Полная версияПолная версия:
Позитивные изменения. Том 2, №4 (2022). Positive changes. Volume 2, Issue 4 (2022)
В исследовании оценивалось влияние «зеленых» приемов управления человеческими ресурсами, которые основываются на «зеленом» планировании и анализе рабочих процессов (GJD), «зеленом» отборе и найме персонала (GRS) и «зеленом» обучении и развитии (GTD). Был использован формат сбора данных по принципу переписи, структурированные анкеты были предложены 672 респондентам, 420 анкет были корректно заполнены и использованы для анализа. Результат регрессии показал p-value 0,728, 0,001 и 0,001 для GJD, GRS и GTD соответственно. На основании этих данных сделаны следующие выводы:
1. GJD оказывает незначительное влияние на экологическую устойчивость банков в штате Кацине, поскольку p-value значительно превышает уровень 5 %.
2. Приемы GRS в деятельности банков в штате Кацине оказывают положительное и статистически значимое влияние на экологическую устойчивость при p-value, равном 0,001.
3. P-значение 0,001 для приемов GTD в деятельности банков в штате Кацине указывает на положительное и статистически значимое влияние на экологическую устойчивость.
В соответствии с результатами исследования и сделанными выводами, было рекомендовано следующее:
1. Банки, работающие в штате Кацине, должны в сотрудничестве со своими головными офисами пересмотреть процедуры планирования и анализа рабочих процессов и внедрить в них хотя бы один элемент «зеленой» практики, включив в должностные обязанности сотрудников обязательства по охране окружающей среды.
2. Банки должны сделать свои приемы GRS более устойчивыми и включить знания об экологической устойчивости в критерии при найме на работу, чтобы привлечь сотрудников, ответственно относящихся к экологии, и создать имидж организации, заботящейся об окружающей среде.
3. Банки, как и другие элементы системы устойчивости (экономической и социальной), должны разработать четко сформулированную политику в области экологической устойчивости и включить ее во все свои кадровые практики.
4. Банки должны относиться к вопросам экологической устойчивости со всей возможной серьезностью, поскольку таким образом они максимизируют эту нефинансовую ценность для более широкого круга заинтересованных сторон.
ЛИТЕРАТУРА1. Abaje, I. B., Onu, V., Abashiya, M., Oyatayo, K. T., Ibrahim, A. A., Ati, O. F. & Sawa, B. A. (2017). Climate Change Vulnerability Assessment in Northern Part of Katsina State, Nigeria: A quantitative approach. Dutse Journal of Pure and Applied Science (DUJOPAS), 3(1)1–14.
2. About Stakeholder Theory. (2018). Retrieved from: http://www.stakeholdertheory.org/ about. (accessed 22.12.2020).
3. Adesola, M. A., Yahaya, Y. & Abodunde, S. M. (2021). An Exploratory Study of Green Human Resource Management and Environmental Performance of Nigerian Manufacturing Companies. Indiana Journal of Humanities and Social Sciences, 2(7), 50–57. Retrieved from: https:// indianapublications.com/Journals/IJHSS. (accessed 10.12.2022).
4. Ali, H. H. & Wael, L. S. (2018). Impact of Green Human Resource Management on Employee Behaviour. Journal of Applied Business Research, 6(1), 18–34.
5. Bangwal, D., Tiwari, P. & Chamola, P. (2017). Green HRM, Work-Life and Environment Performance. International Journal of Environment Workplace and Employment 4(3), 244–268. DOI: 10.1504/ IJEWE.2017.10008697.
6. Bangwal, D., Tiwari, P. (2015). Green HRM – A Way of Greening the Environment. IOSR Journal of Business Management (IORS-JBM) 17(12), 45–53. DOI: 10.9790/487X-171214553.
7. Bhasin, H. (2020, October 6). Marketing91. Retrieved from: https://www.marketing91.com. (accessed 22.12.2020).
8. Bombiak, E. (2019). Green Human Resource Management – The Latest Trend Or Strategic Necessity? Journal of Entrepreneurship and Sustainability Issues, 6(4), 1647–1662. http://doi.org/10.9770/ jesi.2019.
9. Briggs, H. (2017, May 31). Science & Education. Retrieved from: http://www.bbc. com. (accessed 24.11.2020).
10. Cohen, E., Taylor, S., & Muller-Camen,
M. (2012). HRM's Role in corporate social and environmental sustainability. USA: SHRMFoundation.org. Retrieved from: https://www.shrmf.org. (accessed 10.12.2022).
