







































 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 The Moderating Role of Green Work Climate 

Perceptions on Green Human Resource 

Management and Organizational Agility of 

Multinational Oil and Gas Companies in Nigeria 
Akpobolokami Andy Mezeh and Chidiebere Victor Adim  

 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

66 
 

The Moderating Role of Green Work Climate Perceptions on Green 

Human Resource Management and Organizational Agility of 

Multinational Oil and Gas Companies in Nigeria 

 

Akpobolokami Andy Mezeh PhD1* and  Chidiebere Victor Adim PhD2 
1Department of Management, Faculty of Management Sciences, Rivers State University, 

Nkpolu-Oroworukwo, Port Harcourt, Nigeria. 
2Department of Business Administration, Faculty of Social and Management Sciences, 

University of Africa, University of Africa, Toru-Orua, Bayelsa State, Nigeria 

 
Article History 

Submitted 15.07.23; Revised Version Received 21.07.23; Accepted 21.07.2023 

 

Abstract 

Purpose: This study examined the moderating 

role of green work climate perceptions on the 

relationship between green human resource 

management and organizational agility of 

multinational oil and gas companies in Nigeria.  

Methodology: The study adopted the cross-

sectional research survey design. Primary data 

was generated through structured questionnaire. 

The population of this study was the five (5) 

International (Multinational) Oil and Gas 

producing companies in Nigeria registered with 

the Department of Petroleum Resources. A 

census sampling was adopted hence, the entire 

five (5) International (Multinational) Oil and Gas 

producing companies in Nigeria were studied. 

However, for the purposes of data collection, 50 

managers were used as respondents. The 

reliability of the instrument was achieved by the 

use of the Cronbach Alpha coefficient with all the 

items scoring above 0.70.  The hypotheses were 

tested using the Spearman’s Rank Order 

Correlation Statistics while the partial correlation 

was used to test the moderating influence of green 

work perceptions. The tests were carried out at a 

0.05 significance level.  

Findings: Findings revealed that green work 

climate perceptions significantly moderate the 

relationship between green human resource 

management and organizational agility of 

multinational oil and gas companies in Nigeria.  

Recommendations: Therefore, the study 

recommends that with the increasing trend of 

shouldering environmental responsibility, 

Management of multinational oil and gas 

companies have realized that green 

organizational initiatives should be supported and 

implemented by employees’ human behavior, 

leading to effective environmental performance. 

Keywords: Green Climate Perceptions, Green 

Human Resource Management, Organizational 

Agility, Flexibility, Adaptability, Sensitivity 

 

 

 

 

 

 

https://doi.org/10.47672/ejh.1539


European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

67 
 

1.0 INTRODUCTION 

In today’s 21st century of globalized and knowledge-based economy, no organization can survive 

and achieve industry competitive advantage without agile workforce, information technological 

capability and strategic foresight be it developed, emerging and developing economies. As 

emphasized by Al-Romeedy (2019) that organizations in different industries including oil and gas 

industry faced a lot of challenges in attaining targeted competitive advantage due to rapid and fast 

fluctuation of visible and invisible forces like technological development, globalization, 

innovation, creativity, and changing customers' preferences in the business environment. Rohr 

beck and Kum (2018) asserted that strategic agility enhances firm’s future preparedness and 

powerful predictors for becoming an outperformer in the industry, for attaining superior 

profitability, and for gaining superior market capitalization growth. They further emphasized that 

organizations with strategic agility character gain strategic foresight in securing future superior 

performance and competitive advantage. 

Organizations are constantly facing change. Globalization, fast technological advances, 

competition, disruptive business models, emerging new markets, constantly evolving consumer 

preferences – are daily challenges for most big and small organizations. Combined with more 

traditional risks of business and economy lifecycles, these everchanging challenges force 

organizations to become more efficient and agile in order to survive (Zientara & Zamojska, 2018).  

Organizational agility is a company's ability or capacity to continuously adjust and adapt its 

strategic direction by identifying and decisively seizing major, game-changing opportunities when 

they arise. Like other forms of agility, such as operational agility, portfolio agility and 

organizational agility, the underlying idea is being quick on your feet, nimble, responsive, always 

at alert. However, in the case of strategic agility, the focus is on the need for the flexible, fast 

adaptive strategy formation. Organizational strategies and policies can only be successfully 

implemented through human resource and thus, environmental thinking and operations should be 

consistent with positive vision that directs employees towards the realization of environmental 

practices and initiatives (Acquah, Agyabeng-Mensah &Afum, 2020).  

Human resource is the bedrock of any organization; they are a vital and significant resource that 

helps give the organization an edge. Organizations today especially in Nigeria are working towards 

a technology-driven entity and the management of human resources requires technology. 

Technologically generated data is needful for the analysis of human resource from the point of 

candidate attraction to the point of employee retention (Biriowu & Kalio, 2020). 

The concept of green human resource management (GHRM) emerged in the corporate world as a 

result of environmental sustainability rules and awareness (Peerzadah, Mufti & Nazir, 2018). 

