Environmental Management and Business Performance Analysis

This report investigates the effect of environmental management on the business performance of manufacturing firms, focusing on the Australian context. The study begins with an introduction outlining the research background, justification, objectives, and questions, followed by a comprehensive literature review covering manufacturing units, lean manufacturing, environmental management practices (EMP), and factors influencing EMP implementation such as legal requirements, stakeholder pressure, and management commitment. The methodology section details the research philosophy, approach, design, data collection (using questionnaires), sampling, data analysis, and the conceptual framework. The findings, presented through frequency and correlation analyses, reveal a direct and positive impact of environmental management on business performance. The report concludes by addressing the research objectives, offering recommendations, acknowledging limitations, and suggesting future research directions, providing a valuable resource for understanding the link between environmental sustainability and business success.

Running head: THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
The effect of Environmental Management on the business performance of the Manufacturing
Firms
Name of the Student:
Name of the University:
Author’s Note:

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Abstract
This paper has been constructed in order to have an idea about the impact of environmental
management of the business performance of the manufacturing companies. The paper has
commenced by addressing the background of the study with the help of which an idea has been
obtained with the help of which effective results have been obtained. The justification for
undertaking research on this topic has even been provided in order to assist the readers in
understanding the relationship between the environmental management and the business
performance of the manufacturing companies in Australia. The paper has even provided the
research questions and the research objectives with the help of which an idea can be obtained and
accordingly the paper can move forward. The literature review has provided an insight about the
various processes that are related to this paper so that by relying on the literature provided by the
past researchers. The methodology of the paper has provided that the researcher has collected
primary data with the help of which quantitative data analysis would be undertaken. The
responses of the selected respondents have been taken by taking assistance of a close ended
questionnaire and thereby obtaining results that are suitable for this paper. The assessment of the
data that has been collected has gone through data analysis process and thereby the results have
indicated that environment management has direct and positive impact on the business
performance of the manufacturing companies in Australia.

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Table of Contents
Chapter 1: Introduction....................................................................................................................6
1.1 Research Background and Justification.................................................................................6
1.2 Research Objectives...............................................................................................................7
1.3 Research Questions................................................................................................................7
Chapter 2: Literature Review...........................................................................................................9
2.1 Manufacturing Units..............................................................................................................9
2.2 Lean Manufacturing.............................................................................................................10
2.3 Environmental Management Practices (EMP)....................................................................10
2.4 Factors that have an influence on the implementation of the environment management
practices.....................................................................................................................................11
2.4.1 Legal requirement and regulations...............................................................................11
2.4.2 Pressure from the stakeholder.......................................................................................12
2.4.3 Capabilities and resources............................................................................................13
2.4.4 Commitment of the management..................................................................................13
2.4.5 Personal experiences and attitudes...............................................................................14
2.4.6 Size of the firm.............................................................................................................15
2.4.7 Organizational Culture..................................................................................................15
2.8 Research Gap.......................................................................................................................16
2.9 Summary..............................................................................................................................16
Chapter 3: Research Methodology................................................................................................17

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3.1 Introduction..........................................................................................................................17
3.2 Rationale for the choice of methodology.............................................................................17
3.3 Research Philosophy............................................................................................................18
3.4 Research Approach..............................................................................................................18
3.5 Research Design..................................................................................................................18
3.6 Data Collection Process and Questionnaire Design............................................................19
3.7 Sampling and Sample Size..................................................................................................19
3.8 Process of Data Analysis.....................................................................................................20
3.9 Ethical Consideration...........................................................................................................20
3.10 Conceptual Framework......................................................................................................20
Chapter 4: Data Analysis, Results and Discussion........................................................................23
4.1 Introduction..........................................................................................................................23
4.2 Frequency Analysis.............................................................................................................23
Answer to Question No 1......................................................................................................23
Answer to Question No 2......................................................................................................25
Answer to Question No 3......................................................................................................26
Answer to Question No 4......................................................................................................28
Answer to Question No 5......................................................................................................29
Answer to Question No 6......................................................................................................31
Answer to Question No 7......................................................................................................33

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Answer to Question No 8......................................................................................................35
Answer to Question No 9......................................................................................................37
Answer to Question no 10.....................................................................................................39
Answer to Question No 11....................................................................................................41
Answer to Question No 12....................................................................................................43
Answer to Question No 13....................................................................................................45
Answer to Question No 14....................................................................................................47
Answer to Question No 15....................................................................................................49
Answer to Question No 16....................................................................................................52
Answer to Question No 17....................................................................................................54
Answer to Question No 18....................................................................................................56
Answer to Question No 19....................................................................................................58
Discussion..................................................................................................................................59
4.2 Correlation Analysis............................................................................................................60
Chapter 5: Conclusion, Recommendation, Limitation and Future Work......................................68
5.1 Conclusion (Addressing the objectives of the research)......................................................68
5.2 Recommendation.................................................................................................................69
5.3 Limitations of the Research.................................................................................................70
5.4 Future Work.........................................................................................................................70
Reference List................................................................................................................................71

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Appendix........................................................................................................................................80
Questionnaire.............................................................................................................................80

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Chapter 1: Introduction
1.1 Research Background and Justification
In the modern economy, the process of environmental management is one of the essential
elements and concerns for all the organizations that are functioning globally. The organizations
looks to develop and generate policies and plans by taking assistance of which they are able to
protect the environment along with maintaining effective performance of the business. The
manufacturing industries are the companies that look to product one of more products by making
use of the raw materials and converting them into finished products (Soto-Acosta et al., 2016).
The raw materials are collected from the neighbouring environment and therefore the companies
either directly or indirectly have been exploiting the natural resources. The organizations in order
to convert the raw materials into the final product make use of various extensive tools and
mechanisms and there are chances that these technologies that are used in order to manufacture
the final product may have adverse impact on the environment as well. The worries and the
concerns within the society is to take care of the environment and therefore several rules and
policies have been framed by the international bodies and the local government that asks the
manufacturing industries to construct environment management strategies and hence safeguard
the nature and the environment and with the help of these strategies they are able to maintain
satisfied and happy consumers within the society (Saeidi et al., 2015). In many scenarios, there
are chances that these strategies can have an impact on the business performance and hence, this
thesis paper has the intention of creating an understanding of the impact of environmental
management on the performance of the business in the manufacturing companies.
The manufacturing firms that are currently functional have their own and effective
environment management policies and there are several environmental strategies that are not

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ideal in accordance to the operational activities that is seen in the current time period (Laari et
al., 2016). Hence, there are opportunities for improvement and growth in the environmental
management with the help of various strategies like the mitigation of waste and other factors that
can be helpful in understanding the impact on nature and performance of the business. The
current thesis paper therefore looks to highlight the effect of environment management of the
manufacturing firms and the work of this thesis is to find out the impact of environment
management on the performance of the business and the actions that can be undertaken in order
to enhance the same.
1.2 Research Objectives
This paper tries to assess the impact of environment management on the performance of
business in the manufacturing companies. The real aim and objective of the paper is to evaluate
the effect of environment management and performance of the business in accordance to the
financial, economic and social feasibilities. The effect is evaluated in accordance to
manufacturing industry in general. The differences observed in the environment management are
seen to be different for various departments of the manufacturing companies and therefore
performance of the business varies in all the departments. The evaluation of these elements
would be supportive in ascertaining the outcome that is demanded by the researcher.
1.3 Research Questions
The research questions are the questions that have been constructed by the researcher in
order to have an understanding of the current topic and thereby find out the results that is
demanded for concluding the thesis in a precise manner. The research questions that are
constructed by the researcher are as follows:

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Q1. What is the effect of environment management on the performance of business of the
manufacturing firms?
Q2. What are the factors that persuade the implementation of environment management in the
manufacturing companies?

