A study to validate the Elements of Green HRM Practices ...adalyajournal.com/gallery/115-feb-2742.pdf · development, employee participation and empowerment, performance appraisal

A study to validate the Elements of Green HRM

Practices with reference to IT Companies in

Greater Chennai

Mrs.C.R.Rhupa

Research Scholar (Part time),

PG & Research Department of Commerce,

Presidency College, Chennai.

&

Assistant Professor, Department of Commerce,

SSS Jain college For Women, Chennai.

Under the Guidance of :

Dr.G.Ravi Assistant Professor,

Research Guide & Supervisor,

PG & Research Department of Commerce,

Presidency College, Chennai.

Green Human Resources Management(GHRM) refers to using human resource management

practices to assist environmental management and to reduce employee carbon footprint . The

current research work is carried out to check the validation of elements of GHRM practices in

IT companies in Chennai. The main GHRM practices used in IT companies, identified from

existing literature were organisational culture, recruitment and selection, training and

development, employee participation and empowerment, performance appraisal system,

rewards and compensation. The study will provide insights to HR managers and IT

organisations to understand and increase the implementation of GHRM practices to support

environmental management for the mutual benefit of employers and employees.

Introduction

Many organisations have adopted environmental policies and procedures for sustainable

development. Besides economic objectives of profit and growth organisations are also

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Volume 9, Issue 2, February 2020

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http://adalyajournal.com/687

focussing on the imp-act they create on the society and environment . Business

organisations are forced to pay attention to environmental and social responsibility due to

regulatory pressures, demands of society and to have a competitive advantage. However

there is a gap between what companies aspire to do and what they achieve. Recent literature

show that Green HRM can be effectively used to implement environmental policies and

procedures in an organisation.

Green HRM is referred to “all the activities involved in development, implementation and

on-going maintenance of a system that aims at making employees of an organization green. It

is the side of HRM that is concerned with transforming normal employees into green

employees so as to achieve environmental goals of the organization and finally to make a

significant contribution to environmental sustainability. It refers to the policies, practices and

systems that make employees of the organization green for the benefit of the individual,

society, natural environment, and the business” (Opatha, 2013; Opatha and Anton Arulrajah,

2014).

Importance Of HRM In Environmental Management System

The strategy for responding towards environmental friendly business practices must begin

with real commitment on the part of whole organisation. This means a change in corporate

culture and management commitment towards social and environmental issues. Human

resource managers are well positioned to play an instrumental role in helping their

organization achieve its goals of becoming a socially and environmentally responsible firm.

HR processes play a significant role in the creation of sustainability culture within the

company and in translating Green HR policy into practice; therefore, human capital and its

management are instrumental to the fulfilment of EM objectives ( M. Wagner, 2012) .

GHRM is a proposal which helps to create green workforce that can understand and

appreciate green culture in an organization. Such green initiative can maintain its green

objectives all throughout the HRM process of recruiting, hiring and training, compensating,

developing, and advancing the firm’s human capital. Based on existing literature the

elements of Green HRM practices are:

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Organisational Culture

Organisational Green culture refers to the set of assumptions, beliefs, values, and symbols

that reflect the desire or necessity of being an environmentally oriented organization. The top

management must be committed continuously to support Green HR practices by

implementing policies, broadcast environmental programs and goals and also implements an

environmental management information system and conduct periodical audits ( Jabbour and

Santos, 2008) .

Green Recruitment And Selection

Green recruitment can be defined as the process of hiring individuals with knowledge, skills,

approaches, and behaviours that are appropriate to the environmental management systems

within an organization. When selecting for job vacancies some companies consider the

candidate's environmental concern and interest as selection criteria (Renwick et al., 2013).

Green Training And Development

Training and development practice focus on the development of employees' skills,

knowledge, and attitudes that 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, and provide an opportunity to

engage employees in environmental problem-solving ( Jabbour, 2013) .

Employee Participation and Employee Empowerment

Employee relations in HRM is concerned with establishing an amicable employer-employee

relationship. The relationship facilitates the motivation and morale of the employees as well

as increases productivity. 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 (Jabbour and Santos, 2008).