Literature shows that green HRM covers the awareness of environmental issues and promotes 

social and economic well-being of the organizations and their employees viewed from a general 

point of view. It is useful in minimizing carbon fingerprints and costs, promoting efficiency and 

environmental awareness of employees, and launching green work-life balance initiatives for them 

(Ahmad, 2015; Nijhawan, 2014). In fact, HRM has a key role in integrating the strategy of 

sustainability within the organization in the hopes of developing skills, motivation, values and trust 

among employees to accomplish and maintain the triple bottom line (people, planet and profit) 

(Uddin & Islam, 2015). HRM support towards environmental management is commonly referred 

to as green human resource management (GHRM) (Anusingh & Shikha, 2015). In particular, 

GHRM is described as the HRM policies use in supporting resource usage sustainability in the 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

68 
 

organization and in driving the advantages of environmental management. The GHRM-related 

practices are robust tools that organizations can avail from in their HRM green operations. Lack 

of human resources and sustainable policies implementation would lead to failure to going green 

initiatives.  

Green work climate perceptions refer to individuals' attitudes and beliefs about environmental 

sustainability and their willingness to take action to address environmental issues. People with 

high levels of green work climate perceptions are more likely to prioritize environmental 

sustainability in their decision-making, and they may be more motivated to take actions that 

contribute to a more sustainable future, such as reducing their carbon footprint or supporting 

policies that promote sustainability (Tuan, 2021). 

Green work climate perceptions can be influenced by a variety of factors, including personal 

values, education, and exposure to environmental issues. Research suggests that building a culture 

of environmental sustainability within organizations can also help to promote green work climate 

perceptions among employees, leading to more environmentally sustainable practices and 

improved business performance (Ibnou-Laaroussi, Rjoub & Wong, 2020). Overall, it is evident 

that green work climate perceptions have made an invaluable impact on our understanding of how 

we interact with the environment. Therefore, the purpose of this study was to examine the 

moderating role of green work climate perceptions on the relationship between green human 

resource management and organizational agility of multinational oil and gas companies in Nigeria.  

 

 

 

 

Figure 1: Conceptual Model for the Moderating Role of Green Work Climate Perceptions on the 

Relationship between Green HRM and Organizational Agility 

Source: Desk Research, 2023 

2.0 LITERATURE REVIEW 

Theoretical Foundation  

Dynamic Capabilities Theory  

Teece, Pisano, and Shuen (1997) introduced the Dynamic Capabilities Theory (DCT), also known 

as dynamic capacities theory. According to Teece et al., successful firms in the international 

marketplace can reveal a timely response to market changes to speed up product and service 

innovation. Also, they can direct and reorganize internal and external capabilities in an effective 

manner. The DCT explains the way organizations invent firm-specific capabilities that arise as a 

result of environmental dynamics in the business. These variations relay market positioning, 

industry processes, and opportunities.  

The Dynamic capabilities theory developed a model called appropriability regimes that provides 

an introduction to how a company avoids its innovation being copied by others. Dynamic 

capabilities are not an “isolated source of long-term competitive advantage.” They act as a means 

to achieve resource configurations that help in short-term benefits in the transition of market 

Organizational 

Agility 

Green Human 

Resource 

Management 

Green Work 

Climate 

Perceptions 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

69 
 

opportunities (Wheeler, 2002). Dynamic capabilities thus generate resource formations that create 

value-adding strategies. Their benefits lie in soon, astute, and fortuitous applications than rivals 

(Eisenhardst & Martin, 2000). 

According to Pavlou and El Sawy (2011), the dynamic capabilities view originates from 

Schumpeter’s innovation-based competition where competitive advantage is based on the creative 

destruction of existing resources and novel recombination into new operational capabilities. 

Schumpeter’s contribution to theoretical development of dynamic capability was the recognition 

of the need to reconfigure resources in order to effectively respond to environmental dynamism. 

The concept of dynamic capabilities (DCs) is also the extension of resource-based view (RBV) for 

its ability to respond to rapidly technological change (Teece, 2007). Dynamic capabilities have 

lent value to the RBV arguments as they transform what is essentially a static view into one that 

can encompass competitive advantage in a dynamic context (Barney, 2001a, b). The concept of 

DCs exists because of dynamic interactions between firms’ capability building and environment, 

and the needs to sustain competitive advantage through capability building. Teece, Pisano and 

Shuen (1997) developed the notion of dynamic capabilities as the capacity of the firms to renew 

competencies so as to achieve congruence with the changing business environment by adapting, 

integrating, and reconfiguring internal and external organizational skills, resources, and functional 

competencies. 

Dynamic capabilities mirror a company’s capability to” accomplish “novel and state-of the-art 

systems of competitive advantage” (Nooteboom, 2009). The concept of dynamic capabilities arose 

from the “inert resource-based theory of competitive strategy to offer a theoretical background in 

capturing the evolution of the capabilities.” “Incorporation of “the dynamic capabilities view 

enables the capturing of development of capabilities” that offer a global acceleration of the firm’s 

market entry.” The people shape the mode of dynamic capabilities within the company.” 

(Weerawardena, Mort, Liesch, & Knight, 2007). 

Green Human Resource Management 

Green human resource management (GHRM) is emerging as a significant area in management 

(Mehta & Chugan, 2015). It is defined as the process of ensuring that the management system 

practiced in an organization is ecologically balanced and environmentally affable (Kapil, 2015). 