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Chapter 2: Literature Review
This chapter of the thesis has the idea of addressing and evaluating the various articles
and the journals that are similar and comparable to the present topic and thereby gain an
understanding about what other researchers have commented about environment management
and how it can have an impact on the business performance (Leal-Rodríguez et al., 2015). This
thesis has the idea of associating with the manufacturing firms and thereby creates a comparison
of numerous journals and articles so that an understanding of the environment management and
business performance can be known.
An essential job for the intention of empirical justification is to assess the internal and
external validity. It is actually because of this factor that enhancement of the lucidity is
undertaken in order to assess what is required to be computed (Govindan et al., 2015). In this
thesis paper, a justified explanation of every one of the variables is done in accordance to the
essential features is done by taking help of a precise foundation of the literature review.
2.1 Manufacturing Units
The process of changing the raw materials into the finished goods and products is known
as manufacturing. In this process, the manufacturing companies collect raw materials and
thereby with the help of various technologies and processes process them into the final product
(Camisón, &Villar-López 2014). The manufacturing units make use of disciplined techniques by
taking help of which quality and precise manufacturing process is possible and thereby the
organizations are capable of retaining their competitive advantage and gain effective level of
revenue and profit. There are numerous final outputs that are seen in the manufacturing method
and there are numerous waste materials that is created which adversely can affect the
environment and the community (Gotschol et al., 2014).

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2.2 Lean Manufacturing
The method of lean manufacturing focuses in the procedural elimination of the dumps
and wastes from the several operations of an organization with the assistance of synergetic
working mechanism in order to produce products and services with respect to the market demand
(Molina-Azorín et al., 2015). The lean manufacturing mechanism addresses the issues and the
ideas that are comprehensive in nature and can be grouped together as a distinct practice bundle
for any manufacturing company. The lean manufacturing technique includes the mechanisms and
the process like the human resource management, controlled process, total quality management
and maintenance. de Sousa Jabbour et al., (2014) addressed that lean manufacturing process is a
set of techniques and methods that focuses on the elimination of the dumps and waste materials
and the operations that are non-value adding from the perspective of the manufacturing
operations of an organization.
2.3 Environmental Management Practices (EMP)
The organizations that have reduced their extent of internal wastes in a successful manner
by taking assistance of the process of lean manufacturing have even implemented the practices
and the methods for a better and enhanced environment management process (Fullerton et al.,
2014). These types of processes improve the scope of the mitigation of the waste processes over
the efficiency within an organization (Chen et al., 2014). The availability of various kinds of
stakeholders have an impact in the process of decision making for an organization and their
corporate strategic processes.
The method of environment management surrounds around the development of the
services and the product and the final deliverance of the product in the market. The standards of
ISO 14000 is an essential component for the process of Environment Management system as it

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aids an organization in controlling, assessing, administering and coordinating the environmental
processes (Testa et al., 2014). The process of environment management is the programs and
events that improves the environmental practices and assesses the performance of the techniques
in order to manufacture products that have environment friendly product designs, recycling
process, life-cycle evaluation and waste management features (Dubey et al., 2015).
2.4 Factors that have an influence on the implementation of the environment management
practices
Paillé et al., (2014) cited that there are numerous factors that motivate the manufacturing
organizations to incorporate the Environment Management processes and the most significant
ones include the pressures from the stakeholders, regulation and the legal requirements,
capabilities and resources, management commitment, organizational culture or the size of the
company.
2.4.1 Legal requirement and regulations
The discovered rules and regulations are seen to be the fundamental drivers towards the
environment management processes. Dangelico, &Pontrandolfo(2015) assessed the impact of the
rules and regulations that have been created by the government and the incentives and the
remunerations that are seen in the pro-active environment management. There have been
numerous researches that have provided that the rules and regulations that have been framed by
the international bodies and the local governments have an influence on the implementation of
the environment management process that looks to focus on the utilisation of the various
recyclable techniques and designs that are environment friendly in the manufacturing process.
The governmental pressure forces the organizations to implement these techniques and methods
which then would be useful in enhancing the operational activities of a company. There are

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several legal obligations and policies that are available in the economy and it is in the hands of
the local government to make the decisions as to which environmental rules and policies would
be applicable to the country (Morioka, & de Carvalho 2016). On the other hand, there are
numerous legal rule and policies that does not require the permission of the government, but it is
in the hand of the management to decide, which polices related to environment management that
they can implement in order to improve their operational activities. The extent of waste and
unused materials that is generated by a company after the manufacture of the final product
determines the level of environment management process that would be implemented (Bernardo
et al., 2015). However, the rules and regulations provided by the government drives the
companies to implement these environment management processes.
2.4.2 Pressure from the stakeholder
The pressures given by the stakeholders have an essential role to play in the operational
management and development of an organization. The stakeholders are associated with the
development and overall performance of a company. The stakeholders are always in the lookout
for the welfare and the development of the consumers and the community where the organization
functions and therefore looks to incorporate the practices of environment management (Epstein
et al., 2015). The stakeholders are aware of the amount and the kind of wastes that are generated
within the company and the adverse impact it can have if the wastes dumped outside in the
environment without any prior measures. The stakeholders are concerned about the reputation
and the profit for the company and hence pressurises the management to implement the best
possible environment management strategies which is affordable to them (De Medeiros et al.,
2014).

