Green HRM: A Study on the New Era Global Management Practices

Green HRM: A Study on the New Era Global

Management Practices

Madhurima Basu
Research Scholar, Indian Institute of Social Welfare & Business
Management (IISWBM), Kolkata, India

ARTICLE INFO ABSTRACT

Organizational management practices have witnessed
Keywords: immense transformation over the past several years. Green
Organizations, HRM is defined as an environment friendly HR practice that
Industrialization, subscribes to the sustainable use of resources in the industrial
Global Management, sectors all over the world. The present paper attempts to
HRM, Technology, evaluate the impact of Green HRM management on business
Contemporary organizations from a cross country perspective. The present
Management, Green
paper follows the systematic review of relevant academic
Management, Green
literature related to Green HRM practices in the global
HRM, Cross Nation
scenario. The findings of the study appear to suggest
Studies, Green
organizations across the globe are absorbing Green HRM as a
Outcomes, Benefits,
proactive step towards protecting the environment. It is also
Environmental
noted in the study that the implementation of Green HRM
Sustainability,
seems to benefit the diverse industrial sectors on a worldwide
Industrial Sectors,
scale. Additionally, the findings of the present paper seem to
Ecosystem, Society
show that by incorporating Green HRM in the workplace
arena, organizations are earning financial and non-financial
rewards. Therefore, it may be concluded that Green HRM in
all likelihood is playing a crucial role in reshaping the age old
management practices and contributing in the process of
protecting the ecosystem for the future generations.
Introduction
The Industrial Revolution has set forth the new era of organizational management. Over the
past several decades advancements in the industrial sectors has shaped the contemporary
management practices and society at large. In the present regime of globalization it is
imperative for organizations to make sure that they are taking utmost care of the natural
ecosystem so that no potential harm is caused to the environment. Of late much attention
environmental issues have grabbed the lime light across the geographical boundaries.
Climatic change is presently the topic of extensive discussions amongst the policy makers,
citizens and governments across the global territories. In the recent times business firms are
increasingly facing multi-level pressures in the form of economic policies, political and
societal concerns to tackle with the issues pertaining to ecology and ameliorate their
environmental sustainability quotient (Sarkis, Gonzalez-Torre and Adenso-Diaz, 2010).

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 Green HRM: A Study on the New Era Global Management Practices

Therefore, business firms are opting for alternative management practices as an effort to
match the expectations of the various stakeholders in the turbulenteconomy.
Zibarras and Coan (2015) pointed out the environmental factor with respect to the
organizational practices has been frequently described as an endeavor to strike the ideal
balance between the expansions of the industries and conserving the national environment
for the generations to come (Daily and Huang, 2001; Jennings and Zandbergen, 1995;
Ramus, 2002). One of the foremost issue concerning the global business thought leaders are
the environment performance of their business houses and its effective management (BCG
and MIT, 2009; McKinsey, 2013; Guerci, Montanari, Scapolan, and Epifanio, 2016) at
large. Green management practices are considered to be one of the most effective ways of
dealing with the environmental concerns at the organizational level. Over the years Green
issues related to the workplace settings are seemingly gaining the much needed momentum
(Sonenshein, DeCelles and Dutton, 2014; Renwick, Jabbour, Muller-Camer, Redman, and
Wilkinson, 2016). Interestingly, there has been notable rise in the number of research
literature in the diversified areas of green management (McDonagh and Prothero, 1997). As
Renwick, Redman and Marguire (2013), observed green management is explored from a
number of diverse aspects such as in the area of marketing management (Peattie, 1992),
finance (Bebbington, 2001; Owen, 1992), and retail management (Kee-hung, Cheng and
Tang, 2010) and so on. Not only at the industry level but also from the viewpoint of
academicians‟ green management practices is the ideal way forward for a better tomorrow.
As an outcome a rising number of MBA programs are including environmental issues as a
part of their curriculum (Beyond Grey Pinstripes, 2010). The primary objective for opting
for green management practices is to make use of products and measures that will not
generate any sort of ill effects in the environmental surroundings through pollution or alter
the natural resources (Robinson, 2008; Sardana, 2018) and cause adverse end results.
Globally acclaimed multinational organizations are embracing Green HRM management as
a measure to enhance the firm’s brand reputation to increase the selectivity quotient by the
pro-environment generation (Ehnert, 2009), precisely the modern dayworkforce.
Green management practices garner multi-fold benefits for the organizations and the society
as a whole. Such measures aspire to protect the natural world from the harmful impact of
industrialization. According to Harvey, Williams, and Probert (2013), human resource
policies are mainly devised to deal with the environment related concerns of the enterprises
that can have a direct effect on the organizational outcomes. Flammer (2012) pointed out
environmental performance appears to lead to quite a few number of positive consequences

