A

DISSERATATION REPORT

ON

“GREEN HRM”

IN

“BISLERI”

SEVEN HILLS BEVERAGES LTD

Submitted to

Savitribai Phule Pune University

In the Partial Fulfilment of the Course

MASTER IN BUSINESS ADMINISTRATION

ADMINISTRATION-HUMAN
HUMAN RESOURCE
DEVELOPMENTE

Submitted By

Mr. PAWAR PANKAJ PUNDLIK

Under The Guidance Of

Prof. Dr.J.J.KADAM

M.V.P.’S

INSTITUTE OF MANAGEMENT AND RESEARCH TECHONOLOGY, NASHIK

(YEAR 2019-20)
 ACKNOWLEDGEMENT

I have pleasure in successful completion of this project report titled “GREEN HRM”

I would like to take this opportunity to express my sincere thanks and deep gratitude to the IMRT,
Nasik and the director of the Institute Dr.D.K.Mukhedkar for providing us a platform for conducting
this research.

I sincere thanks to my collage guide, prof H.S.Deshmukh sir for guiding how to prepare project us well
as evaluating and helping us throughout the whole process of the project.

I am also like to thank Manager without his guidance and valuable suggestions, this work would have
not been completed of “Bisleri Seven Hills Beverage” I also pay my sincere thanks to all those who
have directly or indirectly helped me in completion of my project till preparation of this report.

Date:

Place: Sign:
 DECLARATION BY THE STUDENT

I Mr.Pawar Pankaj Pundlik hereby declare that the dissertation project on “GREEN HRM” in “Bisleri
Seven Hills Beverage” under the guidance of Prof.H.S.Deshmukh sir. Empirical finding are based on the
data collected by me in the partial fulfilment of MBA (HRD II) course under the Savitribai Phule Pune
University.

This dissertation Report was undertaken as a part of academic curriculum according to the university
rules, norms and not for commercial interest and motives.

I have prepared this report independently and I have a gathered all the relevant information personally. I
have prepared this project for MBA (HRD II) curriculum 2019-2020

Date:

Place Sign:
 DECLARATION BY THE GUIDE

This is to certify that Mr.Pawar Pankaj Pundlik has completed the Dissertation Report entitled ''GREEN
HRM'' in “BISLERI SEVEN HILLS BEVERAGE” is an independent analysis work carried out by me as
a part of MBA (HRD II) curriculum, SavitribaiPhule Pune University .The Dissertation report is prepared
under the eminent guidance of Prof Dr.J.J.Kadam sir.

This dissertation report holds no other intention or any commercial value for that sake. Thus it has been
previously submitted of any degree of this or any university.

Date:

Place: Sign:

\
 LIST OF CONTENTS
CHAPTER NO. TITLE PAGE NO.
1. INTRODUCTION
1.1 Object of the study
1.2 Selection of the topic
1.3 Objective of the study
1.4 Scope of the study
1.5 Rationale of the study
1.6 Limitation of the study

2. RESEARCH METHODOLOGY
2.1 Method of the study
2.2 Sampling
2.3 Data Collection
2.4 Presentation of data, Tools of analysis & Interpretation

3. PROFILE OF THE ORGANISATION

3.1 History and general information
3.2 Organization
3.3 Production
3.4 Corporate & Function practices

4. REVIEW OF LITERATURE
4.1 Meaning &concept of the topic
4.2 Basic theories of the topic
4.3 Review of research on the selected topic

5. DATAPRESENTATION, ANALYSIS
INTERPRETATION DATA
5.1 Application of topic in Global context
5.2 Application of topic in Indian context
5.3 Application of topic in Bisleri

6. CONCLUSION AND SUGGESATION

 CHAPTER I
INDRODUCTION
1.1 OBJECT OF STUDY
The object of the dissertation is to know the organisation and try to understand the functioning of various
departments related to our study and making in sincere efforts to gain practical knowledge of studied
department. The primary education objective behind dissertation is to make the student familiar with
working environments & to help to make students understand the way in which theoretical aspects can be
applied into practices

The study helps to build self confidence in upcoming HR managers thorough practically facing the
situation arising suddenly and provides best knowledge for overcoming the same this study is helpful to
gaining practical knowledge.
1.2 SELECTION OF STUDY
Sustainability strategies are growing fast within thousand of companies nowadays as an answer to the
challenges and catastrophes that climate change has brought, and threatens to bring into our world. In a
mainly capitalist world, there no way of denying the importance that companies have in the fight to
prevent the temperature of the Earth increasing 1.5º Celcius until the end of this century. Whilst the
support of senior management is essential in a company’s execution of its sustainability management, so
is the HR leaders’ strategic positioning of the HR function. But what is Green Human Resources
Management really accountable for?
GHRM is a new concept and is becoming popular all over the world. It has got different meanings to
different people. There is no comprehensive definition of GHRM.

It refers to making efforts to improve energy efficiency or reduce the pollution produced by our home,
business, and general living habits.

The main purpose of going green is to reduce the potential negative impact that energy consumption and
pollution can have on the environment.
1.3 OBJECTIVE OF STUDY
Following are objective of study:

1. To study the concept of Green HRM and it’s utilise

2. To study the measures adopted by the Bisleri seven hill brevelge for Green HRM

3. To make analysis of data and suggest the remedial measures

4. To study quality of work life at global context

5. To study quality of work life at Indian context

1.4 SCOPE OF THE STUDY

Human Resource department play crucial role in design the strategies to develop sustainability
culture in the organization. Prime aim of Green HRM is a sustainable development through Human
Resource Management. The functions of Green HRM are creating / developing awareness among
employees through developing new work strategies like work from home, implementation of E-HRM,
save energy at work place and ultimately preserving and protecting the environment.
A study is carried out for the assessment of existing HR practices like recruitment, selection,
training and development, retention with respect to Green HRM. The researcher has selected various
types of industries like IT, Manufacturing, Auto, Automation, paper etc. from Pune region for evaluation
study.
1.5 RATIONALE OF THE STUDY
Green HRM began its journey through the milieu of green management applications, in order to
address the growing concern from corporate stakeholders (Roberts,1992), in response to the negative
impacts of organizational operations on the environment (Waddock, 2004). 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
(Wee and Quazi, 2005). In addition, advantageous employee behaviors (Shultz and Holbrook, 1999;
Vandermerwe and Oliff, 1990) and increases in corporate efficiencies including improvements in water
and energy usage and waste reduction (Klassen and McLaughlin, 1996), are likely to occur. As it is
employees, who are the agents that implement organizational green policies, it is necessary for
organizations to promote and ultimately seek to manage and change employee behavior so that they are
aligned with organizational green goals (Anderton and Jack, 2011; Daily, Bishop and Govindarajulu,
2009; Ones and Dilchert, 2012a). Increasingly, organizations are considering the adoption of Green HRM
practices, i.e. ‗HRM aspects of green management‘, to promote employee green behavior in the
workplace (Renwick et al., 2013).
The present research work seeks to determine the Green HRM practices adopted by firms in India
and to identify the relationship between Green HRM practices with Employee Motivation, Job
Satisfaction and Organisational Commitment. This study reviews the current situation of the GHRM
practices. These practices will be presented by a conceptual model that will provide a blueprint for these
companies to adopt GHRM practices. This study, in fact, will better define which HRM practices or
cluster of HRM practices could be more correlated with Employee Motivation, Job Satisfaction and
Organisational Commitment. So, by using thisstu dy, companies would understand which actions to adopt
and implement first practices that have more impact on dependent variable Employee Motivation, Job
Satisfaction and Organisational Commitment. Eventually, for firms who have already implemented
GHRM practices, this study will be a guide in order to improve their sustainability purposes. At the end
of the research there will be a few recommendations for future studies. GHRM best practices model can
be tested for green activities irrespective of organization types and country context
1.6 LIMITAION OF STUDY

1. The present study was made on the basis of information collected. Therefore conclusion has a
relevance to the situation of the company at the time of study. If some changes have been
introduced in the organization, the conclusion subject varies and imposes limitation on the study.

2. research covers limited area of Green HRM

3. The study was completed within the short period of time and it was very difficult to go through
the entire process of the reward management system of the organization in short duration.

4. Due to high confidentiality, going through the related files for collection of data, information
become very tedious and hard nut to crack.
 CHAPTER II
RESEARCH METHODOLOGY

\
2.1 METHOD OF STUDY

Meaning:

Research is a systematic enquiry aimed at providing information to solve managerial problem. A research
is a master plan for the conduct of the formal investigation. A research design is specification of the
method and procedure for acquiring information for solving problem. The formal investigation plan will
be concentrated on the source of information and selection model and method of data collection.

Research methodology is a way to systematically solve the research problem. It may be considered as
science of studying is done scientifically. The scope of research methodology is wider than research
method.

Definition:
According to John Best,

“Research is a systematic activity directed towards discovery and the development of an organized
body of knowledge.”

According to Clifford Woody,

“Research comprises defining& redefining problem formulating, hypothesis or suggested

solution, collecting, organizing & evaluating data, making deduction& reaching conclusions.”

TYPES OF RESEARCH
Are as follows:

 Descriptive Research:

Descriptive research includes surveys and fact fining enquires of different kinds. In this
method, researcher has no control over the variables. He too can only report what had happened and
what is happening. In social research , it is called as ‘Ex Post Facto Research.

 Analytical Research:

In these research facts, information used to make critical evaluations. In analytical research, detailed
analysis of fats is given. The researcher has to use facts or information already available and analyze
these to make a critical evaluation of the material.

Applied Research:

It is also called as action research. It aims at finding a solution for an immediate problems facing to
society, business or an organization etc. The central aim of applied research is to discover a solution for
some pressing practical problem.

Fundamental research:

This is a basic or pure research. It is concern with generalization and with formulation of the
theory ‘Gathering Knowledge for Knowledge sake is termed ‘pure’ or ‘basic’ research. Researches
concerning some natural phenomenon relating pure mathematics are example of fundamental research.
Qualitative Research:

This research concerned with qualitative such as quality or kind. This research aims at discovering the
underlying motives and desires. Using in depth interviews for the purpose. Other techniques of such
research are similar other project techniques.

Quantitative Research:

This research is based on the measurement of quantity or amount. It is applicable to phenomena that can
be expressed in terms of quantity. This is quantitative research.

Conceptual Research;

Conceptual research is related to some abstract ideas or theory. It is generally used by

philosophers and thinkers to develop new concepts or to reinterpret existing once.

Empirical Research:

This research is based on experience or observations. It is database research, in which first hand facts
are main sources of information, evidences gathered through empirical studies or experiments.

Historical Research:

The research in which historical records, documentations, study of past events is used to prove
something. Including the philosophy of persons and group.

Longitudinal Research:

The time required to accomplish research on environment it is done on the basis of other similar
factors from the point of time we can think research either as longitudinal research. From the point of
view of time, the research which is carried on several time periods is called as longitudinal research.

One Time Research:

The time required to accomplish research on the environment in which research is done the basis of
some other factor. It is a research that is related with single time period.

Field research:

The researcher is carried on several times period researcher can be field research. It is a research
that is carried in actual domain of problems. Depending upon the environment in which it is to be carried
out.

Laboratory Research:

Research that is carried on in laboratory is call as laboratory research depending upon the
environment in which it is to be carried out.

Exploratory Research:

It is the research in which the development of hypothesis is more important than testing, where
formalized research studies is are those with substantial structure and specific hypotheses to be tested.
Formalized Research:
It is the research which has specific approach, test a specific hypothesis based on substantial structure.

Decision Oriented Research:

This research is always made for decision maker. And the researcher in this case is not free to
embark upon research according to this own inclination. Operation research example of decision oriented
research since it is based on scientific approach.

Conclusion Oriented Research:

In this research, researcher is free to pick-up a problem, redesign the enquiry as he proceeds and
prepare to conceptualize as he wishes.

Researcher has selected exploratory research for dissertation research activity

2.2 SAMPLING
Sampling is a process in which the fixed numbers of observations are taken randomly from a larger
population. A technique which is fundamental for behavioral research is known as sampling and without
using it, research work is not possible. It is impracticable and impossible to study the whole population
due to practical limitations of cost, time and other factors that are indispensable and operative in studying
the whole population. For the sole reason of making the research findings economical and accurate, the
concept of sampling has been introduced.

SAMPLING METHOD

Probability Sampling

Probability Sampling methods are such methods of selecting a sample from the population
in which all units of the universe are given equal chances of being included in the sample.In other words,
all the units in the population have equal chance of being included in the sample. A well defined sample
ensures that if a study were to be repeated on a number of different samples drawn from a given
population, the findings from which sample would not differ from the population parameter by more than
a specified amount.
Type of Probability Sampling:
Are as follows:

Simple random sampling:

This tpye of sampling is also known as change or probability sampling where each and every
item in the population has equal chance of inclusion in the sampling and each one of the possible samples
in case of infinite population, the selection of each items in a random sample is ccontrollef y the same
probability and that successive selection are independent of one another.

Systematic Sample:

After the selection of one unit at random from the universe the other units are selected systematically at a
specified interval of time. This method is applicable when the size of the population is finite and in the
basis of any system the unit of the universe are arranged such as alphabetic arrangement, numerical
arrangement, or geographical arrangements.

Stratified Randm Sampling:

In the Stratified Random Sampling, the sample is selected from different homogeneous strata or
parts of a universe instead of heterogeneous universe as a whole.

Cluster Sampling:

In this method there is further noticeable sub-divison of the universe into clusters. Simple random
sampling is performed and clusters aredrawn accordingly constituting a sample of aa the units belonging
to the selected clusters. For e.g. if we have to conduct a survey in the city of mumbai, then the city may
be divided into, say, 40 blocks, 5blocks can be picked uo by random sampling and the people in these five
blocks are interviewed to give their opinion on a particular issue.

Non-Probability Sampling:

Non-probability sampling is that type of sampling procedure which does not have any ground for
estimating the probability that whether or not each items in the population has been included in the
sample.

Types of Non-Probability Sampling:

These are as follows:

Purposive/ judgment:

In this type sampling the researcher’s judgment is used for selected items which he considers as
representative of the population. Judgment sampling is used quite frequently in qualitative research where
the desire happens to be developing hypotheses rather than to generalize to larger population.
Quota Sampling:

Quota sampling is the most commonly used non-probability sample designs, which is most
comprehensively used in consumer surveys. Principle of stratification is also used by this sampling
method. In stratified random sampling the researcher begins by building strata. The common bases for
stratification in consumer surveys are demographic.

Snowball Sampling:

When the characteristic of the desired sample is limited then the special non-probability method is
applicable. In this method, it is difficult to locate the respondents because it will be very costly.
Depending on the referrals of the initial subjects snowball sampling generates additional subjects. Though
this technique is biased and unable to represent a good cross-section from the population but dramatically
it reduces the search costly.

Convenience Sampling:

The researcher obtains a convenience sample by selecting whatever sampling units are conveniently
available. The researcher may select the first 50 people visiting a mall, who are willing to be interviewed
or the researcher may get the questionnaire filled from professionals attending a seminar or a conference.
The researchers have a freedom to choose whomever they find
2.3 DATA COLLECTION
Researcher has a wide scope and is applied in different businesses and industries for different purposes.
Research is entirely based on information which is extracted from data. Data is a collection of raw and
unorganized facts that has no individual meaning. When raw data is processed, organized, and presented
in certain structure in such a way, that it becomes meaningful and useful, it is known as information. Data
collection simply means gathering and selection of information which is most critically used for a
particular research or survey being carried out. It is important aspect of any type of research study. In
accurate data collection can impact the results of a study and ultimately can result into invalid results.

