A

Project Report on
Green HRM Practices

Submitted in Partial Fulfillment for the Degree of Bachelor of

Business Administration

.
S.S. JAIN SUBODH P.G. (AUTONOMOUS) COLLEGE, JAIPUR
(2019-20)

SUBMITED BY SUBMITED TO
Rahul Gurjar Faculty Guide
B.B.A IV SEM Dr. Gauri Dhingra
ROLL NO-1941134 DESIGNATION:
Assistant Professor

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 CERTIFICATE

This is to certify that the Project Report entitled “Green HRM Practices” is a record of
project work done independently by Mr. Rahul Gurjar under my guidance and supervision and
that it has not previously formed the basis for the award of any degree, fellowship or associate
ship.

Dr. Gauri Dhingra

DESIGNATION

S.S. Jain Subodh P.G. (Autonomous) College

Jaipur

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 DECLARATION

I,am Rahul Gurjar student of BBA Sem IV hereby declare that the project work presented in
this report is my own work and has been carried out under the supervision of Dr. Gauri
Dhingra of S.S Jain Subodh P.G(Autonomous) College.

This work has not been previously submitted to any other university for any examination.

Rahul Gurjar

S.S.Jain Subodh P.G.(Autonomous)College

Jaipur

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 ACKNOWLEDGEMENT

It is not often in life that you get a chance of appreciating and expressing your feelings in
black and white to thank the people who have been a crucial part of your successes, your
accomplishments, and your being what you are today. I take this opportunity to first of all
thank the Faculty at S.S. Jain Subodh P.G.(Autonomous)College, especially Dr. K.B.Sharma,
Principal, and Dr.Chitra Rathore, Head, Department of BBA for inculcating and instilling me
the knowledge, learning, will-power, values and the competitiveness and professionalism
required by me as a management student.

I would like to give special thanks to Ms/ Dr.Gauri Dhingra (Faculty Guide) for educating
me silver lining in every dark cloud. Her/His enduring efforts, guidance, patience and
enthusiasm have given a sense of direction and purposefulness to this project and ultimately
made it a success.

I express my sincere and heartiest thanks to everyone who has contributed towards the
successful completion of the Project.

Last but not the least; I would like to thank my family: my parents for supporting me
spiritually throughout my life.

The errors and inconsistencies remain my own.

Rahul Gurjar

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 INDEX

S.NO PARTICULARS Pg .NO.

1 INTRODUCTION

2 RESEARCH METHODOLOGY

3 COMPANY PROFILE

4 GREEN HRM PRACTICES

INCOMPANY

5 CONCLUSION

6 BIBILOGRAPHY

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CHAPTER -1
INTRODUCTION

Green HRM is the emerging topic in current scenario. Research is done on this topic but
researchers argue that employees should be inspired, empowered, and environmentally aware of
greening in order to carry out green initiatives. There is a growing need for strategic Green HRM
– the integration of environmental management into HRM. An organizations Human Resource
function can be influential in facilitating a comprehensive approach for creating a culture of
sustainability. The strategy involves implementing changes to the different functions of HR like
recruitment, induction, training and development, conducting performance appraisal, and also
determining employee compensation. Green initiatives within HR form a wider form of
corporate social responsibility. Green HR involves two essential elements environment friendly
HR practices and preservation of Knowledge capital.

The objective of this paper is to focus on the Green initiatives conducted by different
Manufacturing industries with special reference towards Pimpri- Chinchwad and Chakan MIDC
area.

The present scenario of organizational working and its impact on the environment has carry-
forwarded the go green concept form just individual to organizations. More organizations are
operating in more environment friendly way. An organization’s Human resource department can
be involved in facilitating an inclusive approach for creating a culture of sustainability.

Green HRM and Sustainability are two different things which now a days are linked with each
other, this paper deals with the meaning of Green HRM ,Sustainability and their link and
importance in today’s scenario. Organizations are progressively more concerned with
sustainability and Green HRM. The HR function is distinctively positioned to assist both
developing and implementing Green strategies.

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WHAT IS GREEN HRM PRACTICES

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.

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

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DEFINITION OF GREEN HRM -

It refers to making efforts to The main purpose of going green is to reduce environment. GHRM
is a new concept and is becoming popular all over the world. It has got different meanings to
different

the potential negative impact that energy consumption and pollution can have on the people.
There is no comprehensive definition of GHRM.

improve energy efficiency or reduce the pollution produced by our home, business, and general
living habits.

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 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.

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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

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.

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 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,

How to Implement Green HRM

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

a. recruit and select people committed to the environment;

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

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

remunerated and non-remunerated ways;

d. stimulate continuous education in environmental management;

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

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f. 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.

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.

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.

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 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.

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;

a. “The Green products/services Portfolio” including waste and pollution management,

resource replacement, sustainable design, and adaptive reuse.

b. “The Green Workforce” including Human Resource strategies, culture, recruiting and
retention, training, career path development, and diversity.

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

d. “The Green Function/Process Model” including sustainability applied to traditional

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

e. “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.

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.

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Companies can also use web portals for on boarding 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.

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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.

Carbon emission standard and regeneration sources of energy are the key consideration for
executive payment as an appreciation of green efforts. Employees meeting green goals can be
rewarded.

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CHAPTER-2
Research methodology

In order to achieve the stated review objective, a systematic review of literature was conducted
by using an archival method.

This paper employs a methodology to review the articles cited in the databases Sage, Taylor and
Francis Online, Springer link, Science Direct, JSTOR, Wiley Online Library, and Emerald with
„green HRM or environmental HRM‟ as the topic.

Hence the study for this paper becomes a desk research rather than a survey or any other mode of
researching The study is primarily based upon the secondary data.

For this extant literature related to the topic from different databases, websites and other
available sources were collected.

A systematic review of collected literature was done in detail.

