Green Human Resource


GreenHuman Resource

Environmentalmanagement is a critical process that companies, individuals, andindustries undertake in regulating and protecting the health of thenatural world. Management (GHRM) is important inensuring conservation of the environment. AMO theory can be appliedin GHRM according to the theory, the performance of an individualcan be perceived as a function of ability of worker (A), motivation(M), and opportunity (O). The article, GreenHuman Resource Management: A Review and Research Agenda,written by Renwick, Redman, and Maguire Start, has incorporateddifferent literatures concerning human resource management andenvironmental management. The article has categorized the availableliterature on the basis of AMO theory, which helps in revealing therole that green human resource management (GHRM) processes play inpeople-management practice. The article presents the central idea ofhow GHRM practices can influence employee motivation so as to takethe initiatives of environment management.

Inits methodology, the article uses AMO theory in identifying the keyHRM areas that are likely to have an effect on environmentalmanagement outcomes. According to the theory, HRM should increaseworkers’ ability by attracting and developing high-performingworkers, promoting motivation of workers, and offering workers theopportunity of engaging in knowledge-sharing and problem-solvingactivities through employee involvement programmes (Renwick et al.,2013).

Accordingto the article, there are different aspects involved in thedevelopment of green abilities, which focus on attracting anddeveloping talented workers. One of the aspects entails selection andrecruitment. Some employers, especially multinational organizations,are adopting GHRM practices as a kind of ‘employer branding’ soas to enhance their selection attractiveness. The move to moreweb-based recruitment activity has allowed recruiters to offer moreinformation compared with the traditional advertising media such asnewspapers and brochures. Studies indicate that university studentsare attracted to work in organizations that have pro-environmentalimages. Firms with good environmental management reputations may havea source of competitive advantage in their capacity to hirepotentially high-performing staff. Another aspect entails employeetraining in environmental management. Training is widely perceived asa chief GHRM intervention since it helps in increasing staffawareness on the effects of their activities on the environment,equips staff with core skills like how to collect relevant data, andraises the level of eco-literacy and environmental knowledge in thefirm (Renwick et al., 2013). Employees that are well trained andenvironmentally aware have the capacity of identifying and reducingwaste. Environmental knowledge is a key element to an effectivetraining. Since most environmental projects have more than onecategories of knowledge, it is important to provide employees withthis knowledge through training.

Trainingfor management staff entails another vital aspect for GHRM. Businessschools incorporate environmental training courses in their programs,which help managers in starting projects in environmental management.Furthermore, green leadership is another significant aspect. Personalvalues are exceedingly critical in influencing Green leadershipbehaviors. Managerial attitudes and norms are perceived to act asstrong drivers for undertaking active environmental managementactions.

Thearticle also provides different ways of motivating Green employees.One of the ways presented in the article entails performancemanagement and appraisal (Renwick et al., 2013). Performancemanagement in environment management presents different challengesfor instance, measuring environmental performance standards acrossvarious organizational units and gaining of useable data on theenvironmental performance of the different units and staff. Greenperformance management systems may be initiated successfully throughdeveloping performance indicators for environmental risk area(Renwick et al., 2013). Performance appraisal concerns the need formanagers to be held accountable for environmental managementperformance. Another way of motivating Green employees is throughpays and reward systems. The article records that evidence has shownthat paying for environmental management performance is moreeffective in companies that give senior management attractivepackages compared to companies that offer fixed remuneration to thesenior management.

Onthe other hand, the article also provides information on theprovision of Green opportunities through employee involvement.Broader employee participation in environmental management instead ofrestricting involvement to specialists and managers is usually viewedas critical in attaining success in environmental management.Engaging workers in environmental management has been indicated toenhance the key outcomes of environmental management systems,including waste reduction, efficient resource use, and pollutionreduction from workplaces. The article argues that there aredifferent ways of practices that can be used in increasing employeeinvolvement in environment management (Renwick et al., 2013). Suchpractices include providing suggestion schemes, newsletters,establishment of specific environmental action teams that discuss howto engage staffs in helping organizations become more environmentalfriendly and enhancing employees to use videoconferencing,home-working and car-sharing.

Furthermore,the article presents that employee involvement in environmentmanagement seems to have its impacts through three key processes:through tapping workers’ tacit knowledge that is gained throughtheir close links to the production process, through involving andempowering workers so as to make suggestions that can be used forenvironmental improvements, and through developing a culture in theworkplace that supports environmental improvement efforts (Renwick etal., 2013).


Renwick,W.S.D., Redman, T. &amp Maguire, S. (2013).Management: A Review and Research Agenda. International Journal ofManagement Reviews, Vol. 15, 1–14.