11. Committee of Nigerian Sustainability Banking Principles. (2019). Sustainability in the Nigerian Banking Industry: The Journey So Far (2012–2018).
12. Deloitte West Africa (2017). Sustainable Banking as a Driver for Growth: A Survey of Nigerian Banks. Retrieved from: https://www2.deloitte.com/za/en/nigeria/pages/strategy/articles/sustainable-banking-as-a-driver-for-growth-a-survey-of-nigerian-banks.html. (accessed 10.12.2022).
13. Diri, T. V. & Otekenari, D. E. (2021). Green Human Resource Management: A Catalyst for Environmental Sustainability in Nigeria. Journal of Global Ecology and Environment, 9–27.
14. Edeh, O. F. & Okwurume, N. C. (2019). Green Human Resource Management and Organizational Sustainability of Money Deposit Banks in Nigeria. Journal of Management Sciences, 224–235.
15. Ezeabasili, N. (2009). Legal Mechanism For Achieving Environmental Sustainability in Nigeria. African Research Review, 3(2), 368380. Retrieved from: http://www.ajol.info. (accessed 29.11.2020).
16. Field, A. P. (2009). Discovering Statistics using SPSS.
17. Gharibeh, M. (2019). The Impact of Green Human Resource management Practices (GHRMP) on Competitive Advantage of Organization. Journal of Social Sciences, 8(4), 630–640.
18. Gill, A. A., Ahmad, B., & Kazmi, S. (2021). The Effect of Green Human Resource Management on Environmental Performance: The Mediating Role of Employee Eco-Friendly Behavior. Management Science Letters, 1726–1734. Doi:10.5267/j.msl.2021.010.
19. Guerci, M. D., Luzzini, A. & Longoni (2015). Translating Stakeholder Pressures into Environmental Performance – the Mediating Role of Green HRM Practices. The International Journal of Human Resource Management. DOI:10.1080/09585192.201 5.1065431.
20. Hadjri, M., Perizade, B., Zunaidah, & Farla, W. (2019). Green Human Resource Management, Green Organizational Culture, and Environmental Performance: An Empirical Study. DOI: 10.2991/ icoi-19.2019.25.
21. Hair, J., Black, W., Babin, B., & Anderson, R. (2010). Multivariate data analysis (7th ed). Upper Saddle River, New Jersey: Pearson Educational International.
22. Hair, J., Ringle, C., & Sartedt, M. (2011). PLS-SEM: Indeed a Silver Bullet. The Journal of Marketing Theory and Practice, 19(2), 139151. DOI: 10.2753/MTP1069–6679190202.
23. Ibrahim, S. S., Ibrahim, A., Allah, A. N., & Saulawa, L. A. (2016). Building of a community cattle ranch and radio frequency identification (RFID) technology as alternative methods of curtailing cattle rustling in Katsina State. Pastoralism, 6(1), 1–9. DOI 10.1186/s13570–016–0055-z.
24. Ibrahim, Y. E. (2018). Climate Change: Threats and Opportunities in Katsina State, Nigeria. Conference session Faculty of Natural and Applied Sciences Colloquim/ Seminar Series at Umaru Musa Yaradua University, Katsina, Nigeria.
25. Jabbour, C. (2013). Evironmental Training in Organizations: From a literature review to a framework for future research. Resources, Conservation and Recycling, 74, 144–155. https://doi.org/10.1016/j. resconrec.2012.12.017.
26. Jackson, S. E., Renwich, D. W. S.; Jabbour, C. J. C. & Muller-Camen, M. (2011). State of the Art and Future Directions for Green Human Resource Management: Introduction to the special issue. German Journal of Human Resource Management, 25(2), 99–116. https://doi.org/10.1177/2397 00221102500203.
27. Jehan, Y., Hussai, D., Batool, M. & Imran, M. (2020). Effect of Green Human Resource Management Practice and Environmental Sustainability. International Journal of Human Capital in Urban Management, 5(2), 153–164. DOI:10.22034/ IJHCUM.2020.02.06.
28. Langat, B. & Kwasira, J. (2016). Influences of green human resource management practices on environmental sustainability at Kenyatta University, Kenya. International Journal Of Economics, Commerce and Management, 4(10), 986–1003.
29. Liu, W. (2010). The Environmental Responsibility of Multinational Corporation. Journal of American Academy of Business, 81–88.
30. Mandago, J. R. (2019). Influence of Green Human Resource Management Practices on Environmental Sustainability in Service Based State Corporations in Kenya. [Doctoral dissertation, Jomo Kenyatta University of Agriculture and Technology]. Digital Repository.
