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Exploring challenges and solutions in applying green human resource

management practices for the sustainable workplace in the ready-made
garment industry in Bangladesh

Article · December 2019

DOI: 10.1002/bsd2.99

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DOI: 10.1002/bsd2.99

RESEARCH ARTICLE

Exploring challenges and solutions in applying green human

resource management practices for the sustainable workplace
in the ready-made garment industry in Bangladesh

Md Asadul Islam1 | Abigail Hunt2 | Amer Hamzah Jantan1 | Haslinda Hashim1 |

Choo Wei Chong1

1
Department of Management and Marketing,
Universiti Putra Malaysia, Seri Kembangan, Abstract
Malaysia The study aimed to explore challenges and solutions in applying green human
2
Department of Marketing and Tourism,
resource management practices for the sustainable workplace. The field of enquiry is
University of Lincoln, Lincoln, UK
ready-made garments factories, with the study drawing on qualitative research. The
Correspondence
researchers interviewed 12 managers from leading ready-made garments factories in
Management and Marketing, Universiti Putra
Malaysia, Malaysia. Dhaka, Bangladesh. The participants interviewed provided rich qualitative data and
Email: [email protected]
identified a number of challenges such as a poor level of knowledge, no rules for
practicing, a lack of managerial interest and organisational support, high costs of
practicing, and high employee turnover as the main challenges in applying green
human resource management practices in the factories of the industry. The study
also found that strict rules and regulations, monitoring, courses in universities, train-
ing programs, and monetary incentives could be effective solutions in applying green
human resource management practices in the organisations. This study is amongst
the first in academic research to reveal the challenges and solutions in applying green
human resource management practices in organisations; therefore, primary data
could be useful for academicians and policymakers for further research and subse-
quent decision-making.

KEYWORDS

Bangladesh, challenges, green human resource management, ready-made garments, solutions,

sustainable workplace

1 | I N T RO DU CT I O N Bangladesh is one of those developing countries in which sustain-

ability has thrived alongside economic growth, as sustainability issues
Creating a sustainable workplace has been one of the key issues have been embed in long-term plans, and the country has committed
around the world, especially in the western countries where people to transform SDG awareness (2030 agenda). This has been encour-
are more concerned with the workplace environment than the devel- aged by countrywide campaigns (UN, 2019). The country has already
oping countries. However, awareness about the sustainable work- integrated the SDGs (proposed by UN Open Working Groups) into
place has increased in developing countries as some of the the national development agenda, and amongst the 17 goals of the
governments of those countries have adopted their long-term devel- SDGs, Goals 14, 16, and 17 are partially (18%) aligned with the Sev-
opment plans, including sustainable development goals (SDGs) enth Five Year Plan of Bangladesh's government, whereas the rest of
(Omisore, Babarinde, Bakare, & Asekun-Olarinmoye, 2017; Osborn, the 14 goals are thematically fully aligned (United Nations Develop-
Cutter, & Ullah, 2015; United Nations [UN], 2019). ment Programme, 2018). From these perspectives, it is clear that the

Bus Strat Dev. 2019;1–12. wileyonlinelibrary.com/journal/bsd2 © 2019 John Wiley & Sons, Ltd and ERP Environment 1
2 ISLAM ET AL.