Two basic methods of data collection are:

1) Primary method

2) Secondary method

Primary Data:

In this method you collect the data yourself using methods such as interviews and questionnaires the
key point here is that the data you collect is unique to you and your research.

The methods of collection primary data include:

Questionnaire

Interviews

Focus group interviews

Observations

Critical incidents

Portfolios.

The primary data which is generated by the above methods may be qualitative in nature (usually in
the form of words) or quantitative (usually in the form of numbers or where you can make counts of
words used.)

Questionnaire:

Questionnaire is a popular means of collection of data, but the difficult to design and often require many
rewrites before an acceptable questionnaire is produced

Advantages:

 Can be posted, email or faxed.

 Can cover a large numbers of people or organization.
 Wide geographic coverage.
 Relatively cheap.
 Avoids embarrassment on the part of the respondent.
 Respondent can consider responses
 No interviews bias.
 There are different types of questionnaire

Paper-pencil–-questionnaire: they can be sent large number of people and saves the researcher time
and money. People are more truthful while responding to the questionnaire regarding controversial issues
in particular due to the fact that their responses are anonymous.

Web based questionnaire: a new and inevitable growing methodology is the use of internet based
research. This would mean receiving an email on which you would click on an address that would take
you to a secure web site to fill in a questionnaire. This type of research is often quicker and less detailed.

Observation:

The observation is the most commonly used method. Collection of information by way of
investigators own observation. During the survey there was opportunity to work with HR Manager of
Master Componentspvt ltd. This was very helpful to gain information about procedure followed in
practice.

The survey at, Nasik was done with the help of interview and observation.

SECONDARY DATA:
When a researcher uses data which are previously collected by some other researchers, institutions,
or agencies for their own purposes are called secondary data. The researchers collect secondary data
either from internal sources of an organization, or from the published sources like reports and journals
etc. Some of the examples of secondary source are:

Reports of the research carried out in past

Journals

Magazines

Books

Internet
2.4 PRESENTATION OF DATA, TOOLS OF ANALYSIS &
INTERPRETATION

Analysis of data may be defined as “ a process under which the relationships or differences supporting
or conflicting with the original or new hypothesis, should be subjected to statistical tests of significance,
to determine with what validity the data can be said to indicate any conclusion”.

Interpretation is establishing continuity in research through linking the results of a given study with those
of another and the establishment of same relationship with the collected data . Interpretation is the device
through which, the factors that have been observed by the researcher in the course of the study can be
better understood.

Data preparation includes, editing, coding, classification process

Editing, classification, coding and tabulation are the important stages in research. It is at this stage that
mass of data collected during the survey is processed, with a view to reducing them to manageable
proportions. In other words, data processing which encompasses, editing, coding, classification and
tabulation, is the intermediary stage between collection of data and analysis and interpretation of data.
Thus, these are the three crucial stages in the processing of social survey data.

There are some general common sense recommendations to follow when presenting data.

The presentation should be as simple as possible. Avoid the trap of adding to much information. It is not
the aim to include all the information you have but only a summary of the essential feature you are typing
to illustrate. A good rule of thumb is to only present one idea or to have only one purpose for each graph
or chart you create.

The presentation should be self-explanatory. A chart or graph is not serving its purpose if the reader
cannot comprehend the legends or has to refer to the text in order to understand it. There is a careful
balance between too much information which makes the graph or chart too complicated and too little
information that makes the chart difficult to comprehend or worse misleading.

The title should be clear and concise indicating what? When..? And where..? The data, codes, legends
and label should be clear and concise, following standard formats is possible.

The use of footnotes is advised to explain essential features of the data that are critical for the correct
interpretation of the graph or chart.

Data analysis is the process of developing answers to questions through the examination and
interpretation of data. The basic steps in the analytic process consist of identifying issues, determining the
availability of suitable data, deciding on which methods are appropriate for answering the questions of
interest, applying the methods and evacuating, summarizing and communicating the results.

Analysis is placing the collected data in some order or format so that the data acquires a meaning. Raw
data becomes information only when it is placed in a meaningful form. Interpretation involves drawing
conclusions from the gather data.

Analysis and interpretation of data are the most crucial aspects of research. It is considered to be highly
skilled and technical jobs, which should be carried out only by the researcher, or under his close
supervision. The analysis of data requires on the part of the researcher a thorough knowledge about the
data, judgment, skill, ability of generation and familiarity with the background, objects and hypothesis of
the study.

Analytical results underscore the usefulness of data sources by shedding light on relevant issues. Some
statistics Canada program depend on analytical output as a major data product because, for confidentiality
reasons, it is not possible to release the micro data to the public. Data analysis also plays a key role in data
quality assessment by pointing to data quality problems in a given survey. Analysis can thus influence
future improvements to the survey process.

Data analysis is essential for understanding results from surveys, administrative sources and pilot studies;
for providing information on data gaps; for designing and redesigning survey for planning new statistical
activities and for formulating quality objectives.
RESEARCH TABLE
Area of Research Dindori road,khatwad

Sample Unit Bisleri Seven Hills Beverage

Type of Research Exploratory

Primary Data Observation & Interview

Secondary Data By Websites, Books

Analysis of Data Case lets

Table 2.1
 CHAPTER III
COMPANY PROFILE
3.1 HISTORY & GENERAL INFORMATION

ABOUT ORGANISTION
Seven Hills Beverages Limited is a Public incorporated on 11 December 2009. It is classified as Non-
govt Company and is registered at Registrar of Companies, Mumbai. Its authorized share capital is Rs.
62,000,000 and its paid up capital is Rs. 37,300,000. It is involved in Manufacture of beverages

Seven Hills Beverages Limited's Annual General Meeting (AGM) was last held on 29 September 2018
and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed on 31
March 2018.

Directors of Seven Hills Beverages Limited are Nayan Balasaheb Palwe, Pavan Jitendra Chhatrisha,
Charushila Vipul Lathi, Sandeep Balasaheb Palwe, Sandeep Vasantrao Avhad,

Seven Hills Beverages Limited's Corporate Identification Number is (CIN) U15500MH2009PLC296411

and its registration number is 296411.Its Email address is [email protected] and its
registered address is GATE NO. 206, KHATWAD PHATA PIMPALNARE, TAL DINDORI NASHIK
MH 422204 IN, -

Current status of Seven Hills Beverages Limited is - Active.

 VISION

Our vision is to be the dominant player in the branded water business. We must expand and be a leader in
the premium beverage category.

MISSION
We must have world class quality, at the lowest production and distribution cost. This will make us an
unbeatable leader, and we will have satisfied loyal customers.

VALUES

Bisleri believes in Integrity, Teamwork, Cooperation, Quality, Passion, Openness and Transparency.
WHY BISLERI?

We believe in providing exciting opportunities for our people who will in turn add value to our business.
We believe that our people are our greatest assets and that building their capabilities will help us grow our
organization. We provide a platform for our people to innovate, accelerate and drive our business with
passion and excellence.

EMPOWERMENT

Leadership is about enabling and empowering people. For us, empowerment forms the basis of our
leadership philosophy and we believe in creating a culture that respects and empowers our people

INNOVATION

We believe that investing in innovation is a long term responsibility to ensure continuous improvement in
what we are doing. Innovation forms the heart of Bisleri’s operations, and is the key factor which is
revolutionizing the value chain in our business.

LEARNING & GROWTH

At Bisleri, our strong values form the very foundation of learning. We constantly help build our
employees to meet future challenges. We are dedicated to building a strong pipeline of leaders through
seamless learning that will help them deliver extraordinary results.

DIVERSITY

We believe in diversity of gender, age, culture and recognize that different people bring different
perspectives, ideas and knowledge and together are the strength of our organization.
3.2 ORGANIZATION

CIN U15500MH2009PLC296411
Company Name EVEN HILLS BEVERAGES LIMITED
Company Status Active
RoC RoC-Mumbai
Registration Number 296411
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Public
Date of Incorporation 11 December 2009
Age of Company 9 years, 6 month, 10 days
ORGANIZATIONS CHART/STRUCTURE

Plant Manager

Deputy Manager

HR Manager Marketing Finical Operation Quality

Manager Manager Manager Manager

Jr.Manager Jr.Manager Jr.Manager Jr.Manager Jr.Manager

Foreman

Workers

Fig3.2 Organization chart

3.3 PRODUCT OF BISLERI

This is main product of Bisleri where packaging is available in 20 Ltr, 5 Ltr, 2 Ltr, 1Ltr, 500ml, 300 ml,
and 250 ml The Price of each packaging is follow

Packaging Price

20 Ltr Rs.80

5 Ltr Rs.65

2 Ltr Rs.30

1 Ltr Rs.20

500 ml Rs.10

300 ml Rs.10

250 ml Rs.6

Table 3.3.1
The story behind this product it began with a quest to find the purest water in the word and it turned into a
pilgrimage of sorts a pilgrimage that witnessed the sacred purity of the mighty Himalayas that absorbed
the serenity of Mount Kailas that took in the untouched magic of Mansarovar and ended at a spring

This is available 1 Ltr, 500 ml, 250 ml and the Price of packaging are follow

Packaging Price

1 Ltr Rs.60

500 ml Rs.40

250 ml Rs.15

Table 3.3.2
 Let the Mango ras made from the choicest and sweetest juicy mangoes, fresh from the farms, cascade
down your throat. The soothing, long-lasting taste of Mangoes will make you go

MMM….

Then, when the Mango ras mingles with the fizz of Fonzo, your taste buds feel a refreshing buzz. Come
and experience Bubbly Mango like never-before and go

AAH…..

This product is available in 250 ml packaging with price of Rs.18

Bisleri soda giving rocking kick to any drink its combined with .Others call it the drink mixer and we
called it a” club soda”

This product packaging available in 600 ml with Price of Rs.20

 CHAPTER IV
REVIEW OF LITERATURE
4.1 MEANING &CONCEPT OF THE TOPIC

GHRM is a new concept and is becoming popular all over the world. It has got different meanings to
different people. There is no comprehensive definition of GHRM.

It refers to making efforts to improve energy efficiency or reduce the pollution produced by our home,
business, and general living habits.

The main purpose of going green is to reduce the potential negative impact that energy consumption and
pollution can have on the environment.

What is Green HRM?

Ramachandran defines Green HRM as the integration of environmental management into human
resources management.

The term green HRM is mostly used to refer to the contribution of HRM policies and practices towards
the broader corporate environmental agenda.

It refers to using every employee to support sustainable practices and increase employee awareness and
commitments on the issue of sustainability.

Anjana Nath defines Green HR as environment-friendly HR initiatives leading to better efficiencies, less
cost and heightened employee engagement levels.

Typical green activities are performed to travel requirements through video recruiting or the use of online
and video interviews.

It involves undertaking environment-friendly HR initiatives resulting in greater efficiencies, lower costs

and better employee engagement and retention, which in turn, help organizations to reduce employee
carbon footprints by the likes of electronic filing, car-sharing, job-sharing, teleconferencing, and virtual
interviews, recycling, telecommuting, online training, energy-efficient office spaces, etc.

Green HR initiatives help companies find alternative ways to cut

costs without losing their top talent. Focus on Green HRM as a strategic initiative promotes sustainable
business practices.
Therefore, developing a new organizational culture through GHRM practices becomes a manager’s
concern. Developing a green culture can affect employee behavior and introduce certain values that build
an internal culture.

Green behavior is assumed to be instrumental in the implementation of the green HRM culture and
adopting formal environmental strategies.

According to Mandip the practice of green HR should be translated into the HR processes, such as
recruitment, training, compensation, etc.

From the definitions stated above, it can be concluded that Green HRM needs the participation of all the
organization’s members to create and keep the organization green.

Benefits/Advantages of Green HRM

Green HRM involves undertaking environment-friendly HR initiatives resulting in greater efficiency,

lower costs and better employee engagement and retention, which in turn, help organizations to reduce
employee carbon footprints by electronic filing, car sharing, job sharing, teleconferencing and virtual
interviews, recycling, telecommuting, online recruitment and training, energy-efficient office spaces, etc.

The Green Human Resource Management plays an important role in the industry to promote the
environment-related issues.

Organizations must formulate HR policies and practices, train people to increase awareness about the
environment, and implement laws related to environmental protection.

The Green HRM may also help the employers, manufacturers in building brand image and reputation.

Organizations need to conduct an environmental audit, thus changing the organizational culture, thinking
about waste management, pollution and helping the society and its people, those are getting affected by
pollution.

It will also make employees and society members aware of the utilization of natural resources more
economically and encourage eco-friendly products.

Experts have identified the benefits of GHRM, which are mentioned below:

1. Helping companies to bring down costs without losing their talent.

2. Organizations have huge growth opportunities by being green and creating a new friendly
environment which helps in enormous operational savings by reducing their carbon footprint.
3. It helps in achieving higher employee job satisfaction and commitment which leads to higher
productivity and sustainability.

4. Create a culture of having concern for the wellbeing and health of fellow workers.

5. Improvement in the retention rate of the employee.

6. Improved public image. Any time a firm adds a green initiative to its workplace, it can use the
event to generate positive public relations. Organizations can promote environmental
contributions to the media through press releases to earn the attention of potential customers and
possible new sales.

7. Promote employee morale.

8. Improvement in attracting better employees. Dolan’s (1997) study of USA MBA students found
that most of the graduates would take a lower salary to work for environmentally responsible
organizations.

9. Reduction in the environmental impact of the company.

10. Improved competitiveness and increased overall performance.

11. Reduction of utility costs significantly. Even small businesses can significantly reduce their utility
costs by using technologies that are energy-efficient and less wasteful.

12. Rebates and Tax Benefits. Going green is easier with the assistance of governments, local
municipalities, Water supply authority, and electric companies that offer tax incentives and
rebates.

13. Increased business opportunities. Some government agencies, commercial businesses, and
nonprofit institutions mandate that only businesses that meet specific green standards can bid on
their contracts. Some also mandate that their purchasing departments only buy green products or
use products and services sold by companies that meet certain green standards.

14. Reduction of environmental damage. Encouraging employees, through training and compensation
to find ways to reduce the use of environmentally damaging materials.
Today, most educated and affluent consumers look for companies that adopt environmental standards.
Organizations pursuing environment-friendly human resource policies are also immensely benefitted.

This may help in arriving at greener products and green savings from waste elimination. The promotion
of such values may also indirectly improve consumer satisfaction.

Disadvantages of GHRM

While environmentally friendly living is a positive ideal, there are several possible disadvantages of going
green. Gregory Hamel has made a review of the disadvantages if an organization is going green.

The major disadvantages are listed below;

 Initial costs.
 Inadequate savings.
 Increased capital outlays.
 Uneven competition.
 Marginal impact.
 Employee apathy and reluctance.

Initial costs

Perhaps the greatest disadvantage of going green is that it often requires a large initial cost.

For example, installing a new roof or new insulation to keep heat from escaping our home would be
considered a green home improvement, but it would cost a large sum of money to get the work done.

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.
Increased capital outlays

Some green conversions require an initial cash outlay that decreases the firm’s bottom-line performance
while the investment is paying for itself. This can decrease the earnings or annual profits of a firm.

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.

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.

Employee apathy and reluctance

Many employees feel that it is not their responsibility to protect the environment while they are at work.

But the newly educated workforce is emphasizing on environmental management consciousness when
they choose their employers,
4.2 BASIC THEORIES OF THE TOPIC

How to Implement Green HRM

Jabbour and Santos (2008) consider HRM may contribute to environmental management in companies if
they:

1. recruit and select people committed to the environment;

2. train and evaluate employees’ performance based on environmental criteria;

3. implement ways of rewarding individual and collective environmental performance is

remunerated and non-remunerated ways;

4. stimulate continuous education in environmental management;

5. treat environmental aspects as values of corporate culture; and

6. promote interaction between teams to deal with environmental problems and strive for continuous
improvement of environmental management activities.