31. Mandip, G. (2012). Green HRM: People Management Commitment to Environmental Sustainability. Research Journal of Recent Science, 1, 244–252.
32. Mathapati, C. M. (2013). GREEN HRM: A Strategic Facet. Tactful Management Research Journal, 2(2), 1–6.
33. Mobarez, A. A. (2018). The Effect of Green Human Resource management on Organization's Sustainable Environment Performance (Emprical Study). Journal of the Association of Arab Universities for Basic and Applied Sciences, 1–29. Retrieved from: https://www.researchgate. net/publication/33167421. (accessed 12.12.2020).
34. Opatha, H. (2014). Green Human Resource Management: Simplified General Reflections. International Business Research, 7(8), 109–110. DOI: 10.5539/ibr.v7n8p101.
35. Owine, W. A., & Kwasira, J. (2016). Influence of Selected Green Human Resource Management on Environmental Sustainability at Menengai Oil Refinery Limited, Nakuru, Kenya. Journal of Human Resource Management, 4(3), 20–27. DOI: 10.11648/j.jhrm.20160403.11.
36. Ramasamy, A., Inore, I. & Sauna, R. (2017). A study on implications of implementing Green HRM in the corporate bodies with special reference to developing nations. International Journal of Business and Management, 12(9), 117. DOI:10.5539/ijbm.v12n9p117.
37. Rawashdeh, A. M. (2018). The Impact of Green Human Resource Management on Organizational Environmental Performance in Jordanian Health Service Organizations. Management Science Letter, 8, 1050–1058. DOI: 10.5267/j.msl.2018.7.006.
38. Renwick, D., Redman, T. & Maguire, S. (2008). Green HRM: a rewiew, process model, and research agenda. Discussion paper No. 2008.01. Discussion paper series, the University of Sheffield, Management School. DOI:10.13140/RG.2.2.30801.07520.
39. Renwick, D., Redman, T., & Maguire,
S. (2012). Green Human Resources Management: A Review and Research Agenda. International journal of management reviews, 15(1), 1–14. DOI:10.1111/j.1468–2370.2011.00328.x.
40. Sari-Aytekin, S. (2021). The Role of Human Resources in the Journey of Sustainability: green human resources management. In E. Karoglu (Ed.), Contemporary Issues in Strategic Human Resource Management (pp. 107–124). Gazi Kitabevi Tic. Ltd. Sti.
41. Shaban, S. (2019). Reviewing the Concept of Green HRM (GHRM) and its Application Practices (Green Staffing) with Suggested Research Agenda: A Review from Literature Background and Testing Construction Perspective. International Business Review, 12(5), 86. https://doi.org/10.5539/ibr.v12n5p86.
42. Sutton, P. (2004). A perspective on environmental sustainability. Paper on the Victorian Commissioner for Environmental Sustainability, 1–32.
43. Todara, N., Daddi, T., Testa, F., & Iraldo, F. (2019). Organization and Management Theories in Environmental management System Research: A systematic literature review. Business Strategy Development, 39–54. https://doi.org/10.1002/bsd2.77.
44. UN World Commission on Environment and Development. (1987). Our Common Future: Report of the United Nations World Commission on Environment and Development. Retrieved from: https:// sustainabledevelopment.un.org/content/ documents/5987our-common-future.pdf. (accessed 10.12.2022).
45. US Environmental Protection Agency (2021, February 08). Learn About Sustainability. Retrieved from: https://www.epa.gov/ sustainability/learn-about-sustainability. (accessed 07.09.2021).
46. Zhao, J., Liu, H. & Sun, W. (2020). How Proactive Environmental Strategy Facilitates Environment Reputation: Role of Green Human Resource Management and Discretionary Slack. MDPI Sustainabilitty Journal. https://dx.doi.org/10.3390/su12030763.
47. Zoogah, B. D. (2011). The Dynamics of Green HRM Behaviors: A Cognitive Social Information Processing Approach. Zeitschrift Fur Personalforschung, 22(2), 117–139. https://doi.org/10.1177/2397002 21102500204.
Green Human Resource Management. Assessing the Impact on the Environmental Sustainability of Banks (Nigeria Case Study)
Holo Matthew Aker, Abubakar Sadiq Suleiman
DOI 10.55140/2782–5817–2022–2–4–82–95
As the ESG agenda is gaining popularity around the world, companies start paying more and more attention to environmental responsibility, striving to reduce ecological damage. Green human resource management practices are becoming part of corporate strategies. For example, this means electronic workflow, from online vacancy announcements to employee training to use the resources sparingly and to conserve energy. In this article, we discuss the effects of “green” HR on the environmental sustainability of banks in Katsina State, Nigeria.
