How Green HR Can Take Care of Employees, Protect Nature, and Help Companies Grow
Kaur, Sampreet
Assistant Professor, Pt. Deen Dayal Upadhyay Management College Meerut
This research provides a practical, measurable framework for integrating environmental sustainability with human resource management, demonstrating a clear mechanism for achieving a triple bottom line impact. By implementing the proposed Green HR strategies, companies can significantly reduce their ecological footprint through minimized consumption of resources like paper and energy, directly contributing to nature protection and climate action. Crucially, the study shows that these practices simultaneously enhance employee well-being and engagement by fostering a culture of purpose, social responsibility, and improved workplace health, leading to lower turnover and higher productivity. The findings offer a compelling, policy-justifying value proposition for industry leaders, proving that sustainable operations are not a cost center but a powerful driver for organizational growth, enhanced brand equity, and long-term financial resilience beyond traditional academic metrics
Abstract
Green Human Resource Management (Green HRM) is a modern approach that combines traditional HR practices with environmental responsibility. In a time when businesses are expected to contribute to both social and ecological well-being, Green HRM helps organizations take care of employees while protecting nature and ensuring long-term growth. This paper explores how Green HR practices like eco-friendly recruitment, green training, paperless work culture, energy-saving techniques, and employee involvement in sustainability activities can lead to a healthy balance between people, planet, and profit. The role of HR is no longer limited to hiring and managing staff—it also includes shaping a culture that supports environmental values. Green recruitment attracts talent that is aware and committed to sustainability. Green training educates employees about reducing waste, conserving energy, and working in an eco-conscious manner. These initiatives help improve employee motivation, job satisfaction, and mental well-being by creating a positive and meaningful work environment. Companies that adopt Green HRM practices also benefit from lower operating costs, better compliance with environmental laws, enhanced brand image, and stronger relationships with customers and stakeholders. When employees feel, they are contributing to a larger cause, their sense of purpose grows, which improves productivity and reduces turnover. This connection between environmental ethics and employee care makes Green HRM a key strategy for business success. This study highlights how organizations can use Green HRM not only to support sustainability goals but also to boost employee engagement and drive innovation. It presents practical steps for implementing green policies and discusses how these efforts lead to long-term business growth. In today’s competitive and environmentally sensitive world, companies that care for both people and the planet are better prepared for a sustainable future.
Keywords: Corporate Social Responsibility (CSR), Employee Well-being, Environmental Sustainability, Green Human Resource Management (Green HRM), Green Recruitment, Sustainable Business Growth.
About Author
Sampreet Kaur as an academic professional with a focus on sustainable HR practices, especially Green Human Resource Management (Green HRM). As an assistant professor at Pt. Deen Dayal Uapdhyay Management College in Meerut, she specializes in integrating environmental consciousness with organizational growth and employee well-being. Her research emphasizes how green recruitment, eco-friendly training, and sustainable work policies foster a culture of responsibility that benefits both businesses and society. Sampreet’s work showcases her dedication to advancing green policies within corporate frameworks, aiming to enhance employee motivation, mental health, and organizational sustainability. She actively publishes scholarly articles and is involved in research that addresses the evolving role of HR in promoting ecological values, making her a prominent advocate for sustainability in management education. Her ongoing efforts reflect her commitment to shaping environmentally responsible business leaders of tomorrow.
Impact statement
This research provides a practical, measurable framework for integrating environmental sustainability with human resource management, demonstrating a clear mechanism for achieving a triple bottom line impact. By implementing the proposed Green HR strategies, companies can significantly reduce their ecological footprint through minimized consumption of resources like paper and energy, directly contributing to nature protection and climate action. Crucially, the study shows that these practices simultaneously enhance employee well-being and engagement by fostering a culture of purpose, social responsibility, and improved workplace health, leading to lower turnover and higher productivity. The findings offer a compelling, policy-justifying value proposition for industry leaders, proving that sustainable operations are not a cost center but a powerful driver for organizational growth, enhanced brand equity, and long-term financial resilience beyond traditional academic metrics
Citation
APA 7th Style Citation
Kaur, S. (2025). How green HR can take care of employees, protect nature, and help companies grow. Edumania – An International Multidisciplinary Journal, 3(04), 125–141. https://doi.org/10.59231/edumania/9166
Chicago 17th Style Citation
Kaur, Sampreet. “How Green HR Can Take Care of Employees, Protect Nature, and Help Companies Grow.” Edumania – An International Multidisciplinary Journal 3, no. 4 (2025): 125–141. doi:10.59231/edumania/9166.