Performance Appraisal System

Effective performance appraisals should provide useful feedback to employees and support

continuous improvements in the firm’s environmental outcomes. The job description should

be aligned with green tasks and goals to be achieved. Managers should discuss the

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performance of the employees and give the needed feedback to enhance their knowledge,

skills, and ability (Arulrajah et al., 2015).

Green Reward And Compensation

Rewards and compensation are the major green HRM processes through which employees

are rewarded for their performance. Due to the difficulty of accurately and fairly evaluating

environmental behaviours and performance, developing effective monetary incentives can be

challenging. By incorporating elements of green management in the compensation program,

managers can promote green behaviors among the employees (Jabbour and Santos, 2008).

Review of Literature

Arulrajah Anton, et al. (2015) ,identified and highlighted several green HRM practices

under the 12 functions of HRM such as job design, job analysis, human resource planning,

recruitment, selection, induction, performance evaluation, training and development, reward ,

discipline, health and safety and employee relations based on available literature. The study

emphasized the importance of adopting green HRM to improve environmental performance.

Bangwal Deepak, et al. (2017), proposed a theoretical model for identifying the direct and

indirect effects of green HRM on environmental performance (EPF) from an employee point

of view. The study revealed that the majority of employees agree that HRM policies had a

positive result on the EPF irrespective of gender, type of job, and age. Employees behavior

toward environmental practices vary due to experiences in private and work life. There

should be a greater incorporation of GHRM in environmental practices through better

implementation and guidance.

Cherian, J., & Jacob, J. (2012), presented a review of research which helps in identifying how

organizations adopt Green HRM for promoting EMS initiatives. The study also highlights

the benefits of adopting green HRM practices for both employees and the company. Through

Green HRM practices employees will be empowered to adopt environmental management.

Daily, B. F. and Huang, S. (2001) , identified human resource factors such as top

management support, environmental training, employee empowerment, teamwork and reward

systems as key elements of the implementation process of an Environmental Management

System and proposed a conceptual model of the EMSHR factors to assist in proper

implementation of the environmental management program. The study highlights the need to

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make the necessary changes in Organisational culture to facilitate Environmental

Management.

Dumont Jenny, et al. ( 2016), empirically tested effects of Green HRM Practices on

employee workplace behaviour. The study developed measures for green HRM and then

tested a conceptual model integrating the effects of psychological green climate and

individual green values. The findings reveal that both in the role and extra role of green

behavior are related to organizational green HRM practices. Organizations should link

employee green behavior to green management objectives.

Guerci M, et al. (2013) analyses how ability-enhancing practices and opportunity enhancing

practices improve organizational ethical climates, while motivation enhancing practices are

related to egoistic climates. The findings highlight the effect of employee perception on

corporate sustainability.

Hiba A. Masri, Ayham A.M. Jaaron (2016) conducted an empirical study to study the impact

of GHRM practices in manufacturing organizations on Environmental Performance in the

Palestinian context. The study also identifies six main Green HRM practices such as green

recruitment and selection, green training and development, green performance management

and appraisal, green reward and compensation, green employee empowerment and

participation, and green management of organizational culture.

Jabbour, C.J.C. (2011) conducted an empirical study to analyze the level of the greening of

HRM practices for environmental sustainability. The study reveals that human resource

practices such as culture, teams, and training were supportive of environmental management

where practices such as selection and financial remuneration were ignored in environmental

performance.

Jabbour, C.J.C. and Fernando Ce´sar Almada Santos (2008), have proposed a model to

analyze the relationship between human resource dimensions and environmental

management. The study emphasizes the importance of a plan and executes an HR strategy

that facilitates environmental management. The HR factors of recruitment and selection,

training, performance appraisal, and rewards contribute to implementing and maintaining an

environmental management system whereas organizational learning, culture, and the team

has to support environmental management system. The study highlights the need to develop

a socio-economic perspective that aims at using resources efficiently.

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Kaur Harjeet (2011) conducted an empirical study to ascertain the relationships between

human resource factors and environmental performance in manufacturing companies. HR

factors such as management commitment, feedback and review, and empowerment were

positively related to environmental performance whereas incentive, bonus and salaries were

rarely linked to environmental performance.

