Sajun Saha1, Rimon Sarker1, and Syed Meherab Ahmed1*
1Department of Human Resource Management, Jatiya Kabi Kazi Nazrul Islam University (JKKNIU), Trishal, Mymensingh, Bangladesh
*Correspondence: mehrab375@gmail.com (Syed Meherab Ahmed, Dept. of Human Resource Management, JKKNIU, Bangladesh).
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ABSTRACT
Green HRM means eco-friendly and sustainable development practices should be followed in every sector of HRM. It refers to policies, practices, and systems that influence employees of the organization's green and sustainable implementation of resources for the betterment of the individual, society, natural environment, and business. The purpose of this article is to indicate the best practices that can occur with the help of green practices with HRM. How we benefited from the help of green human resource management policies and practices. Green HRM also shifted the conventional policies and practices and gave some statements towards GHRM. Most developed countries like the USA, China, and the UK are rapidly developing Green HR policies and practices. The developing countries are following. Now a day’s most attention in the Garments sector is drawn towards sustainable development. Garments industries have huge growth opportunities by going green practices and creating a new friendly environment that helps them reduce operational costs with the carbon footprint. So far very little research has been conducted on this topic even in advanced countries. Green management in 1997 was prepared by McDonagh but there is no clear explanation at which time GHRM actually invented. The strategy involves implementing various HR functions such as recruitment, induction, training, and development, conducting performance evaluation, and determining the compensation of employees.
Keywords: GHRM, Garments industry, HR policies and practices, HR function, and Sustainable development.
Citation: Saha S, Sarker R, and Ahmed SM. (2020). Impact of Green Human Resource Management (GHRM) practices in the garment industry: Bangladesh perspective, Int. J. Manag. Account. 2(2), 22-30.
https://doi.org/10.34104/ijma.020.022030
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