Green Human Resource management :Integrating sustainability Into Organisational Practises

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 INTRODUCTION



With environmental sustainability the key priority of all countries in the world, organizations are trying to balance the strategic direction between profitability and ecological responsibility. Green HRM is a strategic approach that embeds environmental principles into its human resource policies and practices in response to such growing concerns (Opatha and Arulrajah, 2014). Green HRM means designing such HR initiatives that promote resource utilization in such a way that encourages sustainable use and enables the development of an environmentally responsible mindset across all organizational functions. 


Another important aspect of Green HRM is environmentally-oriented performance management. Employees, as cited by Mandip (2012), are appraised on their contribution in sustainability-related activities like conserving energy, reducing waste, and adhering to regulatory requirements. Similarly, reward systems are directly connected with environmental performance to encourage employees towards green initiatives, motivating them in the right direction of eco-friendly behavior within the organization.

The integration of Green HRM has numerous advantages for organizations and society as a whole. According to Jabbour and Santos (2008), organizations see an increase in operational efficiency, cost reduction, enhancement in brand reputation, and regulatory compliance when HR practices concerning sustainability are introduced in the workplace. Moreover, Green HRM leads to the engagement of employees by giving employees opportunities to act for environmental protection; hence, their morale and job satisfaction will increase.

In the context of Sri Lanka, Green HRM practices have taken root within the apparel-manufacturing, hospitality, and finance sectors, among others. Apparel companies, guided by the Sri Lanka Apparel Exporters Association, incorporate sustainability into HR functions through employee training on eco-friendly methods of production and energy efficiency. Similarly, hotel chains have mounted environmental awareness programs that aim at waste reduction and responsible consumption of resources (Wijethilake, Ekanayake and Perera, 2016). These initiatives illustrate the greater recognition of HR's leading role in ensuring corporate sustainability.



The limited financial resources, less awareness among employees, and a lack of strong regulatory incentives impede the wide-scale adaptation of Green HRM in Sri Lanka. According to Zoogah (2011), enhancing environmental consciousness through continuous training, leadership involvement, and supportive policy frameworks is thus of critical importance in overcoming these barriers. In fact, strengthening HR departments to champion sustainability can accelerate the rate at which Green HRM practices are adopted nationally.







CONCLUSION

 In the end, Green HRM is no longer an optional HR strategy but rather a strategic necessity that modern organizations must follow. It has a promising role in minimising environmental impact, increasing employee engagement, and achieving long-term competitive advantage. For developing countries like Sri Lanka, the adoption of Green HRM supports national goals in sustainability and demonstrates a commitment to international environmental standards. As organisations continue to incorporate sustainability into their HR practices, Green HRM will be instrumental in shaping environmentally responsible and future-ready work environments


 REFERENCES

Jabbour, C.J.C. and Santos, F.C.A. (2008) ‘The central role of human resource management in the search for sustainable organizations’, The International Journal of Human Resource Management, 19(12), pp. 2133–2154.https://www.researchgate.net/publication/247522314_The_Central_Role_of_Human_Resource_Management_in_the_Search_for_Sustainable_Organizations

Mandip, G. (2012) ‘Green HRM: People management commitment to environmental sustainability’, Research Journal of Recent Sciences, 1(ISC-2011), pp. 244–252.https://www.isca.in/rjrs/archive/iscsi/38.ISCA-ISC-2011-18CLM-Com-03.pdf

Opatha, H.H.D.N.P. and Arulrajah, A.A. (2014) ‘Green human resource management: Simplified general reflections’, International Business Research, 7(8), pp. 101–112.https://www.researchgate.net/publication/281880035_Green_Human_Resource_Management_Simplified_General_Reflections

Zoogah, D.B. (2011) ‘The dynamics of Green HRM behaviors: A cognitive social information processing approach’, German Journal of Human Resource Management, 25(2), pp. 117–1https://www.researchgate.net/publication/227486911_The_Dynamics_of_Green_HRM_Behaviors_A_Cognitive_Social_Information_Processing_Approach




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