1. INTRODUCTION:

In recent decades, environmental preservation has risen to the top of the list of important global problems. Therefore, policymakers and management should prioritize protecting the natural environment and its possessions for upcoming generations as a key priority (Mishra et al., 2014). This problem has increased pressure on businesses and encouraged them to embrace environmentally friendly policies and processes to create and implement green management.

(Kumar and Dua 2022). In world several institutes attempt to employ a formal environmental management system to attain the progress. The green HRM has been regarded as one of the best and important elements in attaining sustainable development since the 1990s (Andersson et al., 2013). Some divisions, including operations, finance, marketing, and others, now integrate environmental management. The green movement has recently attracted the attention of HR management (Ahmed S., 2015). Management of human resources is regarded as the most significant asset in the business that may combine all operations to achieve successful performance (Tracey JB., 2014). Many experts have focused on human resources and environmental management link, highlighting the relevance of green practices by employees in the firm. This relationship plays a significant role in attaining sustainable growth in enterprises. Green human resource management, which strives to assist businesses in promoting environmental performance by strengthening workers' commitment to the environment, refers to this green HRM alignment with environmental management (Jabbour et al., 2008; Molina-Azorin et al., 2021). According to Opatha and Arulrajah (2014), GHRM refers to a firm's policies, procedures, and systems that encourage workers to operate sustainably in the interests of other people, the company, society, and the environment (Arulrajah and Opatha 2014). In GHRM, numerous human resource procedures, including hiring and firing, training and development, remuneration and benefits, and performance evaluation, are modified to guarantee that businesses hire personnel who comprehend and support green conduct. Businesses now strongly emphasize green and environmental management, integrating them with their objectives and strategy. The economy has changed due to the realities of globalization of economy which includes a capacity based and modern economic system. This takes into consideration green economics and management (Mikhno et al., 2021). The relevance of green human resources management in businesses has increased as HR departments try to promote a green corporate culture by upholding green workplaces and procedures. Green HRM is a crucial strategic instrument for firms looking to fulfill their environmental aims of being green. This may be accomplished by attracting and keeping skilled green workers with specialized knowledge and abilities in green human resources (Rawashdeh A., 2018). GHRM is not well-known in Odisha, India, despite the urgent need for green organizations. Because there is a research shortage in this domain, it has become crucial to investigate GHRM in Odisha. There has to be study done to fill this gap in the literature. The purpose of this study is to examine how environmentally friendly green HRM practices such as hiring, training and development, and rewarding employees can impact the environmental performance of an organization in the Odisha healthcare industry. Hypotheses of this study are, H- Positive impacts of green recruitment and selection on environmental performance in Odisha's health service organizations, H2- Positive impacts of green training and development on environmental performance in Odisha's health service organizations, H3- Positive impacts of green reward and compensation on environmental performance in Odisha's health service organizations.

2. MATERIALS AND METHODS:

A questionnaire survey that was sent to health care organizations in Odisha between March and May 2022 was used to assess the study hypotheses. We intended to lessen the confounding effect of uncontrolled aspects in our research study, such as legal, cultural, and economic settings; hence, we decided to concentrate on a specific sector. Sample Since environmental protection is now highly valued by health management, this study was situated at the organizational level of the analysis, as in comparable earlier studies, selected the essential responses for the questionnaire. Hospital managers were chosen to complete the research questionnaire among the most knowledgeable responders in their companies. They had a concrete understanding of Green HRM practices, eco-initiatives and employee responses to them. They were in charge of fostering and observing staff commitment to environmentally friendly practices. The annual report of the Odisha Ministry of Environment was used to collect data about 110 eco-friendly hospitals in total. The hospital management received emails with up to 108 questions. After the survey, 91 answers had been gathered, and a set of 4 questionnaires was determined to be inappropriate for statistical analysis. As a consequence, 87 questionnaires in all were employed in the statistical assessment procedure and used as a research sample, yielding an 80 percent response rate, which is regarded as highly excellent. The research sample was relatively tiny in size (Table 1). To cope with such small sample sizes, the researcher modified the approach for assessing the study data, employing the most beneficial statistical techniques, including mean, standard deviation, and Cronbach's alphas.