Holo Matthew Aker
Department of Business Management, Federal University Dutsin-ma, Katsina State, Nigeria
Abubakar Sadiq Suleiman
PhD, Associate Professor, Department of Business Management, Federal University Dutsin-ma, Katsina State, Nigeria
INTRODUCTION
The global concern for environmental sustainability is on the increase. This is a result of the growing threats of climate change and global warming, as well as other environmental challenges, which are compelling individuals, organizations and governments to be more responsive to the environment. These environmental concerns have posed multifaceted managerial challenges to present-day management of organizations and have fundamentally affected operations, strategies, policies and culture of business organizations globally (Cohen et al., 2014). This phenomenon has necessitated the need to integrate environmental management practices and human resource management practices in organizations (Ali & Wael, 2018; Briggs, 2017; Renwick, et al., 2012).
Human resource management plays a crucial function in managing and coordinating the policies, activities and resources of an organization (Renwick et al., 2012) and is pivotal to achieving environmental sustainability (Ramasamy et al., 2017). Hence the growing research interest in Green Human Resource Management (GHRM) that denotes the integration of human resource management practices and environmental management practices to encourage employees' commitment to environmental protection (Gharibeh, 2019).
Though GHRM is a relatively new concept in human resource management that is still underdeveloped in Nigeria (Adesola et al. 2021; Diri & Otekenari, 2021), the global threat of climate change and other environmental challenges affecting Nigeria have made it a necessity in the business circles and beyond, specifically in Katsina State, which is a state in Nigeria confronted with environmental issues like drought, desert encroachment, deforestation, land degradation, erosion and pollutions caused by climate change (Abaje, et al., 2017; Ibrahim, 2018), and other harmful environmental threats that need to be curbed.
Liu (2010) asserts that harmful environmental challenges are caused largely by activities of business organizations which have contributed significantly to carbon footprint. This assertion is true of Katsina State that has manufacturing and service-based organizations, including deposit money banks (DMBs), whose activities may cause environmental concerns. For example, Edeh and Okwurume (2019) alluded that most Nigerian banks have failed to fully integrate sustainable elements like environmental sustainability into their employees' daily work routine. This is despite the fact that they have adopted the Nigerian Sustainable Banking Principles (NSBP) (Committee of Nigerian Sustainabilty Banking Principles, 2018; Deloitte, West Africa, 2017). This is particularly evident in DMB branches in Katsina State, which still engage in activities that cause high carbon footprint, such as use of fossil fuel for their generating sets and vehicles, use of paper printouts in their transactions, poor waste management and recycling culture, lack of green space in their offices and premises, and lack of carpooling practices, among other harmful environmental practices. This necessitates the evaluation of the human resource management practices and activities of organizations operating in Katsina State against the environment in which they operate. Since DMBs are the most visible corporate organizations that can be found in almost all parts of Katsina State, this study focused on evaluating the effect of GHRM practices on environmental sustainability of deposit money banks (DMBs) in Katsina State. The study covers a one-year period of 2021.
Specific objectives of the study include:
1. Evaluating the effect of green job design and analysis on environmental sustainability of DMBs in Katsina State.
2. Examining the effect of green recruitment and selection practice on environmental sustainability of DMBs in Katsina State.
3. Ascertaining the effect of green training and development practice on environmental sustainability of DMBs in Katsina State.
In follow-up to the stated objectives, the study formulated the following null hypotheses to be tested in order to provide evidence for drawing conclusions:
H01: Green job design and analysis has no significant influence on environmental sustainability.
H02: Green recruitment and development practices have no significant influence on environmental sustainability.
H03: Green training and development practices have no significant influence on environmental sustainability.
LITERATURE REVIEWThis section explains conceptual and theoretical frameworks, concepts of GHRM, environmental sustainability, green job design and analysis, green recruitment and selection and green training and development. It also reviews earlier empirical studies on GHRM practice and environmental sustainability.
The conceptual framework shows how GHRM practices sub-constructs of green job design and analysis practice, green recruitment and selection practice and green training and development practice relate to and influence environmental sustainability.
