Green Human Resource Management as a Tool for the Sustainable Development of Enterprises: Polish Young Company Experience
Abstract
:1. Introduction
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- ecological (protection of the environment and its natural resources),
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- economic (economic development that is not hindered, but stimulated by technological advancement andincreased effectiveness in the use of resources, materials and workforce),
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- social (improvement inthe living conditions and safety of all people).
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- changes in the expectations of the stakeholders related to the increased level of their awareness,
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- changes in the technological environment providing opportunities to implement innovations in the way the organisation operates and the products and services it offers;
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- institutional and legal conditions defining the desired directions and framework for the development of the economy and itsparticular entities,
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- searching fornew sources witha competitive edge.
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- Is the GHRM concept known to Polish managers?
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- Which GHRM practices are most often implemented in young Polish enterprises?
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- Which GHRM practices are key to the sustainable development of organizations in the Polish reality?
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- Is there a relation between the impact of individual pro-environmental human resource practices and their practical implementation in the analyzed young Polish enterprises?
2. Literature Review
2.1. Nature and Importance of Green Human Resource Management
2.2. Green Human Resource Management Practices
3. Materials and Methods
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- Green job design and analysis (activities 1,2,3)
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- Green recruitment (activities 4,5,6,7,8,)
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- The shaping of green discipline at work (activities 9,10,11)
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- Green development (activities 12,13,14)
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- Green performance evaluation (activities 15,16,17,18)
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- Green motivation (activities 19,20,21,22,23)
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- Green HRM procedures (activities 24,25,26,27,28)
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- determination of the impact of individual pro-environmental human resource practices on the sustainable development of young enterprises and identification of key practices as determined by respondents;
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- identification of practices most frequently applied under Polish conditions;analysis of the correlation between the impact of individual pro-environmental human resource practices and their practical implementation in young Polish enterprises.
4. Results and Discussion
4.1. Assessment of the Impact of Pro-Environmental Human Resource Practices on the Sustainable Development of Organizations
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- inclusion of tasks related to environmental protection (duties and responsibilities) in job descriptions (activity No. 1), with an impact average of 2.73;
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- creation of positions responsible for environmental management aspects across organizations (activity No. 3), with an impact average of 2.66;
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- establishment of a clear set of rules and provisions regarding employee conduct in relation to environmental protection (activity No. 9), with an impact average of 2.65;
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- inclusion of environmental goals of HRM in company strategy (activity No. 24), with an impact average of 2.57;
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- inclusion of green competencies (such as ecological knowledge) as a part of competency requirements at each position (activity No. 2), with an impact average of 2.51;
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- sharing knowledge about environmental initiatives or programs (activity No. 21), with an impact average of 2.49.
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- verification of a candidate’s ecological knowledge and skills during the recruitment process (activity No. 6), with an average impact of 2.15;
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- exposure of environmental values in job vacancy advertising (activity No. 5), with an average impact of 2.15;
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- communication of employer’s commitment to ecology during recruitment (activity No. 7), with an average impact of 2.22;
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- preference for candidates with competencies and experience in ecological projects (activity No. 15), with an average impact of 2.21.
4.2. Evaluation of the Scope of Green HRM Implementation in Poland
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- activity No. 5—exposure of environmental values in job advertising, implemented in 15 enterprises;
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- activity No. 7—preference for candidates with competencies and experience in ecological projects, carried out by 17 enterprises;
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- activityNo. 6—verification of candidate ecological knowledge and skills during the recruitment process, applied in 19 enterprises.
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- measurement of the level of Green HRM-related expenditure;
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- Green HRM sub-indices (e.g., the extent of ecological training, the number of ecological initiatives, the number of awards given to employees for their environmental activity);
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- surveys designed to evaluate the way in which the importance of Green HRM for the attainment of corporate goals is perceived by managers;
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- determination of the number of Green HRM practices revealed in social reports.
4.3. Correlation between the Impact of Pro-Environmental Activities on Sustainable Development and Their Practical Implementation in Young Enterprises
5. Conclusions
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- lack of familiarity with the concept among specialists responsible for human resources management, and related intuitive selection of practices to be implemented;
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- lack of a systemic approach expressed by the execution of individual pro-environmental practices in HRM area;
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- lack of developed measurement and reporting procedures regarding Green HRM.
