Professional Documents
Culture Documents
Acknowledgement
Finally we have completed our project report. For this first of all we would like
to Thank ALLAH ALMIGHTY, our teachers Sir Abid Awan and Sir Hassan Jabbar
and our Parents.
We learned a lot while doing our research project. Doing research was a
great and hard working experience indeed. There were a lot of difficult
phases but our Instructors made them very easy for us by his cooperation.
Our instructors worked really hard on us and its all due to their efforts that
today we know each & every single word of research included in our course.
We would like to say thank you to them with all our heart because they made
us pure researchers because without their support we wouldnt have been
able to prepare this report.
We would like to acknowledge our C.R too because throughout the semester
he was very cooperative. We would like to acknowledge our respondents too
due to their optimist behavior while filling the questionnaires. Last but not
the least we want to acknowledge the organizations, which let us to gather
the data.
Table of Contents
1
List of Appendices................................................................................................ 4
List of Tables......................................................................................................... 5
List of figures........................................................................................................ 6
List of Abbreviations............................................................................................. 8
Introduction.......................................................................................................... 9
5.1
Problem Statement...................................................................................... 12
5.2
Research questions...................................................................................... 12
5.3
Research objectives..................................................................................... 13
Literature review................................................................................................ 13
6.1
6.2
6.3
Rewards....................................................................................................... 15
6.4
Performance Assessment............................................................................. 16
6.5
Management Commitment..........................................................................18
6.6
6.7
Supervisory Behavior...................................................................................19
Conceptual Framework....................................................................................... 20
7.1
Hypothesis................................................................................................... 20
Methodology...................................................................................................... 21
8.1
Population Frame......................................................................................... 21
8.2
Unit of Analysis............................................................................................ 21
4
8.3
Time Horizon................................................................................................ 21
8.4
Study Type................................................................................................... 21
8.5
Study Setting............................................................................................... 22
8.6
8.7
Instrument Development............................................................................. 22
8.8
Sample Size................................................................................................. 22
8.9
Sampling Technique..................................................................................... 22
Data Analysis..................................................................................................... 23
9.1
Demographics.............................................................................................. 23
9.2
9.2.1
Out of range.......................................................................................... 24
9.2.2
Missing Values....................................................................................... 24
9.2.3
Outliers.................................................................................................. 25
9.2.4
Normality............................................................................................... 25
10
Reliability........................................................................................................ 26
11
Factor Analysis................................................................................................ 27
12
Descriptive...................................................................................................... 28
13
Correlation...................................................................................................... 29
14
Regression...................................................................................................... 30
15
16
17
ANOVA............................................................................................................. 35
18
Recommendations.......................................................................................... 35
19
Discussion....................................................................................................... 35
20
Conclusion....................................................................................................... 37
21
References...................................................................................................... 38
1 List of Appendices
Appendix
Name of Appendix
Page No.
A
46
Questionnaire.....
2 List of Tables
Sr. No
Table Name
Page No.
1
Demographics Analysis.24
Normality Analysis.......25
Factor Analysis....27
Descriptive Analysis... 28
Correlation Analysis....30
32
10
.. 32
11
12
13
14
15
ANOVA Analysis . 35
3 List of figures
S.r No.
Page No.
1
Framework..21
Theoretical
4 List of Abbreviations
GHRM
OEP
ET
Environmental Training
EM
SB
Supervisory Behavior
PA
Performance Assessment
Rewards
MC
Management Commitment
Sample Size
Mean
SD
Standard Deviation
ANOVA
Analysis Of Variance
Probability
df
Degree Of freedom
T-test Statistics
10
Research Paper
5 Introduction
The industrial development over the centuries has brought a huge change in
our society. It has brought us wealth and prosperity, but it has also
deteriorated our environment. Therefore, the earth is undergoing many
ecological problems. (Brown & the staff of the Worldwatch Institute, 1991,
1992, 1993; Pryde, 1991; Smil, 1994, Shrivastava, 1995).
The earth faces many environmental problems,
including global warming, ozone depletion,
deforestation and desertification, declining
biodiversity, acid rain, industrial accidents, and
toxic wastes. (Brown & the staff of the Worldwatch
Institute, 1991, 1992, 1993; Pryde, 1991; Smil,
1994, Shrivastava, 1995).