The study adopted stakeholder theory for better understanding and appreciation of GHRM practices and environmental sustainability. The stakeholder approach, as proposed by Edward Freeman in 1984, postulates that organization stakeholders are comprised of all groups or individuals that affect or are affected by the company's actions, decisions, policies, practices, goals or general operations, (Bhasin, 2020; Freeman, 1984 as cited in Guerci, et al., 2015). The theory stressed that management is responsible for creating and maximizing value for all stakeholders without compromising interest of any (About Stakeholder Theory, 2018). Guerci et al. (2015) observed that most management influenced by the stakeholder theory have implemented environmental management system in their firms. They further revealed that customers and regulatory pressures are significantly and positively related to environmental performance; hence stakeholders exert varying degrees of pressure on the organization to cater for their interests. And with environmental sustainability spawning increased concerns amongst business stakeholders such as employees, customers, communities, governments, activists and scholars (Jackson et al., 2011), coupled with ethical considerations for businesses, institutions and establishments to be socially responsible for the environment in which they live and operate, stakeholder theory become appropriate theory to explain GHRM and environmental sustainability.
GREEN HUMAN RESOURCE MANAGEMENT
The concept of green human resource management (GHRM) is perceived to have been introduced to HRM practice as recently as in the 1990s (Renwick et al., 2008), and it is given multiple definitions by different scholars. According to Opatha (2014, p. 15), GHRM refers to “the policies, practices and systems that make employees of an organization green for the benefit of the individual, society, natural environment, and the business.” Making the employees green here entails workforce that is aware of environmental sustainability practice and takes initiatives and actions that benefit nature, themselves, the community and environment where they operate. Jabbour (2013, p. 149) viewed GHRM as the “systematic, planned alignment of typical human resource management practices with the organizational environmental goals.”
Mandip (2012) states that GHRM is about getting all employees to initiate and engage in environmentally friendly practices and enhancing employees' awareness and commitment to environmental sustainability issues. He further stresses that human resources should serve as an impetus for environmental sustainability within organizations as it will align policies and practices with sustainability goals.
GREEN JOB DESIGN AND ANALYSIS (GJD)
Green job design refers to the organization of job tasks, duties and responsibilities-based content, methods and techniques, by providing green working structure and process, green instruments for performance of jobs and maintaining green modeling leadership that promotes protection and conservation of the natural environment and its resources (Sari-aytekin, 2021). Renwick et al. (2008) asserts that green job design and analysis practice stresses environmental issues as related to the job specifications and job duties, which is done within the context of environmental experiences and competencies to suit the job in the aspect of environmental responsibility. This human resource practice ensures all employees' personalities, attributes and norms are aligned with the concept of environmental sustainability of their organizations (Shaban, 2019).
GREEN RECRUITMENT AND SELECTION (GRS)
Green recruitment implies attracting and hiring talented persons who are aware of and familiar with the terms of conservation and protection of the environment (Bangwal & Tiwari, 2015). The green recruitment and selection processes are usually paperless and electronic, from online vacancy announcement and job application, telephone interview, CBT and video call to interact with interviewees, selecting prospective employee based on environmental sustainability awareness and knowledge.
GREEN TRAINING AND DEVELOPMENT (GTD)
Green training and development implies the advancement of an employee's attitudes, behaviors, knowledge and skills that help them to avoid practices that are detrimental to environment, (Zoogah, 2011). Green training and development equips employees with working methods and behavior that minimizes waste, encourage prudent use of resources and energy conservation, reduces environmental degradation and practices that threaten the environment and ecological scarcity. It also involves use of e-platforms and creates avenues to engage employees in addressing environmental. concerns (Bangwal et al. 2017; Zoogah, 2011).
ENVIRONMENTAL SUSTAINABILITY
Sustainability as described by the US Environmental Protection Agency (2021) is “to create and maintain conditions under which humans and nature can exist in productive harmony, that permit fulfilling the social, economic and other requirements of present and future generations.” Environmental sustainability is one of the elements of sustainability development and it entails the ability of the present generation to meet their resource needs without compromising the ability of the future generations to meet theirs (Ezeabasili, 2009; United Nations World Commission on Environment and Development Report, 1987). Environmental sustainability (ES), on the other hand, is defined as the ability to preserve the qualities valued in the physical environment by adopting strategies aimed to prevent damage being done to the environment (Philip, 2004). These preventive measures include actions to curb the use of non-renewable resources, the adoption of a ‘recycle everything and buy recycled' approach, the use of renewable rather than non-degradable resources, the redesign of operation/production processes and products to eradicate the production of non-renewable materials, and protection and restoration of natural habitats and environments valued for healthy living (Ramasamy et al., 2017).
