Christopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 GREEN HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL PRODUCTIVITY IN MANUFACTURING INDUSTRY IN NIGERIA OMOYELE OLUFEMI SAMUEL PHD Department of Business Administration & Marketing Redeemer's University, Ede, Osun State (Olufemisng@gmail.com & AKPOR ROBARO M, 0. M, PHD Department of Business Administration & Marketing Redeemer's University, Ede, Osun State ‘Abstract Certain business activities make the environment in which they occur unsafe for the habitants = both plants and animals alke. As a result, businesses, especialy multintianal corporations are now facusing their attention on environmental protection for sustainable business practices. Reports have shown that environmental pollutions destroy more lives than malaria or AIDS. This draws attention to manufacturing industries to take into consideration environmental protection as a way to encourage sustainable development. It becomes Imperative to examine the effect of green human resources management on organizational ‘productvityin manufacturing industry in Nigeria. By so doing, four research questions were raised and hypotheses were formulated to guide the study. The study surveyed 700 staff and ‘management from five multinational manufacturing companies in Nigeria. The study adopted dlose-ended questionnaire for data collection. Descriptive statistics such as frequencies and ‘percentages were adopted for data analysis whereas Chi-square was adopted to test the ‘hypotheses at 0.05 level of significance. The result indicated that green HRM practices had significant impact on organizational productivity. Based on this outcome, the study concluded that green HRM has positive implication on organizational productivity, and thus recommended among other things that every manufacturing industry should adopt GHRM to ‘improve productivity and at the same time protect the environment from degradation. As such every organisation operating in the Nigerian manufacturing industry should embrace business operations that are environmentab-fiendly and free from pollution. Keywords: Green, Green recruitment, Green training and development, Human resource management, Productivity, Introduction ‘The various changes in climate across the world as a result of some human and business activities on earth are making the environment Unsafe for its habitants. According to Peng and ‘Yew (2019), industrial activities across the globe are affecting the climate condition, thus there is. the need to protect the environment from deterioration, Consequently, many organizationsare embracing green human resource management (GHRM), as well as developing a passion towards the preservation of the green environment (Nidad, Zainab, Jahanvash&Dilawar, 2020). According to Kramar (2014), GHRM practices positively influence the environment even as organizations through green training and rewardsare inculcating in their workers a passion for a safe environment 34 ‘and the economic benefits that accrue from it (Kim et a., 2019). Nigeria as anemerging economy and the organizations therein, are engaged in practices aimed at promoting environmental protection and overcoming the challenges associated with achieving its sustainability (Nidad et al, 2020) Adopting GHRM, organizations are equipped with the capability of transforming threats into ‘opportunities and acquiring a green edge (Renwick, 2013). In view of the importance attachedto the adoption of green environment by individuals, organizations, and society, the present study is aimedatexploring the effect of green human resource management on organisational productivity in the fast-moving consumer goods (FMCG) sector.Christopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 Green HRM uses the principles of HRM to promote business sustainability within the business organizations specifically and by extension, attain environmental sustainability (Mandip, 2012). Green HRM includes a set of activities that are well planned with the aim of improving human capital and attaining organizational goals. These activities are similar to those associated with human resource management. They include recruitment, selection, reward system, training and development as well as appraising the performance of the employees. GHRM is a process with a beginning and an ending ‘The first is recruitment. In this case, qualified candidates are given opportunity to pass through one test or another to determine their ability to function well in the organization (Uddin & Islam, 2015). Modern day green employee could be recruited online through email, Skype, telephone interview, among others. Once recruited into the organization, the recruits lundergo some training or induction/orientation to get them acquainted with the organization (Uddin & Istam, 2015). Green training and development could also take place at interval to ensure that all the employees are following the current trend in business. There Is also green performancemanagement and appraisal. This is essential in determining reward. The reward can came in the form of extrinsic or intrinsic (Uddin & Islam, 2015). Payment and promotion are connected with the result of appraisal. Finally, some organizationsdo conduct exit interviews, This is a medium by which the outgoing employee is given the opportunity to express their view about the organization including their reason for leaving. On the other hand, the organization also gets information about their performance from the outgoing employees (Uddin & Islam, 2015). ‘The objective behind going green is to adopt products and methods that were supposed to have