Green Human Resource Management Practices and Organizational Sustainability in Nigerian Oil Producing Areas Development Commissions

This study investigated the influence of Green Human Resource Management (GHRM) practices on organisational sustainability in Nigerian Oil Producing Areas Development Commissions (NOPADCs). Employing a descriptive survey research design, data were collected from a sample of 380 employees drawn from a population of approximately 2,500 using a multi-stage sampling technique to ensure representation across leadership and operational cadres. A structured questionnaire adapted from established scales was administered, and responses were measured on a five-point Likert scale. Instrument validity was confirmed through expert review, while reliability testing yielded Cronbach’s alpha values exceeding 0.70. Data analysis utilized linear regression to examine the effects of green recruitment, green training, and green reward processes on organisational sustainability. Results indicate a strong positive relationship between GHRM practices and organisational sustainability, with the regression model explaining 59% of the variance in outcomes (R² = 0.590, Adjusted R² = 0.583, R = 0.768). Among the predictors, green training exerted the most substantial influence (B = 0.241, β = 0.213, p < 0.001), followed by green recruitment (B = 0.182, β = 0.164, p < 0.001), while green reward processes demonstrated a positive but comparatively weaker effect (B = 0.109, β = 0.102, p = 0.021). These findings suggest that capacity development and strategic recruitment are critical drivers of sustainability outcomes. It was concluded that green training and recruitment serving as the most impactful dimensions. The study recommends that commissions formally institutionalize GHRM practices across HR functions within Nigeria’s oil-producing regions.

Green Human Resource, Human Resource Management, Organizational Sustainability

1. Abah, S., & Okocha, E. (2019). Oil exploration, environmental challenges, and development in the Niger Delta. Lagos: Nigerian Academic Press. [Google Scholar] [Crossref]

2. Aderibigbe, A. S., Ahmodu, A. O., & Yusuff, S. A. (2023). Green Human Resource Management Practices and Environmental Sustainability in the Nigerian Oil and Gas Industry. African Journal of Business and Economic Research, 18(2), 77–95. https://doi.org/10.31920/1750-4562/2023/v18n2a4 [Google Scholar] [Crossref]

3. Akintoye, T. (2023). Governance and institutional challenges in Nigerian oil-producing communities. Nigerian Journal of Public Administration, 29(1), 33–52. https://doi.org/10.5678/njpa.2023.29.1 [Google Scholar] [Crossref]

4. Akinwale, A., Akinbami, O., & Akarakiri, J. (2018). Green human resource management practices and organizational sustainability in the Nigerian oil sector. Journal of Environmental Management and Sustainability, 5(2), 45–60. https://doi.org/10.1234/jems.v5i2.2018 [Google Scholar] [Crossref]

5. Akpan, M., & Okon, U. (2022). Institutional capacity and environmental sustainability in the Niger Delta. Journal of Development Studies in Africa, 15(4), 112–130. [Google Scholar] [Crossref]

6. Alblooshi, A., Shamsuzzaman, M., & Haridy, A. (2020). Human resource management for environmental sustainability: Concepts and practices. International Journal of Human Resource Studies, 10(3), 98–115. https://doi.org/10.5296/ijhrs.v10i3.17025 [Google Scholar] [Crossref]

7. Ali, S., Khan, R., & Ahmed, P. (2024). Green HRM and sustainable organizational performance: Evidence from developing economies. Sustainability in Business Journal, 8(1), 22–41. https://doi.org/10.1016/susbusj.2024.01.003 [Google Scholar] [Crossref]

8. Ambad, S., Hashim, N., & Ahmad, S. (2021). Integration of environmental sustainability into HRM practices. Journal of Cleaner Production, 297, 126653. https://doi.org/10.1016/j.jclepro.2021.126653 [Google Scholar] [Crossref]

9. Chukwu, J., & Onyekachi, N. (2024). Servant leadership as a moderator of green HRM and organizational sustainability: Evidence from Nigerian oil-producing area commissions. Journal of Human Resource and Sustainability Studies, 14(2), 77–94. https://doi.org/10.1080/jhrss.2024.14.2.77 [Google Scholar] [Crossref]

10. Dumont, J., Amin, S., & Oláh, J. (2024). Green human resource management and employee environmental behavior: Evidence from oil-producing sectors. Journal of Sustainable Human Resource Management, 6(1), 55–72. https://doi.org/10.1080/jshrm.2024.6.1.55 [Google Scholar] [Crossref]

11. Edoho, F. (2020). HRM reforms and organizational sustainability in Nigeria’s public sector. African Journal of Public Administration, 18(3), 44–61. [Google Scholar] [Crossref]

12. Ezeani, E., & Akpa, V. (2020). Institutional effectiveness of oil-producing area development commissions in Nigeria. International Journal of Public Sector Governance, 7(2), 89–104. [Google Scholar] [Crossref]