From a study of three companies, Kitazawa and Sarkis reveal a continuous reduction of pollution is
significantly related to the empowerment and participation of employees who are trained in activities of
environmental management and incentive programs, such as profit-sharing, that will increase employee
participation in companies.

Moreover, team-based approaches, skill improvements, open communications and management supports
for continuous improvement in operating activities for pollution reduction are also found important.

Based on research involving employees from two different companies, Perron, Cote, and Duffy (2006)
emphasize on measuring employee performance after being trained on environmental issues to check
employee performance improvement on environment management.

Other researchers have also asserted the importance of environmental training and communication,
organizational learning and the performance of environmental management programs.

Dutta explains GHRM is directly responsible for creating a green workforce that understands, appreciates
and practices green policies.
An organization can maintain its green objectives throughout the HRM process of recruiting, hiring, and
training, compensating, developing and advancing the firm’s human capital.

The implementation of rigorous recruitment and selection of employees, performance-based appraisal

system, training programs aimed at green management initiatives have basic importance to fostering
environmental innovations.

Gaining a reputation as a green employer is an effective way to attract new talent. Phillips finds 8% of
UK firms reward green behaviors with various types of awards and/or financial incentives.

Green responsibilities can be used by environmentally responsible employers to attract talent that fits and
contributes to achieving the organization’s environmental goals.

Baron and Gomez-Mejia find the effectiveness of executive pay practices related to greater pollution
prevention success in US firms operating in high- polluting industries.

Govindarajulu and Daily find recognition programs are another popular component of corporate
environmental initiatives.

Strategic Aspect of Green HRM

HR plays a vital role in making the environmental responsibility of the organization as a part of the
corporate mission statement.

The responsibility of the HR managers is to create awareness about the Green HRM, the Green
movement, and the utilization of natural resources, helping the corporate to maintain the proper
environment and retain natural resources for future generations among young and working people.

A green job is an employment that directly works with strategies, information, materials, and
technologies that contribute to minimizing environmental impact and requires specialized knowledge,
skills, training or experience in these areas.

1. According to Zoogah, D. (2010), five major platforms where sustainability principles can be
applied in the transforming an organization to the wholly sustainable enterprise is as follows;

2. “The Green products/services Portfolio” including waste and pollution management, resource
replacement, sustainable design, and adaptive reuse.
 3. “The Green Workforce” including Human Resource strategies, culture, recruiting and retention,
training, career path development, and diversity.

4. “The Green Workplace” including global locations, physical plants, ergonomics, virtual
workplaces, green buildings, environmental discharge, waste and energy, use and source.

5. “The Green Function/Process Model” including sustainability applied to traditional functions,

enterprise-wide green process modeling to incorporate green practices and sustainable-
management.

6. “Green Management and Governance Principles” including board and management

accountability, sustainability test, compliance, incentives, ethics, reporting, and assurance.

Green HR polices emphasis on group and individual capabilities to convey green behavior. The goal or
objective of such policies is to create an environmental corporate culture.

The focus of Green HRM concentrates on employee’s environmental behavior in the working place
which in turn employees can practice such kind of behavior in their private life.

Green HR Policies

There is no doubt that organizations are the main cause of environmental problems, they should,
therefore, play a large role in addressing environmental management issues. Bebbington (2001) has
identified a wide range of GHRM practices.

 Green HR Policies are;

 Sourcing and acquisition of human resources.

 Green recruitment, and selection.

 Orientation.

 Learning and development.

 Green performance management.

 Green compensation and reward management.

Sourcing and acquisition of human resources

As higher-level executives have more responsibility for green initiatives, green targets should be included
in the managerial job description. As the requirement of employees, environmental consciousness can be
included in the competency model of the organization.

Green recruitment, and selection

Company websites can be used to invite applicants to apply for vacant positions. Resumes can be
submitted online to reduce wastage of printed materials.

Companies can also use web portals for onboarding documentation like offer letter, credentials and
testimonials regarding qualifications and experiences and acceptance letter of selected applicants.

Environment-friendly firms receive better qualified and motivated job applicants. Some applicants are
preferred to sacrifice salary potential to work for environmentally responsible organizations.

Some Job descriptions of an announced position and other information about the company can post on its
website which helps in the orientation of the new employees.

Again several environmental aspects can be mentioned in the job description. Green issues should be
specified in the job description.

Such type of job description includes environmental reporting roles, health and safety tasks, harmful
elements/probable radiations for staff and then match worker’s attributes according to the environmental
competencies.

An organization can set “Green awareness” as a preferential criterion to select employees. Firms recruit
employees who are green aware.

Orientation

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.

Employers should highlight the concern for green issues of employees like their health, safety and green
working conditions in the orientation program.
Learning and development

Learning, training and development policies can include programs, workshops, and sessions to facilitate
employees for improving and acquiring knowledge in environment management, green skills,
and attitudes.

For future talented green managers, job rotation in the green assignment should become an important part
of their career development plan.

Training contents should be settled to increase employee competencies and knowledge in green
management.

Extensive use of online and web-based training modules and interactive media can be used as a training
tool for environmental management training.

Environment-related aspects of safety, energy efficiency, waste management, and recycling can become
the central points of green training.

Training managers should depend more on the online course material and case studies rather than on
printed handouts, thus further reducing the use of paper.

Green performance management

The goal of the Performance management (PM) system in green management is to measure ecological
performance standards through different departments of the organization and achieve useful information
on the green performance of managers. Green performance indicators should be included in the PM
system.

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.

Green compensation and reward management

The compensation package should be adapted to reward green skills acquisition and achievement by
employees.
Monetary, nonmonetary and recognition based environmental reward systems and monthly managerial
bonuses can be provided based on performance outcomes in environmental balance.

GREEN HRM PRACTICES

Researchers (Cohen and Taylor, 2010; Ehner, 2009; Behrend, 2009; Philips, 2007) suggest a few Green
HRM practices, which are mentioned below:

1. Encouraging employees, through training and compensation is to find ways to reduce the use of
environmentally damaging chemicals in their products.

2. 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.

3. 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.

4. Emphasizing long-term employment security is to avoid disruption for employees, their families,
and communities.

5. 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.

6. 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.

7. 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.

8. Green actions can occur with minimum use of paper and printed materials in recruitment, training
and development, and performance appraisal.
9. 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.

10. Luminous light bulbs and other energy-saving green devices can be used in the workplace.

11. 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.
12. Conduct business meetings and conferences through the internet, telephone, and video
conferencing wherever possible to reduce business travel.

13. Provide flexible work opportunities to employees in telework or work from home by using emails
and company portals through intranet and internet.

14. 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.

15. Encourage the employee to turn off lights; computers and printers after work hours and on
weekends for further energy reductions.

16. Inspire employees to place computers and printers in energy-saving settings when they will be
away for a while.

17. 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.

18. Work with IT to switch to laptops over desktop computers because Laptops consume up to 90%
less power.

19. Arrange an air conditioning system with discretion.

20. Purchase large or refillable containers of creamer, sugar, salt, pepper, and butter instead of
individual containers.
21. XII. Arrange green-themed games to promote environmentally friendly behavior and staff
togetherness.

22. Provide green promotion which includes loan discounts on fuel-efficient cars and energy-saving
home improvements, discounts at local green merchants
4.3 REVIEW OF RESEARCH ON THE SELECTED TOPIC

1st RESEARCH ARTICLE

NAME OF AUTHOR: Douglas W.S. Renwick, Tom Redman1 and Stuart Maguire2 (2012)

TOPIC NAME: Green Human Resource Management:A Review and Research Agenda

ABSTRACT

The paper makes a case for the integration of the largely separate literatures of environmental
management (EM) and human resource management (HRM) research. The paper categorizes the existing
literature on the basis of Ability–Motivation– Opportunity (AMO) theory, revealing the role that Green
human resource management (GHRM) processes play in people-management practice.The contributions
of the paper lie in drawing together the extant literature in the area, mapping the terrain of the field,
identifying some gaps in the existing literature and suggesting some potentially fruitful future research
agendas. The findings of the review suggest that understanding of how GHRM practices influence
employee motivation to become involved in environmental activities lags behind that of how
organizations develop Green abilities and provide employees with opportunities to be involved in EM
organizational efforts. Organizations are not using the full range of GHRM practices, and this may limit
their effectiveness in efforts to improve EM.
2nd RESEARCH ARTICLE
NAME OF AUTHOR: Ms. Sneha Banerjee¹ & Dr. Amit Bijon Dutta ²(2012)

TOPIC NAME: green hrm: a brief review

ABSTRACT

The positive outcomes of ‘going green’ and the undemanding modes of implementation of the same have
not only made people from every facet of businesses aware of but also have subtly lead to its facile
execution. Due of trends of globalization and modernization in businesses, the organizations are slowly
trying to comprehend the importance of sustainable businesses and hence enactment of green human
resource management is becoming indispensable strategically. More and more organizations are actively
trying to go green at offices. The paper primarily focuses on briefly understanding green human resource
management, listing of practices relating to it, rewards of green human resource management and the
scope of other initiatives for building it further.
3rd RESEARCH ARTICLE
NAME OF AUTHOR: Deepak Bangwal a*, Prakash Tiwari a (2014)

TOPIC NAME: Green HRM – A way to greening the environment

ABSTRACT

Across the globe, we are moving to industrialization, that increases, business production, technology and
other business activities. This was not only increases human convenience, but also increases its standard
of living. But on the other side, it also increases ecological hazard that resulted ecological threats to
human being. So this is a time Peoples need to use Green practices to save the environment and most
important resource of the planet i.e. Human. Greening employees from top to bottom is not an easy task,
but pro environmental plan and implementing Green human resource management (GHRM) practices
practically has produced a positive result toward the Green environment. The paper focuses upon the
GHRM, various Green Human Resource Practices and explains the role of green human resource process
in going green. Finally, the paper suggests some social implication of Green human resource practices for
green organization.
4th RESEARCH ARTICLE
NAME OF AUTHOR: Anna Marciniuk-Kluska (2016)

TOPIC NAME: Green Human Resource Management as a Tool for the Sustainable Development of
Enterprises: Polish Young Company Experience

ABSTRACT

The growing role of sustainable development and, above all, its ecological aspect, in the development of
modern company competitive edge leads to the popularization of the question of incorporating
environmental practices into the area of human resource policy, referred to as Green HRM. The objective
of the research was to identify pro-environmental HR practices embraced by young Polish enterprises and
to prioritize them in accordance with their effect on company sustainable development. To attain these
goals, a survey was conducted among a random, representative population of 150 young enterprises. The
study revealed that the Green HRM concept in the Polish reality is relatively. However, there is a strong
positive correlation between the evaluation of the impact of individual activities within Green HRM on
sustainable company development and their practical implementation. Research demonstrated that the
higher the evaluation of the impact of a given activity, the more frequent its implementation in the studied
companies. This allowed the formulation of the following conclusion: in order to increase the scope of the
implementation of the Green HRM concept in Polish young enterprises, it is necessary to raise awareness
and disseminate knowledge concerning the impact Green HRM can have on sustainable development in
organizations.
5th RESEARCH ARTICLE
NAME OF AUTHOR: Aditi Singh (2017)

TOPIC NAME: RECOMMENDATIONS TO ASSOCIATION FOR ADOPTING PRACTICES OF

GREEN HUMAN RESOURCE MANAGEMENT

ABSTRAC

Human resource management is an asset and most precious resource of any company. It is only one living
resources out of all existing resources. As per the changing environment study an external environment
become more competitive and interdependent. Resources crisis, crunching, increasing
demand,globalization and most recent de-globalization is a situation where need to do brainstorm on
finding an updated and novative practices of HRM. One invented practice of involving green effects with
HRM is Green Human Resource Management (G-HRM), it could be the integrated practice with existing
practices which will provide modest solution and upgrade the HRM practices. The study of this paper is
based on HRM practices and specifically of one practice as Recruitment and selection with the impact of
Green Human Resource practices including 5Rs (Reduce, Reuse, Recycle, Replenish, Restore). Objective
of this paper is to finding out the various greening activities towards sustainability. This would initiate
with the spreading awareness about Green HR and its effect on environment sustainability, resources
availability and utilization. This paper is more focused on policies of recruitment and selection could be
integrated with Green factors where it can enhance employee outcome. Facilitate to various organization
& association for motivating them to enhance activities of Green. Further objective of study is giving
scope to work on analyzing benefits and cost analysis of green practices implementation. A questionnaire
survey done with 20 students of Post graduation where we can try to find out the perception of candidates
towards Green Recruitment and Selection innovative and updated practices
6th RESEARCH ARTICLE
NAME OF AUTHOR: Syed Sohaib Zubair and Mukaram Ali Khan (2017)

TOPIC NAME: Sustainable development: The role of green HRM

ABSTRACT

Concern for environment friendly policies and actions is being highly stressed all across the globe. The
recent climate conference held in Bonn where heads of several states sat together to develop a roadmap, is
an evidence of the need to rethink our habits and take decisions that can benefit the society in the long
run. Sustainable development has now become need of the hour. To ensure that this world remains a good
place to live in, environment friendly policies should be adopted. Organizations may they be public or
private can contribute significantly in ensuring a greener environment if they integrate different basic
environment friendly initiatives in to their operations. This basic conceptual paper discusses one step that
organizations can take in order to support the cause and need for sustainable growth or environment
friendly missions. This study proposes the adoption of sustainable and eco-friendly practices by Human
Resource Management departments in organizations in the shape of Green HRM. Green HRM is a
concept that has gained attention of scholars recently, this conceptual paper further adds to the basic
understanding of this idea.
7th RESEARCH ARTICLE
NAME OF AUTHOR: Deepak Bangwal; Prakash Tiwari; Pankaj Chamola(2018)

TOPIC NAME: Green HRM, work-life and environment performance

ABSTRACT

In recent years, the organisations have become more awaken of the vital role played by green initiatives.
This paper seeks to examine how green human resource management (GHRM) contributes to the
environmental performance (EPF) through employee work-life. Based on a comprehensive literature
review on green HRM and EPF, a theoretical model was proposed for investigation in which direct and
indirect effects of green HRM (GHRM) on EPF were tested relying on a survey data collected from 356
employees of leadership in energy and environmental design (LEED)-certified companies using structural
equation modelling (SEM) methodology. The results evidenced significant mediation effect of work-life
in the relationship of GHRM and EPF; however, the mediation via private life could not be supported.
Finally, the paper discusses implications of findings for the practitioners and direction for future research.
8th RESEARCH ARTICLE
NAME OF AUTHOR: Suhaimi Sudin (2018)

TOPIC NAME: Strategic Green HRM: A proposed model that supports Corporate

Environmental Citizenship

ABSTRACT

Green management initiatives become an important factor in forward-thinking businesses around the
world. Researchers argued that employees must be inspired, empowered and environmentally aware of
greening in order to carry out green management initiatives. Corporate green management requires a high
level of technical and management skills in employees, since the company will develop innovation-
focused environmental initiatives and programmes that have significant managerial implications.
However, gaps still exist in the human resource management (HRM) literature on human resource (HR)
aspects of environmental management - Green HRM. This includes an informative guide on the emergent
literature, its scope and coverage, a process model and research agenda. There is a growing need for
strategic green HRM – the integration of environmental management into HRM. The main purpose of this
study is to explore constructs of green HRM. This paper proposes a development of a new model of
strategic green HRM by reviewing the literature on HR aspects of environmental management,
synthesizing the thinking arising from the review of hese literatures, and proposes research model. From
the perspectives of strategic HRM and green management, this study argues that the new model should
include among others the relationship of assessment-based HR Interventions, environmental management
system (EMS), green intellectual capital (GIC) and corporate environmental citizenship (CEC).
9th RESEARCH ARTICLE
NAME OF AUTHOR: Dr. Shweta S. Kulshrestha Shruti Srivastava (2018)