11
Governments have tried to resolve these problems through their policies and
programs but their efforts to resolve these issues are not sufficient.
Consumers and corporations should also play a role in ecological
sustainability. Consumers must be willing to consume more green products
so that it has a positive impact on our environment. But the role of
corporations is considered to be more important in economic sustainability
because they have all the resources and knowledge required to face the
economic challenges (Shrivastava, 1995).
because much economic activity occurs within
corporations, these government efforts need to be
supplemented with new voluntary efforts by
corporations in order to address the industrially
induced ecological problems (Commoner, 1990;
Landy, Roberts, & Thomas, 1990; Lee, 1993,
Shrivastava, 1995).
From studies we come to know that stakeholder pressure is also a main
reason why some companies are adopting eco-innovative policies and
seeking more advanced green management. (Ramus, Steger, 2000, Teixeira,
Jabbour, Jabbour, 2012).
Green Management refers to combining the environmental management
objectives, strategies and processes with the organizational objectives,
strategies and processes. (Haden 2009, Teixeira, Jabbour, Jabbour, 2012).
12
To date a lot has been researched regarding Green Marketing (Peattie 1992),
Green Accounts (Bebbington 2001; Owen 1992), and Green Retailing (Keehung et al. 2010) and Green Management (McDonagh and Prothero 1997),
but GHRM Green Human Resources Management is an aspect of
Environmental Management that has not been explored sufficient yet.
(Renwick, Redman, Maguire, 2013). GHRM means to align the HR practices
such as recruitment, selection, training, performance assessment and
rewards, to a companys green management objectives (Renwick et al.,
2008; Jackson et al., 2011, Teixeira, Jabbour, Jabbour, 2012). Motivation is an
employees intrinsic enthusiasm to achieve the goal. For an organization to
strongly support environmental management system, motivation of
employees is of great significance. Researchers discuss that employees must
be motivated, empowered and environmentally aware of greening in order to
carry out green management initiatives (Suhaimi,Sudin,2011). Based on the
writing review, four factors: administration commitment, worker
empowerment, plunder, and comment and review stood out as key elements
in motivating employees for enhanced environmental performance
( Govindarajulu and Daily, 2004). For an organization to become
environmental friendly, motivation of employees is of great significance.
Employees who are strongly motivated towards environmental management
their planning and activities are the key to pollution management (Denton,
1999). Motivating employees for better participation in environmental
development efforts may also need service teams. The use of team-based EI
13
programs has turn out to be a main trend. Such program is mostly popular in
built-up organizations, where developed strategies, spirited pressures, and
higher technology require shop-floor employees to take more responsibility
towards making the environment green (Magjuka and Baldwin, 1991). Lack
of motivation may outcome in employees who are reluctant to participate in
environmental management. Employees who are strongly motivated towards
environmental management their planning and activities are the key to toxic
waste management (Denton, 1999). Employees motivated towards green
environmental management take on green HR practices which in long run
will contribute to the effective accomplishment of EMS and the progress of
green Intellectual capital (GIC) and this all in order contributes to the
achievement of corporate environmental citizenship (CEC). ( Jabbour, Camen,
2011).
14
towards eco-initiative.
To create a link between employee motivation and organizational
15
6 Literature review
6.1 Organizational Environmental Performance
Organizational environmental performance refers to performing activities in a
way that positively affect the environment. Environmental management
basically has two major objectives; firstly, to control the level of pollution in
an environment, and secondly, to upgrade the environment to an acceptable
level (Yasamis, 2011). The increase in concerns of protecting the
environment is forcing the companies to adopt the environmental
management practices (Boiral, 2006; Gonza lez-Benito and Gonza lezBenito, 2006, Jabbour, Jabbour, Teixeria, Freitas, 2012). One of the arguments
given by many researchers that favor the taking up of environmental
management activities is that it would give the company a competitive
advantage (Melynk, 2005). According to Edward (2004), there are four
reasons why organizations should adopt environmental management
practices: ethical; as its our duty to protect the world, economic; conserving
resources and energy means we save cost, legal to avoid the governmental
problems, commercial; a large number of companies are taking
environmental management into account.