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2.4.3 Capabilities and resources
Pagell, & Shevchenko (2014) cited that it is necessary to consider the ability and the
resources that are available to the company or the amount they can afford in order to incorporate
any kind of environment management practices. There are numerous manufacturing
organizations and the incorporation of the environment management practices should be based
on the available resources and abilities of the company. Wang et al., (2015) addressed that the
manufacturing companies are assesses their capabilities and budgets from time to time so that
they have adequate knowledge about the processes and the mechanisms they can put into use
thereby improving their waste management techniques and practices related to environment
management. Wamba et al., (2017) cited that there are circumstances that the product that is
manufactured produce lethal wastes and in such cases the environment management of the
company needs to be more effective and up to date in order to mitigate these wastes. In such
circumstances, these organizations maintain a separate resource inventory for the purpose of
environment management in so that issues related to the waste and dissatisfaction among the
society and the stakeholders remain low.
2.4.4 Commitment of the management
Dubey et al., (2016) stated that all the processes that are associated to operational
activities of an organization are based on the decisions that are put forth by the management of
an organization. It is the duty of the management to have an understanding of the environment
management principles and practices and the significance of the same in a manufacturing
company. The perspective of the management determines their level of commitment towards the
environment management. The management requires being committed and therefore should even
have the authority and power to incorporate these practices and methods (Chen et al., 2015). It is

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the responsibility of the management to understand the significance of protecting the society and
the environment and hence should look for objectives that are long term in nature by taking help
of which the companies can improve their competitive advantage and sales.
Doran, & Ryan (2016) explained that the commitment of the management should come
from the mission and vision that has been constructed for every organization. The extent of
commitment from the management can be understood by assessing the effectiveness of the
environment management of a company and the extent to which the management concentrates
on environment management, assesses the policies and techniques and brings in changes in the
process if deemed necessary. Hence, it is stated by Jabbour et al., (2015), that commitment of the
management is useful in explaining the effectiveness of the environment management of a
company.
2.4.5 Personal experiences and attitudes
Mitra, & Datta (2014) assessed the relationship between the managerial knowledge about
the environmental factors and the choice of the companies with respect to the environmental
policies and plans for the manufacturing firms. Campos et al., (2015) found out that
incorporation of the environment management strategies and policies is related to the individual
knowledge of the management personnel in accordance to the issues related to the environment
as to whether they are a threat or an opportunity for the company. In the same manner, the
intrinsic risks associated to the incorporation of the environmental techniques and equipment are
eliminated if the management personnel monitor the environmental issues as their benefits and
opportunities. Wong et al., (2015) addressed that the attitude and experiences of every individual
in the management and different and therefore the perspective of looking into the environmental
issues and the management of these issues are different.

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2.4.6 Size of the firm
Schaltegger, (2016) addressed that size of the company that is incorporating the
environment management has a crucial impact. The size of the company is able to determine the
level of environment management that would be implemented and thereby would be able to
determine whether the environment management practice is feasible for them or not. The
environment management practice needs to be incorporated according to the size of the business
so that effective level of management is possible from the perspective of the management.
2.4.7 Organizational Culture
In the current time period, organizational culture has seen a greater extent of popularity.
Esfahbodi et al., (2016) explained organizational culture to be a complex unit of beliefs, values,
symbols and estimations that explains the way with the help of which a company performs their
business. The organizational culture is reliant on the practices and the standards that is seen in
the workplace and is valid within the company. The organizational culture comprises of the
practices and the values that is gained from the childhood to the current age with the help of the
vocational and educational training.
Galeazzo et al., (2014) discovered that there are four elements of organizational culture
and they are the consistency, mission, involvement and adaptability. It is according to these
elements and traits that a company is able to implement the environment management practices.
Accordion to the culture which is available in a company, the level of environment management
practice is determined.

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2.8 Research Gap
The research gap is the area due to which the insufficient or the inadequate data restricts
the capability to attain the answer to a question. In accordance to this paper, the research gap has
is tounderstand the relationship between the variables that have been discussed and how the
business performance is affected by the kind of environment management that has been
implemented. Hence, this thesis is constructed in order to reach the answer that has not been
understood from the past researches.
2.9 Summary
The review of the literature looks to highlight the answer relating to the practices of
environment management and the factors that have an impact on their implementation so that a
knowledge about the impact these practices on the business performance can be understood.

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Chapter 3: Research Methodology
3.1 Introduction
This section of the paper looks to provide an insight about the type of data that would be
collected and the kind of methodology that would be used in order to collect the precise data that
would be used for the purpose of data analysis and discussion (Cainelli et al., 2015). There are
several modes of data that are available to the researcher and it is in the choice of the researcher
to decide which can be data would be used for the purpose of concluding this paper. The
methodology section would determine the research design, the research approach, and kind of
data that would be collected and the process of data collection. The data analysis technique that
would be used for this research paper is even explained in this section of the paper.
3.2 Rationale for the choice of methodology
There are two kinds of research methodologies that are available to the researchers and it
is choice of the researchers to have an understanding of the methodology that would be used for
the purpose of collecting the data. There are two kinds of methodologies that are available to the
researcher and they are quantitative research and qualitative research methods (Benedettini et al.,
2015). In accordance to this research thesis, the researcher is in the lookout for gathering
responses from the selected respondents from the employees of the manufacturing companies.
The responses would be converted into numerical variables and thereafter the analysis of the data
would be used for the purpose of reaching the outcome of the research. Therefore, in this
scenario, the researcher has looked to make use of the quantitative research methodology so that
the researcher can gain the numeric values and thereby use the same for the purpose of data
analysis.

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3.3 Research Philosophy
The research philosophy is the idea and the conviction about the method with the help of
which the data with regards to the research topic would be evaluated, gathered and exploited
(Vaioleti, 2015). There are a number of philosophies that are available to the researchers but in
accordance to this topic, the researcher has decided to select the positivism philosophy as it
would efficient and precise to collect the persuasive and positive data which would be similar to
the topic.
3.4 Research Approach
The research approach tries to explain the frameworks and the models which would be
utilized by the researcher in order to obtain the data and thereafter undertake an in-depth
assessment in order to gain the effective outcomes (Choy, 2014). The researcher has the option
of choosing from the two kinds of research approaches and they are the deductive and the
inductive approach. In accordance to this research thesis, the researcher is looking to collect
quantitative data assessment as the variables associated with this topic will be supportive in
gaining knowledge about the impact of environment management on the business performance
of the manufacturing firms (Eckstein et al., 2015). Therefore, the researcher would be utilising
the deductive approach with the help of which the researcher would be using the concepts and
principles that are already existent so that relevant and precise results can be collected.
3.5 Research Design
The current research addresses the overall strategies and procedures that is selected in
order to assimilate the numerous aspects of this paper in a coherent and practical way and
thereby making sure the effectiveness with which the research issues are explained (Lee et al.,
2015). The research design that is suitable for this research is descriptive research design as the

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researcher would explain in an explicit manner the procedures and the methods and thereby
collect the outcomes that is needed.
3.6 Data Collection Process and Questionnaire Design
The technique of data collection tries to addresses the procedure that would be utilised in
order to gather the data. In accordance to this research thesis, the researcher has framed the
questionnaire and this questionnaire would be forwarded to all the chosen respondents by taking
assistance of which the answers from the respondents can be collected and thereafter the
assessment of the responses can be initiated in order to collect the effective results for the
research (Dumay, &Cai 2015). The researcher has looked to collect primary data as the data is
obtained from the actual reactions of the selected participants. The questionnaire consists of
close ended questions so that it becomes easier for the respondents to answer the questions in a
satisfactory manner.
3.7 Sampling and Sample Size
The process of sampling is the procedure with the help of which a sample is framed in
order to gather the data that is ideal for this research thesis. The sample is utilised so as to gather
the data and thereby assist in the development of an effective analysis of the data and thereafter
the desired results can be attained (Walker et al., 2014). In accordance to this research thesis, a
sample size of 50 respondents have been chosen from an extensive pool of employees who are
working in the manufacturing companies in Australia. The selected respondents will be
forwarded with the questionnaire and the questionnaire would be sent by forwarding the link of
the Google Form so that the respondents can open the link and fill up the questionnaire.