TOPIC NAME: GREEN HRM:A NEW TREND IN ENHANCING GREEN BEHAVIOUR AT

WORKPLACE

ABSTRACT

This paper seeks to attempt simplified reflections on the concept of green human resource management
(Green HRM) that is a great concept which helps to sustain our environment and if worked on that have a
great potential to serve initially the individuals then to the society and largely on the environment along
with the business. The paper just focuses to explore the basics of this concept such as the meaning of the
green HRM, reasons for moving towards greening, importance of green HRM, greening of HRM
functions and requirements and the findings of some green HRM studies done in past by great
researchers. We hope that this paper have some utility and engenders an interest within the potential
researchers and even to the people who want to explore the concept of green HRM.
10th RESEARCH ARTICLE
NAME OF AUTHOR: Aravind S Mohana manoj k (2019)

TOPIC NAME: GREEN HRM: A NOVEL APPROACH TO ENVIRONMENTAL

SUSTAINABILITY

ABSTRACT

The Green Human Resources Management (Green HRM) has emerged from organization‘s
engaging in practices related to protection of environment and maintaining ecological balance. The term
Green HRM refers to the use of HR initiatives for promoting sustainable practices. The strategy lies in
implementing environment-friendly changes in different areas of HR like recruitment, training appraisal,
and compensation.etc. This is the benchmarking concept which is now being followed by most of the
organizations. Thus, Green HRM not only includes awareness toward environmental affairs, but also
stands for the social as well as economic wellbeing of both the organization and the employees within a
broader prospect. This paper discusses the concept of Green HRM, its organizational role and the HR
areas that could be manipulated in favour of the environment. It also covers the path to sustainability
through Green HRM practices.
 CHAPTER V
DATAPRESENTATION, ANALYSIS
INTERPRETATION DATA
5.1 APPLICATION OF TOPIC IN GLOBAL CONTEXT

Green human resource management: a comparative qualitative case study of a United States multinational
corporation

Julie Haddock-Millara*, Chandana Sanyala and Michael Mu¨ller-Camenb

a
Department for Leadership, Work and Organisations, Middlesex University Business School, London,
UK; bInstitute of Human Resource Management, Vienna University of Economics and Business, Vienna,
Austria and Visiting Professor of International HRM, Department for Leadership, Work and
Organisations, Middlesex University Business School, London, UK

This article explores the ways in which a multinational company approaches green human
resource management (HRM) in its British, German and Swedish subsidiaries. The authors
analyse the similarities and differences in Green HRM approaches in these three European
subsidiaries of a US restaurant chain. This enables the comparison of Green HRM practices and
behaviours, and considers the factors that influence the subsidiaries in this particular domain.
Therefore, this research addresses the current lack of international comparative research in the
field of Green HRM. The methodological approach is a multi-case study with 50 participants,
using semi-structured interviews and focus groups. The results present evidence of proactive
environmental management, reflected through a range of operational and people-centred
initiatives across the three European countries. Although there is an overarching commitment to
environmental sustainability, the positioning and alignment of the environment and HR
function differ amongst the subsidiaries, as does the way in which the subsidiaries choose to
engage the workforce in environmental sustainability. The study identified a number of factors
that explain the differences in approaches including, amongst others, strategic and performance
drivers and cultural dimensions, such as relationships with key stakeholders.

Keywords: employee engagement; environmental sustainability; Germany; green human

resource management; human resource management; Sweden; United Kingdom
Introduction

The degree to which human resource management (HRM) practices, systems, policies and activities align
with environmental management is a growing area of research. For example, according to Jabbour
(2013a, pp. 147 – 148), Green HRM is concerned with the ‘systemic, planned alignment of typical human
resource management practices with the organizations environmental goals’. This requires the alignment
between HR and other functional areas of the organization. Recent studies have suggested that, due to the
emerging business case for green environmental management (Ambec & Lanoie, 2008), the positioning
of the ‘greening’ function plays a key role in improving the environmental performance of organizations.
The attention organizations wish to give to green issues is reflected in the extent of the integration of a
company’s corporate Green HRM strategy into its performance management system (Marcus & Fremeth,
2009).

Incorporating green management into the everyday language and fabric of the organization is a
growing phenomenon, fuelled by the realization that green credentials matter and opportunities for
competitive advantage through innovative methods and design are feasible (Russo & Fouts, 1997;
Shrivastava, 1995). The setting out of strategic priorities and objectives develops the ‘content’, the shift
then needs to be made from

content to ‘process’ which identifies the ways in which alignment between the overarching strategy and
Green HRM strategic priorities can be achieved (Jackson & Seo, 2010). In addition, where firms are
committed to greening their operations and embedding these clearly in their mission statements and
strategies, the organizationally committed employee would be more inclined to work in a congruent and
environmentally sound manner (Harvey, Williams, & Probert, 2013). Therefore, the positioning and
alignment of the environment and HR function is essential to achieving environmental performance that
seeks to translate strategy into operational practice. The engagement and commitment of employees is
another key dimension in embedding Green practices in organizations (Aragon-Correa, Martin-Tapia, &
Hurtado-Torres, 2013; Renwick, Redman, & Maguire, 2013). Consequently, this study will focus on
these areas of Green HRM.

This study examines an organization within the foodservice industry and draws a comparison between
three European countries, the UK, Sweden and Germany. First, as multinational companies (MNCs) seek
to develop environmental management across varying national settings, the degree to which MNCs adopt
a consistent approach to Green HRM across countries is unclear. This research focuses on three country
subsidiaries of an MNC, identifying specific strategic, operational and cultural dimensions associated
with environmental sustainability. It offers insight into the rationale and stakeholder perceptions of the
positioning and alignment of the environment and HR function across these three European subsidiaries.
By comparison, recent research focuses on organizations in the same national context (Chen & Chang,
2013; Hofer, Cantor, & Dai, 2012; Jabbour, Santos, & Nagano, 2010, 2012; Jabbour, 2013b; Paille´,
Chen, Boiral, & Jin, 2014; Tatoglu, Bayraktar, Sahadev, Demirbag, & Glaister, 2014; Teixeira, Jabbour,
& Jabbour, 2012), but do not explicitly examine international differences, whereas this study specifically
highlights international management practices with a particular focus on Green HRM.

Second, this research adds qualitative evidence to identify and explain the relationship between the
environment and HR functions and the employee engagement practices. This involves identification and
exploration of the practices involved in engaging the workforce in environmental sustainability. Thus far,
research is primarily conceptual, with the development of concepts and theoretical propositions or,
empirical utilizing quantitative methods of data collection and analysis (Chen & Chang, 2013; Jabbour,
Jugend, Jabbour, Gunasekaran, & Latan, 2015; Jabbour et al., 2012; Jabbour, 2013b; Paille´ et al., 2014,
Tatoglu et al., 2014).

Third, this research focuses on the food service industry. This is important when considering the
potential environmental impact, including energy consumption, waste and carbon footprint, as this
industry is accused of producing extensive wastage and a high carbon footprint. Current research focuses
on manufacturing industries and ISO 14001-certified companies (Jabbour et al., 2012, 2015; Teixeira et
al., 2012) and aviation (Harvey et al., 2013). Therefore, this comparative qualitative empirical study seeks
to address these identified gaps in the literature.

We begin by outlining the key themes associated with the positioning and alignment of the
environment function and HR and, the development of employee engagement strategies and practices in
this domain. We then describe our case study organization and outline our methods. Then, we present and
discuss our findings before drawing conclusions, outlining limitations, potential for future research and
implications for practice.

Green HRM

Research in the field of Green HRM is inter-disciplinary, drawing from organizational themes within
strategic management (Arago´n-Correa & Rubio-Lo´pez, 2007; Boiral, 2009, Jabbour et al., 2010;
Schroeder, 2012), organizational performance and performance management (Clemens, 2006; Jabbour et
al., 2015; La¨nsiluoto & Jarvenpa¨a¨, 2010; Marcus

&Fremeth, 2009; Ambec & Lanoie, 2008), organizational culture, employee engagement, staff
development and training (Govindarajulu & Daily, 2004; Jabbour 2013b; Rothenberg, 2003; Vaccaro &
Echeverri, 2010). The following literature review focuses on the two prominent areas in the Green HRM
debate as identified earlier in this study: the positioning and alignment of the environment and HR
function including the integration with organizational performance and Green employee engagement.
Positioning and alignment of the environmental and HR function
The HR function has a critical role to play in creating and implementing sustainable business strategies
throughout the organization (Cohen, Taylor, & Muller-Camen, 2012). However, the readiness on the part
of HR to champion sustainability at a strategic level may be lacking, as HR managers may not see
themselves as strategic drivers of environmental and sustainability initiatives; instead, they mainly see
themselves as ideal partners to communicate the values to encourage behavioural change once strategy
had been developed outside of HR. The positioning of the ‘greening’ function and its alignment to the
corporate strategy and organizational performance is the key to improving environmental sustainability in
organizations. Cohen et al. (2012) suggest that organizations may come to realize the need for
sustainability through different routes, for example, a value-based route may be driven by personal
principles and passion of individuals, a strategic route may redesign the business model to position this
function accordingly and a defensive route may introduce policies and practices to meet legal
responsibilities.

The literature on the strategic positioning of the environmental function emphasizes the need for
integration of knowledge that generates capacities and establishes a shared vision based on sustainability
amongst the members of the organization. For example, Brio et al. (2007) suggested that strategic
integration of environmental management influences the achievement of an environmental action-based
competitive advantage in an organization. However, whilst organizations may be ‘talking green’, the
level to which they may be ‘acting green’ may be questionable (Prasad & Elmes, 2005). Jabbour (2011)
addresses the importance of considering the alignment of HR practices systematically in order to put
workers in control of environmental management. He suggests that, if there is little formalization of the
inclusion of environmental issues in traditional HR practices, this can affect performance in formation of
teams, organizational culture and learning resulting in a negative cycle. Nevertheless, there is little
agreement on the most appropriate functional area for positioning sustainability initiatives (Schroeder,
2012). Jabbour et al. (2010) empirical study of Brazilian companies established that firms varied greatly
in the degree to which HRM activities were aligned with environmental management. They observed that
even if firms were publically committed to environmental sustainability, some HRM practices such as job
analysis, selection, performance management, training and reward appeared to be unaffected by
environmental management efforts. They have identified the evolutionary stages of green management:
reactive, preventative and proactive based on the different levels at which companies incorporate
environmental issues into management practice. However,

companies that are able to align practices and HR dimensions with the objectives of environmental
management and performance can be successful in the organizational journey towards environmental
sustainability (Paille´ et al., 2014). More recently, Jabbour et al. (2015) have found that dimensions such
as organizational size, certification and stakeholder interests and pressures all influence green product
development and, ultimately, company performance.
 Overall, whilst the recent literature has alerted us to the strategic dimensions for environmental
management within HR, the focus has been mainly at a theoretical level. Therefore, there is a need for
new empirical studies, which may offer insights into the dynamics of role and positioning of the
environmental and HR functions and their implications on strategic environmental management and
performance. This is particularly relevant in the context of HRM systems of MNCs aiming to establish a
proactive approach to environmental management across more than one operation and geographical
boundary.

Green employee engagement

The role and responsibility of the employee in the successful alignment and integration of Green
activities into the strategic aims of the organization has to be considered. It has been suggested that
engaging with employees in addressing environmental concerns is one of the most significant challenges
facing organizations today and in the future (Frank, Finnegan,

& Taylor, 2004). This might explain why employee involvement in the area of environmental
management is well researched and grounded in theory (Renwick et al., 2013). Authors have identified
the importance of employee involvement in the implementation of environmental strategies (Ramus &
Steger, 2000). Why organizations choose to engage the workforce in environmental management is
therefore well documented (Aragon-Correa et al., 2013; Brio et al., 2007, 2009). Employee involvement
in environmental management has three foci: first, through tapping employees’ tacit knowledge gained
through their close links to the production process (Boiral, 2002); second, through engaging and
empowering employees to make suggestions for environmental improvements (Govindarajulu & Daily,
2004) and, third, through developing culture in the workplace, which supports environmental
improvement efforts. Empirical studies have identified a range of methods to engage the workforce in
environmental management, including amongst others, team formation (Hanna, Rocky Newman, &
Johnson, 2000; Robertson & Barling, 2013), employee training (Teixeira et al., 2012), developing green
leadership (Egri & Herman, 2000; Robertson & Barling, 2013) and developing a supportive culture
(Kitazawa & Sarkis, 2000; Stone, 2000).
Many commentators recommend the use of green teams to involve the workforce in green
management practices (Jabbour, 2013b; Jabbour, 2011), which can be defined as a team of people who
work together to solve environmental problems that can be used to generate ideas, resolve environmental
management conflicts and foster environmental learning. Employee environmental training and increased
awareness together with a heightened level of motivation make it possible for companies to improve their
environmental performance. Training programmes tailored to addressing environmental concerns can
involve a three-stage planning process (Ferna´ndez, Junquera, & Ordiz, 2012) beginning with
establishing the need and rationale for the training, defining the training programme objectives and
developing content that aligns with the corporate objectives. Similarly, Jackson, Renwick, Jabbour, and
Muller-Camen (2011) identify three Green HRM training perspectives, from the basic premise of
compliance, enabling the

conformance in the areas of regulations and technicality, to raising employee awareness in relation to the
corporate agenda and, finally, creating a shift in organizational culture. More recently, Jabbour (2013b)
empirical study links environmental training positively and significantly to the level of maturity in
environmental management in companies.

Renwick et al. (2013) classified a number of different roles that HR managers may take-up in
Environmental Management; these range from ‘light green’ to ‘dark green’ based on environmental
competencies and business experience. This variation in green capabilities of managers could also have
an impact on the level of green engagement. Boiral (2009) introduces the concept of Environmental
Organizational Citizenship Behaviour, which can play a key role in the efficacy and efficiency of the
greening process. An empirical employee level study in China indicates that organizational citizenship
behaviour for the environment fully mediates the relationship between strategic human resource
management and environmental performance (Paille´ et al., 2014).

Research suggests that employees are more willing to undertake environmental initiatives when their
supervisors embrace a democratic and open style of communication with regard to environmental ideas
(Ramus, 2001) and when managers and supervisors actively involve employees at all levels towards
improving environmental goals (Govindarajulu & Daily, 2004). Arago´n-Correa and Rubio-Lo´pez
(2007) suggest that a lack of expertise will probably lead to wasted time and inefficiencies, tending to
limit any major financial returns from environmental progress. Another way of motivating and engaging
employees is through Green performance appraisals (Renwick et al., 2013). This will cover topics such as
environmental incidents, use of environmental responsibilities and communication of environmental
policies and will hold managers accountable for environmental management performance in addition to
wider performance objectives. This development of both green dynamic capabilities and green
transformational leadership is a useful starting point to improve green product development performance
(Chen & Chang, 2013). At the same time, it is essential to win ‘hearts and minds’ of employees to keep
them motivated and engaged in environmental initiatives. Therefore, an organizational culture that
encourages employees to make suggestions and engage in activities that improve the environment is
imperative for employee engagement (Renwick et al., 2013).