A detail literature review approach has been adopted for the research purpose highlighting the
significant works on Green HRM.

The data is collected from various research articles, whitepapers, magazines, project works &
internet. The study is primarily based upon the secondary data.

For this extant literature related to the topic from different databases, websites and other
available sources were collected. A systematic review of collected literature was done in detail.

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Objective of the study –

 The main purpose of this study is to:

 Provide with a basic understanding of green HRM to the readers,

 Highlight different significant works on green HRM by other workers, and

 Elaborate on various green practices that can be incorporated for building a Green
workplace.

 Attempts to suggest some green initiatives for HR.

 To analyze various green HRM practices and their impact on sustainability of

environment and organization

 To suggest benefits of Green HRM for education industry

 To bring to the fore the concept of green HRM.

 To highlight different significant works on green HRM by other workers, and

 To suggest ways and means for green initiatives.

 To know the awareness among employees about green

 HRM To know the benefits of green hr practices

 To know the perception of people regarding green HRM

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Scope of the study -

 The study was undertaken to assess the perception in general towards green hrm,
it’s awareness, benefits and also perceptions.

 For this purpose, respondents from bengaluru city are selected.

Limitations of the study -

 The “IMPACT OF GREEN HR PRACTICES ON EMPLOYEES

PERFORMANCE” has few limitations:

 The study is exclusively based on primary data with a limited sample size.

 The study has been restricted to Bengaluru city in general.

 The study duration is short.

DATA COLLECTIONS –

There are two types of sources

PRIMARY DATA

Primary Data is that data which collected by researcher from first hand Source, using methods
like surveys, interview, or experiments it Is collected with the research project.

SECONDARY DATA

Secondary data is used in contrast with the term secondary Data. Secondary data is data
gathered from studies, surveys, or experiment That have been run by other people or for the
research

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Challenges of Green HRM PRACTICESS

No policies and practices are free of challenges. On the other side of the story of benefits, there
are also a few challenges of using the practice in an organization. The challenges are mentioned
below:

a) There are some employees in every organization who are not equally motivated to adopt green
HRM practices.

b) Developing and maintaining a culture of green HRM is a lengthy and time consuming process.

c) At the initial stage of implementation, it requires a high investment and may bring a low
return.

d) Recruiting and training employees about green HRM is a challenging job to do.

e) It is very difficult to appraise the green performance of employees’ behavior.

f) It is difficult to transform employee attitude to green HRM from traditional HRM in a short
period of time.

g) A major challenge for HR professionals is to select and develop future green leaders is to
create a green working structure, set up green working processes, providing green tools and
creating expected green thinking for their employees.

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CHAPTER -4
PROFILE OF THE COMPANY

PROFILE OF WIPRO
Wipro Limited (Wipro) is a global information technology (IT) services company.
Wipro provides outsourced research and development, infrastructure outsourcing,
business process outsourcing (BPO) and business consulting services. The
Company operates in three segments: IT Services, IT Products, Consumer Care
and Lighting. The IT Services segment provides IT and IT enabled services to
customers. The IT Products segment sells a range of Wipro personal desktop
computers, Wipro servers and Wipro notebooks. The Company is also a value
added reseller of desktops, servers, notebooks, storage products, networking
solutions and packaged software. The Consumer Care and Lighting segment
manufactures, distributes and sells personal care products, baby care products,
lighting products and hydrogenated cooking oils in the Indian and Asian markets.
On June 10, 2011, the Company acquired the Commercial Business Services
Business Unit of Science Applications International Corporation (SAIC)

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1. Wipro Technologies is a global services provider delivering technology driven
business solutions that meet the strategic objectives of its clients. Wipro has 55+
‘Centers of Excellence’ that create solutions around specific needs of industries.
Wipro delivers unmatched business value to customers through a combination of
process excellence, quality frameworks and service delivery innovation. Wipro is
the World's first CMMI Level 5 certified software services 36 company and the
first outside USA to receive the IEEE Software Process Award.

Within the Indian market, Wipro is the leader in providing IT solutions and
services for the corporate segment. It offers Systems Integration, Network
Integration, Software Solutions and IT services.

Wipro Limited is a $5 billion Indian conglomerate. It is one of the top IT industries

in India. Wipro Ltd has interests varying from information technology, consumer
care, lighting, engineering and healthcare businesses. Billionaire Azim Premji
leads the group.

GENIUSES OF WIPRO
Wipro started as a vegetable oil trading company in 1947 from an old mill founded by Azim
Premji's father. When his father died in 1966, Azim, a graduate in Electrical Engineering from
Stanford University, took on the leadership of the company at the age 21. He repositioned it and
transformed Wipro (Western India Vegetable Products Ltd) into a consumer goods company that
produced hydrogenated cooking oils/fat company, laundry soap, wax and tin containers and later
set up Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders in 1975. At that
time, it was valued at $2 million

. In 1977, when IBM was asked to leave India, Wipro entered the information technology sector.
In 1979, Wipro began developing its own computers and in 1981, started selling the finished
product. This was the first in a string of products that would make Wipro one of India's first
computer makers. The company licensed technology from Sentinel Computers in the United
States and began building India's first mini-computers. Wipro hired managers who were
computer savvy, and strong on business experience.

In 1980 Wipro moved in software development and started developing customized software
packages for their hardware customers. This expanded their IT business and subsequently
developed the first Indian 8086 chip.

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Since 1992 Wipro began to grow its roots off shore in United States and by 2000 Wipro Ltd
ADRs (American Depositary Receipts) were listed on the New York Stock Exchange.

The company's revenue grew by 450% from 2002 to 2007. This success has led to higher salaries
(wages have been growing by more than 14% per year since 2005), which puts pressure on the
company's margins

VISION OF WIPRO
The Vision of WIPRO is to contribute for global e-society, where a wide range of information is
being exchanged beyond time and space over global networks, which breaks down the
boundaries among countries, regions and cultures, allowing individuals to take part in various
social activities in an impartial, secure way.