negative impact on the organization and convert them into something postive. For instance, converting pollutants and recycling them into useful raw material for enhanced productivity in an organization is a cardinal aim. ‘of GHRM (Robinson, 2008). To achieve this requires the adoption of environmentally-fiendly human resource policies and practices that will help organizations achieve their monetary goal through environmental branding. At the same 35 time, it helps to protect the environment from any negative impact that might result from ‘organizational policies and actions. Furthermore, going green will result in the efficient and effective utiizingof scarce natural resources while keeping the environment free from detrimental products. It is the argument of researchers that the effectiveness of an environmental management system is subject to employment of the right people with the right skills and competencies in ‘a company (Dally & Huang, 2001). It is further argued by Strategic HRM researchers that achieving HR effectivenessrequires practising HR as 2 whole and aligning it with the business strategic goals, thus influencing the attitudes, skills and behaviour of individuals to do their work and achieve organizational goals. In the past, it was the reasoning of business owners that’ incorporating ‘green’ into their business strategy would cost money. However, they have realised that ignoring it has adverse consequences on the environment as well as the economy (Van der Zee, 2008). Recent studies such as Adebayo (2021), Bayo (2021), Emeka (2020), andWale (2020) point in the direction of green environmental management and a repositioning of the ‘greening’ function of organizations. The extent. of the attention paid by organizations to green Issues Is reflected in the extent to which a company integrates corporate Green HRM strategy into its performance management system (Marcus &Fremeth, 2009). Thus, this move is a growing phenomenon in every organization coupled with the realization that green credentials matter, as well as the fact that it provides opportunities for competitive advantage through innovative methods and design, Dubois and Dubois cited in Nath and Goel (2018), highlighted that firms engage in environmentally sustainable strategies for the following reasons: pressures, falls in resources, passive stakeholders with little or no contribution, radical transparency from the media, non-governmental organizations‘nfluence or the action of activists. Rawashdeh (2018) opined that the irresponsible practices of people in business firms tend to ‘cause environmental contamination; and to this end, human resource department of firms workChristopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 fon greening the organizational culture by maintaining green offices and green practices, in order to accomplish business firms’ environmental goals of going green. It is opined that this can be achieved by attracting and retaining talented green individuals with special skill and knowledge of green human resources (Sudin, 2011). Nath and Goel (2018) further added that when organizations embed environmentally sustainable policies, processes and practices into the organization, it penetrates into the employees’ thinking and behaviourand compels them to accept new rules and norms of participating in a modified system of operation. Organizations are however challenged by how to get their workers to enthusiastically embrace the new green ethos. In Nigeria, GHRM is an under researched area, making’ it imperative to investigate the GHRM culture more closely. To this end, this study’s objective is to bring out the relevant greening in the management of human. resource and thus examine the extent to which green practices such ashiring, training and developing of employeesand reward system impact organizational productivity in the ‘manufacturing industry in Nigeria. Statement of research problem Our environment is faced with many pollutants and this poses grave danger to the habitants. There Is therefore need to conserve our business environment for sustainability in the business world, It has been shown by reports that pollution, such as ait pollution, water pollution and oil spills, in Nigeria cause more deaths than both malaria and AIDS combined. ‘As a result, businesses are beginning appreciate the urgent need to engage in sustainable business practices as a means of mminimizingimpact of pollution on the environment (Ally, 2008). In order to remain reputable, businesses in Nigeria are focusing more on sustainability so as to reduce their environmental impact and increase their bottom line, Besides the benefits inherent in going green, it has been shown that countries which engage in environmentally-friendly practices are more competitive on a global scale Furthermore, in this era of being competitive ‘and experiencing an economic boom, large multinational companies attempt to strike a balance between implementing sustainable practices in order to keep up with stringent social responsibilities and enjoying certain 36 economic incentives. They are majorly preoccupied with turning green, sustainable business practices into a profitable source while Increasing their business competitiveness. AS observed by Ally (2008) corporations that voluntarily adopt sustainable business practices tend to have better organisational processes; thus, enabling them to perform better and increase their profit while reducing their waste and expenditures (Ally, 2018). Developing economies like Nigeria are having a greater percentage of the world environmental problems due probably to a lack of