Overall, the human factor is a key success factor in organizations’ environmental activities (Brio et al.,
2007). It is now an almost a first step when organizations introduce new environmental initiatives to
involve the wider workforce (Renwick et al., 2013). Employee engagement is a well-researched area;
what appears to be lacking is the rich insight and narrative accounts of the individual employee
experience in the field of Green HRM when developing and implementing new environmental initiatives.
Research context and methods

This research was conducted in the British, German and Swedish subsidiary of a US restaurant chain.
Herein, we will refer to them as UK Ltd, Sweden Ltd and Germany Ltd. Both UK Ltd and Germany Ltd
are of a similar size, and Sweden Ltd is smaller in comparison. The case study organization was chosen
because of its existing commitment to environmental responsibility and strategic aim to improve
environmental sustainability. The rationale for inclusion of the different subsidiaries was two-fold: (1)
they operate within a developed context that facilitates direct comparison and (2) the national

institutional environments differ, which may influence each subsidiary’s approach to environmental
sustainability. Globally, the organization aims to achieve standardization and consistency of operational
practice and performance in relation to production, standards and quality. The organization’s global
environmental vision is to maximize positive environmental impact through key stakeholder groups:
suppliers, employees and customers. For example, in the UK, the organization aims to enable and support
suppliers to use scale to make industry-changing positive moves, achieve an environmentally empowered
workforce and use high street presence to help consumers change their behaviours; this commitment is
echoed in Sweden and Germany. The organization’s scale can have impact on local, national and global
communities, by working with hundreds of suppliers, employing thousands of staff and serving millions
of customers. Pressure to develop sustainable business practices comes from a variety of sources,
including, regulating bodies encompassing local authorities, national Governments and the European
Union; collective agreements; works councils; consumer pressure; values and cultural beliefs; and
competitiveness achieved from new environmental initiatives (Nidumoul, Prahalad, & Rangaswami,
2009; Royle, 2005).

The authors adopted an interview-based multi-case study approach (Eisenhardt, 1989; Eisenhardt &
Graebner, 2007). Multiple cases provide the opportunity to identify patterns and underlying relationships
through the close examination of themes and evidence. In relation to this research, the authors were able
to explore different perspectives that were context specific, enabling a comparative analysis of
approaches to Green HRM. The case study protocol is given in Table 1.

The study involved 23 one-to-one interviews with directors and managers, and 8 focus groups with 27
managers and frontline workers (Table 2). The hierarchical structure varied
Table 1.Case study protocol.

Case study steps

1.Identification of research focus and scope

2.Identification of individual subsidiaries to become ‘multiple cases’
3.Further development of research questions

4.Identification of appropriate research instruments and protocols, including qualitative data

gathering techniques such as semi-structured interviews and focus groups

5.Identification of ‘appropriate’ participants: a vertical and horizontal slice of the case studies with
experience of environmental and human resource management/development initiatives
6.Data collection period – UK Ltd – September – November 2010
7.External transcript preparation – UK Ltd
8.Data analysis: within-case at single subsidiary level – UK Ltd
9.Coding and development of overarching themes – UK Ltd
10. Data collection period – Sweden Ltd – February 2012
11. External transcript preparation – Sweden Ltd
12. Data analysis: within-case at single subsidiary level – Sweden Ltd
13. Coding and development of overarching themes – Sweden Ltd
14. Cross-case analysis – UK Ltd and Sweden Ltd
15. Data collection period – Germany Ltd – May 2012
16. External transcript preparation – Germany Ltd
17. Data analysis: within-case at single subsidiary level – Germany Ltd
18. Cross-case analysis – UK Ltd, Sweden Ltd and Germany Ltd
19. Coding and development of overarching themes
20. Literature comparison: identification of similarities and differences
21. Reaching closure: literature and data saturation achieved
22. Dissemination: report and article development
Table 2. Interview respondents.

Job role UK Sweden Germany

Category: head office staff

European Environment Director – – 1

HR Director 1 1 1

CSR Director N/A N/A 1

Head of Environment Department 1 N/A N/A

Environment Manager/Consultant 1 1 –

Senior Manager Training – – 1

Operations Manager/Consultant 1 1 –

Assistant CSR N/A N/A 1

Category: restaurant managers

Restaurant Business Manager/Franchisee 3 3 3

Restaurant Assistant/Shift Manager 11 – 1

Category: frontline staff

Restaurant Trainer 1 – 1

Restaurant Frontline Staff – 8 8

Total participants 19 14 18
across the three countries and Table 1 shows this by identifying the role as not applicable where this
position is not within the structure (N/A) and, where researchers were not able to interview a participant,
this is acknowledged as a dash (2). Convenience dictated the sample size, the composition of the sample
has a degree of homogeneity in the sense that all participants had been involved in a Green initiative, had
experience of Green initiatives at head office or restaurant level or had a general awareness of the
organization’s current approach to environmental sustainability. Furthermore, the participants were drawn
from both company-owned and franchisee restaurants.

The overarching interview questions were drawn from the review of the recent literature in the areas
of alignment and employee engagement in environmental sustainability. The interview and focus group
questions are provided in Table 3.

The interviews began with a broad discussion of the organizations’ current strategic organizational,
environmental and human resource challenges at the local and national levels; and, current and future
environmental management initiatives. The interviews then moved into the specific areas identified in the
literature, including the role of the manager in engaging the workforce; alignment of HR with the
operational functions including the environment; organizational structure, systems and culture. The one-
to-one interviews lasted between 45 and 135 minutes and up to 135 minutes for each focus group. The
interviews were transcribed by an approved supplier, providing over 750 pages of data.

Data analysis

There were two inter-related phases in the data analysis. The first phase considered the situation and
practices within each national location; the second phase identified the similarities and differences across
the locations. The first phase involved within-case study analysis, building individual write-ups of each
national location (Eisenhardt, 1989). Collecting data from secondary and primary sources and drawing on
different methods, including one-to-one interviews and focus groups, facilitated a degree of
methodological triangulation, insofar as it enabled the authors to develop a more detailed picture of each
subsidiary. Then, the authors read through the transcripts independently, following a descriptive coding
process that facilitated the identification of data that were relevant to

the research inquiry and focusing on the participants’ personal and work-related experiences in the field
of environmental sustainability. This process enabled a degree of investigator triangulation (King &
Horrocks, 2010). The authors’ involvement in the data-gathering stage varied; therefore, their relationship
to the research topic and organization differed. Once the descriptive codes were agreed amongst the team,
the next stage involved interpretative coding, which identified a smaller number of codes. Following this,
the authors developed two preliminary themes embedded in the Green HRM literature. The authors
followed a manual coding and thematic process. Table 4 shows the overarching themes and interpretive
codes.
 Once the individual case analysis was completed, the team conducted cross-case analysis to probe for
similarities and differences in a way in which the three subsidiaries approach Green HRM (Yin, 2008).
The team continued the cyclical and iterative process, moving backward and forward amongst the data
and theory, enhancing the validity of the overarching themes, until such time as the outcomes and
explanations were explicit (Gilbert, 2005). The findings are organized through thematic analysis to
describe and discuss the two overarching themes, highlighting similarities and differences across all three
subsidiaries. Participant quotations are used to illustrate themes and give a sense of the individual
experiences at different levels of the organizational hierarchy.

Findings

UK Ltd, Sweden Ltd and Germany Ltd were found to have developed a range of environmental
management initiatives designed to address the subsidiaries impact on the environment. All three
subsidiaries have waste separation facilities, and recycle waste such as cooking oil for bio-diesel fuel. In
addition, they have extensive restaurant litter patrols in place and work with the local community to
tackle causes of concern. Furthermore, there was evidence across all subsidiaries, to varying degrees of
environmental training and energy measurement at restaurant level. Restaurant respondents from all three
subsidiaries talked about the aforementioned initiatives within the context of organizational challenges
and environmental impact reduction contribution.

At the time of the interviews, the key initiative in UK Ltd and Sweden Ltd was the launch of ‘Green
Champions’. In the UK, the initiative had progressed through the pilot stage and was rolling out
countrywide. UK Ltd respondents confirmed that this was a positive shift towards engaging the
workforce in environmental issues, helping people to reflect on their practice both at work and home. In
Sweden Ltd, the subsidiary was about to embark on the pilot. Germany Ltd has invested in a non-
financial controlling system that will standardize external sustainability against global reporting initiative
standards. At the time of collecting the data, Germany Ltd had published its first Corporate Social
Responsibility (CSR) report and was working on its second annual publication. Further initiatives
included, a CO2 compensation scheme, sustainability training in restaurants and company roadshows to
bring sustainability to the forefront by focusing on key challenges. The following section presents the
findings in relation to the two overarching themes explored in the literature.

Positioning and alignment of the environmental and HR function

There are distinct variations in positioning of the environmental management functions in the three
locations. In the UK, in the last five years, the Environment Department migrated between several
different functional areas, settling into the HR function approximately three years ago. The rationale for
the positioning of the environmental function within HR was driven by the UK Ltd belief that it has a
critical role to play in creating and implementing sound environmental strategies. Responses to a question
on the ‘fit’ between the environment and HR function confirmed that all UK respondents, excluding one,
firmly believed that this was a natural fit: ‘The environment is about behaviors so it should sit within the
HR functions’ (Restaurant Manager, UK). Respondents confirm that by making the environment part of
HR, the business is recognizing the importance of employee involvement in environmental management.
Therefore, the specialist role of the Green Champion scheme has been implemented to raise awareness
and profile of environmental initiatives within the restaurants and feed new ideas and insights to the head
office function to improve environmental performance.

In Sweden Ltd, the environmental function is now positioned within the communication team having
shifted from the supply chain department. This demonstrates a strategic shift from operations to the need
to communicate both internally and externally on the environmental performance of the company. This
appears to be driven by the local need to maintain a positive brand image of the company cited as a key
strategic challenge by respondents in Sweden Ltd. The key role of environmental management rests with
one senior manager with the ‘Green Champion’ initiative at an early stage of implementation. In
Germany Ltd, environmental accountability is a part of the Corporate Social Responsibility (CSR)
agenda and, therefore, it can be argued that is it strategically placed

to offer sustainability benefits to customers, staff and the community through an integrated approach. The
head-office personnel in Germany Ltd demonstrated a strong commitment to the sustainability agenda;
the current emphasis is on holistic integration through the development of a non-financial controlling
system to support the full and transparent collecting and recording of data. Germany Ltd is committed to
producing, publishing and disseminating its second CSR report. The main rationale for the positioning of
the environmental function within CSR is driven by their holistic approach to environmental
sustainability. However, responses from restaurant managers and frontline staff revealed that internal
integration of environmental issues is proving to be a challenge in spite of participative strategies such as
road shows and ‘green think tank’ to communicate the sustainability messages to staff. The key role of
environmental sustainability appears to rest in the hands of a few senior managers with commitment to
engage and raise further awareness amongst restaurant staff. As one manager commented: ‘ . . . it is about
going beyond routines, thinking about what you are doing and not just being like a machine but use your
senses and common sense and being creative about environmental practices’ (Restaurant Manager,
Germany Ltd.).

Interestingly, the specialist role of the Green champions has not been introduced in Germany Ltd, as it
is seen to be the responsibility of every restaurant manager. Here, although environmental sustainability
is one of the overarching value-base of this organization, this approach is clearer in the case of UK Ltd
with the focus on broad reaching staff engagement initiatives. In Sweden Ltd and Germany Ltd, realizing
the need for sustainability appears to be via different routes – a strategic route in case of Germany Ltd
through CSR and a possible defensive one in case of Sweden Ltd to address brand image. This indicates
that the formalization of the inclusion of environmental issues in HR practices is not consistent across the
three countries. UK Ltd appears to have a partnership approach having aligned their HR systems and
processes to environmental activities in the last 2 years. UK Ltd respondents felt that by making the
environment part of the people initiatives, the business has more engaged employees. The staff survey
reflected this positively as 94% agreed that UK Ltd was committed to working towards reducing its
environmental impact, underpinning its HR strategic vision of commitment, confidence and competence.

In Sweden Ltd, the involvement of HR in environmental practices is in sharp contrast to that of UK

Ltd. The HR function in Sweden is seen as a support service by the respondents. The HR processes, in
the view of the respondents, mainly focus on addressing negative media publicity by offering regular
audit, support and guidance to managers to work within the legal framework ensuring compliance and
identify ways in which restaurants can improve their HR practices. The role of the local union requires
both HR and managers to work closely with them on decisions of employee performance. Lack of a
corporate HR system was highlighted by one particular participant who commented specifically on the
need for integration of the HR processes and environmental activities. The restaurant managers
unanimously felt that the Environment Manager should be positioned within the operation function and
that all environmental practices should be embedded in restaurant routines. One respondent stated:
‘Restaurant Managers are pragmatic; they need to be able to see a workable solution to a problem in order
to engage fully’ (Head office staff, Sweden, Ltd). Here, the alignment with operational activities rather
than HR is seen to be more effective in embedding environmental practices. However, several Sweden
Ltd restaurant management respondents understood the benefit of a cross-functional role and the
relationship between operations, communication and HRM, viewing the role of the Environment
Manager as a business partner.

In Germany Ltd, the comprehensive alignment of HR processes with the operational strategies was
highlighted as a challenge by both restaurant managers and frontline staff: ‘

. . . there are sustainability plans, strategies, and activities on all levels of the organisation and so the
alignment is very important’ (Head office staff, Germany Ltd). The aim to achieve a balance between
economic growth, environmental stewardship and the people is a constant challenge. With focus on
standardization of work processes to achieve quality and consistency, the HR challenge is to ensure the
workforce is suitably qualified. Here, the main focus of the role appears to be educational. Head office
staff highlighted that CSR: ‘ . . . has to be embedded within HR processes such as training, development
and retention’ (Head office staff, Germany Ltd).

Overall, although the overarching strategic HR priorities around workforce commitment, training and
development are in principle embraced by all three countries, the specific HR initiatives supporting
environmental practices vary considerably (Table 5). Factors that influence these variations in approach
include structure, position and alignment of the HR and environment functions.
Green employee engagement

Addressing environmental concerns through employee engagement and behavioural change were
discussed with respondents from all three countries. In UK Ltd, over half of the respondents felt that
engaging and embedding environmental practices were the greatest HRM challenges with employees
facing ever increasing targets and heightened expectations around the core fundamentals, such as service
and quality. As yet, environmental performance indicators are not perceived by the majority of
respondents as a core requirement. In all three countries, the performance indicators consist of four
quadrants, focusing on the customer experience, staff, finance and leadership. In the majority of
respondent’s views, these indicators drive the key priorities and performance outcomes. However, the
majority of respondents also acknowledge that the challenge is to raise the importance of environmental
impact reduction. This might be achieved through the alignment of the organization’s strategic aim to
improve environmental sustainability, operationalized in environmental practices and translated into key
performance indicators. Respondents from all locations understand the need to measure performance in a
result-orientated business: ‘If we can’t measure it doesn’t exist . . . we are competitive; if we can’t
measure it is not important . . . performance is mainly about bottom lines, targets and goals’ (Business
Manager, Sweden Ltd). This strength of feeling was reflected in the UK Ltd and Sweden Ltd by the
majority of respondents. In the majority of cases, the respondents were aware that improved
environmental performance would decrease costs, particularly in the area of energy consumption. The
connection between energy consumption and cost reduction demonstrated the profit-focused orientation
seen across all restaurants and a consistent approach to measurement. In some cases, restaurant managers
felt that there was a greater need for clarity and consistency, particularly in the area of energy
consumption and measurement and that the causal link between changes in practice and decreased costs
was not entirely transparent. Other than financial key performance indicators, such as waste reduction and
recycling, respondents did not recognize the integration of environmental indicators into the performance
measures at the restaurant level. The importance of transparency and visibility in relation to restaurant
environmental performance was cited by respondents across all three countries.