To do continuous effort to enhance people's lifestyle and quality by means of developing new
technology in wireless communication.

MISSION
The Mission of WIPRO is to be a RF System Solution Provider, through its innovative research
and design works for a new world of broadband wireless communications.

GOALS OF WIPRO
 To support customers who rely on our ability as an advanced RF System Solution
Provider
 To build up core competencies through collaboration with technological partners
 contribute to the Ubiquitous Networking Society by providing chip level RF system
solutions

SPIRIT OF WIPRO
 Intensity to win
 Act with sensitivity
 Unyielding integrity

CORE VALUES OF WIPRO

 Outstanding
 Teamwork
 Challenge

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  Spirit

CORPORATE CULTURE

Every day at Wipro is challenging and thought provoking. What is tested is drive, enthusiasm
and initiative. New ideas are appreciated and innovation is encouraged. Necessary support is
given to transform a good plan into action.

NATURE OF BUSINESSES OF WIPRO

IT Services:
Wipro provides complete range of IT Services to the organization. The range of services extends
from Enterprise Application Services (CRM, ERP, e-Procurement and SCM) to e-Business
solutions. 39 Wipro's enterprise solutions serve a host of industries such as Energy and Utilities,
Finance, Telecom, and Media and Entertainment.

Product Engineering Solutions:

Wipro is the largest independent provide R&D services in the world. Using "Extended
Engineering" model for leveraging R&D investment and accessing new knowledge and
experience across the globe, people and technical infrastructure, Wipro enables firms to
introduce new products rapidly.

Technology Infrastructure Service:

Wipro's Technology Infrastructure Services (TIS) is the largest Indian IT infrastructure service
provider in terms of revenue, people and customers with more than 200 customers in US,
Europe, Japan and over 650 customers in India.

Business Process Outsourcing:

Wipro provides business process outsourcing services in areas Finance & Accounting,
Procurement, HR Services, Loyalty Services and Knowledge Services. In 2002, Wipro acquiring
Spectrum and became one of the largest BPO service players.

Consulting Services:
Wipro offers services in Business Consulting, Process Consulting, Quality Consulting, and
Technology Consulting.

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FINANCIAL RESULTS
Wipro reported a 61% rise in third-quarter profit as it added new clients and made
improvements in its pricing structure.

Net income under U.S. accounting rules rose to 4.27 billion rupees ($98 million) in the three
months ended Dec. 31, from 2.66 billion rupees ($61 billion) a year earlier, slightly higher than
analysts expected. Revenues rose 34 percent in the period.

Wipro said it was able to charge new clients more for higher-margin services. The company
added 26 clients in the quarter at the unit serving 40 customers outside Asia-Pacific, boosting
sales to 20.9 billion rupees ($479 million) from 15.6 billion rupees ($357 million) a year earlier.

However, gains from price increases were offset by increasing salaries and a huge turnover in
staff in its business process outsourcing (BPO) division. The company continues to use currency
hedging to offset the rising rupee but said the rupee's rise against the dollar remains a challenge.

"Looking forward, the environment we see is one of strong volume growth with prices moving in
a narrow band," Wipro Chairman Azim Premji said. “The rupee appreciation will pose an
additional challenge in sustaining profitability.”

Wipro expects fourth-quarter revenue to rise to $370 million from last quarter's $367 million.
Wipro added 2,274 employees at the unit serving customers outside Asia-Pacific in the quarter,
bringing its total workforce to 39,337.

Wipro’s larger rivals Tata Consultancy and Infosys this month both reported profit gains of more
than 50 percent for the quarter.

Tata Consultancy's net income rose 54 percent on sales 38 percent higher. Infosys said profit rose
52 percent from a year earlier as sales gained 49 percent to 18.8 billion rupees.

Knowledge Management in WIPRO:

Since its inception, Wipro, with its open culture, has believed in cultivating knowledge and with
its business expanding, it has become all the more critical to get knowledge intensive, and
implement an enterprise wide KM system. Since there is no accepted standard framework for
KM, Wipro has evolved a framework in accordance with its needs, to achieve its business vision.
It has been designed to build on the existing efforts in the organization and enhance the culture
of knowledge sharing and utilization. To build and sustain a KM system, a cultural change in the
propensity to share knowledge is fundamental, which is the most difficult part of knowledge
management. An organization should be able to induce the requisite behaviur change among
people who are the contributors and users of knowledge. It requires strong leadership to bring in
cultural changes, set the right direction, and continuously monitor progress. Using appropriate

24
rewards and recognition programs is also necessary. This framework encourages both bottom-up
and top-down approaches to accelerate the culture change.

Knowledge Management of WIPRO

The Wipro KM framework has three main frameworks:

LEARNING

KEEP (Knowledge Enhancement, Extraction and Practice)

CARE (Competency Augmentation with Research Excellence)

Achievements of Wipro:
 First Indian IT Service Provider to be awarded Gold-Level Status inMicrosoft's
Windows Embedded Partner Program.
 World's largest independent R&D Services Provider.
 World's 1st PCMM Level 5 software company.
 World's 1st IT Services Company to use Six Sigma.
 The first to get the BS15000 certification for its Global Command Centre.
 Among the top 3 offshore BPO service providers in the world.
 Only Indian company to be ranked among the 'Top 10 Global Outsourcing Providers' in
the IAOP-Fortune Global 100 listings.
 First company in the world to be certified in BS 7799 (2002) security

HISTORY OF COMPANY
Wipro, one of the world’s most trusted brands, is a name with a long history. Here’s a snapshot
of our journey to date:

 Established in 1945 as Western India Vegetable Products Limited in Amalner,

Maharashtra
 IPO for capital in February 1946
 Ventured in to the fledgling IT industry in 1981
 Established software products and exports subsidiary, Wipro Systems Ltd. in 1983
 Pioneers in marketing indigenous Personal Computers in 1985
 Established a Joint venture with GE in 1989
 Entered IT services in the 1990s – we were among the pioneers in developing the ODC
(Offshore Development Center) concept
 Software business assessed at SEI-CMM Level 5 in 1998
 Listed on NYSE in 2000 (NYSE:WIT)
 The first company in the world to be assessed at PCMM Level 5 in 2001
 Entered the BPO business in 2002
 Entered the Eco-energy business in 2008

25
CHAPTER-5

GREEN HRM PRACTICES IN COMPANY

GREEN HRM PRACTICES AT WIPRO A SUSTAINABLE SOLUTION?

