
energy services. This can be accomplished by using less energy or adjusting one's
habit to use less service. Energy conservation can be accomplished through efficient
energy use, which offers several advantages such as lower greenhouse gas
emissions and a reduced carbon footprint as well as cost and energy savings.
Conservation of energy at the office has the potential to have a significant
environmental impact. In order to provide more efficient and environmentally friendly
services, offices around the world have developed a number of energy conservation
initiatives. For instance, the HR department of British organizations is emphasizing
their travel policy, which promotes car sharing and the increased use of public
transport (Simms, 2007). Malaysia's HR department also must do the same thing as
the rest of the world's HR departments. For example, a Malaysian organization can
conduct a campaign where the employees are urged to turn off PCs, TVs, and lights
when leaving in order to use 100% renewable energy and introduce solar lighting.
This campaign is a good suggestion and will receive good feedback because it can
train employees to be environmentally friendly as well as improve their working
conditions while being productive. According to research published in the Journal
Frontiers of Psychology, individuals working for businesses that take energy
efficiency seriously are more productive on average. The report found that
appropriate lighting and properly installed heating, ventilation, and cooling (HVAC)
systems were largely responsible for this increase in productivity.

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CONCLUSION

Green Human Resource Management (GHRM) is a set of policies, practices, and

systems that stimulate employees to behave in a way that is beneficial to the
environment. It is becoming increasingly important for Malaysian organizations to
implement GHRM as it has many advantages, including:
 Increased employee motivation
 Reduced labor turnover and absenteeism
 Improved health and safety management systems
 Increased employee efficiency and effectiveness
 Easier recruitment of new employees
 Enhanced reputation and public image
 Attraction of top talent
Organizations that fail to adopt GHRM practices face two significant negative
consequences: environmental non-compliance and legal risks, and reputational
damage and stakeholder disengagement.
Environmental non-compliance and legal risks can arise from failing to comply with
increasingly stringent environmental regulations worldwide. Organizations that
disregard these regulations could face hefty fines, penalties, sanctions, or even legal
action. Additionally, the negative implications extend beyond the financial realm to
encompass reputational damage, impacting the organization's standing in the market
and the eyes of stakeholders.
Reputational damage and stakeholder disengagement can occur when organizations
fail to meet the heightened expectations of stakeholders regarding corporate
responsibility, sustainability, and ethical conduct. When companies disregard these
expectations, stakeholders may feel disillusioned and betrayed, causing a loss of
trust. Reputational damage can manifest in various ways, such as negative media
coverage, social media campaigns, and customer boycotts. This can lead to a
decline in customer loyalty, reduced sales, and a competitive disadvantage. Investors,
too, are increasingly considering environmental and social responsibility factors when
making investment decisions, and a tarnished reputation can deter potential investors
and lead to a decrease in shareholder value. Moreover, potential employees may
think twice about joining an organization with a damaged reputation, affecting the
organization's ability to attract and retain top talent.
Therefore, it is imperative for organizations to implement GHRM practices to mitigate
these negative impacts and safeguard their long-term success and sustainability.
GHRM enables organizations to:

15
  Align their operations with evolving environmental regulations.
 Demonstrate their commitment to environmental responsibility and ethical
conduct.
 Build a positive reputation with stakeholders.
Green practices play a vital role in building a sustainable workplace and reducing the
environmental impact of Malaysian organizations. Two green practices that can be
incorporated include:
 Green health and safety management: This involves developing and
implementing plans to prevent health issues and improve employee safety,
while also reducing the environmental impact of the workplace.
 Green compensation: This involves rewarding employees for participating in
eco-friendly initiatives.
Two new green initiatives that can be implemented by the Human Resource
Management department in Malaysian organizations include:
 Paperless office: This involves eliminating or reducing the use of paper in the
workplace.
 Conservation of energy: This involves reducing the amount of energy
consumed by the organization.
These green practices can help Malaysian organizations to:
 Reduce their environmental impact.
 Improve the health and safety of their employees.
 Create a more sustainable workplace.
In addition to the benefits mentioned above, green practices can also help Malaysian
organizations to attract and retain top talent. Many employees are increasingly
looking for employers who are committed to sustainability and social responsibility.
By implementing green practices, organizations can demonstrate their commitment
to these values and make themselves more attractive to potential employees.
Green practices can also help Malaysian organizations to improve their reputation
and public image. Consumers are becoming more and more aware of the
environmental impact of their purchases. By choosing to support businesses that are
committed to sustainability, consumers can help to make a difference. Organizations
that implement green practices can position themselves as leaders in this area and
attract more customers.
Overall, green practices are a win-win for Malaysian organizations and the
environment. They have the potential to benefit both stakeholders and make the
organization more sustainable in the long term.

