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CHAPTER-1
INTRODUCTION
After the wealth of research into green initiatives & green marketing, accounting as per the
researcher,(1992), and management McDonough and Prather, (1997), gaps still exist in the
Human Resource Management (HRM) literature on the HR aspects of environmental
management - Green HRM. Such gaps include an informative guide on the emergent
literature, its scope and coverage, and a process model and research agenda in this field. The
contribution of this article is threefold:
(1) To examine and draw together the HR aspects of environmental management, employee
engagement and map the terrain in this field.
(2) To detail a model of the HR processes involved in Green HRM.
(3) To propose a research agenda to guide future research in the field of Green HRM.
As per the research proceed first, by reviewing the literature on the HR aspects of
environmental management & employee engagement, second, by discussing the issues
arising from the review of these literatures, third, in proposing a process model of HR issues
involved in Green HRM, and fourth, by providing a research agenda in Green HRM and also
impact of green initiatives on employee engagement in service sector. As per the research
then offer some conclusions forward. As per the research begin with a note on the research
methodology used in this article, and then a review of the extant literature on environmental
management and HRM, which covers the following HR processes in turn, namely of:
recruitment; performance management and appraisal; training and development; employment
relations; pay and reward; and exit. There is a growing need for the integration of
environmental management into Human Resource Management (HRM) Green HRM research practice. A review of the literature shows that a broad process frame of reference for
Green HRM has yet to emerge. A concise categorization is needed in this field to help
academics, researchers and practitioners, with enough studies in existence to guide such
modeling. This article takes a new and integrated view of the literature in Green HRM, using
it to classify the literature on the basis of entry-to-exit processes in HRM (from recruitment
to exit), revealing the role that HR processes play in translating Green HR policy into
practice. The contribution of this article lies in drawing together the extant literature in this
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area, mapping the terrain in this field, and in proposing a new process model and research
agenda in Green HRM.
1.1Green Initiatives taken by Indian Companies.1
1) Patni Responds to Green Initiatives with IT- BPO Center in Noida
2) Acer, HCL Info systems and Wipro Personal Computing run programmers on E- Waste
management (Take back services).
3) Sify Technologies, India's integrated ICT services provider has implemented green
measures in its facility in Mumbai.
4) Bajaj Auto has installed wind peas per the research generation units in three factories that
not only conserve energy but also save Rs 25 crore in peas per the research costs each
year.
5) The Orchid Emote HotelAsia's first ecofriendly five-star hotel chain, is conserving
natural resources without compromising quality of service
6) ITC achieved milestone tags, such as "carbon positive," "zero solid waste," and "water
positive."
7) Infosys plans to become a carbon neutral company by 2012
8) Dr Reddy's Laboratories (DRL) the only Indian pharmacy company to release anannual report, called the Sustainability Report.
1.2 Green Initiatives taken in the World:2
1) Polycom has decreased energy use and carbon dioxide emissions by 34%.
2) Boeing has decreased energy use and carbon dioxide emissions by 24%.
3) Nokia : sources 25% of its energy from renewable resources and aims to increase that
amount to 50% by 2010.
4) HPs ENERGY STAR qualified products save consumers money
5) Wal-Mart: Pushed its 60,000 suppliers to push 60,000 suppliers to produce eco-friendly
goods, Cut energy use at its more than 7,000 stores worldwide by 30%.
6) General Electric Co. Launched the nation's first credit card. : Invested$900 million in
1www.chillibreeze.com/.../top-10-indian-green-companies-green-business-practices.asp.
viewed on :16th feb,20112www.buzzle.com/articles/environmental-issues/.Viewed on : 16th Feb,2011
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cleaner technology research and development in 2006, drawing closer to its $1.5 billion
annual ecomagination R&D target by 2010.
Yahoo! Autos : create Green Ratings for cars, giving consumers easy-to-use
environmental information about their car choices.
Dell plants solar trees in the parking lot.
1.3Some of green initiatives taken by Indian government are as follows:
1) Gujarat moots green credits for clean earth rather than carbon credit.
2) A network of Environmental Information System (ENVIS), with its focal point in the
Ministry of Environment and Forests, has been created .3) President Barack Obama and Indian Prime Minister Dr. Manmohan Singh jointly
launched a new U.S.-India Green Partnership [ National Environmental Protection
Authority (NEPA)].
4) The government has taken initiatives like providing tax concessions on purchase of
environment-friendly home equipments, regulations
1.4What does Going Green mean?
Eric G. Olson (2009) defines a green initiative as,
An initiative that complements the business, operations and asset strategies alreadyunderstood and articulated by the enterprises, that has a positive impact on the environment.
Three principles:
I. Common culture of awareness and action.
II. Facilitates decisions and transformation initiatives that improve theenvironment.
III. Attractive value propositions that is cost effective.
From Regulatory Issues to looking at them as Green Strategy Business Issues
a) New environmental regulations and laws as per the researchre createdin 1970s to protect the environment
b) Formation of CERES (Coalition for Environmentally ResponsibleEconomics in 1989)
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1.5 Need for green initiatives
The basic need for the evolution of green initiatives is as follows:
1.5.1 Growing population ---> Depletion of natural resources: Overpopulation is a
condition where an organism's numbers exceed the carrying capacity of
its habitat. The term often refers to the relationship between the human
population and its environment, the Earth.
1.5.2 Lack of proper waste disposal: Recycling is processing used materials (waste)
into new products to prevent waste of potentially useful materials, reduce the
consumption of fresh raw materials, reduce energy usage, reduce air pollution
(from incineration) and water pollution (from land filling) by reducing the need
for "conventional" waste disposal and greenhouse gas emissions as compared to
virgin production.
1.5.3 Deforestation: The loss of forests due to overcutting of trees. One consequence
ofdeforestation is soil erosion, which results in the loss of protective soil cover
and the water-holding capacity of the soil.
1.5.4 Excessive pollution: The pollution that peoples throw anything on the street
like rests of food, paper, plastic bags and all other things. I dont understand
why people throw things on foot when a garbage.ken is really near. I understand
that not all people like to respect the rules of society.
1.5.5 Global warming: Global warming is when the earth heats up (the temperature
rises). It happens when greenhouse gases (carbon dioxide, water vapor, nitrous
oxide, and methane) trap heat and light from the sun in the earths atmosphere,
which increases the temperature. This hurts many people, animals, and
plants. Many cannot take the change, so they die.
1.6 FACTS OF GREEN INITIATIVES:
4
http://en.wikipedia.org/wiki/Organismhttp://en.wikipedia.org/wiki/Carrying_capacityhttp://en.wikipedia.org/wiki/Habitathttp://en.wikipedia.org/wiki/World_populationhttp://en.wikipedia.org/wiki/World_populationhttp://en.wikipedia.org/wiki/Environment_(biophysical)http://en.wikipedia.org/wiki/Materialhttp://en.wikipedia.org/wiki/Wastehttp://en.wikipedia.org/wiki/Energyhttp://en.wikipedia.org/wiki/Incinerationhttp://en.wikipedia.org/wiki/Landfillinghttp://en.wikipedia.org/wiki/Greenhouse_gashttp://www.everythingbio.com/glos/definition.php?ID=802http://en.wikipedia.org/wiki/Organismhttp://en.wikipedia.org/wiki/Carrying_capacityhttp://en.wikipedia.org/wiki/Habitathttp://en.wikipedia.org/wiki/World_populationhttp://en.wikipedia.org/wiki/World_populationhttp://en.wikipedia.org/wiki/Environment_(biophysical)http://en.wikipedia.org/wiki/Materialhttp://en.wikipedia.org/wiki/Wastehttp://en.wikipedia.org/wiki/Energyhttp://en.wikipedia.org/wiki/Incinerationhttp://en.wikipedia.org/wiki/Landfillinghttp://en.wikipedia.org/wiki/Greenhouse_gashttp://www.everythingbio.com/glos/definition.php?ID=8027/29/2019 Final Report of Capstone Project
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1.6.1 3For every ton of paper that is recycled, the following is saved: 7,000 gallons of water;
380 gallons of oil; and enough electricity to an average house for six months.