Mandip Gill (2012 ) proposed a model of the HR processes involved in green HRM based on

available literature on green HR. The study revealed the role that HR processes play in

translating green HR policy into practice. A case study on the green HR initiatives of ITC

emphasizes the importance of operational efficiencies and upgradation of technology.

Mübeyyen Tepe Küçüko÷lu1 and øbrahim PÕnar R. (2015) their paper presents an important

study which shows an analysis of companies' impact on their employees' environmental

behavior and environmental organizational culture in Turkey. The facilitators and barriers to

environmental applications within the company and the role of environmental organizational

culture on environmental behavior are evaluated. The findings revealed that the organization

has a clear understanding of its environmental impact and the most important motivator is

regulations for the environmental actions of an organization. All levels of an organization

hierarchy should move together for a successful environmental culture.

Opatha, H. H. D. N. P. and Arulrajah Anton, A. (2014) establish a strong link between

existing literature in green HRM and organizational theories. The research identified major

green HRM requirements for achieving environmental objectives namely green

competencies, green attitude, green behavior, and green results.

Pandey Suruchi, et al. (2016), the study analyzed the factors affecting the implementation of

GHRM and the awareness level of employees. The findings revealed that the majority of

employees were aware of Green HRM and felt that it was effectively implemented in their

organizations. Employee mindset and organizational culture were identified as important

factors for the implementation of sustainable practices. Most of the small organizations find

cost as a barrier to the implementation of GHRM practices.

Renwick, D.W.S. Redman, T. and Maguire, S. (2008)by reviewing the previous literature

have identified the importance of Green HRM in Environmental Management. The study

proposes a model to implement Green HR policies from employee entry to exit. There is a

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need to diversify roles for HR staff in implementing Green HRM effectively at the

workplace.

Revill Claire, (2002), This paper examined the emerging concept of the 'greening' of

Personnel and Human Resource Management (HRM). From a comparative analysis, twelve

key HRM attributes were identified that can be easily applied to the concepts of

environmental human resource management. The study suggested how Personnel

Management and/or HRM can become involved in the development, implementation, and

integration of Environmental Management initiatives such as activities, policies, and

practices.

Roscoe Samuel, et al. (2019), examined the relationship between GHRM practices, green

organizational culture, and a firm's environmental performance. The findings suggest that

HRM practices including hiring, training, appraisal and incentive support the improvement of

green organizational culture. The key facilitators of green organizational culture include

leadership emphasis, message credibility, peer involvement, and employee empowerment.

Managers are provided with a detailed understanding of the GHRM practices needed to

enable an organizational culture of environmentally aware employees.

Sakhawalkar Akshata, Thadani Anand (2013), in their empirical study checked the

awareness among employees in IT companies in Pune about Green HR. The findings

revealed that though employees were not aware of the term Green HR they were aware of the

practices followed. The green HR methods were effectively implemented in organizations.

Wagner Marcus (2012) conducted an empirical study to analyze whether benefits arising for

human resource management from environmental management activities compel

environmental management system implementation. The study provides evidence that

increasing levels of environmental management system implementation result from higher

economic benefits. The article supplies needed quantitative evidence that there is a positive

association between work satisfaction and EMS implementation.

Research Gap

To date there is a shortage of empirical research addressing the elements of

Green HRM.

Green HRM is an ongoing and dynamic process, other factors may also contribute

to its implementation.

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Future research should include a diverse sample to study the Green HRM

practices in various industries.

Objectives of Study

The objective of the study is to

Identify the various elements of Green HRM practices

To validate the impact of Green HRM practices in IT companies

Hypothesis

1.The Organisational Culture in the IT Companies does not predict Green HRM Practices of

IT Companies in Chennai.

2. The Recruitment and Selection in the IT Companies does not predict Green HRM

Practices.

3.The Training and Development in the IT Companies does not predict Green HRM

Practices.

4. The Employee Participation and Employee Empowerment in the IT Companies does not

predict Green HRM Practices.

5.The Performance Appraisal System in the IT Companies does not predict Green HRM

Practices.

6. The Rewards and Compensation in the IT Companies does not predict Green HRM

Practices.