It was a hectic month at Wipro as the financial year was about to end in March 2012. The
sustainability team at Wipro also faced the heat as the Sustainability report was due that month.
After a tedious and taxing process of collating data from several sources, the team finally
managed to publish the final report highlight the sustainability efforts and results at Wipro. Mr.ps
Vice President and Head-Sustainability, was quite pleased with the environmental performance
and sustainability initiatives at Wipro. However, there was one question that kept bothering him-
Can Wipro sustain the environmental performance and continue the Green HR PRACTICES
initiatives in the long run?

It was time for the team to assess the current state of Sustainability initiatives at Wipro and
ponder upon the long term survival and sustainable delivery of environmental performance. They
were now dealing with a very sensitive issue- ‘Sustaining Sustainability initiatives’. They had to
take a decision on whether the current sustainability strategies would help them achieve their
goals by 2020. GREEN HR PRACTICES was time to decide if Wipro could scale up their
environmental initiatives at this stage to ensure sustainability in the long run.

Sustainability initiatives at Wipro: An overview

The spawn of sustainability initiatives at Wipro dates almost a decade back with Wipro Cares (a
community care program) and Wipro Applying Thought in Schools (WATIS), an initiative for
bringing systematic reforms in school education. These programs formed the base of community
caring and sustainability initiatives at Wipro.

Over the years, several programs related to environment got added to the existing ones, forming
a broader outlook on sustainability at Wipro Considering Sustainability initiatives in general,
Wipro has established a formal framework that is driven by their foundation of values driven by
the globally accepted formal standards like principles as embedded in standards like the AA1000
and GRI (Global Reporting Initiative).

This framework has matured in terms of breadth and depth and is constantly reviewed at Wipro.
Demonstrated in Figure initiatives that address between them the seven stakeholders Suppliers,
Investors, the Education ecosystem, Proximate communities, and the Government. The details of
the framework and sustainability initiative in the Wipro annual Sustainability report.

26
SUSTAINABILITY DIMENSIONS at WIPRO With several sustainability dimensions in place,
Wipro governance to sustain the operations on these dimensions. This structure is based on the
idea of building a coalition or network of partners responsibility lying with a distinct group.

The groups at Wipro- Eco Eye, Wipro Applying Thought in Schools (WATIS), Wipro Cares,
Energy & Carbon Workforce Diversity Computers Reforms in School Education Engineering
Education Ecology and Education Supply Chain Responsibility Sustainability initiatives in
general, Wipro has established a formal framework that is driven by their foundation of values-
Spirit of Wipro.

This is equally driven by the globally accepted formal standards like triple bottom line
framework of principles as embedded in standards like the AA1000 and GRI (Global Reporting
Initiative). This framework has matured in terms of breadth and depth and is constantly reviewed
at Wipro. Demonstrated in Figure 8.1, the framework shows sixteen major initiatives that address
between them the seven stakeholders- Customers, Employees, Suppliers, Investors, the
Education ecosystem, Proximate communities, and the Government. The details of the
framework and sustainability initiatives are clearly given ro annual Sustainability report..

27
Eco Eye and Green HRM practices
Wipro Eco Eye was initiated in 2008 as a comprehensive charter for ecological sustainability.
The purpose was to enable the company to become a carbon neutral and water positive
organization, achieve defined levels of biodiversity footprint, set new standards in recycling
waste, and help employees achieve a smaller ecological footprint in their personal lives. Green
HRM attempts to engage increased participation from all the stakeholders including employees,
partners, suppliers, customers and immediate communities etc. green HRM also offers close
collaboration with suppliers to reduce their own ecological footprint and help meet and exceed
labor and human rights norms.

Five themes are included in the charter of Eco Eye (Eco Eye, 2009): Ecological Surplus
Organization, Business Investments, Beyond Wipro, Transparent Reporting and Risk Planning &
Mitigation. These themes present an overall picture of Sustainability approach at Wipro. Based
on the themes and goals set for the Eco Eye initiative, Wipro designed a framework for
development. This included seven goals- Becoming carbon neutral, Becoming water-positive,
Setting new standards in recycling waste, Achieving bio-diversity footprint, Reporting on
sustainability, Managing climate change and Reducing personal footprint. These goals were
allotted a road-map, appropriate metrics, timeline and role of stakeholders. The various
initiatives planned under Eco Eye followed a phased approach. This approach targeted at starting
within and then expanding outside. While the first phase focused on Wipro (inside) and
Community, the second focused on Extended Circle of Influence (suppliers, partners, customers
and advocacy groups).

Green HRM initiatives under Eco-eye followed a two pronged approach: campus centric and
facilities centric eco-sustainability. Campus centric sustainability focuses on waste recycling and
economical use of power appliances on the campus front while facilities front focuses on
consolidation of data centers and virtualization of servers. Green practices initiatives at Wipro
range from in-house practices like power management systems, server virtualizations etc to
providing Green HRM solutions like Energy Management Systems and Smart Grids. Key Green
HRM initiatives are discussed in this section.