Wilkinson (2001), states that Human Resources Department is very
important for environmental management. The Human Resource
management support is supposed to be most essential for adopting the EM
activities (Jackson et al., 2011; Govindarajulu and Daily, 2004; Daily and
16
Huang, 2001; Jabbour and Santos, 2008; Sarkis et al., 2010). Therefore in this
regard carefully recruiting and selecting the employees, giving them
performance based rewards and full fledge training programs are thoughtout as a strong force for motivating employees and such programs enhance
their knowledge about environmental management. ( Renwick 2008, Sudin,
2011).
Some of the big corporations of the world and particularly big companies in
India have set up commercially extensive environmental performance
standards to measure how much efficiently the companies are working for
greening the environment. The standards include 1.properly on site use of
material 2.appropriate management of wastage stock 3. Conducting
environmental audits 4. Diminution of waste material. Furthermore standards
include developing such
Information system that proves to be helpful in greening the environment i.e.
green systems and audits for collecting useful data on managerial
performance towards EM. (Mandip, 2012).
17
6.3 Rewards
Basically rewards play a crucial role in motivating the employees and help in
identifying their significant performance in job towards environmental
management. (Danish, Usman, 2010) (pg.160)The goal of organizations for
using reward systems is to accomplish, keep and motivate employees for
performing well and realizing the importance of eco-initiatives. (Kaplan,
2005, Lindstrom, 2011). Benefits packages should be incorporated in
compensation system and employees must be rewarded after they have
18
19
fringe benefits system. Employees get rewards if they perform their job
successfully and consequently motivational factor lies in their performance
which enhances their interest regarding environmental management
(Entwistle, 1987).
20
21
22
23
7 Conceptual Framework
24
7.1 Hypothesis
H1 Rewards are positively associated with employee motivation towards ecoinitiatives.
H2 The positive impact of performance assessment with employee
motivation towards eco-initiatives.
H3 Supervisory behavior has a positive impact on environmental
management.
H4 Management commitment significantly moderates the positive impact of
supervisory behavior with employee motivation towards eco-initiatives.
H5 Employee motivation leads to organizational environmental performance.
H6 Environmental training of employees mediates the positive impact of
employee motivation towards environmental performance.
8 Methodology
8.1 Population Frame
The population frame/sample frame of this study is to target environmentally
aware employees working in different organizations. We selected this
population frame because environmentally aware employees would only be
able to respond to our questions accurately. The environmental performance
of the employees are closely related to their motivation towards eco-
25
26
27
9 Data Analysis
For data analysis we have used Correlation Analysis and Regression Analysis,
One Sample T-Test and Independent Sample T- Test. The Pearson correlation
is used when you have two variables that are normal/scale. Correlation tells
about the strength of the relationship along with direction of relationship.
Regression is used to check the impact of IVs on DVs. It further tells us how
much the DVs will be affected by changing a unit of IVs. When we want to
check the level of variables then we will use t test. One sample t- test is
performed to check whether the sample mean is applicable on population or
not and Independent t- test is run to check the DV on a group of two
variables.
9.1 Demographics
Our total number of respondents consisted of 84.3% males and 15.7%
females. Regarding age, 51.4% respondents were below 30, 34.3%
respondents lied between the age group 30 40, 12.9% were between 40
50 years old and only 1% respondents had an age of more than 50 years. As
far as the demographic variable of work experience is concerned the
28
respondents who had an experience of less than 5 years were 57.1% and
between 5 1 0 years work experience were 28.6%. Whereas the work
experience of both the age groups, i.e. 10 15 years and more than 15 years
is 7%.
Table 1
Demographic Analysis
Variable
Perce
Category
Variable
nt
Gender
Perce
Category
nt
< 5 years
5-10 years
10-15
57.1
28.6
years
> 15 years
7.1
7.1
Work
Experien
Male
Female
84.3
15.7
Below 30
30 40
40 50
Above 50
51.4
34.3
12.9
1.4
ce
Age
To check out for the out of range values those are not defined in our
scale.
To find out the missing values in our data.
To find out the outliers in our data
To check the normality of our data.