1.6.2 You can run a TV for six hours on the amount of electricity that is saved by recycling
one aluminum can.
1.6.3 By recycling just one glass bottle, you save enough electricity to 100-watt bulb for
four hours.
1.6.3 An aluminum can that is thrown away will still be a can 500 years from now.
1.6.4 Lighting typically uses 10% of a homes electric bill. Compact florescent light bulbs
(CFS) use 75% less energy than standard incandescent. They also last 10 times
longer.
1.6.5 The average American uses 680 pound of paper every year and uses seven trees a year
in various wood products. The average household throws away 13,000 pieces of paper
a year.
3www.gogreen_facts_initiatives%.html. Viewed on : 24th of Feb.2011
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CHAPTER-2
2.1 OBJECTIVE OF STUDY
In order to deploy green initiatives, an environmental policy should be created that is aligned
with the strategic goals of the business. Business stakeholders define a set of ongoing
objectives that address the environmental policy. Every research has certain objectives which
research to be done. So the certain objectives are mentioned below:
1. To Identify of the Indian IT companies which are taking green initiative in India.
2. To understand the Role of HR in taking green initiatives.
3. To study the impact of green initiatives on employee engagement in IT sector.
2.2 SCOPE OF THE STUDY
The study is conducted on all overINDIA in IT (Information Technology) sector through
email and personal visit. This study is conducted because many of the organizations are not
aware about the green HRM and if they are aware they didnt apply it. So as per the research
will intended to see in this study that an organization which is taking green initiatives is
having more employee engagement. At last but not least will find out that organizations who
are taking green initiatives are not only increasing their business performance and profits but
also contributing towards an eco-friendly environment.
CHAPTER-3
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3.1 EMPLOYEE ENGAGEMENT
4Employee engagement is one of the crucial roles of HR. Employee Engagement is the
means or strategy by which an organization seeks to build a partnership between the
organization and its employees, such that employees fully understand and is
committed to achieve the organizations objectives, and the organization respects the
personal aspirations and ambitions of its employees. It is seen largely as the organizations
responsibility to create an environment and culture conducive to this partnership. High
engagement levels amongst the employees leads to high productivity. In other words an
"engaged employee" is one who is fully involved in, and enthusiastic about, his or her work
and thus will act in a way that furthers their organization's interests. According to Scarlett
Surveys, "Employee Engagement is a measureable degree of an employee's positive or
negative emotional attachment to their job, colleagues and organization which profoundly
influences their willingness to learn & perform at work". The IT industry is faced with high
levels of attrition at the entry level. The purpose of this study has been to find out the
engagement levels of the entry level employees in the IT sector and suggest measures to
increase the same. In the first phase of the project, through secondary research, as per the
research found out the variables influencing employee engagement. In the second phase as
per the research found out the impact of these variables on the entry level employees in the IT
sector. In the next stage, the obtained data was analyzed using statistical tools and techniques
and their interpretations done.
The Indian IT sector is faced with high attrition rate among the
entry level employees resulting in high recruitment and training costs. The attrition
also results in loss of productivity due to the vacancy created by the exodus of the employee.
The purpose of this study is to find out where the lacuna is and to try and find what corrective
measures can be taken to reverse this undesirable trend. The engagement levels of the entrylevel employees observed, various factors considered, and thereafter the attempt to
address the problem of reducing the attrition level was undertaken.
1. An engaged employee is more likely to:
Understand and support through action a companys vision and goals
4realizedworth.posterous.com/csr-green-initiatives-how-to-engage-employees
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Recommend the companys products and services to friends and family
Work smarter and longer hours without being asked twice.
Categories of Employee Engagement:
5According to the Gallup the Consulting organization there are there are different types of
people:-
(1)Engaged: "Engaged" employees are builders. They want to know the desired expectations
for their role so they can meet and exceed them. They're naturally curious about their
company and their place in it. They perform at consistently high levels. They want to use
their talents and strengths at work every day. They work with passion and they drive
innovation and move their organization forward.
(2) Not Engaged: Not-engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so they
can do it and say they have finished. They focus on accomplishing tasks vs. achieving an
outcome. Employees who are not-engaged tend to feel their contributions are being
overlooked and their potential is not being tapped. They often feel this way because they
don't have productive relationships with their managers or with their coworkers.
(3) Actively Disengaged: The "actively disengaged employees are the cave dwellers."
Theyre Consistently against Virtually Everything." Theyre not just unhappy at work;
theyre busy acting out their unhappiness. They sow seeds of negativity at every opportunity.
Every day, actively disengaged workers undermine what their engaged coworkers
accomplish.
CHAPTER-4
REVIEW OF LITERATURE
4.1 GREEN INITIATIVES
5authenticorganizations.com/.../3-types-of-employee-engagement-advocates-which-type-
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Now a days the global trading is emerging in every organization. When a company is
becoming global the main challenge for them is to respect other culture and workforce and
for this the company is focusing on corporate social responsibility. To introducing CSR Hr
plays a crucial role and by introducing green initiatives the value of share holder, employee
engagement and employer brand recognitions increased. CSR should include the companys
carbon footprints which benefit the planet and there should be fully utilization for the natural
resources. Embarrassing green aspects of CSR is clearly understood; give the direct impact
that raising energy and utility cost has on everyone responsibility. For reducing each
employees carbon foot prints the company should use recycling for the wastage. (D. Jhones
2010). The historical comparison of four communities, the article concludes that organizing
and managing natural resources in part as community property can play a central role in
avoiding surprises. Here a surprise means sudden and unexpected changes in natural
environment. Organization can play a vital role in avoiding these surprises, by using the
concept of GREEN HRM that involves taking initiatives for employee engagement. King A.
(1995). The Green Team of volunteers from within the company," noted for sustainability.
"These include designers, production people, shipping people, and sales people and
represents all facets of the company; so when someone has an idea of how as per the research
can do something better, it's often the Green Team that champions it." Mike Santos. ( Jan
2011). Employee buy-in is a key factor in ensuring small- and medium-size enterprise
(SME) engagement with corporate social responsibility (CSR). They use participant
observation and semi-structured interviews to investigate the way in which three fair trade
SMEs utilize human resource management (and selection and socialization in particular) to
create employee engagement in a strong triple bottom-line philosophy, while simultaneously
coping with resource and size constraints. The conclusions suggest that there is a strong
desire for, but tradeoff within these companies selection of individuals who already identify
with the triple bottom-line philosophy and individuals with experience and capability to deal
with mainstream brand management two critical employee attributes that appear to be
rarely found together. The more important the business experience to the organization, the
more effort the organization must expend in formalizing their socialization programmes to
ensure employee engagement. A key method in doing this is increasing employee knowledge
of, and affection for, the target beneficiaries of the CSR programme (increased moral
intensity). Andrew Crane (2010). The unavoidable need for Corporation to shift to
Environment friendly business practices that will help reduce carbon emission and in the
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process that sustainable business will be the only profitable business into the next round of
corporate social responsibility and the issue of sustain ability gain ground across the world.