Wipro Greenleaf
It is an Intelligent Automated Power Management- which will identify power savings,
measurement of carbon reductions and implementation of customer organization’s Green Goals.
This initiative inculcates a sense of responsible computing at Wipro. The scalable deployment of
Greenleaf enables automated power management for all the systems at different levels. Regular
monitoring by the application ensures ongoing reporting of savings vs. plan for all organizational

28
levels. It also allows group of computers to follow power management templates using
centralized and custom configured dashboards.

At any point of time, employees are able to view the Greenleaf savings tree. This tree allows the
user to quickly identify the current power savings status in his network. Each leaf in the tree
represents a percentage of systems. These leaves are color coded to provide a better picture of
the energy conservation program in the company. Green color indicates that the systems are
meeting/exceeding savings goals while Yellow indicates that systems are saving energy, but less
than the target. Red color indicates an area of concern where systems do not have a power
schedule programmed leading to no savings.

One of the highlights of Greenleaf is the carbon footprint calculator that helps one visualize the
impact of his network on global climate change. The metrics are available for custom query
given by user based on systems, days, business units etc. A snapshot of various usage scenarios
is presented in Exhibit

Server Virtualization:
Green HRM infrastructure that has increased over the past, Wipro has designed set of initiatives
to reduce the consumption and virtualization is one of them. . Computing accounts for 32-35% of
the total electricity consumption in Wipro and is prime area of focus in terms of energy
efficiency improvement. Vi Towards Energy Efficient Computing Taking into consideration the
cumulated energy consumption of virtualization at Wipro not only offers great computing
efficiency but also results in smaller resource and energy footprint.

In the year 2010-11, Wipro provisioned 247 virtual servers. At present, it has close to 495 virtual
servers and these are hosted on 70 physical servers. Wipro gets considerable benefits from this
initiative as it brings down the energy costs due to on-demand load sharing between server
spaces, easier configurability and centralized power management of the servers. It saved more
than 265 units of electricity in the year 2010-11 due to virtualization which translates to a GHG
emission reduction of 220 Metric Tons of CO2- equivalent.

Energy Management Systems

Wipro has leveraged upon computing expertise and analytical experience to come up with a suite
of energy management solutions in the area of energy infrastructure management and
maintenance. These solutions increase efficiencies and reduce the customer costs and energy
consumption. The key areas of energy management systems are divided into five components:
Energy efficiency, Billing recommendation, Carbon Management, Predictive Maintenance and
Procurement efficiencies.

The services in these domains are delivered by uniquely integrating customer facilities with
Wipro’s Energy Management Platform. The platform integrates with a service desk which aids in

29
dynamic real-time interventions to deliver energy and emissions reduction with associated cost
take-outs to the customer

E-Waste Management

At Wipro launched its e-waste disposal service in 2006 which provided more than fifteen
collection centers across India for e-waste. It was one of the pioneers in recognizing the e-waste
problem as one of the Extended Producer Responsibility (EPR). Wipro has established itself as a
key player in Indian green practices improving and maturing the process of take back and safe
processing in last three years. In the year 2010-11, 260.43 tons of e-waste was collected from
seventeen collection centers across India and disposed through the network of certified partners.

The components that arrive at the collection centers are termed as End of Life material (EOL).
All EOL materials that arrive are either segregated for reuse or recycle. Wipro respects the
privacy of companies that offer EOL material and hence all storage devices go through a process
of ‘data wiping’ before it is sent for recycling. The amount of EOL materials being processed has
been increasing over the years. At present, close to 600 parts or components ranging from
monitors, motherboards and other accessories are segregated, checked thoroughly and reused.
The balance EOL material is sent to an authorized e-waste recycling vendor. The entire process
is illustrated in Exhibit 8.4.

Wipro has transcended the basic norms and taken voluntary steps in the domain of e waste
recycling. It has taken efforts in socializing the idea to their customers and convincing them on
returning their EOL material for responsible behavior. Wipro also invests in terms of bearing the
cost collecting, warehousing and transporting the EOL equipment. They invest in extensive
research to work with certified partners to process the e-waste. These efforts have led to
considerable results for Wipro. The total e-waste recycled has increased from 49 tons in 2008-09
to 260 tons in 2010-11.at Wipro.

30
Why Firms Should Adopt Green HRM Practices?

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:

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.

Ensure healthy working environment and raise employee morale:

Making the corporate space green with trees & plants, forbidding smoking on the office
premises, using less paperwork (which makes an employee hectic), providing natural fruits &
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

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.

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

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.

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.

31
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.

Stimulate innovation and growth: Green HRM practices encourages new innovative ideas and
practices that facilitates growth in quality and enhancement of methods and process.

Facilitate learning and shape behavior: Such practices help to facilitate green/environmental
consciousness among the employees and refine or shape their behaviors to develop eco-friendly
attitudes in their personal and work lives.

Maximize use of resources and reduce waste: Green HRM practices can help a firm to
maximize its natural resources through the use of recycled products and reduce waste to an
optimum level.

