Motivating Employees towards Organizational Environmental

MAGNT Research Report (ISSN. 1444-8939) Vol.2 (4). PP: 267-278

(DOI: dx.doi.org/14.9831/1444-8939.2014/2-4/MAGNT.34)

GHRM: Motivating Employees towards Organizational Environmental Performance

Muhammad Hassan Jabbar1, Muhammad Abid

2

1Lecturer, GIFT University, Gujranwala, Pakistan

2Assistant Professor, GIFT University, Gujranwala, Pakistan

Abstract The purpose of this study is to investigate about factors that motivate employees towards

organizations environmental performance. Firms by adopting Green human resource management

practices (GHRM) can play a pivotal role in promoting environment related concerns. In this study

empirical investigation has done to explore the factors that trigger the employees to be involved in green human resource management practices. Data was collected from 178 employees of the firms

that use GHRM practices. Convenient Sampling was employed for data collection. The findings of

the paper suggest that how HRM practices influence employee motivation to become involved in organizational environmental performance. This study elucidates that employees are more

motivated towards eco-initiatives through rewards (monetary & non-monetary). Moreover, this

study proposes that members of staff are more ready to take on environmental initiatives when their supervisors show encouraging behavior in regards to environmental ideas. The only limitation to the

study is inadequate availability of primary data since rare organizations are practicing Green HRM

due to lack of understanding about it.

Key Words: Green HRM, Green practices, Eco-initiatives, Employee motivation, Management

commitment, Environmental Training

Paper type: Research Paper

1. Introduction

In such a today’s competitive world organizations aren’t solely facing economic

but environmental challenges as well. At

present society has become greatly aware and

concerned about environmental issues. To date a lot has been researched regarding Green

Marketing (Peattie, 1992), Green Accounts

(Bebbington, 2001; Owen, 1992), and Green Retailing (Kee-hung et al. 2010) and Green

Management (McDonagh and Prothero, 1997)

but Green Human Resources Management (GHRM) is an aspect of Environmental

Management that has not been explored

sufficient yet (Renwick, Redman and Maguire,

2013). GHRM means to align the HR practices such as recruitment, selection, training,

performance assessment and rewards, to a

company’s green management objectives (Renwick et al., 2008; Jackson et al., 2011;

Teixeira and Jabbour, 2012). The term Green

HR is used to the contribution of people

management practices towards wider corporate

environmental agenda (Pillai and Sivathanu, 2014).There is a positive relationship between

the GHRM practices and the ecological

performance of the corporation’s (Daily,

Bishop and Massoud, 2012).

Since employees are the most valuable asset of the organization and act as players for

organization success; organizations should

ensure that employees are motivated and committed towards organizational goals.

Currently organizations in order to compete

successfully needs to align corporate goals with environmental goals. For achieving

effective organizational environmental

performance employees must be committed

and motivated towards these goals. This study discusses that under highly environmental

aware society, organizations in order to sustain

successfully motivation of employees is considerably important and there must be

some mechanisms in place through which

employees could be committed towards

attaining environmental goals.



For an organization to strongly support environmental management system,

motivation of employees is of great

significance. Researchers discuss that employees must be motivated, empowered and

environmentally aware of greening in order to

carry out green management initiatives (Suhaimi and Sudin, 2011). Based on the

previous studies factors like administration

commitment, worker empowerment, plunder, and comment and review stood out as key

elements in motivating employees for

enhanced environmental performance

(Govindarajulu and Daily, 2004). Motivating employees for better participation in

environmental development efforts may also

need service teams. The use of team-based employee initiatives (EI) programs is mostly

popular in built-up organizations where

developed strategies, spirited pressures, and higher technology require shop-floor

employees to take more responsibility towards

making the organizations environment green

(Magjuka and Baldwin, 1991). Lack of motivation may outcome in employees who

are reluctant to participate in environmental

management. Employees planning and activities are the key to toxic waste

management if they are strongly motivated

towards environmental management (Denton,

1999). Employees motivated towards green environmental management take on green HR

practices which in long run will contribute to

the effective accomplishment of environmental management system (Jackson, Renwick,

D.W.S, Jabbour and Camen, 2011).