Most of the definitions on GHRM by different authors are quite similar except with little 

differences. The main focus of this concept is the reflection of ‘green’ as an environmental system 

in defining the practices of HRM. For instance, Opatha and Arulrajah (2014) define GHRM as the 

policies, practices and systems that make employees of the organization green for the benefit of 

the individual, society, natural environment, and the business.  

Similarly, Rana and Jain (2014) perceived GHRM from a model perspective, which is defined as 

an employment model designed to assist industry professionals in retaining, recalling, preserving 

and developing the talent needed to ensure that future business initiatives and strategies are met. 

In the word of Prasad (2013), GHRM is often used to refer to the contribution of HR policies and 

practices towards the broader corporate environmental agenda of sustainable use of natural 

resources. This definition is supported by Opatha (2013) and Opatha and Arulrajah (2014), as the 

authors pinpoint that GHRM entails the structuring of policies, practices and systems that make 

employees of the organization green for the benefit of the individual, society, natural environment 

and the business. Renwick et al, (2008) concluded that GHRM is the integration of corporate 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

70 
 

environmental management into HRM. It is the contribution of people management policies and 

activities towards the organization's goals (Chowdhury, Sanju & Asaduzzaman, 2017). According 

to Mandip (2012), GHRM is the use of every employee touch point/interface to promote 

sustainable practices and increase employee awareness and commitments on the issues of 

sustainability. 

Jabbour et al. (2010) first revealed that the greening of functional dimensions of HRM such as job 

description and analysis, recruitment, selection, training, performance appraisal and rewards is the 

reason for GHRM. While in 2011, the author (Jabbour, 2011) came back to re-define GHRM as 

the ‘level of the greening of HRM practices’ in terms of functional and competitive dimensions of 

HRM. Mehta and Mehta (2017) provided a broader view where the authors emphasised that 

GHRM incorporates environment-friendly HR commencement and practices for sustainable use 

of resources. This resources, however, help in attaining at an optimum level of efficiencies, less 

wastage, improved job-related attitude, improved work/private life, lower costs, improved 

employee performance and retention.  

Green Human Resource Management (GHRM) refers to the environmental management that is 

related to HRM and its main objective is the use of HRM in preventing pollution using the 

operational processes of the organization (Renwick et al., 2013). GHRM practices entail the use 

of traditional HRM practices consistent with environmental objectives and the strategic HRM 

dimensions of the firm (Gholami et al., 2016). Indeed, GHRM has been defined in different ways 

by researchers. To begin with, in organizational perspective, GHRM was defined as the entire 

tasks and duties appropriated to the development and creation of a system that makes human 

resource aware of the environment in their private and professional lives (Kirti, 2019; Jirawuttinunt 

& Limsuwan, 2019). Zoogah (2011) define green HRM as management practices and philosophies 

concerned with sustainable environmental use of business resources, without adversely affecting 

the natural resources (Zoogah, 2011). 

Organizational Agility 

The concept of agility refers to the ability to quickly and easily make move through fast thinking 

or a thoughtful approach. The origin of the concept was derived from the term “agile production” 

which has been in existence in the literature for a long period (Mehrabi, Siyadat, Lameh, & 2013). 

Organizational agility is the ability to survive and grow in an unexpected business surrounding 

and constant change via frequent market changes and still meet up providing the wants of 

stakeholders such as government, employees, host communities, and others (Gunasekaran, 1999). 

The Organizational Agility (OA) is one of the methods for responding to these changes and 

revolution factors. Indeed, OA is a new paradigm for engineering competitive organizations and 

firms. Today, the organizations must have different competitive features to compete; otherwise, 

they will move towards annihilation. (Nafei, 2016).  

Similarly, Zain, Rose, Abdullah, and Masrom (2005) noted that given that human mind capabilities 

are shortened in terms of understanding critical changes that take place in the environment 

surrounding, this is also applied to the complexity of today’s business surroundings. The adoption 

of OA has become a necessity that organizations need for quick movement of employees be 

characterized by agility, decision-making, and agility in performing the job functions. The 

adoption of OA is done in a way to get workers engaged at work devoting all their efforts, feelings, 

and realization in order to reach a firm's organizational goals (Markos & Sridevi, 2010; Warr & 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

71 
 

Inceoglu, 2012). Also, OA plays a critical function in the life of the organization as it aids 

personnel with knowledge, high skills, restructuring and organizational processes, and adoption of 

new technological device (Sherehiy, 2008).  

Organizational agility is the ability to continuously and adequately adjust and adapt in appropriate 

time the strategic direction in core business in relation to changing circumstances. This may 

include creating new products and services or creating new business models and innovative ways 

to create value for the company (Swafford et al., 2006). The performance of a company depends 

on its activities and activities of its competitors, customers, suppliers, partners and governments. 

These activities could wholly be referred to as the business environment. The current business 

environment characterized by intense technological innovation, powerful customers with diverse 

requirements and short product life cycle in a global economy have significantly shortened market 

visibility and increased uncertainty (Swafford et al., 2006). 

Organizational agility is the ability to leverage value-chain-wide resources to turn on a dime, 

providing the right product at the right price anywhere (Roth, 2012). This kind of agility requires 

a company to ‘transcend manufacturing boundaries’ to develop ‘fluid operations’ (Roth, 2012). 