government of Bangladesh is serious in ensuring sustainability in its and solutions in applying GHRM practices for the sustainable work-
functional and infrastructural movements and developments. How- place in the factories of the industry. Thus, the first research goal of
ever, sustainability in the countries cannot be accelerated if both pri- the paper is to explore the challenges in implementing GHRM prac-
vate (institutional) and governmental organisations do not work tices for the sustainable workplace in the RMG industry in Bangladesh.
simultaneously (Barbier, 2011; Pradhan, Costa, Rybski, Lucht, & Kropp, The second research goal of the paper is to explore solutions to
2017). resolving the challenges in implementing GHRM practices for the sus-
Green human resource management (GHRM) practices have had tainable workplace in the RMG industry of Bangladesh. The questions
a significant positive effect in the development of the sustainability in therefore underpinning this paper and the research informing it are
organisations. (Ehnert, 2009 as cited in Renwick, Redman, & Maguire, the following:
2013; Prasad, 2013; Mahmood, Sandhu, Kanwal, & Iqbal, 2016). How-
ever, applying GHRM practices has been identified as challenging for 1. What are the challenges in implementing GHRM practices for the
the management of the organisations due to several barriers (Jafri, sustainable workplace in the RMG industry of Bangladesh?
2012; Fayyazi, Shahbazmoradi, Afshar, & Shahbazmoradi, 2015; 2. What are the solutions to resolving the challenges in implementing
Guerci & Carollo, 2016). In this regard, Jafri (2012) found the cost of GHRM practices for the sustainable workplace in the RMG indus-
implementation of GHRM practices as the main barriers in the organi- try of Bangladesh?
sations within the automobile industry in India. Paille et al. (2013)
identified a lack of support from managers in the organisations as the
major barrier to GHRM. On the other hand, Fayyazi et al. (2015) found 2 | LI T E RA T U R E RE V I E W
the lack of a comprehensive plan as the most significant barrier
amongst others such as a lack of organisational leadership support, a 2.1 | Green human resource management and the
lack of knowledge about GHRM, and a lack of understanding of green sustainable workplace
policies in the oil industry in Iran. Fayyazi et al. (2015) proposed sev-
eral recommendations based on their findings. For example, compre- GHRM has been defined in different ways by various scholars. Ren-
hensive plans need to be created to implement GHRM in the oil wick, Redman, and Maguire (2008) defined GHRM as the combination
industry. In addition, the possibility of financial shortages and the neg- of corporate and environmental management (EM) into HRM, whereas
ative impact GHRM activities may have on other economic and social Sharma and Gupta (2015) portrayed GHRM as the use of HRM poli-
performances of the organisations are also challenges for the organi- cies to develop the sustainable use of the resources within the busi-
sations to implement GRHM practices (Guerci & Carollo, 2016 as cited ness organisations and improve the cause of environmental
in Ren, Tang, & Jackson, 2018). However, all of these studies were sustainability. Muster and Schrader (2011) outlined that the focus of
conducted in western countries that have different industry perspec- GHRM is mainly on the employees' environmental behaviour in the
tives from those in other areas of the world, and no study so far, in workplace, which in turn, could be carried on to the consumption pat-
this regard, has been conducted in Bangladesh. Therefore, the barriers terns in their private life. Moreover, Jabbour (2011) defined GHRM as
found in the studies may not be similar or applicable for different the level of greening HRM practices in terms of competitive and func-
industries in Bangladesh. Furthermore, it is also identified from the tional dimensions. Furthermore, GHRM is referred to as the combined
previous literature that there has been a lack of comprehensive data functions and policies in the developing, implementing, and continu-
regarding the solutions to the challenges in implementing GHRM prac- ous maintenance of the system that aims at making employees
tices in organisations. Additionally, none of the previous studies “greener” so as to gain the environmental objective of the organisa-
regarding GHRM have been conducted for the creation of a sustain- tions and finally to create environmental sustainability (Opatha, 2013;
able workplace. However, Jafri (2012), Paille et al. (2013), Guerci and Opatha & Anton Arulrajah, 2014).
Carollo, (2016) and Ren et al. (2018) have called for the further studies There has been no specific definition of the sustainable workplace
relating to GHRM practices from different perspectives. Therefore, in previous studies; however, Occupational Safety and Health Admin-
given the scarcity of research on challenges and solutions in istration Act (2016) opined that sustainable workplaces strive to cre-
implementing GHRM practices for the sustainable workplace, we ate a balance along the triple bottom line of the planet, people, and
believe this to be a deserving area of research. In this regard, we con- profit to achieve long-term success. This means that workplaces in
ducted our research on the ready-made garments (RMGs) industry of organisations cannot be sustainable without ensuring the health,
Bangladesh because it is the largest industry of Bangladesh, employing safety, and welfare of the most significant resources, the employees.
more than 4 million workers and contributing 80% of the total exports In this respect, sustainability is not just about what is done but how it
of the country (Mostafa & Klepper, 2017). This industry has also made gets done. The Occupational Safety and Health Administration Act
Bangladesh the second largest RMGs producer and exporter in the (2016) outlined that by integrating health and safety into the sustain-
world after China (Uddin, 2018). Moreover, the country has created a ability workplace, it provides an opportunity to better protect workers
target to earn exports of more than $50 billion by 2021, the 50th in gaining a truly sustainable organisation. A sustainable workplace
anniversary of the Republic of Bangladesh (Leahey, 2015). Therefore, can be described as one that includes ethical responsibilities, improv-
this industry poses excellent candidature to explore the challenges ing health and safety and social responsibilities, and improving the
ISLAM ET AL. 3