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3.8 Process of Data Analysis
The data analysis mechanism is undertaken by taking assistance of the process and the
techniques that is crucial for the analysis of the data that is gathered (Wiek, & Lang 2016). The
researcher in this research thesis would be making use of the SPSS software by taking assistance
of which efficient and precise evaluation can be initiated and thereafter outcomes can be
collected that is desired.
3.9 Ethical Consideration
The mode of ethics is one of the essential elements by taking assistance of which the
thesis paper can obtain relevant and precise outcomes and hence the researcher tries to gather
data from authentic and true sources (Prajogo, 2016). The collection of the data from such
sources and mechanisms is helpful in gathering outcomes that will fair and authentic and
therefore this result can be used by the others in order to gain their desired results and outcomes.
The researcher abides by the codes of ethics that have been constructed by various international
bodies so that precise data can be collected and accordingly the researcher can move ahead with
this paper so that effective results can be attained (Subramanian, &Gunasekaran 2015).
3.10 Conceptual Framework
The conceptual framework looks to address the variables that are associated to this thesis
paper and thereafter understand the dependent and the independent variables that are related to
this topic. The conceptual framework is looking to interrelate the variables that are linked with
each other. The conceptual framework for the concerned thesis is given as follows:

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Environmental management practices
Pressure of the stakeholders
Regulations and legal requirements
Resource and capabilities
Management commitment
Firm size
Business performance
Personal attitude and experience
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Conceptual Framework
(Source: Karp et al., 2016)
Organizational
Culture

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By observing the conceptual framework that has been constructed in the above table, it is
seen that the dependent variable that is related to the current research topic is the performance of
the business. The dependent variable is reliant on the independent variables and as there are
changes in the independent variables, there are changes in the dependent variables and
accordingly the results obtained are recorded (Varsei et al., 2014). In this aspect, the independent
variables that are related to the business performance and the environmental management
practices is looked upon to be the pressure from the stakeholders, management commitment, size
of the company, organzkiaitonal culture, regulations and legal requirements, capabilities and
resources of the organization and the personal attitude and experiences. The assessment of the
independent variables with the help of data analysis is helpful in determining the impact of
environment management on the business performance of the manufacturing firms, which is
considered as the dependent variable.

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Chapter 4: Data Analysis, Results and Discussion
4.1 Introduction
This section of the paper will evaluate and discuss the data that have been collected and
assessment of the same data in order to reach the answers that is essential for this research paper.
The process of data analysis will be initiated by primarily undertaking frequency analysis and
thereafter the questions that are associated with the independent variables are assessed and
thereafter correlation analysis is undertaken in order to have an understanding of the impact of
these environment management factors on the business performance of the manufacturing
companies.
4.2 Frequency Analysis
The frequency analysis is undertaken by assessing each of the questions individually. The
analysis has been given as follows:
Answer to Question No 1
Q1. Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid
Female 25 50.0 50.0 50.0
Male 25 50.0 50.0 100.0
Total 50 100.0 100.0

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Figure 1: Gender
(Source: As Created By the Author)
This question is associated with answering the gender of the respondents who have been
chosen and the results indicate that 25% of the respondents are male and the rest of 25% are
female. The results indicate that the respondents are distributed equally among the male and the
female.

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Answer to Question No 2
Q2. Age group
Frequency Percent Valid Percent Cumulative
Percent
Valid
18-24 years 11 22.0 22.0 22.0
25-34 years 24 48.0 48.0 70.0
35-44 years 13 26.0 26.0 96.0
45-54 years 1 2.0 2.0 98.0
55 years and above 1 2.0 2.0 100.0
Total 50 100.0 100.0
This question is associated with age group of the respondents and it is seen that 48% of
the respondents are within the age group of 25-34 years and on the other hand 26% of the
respondents are within the age group of 35-44 years. 22% of the respondents are within the age
group of 18-24 years and a small percentage of the 2% are within the age group of 45-54 years
and similar percentage of 2% are within the age group of 55 years and above. The results
indicate that most of the respondents are teenagers and middle aged.

26
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 2: Age Group
(Source: As Created By the Author)
Answer to Question No 3
Q3. Educational status
Frequency Percent Valid Percent Cumulative
Percent
Valid Bachelor’s Degree 12 24.0 24.0 24.0
Doctorate 2 4.0 4.0 28.0

27
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Master’s Degree 36 72.0 72.0 100.0
Total 50 100.0 100.0
This question is related with gathering the educational status of the respondents and it is
seen that large percentage of 72% are have Master’s Degree followed by 24% of the respondents
who have Bachelor’s Degree. On the other hand, 4% of the respondents are qualified Doctorate.
This therefore indicates that the employees are literate and have adequate knowledge with the
help of which they would be able to answer the issues that is pertinent to the topic.

28
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 3: Educational Status
(Source: As Created By the Author)
Answer to Question No 4
Q4. Position in the organization
Frequency Percent Valid Percent Cumulative
Percent
Valid
Junior staff 9 18.0 18.0 18.0
Management 17 34.0 34.0 52.0
Middle level staff 24 48.0 48.0 100.0
Total 50 100.0 100.0
This question is associated with understanding the position of the employees within the
organization. The results indicate that 48% of the respondents are middle level staffs and
employees and a huge percentage of 34% of the respondents are from the management level. The
rest of the respondents comprising 18% are junior staffs. This indicates that most of the
respondents are middle level employees.

29
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 4: Position in the organization
(Source: As Created By the Author)
Answer to Question No 5
Q5. Years of experience
Frequency Percent Valid Percent Cumulative
Percent
Valid 1-2 years 17 34.0 34.0 34.0
3-4 years 12 24.0 24.0 58.0

30
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
5-6 years 7 14.0 14.0 72.0
7-8 years 9 18.0 18.0 90.0
8 years and above 5 10.0 10.0 100.0
Total 50 100.0 100.0
This question is associated with understanding the years of experience of the respondents
who have been selected. The results indicate that 34% of the respondents have experience of 1-2
years and on the other hand 24% are have experience of 3-4 years. It is seen that 18% of the
respondents have experience of 7-8 years and 14% are have experience of 5-6 years. A small
percentage of 10% have experience of 8 years and above. The results have indicated that most of
the respondents are new and the responses would be helpful in explaining the impact of
environmental management in the business performance of manufacturing firms.