Table 1

Relative importance of the mean (Scale)
Level	Mean
Low	2.33 and less
Medium	2.34 – 3.67
High	3.68 – 5

3. Results:

The Table 2 gives the details information of statistics of the study (all variables information, and standard deviations). The results of the explanatory statistics showed a common compliance of the participants to green HRM practices. The statistics represent a moderate level implementation (2.89) of green HRM. Mean values ranged from 2.26 to 3.02. Green recruitment and selection results showed the maximum point of compliance (mean = 3.12, standard deviation = 1.25); and green education and training as the bottom indicator (mean = 2.61, SD = 0.81). The results of improved quality of service (environmental performance) indicates highest compliance (mean = 4.21, SD = 0.84) increased use of renewable energy and sustainable fuels as bottom indicator (mean = 3.81, SD = 0.92).

Pearson's correlation coefficient and multiple linear regression analysis were used to test the study hypotheses. There was a positive correlation between three green HRM practices and the environmental performance (Table 3).

In this study weakest correlation is found with the training and development and in opposite which suggest good correlation with green recruitment and selection practices (p=0.51). This study also shows a significant correlation between green HRM practice, as the strongest correlation (p=0.68) is between green training and development and green recruitment and selection; while the weakest correlation (p=0.59) is between green recruitment and green rewards and choices (Table 3). All values of Pearson's correlation coefficients are above p=0.50, which depicts strong positive correlations.

Table 4

Relationship between Green HRM practices and environmental performance
Variables	β	T	Sig (t)
Recruitment and selection	0.328	4.02	0.001
Training and development	0.336	3.67	0.000
Rewards	0.350	3.82	0.002

R2 = 0.874 Adjusted R2 = 0.828 F-value = 87.15 (0.000) α = 0.695

Table 4 shows that the value of 0.695 in the correlation coefficient represents a strong relationship with environmental performance. In addition, the study found an association with environmental performance in multiple regression analysis based on the F-value 87.15 and the significance value (0.000). The existence of the relationship between green recruitment and selection and environmental performance, which clearly follows from the t-score (4.02) and the level of significance (0.001) relative to the t-score, is less than 0.05 to support hypothesis 1 check (Table 4). Hypothesis 2 is to see the relationship between training and development with environmental performance, and Table 4 gives a t-score of 3.67, indicating the existence of a relationship where the significance level (0.000) relative to t score was less than 0.05. A T-score of 3.82 clearly justifies Test Hypothesis 3 on green rewards and compensation with environmental performance. The level of significance in this test 0.0002 with respect to the t-score is less than 0.05, which represents the existence of a relationship. Testing of three hypotheses summarized our aims of the study that there is a positive association between green HRM practices and the organization's environmental performance.

4. DISCUSSION:

This research aimed to determine how environmental performance within the Odihas health care organization was affected by green HRM practices. Three crucial green HRM practices might be identified after extensive literature study and field data collected from hospital managers in Odisha health care enterprises. In reality, careless actions taken by employees in businesses might result in environmental degradation (Hind P et al., 2009). GHRM practices may be used to encourage individuals to act ethically and sustainably. It is the responsibility of human resource specialists to win the cooperation of employees in environmental protection (Islam, T., et al., 2020). The significance of human resources management at various stages of the environmental management system was noted by Jabbour et al. (2010). Ahmad (2015) focused on the significance of human resource management, which included people and the adoption of energy saving, recycling, and carpooling policies (Ahmad S., 2015). Wehrmeyer pioneered the concept of "greening companies" via the integration of human resources and environmental management, and he released his book "Greening people: Human Resources and Environmental Management" in 1996 (Wehrmeyer, 1996 as cited in Renwick, et al., 2008). He described GHRM as the use of HRMP to advance issues related to environmental sustainability and, more broadly, the sustainable use of resources inside enterprises (Rawashdeh, A. 2018). Although sustainability and environmental concerns are increasingly serving as the primary motivators for HRM practices, few resources are available in academic literature. When people's practices are related to environmental and sustainability challenges, organizations may benefit from environmental sustainability and good Performance (Quinn, L., and Dalton, M. 2009). Companies that are conscious of greening their workforce operations may be more productive and hence perform well, according to Cherian and Jacob (2012). Contrarily, businesses that do not engage their staff in environmental initiatives may fail to maximize their environmental Performance (King, AA and Lenox, MJ 2001). Many companies are actively working to promote their workers' pro-environmental behavior in response (Zibarras, LD and Coan P., 2015).

The connection between green HR practices (such as green recruitment and selection, green training and development, green performance management, green reward system, and green cordial relationships) and positive environmental performance has recently been highlighted in several studies in the field of research. According to Jose Chiappetta Jabbour (2011), green HR practises are more realistic and may ensure that individuals can integrate environmental problems into their daily lives (Jabbour, CJC., 2011). Moreover, according to experts, using green human resources techniques is a highly efficient way to build a workforce that can provide environmentally friendly performance and competitive advantage. In Odisha, green HRM implementation is now being looked at. Therefore, three green HRM practicesrecruitment and Selection, Training and Development, and reward system- were left out of the research since they were consistent with its goal. These practices are covered in depth below to provide a foundation for how businesses might adapt HRM processes into green initiatives that boost the organization's environmental performance.