Respondents also highlighted the role of managers as a key factor in staff engagement with
environmental initiatives. Frontline respondents in Sweden Ltd highlighted the

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importance of having the ‘right leader’ to face the current challenges and provide clear direction in the
future. The impact of role modelling was identified as a way of demonstrating the ‘right thing to do’.
Focus group respondents referred to the ‘shadow of the leader – people will do what I do not what I say’
and confirmed that this message is communicated in their basic shift management training. Here, there is
a similarity with Germany Ltd as the role of the manager was seen as the key to the success there too.
Management respondents referred to the need to be a role model as ‘a shift leader to set an example’.

The implementation of ‘Green Champion’ in UK Ltd and Sweden Ltd is a strong indicator of the
commitment to employee engagement to environmental sustainability in these subsidiaries. The purpose
of the Green Champion was to: ‘ . . . raise awareness of environment initiatives within restaurants,
feeding new ideas and insights back to head office and – hopefully - improve our (environmental)
performance against some key measures’ (Head Office respondent, UK Ltd). The overall aim of the
initiative was to raise the profile of the environment within restaurants and encourage staff to think – and
act – in a way that is better for the restaurant and the planet. This is expected to enhance the level of
commitment, reinforcing the behaviours that drive environmental performance. Both UK Ltd and Sweden
Ltd pitched the Green Champion position as a voluntary role and recruited individuals with drive and
passion to maximize engagement. However, the hierarchical level varied across the two subsidiaries; in
UK Ltd, the role was undertaken primarily by Shift Managers who had responsibility for staff training. In
Sweden Ltd, the roles were more inclusive of frontline workers, with less focus on hierarchical position.
All respondents felt that Green Champions should demonstrate a bias for action through their behaviour
and positive attitude and have sound operational knowledge of the business; time served in the
organization was less important. In Sweden Ltd, where the implementation of the green teams was at the
developmental stage, there was concern about ownership and accountability. A number of respondents
cited the differing levels of engagement and views amongst stakeholders about engagement with
environmental engagement. Management respondents referred to the ‘younger generation’ (between 16-
25 years) and their lack of interest in positive environmental practices. They also highlighted the
difficulty they have in engaging with the local community and in particular getting ‘customer buy-in’.
The wider stakeholders also present a challenge: ‘unions have no interest in environmental issues’. In
addition, engaging with business partners such as waste collection services is difficult due to barriers
caused by the rigour of local authority agreements.

In Germany Ltd, with a holistic approach to CSR driving environmental performance, engagement
was clear at the senior head office level. Germany Ltd published its first CSR report in 2011, focusing on
four areas including the eco-footprint and efficient use of resources such as energy. Head office
respondents indicated that the next report would involve frontline staff contributing good practice stories
around environmental initiatives within restaurants. However, frontline respondents explained that in
relation to specific environmental measures such as waste management, energy consumption and litter
control, they are unaware of their restaurants’ output and performance. Furthermore, responses from
management and frontline staff in restaurants indicate that environmental issues are further down their list
of priorities:

The most important people in the restaurant are the shift leaders. The shift leaders have rules how to
manage their shift. They have, for example, a prioritisation system and it says to them your first
priority is food safety, the second is quality and the third is service and the fourth is the ambience
(Restaurant Manager, Germany Ltd).

Therefore, engaging staff to develop their understanding of environmental issues and support new
initiatives is a challenge when there are a number of other competing priorities. Germany Ltd has a
number of employee engagement initiatives at different stages of development and implementation.
Currently, road shows are targeted to bring sustainability to the forefront, focusing attention on issues that
challenge restaurants and their teams:

This idea of doing the roadshows my main task is really to implement sustainability change....

it became very clear to me that internal audiences are as important as external audiences and that the
focus, image and reputation alone will not do. If you really want to develop a company towards
sustainability you need to leverage the potential of the people. (Head office respondent, Germany
Ltd)

The commitment to invest in staff development and training at all levels of the hierarchical structure is
consistent across all three subsidiaries. The way in which the three subsidiaries choose to do this is
different. At the time of collecting the data, UK Ltd had launched the Apprenticeship scheme, available
to all employees, giving them an opportunity to develop job-specific skills acquired through work-place
training and gain a nationally recognized qualification. A core component of the scheme is the
Environment Module that focuses on knowledge, skills and behaviours in relation to energy, waste,
recycling and litter. More than 5000 staff members have completed the Apprenticeship; an additional
8000 employees are currently studying, all of which complete the Environment Module. In Sweden Ltd,
environmental training is incorporated within the staff development provision through a modular
approach, starting from induction to management training. In Germany Ltd, integration of environmental
sustainability into training and development is still in the embryonic stage. German head office
respondents clarified that future plans for environmental management training will incorporate key
themes for restaurant managers as part of an overall developmental strategy to engage the workforce
within the environmental sustainability agenda. The core elements of sustainability will be delivered via
an e-learning module, the aims of which will be to ensure compliance and raise awareness in relation to
environmental concerns.
 Overall, the level and the depth of engagement are not consistent across all countries (for a summary
of the differences and similarities, see Table 5). However, respondents in the different subsidiaries
acknowledge that this a key challenge which they are trying to address. Sweden Ltd has adopted UK
Ltd’s Green Champion initiative engaging the workforce at the restaurant level. Germany Ltd, on the
other hand, has developed an overarching corporate social responsibility strategy, which incorporates the
environment and appears to be at the early stage of restaurant-level integration.

Discussion

This section discusses the above results based on the key research concepts explored in the literature on
environmental human resource management and development The purpose of this study was to explore
the way in which a global foodservice MNC approaches Green HRM in an international context, across
three European countries. This enabled the comparison of Green HRM practices and behaviours,
identifying similarities and differences, shedding light on some of the reasons that might explain the
varying approaches. The authors identified two similarities: First, was the overall commitment to
environmental sustainability (Jackson & Seo, 2010) of the MNC across the three subsidiaries,
demonstrated through the range of initiatives developed and implemented within restaurants. Second, the
lack of specific environmental key performance indicators

within the performance management system, which may hinder the ability of the organization to engage
the workforce (Paile et al., 2014) in making connections between practice and impact. The influencing
factors include, on the one hand, the organization’s global environmental vision and, on the other, the
challenges associated with defining operational targets and embedding these in environment practices in a
global foodservice organization. The size of the firm can be positively associated with the degree of
environmental activity (Hofer et al., 2012) as can the degree of stakeholder interest (Jabbour et al., 2015;
Tatoglu et al., 2014).

Literature confirms the importance of the positioning of the ‘greening’ function as a key factor in
improving the environmental performance of organizations (Ambec & Lanoie, 2008). Similar to Jabbour
et al. (2010) empirical study on manufacturing companies located in Brazil, this case study also identifies
variations in the degree to which HRM activities are aligned with environmental management, as there is
inconsistency in the alignment and positioning of the environmental and HR functions. The key driver
here appears to be the local cultural approaches such as value-based, strategic or even a defensive route
(Cohen et al., 2012) determined by the business conditions and experiences within each subsidiary.
Therefore, the relationship of HR with the environmental functions varies among a partnership, a
supportive and an educational role. Here, the crucial role of HR in environmental sustainability as
suggested by Jackson and Seo (2010) and Jabbour (2011) in their research is likely to affect
environmental performance.
 Although the need for active engagement of employees in green management is highlighted in the
literature (Aragon-Correa et al., 2013; Boiral, 2009; Ramus & Steger, 2000; Renwick et al., 2013), this
research suggests that employee environmental engagement strategies can vary. Companies that use green
teams more intensively have more proactive and advanced greening functions (Jabbour, 2013a). The
Green Champion approach to employee involvement, aimed at restaurant management and frontline staff
in the UK Ltd and Sweden Ltd, is a specific environmental initiative but in Germany Ltd all restaurant
managers are expected to incorporate this role within their day-to-day management responsibilities. These
differences in approach both in terms of strategic focus and processes of implementation are influenced
mainly by local conditions as presented in this case study. For example, in UK Ltd, the HR Director’s
commitment to the environment has accelerated employee engagement and the subsidiary has not
recognized trade unions. On the other hand, in Sweden Ltd, HR services must work closely with the
Unions to fully engage employees with new initiatives and this influences the strategic and operational
focus. In Germany Ltd, the holistic approach to CSR is influenced by their position that environmental
and social factors are key in their planning and decision-making and as such they have made a
commitment to work towards a systemic quality assurance process.

Another variation is the environmental specialism of personnel within the three subsidiaries. Using
Renwick, Redman, and Maguire (2008)’s ‘shades of green’ typology, the case study offers roles ranging
from of the ‘dark green’ in Sweden where an environmental Manager has been appointed to provide
environmental leadership to ‘green’ (green champions) in the UK and ‘light green’ (CSR leadership at
senior level and restaurant manager) in Germany. The role of such specialist individuals or teams is
supported by the literature on Green HRM as it recommends the use of green teams to address
environmental issues, generate new ideas and foster environmental learning (Hartman & Stafford, 1997;
Jabbour, 2011). Environmental training and green transformational leadership are recognized as a
necessary requirement for improving

green performance (Chen & Chang, 2013; Jabbour, 2013b). Where engagement with front line staff is
challenging, particularly with this type of organization-wide initiative, developing organizational
citizenship behaviours (Boiral, 2009) is recommended to embed environmental practices within
operational functions.

Finally, this case study enforces earlier empirical research, which suggests that employees who feel
that their supervisors are supportive of environmental actions are more likely to try environmental
initiatives than those who do not feel that their supervisors use supportive behaviours (Govindarajulu &
Daily, 2004; Ramus, 2001, 2002). The importance of the role of the manager in employee engagement is
also apparent from the research.
Conclusion

This paper has identified a number of similarities and differences in the way in which a global
foodservice MNC approaches Green HRM in an international context across three European subsidiaries.
Although there is an overarching commitment to environmental sustainability, the positioning and
alignment of the environment and HR function differ amongst the subsidiaries, as does the way in which
the subsidiaries choose to engage the workforce in environmental sustainability. The study identified a
number of factors that explain the differences in approach including, amongst others, strategic and
performance drivers and cultural dimensions, such as relationships with key stakeholders. Furthermore,
examples of environmental practices aimed at engaging the workforce are also presented.

A key implication for management practice from this empirical study is that embedding of routines
within operational systems is essential to the successful implementation of any environmental initiative
within a large foodservice MNC. Therefore, as the end product, i.e. food to be served to customers, is
prepared by people and not machines, environmental behaviours would need to be developed and
incorporated within operational processes to achieve consistent environmental outcomes. Whether it is
the green teams or restaurant managers, their aim should be to embed green activities within the day-to-
day routines and practices of the restaurants. Our results indicate that some practices, such as litter patrol
and cardboard recycling, are part of everyday practice. Here, environmental training can be planned and
designed to develop such behavioural competencies. However, to achieve proactive environmental
manage-ment (Jabbour et al., 2010; Teixeira et al., 2012), the focus has to be on organizational
behaviours that support environmental engagement, as in a people-orientated business employee
engagement is fundamental to the organization’s success. At a societal level, this highlights the need for
ownership and accountability of people and community to support and replicate such behaviours.

Another implication is the extent to which cross-functional integration influences environmental

sustainability from both a strategic and operational perspective. From a managerial perspective,
understanding the impact of alignment between key functional areas in positively influencing
environmental sustainability can provide the basis for discussion concerning the integration of key
organizational practices, which can leverage employee engagement. From the point of view of teaching
and learning, the extent to which context influences strategy and practice is worthy of further
consideration, from both strategic management and learning and development perspective.

There are a number of limitations in this empirical study, some of which provide consideration for
further research. First, this research incorporates both company-owned and franchised restaurants. What
has not been addressed in this study is the degree

to which franchisees have the opportunity to innovate in the area of environmental management and the
impact this may have on the wider-workforce engagement. Second, the research was restricted to Europe,
therefore does not include the perspective of the parent organization and the extent to which the parent
strategy influences the development of subsidiary strategies and practices, including the alignment of the
HR and environment functions and the ways in which subsidiaries are able to engage their workforce in
the sustainability practices. Third, the study considered the perspectives of individuals within the vertical
hierarchy of the organization and the findings do not extrapolate and isolate the views of those working in
a strategic, managerial or operational role. Future research can focus on each of these perspectives and
consider the hierarchical influences on the strategic development of Green HRM and the implications for
the management and operation functions in relation to policies, practices and behaviours. Fourth,
although the study identifies the introduction of the Green Champion role as a key employee engagement
strategy in UK Ltd and later, Sweden Ltd, the extent to which the role is effective in demonstrating
positive organizational employee outcomes is yet unclear and therefore an area for further research.
5.2 APPLICATION OF TOPIC IN INDIAN CONTEXT

Green HRM Practices – A Case Study of a Few Selected Indian Companies

Dr. Anu Singh Lather Dr.Shalini Garg

Dean – USMS Associate Professor -USMS
GGSIPU, Dwarka, New Delhi GGSIPU, Dwarka, New Delhi

Abstract

Green HRM is the latest buzzword in organizations today. With a lot of emphasis and focus of the top
management on sustainability, Green practices are being adopted and corporations today are developing
human resource policies for promoting environment management initiatives. Earlier the success of a firm
was strongly dependent on promotion of economic value. However today, organizations have to consider
the reduction of ecological footprints and give importance to social and environmental factors along with
economical and financial factors in order to enable the organization to be successful in the corporate
sector thereby enabling attainment of profit by the shareholders. This paper is an attempt to study some of
these practices in a few selected Indian organizations today. The paper also highlights the impact Green
HR has created and the advantage these companies have over their counterparts due to these practices.
This study comes at an opportune time as there is a great deal of increase in the level of environmental
pollution and waste emerging from industries which has resulted in increase in implementation of policies
by governmental and private sector with the aim of reducing the rapid destruction to the non-renewable
resources and the ultimate negative impact it would have on societal consequences.
The Future of Business Organizations

Businesses currently grapple with the realities of skills shortages, managing people through change and
creating an effective workforce. In a forecast done by Pricewaterhouse Coopers, by 2020, the radical
change in business models will mean companies facing various issues like the boundary between work
and home life disappearing as companies assume greater responsibility for the social welfare of their
employees; stringent people measurement techniques to control and monitor productivity and
performance; the rise in importance of social capital and relationships as the drivers of business success.
Given the context of future workplace and business environment, the report also estimates that the Human
Resource function, which has been perceived by many as a passive, service oriented function, may go one
of following three ways:

- With a proactive mind-set and focused on business strategy, HR will become the heart of the
organisation taking on a new wider people remit incorporating and influencing many other
aspects of the business
- The function will become the driver of the corporate social responsibility agenda within the
organisation
- The function will be seen as transactional and almost entirely outsourced. In this scenario, HR
will exist in a new form outside the organisation and in house HR will be predominantly focused
on people sourcing.
Companies are likely to develop a powerful social conscience and green sense of responsibility as the
consumers of today demand ethics and environmental credentials as a top priority. Societal and business
agenda is thus likely to align. This forecast can be visualized in the progression given below:

Table 1: Companies Going Green

2010 2012 2013 2018 2020

UK launches the US signs the Kyoto II India becomes a key Hybrid or fully A group of
London Carbon agreement and becomes a player in the CSR electric cars scientists confirm
Trading Exchange. leading advocate for agenda with a focus on outnumber that the rate of
actions to reduce the rate preserving the Indian petrol-powered global warming is
of global warming. culture and heritage. cars. slowing.
In today’s global business environment, businesses are facing increased competitive, regulatory and
community pressures. Furthermore, there is also pressure for environmental sustainability, which requires
strategies to be put in place to reduce the environmental impacts caused by the products and services
offered. Clem (2008) adds that going green reflects a social consciousness around saving and advancing
the Earth’s natural resources, preserving and protecting them for the sake of civilisation. As customers
become more aware of environmental issues, there is an increase in the demand for ecological products.
This increased awareness of and sensitivity towards environmental issues places certain demands on
business functions to become greener. 1The term ‘green businesses’ is defined by Smith (2003) and
Friend (2009) as businesses and practices that are viewed as environmentally sound, including the use of
organic and natural products to build factories, tighter protection against emissions and environmentally
friendly sourcing of materials. Zsolnai (2002) defines a green business as a business that has adopted the
concept of environmentalism across the various functions of the business. Gilbert (2007) identifies a
green business activity as any activity that is performed in a manner that has either limited negative
ecological impact or directly benefits the natural environment in some way. Morebusiness.com (2009)
describes a green business as using less natural resources to complete the tasks needed and using
sustainable methods and materials such as recycling (paper, plastic, electronics, glass and aluminium) and
using sustainable products (recycled, plant-based or organically grown).