31
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 5: Years of experience
(Source: As Created By the Author)
Answer to Question No 6
Q6. Environmental management practices are vital in the current time period in the
manufacturing sector
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 23 46.0 46.0 46.0
Disagree 3 6.0 6.0 52.0

32
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 8 16.0 16.0 68.0
Strongly Agree 12 24.0 24.0 92.0
Strongly Disagree 4 8.0 8.0 100.0
Total 50 100.0 100.0
This question is associated with understanding whether environmental management
practices are significant in the current time period for the manufacturing sector. The results
indicate that 46% agree to this statement and 24% strongly agree to this statement. On the other
hand, 16% remain neutral to this point. On the other hand 8% strongly disagree to this point and
6% disagree to this question. The answers therefore suggests that the respondents feel that
environmental management practices are vital for manufacturing sector in the current time
period.

33
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 6: Environment management in the current time period
(Source: As Created By the Author)
Answer to Question No 7
Q7. Government rules and regulations are the main factors for the companies
incorporating environmental management strategies
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 22 44.0 44.0 44.0
Disagree 5 10.0 10.0 54.0

34
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 12 24.0 24.0 78.0
Strongly Agree 8 16.0 16.0 94.0
Strongly Disagree 3 6.0 6.0 100.0
Total 50 100.0 100.0
This question is associated with answering whether government regulations and rules are
the key factors for the organizations who are implementing environment management strategies.
The results indicate that 44% agree to this statement and 16% strongly agree to this question. A
large margin of 24% of the respondents have remained neutral and therefore indicating that these
respondents have not looked to answer this question. 10% of the respondents have disagreed to
this question and on the other hand 6% of the respondents have strongly disagreed. The results
have therefore addressed that governmental rules and regulations play a vital role in the
environmental management practices and their impact on the performance of a manufacturing
company.

35
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 7: Government rules and regulations
(Source: As Created By the Author)
Answer to Question No 8
Q8. Pressure from the stakeholders compel the company to incorporate environmental
management practices
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 24 48.0 48.0 48.0
Disagree 6 12.0 12.0 60.0

36
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 11 22.0 22.0 82.0
Strongly Agree 6 12.0 12.0 94.0
Strongly Disagree 3 6.0 6.0 100.0
Total 50 100.0 100.0
This question has looked to answer whether pressure from the government drives the
manufacturing companies to incorporate environment management. The results have indicated
that 48% of the respondents have agreed to this point. 12% of the respondents strongly disagree
to this point and on the other hand 22% of the respondents have remained neutral. On the other
hand, 12% of the respondents disagree to this point and the rest of 6% have strongly disagreed to
this question. The results have therefore indicated that pressure from the stakeholders have key
role to play in the incorporation of the environmental management practices in the
manufacturing companies.

37
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 8: Pressure from the stakeholders
(Source: As Created By the Author)
Answer to Question No 9
Q9. Commitment of the management is a vital factor for the incorporation of
environmental management strategies
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 25 50.0 50.0 50.0
Disagree 5 10.0 10.0 60.0

38
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 10 20.0 20.0 80.0
Strongly Agree 8 16.0 16.0 96.0
Strongly Disagree 2 4.0 4.0 100.0
Total 50 100.0 100.0
This question tries to answer whether management commitment is a key factor for the
implementation of the environmental management practices. The responses have explained that
50% of the respondents agree to this point and 16% of the respondents have strongly agreed to
this statement. A bigger percentage of 20% have remained neutral, which indicates that the
respondents have not felt of answering the question. 10% of the respondents have disagreed to
this statement and a small percentage of 4% have strongly disagreed to this statement. The
results have therefore indicated that commitment of the management has a key role to play in the
incorporation of the environment management techniques.

39
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 9: Commitment of the management
(Source: As Created By the Author)
Answer to Question no 10
Q10. The capabilities and the resources of a company determine the kind of
environment management they implement
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 27 54.0 54.0 54.0
Disagree 2 4.0 4.0 58.0

40
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 8 16.0 16.0 74.0
Strongly Agree 11 22.0 22.0 96.0
Strongly Disagree 2 4.0 4.0 100.0
Total 50 100.0 100.0
This question is associated with answering whether resources and capabilities of an
organization ascertains the kind of environment that they incorporate. The results show that a
huge percentage of 54% of the respondents have agreed to this statement and on the other hand
22% have strongly agreed to this point. 16% of the respondents have looked to stay neutral and a
small of percentage of 4% each have been stated for disagree and strongly disagree. The results
have indicated that capabilities and resources have played a key role in the implementation of the
environment management in the manufacturing companies.

41
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 10: Capabilities and Resources
(Source: As Created By the Author)
Answer to Question No 11
Q11. Size of a company determines the style of environment management incorporated
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 19 38.0 38.0 38.0
Disagree 3 6.0 6.0 44.0

42
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 10 20.0 20.0 64.0
Strongly Agree 14 28.0 28.0 92.0
Strongly Disagree 4 8.0 8.0 100.0
Total 50 100.0 100.0
This question is related to answering the fact that whether the size of the company
determines the environmental management of practices of an organization. The answer that is
gathered from the respondents have explained that 38% have agreed to this statement and on the
other hand 28% have strongly agreed to this point. A massive percentage of 20% have remained
neutral thereby suggesting that a lot of respondents have looked not to answer this question. 8%
of the respondents have strongly disagreed to this statement and on the other hand the other hand
the rest of the respondents comprising of 6% have disagreed to this statement. The answers
therefore indicates that size of the company has crucial role to play in the incorporation of
environment management strategies.

43
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 11: Size of the company
(Source: As Created By the Author)
Answer to Question No 12
Q12. Individual experience and attitude determines the effectiveness of the
environment management practices
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 22 44.0 44.0 44.0
Disagree 8 16.0 16.0 60.0

44
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 9 18.0 18.0 78.0
Strongly Agree 10 20.0 20.0 98.0
Strongly Disagree 1 2.0 2.0 100.0
Total 50 100.0 100.0
This question associates with answering whether the individual attitude and experience
have an impact on the environment management practices of manufacturing organization. The
results show that 44% have agreed to this statement and on the other hand 20% have strongly
agreed to this point. 18% of the respondents have remained neutral to this point and on the other
hand 16% have disagreed to this statement. On the other hand, a small percentage of 2% have
strongly disagreed. The resays have indicated that individual experience and attitude has a key
role to play in the incorporation of environment management in the manufacturing firms.