Environmental Management (EM) approaches

depend upon still development via employee training (Brio and Junquera, 2007) but lacking

employees’ motivation towards environmental

objectives, organizations cannot address green

issues significantly. The purpose of this study is to address the issue of employees’

motivation towards environmental

performances via Performance assessment, reward practices and supervisory behaviors.

2. Literature review

In the twenty first century organizations are

taking a more strategic approach to

environmental management (Daily, 2004). Green human Resource management is

referred as alignment of HRM practices with

the business’s environmental goals (Jabbour, 2013).Incorporating Human resources with

EM, organizations can address the

environmental issues significantly. Green HR practices result in greater efficiencies and

build an atmosphere of better employee

engagement which helps corporation to

operate in an environmentally sustainable business practices (Meily and Susanti,

2013).Firms are not making use of full range

of GHRM practices, and this may result in limiting their effectiveness in attempts to

improve EM (Renwick, 2013). Following

factors are empirically investigated.

2.1 Organizational Environmental

Performance

Organizational environmental performance refers to performing activities in a way that positively affect the environment.

Environmental management basically has two

major objectives; firstly, to control the level of pollution in an environment, and secondly, to

upgrade the environment to an acceptable level

(Yasamis, 2011). The increase in concerns of

protecting the environment is forcing the companies to adopt the environmental

management practices (Boiral, 2006; Gonza´

lez-Benito and Gonza´ lez- Benito, 2006). One of the arguments given by many researchers

that favor the taking up of environmental

management activities is that it would give the company a competitive advantage (Melynk,

2005). According to Edward (2004), there are

four reasons why organizations should adopt

environmental management practices: ethical; as it’s their duty to protect the world,

economic; conserving resources and energy

means saving cost, legal to avoid the governmental problems, commercial; a large

number of companies are taking

environmental management into account.



Wilkinson (2001) states that Human Resources

Department is very important for

environmental management. The Human

Resource management support is supposed to be most essential for adopting the EM

activities (Jackson et al., 2011; Govindarajulu

and Daily, 2004; Daily and Huang, 2001; Jabbour and Santos, 2008; Sarkis et al., 2010).

Therefore in this regard carefully recruiting

and selecting the employees, giving them performance based rewards and full fledge

training programs are thought-out as a strong

force for motivating employees and such

programs enhance their knowledge about environmental management. ( Renwick, 2008;

Sudin, 2011).

Some of the big corporations of the world and

particularly big companies in India have set up commercially extensive environmental

performance standards to measure how much

efficiently the companies are working for

greening the environment. The standards include proper on site use of material,

appropriate management of wastage stock,

conducting environmental audits, diminution of waste material. Furthermore standards

include developing such Information system

that proves to be helpful in greening the environment i.e. green systems and audits for

collecting useful data on managerial

performance towards EM. (Mandip, 2012).

2.2 Rewards

Rewards play a crucial role in motivating the employees and help in identifying their

significant performance in job towards

environmental management. (Danish and Usman, 2010). The goal of organizations for

using reward systems is to accomplish, keep

and motivate employees for performing well

and realizing the importance of eco-initiatives. (Kaplan, 2005; Lindstrom, 2011).Well

designed reward system could motivate the

employees to be engaged in environmental endeavors. There is little literature available

that shows that reward system could motivate

the employees to be indulged in environmental activities (Laabs, 1992; Patton and Daley,

1998).Employees are interested in both

monetary and non monetary rewards.

Recognition programs, profit sharing

programs, increase in pay, benefits and

incentives, Awards and suggestion programs could be used to reward the employees for

good environmental performances (Patten and

Daley, 1998; Marks, 2001). The use of environmental rewards and recognition (daily

praise and company awards) have shown that

they have considerable impact on employee motivation to get involved in eco-initiatives

(Rentwick et al, 2013).

Nowadays organizations are taking initiatives towards environmental performance by

practicing reward systems for improving EM performance (Renwick, Redman and Maguire,

2013). Reward system demonstrates respect,

self esteem and recognition for the employees as it motivates them and triggers a

participative problem solving EM (Jabbour

and Santos, 2008). Monetary Rewards seem to

be the strongest pushing force for inspiring employees to play their part in eco initiative

efforts. Research shows that employees’

satisfaction and work motivation are strongly affected by monetary rewards (Lawler, 1973;

Govindarajulu and Dairy, 2004). Some

employees get more motivated by appreciation from supervisors and recognition (non

monetary rewards) than other monetary

factors. There are anecdotal evidences

explaining that most of the businesses are taking initiatives for beneficial environmental

practices through acknowledgment. For

example in some of the countries like USA employees are being rewarded for their

innovative ideas and other beneficial

environmental activities at different levels of organizations. Activities include reducing

waste, proper recycling, attending green events

and afterwards performing community

services (Mandip, 2012). Based on the literature, the proposed hypothesis is as

follows:

H1 Monetary and non-monetary rewards

significantly enhance employee motivation toward eco-initiatives.