All worker in the organization should be aimed not towards the maximum of financial profit,
but towards the maximum of the balance b/w Economic, Social and environmental capital
and by doing this the organization can earn profit and they can also include the employee
engaged side it reduce the unemployment rate. Sharma Aditi (2009).The HR role is to help
in educating and nurturing a breed of future generation leader who are environment
sensitive. He define going green as a biggest contribution that HR can make is in building
awareness among the expensive for making choice that will work towards a sustainable
Environment. Greening the business is not only the role of the HR but also the role of the
each individual and leader. They promote the environment friendly business practice and
when the organization goes for greening then there is the more in of employee. Rath Bimal
(2009). The everyone should take the responsibility for greening, be it the private sector
,public sector, Educational institutions or individual. Now a days in many organization they
circulate regular to all the Employee to be more eco friendly by using less paper, energy,
electricity etc. the organization can also promote the green campaign by making it
measurable criteria in performance assessment and should be a part of key result area (KRA).
Dutta Madhusudan (2009). Unless the practice of greening starts at an individual, lend of
corporation born should come forward into the matter. Firstly Frees are moved to build a
building are made around the trees CII Addressing the greening at two level .At policy level
where they engage with the govt. in the policy formation and rule making .They also green
their office Environment and Engage source of their worker in it . and second is smoking
banned and not allow to carry a poly bag in the office campus so at cast when every
individual keep their home clean and green than only it come up to the corporate level .
Rajan Subha (2009).
4.2 EMPLOYEE RETENTION
The challenge has extended to Esty includes "the directive to better integrate and coordinate
our state's energy and environmental policy in order to strengthen our ability to protect the
environment; to clean, conserve and the cost of energy; and to set the table for rapid and
responsible economic growth."So that the employee retention in company results good
Patricia Daddona (Feb 11, 2011). They believe that employers are starting to pay a
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premium again for new staff but warn they mustn't be complacent about their ability to attract
talent. "Eighteen months ago, candidates might have been begging you for a job, but life has
changed radically since then and they've now got choices," he says. "a lot of employers don't
understand the importance of their employer brands. It's not only about how you conduct
interviews, but also factors like how quickly you get back to candidates. If employers don't
get these things right it can stain their reputation.". Employers meantime should be increasing
their focus on employee retention. "The balance is once again shifting and it's becoming a
candidates' market once more," [Amanda McCulloch] adds. "Employers need to look at staff
retention strategies to include both short and long-term financial incentives. Victoria
masterson (2010), John Denholm(2009). The green workforce and its impact on the
organizations and environment. Green workforce involves greens initiatives adopted by
companies across industries for its employees. It has high impact on companys operating
cost and the environment. Initiative like green workforce can helps companies to retain and
attract best available talent thereby to reap benefits in the longer run along with saving
millions by taking on the green workforce initiatives. Vasu Gaurav (2008). The most and
important appropriate way to aware the employees about green are by learning to
differentiate is to market their companies to employees and prospects as green. Green is
considered as an important recruitment and retention tool. The reason behind this is that
employees feel a significant sense of responsibility and association with their employers
action concerning the environment.( Dwigder (2007).
4.3 EMPLOYEE ENGAGEMENT
Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. An engaged employee is aware of business context, and
works with colleagues to improve performance within the job for the benefit of the
organization. It is a positive attitude held by the employees towards the organization and its
values. The paper focuses on how employee engagement is an antecedent of job involvement
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and what should company do to make the employees engaged. The paper also looks at the
Gallup 12 point questionnaire, survey that identifies strong feelings of employee engagement
and the steps which shows how to drive an engaged employee.( Reinhardt, F. L. (2002).
When every organizations & employee clear about the objective of Go Green and need
accepted at the top level, then it will be automatically flow through the hierarchy upto the
lost employee protecting the environment means protecting the future generation. It will not
only improve the Quality of life but also help the organization to achieve the long term lost
effectiveness. This all an possible their awareness of going green HR is only one which
can take in initiative towards going green by engaging all the employee of the organization
towards this objective and it also improve the company image. Garg Ajay (2009). Every
business choice must be evaluated based on a cost/benefit analysis. The implementation of
green business practices is no exception. The good news is that "going green" can have a big
impact on a company's success. There are a number of fundamental things that are typically
involved in greening a company. Arguably, the most important factors of truly successful
green strategies are: getting employees involved by finding green initiatives that they are
passionate about and finding ways to communicate to customers about the company's efforts
to be more environmentally and socially responsible. A suggested course of action is to hold
staff meetings and sessions with key franchisees to solicit input regarding green initiatives the
company could undertake. Investing time and resources in green initiatives company to "do
the right thing" but it also a smart investment that can make big improvements to a company's
bottom line. Phil Baugh (2010). If the organization educate their employees, transparency
of communication is there and the employee participation is more than they feel the
belongingness with the organization than the company can make the cost reduction a priority
and green practice can be go on easily and by this employee engagement will become more in
an organization and as per the research all know that Engaged employees can be a the force
to drive green cost saving initiatives forward and it can only establish by credibility and trust
and a relationship with employees. The way to do that is by demonstrating continued
commitment to the employees. One of the biggest benefits of engaging employees is that
because ideas come from employees, buy-in is essentially ensured -- most of the people
affected by the cuts approve of them before they are given a green light. It is important,
though, to continue to keep people informed about the status of their recommended cuts.
Going green can provide demonstrable benefits to all stakeholders and helping the client to
drive expenses saving and revenue growing using sustainability. Establish credibility and
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reduce expenses through employee engagement in sustainable business practices .Use their
proprietary innovation process to design green products and services to engage your
customers and increase revenue. Franklin Glennon(2010). The employee motivation on
green or sustainable business practices is the basis for success in green marketing and
innovation. The challenge is to align internal practices with green business goals. The
organisation should start the collection of information related to green initiative informally so
employees that have initiated green activities do not hide them out of concern over having
done something "against the rules" or without proper authorization. The best way to talk
about green initiatives is in straight-forward language without hype or promotional elements.
There is a strong propensity among the green audience to view with suspicion any
pronouncement that only reports the good elements without regard for the challenges inherent
in change and give an opportunity to the employee to speak for themselves. As we move
forward, maintain some informality or community feel to green initiatives to foster a sense of
partnership between the company and its employees. This can encourage and motivate others
to get involved and provide a sense of empowerment that will generate momentum on green
goals. Franklin Glennon(2009). A growing band of companies are investing in schemes
aimed at getting their employees to engage fully with their sustainability initiatives.
Employers are investing significant resources in these schemes because they view them as an
effective way to engender pride and goodwill among their staff. Employee engagement also
figures highly in BSkyB's 'The Bigger Picture' program, which aims to tackle climate change,
encourage participation in sport and generate interest in the arts. Its sustainability strategy in
2006 and this has proved popular with staff as well as consumers. Charles Gemma (2009).
When organizations think about the carbon management strategy more often than not the
primary emphasis is placed on the external communication of these initiatives. For the
maximum employee engagement the management should break their strategy in five
principal such as consultation, communication, education, participation and measurement.
The organization should be educate their employee where the employee are lacking and by
doing this the gap is being fulfilled and when carbon offsetting is part of a climate change
strategy, employees can be part of the decision making team that selects the types of
emission reduction projects a company invests in, increasing the likelihood that employees
will feel connected with the development of the project and the surrounding communities that
benefit as a result,when carbon offsetting is part of a climate change strategy, employees can
be part of the decision making team that selects the types of emission reduction projects a
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company invests in, increasing the likelihood that employees will feel connected with the
development of the project and the surrounding communities that benefit as a result and when
the whole organization come to know about the carbon emission objective then only the goal
is being fulfilled effectively and efficiently and it gives the impact on employee engagement.