natural environment (Danish Trade Union Movement's Centre for of the employees and managers so that they can be rewarded
Competence Development, 2004 as cited in Nollman, 2013). How- according to their efforts in maintaining the GHRM practices in the
ever, according to Summertown (2018), sustainable workplaces are workplace (Hermeann, Kroeze & Jawjit, 2007). Another process of
those that seek to protect the environment in conserving precious measuring the green performance is to deal with the green perfor-
natural resources and to minimise damage both internally and exter- mance outcomes of members who actually do not meet the EM indi-
nally to the businesses. However, Xenofontos (2019) defined sustain- cators (Jackson et al., 2011). As a result, these negative measures may
able workplaces as the green workplaces that include design, contribute to motivating employees to maintain green goals in their
construction, and operational practices that significantly reduce or works.
eliminate its negative impact on the environment and its occupants.
From these definitions, the necessity of GHRM can be perceived for
the sustainable workplace because it contributes to the development 2.2.2 | Green training and development
of the employee's attitudes towards sustainability (Dumont, Shen, &
Deng, 2017). Green training and development is an integrated system that inspires
employees to learn and apply environmental protection skills and to
be more aware of environmental issues that are key in accomplishing
2.2 | Green human resource management environmental objectives (Jabbour, 2011). According to Sammalisto
practices and Brorson (2008), training in the organisations can develop knowl-
edge, awareness, and skills about the environmental activities, which
According to Jabbour and Santos (2008), GHRM practices ensure that can be done in different departments. Therefore, the green training
the environment of the workplace is safe for the employees. It is fur- becomes indispensable for all employees regardless of their depart-
ther validated in the research conducted by Opatha and Anton ments and workplaces.
Arulrajah (2014), who found that GHRM practices make employees
green-orientated for natural, social, individual, and business benefits.
Saeed et al. (2019) outlined that GHRM practices support organisa- 2.2.3 | Green recruitment and selection
tions in creating a green workplace. However, with the significance of
GHRM in many previous studies, the existing studies have identified a Yusoff and Nejati (2017) viewed green recruitment and selection as
range of GHRM practices (Dumont et al., 2017). For example, for the significant component of GHRM practices. Saeed et al. (2019)
GHRM to be an effective force in eliciting green employee workplace summarised green recruitment and selection as including three
behaviour, it should ensure that the firm has recruitment strategies aspects amongst job applicants being green awareness, green
aimed at attracting employees who have similar environmental values employer branding, and green criteria so that the candidates can be
and beliefs as the organisation; development, performance, and attracted to apply for the jobs (Renwick et al., 2013). In this regard,
reward practices should also be implemented that take into account first, a job applicant's green awareness is identified as the basic aspect
individual environmental performances as well as effective training of green recruitment and selection. It also includes personality issues
programs that develop environmental awareness, attitudes, skills, and that contribute to organisations in gaining the environmental objec-
knowledge (Cherian & Jacob, 2012; Daily & Huang, 2001; Clair, Mil- tives, for example, green conscientiousness, consciousness, and the
liman, & Whelan, 1996; Renwick et al., 2013). The GHRM practices, as agreeableness of job applicants. Perren et al. (2006) identified that
suggested by Renwick et al. (2013), are explained in subsequent employees with environmental values are active in enhancing
sections. organisational environmental performances. Organisations, therefore,
should attract and select job applicants who have green awareness
and to identify those employees by applying some tests so that appli-
2.2.1 | Green performance management and cants with positive attitudes and knowledge about environmental
appraisal issues can be recruited.
Second, green employer branding means the organisational repu-
Green performance management and appraisal includes a system that tation and image relating to the management of environment, which
evaluates the activities of employees' performances in the process of can be created by GHRM (Jackson et al., 2011 as cited in Saeed et al.,
EM ( Jabbour & Santos, 2008). In this regard, green performance man- 2019). Thus, the target employees can identify a balanced fit between
agement includes indicators for green performances, which are used organisational values and their own based on employer branding, and
to develop a framework of green criteria to be implemented or applied they might feel more positive and prouder to work in such an organi-
for all employees in their performance appraisals, including environ- sation with an environmental reputation. In this regard, Jabbour et al.
mental responsibilities, environmental incidents, the reduction of car- (2013) quoted that job seekers can be attracted to the organisations
bon emissions, and communicating the policies and concerns relating with positive green signals. From this perspective, the right employee
to the environment (Saeed et al., 2019). These indicators are signifi- attraction and selection with green values can be easy for the green
cant for performance management systems to measure the practices employer branding of the organisations. In addition, organisational job
4 ISLAM ET AL.

vacancy advertisements should be done, including environmental activities to develop their ideas relating to green aspects and practice
aspects, and finally, employees should be evaluated according to the them in the workplace (Ren et al., 2018; Renwick et al., 2013; Tang,
green criteria. Moreover, questions for employees should be set, Chen, Jiang, Paille, & Jia, 2018; Tariq et al., 2016).
which include environmental attitudes, belief, knowledge, and values,
and those who answer with better ideas should be selected (Renwick
et al., 2013). 2.3 | Challenges and solutions in implementing
green human resource management practices

2.2.4 | Green reward and compensation 2.3.1 | Challenges in implementing green human
resource management practices
Jabbour et al., (2013) defined green rewards and compensation as the
integrated system with financial and nonfinancial rewards to attract, Current literature about the challenges and solutions in implementing
retain, and motivate employees to achieve organisational environmen- GHRM practices are limited, which motivated us to conduct this
tal goals. Most of the researchers found green rewards as nonfinancial study; however, several challenges have been found in some previous
rewards, for example, recognition and praise are more effective in studies. In this regard, Bohdanowicz (2006) identified that there are
motivating employees (Jabbour et al., 2008; Jackson et al., 2011). Both doubts about the financial significance of green practices in the orga-
rewards and incentives might be more powerful processes to boost nisations because the installation of technologies to ensure green
employee performance, thereby aligning organisational goals, rather practices is highly costly. This is also validated from the research
than other processes in the HRM systems of organisations. However, results of Guerci and Carollo (2016) who also presented a lack of
a combination of both monetary and nonmonetary rewards as motiva- financial benefits from the GHRM practices in the organisations, and
tors for employees is more effective in motivating employees in orga- these may have a negative impact on other activities of the organisa-
nisations (Jabbour et al., 2008; Renwick et al., 2013). Therefore, tions. Lack of EM knowledge amongst managers is also identified as a
nonfinancial rewards should be offered along with financial rewards in challenge in implementing the GHRM practices in the organisations,
the form of green tax, green travel, and green recognition (Saeed et for example, Hong Kong and Shanghai Banking Corporation called for
al., 2019). In this regard, the green travel benefits are rewards for the more education in EM (Smedley, 2007). A lack of green courses in uni-
travel and transport of employees with the guidance to reduce their versities around the world is another challenge in implementing green
carbon footprints and have more concerns about environmental pro- practices in the organisations (Brockett, 2007). The British Union
tection. On the other hand, the green tax incentives can be promoting emphasised including sustainable development in some modern
the use of bicycles with exemptions of tax and also for less polluting apprenticeships, especially Amicus and The GMB in relation to this
car fleets. These have been introduced in the United Kingdom, and issue (Trade Union Sustainable Development Advisory Committee,
these have a significant impact on the willingness of employees to 2005). On the other hand, the cost of maintaining the green practices
protect the environment (Haque, 2017). Furthermore, the green rec- or programs and a lack of support from employees and top manage-
ognition includes the recognition of employees amongst employees in ment have also been identified as crucial challenges in applying GHRM
organisation and even in public, with certificates as gift and paid vaca- practices in organisations (Fayyazi et al., 2015; Jafri, 2012; Ren et
tions (Kim & Choi, 2013; Saeed et al., 2019). al., 2018).