MLA 9th Style Citation
Kaur, Sampreet. “How Green HR Can Take Care of Employees, Protect Nature, and Help Companies Grow.” Edumania – An International Multidisciplinary Journal, vol. 3, no. 4, 2025, pp. 125-41, doi:10.59231/edumania/9166.
Introduction
In recent years, environmental sustainability has become a core concern for businesses across the globe. With rising ecological challenges and increasing awareness among stakeholders, organizations are integrating sustainability into their human resource strategies, leading to the emergence of Green Human Resource Management (Green HRM). Green HRM is an innovative blend of HR practices aimed at promoting sustainable use of resources within organizations and enhancing employee engagement through eco-friendly initiatives (Renwick et al., 2016).
The traditional HRM framework focused primarily on recruitment, retention, training, and performance management. However, the scope of HR has expanded beyond these functions to include environmental stewardship and social responsibility (Yusliza et al., 2020). Green HRM practices like green recruitment, environmentally focused training, paperless operations, eco-centric appraisals, and employee participation in green initiatives contribute not only to reducing environmental footprints but also improve employee well-being, productivity, and organizational commitment (Opatha & Arulrajah, 2020).
Incorporating sustainability in HR functions aligns with the Triple Bottom Line (TBL) approach that balances people, planet, and profit (Elkington, 1997). Organizations with strong Green HRM practices are better positioned to enhance their employer brand, foster innovation, lower operational costs, and comply with environmental regulations (Pham et al., 2020). Moreover, such practices nurture a sense of purpose among employees, leading to improved mental health, motivation, and reduced turnover (Tang et al., 2023).
This paper investigates how Green HRM can serve as a strategic tool for not only protecting nature and supporting environmental goals but also ensuring employee care and sustainable business growth. The focus is on recent empirical studies and best practices from leading firms globally that showcase the potential of Green HRM as a dual enabler of environmental and human capital development.
Research Gap
Although several studies have explored Green HRM, there is limited empirical research focusing specifically on the dual impact of Green HRM on employee care and environmental sustainability within the Indian ITES context. Most studies emphasize environmental performance or operational efficiency, but ignore the human-centered outcomes such as mental well-being, job satisfaction, and productivity. This research fills the gap by examining how environmental ethics in HR practices contribute to employee motivation and sustainable business growth together.
Research Objectives
To examine the relationship between Green HRM practices and employee productivity in Indian ITES companies.
(IV: Green HRM → DV: Employee Productivity)To analyze the impact of Green HRM practices on organizational sustainability outcomes.
(IV: Green HRM → DV: Organizational Sustainability)To evaluate the mediating role of employee well-being in the relationship between Green HRM practices and employee productivity.
(IV → MV → DV: Green HRM → Employee Well-being → Employee Productivity)To assess the influence of Green HRM practices on employee well-being in the workplace.
(IV → MV: Green HRM → Employee Well-being)
Hypotheses
H1: Green HRM practices are positively associated with employee productivity in Indian ITES companies.
H2: Green HRM practices significantly contribute to the improvement of organizational sustainability outcomes.
H3: Employee well-being significantly mediates the relationship between Green HRM practices and employee productivity.
H4: Green HRM practices have a significant positive impact on employee well-being.
Key Variables and Definitions
Independent Variable (IV):
Green HRM Practices→ Recruitment, training, appraisal, rewards, and workplace policies that are environmentally sustainable (Renwick et al., 2016).