Author Contributions
Acknowledgments
Conflicts of Interest
References
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Activity Number | Activities |
---|---|
1 | Inclusion of tasks related to environmental protection (duties and responsibilities) in job descriptions |
2 | Inclusion of green competencies (such as ecological knowledge) as a part of competency requirements for each position |
3 | Creation of positions responsible for environmental management aspects across organizations |
4 | Communication of employer’s commitment to ecology during recruitment |
5 | Exposure of environmental values in job vacancy advertising |
6 | Verification of candidate ecological knowledge and skills during recruitment process |
7 | Preference for candidates with competencies and experience in ecological projects |
8 | Introduction of new employees to environmental standards of organization during adaptation |
9 | Establishment of a clear set of rules and provisions regarding employee conduct in relation to environmental protection |
10 | Development of a disciplinary system to discipline employees breaching the principles of ecological conduct |
11 | Implementation of disciplinary actions (such as warning, penalty, suspension, dismissal) against employees breaching the provisions and rules of environmental protection |
12 | Analysis and identification of employee needs with regards to ecological training |
13 | Provisions of ecological training for employees and managers to develop ecological skills and knowledge |
14 | Incentives for workers to develop green competencies |
15 | Inclusion of ecological criteria in performance appraisals |
16 | Establishment of goals and responsibilities in relation to ecological initiative implementation |
17 | Conduct of environmental audits |
18 | Provision of regular feedback to employees on their progress in attaining ecological goals or improvement of their environmental effectiveness |
19 | Incentives for workers to submit ecological initiatives (e.g., Ecological project competitions) |
20 | Provision of advisory services and support to solve ecological problems |
21 | Sharing knowledge about environmental initiatives or programmes |
22 | Development of a rewards system for completion of ecological projects (awards, subsidies to wages) |
23 | Promoting environmentally-friendly attitudes when performing professional tasks (such as paper use reduction, waste sorting) |
24 | Inclusion of environmental goals of HRM in company strategy |
25 | Measurement of effectiveness of environmental actions in HRM |
26Provision for HRM environmental actions-related expenditure in the budget | |
27 | HRM environmental action progress monitoring |
28 | Drafting reports on environmental actions in HRM |
Criterion | Number of Enterprises | Percentage |
---|---|---|
Employment number: | ||
50–249 employees | 100 | 66.7 |
250–499 employees | 42 | 28.0 |
More than 500 employees | 8 | 5.3 |
Time on the market: | ||
up to 1 year | 14 | 9.3 |
1–3 years | 136 | 90.7 |
Type of ownership: | ||
limited liability company | 86 | 57.3 |
joint-stock company | 21 | 14.0 |
state-owned enterprise | 43 | 28.7 |
Scope of operations | ||
international | 49 | 32.7 |
national | 44 | 29.3 |
regional | 20 | 13.3 |
local | 37 | 24.7 |
Main type of activity: | ||
services | 99 | 66.0 |
production | 43 | 28.7 |
trade | 8 | 5.3 |
Respondent’s position: | ||
CEO | 12 | 8.0 |
HR Director | 8 | 5.3 |
Head of HR Department | 126 | 84.0 |
other | 4 | 2.7 |
Item | Activity No. | Aggregate Assessment of Impact (Points) | Mean Assessment of Impact (Points) | Median (Points) | Mode (Points) | Standard Deviation (Points) | Coefficient of Variation (%) |
---|---|---|---|---|---|---|---|
1 | 23 | 520 | 3.47 | 4 | 4 | 1.324 | 38.2 |
2 | 1 | 410 | 2.73 | 3 | 3 | 1.319 | 48.3 |
3 | 3 | 399 | 2.66 | 3 | 3 | 1.284 | 48.3 |