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 Green HRM: A Study on the New Era Global Management Practices

such as increased profit margins, healthy financial outcomes, and better stock market
performance. At the organizational level, predominant green management initiatives act as a
critical decider in evolving the perceived image of the business corporations by the members
of the civil society.

Review of Literature Green

Human Resource department (HRM) is an integral part of every organization. It is
ultimately the human assets of the industries that contribute to the process of organizational
growth in the long run. Researchers have highlighted in spite of the key role that HRM
could play in designing the preferable strategies to influence the prevailing organizational
practices in shaping the employee environmental management framework has not been
much researched (Del Brío, Fernández, and Junquera, 2007; Jabbour and Santos, 2008;
Jabbour, Santos and Nagano, 2010; Jackson, Renwick, Jabbour, and Muller-Camen, 2011;
Ones and Dilchert, 2012; Rimanoczy and Pearson, 2010;
Young, Davis, McNeill, Malhotra, Russell, Unsworth, & Clegg, 2013; Zibarras and Coan,
2015). The growing importance of Green management has led to a renewed boost to explore
the significance of HRM in every business firm to accomplish sustainable growth. Recently,
an impressionable number of studies explored Green HR systems and its impact on
employee behavior along with multi dimension perspective along with new theoretical
approaches (Renwick, Jabbour, Muller-Camen, Redman, & Wilkinson, 2016). A large
number of factors play a predominant role in shaping the citizens’ perception towards the
business corporations’ brand image. One such instance is that of the recruitment and
selection of the ideal workforce in the organizations. It is found from previous studies that
prospective job seekers in all likelihood may get influenced by the business firm’s green
brand value, specifically when the enterprise is widely perceived to be an environmentally
sustainable workplace (Chen, 2008; Gully, Phillips, Castellano, Han, & Kim,2013; Richbell
and Minchin, 2011; Rupp, Shao, Thornton, and Skarlicki, 2013; Wang, 2013; Guerci,
Montanari, Scapolan, and Epifanio, 2016). Additionally, it is also ascertained from a
number of studies that business firms with transparent environmental policies and
regulations appears to draw impressionable attention of the potential workforce and
consequently organizations garners the confidence of the most qualified applicant pool
(Albinger and Freeman, 2000; Backhaus, Stone, and Heiner, 2002; Bauer and Aiman-Smith,
1996; Behrend, Baker, and Thompson, 2009;Gully, Phillips, Castellano, Han, &
Kim,2013;Guerci,Montanari,Scapolan,andEpifanio,2016)intheprocessofrecruitment and

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 Green HRM: A Study on the New Era Global Management Practices

selection. Accordingly it appears to emerge from the past literature that Green HRM
practices play a larger than life role at both the organizational and societal level for the
betterment of the natural surroundings.

Relevance of Green HRM in the Organizational Context

Green HRM studies are principally focused on the industries and organizational level
practices (Ones and Dilchert, 2013). As stated by Renwick, Jabbour, Muller- Camen,
Redman, and Wilkinson (2016) researchers have also attempted to explore Green HR
systems and its impact on employee behavior along with multi dimension and new
theoretical approaches. Further studies also attempted to understand the relevance of Green
job with respect to Green HRM (Cassio and Rush, 2009; Llewellyn and Golden, 2008;
Renwick, Redman, and Marguire, 2013). Thus, it emerges from the various literature that
there are many significant strands of Green HRM practices; each of which plays a critical
role in shaping the organizational management.