Rachel Mountain (2001). Engagement is most closely associated with the existing
construction of job involvement Job involvement is defined as the degree to which the job
situation is central to the person and his or her identity (Lawler & Hall, 1970). Kanungo
(1982) maintained that job involvement is a Cognitive or belief state of Psychological
identification. Job involvement is thought to depend on both need saliency and the potential
of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about
the needs satisfying abilities of the job. Jobs in this view are tied to ones self image.
Engagement differs from job in as it is concerned more with how the individual employees
his/her self during the performance of his / her job. Furthermore engagement entails the
active use of emotions. Finally engagement may be thought of as an antecedent to job
involvement in that individuals who experience deep engagement in their roles should come
to identify with their jobs. Brown (1996)
4.4 CORPORATE SOCIAL RESPONSIBILITY
Employee buy-in is a key factor in ensuring small- and medium-size enterprise
(SME) engagement with corporate social responsibility (CSR). In this exploratory study, as
per the research use participant observation and semi-structured interviews to investigate the
way in which three fair trade SMEs utilize human resource management (and selection and
socialization in particular) to create employee engagement in a strong triple bottom-line
philosophy, while simultaneously coping with resource and size constraints. The conclusions
suggest that there is a strong desire for, but tradeoff within these companies selection of
individuals who already identify with the triple bottom-line philosophy and individuals with
experience and capability to deal with mainstream brand management two
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critical employee attributes that appear to be rarely found together. The more important the
business experience to the organization, the more effort the organization must expend in
formalizing their socialization programmes to ensure employee engagement. A key method in
doing this is increasing employee knowledge of, and affection for, the target beneficiaries of
the CSR programme (increased moral intensity).Andrew Crane (2010)
4.5 GREEN TECHNOLOGY
When it comes to selling environmentally friendly, or "green," technology, many solution
providers still don't believe it to be a sustainable endeavor to take to customers. At least not
yet at Varnex Fall Conference in late November, a Synnex Corp. poll found that 42 percent of
solution providers say green IT is building traction in the market. But 33 percent deemed it a
hard sell, requiring significant justification of cost savings and another 12 percent of solution
providers said it will only be a niche play in the foreseeable future. An additional 13 percent
think it will be worthwhile once the economy picks up. During a roundtable session at the
conference, several vendor executives said they surprised by the poll results. Solution
providers intent on leading with an environmental message should choose their target
customers wisely. Now everyone should move ahead for green initiative because of
sustainability (Scott Campbell (2009). The main aims of the organisations for taking green
initiatives are to promote awareness of the environmental impact on IT. It illustrates the
impact of extensive use of IT in homes and organizations, and considers the ways in which a
business could address IT efficiency and at the same time benefit from Green IT. It looks at
the organizational, process, cultural and ICT efficiencies which Green IT offers. It sets out a
best practice framework of five steps for a programme that will after the first stage become
part of the standard processes of IT operations. The author draws attention to the
responsibility of organizations to audit their information and look at information lifecycle
management as a key element of greening IT. It is all about being green.( Gabriel Chris
(2008). By the theoretical understanding of the relationship between job-related demands and
resources, employee as being and innovativeness. In conditions characterized by too high
levels of demands, employees may suffer from burnout. When job resources are high, they
are likely to feel engaged with their work. Burnout in turn can be seen as an inhibitor of
innovativeness, and work engagement as an antecedent to innovativeness, mediating the
effects of resources and demands at work on innovativeness Marjo-Riitta Parsifal (2007)
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4.6 MOTIVATION
Engagement is important for managers to cultivate given that disengagement or alienation is
central to the problem of workers lack of commitment and motivation .Meaningless work is
often associated with apathy and detachment from ones works .In such conditions,
individuals are thought to be estranged from their selves .Other Research using a different
resource of engagement (involvement and enthusiasm) has linked it to such variables as
employee turnover, customer satisfaction loyalty, safety and to a lesser degree, productivity
and profitability criteria (Schnidt & Hayes,(2002). The organisations which relates the for-
profit organizational environment requires continuous improvement. The improvement
efforts increase existing employee workloads and accountability for sustained performance
while not directly and equally increasing resources relative to the employees workload. The
inequity of resources to workload has been shown to affect employee perceptions; with
considerable literature addressing perceptions related to job satisfaction, performance and the
current trends of organizational change, and perceptions related to job satisfaction and
motivation Bennis (1996)
4.6 JOB SATISFACTION
The environmental responsibility has become a building block of corporate reputation and a
key component of most admired and best places to work. It impacts everything from
consumer brand preference, purchase decisions and employee retention, to partnership
opportunities, analyst perceptions and investor confidence. Thus in todays marketplace
commitments to protecting the environment are rapidly becoming the green fees for doing
the business (Duffy Jim (2010). In todays scenario employees are choosing that workplace
to invest their time and energy which is really influenced by green issues. Green initiatives
have a big impact on not just retention but also on employee engagement which can be seen
through job satisfaction, the commitment and engagement of an employee towards a
company.( Murray James (2007).
4.7 ROLE OF HR IN TAKING GREEN INITIATIVES
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It has been widely accepted that the greatest asset of any successful company is its people. As
recession looms and large-scale redundancies are announced on a daily basis it would be
understandable for green issues to slide to the bottom of the in-tray for HR Managers.
Inevitably short-term acute pressures will drive immediate priorities, but for those HR
Managers who have the space to think about how their organization can best weather the
current economic storm and come out on the other side in a stronger position, green issues
should be very much at the forefront of their thinking. There are three major areas which
need to be considered by HR managers to maintain sustainability-operational, functional and
influence. Thus HR play an instrumental Role in Creating a climate where green behaviors
become a part of the companys i.e. decreasing building energy use, reducing vehicle
emissions;, expanding green procurement, increasing green processing in the delivery of
programs and services, improving collaboration with communities for sustainability.
Suzanne Richbell (2001). According to this research paper it analyzed that in 2009 survey
HR professional found that the reasons the company implementing the green policies because
in improve the employee morale, productivity, increases employee loyalty, recruitment and
retention rate increased and the most important thing is that green HR practice is simple to
implement and reduce the huge cost for e.g. heightened recycling effort, the elimination of
disposal cups and other material and increase effort to turn off the light and electronic while it
not in use and the employee should be rewarded i.e. through monetary or non-monetary
benefit at the end of the year. The most effective and money-saving of green HR policies
involve the use of technology i.e. telecommuting, a practice that keeps car off the road and
among this most important is video conferencing which reduces the thousand of airfares as
well as time, conducting a internet interview also eliminate the cost. So it can be said that HR
plays a crucial role in taking green initiatives. Jamie McMahon (Aug. 2009). According to
this article it analyzed that HR plays a crucial role in greening the workplace because HR has
been urged to do encourage staff to make their workplace move to environmentally and eco-
friendly product and policies and its possible when the bottom line is aware and encourage to
adopt the same. HR is the only who can change the workplace operator and how staff travel
to work and as we know the HR is central helping to changing policies and procedure as well
as arguing the business benefits. HR can also initiate the about the video conferencing in
reduction of cost and so on. Karen Dempsey (June 14, 2005). Human Resource
Departments play a critical role in ensuring that the company adopts Green Initiatives and
Corporate Social Responsibility programs. Furthermore, HR can manage the Green Initiatives
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plan implementation and monitor its adoption proactively, while documenting (and
celebrating) its success throughout the company. Human Resources technology can help with
a employee engagement program, including reducing the companys carbon footprint to
benefit the planet. Start with these areas:
a) Implement and encourage green practices.
b) Foster a culture of social responsibility.
c) Celebrate successes.
d) Share and communicate the value of corporate social responsibility to employees and
the community.