With environmental concerns at the helm of all business decisions, the role of HR is likely to transform
greatly and Green HR is foreseen to dominate the future of all corporations, big or small. In fact, with the
growing need for the integration of environmental management into Human Resource Management
(HRM) – Green HRM – research practice, some researchers have tried to classify the literature on the
basis of entry-to-exit processes in HRM (from recruitment to exit), revealing the role that HR processes
play in translating Green HR policy into practice. Green HR is a strategy used primarily for reducing the
carbon footprint of each employee and talent retention. This term is combined by traditional CSR concept
with longer-term renewable approach to business practices. It involves undertaking environment-friendly
HR initiatives resulting in greater efficiencies, lower costs and better employee engagement and which in
turn, help organizations to reduce employee carbon footprints by the likes of electronic filing, car-sharing,
job-sharing, teleconferencing and virtual interviews, recycling, telecommuting, online training.

Given below is the current model of HRM in business organizations, and a parallel representation of what
HRM is envisaged to be by 2020.
Figure1: Current HRM vs Future HRM’
______________________________________________________________________
Human Resources: The Current Model People and Society: The 2020 Model

HR Business HR Shared Services

es People Engagement People Shared
Partners - Resourcing and Services
Specialist Centres Change Agents career management - Reward and
of Excellence - Education Benefits
- Reward - Organizational - Communications - Employment
- Policy Development Consulting Records
- Resourcing - Learning & Development Society Engagement Sustainability
- Network - Programmes
development - Compliance
- Community - Risks
Engagement
- Communications

___________________________________________________________________________

In a study by Renwick et al (2008), the authors draw together the extantt literature in the area of Green
HRM, and map the terrain in this field to propose a new process model and research agenda
ag in Green
HRM. The same is summarized in the table (Table 2) below. All the critical functions of HRM viz.
Recruitment, Performance Management, Training and Development, Employee Relations, Pay and
Reward and Exit have been taken here to propose how each of them can go green, indic
indicating the huge
scope HRM has in contributing to the Green Strategy of the organizations, and playing a significant role
to the society and the environment at large.
Table 2: Summary of Entry to Exit HR processes as seen involved in Green HRM

Recruitment
- Green job descriptions for employees (and green goals included into managerial job descriptions)
- Graduate perceptions of Green practises (applicants use green criteria)
- Green job candidates
- Recruitment of employees who are ‘Green aware’ becomes part of the interview schedule
- Green employer branding (green employer of choice)
- Green aspects introduced to the induction process (familiarisation)
- Becoming a green employer may produce other HR benefits, like increased staff motivation and/o
and/or
engagement, reductions in labour turnover, and increasing workforce health
Performance Management
- Green performance indicators into performance management system, and appraisals (PMA)
- Communication of Green schemes to all levels of staff through PMA scheme, establishing firm
firm-wide
dialogue on green matters
- Managers are set green targets, goals and responsibilities
- Roles of managers in achieving Green outcomes included in apprais
appraisals
- Writing & integrating green criteria in appraisals
- Appraisals assess number of green incidents, use of environment responsibly, & successful
communication
of environmental policy
Training and Development
- Introduce training on EM, & processes/material use
- EM training needs analysis
- Integrating training on instruction and generation of eco-values
- Development of employee skills, and competence building in EM
- Socialisation in Green values/management
- Use of Green teams in EM
- Train staff to produce green analysis of workspace
- Job rotation to train green managers of the future
- Integrating training to increase staff knowledge
- Training in EM aspects of safety, energy efficiency, waste management, and recycling
- Safety representatives to give data on green courses
- Establish development of Green personal skills
- Re-training of staff losing jobs in relevant polluter industries
Employment Relations
- Employee involvement & participation (EI&P) in Green suggestion schemes, & problem-solving
circles
- Staff independence to form & experiment with green ideas
- Integrate staff EI&P into maintenance (cleaning)
- Employee help-line for guidance in green matters
- Tailor Green EI scheme to industry/company standards
- Increase line/supervisory support behaviours in EM
- Unions negotiating Green workplace agreements
- Training of union representatives in EM
- Green elements into the health and safety process
- Encouraging employees to use green forms of transport
- Set-up low carbon chiefs including CEO and Board) to increase action in EM
- Introduce green whistle-blowing help-lines
- Discipline and/or dismissal for EM breaches
Pay and Reward
- Green pay/reward system
- Tailor packages to reward green skills acquisition
- Use of monetary-based EM rewards (bonuses, cash, premiums)
- Use of non-monetary based EM rewards (sabbaticals, leave, gifts)
- Use of recognition-based EM rewards (awards, dinners, publicity, external roles, daily praise)
- Develop negative reinforcements in EM (criticism, warnings, suspensions for lapses)
- Develop positive rewards in EM (feedback)
- Establish PRP for all to gain green stewardship / citizenship (esp. seniors)
- Link suggestion scheme to rewards system
- Link participation in Green initiatives to promotion/career gains (managers advance through
supporting
staff in EM)
- Use green tax breaks
- Line have rewards to motivate employees in EM

Exit
- Staff de-briefings in EM in cases of dismissal
- Managers to ask if Green issues are reasons for resignations (moving to a more Green employer)
- Role of exit interviews to gauge perceptions of firm Green-ness
- Whistle-blower accounts on state of firm Green-ness
- Legal protection for green whistle-blowers
Green work-life balance (WLB) is also a concept that is being discussed, although the full potential of
Green HRM in theory and practice has not yet been realized. One conceivable deficit which could hamper
the greening process is that the green HR policies focus only on employees’ working role. There is a need
to acknowledge that environmentally relevant attitudes and behaviour are not learned exclusively at the
workplace, but also in private life. People have distinctive modes of living. They practice specific
consumption patterns in their everyday life, Therefore employees’ private role as consumers is considered
crucial for learning and practicing environmental attitudes and behaviour. Some actions that companies
can take to go green include: Conducting an energy audit, recycle, reuse, reduce, telecommuting, buying
green, implement green manufacturing processes and implementing green policies.

Contemporary Green HR Practices in Selected Companies

Several companies have initiated the process of integrating environmental concerns with their business
strategy, with HR taking centre stage. Google is leading the way not just in its environmental practices
but also in publicizing their environmental record and approach. Like many emerging green companies,
Google has hired a director who coordinates corporate environmental efforts in an attempt to match their
corporate business strategy with their environmental efforts. Companies like Honda, S.C. Johnson,
Goldman Sachs, Starbucks, Patagonia, Timberland, and GE have successfully used their environmentally
friendly policies to sell their product and gain media exposure. In India, green movement and Green HR
is still in a nascent stage with a few companies following green agenda. Green Toyota has made a public
pledge that it would do business only with those concerns that are certified “Green”. The Tata Group has
gone “Green” and has made a list of third parties, vendors and suppliers whom it deals with in the course
of business without releasing toxic emissions that could harm the environment. There are many
companies implementing Corporate Social Responsibility (CSR) initiatives which also have green
projects. ITC Ltd. and The Associated Cement Companies Ltd. (ACC Ltd.) have since long practised
CSR with emphasis on environment management. This has helped generate interest and awareness about
green movement and green HRM IN India. HRM has to play a central role in creating awareness about
environment management in organisations besides taking the lead in implementing Green HR practices as
part of the bigger role to save planet earth. The companies that have been selected for this study are
business giants having robust HR practices, known to be favourable employers in India and across the
world.
IBM: Over the past decade IBM has undergone a significant and well-publicized transformation, turning
a strong multinational business into a globally integrated enterprise. Such companies integrate production
and value delivery worldwide by placing business functions where they are best located, based on the
right costs and skills. To remain aligned with this strategy and support other business needs, IBM’s
human resources (HR) organization analyzed its own functions and processes, separating core HR roles,
such as designing policy and internal business consulting, from noncore back-office administrative tasks.
“We were spending an inordinate amount of time on processing and administrative aspects, operating
technology, and a lot of foundational things that were not adding a lot of business. Now in more
than170countries and with 62percent of our business service based, IBM sees the need to capitalize on
talent worldwide. To do that, HR has shifted to a globally based, process-driven model. IBM’s five
building blocks provide the tools to operational savings and business growth. They have realized that by
going green the pocketbook and the planet gets impacted. Double your IT capacity In the same energy
footprint Reduce operational costs 40-50% energy savings $1.3M / year savings Positive environmental
impact 1,300 less cars or 3.5M less pounds of coal Diagnose Get the facts to understand your energy use
and opportunities for improvement Build Plan, build, and upgrade to energy efficient data centres Cool
Virtualize Implement virtualization and other innovative technologies Manage & Measure Seize control
with energy management software. IBM Project Big Green Use has initiated innovative cooling solutions
and has a holistic Green IT approach.

Walmart: Walmart is gaining a considerable amount of attention from its big-picture strategic goal to
be supplied 100 percent by renewable energy, creating zero waste and selling products that sustain people
and the environment. Much has been written about its intent to green its supply chain to achieve a 20
million metric ton reduction in greenhouse gas emissions and the development of environmental product
ratings. Walmart is engaging its 2+ million associates, located across four continents, to turn its
announced strategies into tangible results through a volunteer associate sustainability program. Walmart’s
associates around the world are focusing on wellness, their community and the environment. Walmart
also follows the practice of continuous recognition of associates and their stories of achievement.
Walmart is enabling collaborative management/associate thinking that has succeeded in growing green
revenues, profits and environmental improvements.
Gas Authority of India Limited (GAIL): GAIL is one of the premier Navratna Public Sector
Undertakings of India which has consistently maintained its position in Navratna list since 1997. The
company is following the best of Human Resource Management practices which are prevalent and
followed in top level international organizations. 3. It is ranked as the number one integrated energy
company of Asia, by Platts, an international survey company based in U.K. which makes a survey of
about 250 energy companies of the world every year. GAIL India Limited owes its success to TEAM
GAIL, a name given to its employees. It has a vast potential of growth in the coming times as it is
spreading its base in India for more use of green energy. It has been able to check the environmental
pollution in the country to a great extent. Saving of Taj Mahal from air pollution, reformative steps in
New Delhi, Surat, Mumbai and a number of other cities is a living example of its excellence. It is one of
the safest public sector companies with no reported cases of industrial hazard or accidents in any of its
plant over a number of years. It is because of the high level of commitment of work in its human
resources. It is contributing two percent of its Profit After Tax (PAT) to the social causes. It is a very big
help to lakhs of poor and needy people of India. It is rated as one of the best employers in the nation as
for the reports of Hewitt International which is an internationally recognized survey company. The
company is one of top level corporate citizens of the world. The best of management systems have been
in use for a number of years. It is a very fair and transparent company. Its customer satisfaction level is
very high. Its employees are among the best paid and most satisfied employees due to its good Human
Resource Management practices. It has contributed significantly to the socio-economic development of
the nation and its future prospects of growth are very high. The company has proved that following the
best of Human Resource Management practices yields organizational excellence.

ITC: ITC is one of India's foremost private sector companies with a strong commitment to the triple
bottom line. It has been a frontrunner in adopting eco-responsible processes, much ahead of legislation –
setting benchmarks for the industry to follow. It has a market capitalization of over US $ 22 billion and a
turnover of over US $ 5 billion with a diversified presence in cigarettes, hotels, paper boards and specialty
papers, packaging, agribusiness, packaged foods and a whole range of other services. ITC Ltd Sustainable
Initiatives at ITC Green Products are Premium Business Paper. For the first time in India ITC has
launched an environment friendly multipurpose paper ‘Paperkraft Premium Business Paper’, for office
and home use using a new technology 'Ozone Treated Elemental Chlorine Free Technology' replacing
Elemental Chlorine which was conventionally used in the bleaching process during paper
manufacture. ITC's Green Leaf Threshing plant in Chirala is the first in India and among the first 10 units
in the world to bag the Social Accountability (SA 8000) certification. ITC as a responsible corporate
citizen is doing many activities for the welfare of the society: Environment, health & safety (EHS)
initiatives; Reaching out to society; Preserving national heritage and Supporting sustainable development.
It is committed to protecting the environment in which it operates. It is equally committed to ensuring
very high standard of safety at the work place. In the conduct of the Company’s business, the practice of
good corporate citizenship is a prerequisite and embraces the following: dealing with all stakeholders in
the organisation, ITC upholds the values which are at the core of their HR Philosophy - trust, teamwork,
mutuality and collaboration, meritocracy, objectivity, self-respect and human dignity. These values form
the basis of their HR management systems and processes. The HR function in their department is
contributing significantly to the green management practices of the company. The Company attaches
great importance to a healthy and safe, green work environment. ITC is committed to provide good
physical working conditions and encourages high standards of hygiene and housekeeping. Particular
attention is paid to training of employees to increase safety awareness and adoption of safe working
methods, particularly designed to prevent serious or fatal accidents. The Company believes that
commitment to sustainable development is a key component of responsible corporate citizenship and
therefore is accorded the highest priority. Accordingly, the Company is committed to Best Practices in
environmental matters arising out of its business activities and expects each business to fully demonstrate
this commitment. In addition to complying with applicable laws and regulations, they have established
procedures for assessing the environmental effects of their present and future activities.

ONGC: ONGC is the only Indian energy major in Fortune's Most Admired List 2012 under 'Mining,
Crude Oil Production' category. It is ranked 171th in Forbes Global 2000 list of the World's biggest
companies for 2012 based on Sales (US$ 26.3 billion), Profits (US$ 5 billion), Assets (US$ 51 billion)
and Market Capitalization (US$ 46.6 billion). ONGC has been ranked 39th among the world's 105 largest
listed companies in 'transparency in corporate reporting' by Transparency International making it the most
transparent company in India. Project of Landscaping, designing of garden and greening of area in the
campus of Jollygrant Airport, Dehradun is started. ONGC has many such initiatives towards green HRM.
Another one is Vadodara Movement with Indian Express.