Research Methodology

The targeted population was employees from top 5 IT companies in Chennai. A total

sample of 687 employees was collected through convenient sampling method. The

questionnaire method was used to collect the personal details of employees and the elements

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of green HRM practices. These elements are ascertained through Likert’s five point scale

which ranges from Strongly agree to Strongly disagree.

Data Analysis and Intrepretation

After reviewing the national and international literature and empirical research works on

GHRM practices the researcher identified the following elements namely: Organisational

Culture, Recruitment & Training ,Training & Development, Employee participation and

Empowerment, Performance appraisal system, Rewards & compensation are very important

to determine the employee perception on Green HRM practices. To exactly estimate the

opinion of respondents for all the statements and to test the hypothesis the researcher

applied T- test and the following results are obtained.

H1 :The Organisational Culture in the IT Companies does not predict Green HRM Practices

of IT Companies in Chennai.

1. Employee perception on Organisational Culture.

The Organisational Culture consists of 15 variables in Likert’s five point scale which ranges

from Strongly agree to Strongly disagree with the mid value of 3. This mid value is taken up

as test value by the researcher to apply T test. The mean values between 3 & 4 for each

statement is considered as moderately agreeing for the statement, any mean value greater

than 4 is taken up as strongly agree statement. Any mean value less than 3 is considered as

disagreeing for the statement. The application of T test for test value 3 over all these 15

variables is clearly presented in the following table :

One Sample Statistics

Statements

N

Mean

Std

Deviation

Std

Error

mean

t

Rank

The Organisation is committed

to Environmental Management. 687 3.8122 1.00348 .03828 21.215

1

The Organisation believes that

involving in sustainability

practices will lead to better

Organizational culture.

687 3.7817 .98476 .03757 20.805

2

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The Organisation has formal

policies for implementing green

HR practices in their

organization.

687 3.6725 1.02683 .03918 17.166

4

The Organisation allocates

adequate resources (money,

manpower etc) to

Environmental Management

efforts.

687 3.6143 1.06137 .04049 15.169

9

The Organisation designs and

implements new jobs and

positions in order to focus

exclusively on environmental

management .

687 3.5633 .99781 .03807 14.797

10

Progress towards environmental

goals is constantly monitored

and measured.

687 3.6958 1.06318 .04056 17.153

5

Top management frequently

communicates the organization’s

environmental goals to

employees.

687 3.6128 1.02235 .03901 15.711

8

Top management is committed

to employee training and

education in environmental

management.

687 3.5852 1.09249 .04168 14.039

11

Employees have the opportunity

to share in and are encouraged to

help the organization implement

change.

687 3.6856 .95381 .03639 18.840

3

Top Managers use teamwork to

successfully manage and

produce awareness of

environmental issues of the

687 3.6157 .94957 .03623 16.996

6

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Company.

The organisation has an

environmental management

information system (EMIS) and

conducts environmental audits.

687 3.4862 .97462 .03718 13.075

12

Results from environmental

audits are communicated to

employees for identifying areas

for environmental improvement.

687 3.3843 .97681 .03727 10.311

13

Top Management develops

punishment system and penalties

for noncompliance in

environmental practices.

687 3.2067 1.10039 .04198 4.923

15

Employee survey is conducted

to assess organisational

performance with regard to

implementing green business

practice and provide

information, suggestions and

insight for future actions.

687 3.4236 1.08779 .04150 10.206

14

HR can serve as the driver for

cultural change in sustainability.

687 3.6332 .98647 .03764 16.824

7

From above table it is found that 15 variables of Organisational culture have their mean

value ranging from 3.2067 to 3.8122, Standard deviation lies within the range from

.94957 to 1.10039 , Standard error mean have their limitations between .03623 to .04198

and T value have their minimum and maximum limitation from 4.923 to 21.215. This

implies that the employees of IT companies moderately agree for the commitment of

Organisation to environmental management and sustainable practices resulting in better

organisational culture and the organisation has formal policies for implementing Green

HRM practices in their organisations. The table indicates that the organisations have

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allocated sufficient resources and implemented new jobs and positions towards

Environmental management and the progress closely supervised. It further shows that the

top management communicates the environmental goals and use team work to create

awareness on environmental issues and have also developed punishment system and

penalties for noncompliance . The organisation has an effective environmental management

information system and regular environmental audits. Employees are encouraged to help the

organisation to implement change and employee surveys are conducted to assess the green

HRM practices and provide suggestions for future actions. The respondents agree that HR is

the major role player in implementing GHRM practices and policies. The above results

indicate that organisational culture predicts Green HRM practices therefore the hypotheses is

rejected.