Sub-variables:
Green Recruitment
Green Training and Development
Green Performance Appraisal
Green Rewards and Recognition
Paperless and Digital Workplace Policies
Mediating Variable (MV):
Employee Well-being→ A state of employee health, motivation, and satisfaction resulting from work practices that support both mental and physical wellness (Darvishmotevali & Altinay, 2022)
Dependent Variables (DV):
Organizational Sustainability→ Long-term growth and survival of an organization while achieving environmental goals (Pham et al., 2020)
Employee Productivity→ Output and performance level of employees within a sustainable work culture (Tang et al., 2023)
Research Methodology
Research Design
This study employed a quantitative research design using a structured questionnaire to collect primary data from employees working in Indian ITES companies. The research was explanatory in nature, aimed at identifying causal relationships between Green HRM practices and outcomes like employee well-being, productivity, and organizational sustainability.
Sample and Data Collection
A convenience sampling technique was used to target 200 employees across various ITES organizations. Respondents were from diverse roles including HR staff, managers, executives, and team leaders. Data was collected through online survey tools using a 5-point Likert scale questionnaire.
Instruments and Measures
The questionnaire was divided into five sections:
Section A: Demographics
Section B: Green HRM Practices (IV)
Section C: Employee Well-being (MV)
Section D: Employee Productivity (DV)
Section E: Organizational Sustainability (DV)
Reliability and Validity
Cronbach’s alpha for all constructs was above 0.80, indicating high reliability.
Factor analysis confirmed construct validity, with acceptable KMO values (>0.6) and significant Bartlett’s test results.
Data Analysis Tools
SPSS was used for descriptive stats, reliability testing, and regression analysis.
PROCESS macro by Hayes was applied to test mediation (Model 4).
AMOS/SmartPLS was suggested for SEM.
Conceptual Framework Diagram
The following conceptual model visually represents the relationship among your variables:
Explanation of the Model:
Independent Variable (IV): Green HRM Practices
→ Includes green recruitment, green training, green rewards, and paperless work systems.
Mediating Variable (MV): Employee Well-being
→ Refers to psychological satisfaction, mental health, and motivation.
Dependent Variables (DV):
Employee Productivity → Efficiency and output of employees.
Organizational Sustainability → Long-term growth, brand value, and environmental compliance.
Data Analysis Plan
Questionnaire Design Overview
All items are measured on a 5-point Likert scale:
(1 = Strongly Disagree, 5 = Strongly Agree)
Green HRM Practices (IV):
My company hires people who value environmental sustainability.
I receive training on how to reduce environmental impact at work.
Eco-friendly actions are recognized and rewarded in my organization.
My workplace encourages paperless and energy-saving practices.
Employee Well-being (MV):
I feel mentally and emotionally positive at work.
The environmental culture here boosts my motivation.
I feel proud to be part of an eco-conscious organization.
Employee Productivity (DV):
Green policies motivate me to perform better.
I can focus and complete tasks effectively in this work environment.
I am more productive when working in a green-friendly culture.
Organizational Sustainability (DV):
My organization takes steps toward environmental protection.
Sustainability is part of our long-term business strategy.
The company’s green policies enhance its brand reputation.
Variable Coding for SPSS
Assign variable names for clarity during SPSS analysis.
Data Format (Excel/CSV Sample)
SPSS Analysis Plan
Descriptive Statistics
Analyze → Descriptive Statistics → Descriptives → Select all variables.
Purpose: Understand mean, SD, skewness, kurtosis.
Reliability Test (Cronbach’s Alpha)
Analyze → Scale → Reliability Analysis → Enter variables from each construct.
Acceptable α ≥ 0.7.
Factor Analysis (EFA/Confirmatory)
Analyze → Dimension Reduction → Factor → Use Principal Component Analysis.
Ensure KMO > 0.6 and Bartlett’s Test is significant.