2.3 Assessment

According to Nasud (1999), performance

assessment is thought of as a crucial factor in

managing human capital of an organization and this criterion is the most important tool

that helps in bringing out an employee’s extent

of performance. In order to keep the employees motivated towards the

environmental management of an organization

it is essential that the way the employees performance be assessed. Govindrajulu and

Daily (2004) suggest that employees must be

provided with feedback regarding their efforts

for improving the environment or else their efforts may come to a standstill. The feedback

may be provided to employees only if the

organization has a good performance assessment structure (Govindrajulu and Daily,

2004). Chinander (2001) also emphasizes that

performance assessment of the employees ensures that the employees are conscious about

their tasks and such consciousness leads to

improved performance regarding EM.

Employees will do better if they receive feedback on how well they are making

progress towards their environmental

objectives since feedback helps recognize divergences between what they have done and

what they want to do. Verbal as well as written

feedback may motivate the employees to be

engaged in environmental responsibilities (Govindarajulu and Daily, 2004).

An example of performance assessment program is, asking employees to come up with

innovative green ideas, after having

brainstormed the ideas and includes them in objectives. When the objectives pertaining to

green ideas have been achieved, make it a

criterion for the assessment of performance of

employees (Mandip, 2012). Performance assessment concerns the need for managers to

monitor EM performance in order to wider

environmental protective behaviors (Milliman and Clair, 1996; Renwick, Redman and

Maguire, 2013). This research hence proposes

the following.

H2 Performance assessment significantly enhances employees’ motivation

toward organizations eco-initiatives.

2.4 Supervisory Behavior According to Ramus and Steger’s (2000)

supervisor’s supporting behaviors are crucial

for motivating employee towards environmental management. Results of their

study indicated that supervisor’s behavior

supporting environmental management motivated employees towards eco initiative.

Their study also discussed that supervisor

supportive behavior promotes environmental innovation. Supervisors if behave fairly their

behavior leads to proficiency building in

employees. Communication between top to

lower management should be flattened so that environmental goals are properly

communicated to all the management levels

and these factors altogether has a significant effect on employees own willingness to

participate in eco initiatives (Ramus and

Steger, 2000). An empirical study conducted by Ramus (2001) showed that supervisors who

incorporated daily praises in their

organizations were graded as amongst the

most significant factor for employees’ environmental initiatives.

The proposed hypothesis therefore is as

follows.

H3 Supervisory behavior has a positive

impact on employee motivation

towards eco-initiatives.

2.5 Management Commitment Management commitment means creating

human energy that actually activates human mind since activation of energy and mind is a

source of implementing green ideas and

without these, green goals cannot be accomplished (Arygris, 1998). Studies have

suggested that employees participate more

willingly when their supervisors adopt

democratic style of decision making towards environmental performance, showing

management is strongly committed (Ramus,

2001; Govindarajulu and Daily, 2004). Management commitment allows employees

to take time for experimentation towards

environmental performance which would ultimately increase their motivation towards



EM (Woods, 1993; Govindarajulu and Daily,

2004).The following hypothesis is proposed.

H4 Management commitment significantly

moderates the positive impact of

supervisory behavior with employee

motivation towards eco-initiatives.

2.6 Environmental Training of the

Employees

The agenda concerning what basically motivates employees towards organizational

positive activities has become of great

importance since the beginning of the

industrial revolution (Haslam, Powell and Turner, 2000). According to Baron (1991)

motivation is considered to be a fundamental

concern of the modern organizational world of research. Motivating employees for

environmental management not only makes

the company focus on negative environmental affects but also guarantees that responsibility

has been allotted for acquiring credible

environmental reputation ( Morrow and

Rondinelli, 2002).If employees are motivated toward eco-initiatives but they don’t have

sufficient skills and competencies to perform

green activities, they wouldn’t be able to significantly increase the organizational

environmental performance. Training is

considered to have a positive impact on organization’s environmental performance

since training performs a basic role to teach

employees new skills to work in an innovative

environment that will positively influence the environmental performance of the organization

(Cole, 2008).