Implement and Encourage Green Practices for Employee Engagement and Corporate
Social Responsibility
6Implementgreen practices to assist in environmental waste reduction, while promoting and
encouraging stewardship growth, better corporate ethics and long-lasting practices that
promote both personal and corporate accountability. The value inherent in embracing green
aspects of corporate responsibility is clearly understood, given the direct impact that rising
energy and utility costs has on employees pocketbooks. Conservation has become an
accepted means of making our planet healthier. Reducing each employees carbon footprint is
a great way of getting energy conservation and recycling waste initiatives off the ground.
Suggestions are as follows:
i. Recycle paper, cans and bottles in the office; recognize departmental efforts.
ii. Collect food and donations for victims of floods, hurricanes and other natural
disasters around the globe.
6 Lokhandwala Shafiq (2010): Green IT Adoption Is Driven by Business, Not
Environmental, Considerations,Forrester Blogs, vol. 4, Issue.23, Pg. No.124-129. Viewed on
23rd feb, 2011
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iii. Encourage reduced energy consumption; subsidize transit passes, make it easy for
employees to car pool, encourage staggered staffing to allow after rush hour transit,
and permit telecommuting to the degree possible.
iv. Encourage shutting off lights; computers and printers after work hours and on
weekends for further energy reductions.
v. Work with IT to switch to laptops over desktop computers. (Laptops consume up to
90% lessIncrease the use of teleconferencing, rather than on-site meetings and trips.
vi. Promote brown-bagging in the office to help employees reduce fat and calories to live
healthier lives and reduce packaging waste, too.
Foster a Culture of Employee Engagement
Creating a culture of change and responsibility starts with HR. Getting the younger
employees, who are already environmentally conscious; excited about fresh Corporate Social
Responsibility initiatives is a great way to begin. A committed set of employees who infuse
enthusiasm for such programs would enable friendly competition and recognition programs.
Employer brands are being eroded and the once sacred trust that employees had with stable
pensions, defined benefits and lifelong jobs, are being replaced with pay for performance and
adjustment to new learning goals. In this environment, Green Initiatives can go a long way in
rehabilitating the employer brand with potential new hires and society at large. It can help
defeat the image that corporate objectives are rooted in single minded profit at the expense of
society and the environment. Having a global HR solution that offers companies flexibility,ease of use and the right mix of tools is essential to the success of both employees and
employers alike, as they manage and maintain work-life balance and thrive in a changing
environment that includes taking on social responsibility. The success of your Corporate
Social Responsibility plan is possible with an HRIS that provides the capability to effectively
plan, control and manage your goals, achieve efficiency and quality, and improve employee
and manager communications.
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No doubt, green is red hot. Unfortunately, all the noise that individuals and businesses are
making about their half-hearted efforts to be environmentally friendly is its own form of
pollution. Going green seems to be more about look at me than look what we need to do.
True, some individuals and corporations do a lot in the way of conserving resources and
energy, and those efforts are deserving of some recognition; but the truth is, all the measures
that people and businesses are now taking or, in many cases, merely say they are taking to
reduce their carbon footprint are the sort of measures that we should have been taking (and
have been advised to take by environmental experts) for decades.
Green Team should be to investigate the latest green practices and educate employees center-
wide strike that, organization-wide on all that they can do to soften the companys impact
on the environment. Be sure to involve agents on the team; having come of age amidst the
green frenzy of recent years, members of Generation Y tend to be a little more
environmentally savvy and, thus, will likely be able to enhance your organizations carbon-
reduction efforts. Further, including agents on such an important team is a great way to
increase morale and engagement, and add job diversity to a position that is cloaked in
repetition and routine.
Reducing air travel has a bigger impact on the environment than you might think. According
to Sightline Institute, a Seattle-based not-for-profit think-tank focused on sustainability, flight
is one of the most fuel-guzzling forms of passenger transportation. While its true that airlines
aim to compensate for their high fuel bills by packing passengers into their planes, the fact is
that, per mile, powering a jet uses almost as much energy, and emits almost as much climate-
changing carbon dioxide, as each passenger would use driving alone in an average car.
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21
Sr.No. Themes of the article Name of the Author Year
1. Green Initiatives King A.
Mike Santos.
Andrew Crane
D. Jhones
Aditi Sharma
Bimal Rath
Madhusudan Dutta
Subha Rajan
1995
2011
2010
2010
2009
2009
2009
2009
2. Employee Retention Particia Daddona
Victoria Masterson
John Denholm
Gaurav Vasu
Dwigder
Feb
11,2011
2010
2009
2008
2007
3. Employee Engagement Reinhardt, F. L.
Phil Baugh
Franklin Glennon
Franklin Glennon
Franklin Glennon
Gemma Charles
Rachel Mountain
Brown
Ajay Garg
2002
2010
2010
2010
2009
2009
2001
1996
20094. Corporate social responsibility Andrew Crane 2010
5. Green technology Scott Campbell 2009
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CHAPTER-5
BIGGEST TYCOON IN IT SECTOR (INDIA) TAKING GREEN
INITIATIVES
Polycom (UK) India Ltd. ------Bangalore, Karnataka.
Tata Consultancy Services ----- Bangalore, Karnataka.
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Beetel Teletech Ltd.----- Gurgaon , NCR
IBM India Ltd.---- Noida , NCR.
5.1 POLYCOM (UK) India Pvt. Ltd.
Introduction:
7Polycom provides the most life-like experience for communication and remote meetings
from anywhere to anywhere, instantly. Today, the sole provider of integrated, end-to-end
unified collaboration solutions that help organizations meet both productivity and cost
containment challenges. By leveraging our leadership in all aspects of a face-to-face meeting
that include hearing each other (audio), seeing each other (immersive telepresence and video)
and showing each other things (content), Polycom makes meeting over distance just as
productive as being there. They enable rapid and collaborative decision-making, as per the
research shorten chains of communication over distance, and as per the research continuously
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enable innovative products and services. Polycom solutions have become critical to
companies and organizations trying to win in today's increasingly competitive world.
As the market leader in unified collaboration solutions, Polycom leverages the growing
organizational demand for collaboration. As per the research have over 600 patents either
issued or pending approval and over 15 million lines of active code across our product
portfolio. Last year as per the research delivered our vision for collaboration with best-of-
breed Voice over IP and Video over IP products. Recently raised the bar yet again, by
becoming the only provider of the ultimate high definition solution, Polycom Ultimate
technology, Economic uncertainty, Globalization and cultural complexity, Outsourcing, off-
shoring, and mobile workforces. Reduced travel, reduced budgets, and mandates to carbon
footprint. Convergence in business and a greater need to collaborate at every level. These are
the realities that every business faces today. With Polycom, your teams can communicate and
share information in real time over any device, across any network. It can bring your
dispersed and extended teams together instantly, make decisions faster, and increase your
companys productivityand gain a fast return on your investments (ROI) at the same time.
Thats why more Global 2000 and Fortune 500 companies worldwide use Polycom solutions
to connect people, ideas..
Reduce your carbon footprint with Polycom collaborative tools.