29
30
Table 2
Normality
Ite
Skewn
Kurto
Ite
Skewn
Kurto
Ite
Skewn
Kurto
ms
R1
R2
R3
R4
R5
R6
ess
-.097
-.671
-.524
-.168
-.127
-.170
-.212
sis
-.953
.096
-.24
.810
-.887
-.992
-.920
ms
SB1
SB2
SB3
SB4
SB5
SB6
ess
-.329
-.497
-.278
-.601
-.117
-.269
-.021
sis
-.755
-.577
-.643
-.230
-.891
-.991
-.597
ess
.059
-.602
-.815
-.459
-.454
-.442
.087
sis
-.615
-.493
.566
-.615
-.663
-.900
-.660
-.443
.069
-.059
-.615
-.336
-.235
-.532
-.414
.028
-.343
ms
ET2
ET3
ET4
ET5
ET6
ET7
OEP
1
OEP
2
OEP
3
OEP
4
-.545
-.657
-.411
-.440
-.386
-.486
-.361
-.741
-.286
-.290
-.515
-.442
-.790
-.685
.210
-.703
PA1
SB7
-.180
-.879
.173
-.972
PA2
EM1
PA3
PA4
PA5
PA6
MC1
MC2
MC3
MC4
MC5
EM2
-.404
-.533
-.367
-.272
.024
-.690
-.697
-.835
-.021
-.116
-.485
-.689
-.984
-.786
-.861
-.017
EM3
EM4
EM5
EM6
EM7
EM8
EM9
ET1
10 Reliability
Reliability is run to check whether the items of a particular variable are
related to it or not. It is run to check the consistency of the items. We check
our reliability through the value of Cronbach Alpha. The value of Cronbach
Alpha should be more than 0.60. If incase the value of Cronbach Alpha is less
than 0.60, then the item of that variable which has the highest value of
Cronbach Alpha if item deleted is deleted from the data. We have deleted
31
the R3 and PA5 items from our data in order to make it reliable. So the value
of Cronbach Alpha in these both cases, more than 0.50 is also acceptable.
Table 3
Reliability analysis (inter item consistency)
Serial
Variable
Cronbach
name
1
2
3
4
5
6
7
name
R
PA
MC
SB
EM
ET
OEP
alpha
0.526
0.550
0.596
0.646
0.635
0.660
0.746
no of items
5
5
5
7
9
7
4
11 Factor Analysis
The EFA has two assumptions which should be fulfilled in order to run the
analysis:
Table 4
Factor analysis
Serial no
1
2
3
4
5
6
7
8
9
Variance
R
.605
.542
.536
.459
.771
PA
.547
.726
.536
.662
.512
MC
.795
.711
.485
.663
.410
SB
.600
.590
.530
.694
.666
.455
.464
35.047
36.287
39.624
33.537
EM
.705
.668
.278
.561
.445
.541
.348
.304
.655
27.425
ET
.277
.593
.710
.326
.718
.739
.584
OEP
.796
.761
.795
.685
34.877
57.859
32
Explained
KMO
0.56
Barttlet
.003
0.594
.001
0.654
.000
0.708
.000
0.655
.000
0.726
.000
0.702
.000
In this analysis, all the variables have KMO of more than 0.60 and the
Bartletts values are also significant.
12 Descriptive
We collected data from different organizations through questionnaires. Our
total number of respondents is 70. Minimum and maximum values show the
responses by most of the respondents. Mean is the average number of
responses while standard deviation shows how much the respondents have
deviated from the mean. Skewness and Kurtosis tell us whether the data is
normal or not. If the value of Skewness and Kurtosis is between 1, then the
data would be normal.
Table 5
Descriptive Analysis
Variable
s
R
Mean
SD
Min.
Max.
Kurtosis
5.00
Skewne
ss
.310
70
3.39
.561
2.20
PA
70
3.50
.569
2.00
4.60
-.494
.247
MC
70
3.75
.557
2.60
5.00
.310
-.634
SB
70
3.73
.525
2.57
4.71
.207
-.865
EM
70
3.74
.427
3.00
5.00
.549
-.054
ET
70
3.81
.530
2.71
5.00
.503
-.032
OEP
70
3.82
.651
2.50
5.00
.281
-.707
-.634
33
13 Correlation
Correlation tells about the magnitude and direction of the data. The
magnitude is represented by the numerical value of the Pearson whereas the
direction is shown by signs of the numerical value. Magnitude shows how
strongly or weakly are the variables related to each other. The value of r
more than 0 and less than 0.5 indicates a weak relation. The value of r more
than 0.5 but less 0.7 tells that a moderately strong relation exists and if the
value of r lies between 0.7 1 then this shows a strong relation. The value of
r between our both independent variables EM and OEP is .467** which
represents a weak positive relation with each other. The correlation values
between our other dependant variables and OEP are -.129, .035, .640**, .