Green recruitment
Attracting high-quality staff is a key HR challenge in the “war for talent. Firms are now
beginning to recognize the fact that gaining reputation as a green employer is an effective way to
attract new talent. Bayer and Mannesmann use environmental activities and a green image to
attract high-quality staff. makes environmental responsibilities and qualifications part of every
job profile. Increasingly, green job descriptions with environmental aspects are now being
included for employees within the recruitment agenda. Green recruitment can be defined as the
process of hiring individuals with knowledge, skills, approaches, and behaviors that identify with
environmental management systems within an organization. Recruitment practices can support
effective environmental management by making sure that new entrants are familiar with an
organization’s environmental culture and are capable of maintaining its environmental values.
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, the 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 a more logical world. environmental commitment of the
company adds to profile of a company. In their primary survey, they found that professionals
were more concerned with respect to the environmental strategy of a company.
Contemplating these statements, we 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. Corroborating the recent green trend, we propose that
the recruitment process be aligned with environment-friendly issues. Further research should
address questions related to the green employer’s enthusiasm in achieving the environmental
goals and how the potential job seekers perceive or rate them on the parameters of sustainability
as claimed. For example, do the employers include green job descriptions, eco-friendly locations,
paper less interviews, and such other practices in their recruitment portfolio? Are the new
recruits made aware with the environmental policies and allegiance of the company at the
commencement of the job itself? Research addressing these questions will help the new recruits

32
to carry on with the green policies as well as cooperate with the management in establishing
green policies to achieve the goals of the company.
Green performance management
Performance management (PM) is the process by which employees are prompted to enhance
their professional skills that help to achieve the organizational goals and objectives in a better
way. The recognition of the corporate strategy culminates into the PM. With the EM affecting
global business strategy, PM is also being influenced by the green wave in a possible positive
manner. Green performance management consists of issues related to environmental concerns
and policies of the company. It also concentrates on use of environmental responsibilities. Today
some firms deal with the issue of PM by installing corporate-wide environmental performance
standards, and Green information systems/audits to gain useful data on environmental
performance.
The most important aspect of PM is performance appraisal. In addition to meeting the criteria of
reliability, validity, and fairness, effective performance appraisals provide useful feedback to
employees and support continuous improvements in the firm’s environmental outcomes. Issues
involved in environmental PA concern the need for managers to be held accountable for EM
performance in addition to wider performance objectives. We suggest that future research on
green performance appraisal should focus upon issues such as environmental incidents,
environmental responsibilities, communication of environmental policy, and green information
system and audits. The job description should be aligned with green tasks and goals to be
achieved. The HR staff should modify the performance appraisal rating system to include
dimensions for rating people on the following behavioral and technical competencies: teamwork,
collaboration, diversity, innovation, and environmental stewardship. Such competencies would
reinforce the company’s core values. Managers should discuss the performance of the employees
and give the needed feedback not only during the scheduled time of appraisal, but also all round
the year. This practice will help the employees to enhance their knowledge, skills and ability.

Green training and development

Training and development is a practice that focuses on development of employees’ skills,
knowledge, and attitudes, prevent deterioration of EM-related knowledge, skills, and attitudes.
Green training and development educate employees about the value of EM, train them in
working methods that conserve energy, reduce waste, diffuse environmental awareness within
the organization, and provide opportunity to engage employees in environmental problem-
solving. Green T&D activities make employees aware of different aspects and value of
environment management. It helps them to embrace different methods of conservation including
waste management within an organization. Further, it sharpens the skill of an employee to deal
with different environmental issues. In a survey of managers, on best management practices
concluded that environmental training and education, along with establishing a favorable
environmental culture for the employees where they feel that they are the part of environmental
outcomes, were the most important HRM processes that facilitate the achievement of
environmental goals. In his study on the role of HR in achieving a sustainability culture, suggests
that the HR Department can offer leadership development workshops to help managers develop
their “front wheel” soft, people skills, or behavioral competencies, in teamwork, diversity,
managing change, and collaboration. Future research that facilitate green training on one hand

33
and helps organizations on the other to develop eco-friendly managers who without any
hesitation can indulge as well as promote sustainability throughout the process would be
particularly useful.
Concluding the above discussion, we envisage that the need of the hour is: organizations should
train their employees on best business practices enthused with green initiatives. Besides,
sustainable training and education employees should also be adept to educate the customers
regarding the advantages of becoming more earth-friendly and buying green products.

Green compensation
Rewards and compensation are the major HRM processes through which employees are
rewarded for their performance. These HR practices are the most powerful method which links
together an individual’s interest to that of the organization’s. We also assert that incentives and
rewards can influence employees’ attention to the maximum at work and motivate them to exert
maximum effort on their part to achieve organizational goals.
Though compensation and rewards increase green initiatives in organizations, it can never be
completely free from some malpractices. Developing effective monetary incentives can be
challenging due to the difficulty of accurately and fairly evaluating environmental behaviors and
performance. By incorporating elements of green management in the compensation program,
managers can promote the green behaviors among the employees. Further, managers can ask
employees to bring specific green ideas pertaining to their individual jobs which can be through
mutual decisions included into the objectives to attain in for the upcoming year. Attaining these
objectives would be the basis of receiving incentives.
Employee compensation programs can be modified to give bonuses based in part on the
employee’s appraisal ratings on the behavioral and technical competencies. In addition,
employees could be awarded bonuses for their outstanding work on special projects. Green
rewards can include the use of workplace and lifestyle benefits, ranging from carbon credit
offsets to free bicycles, to engage people in the green agenda while continuing to recognize their
contribution. Last, but not the least, more emphasis should be given on researches which
determine effective approaches that will help to design and implement green compensation
practices and may lead to the achievement of corporate environmental goals.

Green employee relations

Employee relations are that aspect of HRM which is concerned with establishing amicable
employer–employee relationship. The relationship facilitates motivation and morale of the
employees as well as, increases the productivity. Basically, employee relations involve employee
participation and empowerment activities. It also helps prevent and resolve problems arisen at
workplace that may affect the work. In fact, positive employee relations are an intangible and
enduring asset and a source of competitive advantage for any organization.
Employee participation in Green initiatives increases the chances of better green management as
it aligns employees’ goals, capabilities, motivations, and perceptions with green management
practices and systems. Involving employees in EM has been reported as improving EM systems
such as efficient resource usage; reducing waste and reducing pollution from workplaces.