Thus, strategic agility requires a firm to metamorphose from a mechanistic working machine to 

knowledge factory into an organic, accelerated learning organization that produces knowledge as 

key by product. Hence, we can see the emergence of knowledge as the most important 

organizational asset to achieve strategic agility. This is in concurrence with knowledge-based view 

of the firm, which contends that, the most important and strategic resource of a firm is its 

knowledge base (Grant, 2012). 

Concept of Green Work Climate Perceptions (GWCP) 

The terms, ‘green psychological climate’ (Zhou, Zhang, Lyu & Zhang, 2018), ‘pro-environmental 

organizational climate’ (Norton et al., 2015b), ‘green organizational climate’ (Zientara & 

Zamojska, 2018) and ‘green work climate’ (Norton, Zacher & Ashkanasy, 2014) are used 

interchangeably. All these constructs contribute to similar organizational outcomes, such as green 

product development performance (Zhou et al., 2018), pro-environmental behaviour (Zientara & 

Zamojska, 2018; Norton et al., 2015b) and employee green behaviour (Norton et al., 2014). 

The concept of green work climate is used in this study as it captures employee perceptions 

regarding the organization and individual co-workers towards environmental sustainability 

(Norton et al., 2014). The view is built on theory of normative conduct established by Cialdini, 

Reno, and Kallgren (1990). The climate perception of an organization is similar to injunctive norm, 

where if an employee perceives his or her organization’s policies, practices, and procedures are 

supporting of and approve or disapprove of environmental behaviours (Cialdini et al., 1990; 

Norton et al., 2015b; 2014). Meanwhile, the climate perceptions of co-workers are related to 

descriptive norms; if an employee perceives that his or her co-workers behave in an 

environmentally friendly manner at work, then this will further induce him or her to exhibit 

environmentally friendly behaviour (Norton et al., 2015; 2014). 

While working in an organization, employees make sense of their workplace by translating the 

surrounding indications. Such collective sense-making is the root to frame organizational climate 

that refers to employees’ common perceptions of organizational policies, practices, and procedures 

representing contextual gauges that symbolize the behaviors that are valued, maintained, and 

expected in a work context (Schneider, 1975; Zientara and Zamojska, 2018; Veld and Alfes, 2017). 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

72 
 

Employees share their perceptions while working and interacting in the same work environment 

as they have similar information and experiences and participate in joint discourse and discussion, 

which forms collective metaphors and shared construal of the work setting (Babnik et al., 2014). 

The patterns of encounters and experiences that individuals face in their organizations influence 

their decision-making about what constitutes appropriate and desired behavior at the workplace 

(Zohar and Luria, 2005). Work climate is further realized while interacting with other members at 

the workplace. If employees find that their coworkers exhibit environmentally friendly behaviors 

at work, such colleagues’ activities would further provoke them to display environment-friendly 

behaviors (Norton et al, 2014, 2015, & 2014). In sum, two key dimensions of green work climate 

perceptions have been identified: information from colleagues and information about the 

organizational policy.  

A green work climate can be expressed as socially acceptable beliefs, attitudes and needs, with the 

support of organization and acceptable reasons for action towards environment (Norton et al., 

2015b; Salancik & Pfeffer, 1978). Succinctly, if employees perceive and interpret their 

organization’s policies, procedures, practices, work environment and company targets associated 

with environmental sustainability, this would further encourage and promote PEB among 

employees (Zhou et al., 2018). It is believed that individual’s behaviour is partly influenced by the 

social system belief (Zientara & Zamojska, 2018).  

Past empirical studies have evidenced that green work climate is significantly related to PEB (Das, 

Biswas, Munshi & Uddin, 2019; Norton et al., 2015b; 2014; Robertson & Carleton, 2017; Zientara 

& Zamojska, 2018; Zhou et al., 2018). Pro-environmental behaviour can be known as a type of 

voluntary behaviour or citizenship behaviour (Kim, Kim, Han, Jackson & Ployhart, 2017; Paille 

& Mejia-Morelos, 2014). 

The initiatives taken by the universities in Malaysia to transform their institutions into green 

campus have included sustainability policy and planning, teaching, research, and promoting 

practices for environmental conservation (Hussin & Velan, 2015). Sustainability initiatives and 

organizational values that have been effectively communicated to the employees will lead to the 

positive perception of green work climate and help promote PEB (Norton et al., 2014 Norton et 

al., 2015b). As such, if co-workers and organizations strongly support the demonstrations and 

practices that are environmentally friendly, employees would be more actively engaged in 

practicing PEB, such as energy savings, involve in recycling activities, water savings, etc. 

Empirical Review 

Ng, Choong, Tee, Kuar, Teoh and Chen (2019) carried out a study on the influence of green work 

climate perceptions and harmonious environmental passion on pro-environmental behaviour 

(PEB). Additionally, the mediating effect of harmonious environmental passion between green 

work climate and PEB was determined. A total of 167 academics from a private university in 

Malaysia participated in this study. The results from Partial Least Square – Structural Equation 

Modelling suggested that green work climate and harmonious environmental passion positively 

influence PEB. Apart from this, harmonious environmental passion partially mediates the 

relationship between green work climate and PEB. The results indicate that leaders should actively 

shape the perception of green work climate within their organizations through policies and 

procedures that support environmental sustainability efforts, as well as effectively communicate 

with their employees as such efforts will lead to greater harmonious environmental passion, in 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

73 
 

turn, promoting pro-environmental behaviour among members. The previous study was conducted 

among academics from a private university in Malaysia while the current study focused on 

multinational oil and gas companies in Nigeria, thereby indicating a contextual gap. 