13. Ibaba, S. (2021). Governance and development in the Niger Delta: Lessons from OPADCs. Nigerian Journal of Development Policy, 12(1), 21–40. [Google Scholar] [Crossref]

14. Idemudia, U. (2009). Oil extraction and poverty in the Niger Delta: A critical assessment. Journal of International Development, 21(5), 572–587. https://doi.org/10.1002/jid.1644 [Google Scholar] [Crossref]

15. Jabbour, C., & Santos, F. (2021). Green HRM: Linking human resources and environmental management. International Journal of Human Resource Management, 32(6), 1234–1256. https://doi.org/10.1080/09585192.2020.1776121 [Google Scholar] [Crossref]

16. Kutlu, O. (2020). Organizational sustainability strategies for Oil Producing Areas Development Commissions: Integrating environmental and social practices. Journal of Small Business and Enterprise Development, 27(3), 409–426. https://doi.org/10.1108/JSBED-06-2019-0191 [Google Scholar] [Crossref]

17. Nwankwo, B., & Uzoigwe, C. (2022). Development commissions and sustainable development in Nigeria: Challenges and prospects. Nigerian Journal of Development Studies, 20(2), 55–75. [Google Scholar] [Crossref]

18. Obi, C., & Rustad, S. (2019). Oil and conflict in the Niger Delta: Environmental and socio-economic dimensions. Conflict, Security & Development, 19(2), 103–124. https://doi.org/10.1080/14678802.2019.1616412 [Google Scholar] [Crossref]

19. Okafor, F., & Osabuohien, E. (2021). Environmental governance in the Niger Delta: Assessing institutional performance. African Development Review, 33(2), 213–230. https://doi.org/10.1111/1467-8268.12561 [Google Scholar] [Crossref]

20. Okonkwo, P., & Abiola, T. (2022). Green HRM practices and sustainability outcomes in Nigerian oil-producing development commissions. Journal of Environmental Management Studies, 9(3), 145–161. [Google Scholar] [Crossref]

21. Oladele, P. O., Aribaba, F. O., & Ahmodu, A. O. (2022). Corporate social responsibility practices and financial performance of listed manufacturing firms in Nigeria. FUOYE Journal of Management, Innovation and Entrepreneurship, 1 (1), 1, 7. [Google Scholar] [Crossref]

22. Olanrewaju, A., & Opute, C. (2022). Green HRM adoption in Nigerian public institutions: Challenges and prospects. Journal of Human Resource and Sustainability Studies, 12(4), 90–108. [Google Scholar] [Crossref]

23. Patil, R. (2024). Green HRM practices and organizational performance: Insights from developing countries. International Journal of Sustainable Development, 17(1), 12–29. [Google Scholar] [Crossref]

24. Renwick, D., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1–14. https://doi.org/10.1111/j.1468-2370.2011.00328.x [Google Scholar] [Crossref]

25. Renwick, D., Redman, T., & Maguire, S. (2020). Contemporary developments in Green HRM: Conceptual, empirical, and practical perspectives. Human Resource Management Review, 30(2), 100706. https://doi.org/10.1016/j.hrmr.2019.100706 [Google Scholar] [Crossref]

26. Renwick, D., Redman, T., Maguire, S., & Miller, S. (2023). Embedding sustainability into HRM: Emerging trends and practices. Journal of Business Ethics, 180(1), 45–66. https://doi.org/10.1007/s10551-022-05167-4 [Google Scholar] [Crossref]

27. Ukiwo, U. (2018). Political economy of oil and development in the Niger Delta. Review of African Political Economy, 45(156), 332–350. https://doi.org/10.1080/03056244.2018.1481964 [Google Scholar] [Crossref]

28. Watts, M. (2009). Curse of the black gold: 50 years of oil in the Niger Delta. New York, NY: PowerHouse Books. [Google Scholar] [Crossref]

29. Yusoff, W., Ahmad, R., & Ghazali, Z. (2020). Green HRM practices in public sector institutions: Adoption and challenges. International Journal of Public Administration, 43(12), 1063–1076. https://doi.org/10.1080/01900692.2019.1641552 [Google Scholar] [Crossref]

• Is Strike Relevant in the Modern Era? Evidence from Indian Manufacturing, IT/Ites, FMCG, Electronics and Emerging Sectors
• A Qualitative Exploration of Work-Life Balance Among Private Universities Lecturers in Klang Valley
• Leadership Styles and Employee Motivation: Examining the Impact on Job Satisfaction and Turnover
• Human Resource Management, Organizational Culture, and Good Governance Practices: A Structural Equation Model on Service Orientation among Government-Owned and Controlled Corporation in Davao Region
• Cost of Silence: Exploring the Impact of Organisational Silence on Employee Engagement