The carbon footprint is part of ecological footprint and represents the overall impact the
activities your organization has on the environment. The larger your footprint, the greater the
amount of greenhouse gases produced, which are measured in units of carbon dioxide
(CO2).Carbon emissions and changes in the climate are real concerns, and have resulted in
an increased focus on organizations to adopt go green initiatives. Governments have
established mandates and organizations are being offered incentives to adoptenvironmentally friendly policies. Businesses are starting to realize that a responsible
environmental policy not only provides a competitive advantage, but it also increases brand
equity.
Polycom works with organizations to identify ways in which our collaborative technologies
such as voice, video, and conferencing can be deployed to help organizations go green.
Our Go Green Initiative Service Program includes an evaluation of current travel patterns
and practices, an assessment of how users currently work and would prefer to work, and
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provides formulas that can be used to increase productivity, improve time efficiency, and
reduce travel costs.
Note : 8Polycom Takes Green Initiatives At the Duration Of 1
Year.
10 Sep 2007 ... Many factors comprise a corporate green initiative
17 Apr 2008 ... Fujitsu Siemens Computers uses Polycom immersive
5.2 Tata Consultancy Service
Introduction:
9Tata Consultancy Services (TCS) is one of the major providers of information technology
services. The company provides a wide range of services including business consulting,
information technology, business process outsourcing, infrastructure, and engineering. The
company operates in Americas, Europe, Middle East, South Africa and Asia Pacific. The
company is headquartered at Maharashtra, India and has around 111,407 employees. The
company recorded revenues of INR228,614 million (approximately $5,678.8 million) during
the Financial Year (FY) ended March 2008, an increase of 22.7% over 2007. The operatingprofit of the company was INR53,651.1 million (approximately $1,332.7 million) during
FY2008, an increase of 15.5% over 2007. The net profit was INR50,190.6 million
(approximately $1,246.7 million) in FY2008, an increase of 21.5% over 2007.
Tata Consultancy Services Limited (TCS) (BSE: 532540,NSE: TCS) is a Software services
consulting company headquartered in Mumbai, India. TCS is the largest provider
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ofinformation technology and business process outsourcing services in Asia. TCS has offices
in 42 countries with more than 142 branches across the globe. The company is listed on
theNational Stock Exchange and Bombay Stock Exchange of India.TCS is one of the
operative subsidiary of one of India's largest and oldest conglomerate company, the Tata
Group or Tata Sons Limited, which has interests in areas such as energy,
telecommunications, financial services, manufacturing, chemicals, engineering, materials,
government and healthcare.
Greening For Future: Tata Consultancy Services, (TCS) has designed and
developed a comprehensive solution Greening for Future approach that caters to these
specific needs of M&M industries. This approach focuses on building carbon footprints of all
GHG emissions across the entire mining and metal producing value chain which will help
build better internal control, make reporting easier, accurate and timely, thus, enabling the
organizations to achieve their business goals. Organizations are getting cleaner and more
efficient, but only incrementally. Many of the gains are offset by the ever-growing economy.
The greenhouse gas (GHG) emissions per dollar of economic activity may be dropping but
the growing economy means that these emissions are largely unchanged. Moreover, there
does exist a huge gap in the controls and measures which have been built in developed
economies against those in developing economies. Mining and Metal Industry contributes to
approximately 4-5% of the total world GHG emissions. Technological advancements in the
industry over the past 25 years have enabled substantial reductions in CO2 emissions. Work
is continuously on to build technologies that would radically reduce emissions and take the
organizations levels of GHG output. Green IT Consulting It looks after greening efforts
focused at IT operations where TCS Green IT consultants helps customers align their IT
vision and strategy with their business and sustainability goals to achieve superior
performance. By improving the IT infrastructure and capabilities that affect people and
processes across theorganization, as per the research can help our clients use IT to reduce
their carbon footprint while increasing efficiency andproductivity. The result is immediate
environmental and business benefits, reduced costs and maximized valueof our clients IT
spends.
Note : 10TCS Takes Green Initiatives At the Duration Of 1 Year.
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3rd Feb 2008 The TCS 21 Green Planning Committee researched several organizations
and businesses to determine the feasibility and costs of planning a carbon neutral
conference.
TCS , at the end of the 2009 financial year, BT reported a 58% reduction in emissions
2010 TCS green' initiatives can marry eco-sustainability with core operational
5.3 BEETEL TELETECH Pvt. Ltd.
Introduction:
11Beetel Teletech Limited Established in the year 1985, Bharti Teletech Limited an ISO
9001:2000 Certified company is a renowned name engaged in marketing and distribution of
smart phones, high quality cordless phones and air set top boxes of brands like Blackberry,
Logitech, Samsung and Apple. In addition manufacturing and exporting quality landline
telephones under Beetel brand for Airtel, BSNL / MTNL. Our range includes Samsung MP3
& MP4 Players, Beetel Basic Phones, Blackberry Smart Phones, Caller Id Phones, Digital Set
Top Boxes, Computer Modems, Transcend Memory Devices, Projectors and Beetel Cordless
Phones. These are catering to the requirements of tele communications, consumer electronics
and IT sector.
Beetel Teletech Limited comes from the Bharti Enterprises Group, founded by Sunil Bharti
Mittal. Being the market leader in manufacturing and distributing Landline phones in India,
they are committed to providing an excellent customer experience through world class
service for the end customers and the channel and proud to be a major Sales and Distribution
organization dealing with technology products in industries such as telecom, memory & latest
technology. To become Indias finest Sales & Distribution Company by 2015: building a
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boundary-less distribution scale across India delivering profitable growth and success to our
partners making Beetel a loved, trusted and inspirational brand of Indian consumer ensuring a
performance driven and satisfied ecosystem of our people, partners and consumers. Beetel,
one of the largest manufacturers of landline phones in India, is amongst the leading
telecommunication equipment provider across the globe. Our products and solutions have
been deployed in over 35 countries and across 5 continents. They share the pride of being
associated with the leading telecom operators and biggest brands in the OEM space. As per
the research have our strength as customization of products with a quick turnaround time
which is established by the telecom operator approval as regional approvals like CE-Europe,
NOM-Mexico, ICASA-South Africa, CNC-Argentina, MIC-Korea and SIRIM-Malaysia etc.
With a strong R&D focus, as per the research had been able to lead the technology curve in
the Telecom industry.
Note: 12Beetel Teletech At The Duration Of Every 1 Year
Beetel Teletech Limited in year 2009 decided to leverage its network of
Channel ... Located near the main city, green and pollution-free environment.
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5.4 IBM TECHNOLOGY Pvt. Ltd.
INTRODUCTION
13IBM is a global technology and innovation company that stands for progress. With
operations in over 170 countries, IBMers around the world invent and integrate hardware,
software and services to help forward-thinking enterprises, institutions and people
everywhere succeed in building a smarter planet.
To achieve this they first decided to build the machine with "off-the-shelf" parts from a
variety of different original equipment manufacturers (OEMs) and countries. Previously IBM
had always developed their own components. Secondly for scheduling and cost reasons,
rather than developing unique IBM PC monitor and printer designs, project management
decided to utilize an existing "off-the-shelf" IBM monitor developed earlier in IBM Japan is
an existing Epson printer model. Consequently, the unique IBM PC industrial design
elements relegated to the system unit and keyboard. They also decided on an open
architecture, so that other manufacturers could produce and sell peripheral components and
compatible software without purchasing licenses. IBM also sold an IBM PC Technical
Reference Manual which included complete circuit schematics, a listing of
the ROMBIOS source code, and other engineering and programming information.