Rubel, Kee and Rimi (2021) carried out a study on how green work climate perceptions mediate 

the relationship between green human resource management (GHRM) and pro-environmental 

behavior. Results based on a sample of 397 supervisors show that GHRM had a significant 

relationship with green work climate perceptions. Green work climate perceptions were associated 

with pro-environmental behavior. Green work climate perceptions partially mediated the 

relationship between GHRM and pro-environmental behavior, suggesting green work climate 

perceptions as a mechanism explaining why GHRM may promote sustainable employee behavior 

at the workplace. These findings contribute to HRM’s extended value in environmental concerns 

by illuminating new thoughts on the intervening mechanisms that link them with sustainable 

employee behaviors. Drawing insights from ongoing research on GHRM’s role in enabling 

workplace sustainability, the paper reflects on what GHRM means for employees from the 

sustainable ready-made garment, the second-largest labor-intensive industry in Bangladesh. The 

findings also shed new light on the psychological mechanism that links GHRM and pro-

environmental behavior. The previous study was conducted among academics from a labor-

intensive industry in Bangladesh while the current study focused on multinational oil and gas 

companies in Nigeria, thereby indicating a contextual gap. 

Based on the foregoing argument, the study hypothesized that: 

H01: Green climate perception does not significantly moderate the relationship between human 

resource management and organizational agility of multinational oil and gas companies in Nigeria. 

3.0 METHODOLOGY 

The study adopted the cross-sectional research survey design. Primary data was generated through 

structured questionnaire. The population of this study was the five (5) International (Multinational) 

Oil and Gas producing companies in Nigeria registered with the Department of Petroleum 

Resources. A census sampling was adopted hence, the entire five (5) International (Multinational) 

Oil and Gas producing companies in Nigeria were studied. However, for the purposes of data 

collection, 50 managers were used as respondents. The reliability of the instrument was achieved 

by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70.  The hypotheses 

were tested using the Spearman’s Rank Order Correlation Statistics while the partial correlation 

was used to test the moderating influence of green work perceptions. The tests were carried out at 

a 0.05 significance level. 

4.0 FINDINGS 

The multivariate analysis in this section examines the assumed role of organizational climate (trust 

and autonomy) as a moderator in the relationship virtual work management and efficiency of 

multinational oil and gas companies in Nigeria. The Decision rule is that if the difference between 

the zero-order correlation and the controlled correlation < 0.01, then there is no significant 

difference, and the null hypothesis is accepted. 

However, we commenced by first presenting a proof of existing relationships using a scatter graph. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

74 
 

 

 Figure 2: Scatter Plot the Relationship between Green Human Resource Management and 

Organizational Agility 

The scatter plot graph in Figure 2 shows at R2 (0.870) linear line depicting a strong viable and 

positive relationship between the two constructs. The implication is that an increase in green 

human resource management at the same time brings about an increase in the level of 

organizational agility. The scatter diagram has provided vivid evaluation of the closeness of the 

relationship among the pairs of variables through the nature of their concentration. The positive 

relationship is evidenced by the pattern of the points moving upwards from left to right. This 

positive relationship indicates that a higher value of the dependent variable is associated with 

higher values of the independent variable. 

 

 

 

 

 

 

 

 

 

 

 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

75 
 

Table 1: Moderating Role of Green Work Climate Perceptions 

Control Variables Green Human 

Resource 

Management 

Organizational 

Agility 

Green work 

Climate 

Perceptions 

towards 

Organization 

-none-a Green Human 

Resource 

Management 

Correlation 1.000 .933 .484 

Significance (2-

tailed) 

. .000 .001 

Df 0 43 43 

Organizational 

Agility 

Correlation .933 1.000 .529 

Significance (2-

tailed) 

.000 . .000 

Df 43 0 43 

Green work 

climate 

perceptions 

Towards 

Organization 

Correlation .484 .529 1.000 

Significance (2-

tailed) 

.001 .000 . 

Df 43 43 0 

Green work 

climate 

perceptions 

Towards 

Organization 

Strategic Human 

Resource 

Management 

Correlation 1.000 .911  

Significance (2-

tailed) 

. .000  

Df 0 42  

Organizational 

Agility 

Correlation .911 1.000  

Significance (2-

tailed) 

.000 .  

Df 42 0  

a. Cells contain zero-order (Pearson) correlations. 

Source: SPSS Output Version 23.0 

Table 1 depicts the zero-order correlation between green human resource management and 

organizational agility shows that the correlation coefficient when perceptions towards organisation 

as a factor of green work climate perceptions is not moderating the variables; and this is positive 

and very high at 0.933. The partial correlation controlling for law formulation, however, is also 

very high with rho value of 0.911. The observed positive "relationship" between green human 

resource management and organizational agility is due to underlying relationships between each 

of those variables and law formulation. Therefore, perceptions towards organisation have a 

positive and very strong moderating effect on the relationship between green human resource 

management and organizational agility of multinational oil and gas companies in Nigeria. 