As stated by the experts environmental

training serves two main purposes. First properly educate the employees with the

company’s environmental policies, secondly

by altering the activities of employees through

training to built a more deliberate and stable relationship of employees towards

environment ( Sammalisto and Brorson, 2008).

Following the practices of green environmental training, benefits the company

to attain the cost minimization and corporate

image (Marshall and Mayer, 1992).

Nowadays progress in environmental

management is seen to be people oriented and

it is factual that skills of employees are

improved through thorough training (Brio, 2007).Based on this, the research proposes the

following hypothesis.

H5 Environmental training of employees

mediates between employee motivation towards eco-initiatives and

environmental performance of

organization.

3. Conceptual Framework

4. Research Design

4.1 Instrument Development

The questionnaire was developed through

extensive literature review and with the help of academic experts. Seven variables were shown

in model including one moderator and

mediating variable i.e. rewards, performance assessment, supervisory behavior, employee

motivation towards eco-initiatives,

management commitment, environmental training and organizational environmental

performance.

With the help of domain experts’ content and face validity was done and questionnaire was

tailored regarding recommendations given by

them. Instrument was finalized after pilot testing. At final stage, questionnaire comprised

of 46 items including three demographic



questions. Except demographics, all items

were measured on seven point likert scale

(1=Strongly Disagree, 2= Moderately disagree,

3=Disagree, 4= Neutral, 5= Agree, 6= Moderately Agree, 7=Strongly Agree).

Rewards is measured with six items,

performance assessment with six, supervisory behavior with five, management commitment

with seven, employee motivation towards eco-

initiatives with nine, environmental training with six and organizational environmental

performance with four items.

4.2 Data Collection

The questionnaires were distributed among

300 respondents and out of them 178 were obtained; as a result response rate was 59.3%.

Fewer responses were obtained due to

unavailability of primary data as rare organizations are employing GHRM practices.

Data was collected from three firms who were

employing green practices. Convenient

sampling was used for this study. The demographics of employees are given in

Appendix.

5. Data Analysis and Result

5.1 Reliability Cronbach’s alpha is applied to check the

internal consistency of the items for a

particular construct. The intimated value of Cronbach’s alpha should be more than 0.70

but if the value is greater than 0.60 it would

also be considered reasonably good

(Nunnally,1978). In Table 1 values of all variables are greater than 0.80 which shows

exceptional reliability among items of a

particular construct except employee motivation and environmental training that is

.779 and .754.

Table 1

Reliability analysis (Internal

consistency)

Serial name Variable name

Cronbach’s

alpha no of items

1 R 0.899 6

2 PA 0.894 6

3 MC 0.862 5

4 SB 0.895 7

5 EM 0.779 9

6 ET 0.754 7

7 OEP 0.868 3

5.2 Exploratory Factor Analysis

Exploratory factor analysis was carried out to determine either all items are properly loaded

or not. Before formally conducting EFA, two

assumptions of factor analysis must be fulfilled i.e. KMO and Bartlet test. The value

of KMO should be greater than 0.60 and

Bartlett test’s value must be significant at 5%

(Pallant, 2001). Loading scores of each item must be greater than 0.40. Factor analysis was

carried out through extraction method of

principal component analysis with verimax rotation. Factors are loaded on the basis of

Eigen values. Forty two items of seven

constructs are presented in the table 2. Loading scores of all items are greater than

suggested value. The explained variance from

all the given components is more than 0.50

which is sensibly good. These results are on the basis of fixed number of values.

Table2 Factor analysis

Ser

ial no

R PA M

C

SB E

M

ET OE

P

1 .82 .83 .82 .78 .83 .80 .90

2 .83 .83 .85 .80 .83 - .88

3 .83 .84 .81 .79 .77 .78 .87

4 .77 .81 .76 .79 .82 .77

5 .80 .81 .76 .77 .79 .78

6 .83 .74 .78 .80 .71

7 .77 .78 .79

8 .80

9 -

VE 65 65 65. 61 59. 53. 79.