H2:The Recruitment and Selection in the IT Companies does not predict Green HRM

Practices.

2. Employee perception on Recruitment and Selection

Recruitment and selection consists 6 variables in Likert’s five point scale which ranges








Statements

N

Mean

Std

Deviation

Std

Error

mean

t

Rank

1. The Environmental performance

of the Organisation attracts

employees.

687 3.2606 .98113 .03743 6.961

5

2. The Organisation reflects 687 3.2460 .93477 .03566 6.898

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environmental policy and

strategies in its recruitment

policy .

6

3. The Organisation prefers to

select candidates who have

competency and attitudes to

participate in corporate


initiatives .

687 3.3130 1.00561 .03837 8.157

3

The recruitment practices

support effective environment

management by ensuring that

new recruits understand the

organization’s environmental

culture and share its

environmental values.

687

3.2868

1.02910

.03926

7.303

4

The organisation practices a

paper-free recruitment process

with a minimal environmental

impact (e-mail, online

application forms , telephone or

video-based interviews , etc )

687 3.5124 1.04953 .04004 12.796

2

4. Green recruitment helps to

reduce recruitment cost and time

by 80%.

687 3.5604 .93619 .03572 15.690

1

From above table it is found that 6 variables of Recruitment and Selection have their mean




shows that the environmental performance of the organisation attracts employees and the

organisational recruitment policy reflects the environmental policies and strategies. The

organisation prefers to hire employees that have environmental knowledge and ensure that

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the new recruits understand the organisations environmental culture and values. The

employees of IT companies agree that Green Recruitment reduces the cost and time by

practicing paper free recruitment process with minimum environmental impact. The above

results indicate that recruitment and selection predicts Green HRM practices therefore the

hypotheses is rejected.

H3: The Training and Development in the IT Companies does not predict Green HRM

Practices.

3. Employee perception on Training and Development

Training and Development consists 6 variables in Likert’s five point scale which ranges








Statements

N

Mean

Std

Deviation

Std

Error

mean

t

Rank

The organisation considers

environmental training a priority

and is continuous.

687 3.3799 1.00715 .03843 9.887

6

Analysing and identifying

environmental training needs of

employees in order to make

them more environmental

concerned.

687 3.4192 1.01968 .03890 10.776

4

Organisation offers workshops

or forums for staff to improve 687 3.4032 1.00676 .03841 10.497

5

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environmental behaviour and

exchange their tacit knowledge.

Providing training to learn or

adapt environmental friendly

best practices (energy efficiency,

waste management, and

recycling).

687 3.4338 .96645 .03687 11.764

2

Embedding of routines within

operational systems is essential

to the successful implementation

of any environmental initiative.

687 3.5837 .95446 .03641 16.029

1

Employees have many

opportunities to use their

environmental training.

687 3.4265 .95377 .03639 11.720

3

From above table it is found that 6 variables of Training and Development have their mean



and T value have their minimum and maximum limitation from 9.887 to 16.029. The table

indicates that the organisation considers environmental training a priority and take steps to

identify the training needs of the IT employees . The organisation provides training for the

staff to improve environmental behaviour through workshops, forums and training

programs and the employees are given opportunities to use their environmental training

effectively . The employees agree that embedding of routines within operational systems is

essential for implementation of environmental initiatives. The above results indicate that

training and development predicts Green HRM practices therefore the hypotheses is

rejected.

H4:The Employee Participation and Employee Empowerment in the IT Companies does not

predict Green HRM Practices.