Conventionally, the Decision rule is that if the difference between the zero -order correlation and 

the controlled correlation < 0.01, then there is no significant difference, and the null hypothesis is 

accepted. 

Table 1 reveals that a strong correlation exists between green human resource management and 

organizational agility (r) = 0.933. However, when green work climate perceptions towards 

organization is controlled, the relationship between green human resource management and 

organizational agility (r) = 0.911. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

76 
 

Since the difference between the zero-order correlation and the controlled correlation (0.933 - 

0.911) = 0.022 > 0.01; hence from the decision rule, there is a significant difference and thus the 

null hypothesis is rejected. Therefore, it is concluded that green work climate perception 

significantly moderates the relationship between green human resource management and 

organizational agility of multinational oil and gas companies in Nigeria. 

Discussion  

The findings showed that there is a very strong positive significant relationship between green 

human resource management organizational agility of multinational oil and gas companies in 

Nigeria. This finding corroborates the finding of Tamunomiebi and Mezeh (2022) who examined 

green human resource management and corporate sustainability of oil and gas companies in Port 

Harcourt, Nigeria and found that there is a significant relationship between the independent 

variables (green recruitment and selection, green training and green rewards management) and 

corporate sustainability respectively;  

Similarly, the current finding also confirms the earlier findings of Akpa, Mowaiye, Akinlabi and 

Magaji (2022) who examined the effect of green human resource management practices, green 

work life balance on employee retention of selected hospitality firms in Lagos and Ogun States, 

Nigeria and found that Green human resource management practices, green work life balance 

(green performance management, green employee relation, green disciplinary management, work 

family balance and work health balance) had a significant and positive effect on employee 

retention in hospitality firms in Lagos and Ogun states, Nigeria. 

The finding revealed that green work climate perceptions significantly moderate the relationship 

between green human resource management and organizational agility of multinational oil and gas 

companies in Nigeria. This finding corroborates earlier finding of Ng, Choong, Tee, Kuar, Teoh 

and Chen (2019) who carried out a study on the influence of green work climate perceptions and 

harmonious environmental passion on pro-environmental behaviour (PEB) and found that green 

work climate and harmonious environmental passion positively influence PEB.  

Similarly, the current finding is in alignment with the previous finding of Rubel, Kee and Rimi 

(2021) who examined how green work climate perceptions mediate the relationship between green 

human resource management (GHRM) and pro-environmental behavior and found that green work 

climate perceptions were associated with pro-environmental behavior. Green work climate 

perceptions partially mediated the relationship between GHRM and pro-environmental behavior, 

suggesting green work climate perceptions as a mechanism explaining why GHRM may promote 

sustainable employee behavior at the workplace.  

5.0 CONCLUSION AND RECOMMENDATION 

Green work climate perceptions significantly moderate the relationship between green human 

resource management and organizational agility of multinational oil and gas companies in Nigeria. 

Implying that the perceived green work climate by employees plays a crucial role in influencing 

how the implementation of green human resource management practices relates to the 

organizational agility of multinational oil and gas companies in Nigeria. 

Therefore, the study recommends that with the increasing trend of shouldering environmental 

responsibility, Management of multinational oil and gas companies have realized that green 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

77 
 

organizational initiatives should be supported and implemented by employees’ human behavior, 

leading to effective environmental performance. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

78 
 

REFERENCES 

Acquah, I. S. K., Agyabeng-Mensah, Y., &Afum, E. (2020). Examining the link among green 

human resource management practices, green supply chain management practices and 

performance. Benchmarking: An International Journal, 25(1), 267-290. 

Ahmad, S. (2015). Green human resource management: Policies and practices. Cogent Business 

& Management, 2(1), 1030817-1030103. 

Akpa, V. O., Mowaiye, B., Akinlabi, B. H., & Magaji, N. (2022). Effect of green human resource 

management practices and green work life balance on employee retention in selected 

hospitality firms in Lagos and Ogun states, Nigeria. European Journal of Human Resource 

Management Studies, 5(4). 

Al-Romeedy, B. S. (2019). Green human resource management in Egyptian travel agencies: 

constraints of implementation and requirements for success. Journal of Human Resources 

in Hospitality & Tourism, 18(4), 529-548. 

Anu Singh, L., & Shikha, G. (2015). Impact of green human resource factors on environmental 

performance in manufacturing companies: An empirical evidence. International Journal 

of Engineering and Management Sciences, 6(1), 25-30. 

Biriowu, C. S., &Kalio, N. L. (2020). Talent analytics and employee retention in Nigeria 

organizations. International Journal of Human Resources Management (IJHRM), 9, 1-12. 

Choong, Y. O., Ng, L. P., Tee, C. W., Kuar, L. S., Teoh, S. Y., & Chen, I. C. (2019). Green work 

climate and pro-environmental behaviour among academics: The mediating role of 

harmonious environmental passion. International Journal of Management Studies, 26(2), 

77-97. 

Chowdhury, R. S., Sanju, L. N., &Asaduzzaman, A. (2017). Green HRM Practices As a means of 

Promoting CSR: Suggestions for garments industry in Bangladesh. Global Journal of 

Management And Business Research. Administration and Management, 29-35. 