K

MO

0.9

1

0.8

9

0.8

5

0.9

1

0.9

5

0.8

9

0.7

3

Brt .00 .00 .00 .00 .00 .00 .00



5.3 Correlation Analysis

Correlation tells the strength and direction of

the relationship. The relationship of PA with R

is strongly positive and all other variables are moderately positive with each other (See table

3). All variables are significantly correlated

with each other.

Table 3

Correlation Analysis

Varia

bles

R PA MC SB EM ET OEP

R 1

PA .88 1

MC .76 .80 1

SB .80 .82 .80 1

EM .77 .75 .75 .76 1

ET .75 .79 .78 .76 .75 1

OEP .74 .76 .79 .80 .75 .74 1

All results are significant at 1%

5.4 Regression Analysis

The regression model was run in this study in

three different phases i.e. without the impact

of moderation, with the impact of moderation and then the mediation impact. In the first

phase the regression test without the impact of

moderation was run on SPSS 19.00 as shown below in the table 5. R is significantly

enhancing EM that supports the first

hypothesis (β = 0.343, p-value < 0.05). PA is not significantly enhancing the EM (β =0.159,

p-value > 0.05). As per the results the second

hypothesis is not supported. EM is

significantly enhanced by SB (β =0.417, p-value > 0.05) that accept the third hypothesis

of this study.

Table 3

Regression Analysis

Variable

Β

S.E

t-valu

e

p-valu

e

Hypothesis

Cons. .58 .24 2.35 .020 R .34 .10 3.39 .001 Accepted

PA .16 .11 1.43 .154 Rejected

SB .42

7

.09

0

4.61 .000 Accepted

The below analysis shown in Table 5 is

regression with the impact of moderator.

Management commitment is significantly moderating the impact of supervisory behavior

on EM. According to given results MC is

significantly moderating the impact of SB on EM (β =0.112, p-value < 0.05) that supports

the fourth hypothesis of this study.

Table 5

Regression Analysis

Variable

Β

S.

E

t-valu

e

p-valu

e

Hypothesis

Cons. 1.62

.25 6.34 .000

R .32 .10 3.25 .001 Accepted

PA .09 .11 .85 .397 Rejected

MCSB .11 .02 5.2 .000 Accepted

The three-equation test of Baron and Kenny

(1986) is used, with the results shown in Table 6. Step 1 of the approach requires that the

independent variable (Employee motivation)

statistically affects the mediating variable

(employee training). This condition is met, as shown in Table 6. Step 2 of the approach

requires that the independent variable directly

and statistically affects organizational environmental performance, the dependent

variable. This condition is met as shown in

Table 6. Step 3 allows both the mediator and independent variables to influence the

dependent variable and with an emphasis on

the mediator variable (employee training) that

statistically influences the dependent variable. This condition is met as shown in Table 6.

Step 4 compares these conditions and third

step of regression. The requirement is that the influence of the independent variable declines

substantially.



This condition is met because there is a

halving of the beta coefficients for independent

variable; employee motivation beta drops from

0.734 to 0.437. All four conditions are met, indicating that employee training mediates the

influence of employee motivation and

organizational environmental performance.

Three-equation test of Baron Kenny

Step 1

Environmental training = .694 Employees

Motivation

Step 2

Organizational Environmental Performance =.734 Employees Motivation

Step 3 Organizational Environmental Performance

=.694 Employees Motivation + .734 Employees

Motivation

6. Discussion First hypothesis of the study is accepted i.e.

rewards significantly impact the employees

motivation towards eco-initiatives. According to the literature it is supported that with the

good reward system the employees motivation

can be enhanced towards eco-initiatives. To increase performance of employees and their

satisfaction level, they should be recognized in

terms of monetary and non-monetary rewards.