recycling culture unlike the developed countries, where wastes are recycled leaving the environment neat and clean. For developing countries where the interest Is more in making profit, entrepreneurs engage in activities that impact the environment negatively. This leads to over- exploitation and depletion which constrain sustainable development and the performance of business organizations (Chukwuka&Eboh, 2018), In more developed countries such as China, Singapore, Malaysia_and South Africa, manufacturing companies are fulfiling their socio-economic and environmental obligations by including eco-friendly practices into their ‘modus operandi (Solaja, Adetola&Okafor, 2020) However, it has been shown by Bada, Olatunde and Oluwajana (2013) that most manufacturing ‘companies in Nigeria are yet to implement green practices in their business operations. This paper examines green human resource management and its impact on organisational productivity of ‘manufacturing companies in Lagos State, Nigeria Research objectives The general objective of this study is to investigate the impact of green human resource management on organisational productivity of ‘manufacturingindustries in Nigeriabased on the following research questions: i. What is the effect of green recruitment on organisational productivity ofthe ‘manufacturing industry? li, What is the impact of green training and development on organisational productivity of the manufacturing industry? What is the effect of green employee relations on organisational productivity of the manufacturing industry?Christopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 ‘What is the impact of green pay and reward fon organisational productivity of the ‘manufacturing industry? Research hypotheses Hos: There Is no significant effect of green recruitment on organisational productivity of the ‘manufacturing industry Hoz: There is no significant impact of green training and development on organisational productivity of the manufacturing industry Hos: There is no significant effect of green employee relations on organisational productivity of the manufacturing industry Hoa: There is no significant impact of green pay and reward on organisational productivity of the manufacturing industry Significance of the Study It is in response to the growing concerns from corporate stakeholders regarding the impact of their activities on the environment that the Green HRM came to existence. This implies that adopting Green HRM practices and processes will be of immense benefit to firms, in terms of increased productivity, improved sales and competitive advantage. Thus, the application of the findings of this study will enable companies Understand the actions and practices to adopt and implement in order to enhance their productivity. For firms already involved in the implementation of GHRM practices, this study will serve to help them improve their sustainability purposes. It will further aid them in the efficient use of resources to reduce waste and take decisions that are environmentally friendly. Researchers also stand to benefit immensely from this study by way of enhancing their understanding of the extent to which adopting green HRM practises can impact organizational productivity in Nigeria, Finally, for researchers intending to study green HRM, this study would serve as useful reference material In the course of their research, The findings as well as the theoretical foundation of this study will serve as empirical evidence to other researchers hence making way for improvements and updates in this area of study. imitations of the Study Part of the limitations faced in the course of this research work is time constraint, The time allotted for this study and meeting with the approved academic calendar for the completion of the programme was limited. Also, given that 37 the field of study in reference is stil new, information on it is stil scanty in the Nigerian context. There Is therefore the possibility that information on certain aspects of study might be incomplete or dated in a way that might affect the findings of the study. LITERATURE REVIEW Green Business Practices Green business practice is an initiative encompassing related projects targeted at helping businesses minimize the environmental impacts of their operations on the environment, while helping them to save money. This implies the usage of less natural resources, materials, and energy ultimately leading to the production of less waste and lesser cost of running the business. As Nollman (2013) pointed out, in adapting the Green business initiative, organizations stand to reap benefits for the organization and the employees in terms of productivity, lesser sick days, increased satisfaction, productivity and reduced cost of running the business (Nollman 2013). On a broader level, it will enhance the atmosphere and wellbeing of the workplace, In the view of Klimova and Ziek (2011) cited in Chukwuka&Eboh (2018), the success of Companies in the international market, is not dependent on having low cost as their competitive advantage; but on the new and innovative environmental technologies, services and process which are sources of competitive advantage (Chukwuke&eboh, 2018) Green Human Resource Management (GHRM) Green Human Resource Management (GHRM) is business concept which focuses on applying green’ in human resource management. In this sense, green signifies sustainability, supply chain, waste management, production process, values, culture, strategies, employee behaviour, and choices, among others (Benevene & Buonomo, 2020). Essentially, Human resource management deals with the