Cialdini, R. B., Reno, R. R., & Kallgren, C. A. (1990). A focus theory of normative conduct: 

Recycling the concept of norms to reduce littering in public places. Journal of Personality 

and Social Psychology, 58(6), 1015. 

Das, T.K., &Elango, B. (1995). Managing strategic flexibility: Key to effective performance. 

Journal of General Management, 20(3), 60—75. 

Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic 

Management Journal, 21(10‐11), 1105-1121. 

Gholami, R., Watson, R. T., Hasan, H., Molla, A., & Bjorn-Andersen, N. (2016). Information 

systems solutions for environmental sustainability: How can we do more? Journal of the 

Association for Information Systems, 17(8), 521-536 

Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for 

strategy formulation. California Management Review, 33(3), 114-135. 

Grant, R.M. (2002). Contemporary strategy analysis. Oxford: Blackwell. 

Gunasekaran, A. (1999). Agile manufacturing: A framework for research and 

development. International journal of Production Economics, 62(1-2), 87-105. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

79 
 

Hussin, R., Kunjuraman, V., & Weirowski, F. (2015). Work transformation from fisherman to 

homestay tourism entrepreneur: A study in Mantanani Island Kota Belud, Sabah, East 

Malaysia. Jurnal Kemanusiaan, 13(1). 

Ibnou-Laaroussi, S., Rjoub, H., & Wong, W. K. (2020). Sustainability of green tourism among 

international tourists and its influence on the achievement of green environment: Evidence 

from North Cyprus. Sustainability, 12(14), 5698. 

Jabbour, C. J. C. (2011). How green are HRM practices, organizational culture, learning and 

teamwork? A Brazilian study. Industrial and Commercial Training, 4(2), 98-105. 

Jabbour, C. J. C., & Santos, F. C. A. (2008). The central role of human resource management in 

the search for sustainable organizations. The International Journal of Human Resource 

Management, 19(12), 2133-2154. 

Jabbour, C. J. C., Gordono, F. S., De Oliveira, J. H. C., Martinez, J. C., &Battistelle, R. A. G. 

(2011). Diversity management: challenges, benefits, and the role of human resource 

management in Brazilian organizations. Equality, Diversity and Inclusion: An 

International Journal. 

Jirawuttinunt, S., &Limsuwan, K. (2019). The effect of green human resource management on 

performance of certified ISO 14000 businesses in Thailand. UTCC International Journal 

of Business and Economics, 11(1), 168-185. 

Kapil, P. (2015). Green HRM - engaging human resource in reducing carbon footprint and 

enhancing environment sustainability: A case study-based approach. International Journal 

of Engineering Technology Science and Research, 2(1), 5-14. 

Kim, H., Sefcik, J. S., &Bradway, C. (2017). Characteristics of qualitative descriptive studies: A 

systematic review. Research in nursing & health, 40(1), 23-42. 

Kirti, K. (2019). Organizational agility and green HRM for sustainable development of 

organizations. Journal of the Gujarat Research Society, 21(8s), 341-354. 

Mandip, G. (2012). Green HRM: People management commitment to environmental 

sustainability. Research Journal of Recent Sciences, 1, 244-252. 

Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving 

performance. International journal of Business and Management, 5(12), 89-96 

Mehrabi, S., Siyadat, S., &Allameh, S. (2013). Examining the degree of organizational agility from 

employees’ perspective (agriculture-jahad organization of shahrekord city). International 

Journal of Academic Research in Business and Social Sciences, 3(5), 315- 323. 

Mehta, K., &Chugan, P. K. (2015). Green HRM in pursuit of environmentally sustainable 

business. Pursuit of Environmentally Sustainable Business (June 1, 2015). Universal 

Journal of Industrial and Business Management, 3(3), 74-81. 

Nafei, W. A (2016). Organizational Agility: The Key to Organizational Success. International 

Journal of Business and Management, 11, (5), 296, 309 

Nijhawan, G. (2014). Green HRM-A requirement for sustainable Organization. Paripex-Indian 

Journal of Research, 3(1), 69-70. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

80 
 

Nooteboom, B. (2009). A cognitive theory of the firm: Learning, governance and dynamic 

capabilities. Edward Elgar Publishing. 

Norton, S., Matthews, F. E., Barnes, D. E., Yaffe, K., & Brayne, C. (2014). Potential for primary 

prevention of Alzheimer's disease: an analysis of population-based data. The Lancet 

Neurology, 13(8), 788-794. 

Norton, T. A., Parker, S. L., Zacher, H., &Ashkanasy, N. M. (2015). Employee green behavior: A 

theoretical framework, multilevel review, and future research agenda. Organization & 

Environment, 28(1), 103-125. 

Opatha, H. H. D. N. P. (2013). Green human resource management a simplified introduction. 

Proceedings of the HR Dialogue – 2013, 01 (01), 2013 30th November, 2013 

Paillé, P., Chen, Y., Boiral, O., &Jin, J. (2014). The impact of human resource management on 

environmental performance: An employee-level study. Journal of Business Ethics, 121(3), 

451-466. 

