Leveraging “Green” Human Resource Practices to Enable Environmental and Organizational Performance: Evidence from the Qatari Oil and Gas Industry

Abstract

Despite the theoretically important role of green human resource management (HRM), relatively little research has been discovered so far about this role particularly in the Oil and Gas industry. We contribute to fill this gap by developing and testing a set of hypotheses to provide a first attempt at analyzing the antecedents and outcomes of green HRM practices in the Qatari Oil and Gas industry. Data were collected from 144 managers and analyzed using Partial least squares (PLS). The analysis shows that both top management support and internal environmental orientation positively influence green HRM, which in turn has a significant positive impact on environmental performance. The results also provide evidence for the mediating effect of green HRM on the links between both top management support and internal environmental orientation, and environmental performance. Moreover, environmental performance is found to positively influence organizational performance. The implications of these results for theory and HRM practices in the Oil and Gas industry are taken into consideration. © 2018, Springer Nature B.V.