45
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 12: Individual experience and attitude
(Source: As Created By the Author)
Answer to Question No 13
Q13. The incorporation of environment management practices improve the business
performance of a company
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 27 54.0 54.0 54.0
Disagree 3 6.0 6.0 60.0

46
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 10 20.0 20.0 80.0
Strongly Agree 8 16.0 16.0 96.0
Strongly Disagree 2 4.0 4.0 100.0
Total 50 100.0 100.0
This question looks to answer whether implementation of the environment management
practices enhances the business performance of a manufacturing organization. The responses
reveal that 54% have agreed to this point and 16% have strongly agreed to the same. 20% of the
respondents have stayed neutral and thereby has not looked to answer this question. On the other
hand, 6% have disagreed to this statement and 4% have strongly disagreed to this statement. The
results therefore suggests that incorporation of the environment management practices is able to
enhance the performance of the business of the manufacturing companies.

47
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 13: Environment management practice improves the business performance
(Source: As Created By the Author)
Answer to Question No 14
Q14. The incorporation of environment management strategies improve the sales and
competitive edge of a company
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 24 48.0 48.0 48.0
Disagree 1 2.0 2.0 50.0

48
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 6 12.0 12.0 62.0
Strongly Agree 15 30.0 30.0 92.0
Strongly Disagree 4 8.0 8.0 100.0
Total 50 100.0 100.0
This is the last question and concentrates on discovering the fact that whether
implementation of the environment management practices are able to improve the competitive
edge of a company. The answers indicate that 48% of the respondents have agreed to this
question and 30% of them have strongly agreed. On the other hand, 12% of the responses have
remained neutral and 8% of the respondents have strongly disagreed to this question. It is seen
that a small percentage of 8% have strongly disagreed. The result has therefore indicated that
environment management practice is able to enhance the sales and the competitive edge of the
manufacturing organizations.

49
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 14: Environment management practice improves sales and competitive edge
(Source: As Created By the Author)
Answer to Question No 15
Q15. Pressure from the stakeholders enhance the use of environment management
strategies in a company
Frequency Percent Valid Percent Cumulative
Percent
Valid Agree 14 28.0 28.0 28.0
Disagree 8 16.0 16.0 44.0

50
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Neutral 15 30.0 30.0 74.0
Strongly agree 9 18.0 18.0 92.0
Strongly disagree 4 8.0 8.0 100.0
Total 50 100.0 100.0
This is question has looked to answer whether pressure from the stakeholders enhance the
use of the environment management strategies within the company and the results state that 30%
of them have remained neutral while 28% pf them have agreed to this statement. It is seen that
18% strongly agree to this point and 16% of them disagree to this point. It is seen that a small
percentage of 8% have strongly disagreed to this point. In this manner, it can be stated that
pressure from the stakeholders have been able to improve the strategies related to environment
management.

51
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 15: Pressure from the stakeholders enhance the use of environment management
strategies
(Source: As Created By the Author)

52
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Answer to Question No 16
Q16. Management commitment leads to the implementation of environment
management in a company
Frequency Percent Valid Percent Cumulative
Percent
Valid
Agree 19 38.0 38.0 38.0
Disagree 9 18.0 18.0 56.0
Neutral 11 22.0 22.0 78.0
Strongly Agree 8 16.0 16.0 94.0
Strongly Disagree 3 6.0 6.0 100.0
Total 50 100.0 100.0
This question is related to having an understanding of whether commitment of the
management leads to the incorporation of the environment management of a company. The
results have indicated the fact that 38% have agreed to this statement and 2% have remained
neutral. It is seen that 16% have strongly agreed to this point. It is seen that 18% have disagreed
to this point and a small percentage of 6% have strongly disagreed to this statement. In this
manner, it is seen that commitment of the management creates a better incorporation of the
environment management policies for an organization.

53
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 16: Commitment of the management leads to the implementation of the
environment management in a company
(Source: As Created By the Author)

54
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Answer to Question No 17
Q17. The extent of personal experiences determines the effectiveness of the
environment management policies
Frequency Percent Valid Percent Cumulative
Percent
Valid
Agree 19 38.0 38.0 38.0
Disagree 6 12.0 12.0 50.0
Neutral 15 30.0 30.0 80.0
Strongly Agree 7 14.0 14.0 94.0
Strongly Disagree 3 6.0 6.0 100.0
Total 50 100.0 100.0
This question has tried to answer that degree of the personal experience leads to the
effectiveness of the environment management policies. The responses that have been received
explains the fact that 38% have agreed to this statement and 30% of them have remained neutral.
In this manner, it is seen that 14% have strongly agreed to this statement and 12% have disagreed
to this statement. Only a small percentage of 6% have strongly disagreed to this statement
thereby explaining the fact that personal experiences and their level determines the effectiveness
of the environment management policies that have been incorporated.

55
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 17: The extent of personal experience determines the effectiveness of the
environment management policies
(Source: As Created By the Author)

56
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Answer to Question No 18
Q18. Organizational culture determines the environment management strategies that
have been incorporated
Frequency Percent Valid Percent Cumulative
Percent
Valid
Agree 26 52.0 52.0 52.0
Disagree 3 6.0 6.0 58.0
Neutral 5 10.0 10.0 68.0
Strongly Agree 13 26.0 26.0 94.0
Strongly Disagree 3 6.0 6.0 100.0
Total 50 100.0 100.0
This question looks to determine the fact that whether organizational culture ascertains
the environment management policies that have been incorporated and it is seen that 52% have
agreed to this statement. 26% have strongly agreed to this statement. 10% of the respondents
have remained neutral while 6% of them have disagreed. The same percentage of 6% have
strongly disagreed as well. The results show that organizational culture is able to ascertain the
environment management strategies that are incorporated within an organization.

57
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 18: Organizational culture determines the environment management strategies that
have been incorporated
(Source: As Created By the Author)

58
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Answer to Question No 19
Q19. Legal regulations of the area has an impact on environment management
Frequency Percent Valid Percent Cumulative
Percent
Valid
Agree 24 48.0 48.0 48.0
Disagree 6 12.0 12.0 60.0
Neutral 8 16.0 16.0 76.0
Strongly Agree 10 20.0 20.0 96.0
Strongly Disagree 2 4.0 4.0 100.0
Total 50 100.0 100.0
This question has looked to find out whether legal regulations of the region has an impact
on the environment management. It is seen that 48% have agreed to this statement. It is seen that
20% have strongly agreed to this point. However, 16% have remained neutral and 12% of them
have disagreed to this point. A meagre value of 4% have strongly disagreed to this point and
thereby explaining the fact that legal regulations have significant impact on the environment
management processes of an organization.

59
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Figure 19: Legal regulations of the area has an impact on environment management
(Source: As Created By the Author)
Discussion
The results have therefore been able to address the fact that all the variables that are
associated with the process of environment management has been able to address the fact that
environmental management is able to have significant amount of impact on the business
performance of the manufacturing organizations that are functioning in Australia.