Green Recruitment

Web recruitment is found to be an effective and efficient tool for absorbing the qualified
applicants in the business firms (Walker, Feild, Giles, Bernerth, and Short, 2011; Lievens
and Highhouse, 2003; Parry and Wilson, 2009; Guerci, Montanari, Scapolan, and Epifanio,
2016). A number of researchers have put forth the notion that organizations are expected to
be aware of the quantity of the firms’ details that is made available at the websites with the
sole purpose of drawing the attention of the quailed and competent job applicants (Chen,
Lin, and Chen, 2012; Dineen, Ling, Ash, and DelVecchio, 2007; Dinneen and Noe, 2009;
Gregory, Meade, and Thompson, 2013, Guerci, Montanari, Scapolan, and Epifanio, 2016).
Interestingly, an impressive number of studies that are presently available offers deliberate
guidance on the way to figure out a green job or an environment friendly organization, thisin

a way reflects how green related considerations are playing one of the key role in
prospective employees’ decision making process (Cassio and Rush, 2009; Llewellyn and
Golden, 2008; Parks and Helmer, 2009; Guerci, Montanari, Scapolan, and Epifanio, 2016)
with the aim of industry selection. Green recruitment gives ample scope to the organization
to give detailed information regarding their activities as and when compared with the
traditional media outlets like the print media (Renwick, Redman, and Marguire, 2013) and
so on. The findings of studies based in the U.S. shows university students are predominantly

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 Green HRM: A Study on the New Era Global Management Practices

inclined towards joining companies with environment friendly brand image (Behrend,
Baker, and Thompson, 2009; Bauer and Aiman-Smith, 1996; Backhaus, Stone, and Heiner,
2002; Renwick, Redman, and Marguire, 2013). According to Anderton and Jack (2011), U.S
graduates are prone to join organizations subscribing to green practices. In another instance,
it was found that the French enterprises are incorporating voluntary green friendly standards
to have a smooth ride in their overall recruitment drive (Ones and Dilchert, 2013). As per
the observation of Zibarras and Coan (2015) it was ascertained in a UK Survey of business
houses that proactive involvement of the management with respect to HR practice played a
critical role in conditioning the workforce to become green friendly. In another instance it
was noted in a study conducted with the employees of two Australian based companies that
enhanced degree of workforce engagement with the organizational green initiatives reduces
the workforce’s intention to leave the business enterprise (Benn, Teo, and Martin, 2015).
Hence, findings of the past studies seems to suggest Green HRM practices indeed has a
wide range of positive outcomes that benefits the organizations to remain committed for the
purpose of environmental sustainability.

Green Performance

In the recent times Green performance measure has also gained the attention of the
researchers. As put forward by Harvey, Williams, and Probert (2013), a significant number
of studies explored the direct impact of HRM on green performance management (Ramus,
2002), and training (Kitswa and Sarkis, 2000; Perron, Cote, and Duffy, 2006; Sammalisto
and Brorson, 2008). For example: Green performance of late is considered to be a critical
factor of evaluation for the civil aviation sector (Harvey, Williams, and Probert, 2013). Thus
it may be said that the performance measurement acts as the ideal yardstick which helps the
organizations to revitalize and improvise their work practices in the longrun.

Objective

The present study makes an effort to explore the impact of Green HRM on business firms
from a cross country perspective.

Methodology

The present paper is based on the systematic review (Pettricrew and Roberts, 2006) of
relevant academic literature on Green HRM management practice in the cross nation
context.

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 Green HRM: A Study on the New Era Global Management Practices

Findings

In the present times, the very step of organizations across the geographical territories
incorporating environmental performance in their corporate strategy (Esty and Winston,
2009) suggests its growing importance in the larger context. Such measures as illustrated by
Zibarras and Coan (2015) encompasses of executing environment friendly steps which
requires a well-planned approach to deal with the environment performance outcomes
(Daily and Huang, 2001; Jabbour and Santos, 2008; Ramus, 2002; Ramus and Killmer,
2007; Rimanoczy and Pearson, 2010). Business corporations around the globe are absorbing
Green HRM as an essential part of their organizational system. The present study attempts
to delve deeper into examining four such studies on Green HRM from the cross country
perspective to have a better insight into the Green HRM initiative framework.