IBM has been present in India since 1992. The diversity and breadth of the entire IBM
portfolio of research, consulting, solutions, services, systems and software, uniquely
distinguishes IBM India from other companies in the industry.IBM India's solutions and
services span all major industries including financial services, healthcare, government,
automotive, telecommunications and education, among others. As a trusted partner with
wide-ranging service capabilities, IBM helps clients transform and succeed in challenging
circumstances.
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IBM has been expanding its footprint in India - and has a presence in over 200 cities and
towns across the country - either directly or through its strong business partner network. IBM
India has clearly established itself as one of the leaders in the Indian Information Technology(IT) Industry - and continues to transform itself to align with global markets and geographies
to grow this leadership position. Widely recognized as an employer of choice, IBM holds
numerous awards for its industry-leading employment practices and policies.
The challenges have become clear that the need for clean water and air;
affordable and reliable delivery of energy; the dwindling supply of fossil fuels; the reality of
climate change and its implications for future generations. At IBM, our approach is twofold:
as per the research are working to make our existing products and processes more efficientfor both the environment and for business, while also developing new innovations that can
help the world become smarter, drive economic and operational improvements, increase
accountability and lessen environmental impact. Today's energy- and climate-related issues
are at the top of our strategic agenda. IBM solutions can help customers reduce costs and
systemically minimize energy, water, carbon emissions and waste. IBM is helping customers
to become more energy efficient, implement new ways to source, manufacture and distribute
goods and services in a more sustainable manner, enable safe and renewable sources of
energy and manage resources at a macro level, transforming entire industries. IBM takes a
holistic approach to our planet's challenge that combines their innovative technology, deep
business insight, and industry expertise. Together can enhance the sustainability of business
and planet too.
Note: 14IBM takes the green initiatives at the duration every 6
months
11 Oct 2007 ... Big Blue announces 'Big Green' initiative. IBM's $1 billion-a-yearinitiatives aimed at building datacenters that consume less energy.
1 Nov 2008 ... Big Blue goes green: environmental initiatives thrive at IBM.
21 Apr 2009 ... The IBM initiative will provide free access to a lot of software.
28 Aug 2010 ... "Last year the USTA launched a comprehensive Green
Initiative program ...fans and employees to take part in our recycling program
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CHAPTER-6
RESEARCH METHODOLOGY
The research study is quantitative research because it seeks to provide understanding of
human experience, perceptions, motivations, intentions, and behaviors based on description
and observation and utilizing a naturalistic interpretative approach to a subject. It also based
on traditional scientific methods, which generates numerical data and usually seeks to
establish causal relationships between two or more variables, using statistical methods to test
the strength and significance of the relationships.
6.1 RESEARCH DESIGN
The research methodology is causal research because Causal Research explores the effect of
one thing on another and more specifically, the effect of one variable on another. Studies that
engage in hypotheses testing usually explain the nature of certain relationships, or establish
the differences among groups or the independence of two or more factors. Hypothesis testing
is undertaken to explain the variance in the dependent variables.
6.2 SAMPLE SIZE
A mailing system has been taking under consideration which has been mailed to HR of
various organizations, but the data has been retrieved from some of the organization i.e.
Polycom, TCS, Beetel Teletech Ltd & IBM Technologies . After that HR of organizations has
conveyed this questionnaire to their various departments (IT Analysts, Operations,
Marketing) for further assistance. In this project HR has plays an active role. 40 respondents
are shows their interest from Polycom, 30 respondents from TCS, 20 respondents from IBM
and 30 respondents from Beetel Teletech. So data retrieve from 120 respondents.
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6.3 SAMPLING TECHNIQUE
Panel sampling is used because in this method we first selecting a group of participants
through a random sampling method and then asking that group for the same information
again several times over a period of time. Therefore, each participant is given the same
survey or interview at two or more time points; each period of data collection is called a
"wave". This sampling methodology is often chosen for large scale or nation-wide studies in
order to gauge changes in the population with regard to any number of variables. Panel
sampling helps the researcher to know about the changes within a person regarding their job
due to introduction of green initiatives taken in an organization. In this study Five point
Likert scale is used.
6.4 METHOD OF DATA COLLECTION:
6.4.1 Primary Data: The data collection was done using a questionnaire which was e-mailed
to the individual respondents. As there was a constraint oftime and other resources, so mail was
the most efficient way of collecting the data.
6.4.2 Secondary Data: Secondary data is data collected by books, journal (Human Factor),
magazine, newspaper (Business line, Economics Times) etc.
6.5 HYPOTHESIS
Null hypothesis (Ho): There is no significant impact of green initiatives on employee
engagement.
Alternate hypothesis (H1): There is a significant impact of green initiatives on employee
engagement.
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6.6 DATA MODELING
1) Percentage analysis: As we know the now a days HR plays a crucial role in the
organizations. So percentage analysis analyzes the role of HR department in taking green
initiatives.
2) Paired T-test: paired T-test is used to analyze the impact of green initiatives on employee
engagement i.e. whether the employee engagement in the organizations is more before
taking the green initiatives or after taking green initiatives. SPSS will applied to analyzed
the data.
3) Cluster Analysis: Cluster analysis' is a statistical technique that can be applied to data
that exhibit natural groupings. Cluster analysis sorts through the raw data and groups
them into clusters. A cluster is a group of relatively homogeneous observations. Objects
in a cluster are similar to each other. Cluster analysis is just like factor analysis. Whereas
factor analysis reduces the number of variables by grouping them into a smaller set of
factors and cluster analysis reduces the number of observations by grouping them into asmaller set of clusters. It has been applied to see exactly which factor is affecting on
employee engagement related to green initiatives. SPSS will be applied to analyze the
data.
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CHAPTER-7
DATA MODELING
PERCENTAGE ANALYSIS:
DEMOGRAPHIC VARIABLE
1. Age :
Fig-1
Interpretation:
Hereby, this graph depicts that among 120 respondents from which we retrieve the
data from different organization with different age groups .The highest respondents
are between the age of 25-30 years.
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2. Department:
Fig.-2
Interpretations:
This graph depicts that data received from the respondents from various departments. It
shows IT analyst has 63%, HR has 29%, and Finance Department has 0% and marketing
Department have 8%. The retrieve data we analyze that the higher percentage of respondents
are from Operations/IT Analysts.
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3. Marital Status:
Fig-3
Interpretation:
This graph depicts the marital status of the respondents on which 66% of employees are
married and 54 % of employees are single.
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4. Experience :
Fig-4
Interpretation:
The above histogram depicts that the highest percentage of respondents are from
Polycom having 5 to 10 years of experienced employees and rest of the employees
having, 0 to 5 years of experience from Beetel, TCS, and IBM. This mentioned fig.
also shows that none of the employees having more than 20 years of experienced.
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5. Remuneration Per Month:
Fig-5
Interpretation:
This graph depicts that the income levels of the respondents are on the peak level.
This histogram shows that 40% of employees in Polycom, 20% of employees in
Beetel, 25% of employees in TCS and 20% of employees in IBM are having more
than Rs.20000 remuneration per month. The data also shows that there are only few
respondents who comes under the slab of Rs. 10,000 to Rs. 15,000.
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6. What kind of green initiatives are taken in your organization?
Name of theorganizations
Polycom(UK) Beetel Teletech TCS IBM
Recycling
Use of less paper N/A
Eco- Friendly
Video Conferencing N/A N/A N/A
Others
Table 1
Interpretation:
From the above graph depicts that this four company i.e. Polycom, Beetel Teletech, TCS and
IBM are using recycling and eco-friendly product, except Beetel Teletech all are using less
paper. Only Polycom is the company using vedio conferencing and other practices such as
car pulling etc.