One HRM activity that gives a business the chance to share its green HRM efforts with prospective employees is green recruiting and selection. The top problem facing HR managers in a global setting is attracting and keeping talent (Tarique, I., and Schuler, RS., 2010). Corporate companies are increasingly positioning themselves as environmental conservatives to attract highly intellectual workers who are passionate about sustainability problems and have excellent green expertise. Conversely, candidates for jobs are also trained to be environmentally friendly workers by global green culture standards. Additionally, green employers choose businesses whose primary business focuses are social responsibility and environmental preservation (Tate et al., 2010). Companies should be engaged in the employment analysis process, the job description and work specification, environmental considerations should be emphasized, and what is expected of chosen applicants should also be clearly described (Handfield et al., 2002). Wehrmeyer's (1996) study indicates that the job description has to include clear and emphatic assertions about the significance of environmental reporting (Wehrmeyer, W., 1996). Second, the company's environmental policies, principles, and green objectives should be emphasized during the induction training for new employees. Third, interviews should be structured to compare prospective candidates' qualifications to organizations' greening strategies. Handfield R et al. recommended that environmental questions should be a major component of the interview criteria when interviewing prospective candidates (Handfield et al., 2005). According to Aykan (2017), businesses can create the support required to be successful in their efforts to protect the environment by creating green new jobs or by incorporating environmental tasks into the responsibilities of each position, particularly to protect themselves and focus on the aspects of corporate environmental management (Aykan, E., 2017). The selection criteria should make sure that the most environmentally conscientious candidates working on corporate greening projects are chosen when shortlisting candidates (Adjei-Bamfo et al., 2020). The results showed that there was a statistically significant association between each green HRM practice and environmental performance when the company or group used green HRM practices.

Green training and development is one of the most crucial GHRM strategies for successful green management in firms (Obaid, T., 2015). It strives to increase people's awareness of environmental concerns and their understanding of them, foster positive attitudes, adopt a proactive stance toward greening projects, and increase people's ability for energy and waste reduction (Renwick et al., 2013). Sarkis et al. (2010) emphasized that environmental training effectively supports environmental management system performance. The practical application of the environmental management system and the development a green corporate culture also depend on environmental activity (Sarkis et al., 2010).

Environmental education is crucial for the systematic creation of low-carbon goods to prevent climate change, according to SaturninoNeto et al. (2014). Perron et al. (2006) demonstrated how crucial it is for businesses to perform customized and specialized green staff training and evaluate training initiatives' efficacy using a reliable instrument. Renwick et al. (2013) recommended adding certain activities within the training programs to enjoy environmental protection, recycling, energy efficiency, and safety training (Renwick et al., 2013). The recruiting and selection methods used by Greens had the most significant association, whereas education and development had little correlation. Examine the organization's workplace, waste management, environmental training and initiatives, and job rotation for future green managers. To maximize the training's environmental advantages, these training programs should be created based on training requirements (Beaubien, JM, and Baker, DP 2017).