2.2.5 | Green empowerment 2.3.2 | Solutions in implementing green human

resource management practices
Employees should be given opportunities to be involved in EM that
would motivate them to prevent pollution and identify environmental Kola-Olusanya, (2013) has outlined that the training and development
opportunities in the organisations (Renwick et al., 2013). The green programs can facilitate corporate sustainability and environmental
involvement of employees is significant to developing the outcome of practices amongst employees that in turn can develop intellectual cap-
EM systems in the organisations, for example, reducing pollution and ital for organisations. In this regard, Teixeira, Jabbour, and Jabbour
waste in the workplace and ensuring full use of resources (Tseng, Tan (2012) outlined green training can be one of the most effective pro-
& Siriban-Manalang, 2013). Tariq, Jan, and Ahmad (2016) insisted that cesses for organisations to turn human resources to the issues of sus-
green employee empowerment is the key to enhancing an organisa- tainability in the organisations. Similar information has been found
tion's outcome, where employees are motivated to pursue green goals from the research conducted by Jabbour and Santos (2008) in that
more effectively and efficiently. Daily, Bishop, and Massoud (2012) performance management can be effective for green practices to be
found environmental performance is positively related to employee implemented in the organisations to gain organisational environmental
empowerment in the study, which was conducted in the context of objectives. Mandip (2012) added that inclusion of green aspects in job
the Mexican maquiladora industry. Therefore, it is necessary to make descriptions can be effective for the organisations to implement the
sure the employees are empowered and involved in the environmental GHRM practices by employees who are recruited. Teixeira et al.
ISLAM ET AL. 5

(2012) opined that policies with rewards for applying green practices al., 2019). Furthermore, the selection of convenience sampling was
in the organisations can be effective for the organisations. This is also also done to examine the experiences and opinions of the stake-
supported from the findings of Daily and Huang (2001) on corporate holders in the industry with extensive knowledge and practical experi-
commitment and the importance of environmental performance. ence while it is also easy to do (Sedgwick, 2013). However, the main
Interestingly, Jia, Liu, Chin, and Hu (2018) found that the transforma- criterion was to select participants who had at least 5 years of work-
tional leadership of managers can inspire employees' green passions ing experience in managerial positions in the RMG sectors in Bangla-
through influencing GHRM practices and also the creativity on desh (Rahman et al., 2019). This is because experienced personnel in
GHRM. Furthermore, raising awareness and disseminating knowledge management in Bangladesh are more associated in decision-making
concerning the impact of GHRM in the organisations can contribute processes and applying or developing any policy for the betterment of
to the development of the GHRM practices in the organisations the companies (Kazi, 2009). The participants include six managers
(Bombiak & Marciniuk-Kluska, 2018). Nawangsari and Sutawidjaya from HR, one from merchandising, two from production, one from
(2019) found making strategic organisational changes in the small- marketing, and two from the finance department. Table 1 outlines the
and medium-sized organisations can be effective to the development demographic profile of the respondents.
of greening prospects of the organisations. In addition, Tang et al. We analysed the data manually due to the small size of the sam-
(2018) validated five dimensions of GHRM, such as green recruitment ple (Rahman et al., 2019; Saldana, 2009). The analysis was thematic
and selection, green training, green performance management, green and aimed to make sense of the opinions of the participants in their
pay and rewards, and green involvement, outlining that these can help responses. We mainly applied manual analysis for the greater scrutiny
organisations to create GHRM policies for EM. of the primary data collected through the interviews, which were
Overall, the study's results included in this section have provided turned into transcripts. First, we identified the threads for the coding
a comprehensive idea on the barriers and processes in applying the process so that we could develop the categories, which provided the
GHRM practices in the organisations. However, there is a significant basis to create the themes for the analysis and discussion. The next
gap in relation to the RMG organisations and even other industries in section includes the presentation of the collected primary data that
Bangladesh. Therefore, further exploration on the challenges and solu- were classified into two major sections, which were challenging in
tions in applying the GHRM practices in the RMG organisations in applying GHRM and solutions to GHRM.
Bangladesh would give a significant platform for future studies in
understanding similar perspectives in other countries, such as the Phil-
ippines, India, Vietnam, Cambodia, and Pakistan, where the RMG 4 | FI ND I NG S
industry plays a significant role, and the study can be effective for the
other industry contexts as well. This section contains the presentation and analysis of the data gath-
ered. The results and analysis have been categorised into two major
sections, which are the challenges and the solutions in applying the
3 | M E TH O DO LO GY GHRM in the RMG organisations relating to the aims and main ques-
tions of the research:
The empirical study undertook semistructured interviews, including
12 managers from the production, human resource (HR), finance, mar- 1. What are the challenges in implementing GHRM practices for the
keting, and merchandising departments of the RMG factories in sustainable workplace in the RMG industry of Bangladesh?
Dhaka, in Bangladesh, to explore the challenges and solutions in TABLE 1 Respondent demographic profile
applying the GRHM practices in RMGs in Bangladesh (Rahman, Billah,
& Hack-Polay, 2019). We selected Bangladesh to focus as the case Experience
Participant no. Position Department (Years)
because, according to Mostafa and Klepper (2017, p. 616), “a major
1. Manager Human Resource 8
impetus to its underlying economic growth was the rise in exports,
2. Manager Human Resource 11
fuelled by one industry-garments i.e. RMG industry which currently
3. Manager Human Resource 14
accounts for 80% of the country's total exports.” This makes Bangla-
desh the second largest garments exporter of the world following 4. Manager Human Resource 5