4 | 9 | 397 | 2.65 | 3 | 3 | 1.238 | 46.8 |
5 | 24 | 386 | 2.57 | 3 | 3 | 1.200 | 46.7 |
6 | 2 | 377 | 2.51 | 3 | 3 | 1.230 | 48.9 |
7 | 21 | 373 | 2.49 | 3 | 3 | 1.214 | 48.8 |
8 | 8 | 366 | 2.44 | 3 | 3 | 1.179 | 48.3 |
9 | 17 | 364 | 2.43 | 3 | 3 | 1.212 | 49.9 |
10 | 26 | 360 | 2.40 | 3 | 3 | 1.210 | 50.4 |
11 | 16 | 360 | 2.40 | 3 | 3 | 1.159 | 48.3 |
12 | 19 | 358 | 2.39 | 3 | 3 | 1.140 | 47.7 |
13 | 12 | 353 | 2.35 | 3 | 3 | 1.177 | 50.0 |
14 | 13 | 352 | 2.35 | 3 | 3 | 1.153 | 49.1 |
15 | 14 | 350 | 2.33 | 3 | 3 | 1.115 | 47.8 |
16 | 22 | 349 | 2.33 | 3 | 3 | 1.156 | 49.6 |
17 | 20 | 348 | 2.32 | 3 | 3 | 1.119 | 48.2 |
18 | 11 | 348 | 2.32 | 3 | 3 | 1.183 | 51.0 |
19 | 25 | 345 | 2.30 | 3 | 3 | 1.151 | 50.1 |
20 | 18 | 345 | 2.30 | 3 | 3 | 1.128 | 49.0 |
21 | 10 | 343 | 2.29 | 3 | 3 | 1.166 | 51.0 |
22 | 4 | 342 | 2.28 | 3 | 1 | 1.188 | 52.1 |
23 | 27 | 337 | 2.25 | 3 | 3 | 1.129 | 50.2 |
24 | 28 | 334 | 2.23 | 3 | 3 | 1.100 | 49.4 |
25 | 15 | 331 | 2.21 | 3 | 3 | 1.082 | 49.1 |
26 | 7 | 323 | 2.15 | 3 | 1 | 1.134 | 51.1 |
27 | 5 | 323 | 2.15 | 2 | 1 | 1.098 | 51.0 |
28 | 6 | 322 | 2.15 | 2 | 1 | 1.071 | 49.9 |
Activity No. | Number of Young Enterprises Performing the Activity | Percentage of Young Enterprises Performing the Activity (%) |
---|---|---|
1 | 65 | 43.33 |
2 | 44 | 29.33 |
3 | 48 | 32.00 |
4 | 31 | 20.67 |
5 | 15 | 10.00 |
6 | 19 | 12.67 |
7 | 17 | 11.33 |
8 | 49 | 32.67 |
9 | 56 | 37.33 |
10 | 27 | 18.00 |
11 | 30 | 20.00 |
12 | 38 | 25.33 |
13 | 35 | 23.33 |
14 | 29 | 19.33 |
15 | 21 | 14.00 |
16 | 34 | 22.67 |
17 | 38 | 25.33 |
18 | 28 | 18.67 |
19 | 39 | 26.00 |
20 | 30 | 20.00 |
21 | 42 | 28.00 |
22 | 30 | 20.00 |
23 | 118 | 78.67 |
24 | 53 | 35.33 |
25 | 28 | 18.67 |
26 | 34 | 22.67 |
27 | 30 | 20.00 |
28 | 26 | 17.33 |
Activity No. | Aggregate Assessment of Impact of Activity X (Points) | Activity Pursued in Enterprises (Number of Entities) | Rank X | Rank Y | Di Distance | Square of Distance Di 2 |
---|---|---|---|---|---|---|
1 | 410 | 65 | 2 | 2 | 0 | 0 |
2 | 377 | 44 | 6 | 7 | −1 | 1 |
3 | 399 | 48 | 3 | 6 | −3 | 9 |
4 | 342 | 31 | 22 | 15 | 7 | 49 |
5 | 323 | 15 | 26.5 | 28 | −1.5 | 2.25 |
6 | 322 | 19 | 28 | 26 | 2 | 4 |
7 | 323 | 17 | 27.5 | 27 | 0.5 | 0.25 |
8 | 366 | 49 | 8 | 5 | 3 | 9 |
9 | 397 | 56 | 4 | 3 | 1 | 1 |
10 | 343 | 27 | 21 | 23 | −2 | 4 |
11 | 348 | 30 | 18 | 18.5 | −0.5 | 0.25 |
12 | 353 | 38 | 13 | 10.5 | 2,5 | 6.25 |
13 | 352 | 35 | 14 | 12 | 2 | 4 |
14 | 350 | 29 | 15 | 20 | −5 | 25 |
15 | 331 | 21 | 25 | 25 | 0 | 0 |
16 | 360 | 34 | 10.5 | 13.5 | −3 | 9 |
17 | 364 | 38 | 9 | 11.5 | −2.5 | 6.25 |
18 | 345 | 28 | 19.5 | 21 | −1.5 | 2.25 |
19 | 358 | 39 | 12 | 9 | 3 | 9 |
20 | 348 | 30 | 17.5 | 17.5 | 0 | 0 |
21 | 373 | 42 | 7 | 8 | −1 | 1 |
22 | 349 | 30 | 16 | 16.5 | −0.5 | 0.25 |
23 | 520 | 118 | 1 | 1 | 0 | 0 |
24 | 386 | 53 | 5 | 4 | 1 | 1 |
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Bombiak, E.; Marciniuk-Kluska, A. Green Human Resource Management as a Tool for the Sustainable Development of Enterprises: Polish Young Company Experience. Sustainability 2018, 10, 1739. https://doi.org/10.3390/su10061739
Bombiak E, Marciniuk-Kluska A. Green Human Resource Management as a Tool for the Sustainable Development of Enterprises: Polish Young Company Experience. Sustainability. 2018; 10(6):1739. https://doi.org/10.3390/su10061739
Chicago/Turabian StyleBombiak, Edyta, and Anna Marciniuk-Kluska. 2018. "Green Human Resource Management as a Tool for the Sustainable Development of Enterprises: Polish Young Company Experience" Sustainability 10, no. 6: 1739. https://doi.org/10.3390/su10061739
APA StyleBombiak, E., & Marciniuk-Kluska, A. (2018). Green Human Resource Management as a Tool for the Sustainable Development of Enterprises: Polish Young Company Experience. Sustainability, 10(6), 1739. https://doi.org/10.3390/su10061739