ESP-4387

Published

2026-02-11

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Vol. 11 No. 2 (2026): Publishing

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Research Articles

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Copyright (c) 2026 Suriana Ramli*, Egbeyemi Olaide Kafayat, Noorziah Mohd Salleh, Shaliza Alwi*

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How to Cite

Suriana Ramli, Egbeyemi Olaide Kafayat, & Noorziah Mohd Salleh, Shaliza Alwi*. (2026). Fostering organizational sustainability through green HRM and green commitment in Nigeria. Environment and Social Psychology, 11(2), ESP-4387. https://doi.org/10.59429/esp.v11i2.4387

Fostering organizational sustainability through green HRM and green commitment in Nigeria

Suriana Ramli

AAGBS, Universiti Teknologi MARA, Shah Alam 40450, Malaysia

Egbeyemi Olaide Kafayat

AAGBS, Universiti Teknologi MARA, Shah Alam 40450, Malaysia

Noorziah Mohd Salleh, Shaliza Alwi*

AAGBS, Universiti Teknologi MARA, Shah Alam 40450, Malaysia


DOI: https://doi.org/10.59429/esp.v11i2.4387


Keywords: green human resource management; organisational sustainability; green commitment; social exchange theory; environmental behaviour

Abstract

This study examines the relationship between Green Human Resource Management (GHRM) practices and organisational sustainability in the Nigerian manufacturing sector, with a specific focus on the role of employees’ green commitment. Drawing on the Ability–Motivation–Opportunity (AMO) framework and Social Exchange Theory, the study investigates how internal HR systems shape pro-environmental behaviours and sustainability outcomes. A quantitative descriptive survey design was employed, targeting 234 employees from five established manufacturing firms in Lagos State. Data were collected using validated scales measuring green recruitment, green training and development, green rewards and compensation, green commitment, and organisational sustainability across economic, environmental, and social dimensions. Partial Least Squares Structural Equation Modelling (PLS-SEM) was utilised to assess the measurement and structural models. The results indicate that green training and development and green reward and compensation practices have significant positive effects on organisational sustainability, whereas green recruitment shows no direct significant relationship. Green commitment, however, mediates the relationships between all three GHRM practices and organisational sustainability, underscoring its central psychological role in translating HR policies into sustainable outcomes. The findings highlight the importance of systematically implementing green training, development, and incentive systems to enhance employees’ environmental competencies and motivations. The study contributes to the limited empirical evidence on GHRM in African manufacturing contexts and offers practical implications for managers and policymakers seeking to align HR systems with national sustainability agendas. It also identifies methodological and contextual limitations and proposes future research directions, including longitudinal and mixed-method designs and broader sectoral and geographical coverage.

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