China (Alam, Selvanathan, & Selvanathan, 2017). Therefore, this coun- 5. Manager Human Resource 12
try is an excellent case to explore challenges and solutions in applying 6. Manager Human Resource 11
GHRM practices in the RMG industry (Yin, 2005). A convenient sam- 7. Manager Merchandizing 11
ple was used to select the participants for the study because flexibility 8. Manager Production 13
for participants was important as they are busy (Brewis, 2014; 9. Manager Production 11
Rahman et al., 2019). Furthermore, we ensured a diversity of partici- 10. Manager Marketing 9
pants from different departments of the organisations to understand
11. Manager Finance 8
the various points of the challenges and solutions in applying the
12. Manager Finance 10
GRHM practices in the organisations in the RMG industry (Rahman et
6 ISLAM ET AL.

2. What are the solutions to resolving the challenges in implementing workplace in the RMG industry! I understand these are
GHRM practices for the sustainable workplace in the RMG indus- not good words to describe the situation but it is true.”
try of Bangladesh?
Other participants have also opined similar views that there is no
particular law that could be imposed on the organisations to make
4.1 | Challenges in applying green human resource sure their functions are compliant with the green requirements. Thus,
management in the organisations they recognise the absence of rules and regulations as the major chal-
lenges in this industry to implement the GHRM practices.
4.1.1 | No rules for practicing green human
resource management
4.1.2 | Lack of organisational support
No rules being in existence for practicing GHRM in the organisations
of the RMG industry in Bangladesh have been unanimously Lack of organisational support is also unanimously recognised as the
recognised by the participants. HR managers mainly work with the major challenge in applying the GHRM in the RMG industry in Bangla-
rules, regulations, laws, and compliance issues, and they opined that desh. However, Participant 3 from an HR department stated:
there are no rules and regulations to apply to the GHRM issues. They
pointed out some interesting findings regarding this: “Almost all the personnel in the higher management i.
e. owners in the RMG industry shows a lack of interest
“The present government is mainly highlighting climate when it comes to the specific issues, for example green
change, environmental and sustainable workplace and HRM practices because they think complying with
other issues, however, most of the policy makers in health and safety measures and corporate social
our parliament do not have a proper idea regarding the responsibilities is enough for the companies. They
green initiatives and also green workplaces. Therefore, think it would make it more complicated and increase
there has not been any law relating to GHRM to imple- the expenditure that may reduce the profit.”
ment in the workplace”. (Participant 1, HR Manager)
On the other hand, Participant 8 from production department
“There are some factory monitoring initiatives in our added that:
industry by the health and safety department that has
been effective to develop the health and safety “Most of the RMG organisations are owned by family
measurements in the RMG factories and even in office members, who mainly constitute the board of directors
areas. This has also been effective to create a good for controlling the organisations and their main motive
working environment due to the monitoring by is to raise profit rather than environmental concerns. I
respective safety officers from the Bangladesh would say many of them do not know about the sus-
government. However, they never ask or require tainable workplace that you want to develop in our
anything about the green practices which can be one country and also not even the green HRM practices.
of the challenges for the Bangladesh government to Moreover, they do not like to listen from you when it
make workplaces green and sustainable. However, if comes to something that they do not know. As a result,
the government imposes certain laws and regulations, it is difficult to educate them about the significance of
the companies in this industry would be practicing, the sustainable workplace and for it the requirements
especially in the production department.” (Participant of green HRM. For this reason, our industry is not yet
8, Production Manager) with the green HRM practices.”