India

The Indian organizations since the past decades have witnessed immense transformation
both in terms of policy making and management practices. Green management is one such
step towards attainting long term sustainability of the business firms. More specifically,
Green HRM is an outcome of the Green Movement which witnessed steady growth during
the period 2000-2010 across the different industrial sectors in India (Bose and Gupta, 2017).
A study was conducted on the Green HRM practices in privately owned healthcare system
and Banking Sector in the Indian context by Bose and Gupta (2017). It emerges from the
aforementioned study that the workforces in both the sectors were moderately aware of the
Green HR practices in their respective organization. At the same time it was found that the
employees on a whole are optimist regarding the effectiveness of Green HR measures in
their esteemed enterprises. Interestingly, it was also noted in the study by Bose and Gupta
(2017) that the workforce from both the sectors experienced higher efficiency in the
functioning of the HR department as a consequence adopting Green HRM. The employees
seem to be of the view that technological intervention indeed is a matter of effective
investment. Although the employees from both the sectors expressed their concerns that
Green HRM is still at the budding stage in their corresponding organizations but at the same
time they are of the view that there is ample scope to expand the frontiers of Green HRM in
their esteemed firms. Bose and Gupta (2017) suggested there are a lot of opportunities to
improvise the manner of implementing Green HRM in the selected sectors undertaken for
their study. Further, Bose and Gupta (2017) expressed increased employee engagement,
timely advocacy, building capacity, systematic monitoring and updating the systems along
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 Green HRM: A Study on the New Era Global Management Practices

with proactively involving the HR department across the hierarchy more enthusiastically to
be considered as ideal intervention arenas for future development.

Italy

In today’s world, environmental sustainability is a significant and relevant arena of concern

for the policy makers, management practitioners and public at large (Costello, Abbas, Allen,
Ball, Bell, Bellamy,…Patterson, 2009;Guerci, Longoni, and Luzzini, 2016). Consequently,
the growing concerns regarding the environment has compelled the policy makers and
regulatory authorities to work on the areas of the environmental law and this in a way has
led the organizations to make further investment in the area of environment management
framework to enhance the business enterprise’s brand value and lower the possibility of the
environment hazards (Kassins and Vafeas, 2006; Guerci, Longoni, and Luzzini, 2016). The
preconceived notion of Green HRM suggests stakeholders play an important role in
influencing organizational decisions related to the development of the firms‟ resources and
ultimate performance. From the viewpoint of the stakeholder theory, organizations
incorporate Green HRM in their systems as an ideal way to deal with the stakeholders‟
expectations related to the environmental concerns. Guerci, Longoni, and Luzzini, (2016)
conducted a study based on samples drawn from the production and service industries
located in Italy. The samples for the study included the managers working with the human
resource and supply chain departments working in Italy to examine the impact of the diverse
Green HRM initiatives in mediating the linkage with issues relating to the environment from
two appropriate external stakeholders. The various dimensions of the Green HRM practices
considered for the purpose of the study carried out by Guerci, Longoni, and Luzzini (2016)
are green recruitment, green training, and performance along with compensation
management while specific stakeholders taken into consideration are the consumers and the
regulatory authorities. Guerci, Longoni, and Luzzini (2016) found that the various Green
HRM practices indeed played the role of the mediator between the mounting pressures
exerted by the stakeholders on the environmental issues. They also noted that the
manufacturing organizations appear to be better performers than the service firms in terms
of the environmental performance. The antecedent to such performance as suggested
byGuerci,

Longoni, and Luzzini (2016) are manufacturing companies are generally perceived to be
sources of higher pollution generators as an outcome they draw higher scrutiny from the
consumers, environmental groups and institutions at large. Henceforth, manufacturing units
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 Green HRM: A Study on the New Era Global Management Practices

take systematic planned approach to deal with the issues pertaining to the environment is
hereby expected to yield better outcomes. Guerci, Longoni, and Luzzini (2016)
recommended by offering financial and/ or non-financial rewards may be considered as an
effective endeavor to encourage organizations in investing in training projects in lieu with
the environment management especially when developed with the support of the unions
might serve as act as a benchmark for public policies that accomplishes the prospective
outcomes of Green training and engagement. Additionally, Guerci, Longoni, and Luzzini
(2016) also advocated that lower tax rates on the constituents of the compensation package
built on the performance outcomes of environmental issues may be considered to be an
instance for public policies which in a way makes the most of the potential outcomes of
green performance and compensation management.