562** and .609**. Rewards have a negatively weak relation with OEP.
Performance Assessment has a weak positive relation with OEP. The
Management Commitment, Supervisory Behavior and Environmental Training
have a positive moderately weak relation with OEP. All other values are also
interpreted likewise.
34
Table 6
Correlation Analysis
Variable R
s
R
1
PA
MC
SB
EM
PA
MC
.
470**
.073
.108
SB
-.004
.189
.489**
EM
-.233
.210
.406**
.549**
ET
.068
.304*
.634**
.537**
.583**
OEP
-.129
.035
.640**
.562**
.467**
.609**
Note:
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
ET
OEP
14
Regres
sion
35
consisted of all the variables till EM and the second part consisted of all the
variables from EM to OEP.
The first part consisted of all the IVs i.e. R, PA, SB and a moderating variable
MC. We first checked the regression of the IVs on our DV which in this part of
framework is EM. According to Table 7, the hypothesis H1 that rewards are
positively related with EM is rejected whereas the hypotheses H2 that PA has
a positive impact on EM and H3 that SB is related to EM are accepted.
Table 7
Regression Analysis
Variable
Constant
2.432
-.279
S.E
t-value
p-value
.389
6.252
.000
.082
-3.425
.001
Hypothesis
Not
supported
PA
.217
.082
2.653
.010
Supported
SB
.401
.078
5.121
.000
Supported
Constant
2.839
MCSB
.064
S.E
t-value
p-value
.178
15.929
.000
.012
5.244
.000
Hypothesis
Supported
36
S.E
t-value
p-value
Constant
1.105
.460
2.400
.019
EM
.723
.122
5.921
.000
Hypothesis
Supported
S.E
t-value
p-value
Constant
1.163
.616
1.888
.063
EM
.712
.163
4.353
.000
Hypothesis
Supported
37
Regression Analysis
Variable
S.E
t-value
p-value
Hypothesis
Constant
.470
.571
.823
.413
EM
.258
.179
1.441
.154
Supported
ET
.627
.144
4.341
.000
Supported
N
70
70
70
70
70
70
70
Mean
3.39
3.50
3.75
3.73
3.74
3.81
3.81
Std.
Deviation
.5615
.5694
.5573
.5255
.4276
.5302
.6518
38
Our all variables are significant which means that our data is applicable on
population. Here in the table all the variables are at significant so we can say
that results of sample are applicable on the population and if we change our
sample size the results will be same at 95% confidence level. Only 5%
variation will be in the data due to other factors of the population.
Table 13
One Sample Test
Variables
df
Sig.(2
95% Confidence
Tailed)
Interval
Lower
Upper
50.57
69
.000
3.26
3.52
PA
51.54
69
.000
3.37
3.64
MC
56.40
69
.000
3.62
3.89
SB
59.51
69
.000
3.61
3.86
EM
73.28
69
.000
3.64
3.84
ET
60.18
69
.000
3.68
3.94
OEP
49.14
69
.000
3.67
3.98
39
significant, then the results are not applicable on population and we apply
Mann Whitney Test. In the below mentioned results, the value of Levene is
insignificant and p value is significant, so the results are applicable on the
population.
Table 14
Comparison of gender on variables
Variables
EM
Male
Mean
3.68
4.07
S.D
.403
.422
t
-2.88
Levene
.551
Sig.
.005
Female
17 ANOVA
Generally an independent sample test is performed when we want to check
the effect of two groups of a variable on a DV whereas ANOVA is done when
we want to check the effect of a variable consisting of more than 2 groups on
another variable. We wanted to check the effect of age on our DV EM but we
could not run EM as our one group consisted of only one response. So we
checked it through independent sample t test. For this, the Levene should be
insignificant and the p value should be significant. As our assumptions are
fulfilled, so our results are applicable on population.
Table 15
Comparison of age on variable employee mo tivation towards ecoinitiatives.
Variables
Mean
S.D
Levene
Sig.
40
EM
3
<=
3.5
3.78
.352
.427
-2.008
.425
.049
>3
18 Recommendations
A study on relationship between employee motivation and environmental
training should be conducted in lieu of GHRM from the employees of
corporate world. A study on association between Employee empowerment
and employee motivation should be conducted with respect to GHRM in the
industrial world.