The green incentive system is crucial for inspiring individuals and highlighting their noteworthy environmental management accomplishments (Jyoti, K. 2019). The introduction of reward criteria is intended to attract, keep, and inspire employees to perform effectively and appreciate the value of environmental protection (Asaari et al., 2019). Aligning the system with green business policies and practices is what a green incentive system means. It should be created to inspire green behaviors in the workplace, a healthy lifestyle, and a decrease in carbon impact (Bocken, NM and Allwood, JM., 2012). People who are interested in learning about and promoting an ecologically friendly culture should get incentives (Jackson et al., 2011). Companies may use a variety of incentive strategies to develop green capabilities. Benefits may take the shape of EM monetary rewards (such as bonuses, cash, bounces), EM non-financial rewards (such as vacations, gifts, and sabbaticals), EM recognition-based rewards (such as external roles, daily praise, and supper), and they can also be positive EM rewards (e.g., feedback) (Renwick et al., 2013; Arulrajah et al., 2015; Rawashdeh A, 2018). By recognizing and rewarding individuals who are dedicated to achieving environmental objectives and those supervisors who encourage their subordinates to pursue environmental efforts, all of these incentive systems respect employees who participate in green activities (Govindarajulu N, and Daily BF, 2004; Han et al., 2019). According to the findings of many studies, businesses may improve their environmental performance by giving employees a variety of incentives, including cash, gifts, promotions, career successes, and other sorts of recognition (Ajila, C., and Abiola, A. 2004; Danish RQ and Usman A, 2010). Organizational perf ormance is the culmination of all firm actions, and it may be measured by assessing the efficacy and efficiency of the organization's present behaviour (Fernandez et al., 2019). According to resource-based theory, companies may use their resources to develop synergy and become market leaders by performing well (Boyd et al., 2010). The degree to which businesses engage in eco-friendly practices is a measure of their eco-performance, which reduces the adverse environmental effects of industrial processes (Kim, M., and Stepchenkova, S. 2018). The term "organizational environmental performance" describes undertaking projects in a way that benefits the environment. Therefore, businesses are advised to establish efficient environmental management practices to benefit from environmental protection (Ong et al., 2016). Numerous studies have concluded that different green human resources management approaches positively and substantially impact organizational and environmental performance. Practices for managing human resources that are environmentally friendly, such as green hiring, green training, and green awards, may improve the organization's environmental performance and provide it with a competitive edge (Yusoff et al., 2020). The recruiting and selection methods used by Greens had the largest association, whereas training and development had the most minor correlation. These findings are in line with those of other research investigations carried out in underdeveloped nations (Renwick et al., 2013; Benevene, P., and Buonomo, I. 2020). This indicates that, given that most enterprises in Odisha have adopted cost-cutting measures in response to the nation's economic crisis, the hospital administration has not made sufficient investments in human resources via green training and development programs. To increase the degree of implementation of green HRM, which may result in good environmental performance in the medium and long term, hospital management is advised to improve their financial investments in their green training and development programmes. According to Teixeria et al. (2016), green training and development is one of the most crucial critical activities that may raise human resources to a standard level and improve performance (Teixeira et al., 2016).

In healthcare businesses, green recruiting and selection have become the norm. This indicates that the hospital administration prioritized environmental performance in their organizations, used a successful green recruiting and selection procedure, and chose the applicant with the most significant environmental preparation. According to Jabbour (2011), effective green recruitment and selection criteria are a great tool to entice highly educated, professional, and talented green individuals who work for environmental organizations (Jabbour CJC, 2011). The findings also revealed that few companies employed the green incentive system to encourage staff to adopt environmentally friendly practises. A green incentive system is a valuable tool for using green HRM, according to earlier research (Jackson et al. 2011). Based on this, hospital management should create an efficient incentive system that is appropriate for everyone to recruit and retain bright, environmentally conscious individuals since most of them regard the reward system as a top priority while working for an organization. Generally speaking, senior management has the influence and exposure required to inspire individuals to engage in eco-friendly activities that may raise their level of awareness and dedication to their green job.

5. CONCLUSION:

This is the first study in Odisha, India to explore how HR departments in healthcare institutions, especially hospitals, might improve environmental performance. It promotes the undeveloped literature in developing nations like Odisha, India, on green HRM and environmental protection. Additionally, it offers a comprehensive grasp of the connections between Green HRM practices, environmental performance, and the Odisha healthcare organization. The study looked at the connection between three green HRM practices and environmental performance in a particular industry. Future research, however, must use bigger sample sizes. Additionally, carrying out research across various participating sectors is more beneficial.

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Received on 06.12.2022 Modified on 29.01.2023

Res. J. Humanities and Social Sciences. 2023;14(1)25-30.

DOI: 10.52711/2321-5828.2023.00005

The statistics of all variables for the survey items in Odisha's hospitals
Green Variables	Mean	Std. Dev.	Level
Recruitment and selection	3.12	1.25	Medium
Training and development	2.61	0.81	Medium
Rewards system	2.86	0.92	Medium
HRM practices	2.896	0.97	Medium
Consumption of electric energy reductions	4.02	0.75	High
Renewable energy and sustainable fuel- use	3.81	0.92	Medium
Organization reputation Improvement	3.94	0.71	High
Service quality standard	4.21	0.84	High
Design better service	3.88	0.72	High
Reduce waste and materials recycling	3.83	0.77	High
Environmental Performance	3.896	0.765	High

Analysis of survey items (Correlation study)
	Recruitment and Selection	Training and Development	Rewards	Environmental Performance
Recruitment and selection	1	0.68**	0.59**	0.51**
Training and development		1	0.72**	0.53**
Rewards			1	0.58**
Environmental Performance				1