Participant 9 from production department also stated that: Participant 10 from marketing department quoted that:

“Although the government has been creating rules and “We are actually in the middle management positions,
regulations, who cares in our industry because we just who are controlled by higher management i.e. board of
follow the rules that are good for the health and safety directors. However, if they are not interested and sup-
only. I understand that there is no strictness among the portive, we cannot practice whatever is good for our
government agencies to make the workplaces sustain- workplace. Because all the decisions come from the
able and many of the government personnel do not higher management, I sometimes inspire them by prac-
know about it as well but the politicians just declare ticing green HRM and it would be effective to create
this and that but never implement law for it. So, the the sustainable workplace and it would also be effec-
result is zero, especially in terms of the sustainable tive for marketing of the brand but they show little
ISLAM ET AL. 7

interest towards it. Therefore, I would say the green factories, therefore, if the managers in the HR depart-
HRM practices are not very much practiced in the ment are not interested, then we cannot apply it.
RMG industry in Bangladesh.” Therefore, lack of managerial interest is another chal-
lenge to meet for developing green HRM initiatives in
All other participants have also provided similar opinions regard- the factories.”
ing a lack of organisational support in GHRM practices in the RMG
organisations in Bangladesh. On the other hand, Participant 10 from the marketing department
also opined that there was a lack of interest amongst them to start
GHRM practices. This manager acknowledges his point of view as:
4.1.3 | Lack of managerial interest
“I personally find the lack of interest of the managers
Apart from a lack of organisational support in developing GHRM and other key officers in the RMG organisations are
practices in the RMG organisations in Bangladesh, the lack of a responsible for the absence of green HRM practices. I
managerial interest is also recognised as a challenge in the RMG can say some of my colleagues for example assistant
industry to apply GHRM for developing a sustainable workplace. In marketing managers or others if you ask, they will
this regard, it is interesting that 5 out of 12 participants outlined show very little interest. It is because everyone thinks
that most managers in every department, or even at every level, they are already occupied with so many responsibilities
were reluctant to practice the GHRM. However, five out of the six and addition of the green HRM practices will be bur-
participants from the HR departments did not mention about the den since there is no requirements legally. It also trig-
lack of managerial interest as a challenge. Moreover, the two par- gers other managers in our organisation and even in
ticipants from the production department also did not provide any other organisations.”
opinion, mentioning a lack of managerial interest as a barrier to
apply the GHRM practices in the workplaces in the RMG industry.
However, other participants informed that there was a lack of 4.1.4 | High costs of practicing
managerial interest in applying the GHRM practices in the RMG
industry in Bangladesh. Participant 7 from the merchandising High costs of practicing GHRM is also acknowledged by all the partici-
department stated that: pants in the study as a major challenge in applying the GHRM prac-
tices in the organisations in the RMG industry. All of them mentioned
“All the buyers in our factory are from western coun- that owners of the organisations would like to examine the financial
tries, especially from European countries and they look benefit of every initiative or function; therefore, if they see the out-
for the environmental measurements in the workplace. come of the expenditure is not practical, they do not like to allow the
Some buyers have regular visits in our factory and costs. Participant 11 from the financial department stated that:
office and they sometimes inspire us to adopt green
initiatives, especially GHRM practices. I am as the man- “The costs of the implementation of green practices is
ager i.e. head of the merchandising department and literally high and most of the organisations see it as a
frequently ask the HR department to apply GHRM long-term cost but the return from this is not much
practices but I see no interest towards these practices. because we cannot show the higher management any
I believe most of them think they are fine with what practical results such as high unit production or profit.
they are doing now and if they add the GHRM prac- Therefore, they do not allow such initiative.”
tices, it will increase their responsibilities. Therefore,
most of them are not interested to apply green prac- Participant 4 from the HR department added that:
tices in workplaces in the RMG industry.”
“There is a need to install the technologies and also
This view is also supported by the participants from the market- develop software and need to bring changes in many
ing, finance, and production departments. In addition, one of the man- functions in the organisation if the green HRM prac-
agers from HR department also acknowledged that there was a tices are implemented. Therefore, both installation and
negligence of inaugurating GHRM practices amongst the HR man- maintaining these would be very much time consuming
agers in the RMG factories. In this regard, Participant 11 from the and also costly. However, the benefits from the green
finance department added that: HRM practices are not well-known among us, espe-
cially in our industry. For this reason, I would say
“Normally, all the functional processes and require- higher costs of the developing green HRM is the main
ments for employees for different new initiatives are challenge to be implemented in the RMG industry in
designed in the factories by the HR department in the Bangladesh.”
8 ISLAM ET AL.