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4. Employee perception on Employee participation and Empowerment

Employee perception on Employee participation and Empowerment consists 6 variables in

Likert’s five point scale which ranges from Strongly agree to Strongly disagree with the mid

value of 3. This mid value is taken up as test value by the researcher to apply T test. The

mean values between 3 & 4 for each statement is considered as moderately agreeing for

the statement, any mean value greater than 4 is taken up as strongly agree statement. Any

mean value less than 3 is considered as disagreeing for the statement. The application of T

test for test value 3 over all these 6 variables is clearly presented in the following table :


Statements

N

Mean

Std

Deviation

Std

Error

mean

t

Rank

The Organisation links employee

involvement and participation in


programmes.

687 3.3785 .95344 .03638 10.404

5

The employees use input

resources efficiently when they

perform their day to day job

tasks, duties and responsibilities.

687 3.3959 .97663 .03726 10.626

4

Top management encourages

employee suggestions for

environmental performance

improvement by setting up

employee environmental

suggestion schemes.

687 3.4978 .92562 .03531 14.097

1

Employees can express their

opinions openly and freely

without fear of reprisal.

687 3.5124 .98357 .03753 13.654

2

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Employees feel they are

accountable for environmental

outcomes.

687 3.3843 1.05984 .04044 9.504

6

The Unions and employee help

employers to adopt Green HRM

policies and practices that help

safeguard and enhance worker

health and well-being.

687 3.4207 .97597 .03724 11.298

3

From above table it is found that 6 variables of Employee participation and empowerment

have their mean value ranging from 3.3785 to 3.5124, Standard deviation lies within the

range from .92562 to 1.05984 , Standard error mean have their limitations between .03531

to .04044 and T value have their minimum and maximum limitation from 9.504 to 14.09.

This implies that the employees of IT companies moderately agree that the organisations

have linked employee involvement and participation in environmental management

programmes to ensure that the employees use the resources efficiently when they perform

their day to day tasks. Top management encourages employee suggestions for environmental

performance and employees can express their opinions freely without fear of punishment.

Employees feel that they are accountable for environmental outcomes and help the

employers to adopt Green HRM policies and practices that help safeguard and enhance

worker health and well- being. The above results indicate that employee participation and

empowerment predicts Green HRM practices therefore the hypotheses is rejected.

H5:The Performance Appraisal System in the IT Companies does not predict Green HRM

Practices.

5. Employee perception on Performance appraisal system

Employee perception on Performance appraisal system consists 6 variables in Likert’s five

point scale which ranges from Strongly agree to Strongly disagree with the mid value of 3.

This mid value is taken up as test value by the researcher to apply T test. The mean values

between 3 & 4 for each statement is considered as moderately agreeing for the

statement, any mean value greater than 4 is taken up as strongly agree statement. Any mean

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value less than 3 is considered as disagreeing for the statement. The application of T test for

test value 3 over all these 6 variables is clearly presented in the following table :


Statements

N

Mean

Std

Deviation

Std

Error

mean

t

Rank

1. The organisation incorporates


objectives and targets with the

performance evaluation system

of the organisation.

687 3.2198 1.09718 .04186 5.251

2

Employees are aware of

specific environmental goals,

targets and responsibilities.

687 3.3435 .94524 .03606 9.526

1

Role of managers in achieving

green outcomes are included in

appraisals.

687 3.1951 1.07981 .04120 4.735

3

Integrating green criteria in

appraisals or evaluating

employee‟s job performance

according to green-related

criteria.

687 3.1383 .98817 .03770 3.668

4

Providing regular feedback to

the employees or teams to

achieve environmental goals or

improve their environmental

performance.

687 3.1194 .98102 .03743 3.189

5

Achievement of environmental 687 3.0844 1.03939 .03966 2.129

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goals is used as one of the

criteria in my performance

appraisal.

6

From above table it is found that 6 variables of Performance appraisal system have their

mean value ranging from 3.0844 to 3.3435, Standard deviation lies within the range from


and T value have their minimum and maximum limitation from 2.129 to 9.526. The table

shows that the organisations have linked environmental management objectives with the

performance evaluation system and the employees are aware of their specific environmental

goals, targets and responsibilities. Employees moderately agree that the job performance is

evaluated according to green related criteria and regular feedback is provided to the

employees to improve their environmental performance. The Role of managers in

accomplishing green outcomes and the achievement of environmental goals by each

employee is used as one of the criteria in performance appraisal. The above results indicate

that Performance appraisal system predicts Green HRM practices therefore the hypotheses is

rejected.