management of the ‘people’ in an organization (Shen, 2011), while GHRMis concerned with the development of processes and activities which are geared towards influencing employee behaviour, skils, ‘motivation and knowledge, towards achieving organizational environmental abjectives and ‘green goals (Renwick et al., 2013), According to Ren, Tang and Jackson (2018) GHRM depends ‘on multidisciplinary approach. Here, differentChristopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 activities and practices as well as different fields of lives including sociology, management, psychology and economics integrate, correlate and function towards achieving a common goal - business success and sustainabilty while at the same time, protecting the environment. GHRM embodies policies, practices, and systems that support workers to be ‘friendly with the environment in order to protect it, for the benefit of all its users (Yog et al,, 2019 and Nejati, Rabiel, @Jabbour, 2017). ” Nowadays, business organizations ‘and companies are implementing GHRM into the various functions of HRM such as selection, recruitment, rewards, employee training, punishment, performance management, and employee empowerment, among others (Opatha & Arurajah, 2014). ‘These are discussed subsequentiy Recruitment: One of the tasks of HR managers is to hire competent employeeswith the skills and professionalism needed for thelr jobs. Green recruitment is a type of recruitment that considers the environment (Deepika & Karpagam, 2016). Ullah (2017) sees recruitment as a process of scouting new talents for the organization. The new recruits are usually selected on the basis of thelr skils, knowledge and especially experience. In addition, they must be aware of the sustainable process, the environmental system and also familiar with the words of conservation and sustainable environment. Ehnert (2009) noted that MNCs now market themselves as Green HRM practitioners so as to attract highly skiled and talented employees, who possess great knowledge and understanding of green practices and sustainability issues. Job seekers on their own part try to possess the skills required as green employees and prepare according to international standards of green culture, Employees now have a preference for organizations that are concerned about the environment and are socially responsible, The Chartered Institute of Personnel and Development (CIPD) opined that most firms Nowadays are out to attract as well as retain employees who are conscious of environmental protection (CIPD, 2007); as their environmental performance could be affected by the quality of employees they recruit. According to Khurshid and Darzi (2016) the traditional style of recruitment has been overtaken by the advanced computerized strategy which has 38 Impacted the reduction of advertisement costs and increased reach on green initiatives and sustainabilty, Training: Training is also an important aspect of HRM, Through training employees are able to develop the necessary skills they need to carry out their responsibilities. Training can take diverse forms, and can occur at any time; the Whole idea of training being to acquaint Individual employees with skills as to how best to relate with others as well as how they can communicate with their environment. Through tvaining employees are able to use work-related skills which are programmed in line with the green standards (Bansal & Roth 2000), such as mitigation of wastage and expertise in environmental protection and environmental literacy. Green training and development refer to employee working methods aimed at waste reduction, proper utilization of resources, conservation of energy and reduction of environmental degradation (Ullah, 2017) Zakaria (2012) found a direct and significant relationship between training and development and organizational performance, due to the role played by these trainings and development in developing the skills and knowledge of employees, which leads to achievement of organizational goals. and ~—_ sustainable performance. These training programs include energy efficiency and safety, job rotations, green analysis. of workplace, waste ‘management, environmental management trainings and programmes, and trainings on recycling (Bhutto SAuranzeb, 2016). Green pay and reward: Globally, organisations seek green initiatives to reduce the causes of environmental degradation Accordingly, various organisations are providing pay and rewards to their employees to improve the commitment. The pay and rewards provided could be monetary (bonus, cash incentives) or ‘non-monetary (recognition). In the United States, executives are rewarded by thelr firms for taking environmental action, green practices and green performance to motivate them (Ramus, 2002). According to Ramus (2002), GPR is the most powerful tool to motivate employee behaviour towards environmental consciousness. Berrone (2009) observed ‘organizations that offer incentives in the form of GPRs to their employees tend to influence their interest to follow the green practices. GPRs inChristopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 the form of non-monetary incentives such as supervisor support and acknowledgement in terms of commendation letters and plaques help toenhance the commitment of employees towards the environment (Bangwal, Tiwari&Chamola, 2017). ‘THEORETICAL FRAMEWORK Behavioural Change Theory (BCT): The focus of this theory is on the environmental, personal and behavioural features that enable a Proper understanding ofthe behaviour of humans in given circumstances. The rationale behind BCT is that human behaviour is