34
Several workers in their study concluded that individual empowerment positively influences
productivity and performance, and facilitates self-control, individual thinking, and problem-
solving skills.
The scope of employee relations should be broadened by initiating a suggestion scheme within
the organization, wherein each and every employee from top most to the lowest level gets an
opportunity to contribute to the scheme. This practice will help in creating greater awareness on
green issues besides, new ideas for eco-friendly practices my crop up from different sources.
Other benefits of employee involvement are improvement in employee and organizational health
and safety, as well as development of eco-friendly staff. We propose that keeping the policies in
place, long-term trust among the management and employees will be built which will provide an
opportunity to the employees to express their personal ideas at workplace and help to create
climate conducive to green management practices and systems.

Green reward management

Green reward management is another key function of green HRM. The sustainability of
organization ‟s environmental performance is highly dependent on the green reward
management practices of the organizations. To motivate managers and non-managerial
employees on corporate environmental management initiatives, green reward management has
significant contributions.

Organizations can practice it in two ways such as financial and non-financial. In some companies
employees are financially (e.g. incentives, bonuses, cash) rewarded for their good environmental
performance. In some other companies, employees are non-financially rewarded (awards/special
recognitions/honors/prizes) for their good environmental performance.

35
Future Scope of Research –

The following are the related areas which have been identified by the researcher for the scope of
further research related to this area.

 THE present study proposes future researchers to fill the gap in the existing
literatures by conducting empirical studies such as Green HRM practices in the
manufacturing or service organizations (particularly the organizations that are
polluting environment, Comparing Green HRM practices between developed and
developing countries, Green perceptions, attitudes of employer and employees,
barriers in the Green HRM implementation in organizations.

 A comparative study of Green HRM among different sectors can be conducted to

get an insight of Green HRM practices followed by the organizations.

 In the present study, the researcher has studied only few organizations, the future
researcher can select some other organizations for study and can suggest some
more options for better implementation of Green HRM Practices.

 In addition, it will be of interest to the future researchers to explore and validate

the model developed for this study in other cultural settings, like Asian or
Western developing or developed countries. This will be valuable in providing
evidence concerning the robustness of research model across different cultural
settings. It is understood that the robustness of the model may vary across
different cultural settings and thus need to be empirically tested (Mao and Palvia,
2006).

 As there is still confusion and compromise on the integration of environmental

issues into organization‘s policies, further research should be conducted to
determine the association between other HRM Functions like employee health,
employee retention, self-actualization in context to environment needs and its
relationship with the environmental performance.

 Further studies can be conducted in backdrop of suggestions provided in the

previous section.

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To business organization –
 Secure job environment enhances the degree of Job Satisfaction. Management must
create an environment of job security among employees Apart from job security,
management must provide job stability.

 Job Satisfaction of employees in any organization is of utmost importance to in order to

achieve the objectives of an organization and make it sustainable in the long run.

 A business and businessmen have to ensure the employee participation in management

and administration. In management there is a proverb that ―Esprit de corps‖ that means
unity is strength. Harmonious and team work is always effective and efficient for the
business success. When the workers and employees are encouraged to take part in the
management and decision making that means they are contributing to the organization.

 It reflects that when the level of Job Satisfaction increases, the level of Commitment also
increases. Therefore, this factor should be increased to improve an employee‘s
commitment to an organization. Organizations should commence proper performance
appraisal systems which result in pay rise, promotion, and training of the employees that
will enhance on employees‘ Job Satisfaction. Human Resource Management of the
organizations should offer extensive Green Training and Development programs for the
employees for better satisfaction of the employees. As there is no positive relation
between Green Reward Management and Job Satisfaction, so employees should be
properly trained and promotion of the employees should be based on the qualification of
employees and /or experience of employees to create Job Satisfaction.

 As there is positive relation between Green Reward Management and Employee

Motivation so, company should offer recognition rewards for environmental
performance. The success of recognition rewards relies on the importance of company-
wide identification.

 Organizations must give environmental training and education to the employees as these
are vital, in order to provide knowledge, change attitudes and behavior and acquire new
skills.

 Rewards should be given to the employees who uses bicycles to commute or uses car
pools. It would encourage those who live nearby to commute by cycle or walk, thereby
reducing pollution. The ones who live far off could use bicycles to go to the market. It
would be a good exercise and would keep the employee in good health.

37
 Employees should be recognize and rewarded for green innovations. The employees who
come up with the most innovative green initiatives should be awarded a ‗Go Green‘
badge.

 Segregation of waste and disposal of waste should be streamlined in the organization.

Food canteen should adhere to zero wastage policy and use the leftover food for a better
cause.

 Organizations should attempt to replace the age old tradition of paper documentation by
paperless office. This can be achieved by ensuring 100% IT based HR operations.

 Organizations should initiates practices of green rewards to departments and individuals

for innovative initiatives and green contribution through reduction of wastes, green
resources and energy. Take innovative initiatives of saving electricity by encouraging
volunteering to switch off lights and fans where and whenever required. Companies
should conduct an energy audit to ensure effective and efficient use of energy in
Organizations and use energy efficient bulbs and install timer to switch off the light
automatically after a definite time.

 Corporate gardens must encourage the use of natural fertilisers and pesticides. Every
office should maintain greening of office premises with gardens. There should be HR
policies for participation of employees for gardening; by contributing manure or
attending to a certain plant area of the garden.

 Use online system in most of the procedures of the organizational activities tomake your
organization eco-friendly. Companies should encourage suppliers to provide
environmentally sustainable product to make the outer world green.

 Develop or Enhance waste management system to reduce atmospheric (air, water, soil)
pollution. At most care about use of water and leakage of drainage system to ensure
efficient use of water and to reduce water pollution.

 Spread green thinking among employees and stakeholders to make them green
psychologically. Engaging with employees and empowering them to act through the
company in a non superficial way is a most effective means through which to increase
output towards and ultimately achieve or enhance environmental strategies and goals.