United States

Haddock-Millar, Sanyal, and Müller-Camen (2016) stated studies in the area of Green HRM
is inter-disciplinary in nature as it draws inspiration from a wide range of organizational
themes such as strategy management (Aragón-Correa and Rubio-López, , 2007; Boiral,
2009; Jabbour, Santos, and Nagano, 2010; Schroeder, 2012), performance of organizational
management (Clemens, 2006; Jabbour, Jugend, Jabbour, Gunasekaran,&Latan, 2015;
Länsiluoto and Järvenpää, 2010; Marcus and Fremeth, 2009; Stefan and Paul, 2008),
organizational culture, employee engagement, workforce training and development
(Govindarajulu and Daily, 2004; Jabbour 2013; Rothenberg, 2003; Vaccaro and Echeveni,
2010). In a study conducted by Haddock-Millar, Sanyal, and Müller- Camen (2016), explored
the multinational organizations approach towards Green Human Resource
Management(HRM) in its British, German and Swedish Subsidiaries. Additionally,

Haddock-Millar, Sanyal, and Müller-Camen (2016) explored the resemblance and

dissimilarities in Green HRM management in the three European subsidiaries of a US food
service catering industry. They found insightful environment management at the units
expressed through a wide array of operations and people centric measures across the three
European countries. Remarkably, it was noted by Haddock-Millar, Sanyal, and Müller-
Camen (2016), there is an overwhelming commitment towards the sustainable
environmental goals but at the same time the positioning and the ways of aligning the
environmental initiatives and HR functionaries varied in between the subsidiaries, so did the
manner in which the esteemed subsidiaries preferred to deploy its manpower in pro-

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 Green HRM: A Study on the New Era Global Management Practices

environment practices. Thereafter, Haddock-Millar, Sanyal, and Müller-Camen (2016), in

their study highlighted on the factors that elaborated on the variations in approaches in the
aforesaid segments along with the strategic performance boosters and cultural components,
such as the association with the significant stakeholders. All the three subsidiaries
undertaken for the purpose of the study by Haddock-Millar, Sanyal, and Müller-Camen
(2016) are found to be operating with waste segregation amenities, waste recycle
management for example cooking oil used as bio-diesel fuel. At the same time, it was
observed by Haddock-Millar, Sanyal, and Müller-Camen (2016), that there was extensive
presence of food chain litter patrols at the designated place and they operate in collaboration
with the local neighborhood community to deal with the matters of concern. Last but not the
least Haddock-Millar, Sanyal, and Müller-Camen (2016) pointed out there was variation
regarding the degree of training in environment and energy management at the food catering
industry. Haddock-Millar, Sanyal, and Müller-Camen (2016) concluded their study
suggesting environment friendly behavior should be inculcated in the workforce of the food
industry to accomplish consistent environmental goals. Additionally, they emphasized at the
societal ground it is advisable to the citizens to imbibe ownership and accountability to keep
up and recreate such pro- environment behaviors on a substantial scale.

Australia
According to O’Donohue and Torgusa (2016), a number of researchers such as Aragón-
Correa, Hurtado-Torres, Sharma, and Garcia-Morales (2008), Dixon-Fowler, Slater,
Johnson, Ellstrand, and Romi (2013), Torugsa, O’Donohue, and Hecker, (2012), and
Torugsa, O’Donohue, and Hecker, (2011) are of the view that by accomplishing
environmental sustainable goals and by pioneering enthusiastic approach may lead towards
the strategic encouragement of attaining competitive benefits and higher levels of
performance via better revenue returns and lower tariff. As illustrated by O’Donohue and
Torgusa (2016) previous studies have shown human resource management and sustainable
management of resources are correlated along with the proactive endorsement of
environment management systems (Paille´, Chen, Boiral, and Jin, 2013; Renwick, Redman,
and Maguire, 2013; Wagner, 2013; Wehrmeyer, 1996). In this respect a research study
conducted by O’Donohue and Torgusa (2016) explored the subdued role of human resource
management (HRM) on the linkage between effective environment systems and
organizational economic outcomes. The study was conducted in the Australian machinery

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 Green HRM: A Study on the New Era Global Management Practices