All other participants have also provided similar opinions in that 4.2 | Solutions in applying green human resource
high costs of the GHRM practices in implementing and maintaining management in the organisations
them are a challenge in the RMG industry in Bangladesh.
The interviews suggested five main areas that could be addressed as
solutions in applying the GHRM practices in the RMG industry in Ban-
4.1.5 | Higher employee turnover gladesh. Respective participants also stated their justifications to the
respective solutions. These have been explained below:
Moreover, the high employee turnover is also acknowledged by all
the participants as a major challenge to implement the GHRM prac- 4.2.1 | Strict rules and regulations
tices in the RMG industry in Bangladesh. Participant 1 from the HR
department stated that: Strict rules and regulations have been acknowledged by all the partici-
pants in this study as a great solution in applying GHRM practices.
“Organisations in the RMG industry is one of the They pointed out that:
industries where the employee turnover is high.
Applying green HRM would need the involvement of “In our country, we always need to have a base to
the employees but most of the employees in this order others even juniors in the workplace. So, if the
industry, due to different reasons, leave the job government wants the sustainable workplace, it is
frequently. Green HRM practices would definitely urgent for the government to impose strict law to prac-
need training to the employees but training is very tice the functions, which are required for the sustain-
much expensive and time-consuming. So, the able workplaces. In this regard, if the government
higher management would say if the employees mentions about the green HRM practices in the
leave the organisations after taking the training on respective laws, the organisations in the RMG industry,
green HRM or even in the middle of the training, managers in the industry and other personnel would
both time and money is wasted. Therefore, I would feel the responsibility to abide by it. As a result, the
say it is a challenge in implementing green HRM implementing of the green HRM would be effective.”
practices for the development of the sustainable
workplace.” (Participant 1, HR Department)

The opinion of Participant 1 is also supported by all the other par- However, Participant 6 stated more specifically about the strict
ticipants. However, Participant 4 stated that: rules and regulations as:

“I see most of the recent graduates are very choosy “The rules and regulations should be imposed mention-
and they do not like to stay in the workplace for long- ing the penalty and punishments for the companies or
time. As a result, giving them training on the green managers or other employees that do not comply with
HRM practices is also tough. It is also common in the those rules and regulations to apply green HRM prac-
managerial positions because they also leave the job if tices. Some major punishments in the rules and regula-
they find better place because the experienced tions should be mentioned for example eviction of
employees have high demand in the industry, here the licence can be effective. As a result, the higher man-
number of factories are increasing every year.” agement would be more cautious and interested to
ensure that the green HRM practices are implemented
Participant 9 also stated that: and practiced in the organisations.”

“In the production department, we always have All other participants provided mostly similar responses about the
vacancies because many employees leave the job due significance of the strict rules and regulations in applying GHRM in
to different reasons, for example, for better the RMG industry. They believe that without strict rules and regula-
opportunities, high pressure, lack of salary, lack of tions the development of GHRM practices for the sustainable work-
financial incentives, little increment, family and so on. place in the RMG industry is not possible.
As a result, providing them training and other facilities
to practice green HRM would not be viable for the
management of the organisation. Therefore, higher 4.2.2 | Monitoring
management does not allow green HRM in our
company but I can say higher employee turnover is a All the participants have opined that when the strict rules and regula-
major challenge.” tions are imposed, the government should put monitoring the
ISLAM ET AL. 9

organisations as to whether they are practicing the GHRM practices interest to apply these. As a result, the negligence
or not. Participant 2 from the HR department stated that: towards it would be annihilated and they will be
inspired about the green HRM practices.”
“There are many people in this industry and even in
other industries do not like to abide by the rules and The rest of the participants have provided mostly similar views
regulations but regular monitoring can be effective to regarding the effectiveness of the training on GHRM as a solution in
ensure managers and other stakeholders in the organi- applying the GHRM practices in the RMG industry in Bangladesh.
sations are applying green HRM practices.”

Participant 8 from production department also stated that: 4.2.4 | Monetary incentives

“Once the green HRM practices are implemented in All the participants have opined that monetary incentives would be
the organisations, it will need to keep monitoring. It is effective solutions in applying the GHRM practices in the RMG indus-
because the monitoring process would facilitate not try. In this regard, Participant 7 from the merchandising department
only to make sure either the green HRM practices are stated that:
going on or not but also the progresses. As a result, a
continuous progress on the green HRM would be pos- “The high employee turnover is a major challenge in
sible. On the other hand, it will keep a continuous pres- the RMG industry and it also affects the green HRM
sure on respective stakeholders to abide by with the practices. If the employees are told that they will be
rules and regulations in implementing green HRM prac- provided some money as incentives to apply green
tices in the RMG industry in Bangladesh.” HRM practices, from the managers to bottom level
employees would be definitely interested to comply
with the green HRM practices in their daily and long-
4.2.3 | Training programs term activities.”

The participants also opined unanimously that the training programs In addition, Participant 11 also stated that:
are very important solutions in applying the green HRM practices for
the sustainable workplace. Participant 4 from the HR department fur- “When the finance department increased the salary or
ther added that: provide bonus or any increment, the receiving
employee tend to stay longer time. From this perspec-
“Green HRM practices are needed among all the tive, I would say if the employees are given reward i.e.
employees not for certain people, therefore training for monetary rewards rather than only recognition or
all the employees would be better. In addition, it is appraisal, they would be much interested to apply
urgent to convince everyone about the benefits of green HRM practices in the organisations.”
green HRM for a sustainable workplace and how it can
be effective for organisational reputation, overall envi- Participant 12 from finance department stated similarly but added
ronment, health of employees. As a result, everyone, that:
especially managers in HR, marketing, finance, mer-
chandizing and production would be much interested “This RMG industry always experience high employee
to adopt the green practices. In this regard training on turnover and the major reason behind it lack of finan-
green HRM can be effective solutions in implementing cial incentives for the employees for their better per-
in the organisations in the RMG industry.” formance or responsibilities. Thus, if the employees are
given money to apply green HRM practices, they will
be happy to do so. For this reason, I can say monetary
Participant 10 from marketing department supported above view incentives can be one of the major solutions to the
and added that: challenges in implementing the green HRM practices in
the RMG industry.”
“Most of the employees in the RMG industry even in
the higher management do not know about the green
HRM practices and also not even about the sustainable 4.2.5 | Mandatory courses in universities
workplace. So, giving them training on how green
HRM practices can be effective for the sustainable This theme has been generated from the opinion of only two partici-
workplace would develop their knowledge as well as pants, who opined that mandatory courses on sustainability and green
10 ISLAM ET AL.