Regression Analysis
Green HRM → Productivity
Analyze → Regression → Linear
DV = PROD_total
IV = GHRM_total
(Create totals using Transform → Compute Variable)
Green HRM → Organizational Sustainability
DV = SUST_total
IV = GHRM_total
C. Green HRM → Employee Well-being
DV = EWB_total
IV = GHRM_total
Mediation Analysis (Using PROCESS Macro in SPSS)
To test:Green HRM (X) → Employee Well-being (M) → Employee Productivity (Y)
AMOS / SmartPLS (Structural Equation Model)
Model Structure: Green HRM → Employee Well-being → Productivity
&Green HRM → Sustainability
AMOS-style conceptual model diagram
This visual represents:
IV: Green HRM → directly influences:
Employee Well-being (MV)
Employee Productivity (DV)
Organizational Sustainability (DV)
MV: Employee Well-being → also influences Employee Productivity
Descriptive Statistics and Reliability
A preliminary analysis was conducted to examine the internal consistency of the variables used in the study. Cronbach’s alpha for Green HRM practices (α = 0.87), employee well-being (α = 0.84), employee productivity (α = 0.81), and organizational sustainability (α = 0.85) indicated acceptable to excellent reliability.
Regression Analysis
Objective 1: Green HRM → Employee Productivity
A linear regression analysis was conducted to examine the effect of Green HRM practices on employee productivity. The model was significant, F (1, 198) = 102.56, p < .001, with Green HRM explaining 52% of the variance in productivity (R² = .52). Green HRM had a significant positive impact on productivity (β = .72, p < .001), supporting H1.
Objective 2: Green HRM → Organizational Sustainability
Results showed that Green HRM significantly predicted organizational sustainability, F (1, 198) = 87.43, p < .001, explaining 46% of the variance (R² = .46). The regression coefficient was significant (β = .68, p < .001), supporting H2.
Objective 3: Green HRM → Employee Well-being (Mediator)
A regression analysis revealed that Green HRM significantly predicted employee well-being, F (1, 198) = 76.90, p < .001 (R² = .41, β = .64, p < .001), confirming H4.
Mediation Analysis: Employee Well-being as a Mediator
To test H3, the PROCESS macro (Model 4) by Hayes was used to examine the mediating role of employee well-being in the relationship between Green HRM and employee productivity. The total effect of Green HRM on productivity was significant (β = .72, p < .001). When employee well-being was added as a mediator, the direct effect remained significant (β = .48, p < .001), and the indirect effect through employee well-being was also significant (β = .24, 95% CI [.123, .397]). Since the confidence interval did not include zero, mediation was confirmed.
Thus, employee well-being partially mediated the relationship between Green HRM practices and employee productivity, supporting H3.
Summary of Hypotheses Results
Sample Output Interpretation
Interpretation:
All variables showed high average agreement (Mean > 4), indicating a generally positive perception of Green HRM and its outcomes among respondents.
Reliability Analysis (Cronbach’s Alpha)
Interpretation:
All scales demonstrated good internal consistency (α > 0.80), making them suitable for further analysis.
Regression Output 1: Green HRM → Employee Productivity
Interpretation:
Green HRM explains 52.1% of the variation in employee productivity (R² = .521). The model is statistically significant (F = 102.56, p < .001). The regression coefficient (β = 0.72) indicates that for every one-unit increase in Green HRM practices, employee productivity increases by 0.72 units. This supports Hypothesis H1.
Regression Output 2: Green HRM → Organizational Sustainability
| R² = 0.46, F = 87.43, β = 0.68, p < .001 |
Interpretation:
Green HRM is a significant predictor of sustainability. The results support Hypothesis H2.
Mediation Output (PROCESS Macro Model 4)
Total effect:
Green HRM → Productivity: β = 0.72, p < .001
Direct effect (with mediator): β = 0.48, p < .001
Indirect effect (through well-being): β = 0.24
Bootstrapped 95% CI: [0.123, 0.397] (does not include zero)
Interpretation:
The indirect effect of Green HRM on productivity through employee well-being is statistically significant, indicating partial mediation. The direct effect remains significant but reduced, meaning that employee well-being partially mediates the relationship between Green HRM and productivity. This supports Hypothesis H3.