H6:The Rewards and Compensation in the IT Companies does not predict Green HRM

Practices.

6. Employee perception on Rewards and Compensation

Employee perception on Rewards and compensation consists 6 variables in Likert’s five

point scale which ranges from Strongly agree to Strongly disagree with the mid value of 3.

This mid value is taken up as test value by the researcher to apply T test. The mean values

between 3 & 4 for each statement is considered as moderately agreeing for the

statement, any mean value greater than 4 is taken up as strongly agree statement. Any mean

value less than 3 is considered as disagreeing for the statement. The application of T test for

test value 3 over all these 6 variables is clearly presented in the following table :


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Statements

N

Mean

Std

Deviation

Std

Error

mean

t

Rank

Environmental performance is

recognized publicly . 687 3.3654 .89157 .03402 10.741

2

Employees who have achieved

or surpassed their environmental

goals are rewarded with

monetary awards

687 3.2242 .91272 .03482 6.437

4

Presentation of non financial

incentives helps improve

employee motivation to take

part in environment

management programs.

687 3.3916 .95502 .03644 10.746

1

Tying incentive pay to the

attainment of environmental

goals helps focus managers’

attention and invigorate efforts

aimed at achieving them.

687 3.2620 .91858 .03505 7.476

3

The Organisation has developed

negative reinforcements in EM

(criticism, warnings,

suspensions for lapses)

687 3.0830 .90049 .03436 2.415

6

I feel that if I do not contribute

to improving environmental

performance, my chance of

career advancement will be

negatively affected.

687 3.0975 1.01193 .03861 2.526

5

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From above table it is found that 6 variables of Rewards and Compensation have their

mean value ranging from 3.0830 to 3.3916, Standard deviation lies within the range from



implies that the employees of IT companies moderately agree that environmental

performance is recognized publicly and employees who have achieved their environmental

goals are rewarded with monetary awards. Presentation of non financial incentives has

helped to improve employee motivation to take part in environment management programs

and Tying incentive pay to the attainment of environmental goals helps focus managers’

attention and invigorate efforts aimed at achieving them. The organisation has developed

negative reinforcements in Environmental Management and the employees moderately

agree that if they do not contribute to environmental performance their chances of career

advancement are affected. The above results indicate that rewards and compensation predicts

Green HRM practices therefore the hypotheses is rejected.

Finding and Conclusions

1.The employees of IT Companies in Greater Chennai strongly agreed that the organizations

are very optimistic and conducive to the work environment and very viable to sustainable

practices. They strongly believed that the organization allocates adequate resources to

environmental management efforts for the prudential benefits of the organization as well as to

the society.

2. As far as the recruitment and selection are concerned the employees strongly agreed that

the recruitment practices in their organization mainly support the strategic environmental

management. They also strongly agree that the environmental management of IT companies

is done by ensuring that the recruits understand the commitment of the organization towards

all kinds of strategic environmental values.

3.The main aim of all the IT companies is to give appropriate training and development

programs to their employees with the priority on environmental issues, environmental

behavior, environmental knowledge and environmentally friendly approach for the futuristic

benefits of the organization.

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4.The employees in IT companies in Greater Chennai agree that the organisations have

linked employee involvement and participation in environmental management programmes

to ensure that the employees use the resources efficiently when they perform their day to

day tasks.

5. Organisations have linked environmental management objectives with the performance

evaluation system and the employees are aware of their specific environmental goals,

targets and responsibilities.

6. Employees of IT companies moderately agree that environmental performance is

recognized publicly and employees who have achieved their environmental goals are

rewarded with monetary awards.

Today, organisations are aware of their responsibility to the environment and are taking

efforts to link HR practices with environmental programs . IT organisations are supporting

green practices through waste management, energy efficient lighting, reducing paper usage,

alternative work policies and creating a safe and healthy workplace. The Human Resources

Department has an important role to create awareness among employees and provide the

necessary resources and motivation to adopt environment friendly practices.

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