aspects in universities would be helpful to developing the attitudes in the RMG industry in Bangladesh and found significant challenges
and interests of the students to be graduates, who would be the that create obstacles in applying GHRM practices. Second, the
employees in the industry. Participant 5 from the HR department study explored solutions provided by participants with justifica-
stated that: tions. We found strict rules and regulations, monitoring, training,
monetary incentives, and university courses as the major solutions
“I graduated from a reputable university but I never in applying the GHRM practices in the RMG industry in
see any combined approach for developing student Bangladesh.
awareness regarding environment, sustainability, or Our findings have several significant theoretical implications. The
green issues in my university and neither in other study finds some key challenges in applying GHRM practices, such as
public or private universities in Bangladesh. There a lack of rules for practicing GHRM in the RMG industry in Bangla-
are some universities where seminars are rarely con- desh. This has been one of the key contributions of the study in the
ducted on environmental days but these are not current literature about GHRM where a lack of rules and regulations
enough because we gain nothing but become some- for GHRM practices has not been acknowledged. On the other hand,
times tired from the program activities, which is the study finds a lack of organisational support and a lack of manage-
mostly boring and not helpful to broaden outlook rial interest as well higher costs of practicing GHRM as the major chal-
about the environment, green aspects and sustain- lenges in applying the GHRM practices in the organisations. These
able workplace issues. Therefore, I would say man- findings enrich the current literature relating to the challenges of
datory courses that can be a short course for the GHRM practices (Bohdanowicz, 2006; Smedley, 2007; Jafri, 2012;
students at bachelors' level would be effective to Fayyazi et al., 2015; Guerci & Carollo, 2016; Ren et al., 2018). Our
develop the knowledge, interest and attitudes work also extends the current challenges in applying GHRM practices
towards developing a sustainable workplace and of in the RMG industry by identifying the higher employee turnover as a
course on green HRM which is needed for the crea- major challenge (Fayyazi et al., 2015; Guerci & Carollo, 2016; Ren et
tion of sustainable workplace.” al., 2018).
The study also found solutions in applying the GHRM practices in
Participant 8 also stated mostly similar views that: the RMG industry in Bangladesh. For example, imposing strict rules
and regulations can be effective solutions in applying GHRM practices
“Many graduates from commerce or arts or even in the RMG industry. However, this was not found in the previous lit-
from science have very lack of knowledge regarding erature relating to the GHRM and its implementation. Nevertheless,
the environmental protection issues and even they training as a solution in applying GHRM was acknowledged in the pre-
do not possess good knowledge on cleanliness and vious studies conducted by Teixeira et al. (2012), Kola-Olusanya,
its importance. As a result, these graduates would (2013), and Bombiak and Marciniuk-Kluska (2018). On the other hand,
not be interested to practice green HRM even if this study also found monetary incentives as the process of develop-
they are not pressured or given any training. So, I ing green practices in the organisations that is consistent with the
would say, the universities can play a significant results of the study conducted by Teixeira et al. (2012). However, this
contribution because recruitment in our organisation study found that monitoring of the green practices, after establish-
for the junior executive level requires bachelor's ment in the organisations, would be effective in making sure there is a
degrees. Therefore, if these graduates are given continuous progress in applying the GHRM practices in the RMG
lecturer or knowledge with the mandatory industry. Finally, the study extends existing findings that mandatory
course, then their interest, knowledge would be university courses relating to sustainability and GHRM practices
broadened and they will be interested to practice would be effective to overcoming the challenges in applying GHRM
environmental practices i.e. green HRM practices in practices (Brockett, 2007; Trade Union Sustainable Development
the workplace.” Advisory Committee, 2005).
Our findings have also identified some practical implications. First,
Other participants did not mention anything about the mandatory the study can help managers better understand about the challenges
university courses as a solution in applying the GHRM practices in the and solutions in applying GHRM practices to develop sustainable
RMG industry in Bangladesh. workplaces in the RMG industry. The study can also be effective for
the industry and government planners to identify the challenges and
take initiatives to overcome those challenges for the development of
5 | DISCUSSION AND IMPLICATIONS the sustainable workplace. Furthermore, the study contributes to the
academic decision makers at university level to inaugurate the courses
The study has identified some of the challenges and solutions on sustainability and GHRM practices to develop the attitudes, knowl-
in applying GHRM practices in the RMG industry in Bangladesh. edge, and interests of bachelor students, who are about to join the
This study first explored the challenges in applying the GHRM workplaces.
ISLAM ET AL. 11

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