built on the personal attitude and subjective norms of people. The theory further postulates that there are several factors responsible for either facilitating changes or inhibiting forces that hinder changes in human behaviour. Some of the forces that inhibit technology adoption such 2s green practices indude corruption, inadequate knowledge, inadequate funds and poor environmental regulation, amongst others. However, forces that encourage technology adoption include training, financial assistance, links to market outlets and technical advice, The Behavioural Change Theory proposes five stages which a behavioural change process must pass through; rejection, acceptance, behaviour ‘modification, adoption and implementation. This implies that completion of behavioural change process in manufacturing companies is subject to green practices adoption and infusion which must have surpassed the inhibiting forces that hinder its implementation by Nigerian firms in Nigeria (Solaja, Adetola & Okafor, 2020). Ability-Motivation-Opportunity Theory ‘Another important theory worth taking into consideration in this study is AMO theory. The theory is interested in how HR system influences (amo) the overall performance behaviours of, employeesat the different levels of the firm. For this theory, motivation, skills, ability, ‘opportunities are of paramount importance, especially as the variables affectorganizational performance. Although competent and motivated employees present in an organization may not necessarily mean thatthe behavioural performance will be good; making provisions for adequate platform and right opportunities are also important. Employees’ green creativity can be seen as a significant part of workplace creativity more concerned with the environment 39 (ianfeng, 2018) Nikolopoulou and Raycheva (2019) pointed out that Green HRM relies an the ability, motivation ‘and opportunities at any level such as department or organisational level, tear level or at individual employee level. By implication, employees are required to have green abilities to enable them engage in green matters and be committed and willing to perform their job in an environmentally friendly way (Arulrajah&Opatha, 2016). Employers and supervisors also play a role as they are required to supply the employees with opportunities in green matters According to Opatha (2015) motivation is an activity that is performed by one person to encourage another in order to carry out successfully a duty on the job to achieve established objectives; employees need to like, ‘act and think in green ways. For green objectives to be achieved, it is the duty of organization managers to create programmes that stimulate their employees to perform green duties (Arulrajah & Opatha, 2016). The system theory or open system model: Under the system theory, Katz & Kahn (1978) opined that the organisation is considered as a system built by energetic input-output where the energy coming from the output reactivates the system." Thus, the HRM is considered to be a sub-system that exchanges both energy and Information with the environment in order to ‘motivate, develop and keep the employees committed to the survival and efficient performance of the organisation (Jackson & Schuler, 1995). Arulrajeh&Opatha (2016) thus stated that In order to achieve these purposes, Green HRM practices and polices can be used as instruments to promote the Green HRM outcomes and obtain organisational environmental performance. The role of HRM is to serve the strategic goals of the organisation In terms of regarding the maintenance of a good personnel structure, achieving optimal skills and knowledge and keeping the workforce costs acceptable. (Arulrajah&Opatha, 2016) therefore advised that HR management should be proactive by adopting an integrated way of thinking based on the systems and familiarizing with their concept, as they need to know how to adjust the structure to ensure the survival of the overall system. It also behoves them to find a suitable positioning to introduce periods of Huanxin, Tachia and Dongging,Christopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 transformation, adjustment and re-interpretation of the organisational structure to promote a long-lasting and sustainable performance. METHODOLOGY In this study, descriptive survey design was adopted. Convenient sampling technique was adopted in selecting a sample of 700 respondents which cut across all_ the departments in five manufacturing multinational companies selected randomly for this study. ‘These included Cadbury Nig. Ltd, PZ-Cussons Nig. Ltd, Nestle Nig. Ltd, BUA Mills Nig Ltd, and Crown Flour Mill Nig. Pic. The structured questionnaire, which was graded using Likert- type scale, was adopted for data collection. The questionnaire was designed for the purpose of this study in line with the research questions and the relibilty of the questionnaire was ascertained using split-half_ method. The questionnaire was distributed to individual respondents by proxy through the human resource department of the various companies selected for the study. The data collected were Useful in measuring the variables and testing the specified hypothesis of the study, using descriptive statistics such as frequency count and percentages and Chi square at 0.05 levels of significance. RESULTS Demographic Characteristics ‘The sample constituted 700 respondents cutting across five manufacturing companies’ staff and management. The composition of the sample comprises 45% males and 55%females with varied age groups. The ages of the respondents ranged fromt8-30 years old constituting 11% of the sample; 