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REFLECTION

This assignment has given us a deeper understanding of Green Human Resource

Management (GHRM) and its importance for Malaysian organizations. I have learned
that GHRM is a set of policies, practices, and systems that stimulate employees to
behave in a way that is beneficial to the environment. It has many advantages for
organizations, including increased employee motivation, reduced labor turnover and
absenteeism, improved health and safety management systems, increased
employee efficiency and effectiveness, easier recruitment of new employees,
enhanced reputation and public image, and attraction of top talent.
I have also learned that organizations that fail to adopt GHRM practices face two
significant negative consequences: environmental non-compliance and legal risks,
and reputational damage and stakeholder disengagement. Environmental non-
compliance and legal risks can arise from failing to comply with increasingly stringent
environmental regulations worldwide. Reputational damage and stakeholder
disengagement can occur when organizations fail to meet the heightened
expectations of stakeholders regarding corporate responsibility, sustainability, and
ethical conduct.
Therefore, it is imperative for organizations to implement GHRM practices to mitigate
these negative impacts and safeguard their long-term success and sustainability.
GHRM enables organizations to align their operations with evolving environmental
regulations, demonstrate their commitment to environmental responsibility and
ethical conduct, and build a positive reputation with stakeholders.
I have also learned about some specific green practices that can be implemented by
Malaysian organizations, such as green health and safety management, green
compensation, paperless office, and conservation of energy. These practices can
help organizations to reduce their environmental impact, improve the health and
safety of their employees, and create a more sustainable workplace.
Overall, this assignment has helped me to appreciate the importance of GHRM for
Malaysian organizations. I have learned that GHRM is not just about being
environmentally friendly, but also about being a more sustainable and responsible
business. I believe that GHRM is essential for Malaysian organizations to remain
competitive and successful in the long term.
In addition to the above, I have also learned a lot about the process of writing a
formal essay. I have learned how to structure my essay effectively, how to use
evidence to support my claims, and how to write in a clear and concise style. I
believe that these skills will be valuable to me in my future studies and career.

17
I am grateful for the opportunity to have worked on this assignment. It has been a
challenging but rewarding experience, and I have learned a great deal.

APPENDIX

HR REPRESENTATIVE 1: KENISHA MARY ASUDASAN

COMPANY: CONNECT CENTRE, JOHOR BAHRU

Interviewer: Hello there, I'd want to talk with you about Green Human Resource
Management (GHRM) practises. Could you kindly define GHRM for your organisation?

Kenisha: Of course! GHRM is implementing environmentally friendly practises into

our HR policy and operations of our organisation. It consists of promoting
environmentally friendly behaviours among the people we employ and connecting
HR initiatives with our environmental aims.

Interviewer: What GHRM initiatives or policies does your company presently have in
place?

Kenisha: We have various measures in place, such as green staff training

programmes, waste reduction efforts, and energy-efficient workplace practises. We
also promote staff participation in environmental efforts.

Interviewer: What are the primary reasons you believe certain organisations,
particularly in Malaysia, are unwilling to apply GHRM practises?

Kenisha: There might be several explanations for this. Some people may be unaware
of the benefits, while others may be concerned about the early on cost. Change
resistance and a concentration on short-term financial rewards may also play a role.
Furthermore, some organisations may regard environmental activities as purely
compliance-driven.

Interviewer: What possible environmental and financial consequences might

organisations face if they do not use GHRM practises?