 Reward employees on the basis of green activities to motivate them to be more aware
about environment. They should use organization‘s transport in group rather than
privately to ensure less emission of different harmful gases to the atmosphere. Reduce

38
 business travel and focus on teleconferencing to minimize the emission of carbon-di-
oxide.

 Make everyone feel concerned about the green benefits (even cash value of greening) to
create their willingness towards green. Companies should also create a green identity
through green activities that will create a Brand image.

 Encourage employees to share new ideas regarding environmental issues. Get your
surrounding community know about your greening practice that will make them loyal to
your brand. Companies should also try to integrate green HR practices with corporate
social responsibilities.

 Install heat management system to ensure comfortable temperature in the organization

and surroundings that increases productivity and efficiency of employees.

 Conduct annual survey on measuring the level of green practice adopted by the
organization at different levels.

 This research work should act as a guiding force for the HR of the organization to
develop policies and procedures which will help in making energy efficient, sustainable
and environmentally friendly product and services.

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CHAPTER –6
CONCLUSION

Today, Organizations are trying to focus on profit maximization and environmental obligation at
the same time. In today‘s world organization that has more focus on environment has higher
acceptance in society. Due to this rising awareness of the society about environment,
organizations are being pushed to pay more attention on the environment. Now, it may seem that
more investment on environmental issues will cause profit minimization. In that case, non-
financial practice like green human resource management can be implemented in the
organization. Financial help to a part of the total population of a country may get less focus than
being green through Green HRM. Higher focus will create higher acceptance. Higher focus will
facilitate an organization to maximize their profit in long run. In this way CSR can also be
performed through Green HRM. So practicing Green HRM as a means of promoting CSR in this
industry will have a positive impact over the industry which will facilitate them to achieve higher
social acceptance as well as higher profit making in the long run.

1. In this empirical research work, the researcher has provided useful insights into the green
practices adopted by organizations in the background of a developing economy like India where
environmental concern is on rise.

2. Using confirmatory factor analysis, the study confirms seven major factors i.e. ―

a) Green Recruitment and Selection,

b) Green Training and Development,

c) Green Reward Management,

d) Employee Involvement,

e)Employee Motivation,

f) Job Satisfaction,

g) Organizational Commitment‖,

important for adoption of green practices by various organizations in India and it also establishes
the structural relationship between these factors.

3. The insights from the study, can indeed be used to formulate various strategies especially for
green services in various sectors in India. It would ultimately give rise to sustainable
development and preservation of environment. Green HRM helps in the effective outcomes like

40
they could get a first mover advantage, many organizations can also develop a competitive edge
by creating a brand image as an environment conscious body.

4. In view of the optimistic response of various organizations towards adoption of green

practices, the research work suggests implication for the marketers and policy makers for
effective implementation of green programs in future which helps them to get subsidies from the
government

5.Support the key HRM attribute by stating that reward systems should include environmental
criteria. Reward systems should also be linked to the achievement of performance appraisal goals
in order to motivate the employees of the organizations.

6. Argues that adopting environmentally responsible practices will probably involve major
change in organizational values, practices and procedures, breaking embedded habits and
practices and adopting new ways of thinking which will consider what is done, why and how.

7. Though the green movement and Green HR are still in the stages of infancy, growing
awareness within organizations of the significance of green issues have compelled them to
embrace environment-friendly HR practices with a specific focus on waste management,
recycling, reducing the carbon footprint, and using and producing green products. Clearly, a
majority of the employees feel strongly about the environment and, exhibit greater commitment
and Job Satisfaction toward an organization that is ever ready to go ―Green.‖

8. The responsibilities of the present generation HR managers are to create awareness among the
youngsters and among the people working for the organization about the Green HRM, Green
movement, utilization of natural resources and helping the corporate to maintain proper
environment, and retain the natural resources for our future generation i.e. sustainable
development. The conclusion that can be derived from this research is that Green ideas and
practices are finding more and more relevance in many organizations‘ and within the space of
the HR profession. HR leaders being the advocates of organizational culture and policies are
critical to inculcate a sense of responsibility in each employee towards a sustainable green
human resources management. However, still greater change needs to happen so that employees
and organizations 'take that big leap in ensuring greening process in all their activities

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Limitations –

This research work was carried out to find out the relationship between Green HRM practices
with Employee Motivation, Job Satisfaction and organizational. Despite best of efforts to
minimize all limitations that might creep in course of the research, there were certain constraints
within which the research was completed. These are discussed below:

 criticized because it misses an in-depth analysis of the type the psychologists or

anthropologists has often conducted. This research work has not analysed by using any
econometric test or psychometric test. This research work is totally based on the practices
followed in the organizations. Sustainability has three aspects: social, economic and
environment. In this study

 the researcher has studied only environment dimension in relation to Green HRM
Practices. In this study, the researcher has only taken Green Recruitment and Selection,

 Green Training and Development, Green Reward Management, Employee Involvement,

Employee Motivation, Job Satisfaction and Organizational Commitment. There are other
factors also which impact the Green HRM practices like, Green Health and Safety
Management, Green Job Design and Analysis, Green Induction, etc. that have not been
considered. The research was purely based on primary data as well as secondary data.

 The primary data for this study was collected from the samples based in NCR only.
While researcher has tried to make sure that the sample is a true representation of the
population, the generalization of the findings of the research work is restricted as defined
by the size of the sample, which comprised of 300 respondents carefully chosen from
various areas of NCR

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CHAPTER-7
BIBLIOGRAPHY -

INTERNET websites

https://.scribd.com/?lohp=2

https://iedunote.com/green-hrm

http://article.sapub.org/10.5923.j.hrmr.20190901.03.html

https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.21792

http://192.248.32.137/~sjpjourn/index.php/sljhrm/article/view/2130

http://192.248.32.137/~sjpjourn/index.php/sljhrm/article/view/2130/1131

NEWS PAPERS:

1 TIMES OF INDIA

2ECONOMIC TIME

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