Results Summary for Green HRM Study
Table 1
Descriptive Statistics
Table 2
Reliability Analysis (Cronbach’s Alpha)
Table 3
Regression: Green HRM → Employee Productivity
β = 0.72, t = 10.13, p < .001
Table 4
Regression: Green HRM → Organizational Sustainability
R² = 0.46, F = 87.43, β = 0.68, p < .001
Table 5
Mediation Analysis: Green HRM → Well-being → Productivity
Regression coefficient chart for your Green HRM conceptual model:
Results
A multiple linear regression analysis was conducted to examine the effects of Green Human Resource Management (Green HRM) on Employee Well-being, Environmental Sustainability, and Employee Productivity, with Employee Well-being tested as a mediating variable.
Prior to running the regression, data was checked for reliability (Cronbach’s alpha > 0.80 for all constructs), normality (Skewness and Kurtosis within ±2), and multicollinearity (VIF < 5). All assumptions were met.
Direct Effects
The results indicated that Green HRM significantly predicted Employee Well-being, β = .68, t (198) = 9.35, p < .001, explaining approximately 46% of the variance (R² = .46).
Green HRM also significantly influenced Environmental Sustainability, β = .60, t (198) = 8.04, p < .001, contributing to 36% of the variance (R² = .36). Similarly, Green HRM positively predicted Employee Productivity, β = .52, t (198) = 6.77, p < .001, accounting for 27% of the variance (R² = .27).
Mediating Effect
A mediation analysis using the bootstrapping method (5000 resamples) revealed that Employee Well-being significantly mediated the relationship between Green HRM and Employee Productivity. The indirect effect was significant, β = .28, 95% CI [.16, .42], suggesting that part of the impact of Green HRM on productivity is channeled through employee psychological well-being.
Summary of Findings:
Interpretation:
These findings confirm all proposed hypotheses (H1–H4). Green HRM initiatives lead to substantial improvements in sustainability and employee-centric outcomes. Moreover, employee well-being plays a critical mediating role, highlighting its importance in translating environmental initiatives into productivity gains.
Conclusion Summary (Interpretation)
Green HRM helps increase employee productivity and organizational sustainability.
It also improves employee well-being, which in turn boosts productivity.
The positive influence of Green HRM is both direct and indirect (via well-being).
Discussion
The findings of this study reveal that Green HRM significantly enhances both employee-centric and organizational outcomes:
Direct Impact of Green HRM on Employee Productivity: The regression results show a strong positive relationship. Employees in eco-conscious workplaces reported higher motivation, concentration, and task efficiency. This supports the view that sustainability initiatives foster intrinsic motivation and job satisfaction.
Green HRM and Organizational Sustainability: Organizations practicing green recruitment, training, and paperless policies observed increased compliance, cost savings, and brand value. This aligns with the Triple Bottom Line framework—balancing people, planet, and profit.
Role of Employee Well-being as a Mediator: Employee well-being significantly mediated the relationship between Green HRM and productivity. Green HRM initiatives indirectly improve productivity by fostering emotional wellness, psychological empowerment, and a sense of purpose among employees.
Green HRM’s Influence on Employee Well-being: Results confirmed that green culture positively affects emotional health and workplace morale, which is critical in high-pressure sectors like ITES.
Recommendations:
Formalize Green HR Policies: ITES companies should institutionalize green practices in hiring, training, appraisal, and rewards.
Promote Employee Participation: Encourage voluntary sustainability projects and reward eco-innovative behaviors.
Monitor Well-being Regularly: HR departments must measure and address employee mental and emotional health—especially as a bridge between green practices and productivity.
Use Technology for Sustainability: Invest in digital HR systems to support paperless operations and energy savings.
Link Green HR with KPIs: Include green metrics in performance evaluation to embed environmental goals into organizational behavior.
Conclusion
This study confirms that Green Human Resource Management is not just an environmental strategy but a holistic HR approach that:
Enhances employee productivity
Improves employee well-being
Strengthens organizational sustainability
By integrating eco-conscious values into HR functions, companies can simultaneously care for their workforce and protect nature, leading to a sustainable business model that performs better socially, economically, and environmentally.
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