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THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
4.2 Correlation Analysis
The correlation analysis is a process of statistical assessment that is utilised in order to
examine the strength of the relationship among the variables that are measured numerically, with
the help of sustainable variables. This specific kind of assessment is helpful when the researcher
wants to create a relationship among among all the variables. It is generally misunderstood that
the correlation assessment ascertains the cause and effect and it is not the scenario as the other
variables that are not present in the research that have resulted on the outcomes. The correlation
analysis is undertaken by making a comparison among the variables that are associated with the
environment management and the business performance of manufacturing firms. The correlation
analysis that has been undertaken in accordance to this paper has been given as follows:
Correlations
Q6.
Environmental
management
practices are
vital in the
current time
period in the
manufacturing
sector
Q7. Government
rules and
regulations are
the main factors
for the
companies
incorporating
environmental
management
strategies
Q8. Pressure
from the
stakeholders
compel the
company to
incorporate
environmental
management
practices
Q6. Environmental
management practices are
vital in the current time
period in the manufacturing
sector
Pearson Correlation 1 .275 .144
Sig. (2-tailed) .053 .319
N 50 50 50
Q7. Government rules and Pearson Correlation .275 1 .238

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THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
regulations are the main
factors for the companies
incorporating environmental
management strategies
Sig. (2-tailed) .053 .096
N 50 50 50
Q8. Pressure from the
stakeholders compel the
company to incorporate
environmental management
practices
Pearson Correlation .144 .238 1
Sig. (2-tailed) .319 .096
N 50 50 50
Q9. Commitment of the
management is a vital factor
for the incorporation of
environmental management
strategies
Pearson Correlation .265 .416** .425**
Sig. (2-tailed) .063 .003 .002
N 50 50 50
Q10. The capabilities and the
resources of a company
determine the kind of
environment management
they implement
Pearson Correlation .211 .047 .140
Sig. (2-tailed) .142 .747 .333
N 50 50 50
Q11. Size of a company
determines the style of
environment management
incorporated
Pearson Correlation .192 .186 .119
Sig. (2-tailed) .181 .195 .411
N 50 50 50
Correlations
Q9. Commitment
of the
management is a
vital factor for the
incorporation of
environmental
management
strategies
Q10. The
capabilities and
the resources of
a company
determine the
kind of
environment
management
they implement
Q11. Size of a
company
determines the
style of
environment
management
incorporated

62
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Q6. Environmental
management practices are
vital in the current time period
in the manufacturing sector
Pearson Correlation .265 .211 .192
Sig. (2-tailed) .063 .142 .181
N 50 50 50
Q7. Government rules and
regulations are the main
factors for the companies
incorporating environmental
management strategies
Pearson Correlation .416 .047 .186
Sig. (2-tailed) .003 .747 .195
N 50 50 50
Q8. Pressure from the
stakeholders compel the
company to incorporate
environmental management
practices
Pearson Correlation .425 .140 .119
Sig. (2-tailed) .002 .333 .411
N 50 50 50
Q9. Commitment of the
management is a vital factor
for the incorporation of
environmental management
strategies
Pearson Correlation 1 .288** .159**
Sig. (2-tailed) .043 .272
N 50 50 50
Q10. The capabilities and the
resources of a company
determine the kind of
environment management
they implement
Pearson Correlation .288 1 -.006
Sig. (2-tailed) .043 .968
N 50 50 50
Q11. Size of a company
determines the style of
environment management
incorporated
Pearson Correlation .159 -.006 1
Sig. (2-tailed) .272 .968
N 50 50 50
Correlations

63
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Q12. Individual
experience and
attitude
determines the
effectiveness of
the environment
management
practices
Q13. The
incorporation of
environment
management
practices improve
the business
performance of a
company
Q14. The
incorporation of
environment
management
strategies
improve the sales
and competitive
edge of a
company
Q6. Environmental
management practices are
vital in the current time period
in the manufacturing sector
Pearson Correlation .305 .416 .126
Sig. (2-tailed) .031 .003 .382
N 50 50 50
Q7. Government rules and
regulations are the main
factors for the companies
incorporating environmental
management strategies
Pearson Correlation .132 .189 .207
Sig. (2-tailed) .359 .190 .150
N 50 50 50
Q8. Pressure from the
stakeholders compel the
company to incorporate
environmental management
practices
Pearson Correlation .534 .306 .387
Sig. (2-tailed) .000 .031 .005
N 50 50 50
Q9. Commitment of the
management is a vital factor
for the incorporation of
environmental management
strategies
Pearson Correlation .292 .238** .190**
Sig. (2-tailed) .040 .096 .186
N 50 50 50
Q10. The capabilities and the
resources of a company
determine the kind of
environment management
they implement
Pearson Correlation .362 .100 .322
Sig. (2-tailed) .010 .489 .022
N 50 50 50
Q11. Size of a company Pearson Correlation .256 .351 .251

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THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
determines the style of
environment management
incorporated
Sig. (2-tailed) .073 .013 .078
N 50 50 50
Correlations
Q6.
Environmental
management
practices are
vital in the
current time
period in the
manufacturing
sector
Q7. Government
rules and
regulations are
the main factors
for the
companies
incorporating
environmental
management
strategies
Q8. Pressure
from the
stakeholders
compel the
company to
incorporate
environmental
management
practices
Q12. Individual experience
and attitude determines the
effectiveness of the
environment management
practices
Pearson Correlation .305 .132 .534
Sig. (2-tailed) .031 .359 .000
N 50 50 50
Q13. The incorporation of
environment management
practices improve the
business performance of a
company
Pearson Correlation .416 .189 .306
Sig. (2-tailed) .003 .190 .031
N 50 50 50
Q14. The incorporation of
environment management
strategies improve the sales
and competitive edge of a
company
Pearson Correlation .126 .207 .387
Sig. (2-tailed) .382 .150 .005
N 50 50 50
Correlations

65
THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Q9. Commitment
of the
management is a
vital factor for the
incorporation of
environmental
management
strategies
Q10. The
capabilities and
the resources of
a company
determine the
kind of
environment
management
they implement
Q11. Size of a
company
determines the
style of
environment
management
incorporated
Q12. Individual experience
and attitude determines the
effectiveness of the
environment management
practices
Pearson Correlation .292 .362 .256
Sig. (2-tailed) .040 .010 .073
N 50 50 50
Q13. The incorporation of
environment management
practices improve the business
performance of a company
Pearson Correlation .238 .100 .351
Sig. (2-tailed) .096 .489 .013
N 50 50 50
Q14. The incorporation of
environment management
strategies improve the sales
and competitive edge of a
company
Pearson Correlation .190 .322 .251
Sig. (2-tailed) .186 .022 .078
N 50 50 50
Correlations
Q12. Individual
experience and
attitude
determines the
effectiveness of
the environment
management
practices
Q13. The
incorporation of
environment
management
practices improve
the business
performance of a
company
Q14. The
incorporation of
environment
management
strategies
improve the sales
and competitive
edge of a
company