Pascal, D., Mersland, R., & Mori, N. (2017). The influence of the CEO’s business education on 

the performance of hybrid organizations: The case of the global microfinance 

industry. Small Business Economics, 49(2), 339-354. 

Pavlou, P. A., & El Sawy, O. A. (2011). Understanding the elusive black box of dynamic 

capabilities. Decision Sciences, 42(1), 239-273. 

Peerzadah, S. A., Mufti, S., & Nazir, N. A. (2018). Green human resource management: a 

review. International Journal of Enhanced Research in Management & Computer 

Applications, 7(3), 790-795. 

Rana, C., & Jain, S. K. (2014). An evolutionary clustering algorithm based on temporal features 

for dynamic recommender systems. Swarm and Evolutionary Computation, 14, 21-30. 

Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A 

review and research agenda. International Journal of Management Reviews, 15(1), 1-14. 

Robertson, J. L., & Carleton, E. (2018). Uncovering how and when environmental leadership 

affects employees’ voluntary pro-environmental behavior. Journal of Leadership & 

Organizational Studies, 25(2), 197-210. 

Rohrbeck, R., & Kum, M. E. (2018). Corporate foresight and its impact on firm performance: A 

longitudinal analysis. Technological Forecasting and Social Change, 129, 105-116. 

Roth, A. V. (2012). Achieving strategic agility through economies of knowledge. Strategy and 

Leadership Strategy and Leadership (formerly Planning Review, 24(2), 30-37. 

Rubel, M. R. B., Kee, D. M. H., & Rimi, N. N. (2021). The influence of green HRM practices on 

green service behaviors: the mediating effect of green knowledge sharing. Employee 

Relations: The International Journal, 43(5), 996-1015. 

Rubel, M. R. B., Kee, D. M. H., &Rimi, N. N. (2021). The influence of green HRM practices on 

green service behaviors: the mediating effect of green knowledge sharing. Employee 

Relations: The International Journal. Retrieved from 

https://www.emerald.com/insight/0142-5455.htm. Accessed: 5th June, 2022. 

https://www.emerald.com/insight/0142-5455.htm


European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

81 
 

Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and 

task design. Administrative Science Quarterly, 23 (2), 224-253. 

Schneider, B. (1975). Organizational climates: An essay 1. Personnel Psychology, 28(4), 447-479. 

Sherehiy, B., Karwowski, W., & Layer, J. K. (2007). A review of enterprise agility: Concepts, 

frameworks, and attributes. International Journal of Industrial Ergonomics, 37(5), 445-

460. 

Swafford, P. M., Ghosh, S., & Murthy, N. (2006). The antecedents of supply chain agility of a 

firm: scale development and model testing. Journal of Operations management, 24(2), 

170-188. 

Tamunomiebi, M. D., &Mezeh, A. A. (2022). Green human resource management and corporate 

sustainability of oil and gas companies in Port Harcourt, Nigeria. Saudi Journal of Business 

and Management Studies, 7(3), 78-89. 

Teece, D. J. (2007). Explicating dynamic capabilities: the nature and micro foundations of 

(sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350. 

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic 

management. Strategic Management Journal, 18(7), 509-533. 

Tuan, L. T. (2021). Disentangling green service innovative behavior among hospitality employees: 

The role of customer green involvement. International Journal of Hospitality 

Management, 99, 103045. 

Tuan, L. T. (2021). Effects of environmentally-specific servant leadership on green performance 

via green climate and green crafting. Asia Pacific Journal of Management, 38(3), 925-953. 

Uddin, M. M., & Islam, R. (2015). Green HRM: Goal attainment through environmental 

sustainability. Journal of Nepalese Business Studies, 9(1), 14-19. 

Veld, M., &Alfes, K. (2017). HRM, climate and employee well-being: Comparing an optimistic 

and critical perspective. The International Journal of Human Resource 

Management, 28(16), 2299-2318. 

Warr, P., &Inceoglu, I. (2012). Job engagement, job satisfaction, and contrasting associations with 

person–job fit. Journal of Occupational Health Psychology, 17(2), 129-138. 

Weerawardena, J., Mort, G. S., Liesch, P. W., & Knight, G. (2007). Conceptualizing accelerated 

internationalization in the born global firm: A dynamic capabilities perspective. Journal of 

world business, 42(3), 294-306. 

Wheeler, B. C. (2002). NEBIC: A dynamic capabilities theory for assessing net-

enablement. Information Systems Research, 13(2), 125-146. 

Zain, M., Rose, R. C., Abdullah, I., & Masrom, M. (2005). The relationship between information 

technology acceptance and organizational agility in Malaysia. Information & 

management, 42(6), 829-839. 

Zhou, S., Zhang, D., Lyu, C., & Zhang, H. (2018). Does seeing “mind acts upon mind” affect green 

psychological climate and green product development performance? The role of matching 

between green transformational leadership and individual green 

values. Sustainability, 10(9), 3206. 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 66 -  82, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

82 
 

Zientara, P., & Zamojska, A. (2018). Green organizational climates and employee pro-

environmental behaviour in the hotel industry. Journal of Sustainable Tourism, 26(7), 

1142-1159. 

Zoogah, D. B. (2011). The dynamics of green HRM behaviors: A cognitive social information 

processing approach. German Journal of Human Resource Management, 25(2), 117-139. 

 


