Abstract
This chapter examines the crucial role of human resources (HR) in promoting and maintaining environmental efforts inside organisations. As firms become more aware of the importance of sustainable practices, the role of HR becomes crucial in coordinating environmental stewardship efforts. This study examines the incorporation of environmentally sustainable practices into human resources (HR) processes, with a particular focus on recruiting, training, and employee engagement. This research illuminates the favourable influence of HR-led sustainability initiatives on organisational culture, employee contentment, and overall environmental performance through the examination of case studies and industry trends.
TopIntroduction
As we are in the midst of an era that is marked by ecological problems that have never been seen before and a common need for ways that are sustainable, businesses are being compelled to reevaluate their contributions to the establishment of a future that is more environmentally friendly. This is due to the fact that the contemporary period is marked by ecological issues that have never been witnessed before. Human Resources (HR), which has traditionally been in charge of managing labor dynamics and organizational culture, is today leading these revolutionary ideas. HR has become the driving force behind these revolutionary approaches. The Human Resources department is now providing leadership for this innovative strategy. Experts who work in human resources are rapidly becoming an increasingly significant component in the process of driving businesses towards the implementation of practices that are beneficial to the environment. This is despite the fact that human resources professionals are already rather common (Harris & Tregidga, 2012; Aftab et al., 2023). There is a sensitive relationship that exists between human resource policies and environmental sustainability programs in a variety of different businesses, and the purpose of this research project, which is called “Green Guardians,” is to analyze that interaction as depicted in Figure 1 below:
Figure 1. Visual representation of the relationship between human resource (HR) policies and environmental sustainability program
When it comes to the development of businesses that are committed to environmental stewardship, the purpose of this investigation is to shed light on the strategic role that human resources play in their development. This will be accomplished through the presentation of data that was acquired from a comprehensive poll that included 150 HR professionals as respondents.
The world is currently facing a confluence of environmental catastrophes that has never been seen before. These catastrophes include, but are not limited to, the deterioration of the environment, the depletion of resources, the loss of biodiversity, and pollution from the environment. These are only some of the ecological catastrophes that the world is currently facing. There are probably many more. Organizations are being encouraged to play an active role in the efforts that are being made to repair and conserve the Earth at the same time that they are being advised to reduce the influence that they have on the environment (Gardas et al., 2019; Aggarwal & Agarwala, 2023). This is happening simultaneously. The field of human resources, which has traditionally been connected with the process of talent acquisition and the management of people, is currently going through a considerable transition as a direct result of the paradigm change that they are experiencing. This transformation occurred as a direct result of the fact that they are managing people. The functions that are responsible for human resources are expanding their responsibilities over time, and one of the new responsibilities that is being added is a strategic role concerned with environmental sustainability. It is in recognition of the connection that exists between the operations of the organization and the state of the health of the planet that this action is being taken (Hosain & Rahman, 2016; Alcaraz et al., 2019).
Key Terms in this Chapter
Environmental Sustainability: The practice of using resources in a manner that meets present needs without compromising the ability of future generations to meet their own needs, ensuring the health of ecosystems and the preservation of natural resources.
HR (Human Resources): The department within an organization responsible for managing personnel-related matters, including recruitment, training, performance evaluation, and employee relations.
Eco-Friendly Practices: Practices that are environmentally sustainable and minimize negative impacts on ecosystems and natural resources.
Impact Reporting: The process of measuring, evaluating, and communicating the environmental, social, and economic impacts of an organization's activities, including its sustainability efforts.
Employee Engagement: The extent to which employees are emotionally invested in and committed to their work and the goals of the organization, including engagement in environmental sustainability initiatives.
Green Guardians: Human resource professionals who actively promote and implement environmentally sustainable practices within organizations.
Agency Theory: A theory that examines the relationships and conflicts of interest between principals (e.g., shareholders) and agents (e.g., managers) within organizations, including the need for clear and transparent reporting of environmental impacts.
Green Principles: Principles that guide organizations in adopting environmentally responsible practices, such as reducing waste, conserving resources, and minimizing pollution.
Organizational Sustainability: The ability of an organization to maintain its operations while minimizing negative environmental impacts and maximizing positive social and economic contributions over the long term.
Theoretical Frameworks: Conceptual models or theories used to understand and analyze phenomena, in this case, the strategic role of HR in environmental sustainability initiatives.
Self-Determination Theory (SDT): A theory of motivation that posits individuals are motivated when their psychological needs for autonomy, competence, and relatedness are satisfied.
Resource-Based View (RBV): A theory that suggests sustainable competitive advantage is achieved through the strategic allocation and utilization of valuable, rare, and inimitable resources within an organization.
Talent Acquisition: The process of recruiting, attracting, and selecting qualified individuals to fill job vacancies within an organization.
Competing Values Framework (CVF): A framework that categorizes organizational cultures into four types (clan, adhocracy, market, and hierarchy) and emphasizes the importance of balancing competing values for organizational effectiveness.
Responsible Decision-Making: Decision-making processes that consider the long-term environmental, social, and economic consequences of actions and strive to maximize positive impacts while minimizing negative ones.
Triple Bottom Line (TBL): An accounting framework that evaluates an organization's performance based on three dimensions: economic, social, and environmental.
Training: The process of providing employees with knowledge, skills, and competencies necessary to perform their job duties effectively, including training on environmental sustainability practices.