31-40 years constituting 2% while 1% of the unmarried respondents were from within the age group of 41-50 years. The remaining 63% of the sample size were married of which 8% were in the age group between 18- 30 years; 18% in the age group 31-40 years; 19% within 41-50 years; and 18% within Siyears and above. The sample also constituted 11% from those who had been separated by divorce and were within the age group Styears and above (6%); and between 41 -50 years (3%, and 2% were from within the age group 31-40, Finally, 12% of the total sampled comes inthe category of people who were widowed. In this group, those in the age group 41-50 years were about 5%; followed by those within the age group Slyears and above (4%); 2% are 40 from the age group between 31-40 years (2%) while those between 18-30 years that were widowed were only 1%. The respondents also had varied educational qualifications with 46.0% with HND/BSc (46.0%) as their highest educational qualification, 17% had OND/NCE;24% had MBA/MSc while the fewest Were those with WAEC /SSCE with 13%, This sample indicated the respondents cut across individuals from different ages, gender, and levelof educational qualification as well as diverse marital status thus showing that the sample was well represented. Green recruitment and organisational producti Items in Table 1, below were meant to determine the effect of green recruitment on organizational productivity. As indicated in the Table all the items In the tables showed that more than 60% of the respondents are in support of the relationship between green recruitment and organizational productivity. For Instance, 80% of the respondents are it agreement that “Green recruitment enhances theenvironmental performance of the company by attracting highly qualified employee” while only 20% disagreed. The same Table shows that 77% of the respondents agreed that Green recruitment allows the organization to select only employees who have knowledge of greening to fil job vacancies". The same Table indicates that 62% of the respondents were in agreement with the statement that: "Green recruitment enables employers to express their concern communicatively to the employees as it concer greening through recruitment efforts,” while 38% disagreed. With 62% in agreement and 38% in disagreement, it is clear that the respondents’ views vary significantly. Similarly, 87% of the respondents were in agreement that "Green recruitment makes it possible for the firm to be expressive as regards their preference with respect to the candidates to be employed”, Table 2 below was the output of Chi-Square test carried out to determine the association between green recruitment and organizational productivity. The outcome from the analysis indicates that the P-value is less than the level of significance (@ = 0.05) [p0.001< @ <0.05] proposed in this study. As such, the null hypothesis was rejected indicating that there is enough evidence indicating that there is anChristopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 association between green recruitment and organizational praductvity. Based on the results, we can state that there is an association le 1: Green recruitment on organisational productivity between green recruitment and organizational productivity ¥ > = 3.141, p = 0.001 ‘Statements SA SD Total Percentage agreement (h) Green recruitment enhances theenvironmental 371-189 ~«119-<21 700 80,00 Performance of the company by attracting highly ‘qualified employees Green recruitment enables the selection of those 357 182 133 28 700 77.00 ‘candidates who are sufficiently aware of greening to fill job vacancies Green recruitment enables communication of 315119140 126 700 62.00 ‘employer's concern about greening through recruitment efforts. Green recruitment enables companies expresstheir 504 119 63 14 700 87.00 preference towards those candidates who have ‘competency and attitudes to participate in corporate ‘environmental management initiatives too in the recruitment message. ‘Source: Field Survey, 2020 Table 2: Results of XTest Chi-Square Test Pearson Chi-Square 3a ood Ratio 3.12 Linear-by-linear association 1.102 of Valid cases 700 O cells (0.0%) have expected count less than 5 ‘The minimum expected count is 175. training - development tional productivity The study also investigated the effect of green training and development on organizational productivity. As indicated in the Table below, 96.1% are in support of the statement that “Green training and development significantly reduce the generation of hazardous. materials (or those that cause degradation) in the environment”. This implies that the greater percentage of the sample believes that there is @ connection between green training and development and organizational productivity ‘The same table indicated that 84.0% agreed that "Green training and development provide environmental education that will result in a change of attitude and behaviour among and a 2 05 3 ‘001 5 01 managers and employees.” The same table Indicated that 80.1% of the respondents are in agreement with the statement “Green training and development provide environmental training to the organizational members to increase environmental awareness." Finally, 93.0% supports that "Green training and development make employees able to use their work related skills according to green standards” Similarly, Table 4 tested the hypothesis using Chi-square. The Pearson Chi-Square statistic, 3.161.30, and p <0.05 shows that the p- value (0.001) is less than the significant level proposed in this study (p<0.05). This implies that green training and development has significant