19 Discussion
Our H1 has been rejected which states that reward are positively associated
with employee motivation towards eco-initiatives. It is not necessary that an
employee feels satisfied with the rewards. Sometimes employee shows his
commitment because of the salary package or sometimes the environment
of the organization satisfies the employee more than the rewards.
Sometimes employees are discriminated on the basis of rewards thats the
reason rewards not always motivate the employees.
Our H2 has been accepted which states that the positive impact of
performance assessment with employee motivation towards eco-initiatives.
Because when they employees know that their work is being assessed they
work with more dedication which leads to motivation towards environmental
performance.
41
42
20 Conclusion
As our topic was related to GHRM, the HR managers should implement this
study in order to develop and organization which has an environmental
performance. The employees are more motivated towards EM through PA
and they are motivated if the management is also committed towards the
implementation of environmental policies in the organization. Moreover this
study has shown that even if the employees are motivated towards
environmental management then also they require training in order to
implement those policies. Because if they employees are motivated towards
environmental acts, but they have no knowledge about it or the organization
doesnt have environmental policies then the organization environmental
performance would not be achieved.
43
21 References
Barnes,P.(1996). Improving worker performance. Journal Of B&E Review 24-8
Brio,J.,and Junquera,B.(2007). Management and employee involvement in
achieving an environmental action based competitive advantage.
International Journal Of Human Rsource Management 18, 491-522
Chaudhary,N., and Sharma,B. (2012). Impact of employee motivation on
performance (productivity) In private organization. International Journal Of
Business Trends And Technology 9
Danish,R. Impact of rewards and recognition on job satisfaction and
motivation: An empirical study from Pakistan.International Journal Of
Business Management 5, 2
Devadaas,R.(2011). Employees Motivation in Organization An integrative
literature review. International Journal Of Sociality And Economics
Development 1
Flejszman,A.(2009) Benefits of environmental management system in polish
companies compliant with IS0 14001. Journal Of Environmental Studies 18,
411-419
Govindarajulu, N., and Daily, B. (2004). Motivating employees for
environmental improvement. Journal of Industrial Management & Data
Systems 104, 364-372
44
45
46
Appendix
Items
Rewards
Measurement
My organization has a good
reward system.
Establishing performance targets
based on training needs results in
improved environmental practices.
Rewards based on performance
enhance my efficiency.
My organization provides me both,
monetary and non-monetary
47
rewards.
Rewards in my organization are
based on the achievement of
environmental goals.
My organization practices rewards
after competion of every task.
My organization has a good
reward system.
Establishing performance targets
based on training needs results in
improved environmental practices.
Rewards based on performance
enhance my efficiency.
My organization provides me both,
monetary and non-monetary
rewards.
Rewards in my organization are
based on the achievement of
environmental goals.
My organization practices rewards
Performance Assessment
48
performance assessment.
My organization's management is
committed towards protecting the
environment.
The management of my
organization is committed towards
controling the activities that cause
harm to the environment.
Top management of my company
is committed towards
implementing enviromental rules
and regulations based on ISO
140001.
Management is commited towards
creating an eco-friendly
enviroment withiin the
organization.
Monitoring environmental
activities (recycling, waste
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commitment.
I can disagree with my manager or
supervisor on work related issues
without fear.
Supervisors encouragement
regarding innovative ideas
enhances my capability.
I have opportunities to socialize
with my supervisor.
My supervisor assigns work fairly.
I expect my supervisor to praise
me publically.
My supervisor helps me develop
my environmental management
skills.
My supervisor selects candidates
Employee Motivation
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motivates .
Employee training and
development programs help with
employee retention.
provide time for learning and
allow for practice of new skills onthe-job create green environment.
In house/ on the job training
results in best environmental
practices.
Off the job training contributes
more towards organizations green
environment.
Insufficient training may result in
poor environmental practices and
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de-motivation.
Establishing performance targets
based on training needs results in
improved environmental practices.
Employee training and
development programs help with
Organization Environmental
employee retention.
Environmental Performance
Performance
results in improved
competitiveness of my company.
Organization environmental
performance enhnces my
company's image.
My company's environmental
performance leads towards
economic improvement.
Environmental Performance
increases my knowledge.