Conclusion

The Green Human Resources Management is based on the green movement, related to the protection of
the environment and to save the planet Earth from future disasters. Subsequently to defend & improve the
human environment for present and future generation has become an imperative goal for mankind. The
companies taken for this study are leaders in their respective areas of operations and they strive towards
green business management. In fact, not only in these corporations, but increasingly in other companies
as well, Green HRM is all set to play an important role in the industry to promote the environment related
issues by adopting it, in management philosophy, HR policies and practices, training people and
implementation of laws related to Environment Protection. Green HRM has the potential of creating a
tremendous impact on the multiple stakeholders involved – it will help the employers and the
manufacturers in their image and brand building by strictly implementing the ISO 14000 standards and
environmental audit, whereby changing the organizational culture, thinking about waste management,
pollution and helping the society and its own people (those who are getting effected by pollution). It will
also make employees and society members aware of the utilization of natural resources more
economically and encourage eco-friendly products. Green HRM is the buzzword for the times to come.
GHRM Practices in Bisleri Seven hills beverage

Introduction

The concept of GHRM is of recent origin. Lee (2009) elaborated that the green management was initiated
as a part of business strategy during 1990s yet, became widely popular in 2000s. Though green
management and greener initiatives were in existence from more than past two decades, yet not many
elaborated researches in the area of GHRM are available. Literature surveys have highlighted the link of
HR practices and organisational outcomes such as productivity, flexibility, and financial performance
(e.g.,Ichniowski et al., 1997; Mendelson and Pillai, 1999; Collins and Clark, 2003), yet Laursen and Foss
(2003) have revealed that not much emphasis has been laid on relatingthese outcomes to innovation
performance and environmental management initiatives (Renwick et al., 2008).
Jabbour et al. (2013) studied the relationship between human resources and environmental
management at 75 Brazilian companies and concluded that HRM relates positively to environmental
management. Renwick et al. (2013) worked extensively in identifying literature gap in the area of EM and
HRM. His work also discussed in literature on ability-motivation-opportunity (AMO) theory, revealing
the role that GHRM processes play in people-management practice. The research also highlighted that
some organisations limit their effectiveness in efforts to improve EM as most do not practice the wider
initiatives of GHRM practices.
GHRM practices have much wider scope than just implementing EM initiatives. HR function has
been acclaimed as the driver of organisations green culture by aligning its practices and policies with
sustainability goals reflecting an eco-focus (Mandip, 2012; Cherian and Jacob, 2012). Renwick et al.
(2008) and Muller-Carmen et al. (2010) have explained that GHRM involves an integration of company’s
environmental management objectives to the HR processes of recruitment and selection, training and
development,
Green policies, procedures, or practices followed by “Bisleri Seven Hills Beverage”

HRM function Green policies, procedures, or practices

 To include environmental dimension as a duty in job description.

 To include green competencies as a special component in job specification.
Job Analysis  To include environmental dimension as a duty in job description.
 To include green competencies as a special component in job specification.
 To include environmental dimension as a duty in job description.
 To include green competencies as a special component in job specification.
 To include environmental criteria in the recruitment messages.
 communicate the employer‘s concern about greening through recruitment
Recruitment efforts.

 To select applicants who are sufficiently aware of greening to fill job

vacancies.
Selection  To select applicants who have been engaging in greening as consumers under
their private life domain.

 To make new employees familiar with greening efforts of the organization

 To develop induction programs showing green citizenship behaviour of
Induction current
employees.

 To impart right knowledge and skills about greening (the four green roles) to
each employee through a training program exclusively designed for greening.
Training  To do training needs analyses to identify green training needs of employees

 To evaluate employee‘s job performance according to green-related criteria.

 To include a separate component for progress on greening in the performance
Performance feedback interview
evaluation

Rewards  To give financial incentives to employees for their good green performance
management of
job.
 To give non-financial rewards such as praises and recognitions to employees
for their greening.
How to implement GHRM practices in Bisleri

Green Recruitment and Selection

Green recruitment means paper free recruitment process with minimal environment impact. Green
recruiting is a system where the focus is given on importance of the environment and making it a major
element within the organization. Recruitment practices can support effective environmental management
by making sure that new entrants are familiar with an organization environmental culture and are capable
of maintaining its environmental values. The green recruiting is a system where the focus is given on
importance of the environment and making it a major element within the organization. Complementing
this recruits are also enthusiastic and to some extent passionate about working for an environment
friendly green company. Recruiting candidates with green bend of mind make it easy for firms to induct
professionals who are aware with sustainable processes and are already familiar with basics like
recycling, conservation and creating more logical world. Through the statements we can conclude that
green recruitment provides the employer with an opportunity to stand ahead of the crowd and further
increase their chance of attracting the candidates and retain them after induction. Recently the green trend
makes the recruitment as environmental friendly issues. The recruiting makes the employee green in
achieving the environmental goals and how they perceive the job and parameters of sustainability as
claimed. For example the recruiting can be done as paper less interviews, eco-friendly locations and also
other practices in the recruitment portfolio. The recruiters can carry out the green policies as well as the
corporate policies in the management in establishing green policies to achieve the goals of the company.

Green Training and Development

The Green Training and Development is a practice that focuses on development of employee‘s skills,
knowledge and attitudes. The Green Training and Development educate employees about environmental
management and training should be given for the employees to educate also about energy, reduce waste,
and diffuse environmental awareness in the organization. This Green Training and Development helps
employees to provide opportunity to engage employees in environmental problem solving. The green
training embrace different methods of conservation including waste management within an organization.
Through this training session, it develops the eco-friendly mangers so that employees under supervision
can contact them without any hesitation.

Green Health and Safety Management

The green health and safety management is really beyond the scope of traditional health and safety
management function of HRM. It not only includes the traditional health and safety management but also
some more aspects of environmental management of an organization. That is why nowadays many
organizations are redesigning post of ―health and safety manager‖ as ―health, safety and environmental
manager‖. This includes a wider job scope when compared with traditional post of health and safety
manager in an organization. For example, it includes biodiversity protection and community support
initiatives etc. that include local environment and people. The key role of green health and safety
management is to ensure a green workplace for all. Green workplace is defined as a workplace that is
environmentally sensitive, resource efficient and socially responsible. At present there are companies
where traditional health and safety function was extended to include environmental
management/protection. These companies have continually endowed to create various environmental
related initiatives to reduce employee stress and occupational disease caused by hazardous work
environment.

Green Employee Discipline Management

In ensuring green employee behavior in the workplace, organizations may need green discipline
management practices to achieve the environmental management objectives and strategies of the
organization. In this context, some companies have realized ―discipline management‖ as a tool to self-
regulate employees in environmental protection activities of the organization. These firms have developed
a clear set of rules and regulations which imposes/regulates employees to be concerned with
environmental protection in line with environmental policy of the organizations. In such companies, if an
employee violates environmental rules and regulations, disciplinary actions (warning, fining, suspension,
etc.) are taken against him/her.

Green Performance Appraisal

Green human resource management ensures that the environmental targets set by the organizations are
met. Performance management is an on-going process of communication between supervisor and an
employee that occurs throughout the year in support of accomplishing the strategic objectives of the
organization. Green performance management includes the issues related to policies of the organization
and environmental responsibilities. Integration of environmental management into performance
management system improves the quality and value of environmental performances. It acts as a safeguard
to protect environmental management against any damage. Green performance management plays a very
important role in the effectiveness of green management work over passage of time because they guide
employees are free to put up their ideas on green issues since they are the ones who in reality are
responsible for implementing ethical corporate behavior in the day-to-day life of the organization. This
means the achievement of green outcomes will largely depend on employees ‘willingness to collaborate
as often, the best ideas come from the employees who work in that particular area
Green Job Design and Analysis
In general, job descriptions can be used to specify a number of environmental protection related task,
duties and responsibilities . These days, some companies have incorporated environmental and social
tasks, duties and responsibilities as far as possible in each job in order to protect the environment. 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. Job descriptions
and person (job) specifications may include environmental, social, personal, and technical requirements
of the organizations as far as possible. For example, environmental protection duties should be included,
along with the allocation of environmental reporting roles and health and safety tasks In addition, some
companies use teamwork and cross-functional teams as job design techniques to successfully manage the
environmental issues of the company. Nowadays many companies have designed environmental
concerned new jobs or positions in order to focus exclusively on environmental management aspects of
the organizations. From the perspective HRM, it is really a valuable initiation and practice to protect the
environment. Moreover, some companies have involved in designing their existing jobs in a more
environmentally friendly manner by incorporating environmental centered duties and responsibilities.
These are some of the best Green HRM practices which can figure out under the functions called green
job design and green job analysis.

Grievance and Discipline

In general terms, grievance and discipline in firms encourages internal environmental breaches. The need
to raise grievances is seen in high risk operations (for their safety record), and in such cases disciplinary
procedures are attached to environmental rules and duties where noncompliance occurs. Indeed expert
legal opinion is that some firms may eventually move to ensure that environmental obligations are
secured by including clauses in staff contracts to do so, i.e. that environmentally unfriendly behavior may
constitute a breach of contract and therefore possible grounds for dismissal
Benefits of Adopting Green HRM Practices to Firms

Even though initially it may be difficult to initiate and implement the Green HRM practices at the first
level, it can fulfill the prime objectives of an organization such are cost control, ensuring corporate social
responsibility, talent acquisition and gaining competitive advantage over the rivals through environment
consciousness and preservation of natural and ethical values. The usual reasons why a firm should adopt
Green HRM practices are noted down below:

1. Preservation of natural environment:

The elements of the environment which are not created by human beings are called the elements of
natural environment like trees, forests, rivers, animals etc. Green HRM practices such as online
advertising and recruitment which uses less paper, creating less carbon emission on the office space,
training through electronic sources to reduce paper waste can keep the environment form loss or
negatively affected.

2. Ensure healthy working environment and raise employee morale:

Makin the corporate space green with trees and plants, forbidding smoking on the office premises, using
less paperwork (which makes an employee hectic), providing natural fruits and vegetables on HR
meetings- all these can create a healthy and habitable working environment which in turn, can raise the
speed and morale of the workers.

3. Gain competitive advantage through ensuring corporate social responsibility (CSR):

Corporate social responsibility is now-a-days a part of company‘s core responsibilities which no company
can ignore. Therefore, a firm can gain competitive advantage over its rivals by ensuring green
management
practices in a well-performed manner.

4. Save cost:
Creating a sound working environment can reduce employee fatigue, abseentism and turnover. The result
is reduced cost. Again using less paper and disseminating and recording the information via online can
reduce wastage and cost.

5. Increase company image:

It is obvious that a company which has green management/HRM practices will have a higher image than
a company which has not.
6. Reduce intervention from the government and other law enforcing agencies:
Adoption of proper green management/HRM practices can reduce the chance of intervention by the
central/local govt. and other law enforcing agencies.

7. Develop eco-friendliness and environmental learning among the employees:

Adoption of Green HRM practices make the employees environment conscious and make them eco-
friendly which makes them a good corporate citizen in environmental perspective.

8. Stimulate innovation and growth:

Green HRM practices encourages new innovative ideas and practices that facilitates growth in quality and
enhancement of methods and processes.
Bisleri also supports for Go green projects for Healthy Environment

PLASTIC IS NOT BAD.

HOW YOU DISPOSE PLASTIC IS BAD.
Plastic is one of the most versatile material invented by humans. So many things in our life have become
easy & convenient because of the use of plastics. Not only this, it has an outstanding ability to be
recycled. Contrary to this, there are myths around plastic being bad and causing negative impact on the
environment by getting into rivers, oceans and landfills. However, in reality, plastic is not a problem. The
problem is of irresponsible human behavior in disposing the plastic. If disposed sensibly, it can actually
do well to the environment. If recycled, plastic can be made to form recycled polyester which in turn is
made to produce a number of things like shoes, T-shirts, bags, etc. thereby causing less strain on natural
resources.
Being the leader in the mineral water category in the country, we make conscious effort towards correct
disposal and recycling of plastic bottles. In fact, we believe in going beyond the realms of our brand and
accept plastic from all brands in the market.
 WHAT DOES
BOTTLES FOR CHANGE D
DO?

We create an opportunity for waste pickers to collect used but clean

plastics through various channels.

The program helps waste pickers to collect large amount of

clean plastics at a time, fetching them with good income.

All plastics collected are sorted at the segregation center and sent for
recycling.

We aim at providing waste pickers a hygienic working condition,

respectable life and support for educating their children through our
NGO partner.
IMPACT OFBOTTLES FOR CHANGE

 Successfully collected and recycled3035 tones of plastic since past 3 years.

 Working towards the welfare of over1500 underprivileged women and their families .
 Since inception we reached out to3, 00,000 students and their families
 Collected 1 lakh bottles and provided livelihood opportunities to the tribal community
of Sanjay Gandhi National Park through an up cycling initiative.

RAINWATER HARVESTING

HARVEST WATER FOR A BETTER FUTURE

India receives ample monsoon rainfall, however, 95% of this rainwater is lost through run-off into the sea.
With hardly 5% of the available rainwater being put to use, the huge wastage of this precious resource is
alarming. Our negligence in making effective use of rainwater has led to the declining level of ground
water. Moreover, with unpredictable monsoons, lot of villages face water scarcity through the year which
makes it difficult to sustain even normal life.
PROJECT NAYI UMMEED

‘PROJECT Nayi Ummeed’

An initiative by Bisleri International Pvt. Ltd., focuses to conserve rainwater by building and restoring
Check Dams. Check Dams help store surface water for use both during and after the monsoon and also
help in ground water recharge of the area. Recharge of water helps in raising the water table in the area.
The harvested rainwater is used for irrigation, enabling farmers to cultivate their land not once, but
multiple times in a year thus powering prosperity and growth

Bisleri undertook the first Check Dam project in 2001 at Village Bara in Kutch, Gujarat. Since then,
Check Dams have been built or restored across Gujarat and Western & Central parts of Maharashtra.
These Check Dams have helped harvest 16 billion litres of water covering more than 124 villages and
benefiting around 10,000 families. A total of 6,000 acres of land has been irrigated turning all the barren
lands into fertile farms. As a result, per farmer’s average annual income in some areas of Gujarat and
Maharashtra has gone up to almost INR 50,000.

IMPACT OFPROJECT NAYI UMMEED

111 check damsConstructed & Restored all over Gujarat and Maharashtra

16 billion litresof water harvested

124 villagesbenefited

10,000 familiesbenefited
 CHAPTER VI
CONCLUSION AND SUGGESATION
7.1 FINDINGS

1. Employees from manufacturing industries know more about Green HRM than IT industries.

2. IT industries cognizant about saving electricity, online leave record, plastic free zone, E-HRM,
video conferencing, electronically record keeping.

3. Recycled paper is substantially used in IT industries than manufacturing industries.

4. Industries overlooked Induction as well as training program for employees who are exclusively
designed to impart right knowledge and skills about greening.
7.2 SUGGESTIONS

1. HR managers would motivate and encourage employees to pursue green practices.

2. Managerial level employees are adequately trained to implement Green HR practices to train the
employees.

3. There may be some disciplinary action to punish employees who violets rules of green practices.

4. Financial incentives recommended encouraging the employees for green behavior.

5. Employees have given freedom to modify or create new processes which are eco friendly within
organization framework and policy.
7.3 CONCLUSION
Green HRM has great importance in today’s scenario. Employees are not well versed about the term but
they are conscious to save environment. Industries have lot of scope to pursue Green HRM practices in
work life. Enthusiastic participation of employees to go towards greening has to increase. Industries keep
centre of attention on environmental agenda and motivate employees for greening behaviour
 BIBLIOGRAPHY

List of books

Sr. no Author Name Title of the book Edition year Publication

1 C.R Kothari Research 2004 New Age
methodology International
Ltd
2 P. SubhaRao Essentials of Human 2008 Himalaya
Resource
Management &
Industrial Relations
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