impact on organizational productivity.Christopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 ‘Table 3:Green training - development and organisational productivity ‘STATEMENTS: SA AD SD Total Percentage agreement (%) Green training and development significantly 412«261:«15«12—=—«700 96.1 reduce the generation of hazardous materials (or those that cause degradation) in the environment, Green training and development provide 469 119 77 35 700 84.0 environmental education that will result in a change of attitude and behaviours among managers and employees Green training and development provide 377 184 57 82-700 80.1 environmental training to the organizational ‘members to increase environmental awareness Green training and development make 497 154 28 21 70 93.0 employees able to use their work related skills according to green standards ‘Source: Field Survey, 2020 Table 4: Results of X°Test Chi-Square Tests Value DF Asymptotic icance (2-sided) Pearson Chi-Square 3.16130" 2 01 Likelihood Ratio 3133 030 Linear-by-inear association 1116 013, Nof Valid cases 700 0 cells (0.0%) have expected count less than 5. ‘The minimum expected count is 175 Green employee relations and practices’, wile 69.1% agreed that "Green organisational productivity employee relations enable the company provide As Indicated in Table 5 below, 69% of the opportunities to the unions to negotiate with respondents are in agreement with the management about _green workplace statement that Green employee relations agreement.” This shows that green employee Significantly reduce the environmental problems relations have significant impact on through green practices’; 94.8% agreed that organizational productivity “Green employee relations make the Work Table 6 is the hypothesis result which showed environment | more comfortable”. | 85.4% that there is a. significant impact of green supported the statement that "Green employee mployee relations on organizational Telatinssllow | equal opportunities | to | the performance given that the p-value is less than employees to be involved and participate in Ere chosen significance level (a= 0.08) green suggestion schemes making them more responsible to follow the green management a2Christopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 ‘Table 5: Green employee relations and organisational productivity ‘Statements SA AD SD ‘Total Percentage agreement (%) Green employee relationssignificantly 280«-203-«189- «28700 «69.0 reduce the environmental problems through green practices Green employee relationsmake the work 254 410 17 «19700 (94.8 environment more comfortable Green employee relationsallow equal 398 200 92 10 700 85.4 ‘opportunites to the employees to be involved and participate in green suggestion schemes making them more responsible to follow the green management practices Green employee relations enable the 434 49 133 84 700 69.00 company provide opportunities to the Unions to negotiate with management about green workplace agreement ‘Source: Field Survey, 2020 Table 7: Results of X? Test Chi-Square Tests Value DF Pearson Chi-Square aise 2 Likelihood Ratio 3.3223 Linear-by-tinear association = 1.2161 of Valid cases 700 O calls (0.0%) have expected count less than 5. ‘The minimum expected count is 175.0 Green pay - reward and organisational significant impact on organizational productivity. producti In the same vein, table 8 indicated that the P- Table 7 below indicates the relationship between value is less than the significant value. We reject green pay and reward system on organizational the null hypothesis in favour of the alternative Productivity. As indicated in the table, all the hypothesis which proves that green pay and items have above 75% support or agreement to reward have significant impact on organizational the various statements in the table below thus productivity. supporting that green pay and rewards have 43Christopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 ‘Table 7: Green pay - reward and organisational productivity ‘STATEMENTS: SA AD SD Total Percentage agreement (%) Incentives such as supervisor support and 342-205 99 54 700 78.1 acknowledgement in terms of praise letter and plaques increase the employee commitment towards the environment Reward to employees on the basis of green 413° 259 21 7 «700 96.0 activities motivates them to be more aware about environment Green pay and reward reinforce empowerment and 448 182 28 42 700 90.0 good decision making, improving corrective and preventive measures employees initiate Green pay and reward enable incentives to 497 126 56 21 700 89.0 encourage environmentally friendly activities and behaviours (recycling and waste management) ‘Source: Field Survey, 2020 Table 4.11: Results of X* Test Chi-Square Tests Value Df Asymptotic significance (2-sided) Bae 2 (002. 