and instrument manufacturing industry. The samples for the above-stated study were drawn
from 158 small business firms. The findings of the aforesaid study showed Green HRM acts
as a constructive moderator between the dynamic environmental system and economic
health of the esteemed enterprises. It was found that higher degree of Green HRM enhances
the monetary rewards of the dynamic environmental system in contrast with lower level of
Green HRM. O’Donohue and Torgusa (2016) further suggested that Green HRM acts as an
added incentive when implemented as an accomplice of dynamic sustainable environment
management. Interestingly, O’Donohue and Torgusa (2016) concluded in the above
mentioned study that by highlighting how executives in small firms can reap the financial
rewards by effectively managing the environmental impact of the industry’s activities.
Additionally, O’Donohue and Torgusa (2016) also emphasized how long term business
goals and financial rewards that are derived by making use of the acquisition strategies and
by deploying integrated environment management approach and Green HRM measures that
forestall policies can surpass the associated financial expenditures. On the other hand
O’Donohue and Torgusa (2016) also expressed their concerns that small business houses
may not have the relevant expertise to manage the parallel pursuits of environmental goals
and financial targets. O’Donohue and Torgusa(2016) recommended in such cases it will be
indeed a generous gesture if the Government agencies and policy makers in the field of
environmental management acknowledge the hurdles faced by the small enterprises and
thereby offer adequate investment rewards and training and development support that serve
as a step towards nurturing the abilities of the small business houses to come up with novel
strategies and rejuvenate the presiding environmental and financial conduct of the
organization.

Discussion
The need of the hour is to take willful steps to manage the natural resources (González-
Benito and González-Benito, 2006). Most literature on Green HRM explored the ways in
which green initiatives can be inculcated in the organizational framework by encouraging an
enlighten sense of environmental awareness among the employees. Such sense of
responsibilities are seemingly channelized through recruiting green friendly employees, by
nurturing and developing, assessing and appreciating performance based on the
environmental initiatives taken up alongside keeping the limelight on the continual
advancements measures on managing environmental systems (Jabbour and Santos, 2008;

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 Green HRM: A Study on the New Era Global Management Practices

Renwick, Redman and Maguire, 2008; Harvey, Williams, and Probert, 2013). The present
studyuncoversthenotionoftheeffectiveoutcomesofefficientimplementationof Green human
resource management in organizations around the globe. The study is based on four selected
studies on Green HRM on a cross nation perspective. The findings emerging from the
present study seems to indicate that organizations on a world wide scale are embracing
Green HRM into their organizational systems as a dynamic step towards safeguarding the
natural surroundings. It also emerges from the study organizations that are putting Green
HRM into practice appears to benefit the different industrial sectors across the globe.
Additionally, the findings of the present paper seems to suggest that by inculcating Green
HRM in the organizational framework, business firms throughout the world are earning
profits in terms of monetary and non-monetary rewards. The present study is developed
based on four selected studies on Green HRM from the view point of cross country aspect.
Thus, it is suggested that by expanding the frontiers of the number of studies to be
undertaken for the purpose of exploring Green HRM based on cross nation approach will
throw light on the in-depth features of the same. At the same time further studies may
attempt to explore Green HRM based on specific industries. It may be said that Green HRM
is notably a recently developed dimension in the arena of organizational management yet its
gradual popularity and acceptance amongst the several industrial sectors is making the way
for an emerging area of management studies.

Conclusion
Green management practices aspire to safeguard the natural ecosystem and negate the
adverse outcomes of industrialization. There are many strands of Green management one
such arena is that of Green HRM. In every organization across the global boundaries, human
resource department acts as a crucial moderator in shaping the welfare of the esteemed
workforce and the business firm at large. As the environmental issues deals with human
activity therefore much emphasis should be given on behavioral modification of the people
(OnesandDilchert,2012;Oskamp,1995;Oskamp,2000;ZibarrasandCoan,2015)forthe
welfare of preserving the natural resources. At the organizational settings implementing
reward system can be one of the possible measures to be undertaken to encourage the
employees to opt for sustainable management approach (Daily and Huang, 2001;
Govindarajulu and Daily, 2004; Jackson, Renwick, Jabbour, and Muller-Camen, 2011;
Zibarras and Coan, 2015). At the same time Zibarras and Coan (2015) suggested the

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 Green HRM: A Study on the New Era Global Management Practices

benefits can be in the form of monetary rewards (example: tax relaxation, bonuses, profit
sharing) or non-financial (example: appreciation) largely based on the motivation level of
the workforce (Bass, 1999; Davies and Smith, 2007; Govindarajulu and Daily, 2004; Leitch,
Nieves, Burke, Little, &Gorin, 1995; Patton and Daley, 1998; Zibarras and Coan, 2015). In
all likelihood it appears that Green HRM practices at the organizational settings is leading
the way towards accomplishing one of the essential paradigms of sustainable management
practices. Therefore, it may be concluded that Green HRM in all possibilities is acting as a
decision maker in restructuring the age old management practices and thereby making
willful efforts to safeguard the ecosystems for the future generations to come.

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