The more the reward system will be better; the employees will be more motivated to take eco-

initiatives and more inclined towards the

betterment of the OEP. The second hypothesis of this study is Performance Assessment

insignificantly impacts EM. There is no

significant influence of green performance

assessment on employees motivation towards eco-initiatives. Motivation level of employees

will be decreased if performance will not be

assessed in a better way. If employees are not motivated the environmental performance of

the organization will decrease. The in-efficient

performance assessment is due to the biased decisions of the managers or the immediate

supervisors. It effectively discriminates

between the good and the poor performers

(NitinNohria, 2008). If supervisors are not

assessing the performance effectively, the

good performers will be demotivated as they

are not getting the distinction. This results in

less motivation and they will not take the eco-initiatives because they are not getting for

what they have done in a better way. The third

hypothesis supervisory behavior significantly impacts the employees motivation. It is found

that the better the behavior of the immediate

supervisor with the employees, the more the employees will be motivated. The association

between potency of guidance from employees'

supervisors and organizations regarding

protection and betterment of the natural environment has a direct impact on the

motivation of employees to take

environmental initiatives ( Steger, 2013). With a better support of the immediate supervisor,

the employees will be more able to perform in

an effective manner and with the better performance; the motivation level of the

employees can be enhanced. Prior studies have

found that the supervisory behavior and their

direct contact with the employees are positively associated with the employees’

motivation and performance of the employees

. Fourth hypothesis of this study is the moderating impact of MC on SB and then on

EM. With the moderating impact of

management commitment on supervisors’

behavior the hypothesis still gives the positive results and is still accepted. If the management

is not committed for betterment of the

environment, supervisory behavior will not influence positively towards employee

motivation since supervisor plays a key role to

enhance the performance of the employees as he/she is the disseminator of the management

orders. The fifth hypothesis of this study is the

mediating impact of environmental training

between employees motivation towards organizational environmental performance and

showed the significant results and is partially

mediating the influence of employee’s motivation. If the employees are more

motivated and encouraged for adopting the

best practices to make the environment green, more will be the environmental performance

of the organization. Better know how of the

employees regarding environmental practices

for the sustainability of the environment and



the environmental standards, better will be

organization’s environmental performance.

Literature has suggested that better

environmental performance helps the organization to go green. The motivated

workforce means the better organizational

environmental performance.

7. Implications Effective

implementation of GHRM practices addresses environmental issues of organizations

successfully. With the help of this study,

managers can employ GHRM practices

effectively in organizations. This research can give direction to the managers that how

successfully employees could be motivated to

address environmental issues significantly. In order to attain environmental performance, it

is vital for organizations to be supported by

motivated members of staff. Consequently, motivated staff ready to go the extra mile

could be a source of competitive advantage for

organizations engaged in environmental

protection. All staff should be engaged from top management to frontline employees in

addressing environmental issues. If the firm

wishes not to harm the natural environment, it is important to involve people by taking on

GHRM practices at strategic level. Firms may

arrange specialized training programs to educate employees regarding environmental

concerns. This study also provides novel areas

of research for researchers who want to work

in context of under developed countries.

8. Conclusion

This study is a first step towards recognizing the validated relationship between employees

motivation toward eco-initiatives through

rewards, performance assessment and supervisory behavior and organizational

environmental performance. Using a sample of

employees working in environmental

conscious companies, it is revealed that employees are more motivated towards EM

through rewards and supervisor’s supportive

behavior. In addition, employees are motivated if management is also committed towards the

implementation of environmental policies in

the organization. Moreover, this study has

shown that even if the employees are

motivated towards organizational

environmental performance, training would be

required in order to implement those policies.

Organizational environmental performance would not be achieved significantly,

if employees are motivated towards

environmental acts but have no knowledge about implementing GHRM practices or

organization doesn’t have environmental

policies.

9. Limitations and Future Research

The only limitation to this study is insufficient

availability of primary data as rare organizations are practicing Green HRM due

to lack of information about it. Profuse

opportunities are available to extend this research further. This study describes only

three factors for Employee motivation i.e.

rewards, performance assessment and supervisory behavior. Further factors can also

be investigated like organization green culture,

environment friendly solutions etc.

Additionally, it is essential that practitioners and researches keep on observing ways that

employees are motivated and committed to

improve environmental conditions. Examining why the companies are hesitant to use reward

management in incentivizing employee

involvement in Environmental management would be a useful attempt. Reasons can be

explored that why top management does not

show commitment towards implementing

GHRM practices in their organizations. Comparison of Green HR practices across

developed and under-developed countries can

also be scrutinized through future research.

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10. Appendix

Demographic Analysis

Category %

Variable Category

(years) %

Gender

Male 69.7

Work

Experience < 5 59

Female 30.3 5-10 34

Age Below 30 65.7 10-15 4.5

30 – 40 27.5 > 15 2.5

40 – 50 6.2

Above 50 0.6



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Motivating Employees towards Organizational Environmental