31273 01 Linear-by-linear association 11051 01 N of Valid cases 700 0 cells (0.0%) have expected count less than 5. The mir expect cout tS Discussion Ulan @017) whch revels that_acevng The sy special inesates the impact of sustainably nan rganaton is sly green, human resources managemart, on depender on the inplsnaraten of GH Srgansolonalproducviy, The tt hypaess thowgh efcences an exomia ulation of inated that thre ls 2-sgnfcant impact of resources. y mplaton the adoption of gran green recruitment on organizational productivity. recruitment enhances the _ environmental Employees are the strength ofan rgeniztion perorance ofthe company. Ts is achieved gs wel ao they wesinns depondg on the Gough recung Gieed cploees, Ie ot dusty of te enploye reed to work othe ipa in selecng oee candies who ae crganaton The sy as revesed that ost stfeerty ane. ot greanng. Tis can be jab adverts thse. "éays ako. take oadieved" through efedve communcatve censeraton the poecon of the enonment competence where the employers ibe able and as sich deste to recut canddtes who to openy egress the concum aboit een have krowttge of sues, reated to recent ers alow the engloyts ervonmartal potdon, The fang spree express thr preference on whic anats with Patil and Sarode (2018)'s study, who — meet their expectations. revealed that business rgonzatons nowadays arousing green HRM practces fr banding tare, Semend bypass special tested the corporate mage The resi 30 spor orvavcatocl pouty aad the rest fjah,Opate and Neweratne (2015) who giana pracy, and the rest aso showed that eloyers are mene atraced tated tat the impact i enfant. This in recruiting employees who have good training to upturn productivity. Training enables Knowledge of enurrmertal protection Inthe Tames, wrt produit, Tarng eras same vein, the study agrees with the result of according to green standards such as mitigation 44Christopher University Journal of Management and Social Sciences (CUJMSS) | 1(1) June, 2021 of wastage and expertise in environmental protection and environmental literacy. Green training and development refer to employee working methods aimed at waste reduction, proper utilization of resources, conservation of energy and reduction of the causes of environmental degradation (Ullah, 2017). The result is consistent with the findings of Chowdhury, Sanju and Asaduzzaman (2017) Bhutto and Auranzeb, 2016) and Zakaria (2012) respectively, who also revealed in their various studies that green training and development have impact on organizational productivity. This Is so because green training and development educate the employee on how to reduce hazardous materials from the environment, avoid nonchalant — attitude towards. environmental degradation, and improve their skills among other things. Such knowledge serves as light and key to improve awareness of the danger of certain activites to an environment and how well to avoid these activities to yield growth and development. ‘The third hypothesis supports that green employee relations result in increase in productivity. This implies that when employees have good relationship with the environment where they operate, it reduces environmental problems, makes work environment more comfortable as well as allows the organization to collaborate with those in-charge of environmental protection and device measures to protect the environment better, thus sharing equal responsibilty to create a better work and living environment for all, This result supports an earlier study by Rashid, Wahid and Saad (2006) who revealed that engaging employees in green activities has a positive influence even con their private life and overall behaviour with the people in the environment. Such lifestyle will create mutual understanding that protecting ‘ones’ environment means protecting one’s life and that of others. Finally, the last hypothesis supports that green ay, reward, or compensation structure have significant impact on organizational productivity. Without doubt, pay is one of the primary ‘motivating factors that trigger productivity. It is the most powerful tool to motivate employee behaviour towards being environmentally protection inclined. A satisfied employee will do anything to keep his or her jobs and will naturally embrace green practices if that means 45 getting a better pay, The result of this study supports that carried out by Bangwal and Tiwari (2015) and Bangwal, Tiwari and Chamola, (2017) respectively. This is so because incentives such as supervisor support and acknowledgement in terms of praise letter and plaques increase the employee commitment towards the environment. It also motivates them to be more aware about the environment, Conclusions and Recommendations Globally, organisations seek green initiatives to reduce environmental degradation. The evidence in this study has revealed that green HRM — indeed influences organizational productivity and as such contributes to existing literature on green human resource management. As indicated in the outcome of this study, green recruitment, green training and development, green employees’ relations and green pay and rewards, all have significant positive impact on organizational development. In the first place, it reduces costs by eliminating the cost of paper work, and improves resources through recycling. According to Kramar (2014), GHRM practices positively influence the environment; and in an organization, green training and rewards influence the passion of an organization's human resources towards resolving environmental issues and deriving economic benefits (Kim et al., 2019). Nigeria as a developing country and the ‘organizations therein, are engaged in practises aimed at promoting environmental management and overcoming the challenges associated with achieving sustainability. In a sense, green human resource management is important to Nigeria, especialy in Lagos which is overcrowded with diverse industries making the environment toxic and unsafe to both human and wildlife. Adopting GHRM, organizations are equipped with the capability of transforming threats into opportunities and acquiring a green edge (Renwick, 2013). In view of the Importance attached to the adoption of green environment by individuals, organizations, and society, the present study had indeed proven that green human resource management has significant effect on organisational productivity in the manufacturing industry. 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