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THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
Q12. Individual experience
and attitude determines the
effectiveness of the
environment management
practices
Pearson Correlation 1 .487 .383
Sig. (2-tailed) .000 .006
N 50 50 50
Q13. The incorporation of
environment management
practices improve the business
performance of a company
Pearson Correlation .487 1 .207
Sig. (2-tailed) .000 .149
N 50 50 50
Q14. The incorporation of
environment management
strategies improve the sales
and competitive edge of a
company
Pearson Correlation .383 .207 1
Sig. (2-tailed) .006 .149
N 50 50 50
Table 1: Correlation Analysis
(Source: As Created By Author)
The results that have been gathered by undertaking the correlation analysis have indicated
that all the variables are positively correlated to each of the variables and none of the variables
have indicated any negative results. The value that have been obtained for all the variables are
positively and are moderately close to each other has the values have been more than 0 but has
been closer to one even though the the figures have not increased over 0.534. The figures that
have one star have correlation which is significant at the 0.05 level. On the other hand, the
correlation values that have double stars have significant level at 0.01. The correlation analysis
have indicated that all the variable are positively correlated and therefore, it can be said that all
the variables that have been taken into consideration are mutually interrelated to each other and

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PERFORMANCE OF MANUFACTURING FIRMS
thereby it can be said that all the factors related to environment management is able to have
significant amount of impact on the business performance of manufacturing companies that are
operational in Australia.
Chapter 5: Conclusion, Recommendation, Limitation and Future Work
5.1 Conclusion (Addressing the objectives of the research)
The research that has been taken into consideration tries to assess the impact of
environmental management practices on the performance of the business of the manufacturing
companies. The authenticity of the results can be obtained by having a clear idea about whether
the results have been able to answer the objectives of the research. The key objective of the

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THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
research is to evaluate the impact of environmental management on the performance of the
business in accordance to the social, economic and the financial viabilities. The results that have
been obtained indicates the fact that all the variables that have been taken into consideration
indicates the fact that all these factors related to environment management have significant
amount of impact on the performance of the business for the manufacturing companies. All the
explained variables are closely associated to each other and thereby it can be said that
environment management practices have key role in the mitigation of the wastes and increase in
the satisfaction level among the customers and the stakeholders. The mitigation of wastes that is
produced after the finished product has been manufactured is helpful in safeguarding the society
and the environment as a whole. The results have been in line with the literature that has been
constructed earlier in this paper and therefore the result indicates that the research has been able
to address the issues. The result has been able to explain that environment management have
significant amount of impact on the business performance of the manufacturing organizations.
The background of the paper has addressed the environment in which the manufacturing
companies are functional. The variables that have been taken into consideration are actually in
line with the Australian environment and therefore they have been able to explain the fact that
environment management is influential in improving the business performance of a company.
5.2 Recommendation
There are several suggestions and recommendations that can be provided to the
researcher in accordance to this research topic. The results have indicated that environmental
management have positive impact on the performance of the business of the manufacturing
companies. It can be recommended that the management of the company should look to assess
the environment management practice from time to time in order to discover the process that is

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THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
used and in case any faults and discrepancies are observed in the process then accordingly
developments and improvements can be made that would be useful in improving the business
performance of a manufacturing company. It is even recommended that with the advent of time
there would be introduction of various new and improved environment management
technologies and hence it is the responsibility of the management to incorporate the same in
accordance to the budget of the company so that their business performance can be enhanced and
the company is able to increase their level of profit and business performance. It is even
recommended that the management should create a benchmark for their environment
management practices with the help of which they are able to assess their actual position and
accordingly make changes in if deemed necessary. It is even recommended that the management
should assess the environmental management policies of their rival firms and evacuate how they
are performing in order to understand the differences that is existent among their environment
management and the environment practices of the rival firms. The incorporation of these
recommendations are helpful in improving the current scenario of the manufacturing companies.
5.3 Limitations of the Research
There are several limitations that can be observed in a research thesis and in accordance
to this paper, it is seen that there are certain limitations. It is seen that there are biases that are
seen in the responses that have been provided by the participants as it is seen that the participants
may not provide true and authentic answers to the researcher. The availability of biasness creates
a discrepancy and the results that have been obtained may not be true and fair and thereby it can

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THE EFFECT OF ENVIRONMENTAL MANAGEMENT ON THE BUSINESS
PERFORMANCE OF MANUFACTURING FIRMS
hamper the overall result. The other limitation that has been observed in this research has been
the time restriction and the unavailability of time has limited the researcher to expand their
sample pool and thus the expansion of the respondent pool would be able to improve the research
in accordance to the current topic. The mitigation of these issues can be helpful in creating a
much result for the current research paper.
5.4 Future Work
There are scope for future research in accordance to the current topic, as it is seen that the
environment would change with the advent of time and therefore there would be a rise in the
environmental impact on the performance of the business. Therefore, future researches can be
undertaken on the same topic in order to have an understanding of the changes that have taken
place and the differences that is created in the future time in accordance to the present research
results.
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Appendix
Name of the Manufacturing Companies and their E-Mail Ids
1. Curtis Australia- www.curtisaustralia.com
2. ALS Limited- https://www.alsglobal.com/us/services-and-products
3. Bates Australia- www.batessaddles.com
4. Stuart and Sons- http://www.stuartandsons.com/

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5. GWA International- http://www.gwagroup.com.au/
6. Pental- http://www.pentalonline.com/
7. Thales Australia- https://www.thalesgroup.com/en/countries/asia-pacific/Australia
8. Dingo Australia- http://www.dingo.com.au/
9. Steelbro- https://www.steelbro.com/
10. Tontine Group- https://www.tontine.com.au/
Questionnaire
Details of the Respondents
Specifications Details
Name:
Gender:
Mobile Number:
Age:
Education:
Position in the Organization:

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Experience in the Company:
Strongly Agree
(1)
Agree (2) Neutral (3) Disagree (4) Strongly
Disagree (5)
Question
No
Question (1) (2) (3) (4) (5)
1. Environmental management practices are vital in the
current time period in the manufacturing sector
2. Government rules and regulations are the main factors
for the companies incorporating environmental
management strategies
3. Pressure from the stakeholders compel the company to
incorporate environmental management practices
4. Commitment of the management is a vital factor for the
incorporation of environmental management strategies
5. The capabilities and the resources of a company
determine the kind of environment management they
implement
6. Size of a company determines the style of environment
management incorporated

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PERFORMANCE OF MANUFACTURING FIRMS
7. Individual experience and attitude determines the
effectiveness of the environment management practices
8. The incorporation of environment management practices
improve the business performance of a company
9. The incorporation of environment management
strategies improve the sales and competitive edge of a
company
5 questions based on the Literature Review
Strongly Agree
(1)
Agree (2) Neutral (3) Disagree (4) Strongly
Disagree (5)
Question
No
Question (1) (2
)
(3) (4) (5)
1. Pressure from the stakeholders enhance the use of
environment management strategies in a company
2. Management commitment leads to the
implementation of environment management in a
company
3. The extent of personal experiences determines the
effectiveness of the environment management
policies