Human Resource Dimensions for Environment Management System: Evidence from Two Indian Fertilizer Firms

Abstract

While economists and business leaders argue at length about economic regimes and policy implementations as key drivers of growth and sustainability patterns in firms, it is the less immediate causal links -- like the environment -- that often get elided or underwritten in the process. Notwithstanding such elisions, the issue has had a way of coming back to the center, as evidenced from changing trends in social and consumer expectations and also corresponding intricacy of global environmental conventions. Environment Management Systems (EMS) is now integrated into the structural framework of firm operations as a preventive tool that can better control the impact a firm has on the environment. Having said this, it is also true that a major input in operationalizing EMS comes from factors driven through Human Resource (HR) functions. This paper attempts to empirically test this interactive relationship between EMS and HR dimensions.

Key words: Policy implementations, Sustainability, Environment Management Systems, Preventive tool