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ROLE OF HR DEPARTMENT IN TAKING GREEN INITIATIVES
Training Programs update skills which increase performance on the job in term of Eco
Friendly and carbon Emission.
SA A I D SD
Training Programs update skills which increase performance on the
job in term of Eco Friendly and carbon Emission.
Fig-7
Interpretation:
Here by this graph depicts that most of the employees in Polycom, Beetel, TCS and IBM
agreed with this statement. Among these organizations 89% of respondents from Polycom are
strongly agree, 65 % of respondents from Beetel are agree, 59% of respondents from TCS are
strongly agree and 47% of the respondents are from IBM are strongly agree on the given
statement.
Performance management system is linked with green initiatives.
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SA A I D SD
Performance management system is linked with greeninitiatives.
Fig-8
Interpretation:
The above histogram depicts that these four organizations i.e. The data retrieve from
Polycom (78%), Beetel (55%), TCS(60% ) and IBM(72%) where strongly agree that they are
linking their performance management system with green initiatives. The percentage share of
Polycom is highest because they are dealing in VOIP a new technology in term of video
conferencing and the least highest is TCS because they initiates the support from Avaya,
Juniper in term of SAP implementation for Tata Group. Only few of them are agree on the
given statement and a very least no. of respondents are disagree and strongly disagree on thisgiven statement.
HR Department Play a Passive Role
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SA A I D SD
HR Department Play A Passive Role
Fig-10
Interpretation:
Hereby this graph depicts that 35% of respondent in Polycom are disagree and 5% of
respondent are strongly disagree, 15% of respondents in TCS are disagree and 10% of
respondent are strongly disagree, 20% of respondent in IBM are disagree and 5% of
respondent are strongly disagree and 20% of respondent in Beetel Teletech are disagree and
10% of respondent are strongly disagree with this statement that HR plays a passive role in
taking green initiatives.
HR dept. plays an active role
SA A I D SD
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HR dept. play an active role
Fig-11
Interpretation:
Hereby this graph depicts that 30% of respondents are strongly agree and 9% of respondentsare agree in Polycom, 19% of respondents are strongly agree and 4% of respondents are agree
in TCS. 15% of respondents are strongly agree, 4% of respondents are agree and 5% of
respondents are neutral in IBM and 13% of respondents are strongly agree, 3% of
respondents are agree and 4% of respondents are neutral in the statement i.e. HR plays an
active role.
Policies and practices are eco friendly
SA A I D SD
Policies and practices are eco friendly
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Fig-12
Interpretation:
Hereby this graph depicts that 30% of respondent are agree and 10% of respondent are
strongly agree in Polycom, 20% of respondents are agree and 5% of respondents are strongly
agree in Beetel, 15% of respondent are agree and 5% of respondent are strongly agree in TCS
and IBM with the that policies and procedure are eco-friendly.
Assessing comprehensive new hiring training programs; and updated organizationalprocedures and policies
SA A I D SD
Assessing comprehensive new hiring training programs; and
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updated organizational procedures and policies
Interpretation:
This graph depicts that 25% of respondent are agree and 15% of respondents are stronglyagree in Polycom, 20% of respondents are agree and 5% are strongly agree in Beetel, 15% of
respondents are agree and 5% are strongly agree in IBM, 15% of respondents are agree an
10% are strongly agree in TCS with this statement i.e. Assessing comprehensive new hiring
training programs; and updated organizational procedures and policies.
Benefits, allowances and perquisites provided by my company are quite attractive and
are based on the job responsibilities
SA A I D SD
Benefits, allowances and perquisites provided by my company
are quite attractive and are based on the job responsibilities
35 65 20 0 0
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Interpretation:
This graph depicts that 25% of respondent are agree and 15% of respondents are strongly
agree in Polycom, 15% of respondents are agree and 10% are strongly agree in Beetel, 15%
of respondents are agree and 5% are strongly agree in IBM, 10% of respondents are agree are
10% are strongly agree in TCS with this statement i.e. Benefits, allowances and perquisitesprovided by my company are quite attractive and are based on the job responsibilities.
Able to focus on the missing link in the transfer link chain in training program (carbon
emission)
SA A I D SD
Able to focus on the missing link in the transfer link chain intraining program (carbon emission)
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Interpretation:
This graph depicts that 30% of respondent are agree and 10% of respondents are strongly
agree in Polycom, 15% of respondents are agree and 10% are strongly agree in Beetel, 15%
of respondents are agree and 5% are strongly agree in IBM, 15% of respondents are agree are
5% are strongly agree in TCS with this statement i.e. Able to focus on the missing link in thetransfer link chain in training program (carbon emission).
Attrition rate of the four companies is as follows
Name of the company ATTRITION RATE (IN %)
15Polycom 8.43 %
16TCS 9 %
17IBM 8.55 %
15www.polycomasia.com, viewed on 22nd Mar.201116www.tcs.com, viewed on 22nd Mar.201117www.ibm.com, viewed on 22nd Mar.2011
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18Beetel teletech 7.41 %
Table-2
Retention rate of four companies:
Name of the company Retention rate (in %)19Polycom 3820TCS 37
18www.beetel.co.in, viewed on 22nd Mar.201119
www.polycom.com, viewed on 22nd March,2011
20www.tcs.com,viewed on 22nd March, 2011
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21IBM 3322Beetel Teletech 27
Table-3
21www.ibm.com, viewed on 22nd March, 2011
22www.beetel.com, viewed on 22nd March, 2011
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ANALYSIS OF PAIRED t-TEST:
50
Table-4
Paired Samples Test
Paired Differences
T Df
Sig. (2-
tailed)Mean
Std.
Deviation
Std. Error
Mean
95% Confidence Interval
of the Difference
Loas per the
researchr Upper
Pair 1 aprassial of the respondent - PMS of an
organization.10833 .71943 .06567 -.02171 .23838 1.650 119 .102
Pair 2 recretional activity is provided to the respondent -
job satisfaction level, peers, mentor & Superior.05833 .77020 .07031 -.08089 .19755 .830 119 .408
Pair 3 career planning of an respondents in an
organization - opportunity to develop an employee
for future prospective
.13333 .79846 .07289 -.01099 .27766 1.829 119 .070
Pair 4 rewards & benefits are provided as per there
competencies and performance - aprassial of the
respondent
-.16667 .63950 .05838 -.28226 -.05107 -2.855 119 .005
Pair 5 aprassial of the respondent - training is provided
where an employee are lacking.24167 .67358 .06149 .11991 .36342 3.930 119 .000
Pair 6 relationship with peers,(coordination &
cooperative) - supervisors approach the matter of
handling employee conflicts
-.59167 .97443 .08895 -.76780 -.41553 -6.651 119 .000
Pair 7 job satisfaction level, peers, mentor & Superior -
opportunity to develop an employee for future
prospective
.15000 .79547 .07262 .00621 .29379 2.066 119 .041
Pair 8 rewards & benefits are provided as per there
competencies and performance - job satisfaction
level, peers, mentor & Superior
-.08333 .65572 .05986 -.20186 .03519 -1.392 119 .166
Pair 9 PMS of an organization - creating a work
environment or setting in which people are
enabled to perform to the best of their abilities.
-.04167 .57095 .05212 -.14487 .06154 -.799 119 .426
Pair 10 Income of the respondents - job satisfaction level,
peers, mentor & Superior
-.62500 .48615 .04438 -.71288 -.53712 -14.083 119 .000
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There is a 5% level of significance thus from the result of paired T- test, it seems that there
are six pairs of factors which are greater value than 0.005 that are Performance appraisal of
the employee and performance management system of the