Kenisha: Organisations that do not implement GHRM risk contributing to

environmental deterioration, higher operating expenses, and potential fines for

18
noncompliance. Financially, they may miss out on cost-cutting possibilities connected
to sustainability, and their reputation may suffer, harming competitiveness.

Interviewer: Could you share some of your organization's most effective GHRM
policies and practises for attaining environmental and financial sustainability?

Kenisha: Of course. Green training, sustainable procurement, energy efficiency

measures, waste reduction, and staff involvement are all examples of effective
policies. These rules not only decrease our environmental effect, but also save
money and boost staff morale.

Interviewer: How can your company use GHRM in a way that is both cost-effective
and good for employees and the environment?

Kenisha: We begin modest and eventually develop projects as we acquire expertise.

To guarantee accountability and success, we use technology for tracking and
monitoring, interact with stakeholders, establish incentives for staff, and define clear
sustainable targets.

Interviewer: Can you share any successful GHRM initiatives or projects from your
organisation that have benefited the environment as well as the bottom line?

Kenisha: Of course. Our recycling programmes have resulted in considerable energy

savings and trash reduction. Furthermore, our green training activities have
enhanced not just environmental awareness but also staff happiness and productivity.

Interviewer: That is all today, Ms Kenisha. Thank you for sparing your time to answer
us!

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HR REPRESENTATIVE 2: HEVINNAH SIRAMAH
COMPANY: AEGIS, JOHOR BAHRU

Interviewer: Hello, Ms Hevinnah, I'd want to talk about Green Human Resource
Management (GHRM) practises at your call centre. Could you kindly describe what
GHRM represents to your organisation?

Hevinnah: Hi Keshika, sure! In our call centre, GHRM involves implementing

environmentally friendly practises into our HR policies and operations. It entails
encouraging eco-friendly behaviours among our staff and connecting HR practises
with our environmental aims, however with some specific barriers in our context.

Interviewer: What GHRM initiatives or policies does your call centre presently have in
place?

Hevinnah: Given the nature of our job, several typical GHRM practises may not be
immediately applicable. To decrease the carbon impact associated with commuting,
we support digitization and remote work arrangements whenever possible.

Interviewer: What obstacles do you experience while applying GHRM practises in a

contact centre setting?

Hevinnah: One difficulty is the strong reliance on technology and power, which may
be harmful to the environment. It's also critical for our agents to have access to
dependable equipment and internet connections, which might restrict our green
alternatives at times.

Interviewer: What do you believe are the primary reasons why certain organisations,
particularly those in the call centre business, are unwilling to apply GHRM practises?

Hevinnah: Meeting service-level agreements and maintaining consistent performance

are frequently top priorities in our sector. This can make it difficult to prioritise GHRM
practises that may not have immediate and apparent effects on call centre KPIs.

Interviewer: What are the potential environmental and financial consequences of call
centres failing to implement GHRM practises?

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Hevinnah: Failure to follow GHRM practises might result in greater energy
consumption as a result of continual technology usage, as well as higher operating
expenses. It may also have an influence on the organization's reputation, however
the immediate financial consequences may be less evident in our field.

Interviewer: What GHRM policies or practises have you found to be most helpful in
promoting environmental sustainability, given the specific difficulties of a contact
centre environment?

Hevinnah: Encourage remote work and optimise scheduling to avoid commuting

were the most realistic strategies for us. We've also been looking into methods to
make our office buildings more energy efficient.

Interviewer: How can your call centre use GHRM to save money while also benefiting
employees and the environment?

Hevinnah: We prioritise gradual modifications that are in line with our business
objectives. This includes using more energy-efficient equipment and encouraging
telecommuting choices where available. Employee education and awareness are
essential for ensuring that everyone knows our sustainability objectives.

Interviewer: Can you provide any instances of successful GHRM efforts or contact
centre projects that have benefited both the environment and the bottom line?

Hevinnah: While it is still a work in progress, our efforts to update to more energy-
efficient technologies have resulted in a reduction in office energy use. Furthermore,
our remote work rules have lowered not just our carbon footprint but also enhanced
employee work-life balance.

Interviewer: That's all for now, Ms Hevinnah. Thank you for taking the time to
respond!

21
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