i
Green Human Resource Management Practices (GHRM)
and Its Effect on Sustainable Competitive Edge in the
Nigerian Manufacturing Industry
A Study of Dangote Nigeria Plc.
Dissertation submitted in part fulfilment of the requirements for the degree of MBA in
Human Resource Management
Oyedokun Oyewale
ii
Declaration
I, Oyewale Oluwapelumi Oyedokun_____________________, declare that this research
is my original work and that it has never been presented to any institution or university
for the award of Degree or Diploma. In addition, I have referenced correctly all literature
and sources used in this work and this work is fully compliant with the Dublin Business
School’s academic honesty policy.
Signed: ______oyewale______________________
Date: ________20/05/2019_______________________
iii
Acknowledgements
I would like to express my gratitude to God almighty for seeing me through my master’s
degree and the great opportunity to successfully complete my dissertation.
Secondly, I would like to thank my supervisor Ray Whelan for his academic guidance
and support in my research throughout the dissertation.
I am also thankful to my parents and siblings for their continuous and very importantly
I would like to thank my good friends and colleagues for their encouragement and
kindness.
iv
Abstract
The following is an abstract of my dissertation:
Purpose: The purpose of this research is to investigate green human resource
management (GHRM) and its effect on the sustainable competitive edge in the Nigerian
manufacturing industry. A case of this study was directly referenced to the employees
of Dangote Nigeria Plc. The components of human resource management were coined
to fit into the green approach as the study came up with green recruitment, green
training and development, green compensation and green employee relations. All these
sub-variables were used to measure the predictive outcome such as a sustainable
competitive edge in the Nigerian manufacturing industry.
Methodology: A methodology was adopted as the main research paradigm to discover
reality. It was quantitative research which collects primary data through an online
Survey Monkey from the 242 employees of Dangote Nigeria Plc under four business
branches in Lagos State, Nigeria. It was a cross-sectional survey which employed
descriptive research for the study. And due to some field constraints in the course of
survey exercise, only 217 responses were retrieved which approximate to 89.67% of
the total response rate available for analysis. Also, a mini-pilot survey of 30 was
conducted to ascertain the validity and reliability of every item in the research
instrument.
Results: The study provided empirical evidence to discovered using both descriptive
statistics and multiple regression analysis that, green recruitment practices, green
training and development practices, green compensation structure and green employee
relations, all have a positive and significant effect on the sustainable competitive edge
in the Nigerian manufacturing industry. These findings, however, was used to modify
the assumptions of an existing theory such as instrumental theory which prioritised
shareholders wealth maximization over the process and environmental consideration in
the course of business operation and establishment.
Recommendation: The study recommends to the organisations operating in the
Nigerian manufacturing industry to embrace the process of business operation while
diverting attention to the environment under which the business operates in such a way
that would be environmentally friendly and harm-free of pollution to the residence.
v
TABLE OF CONTENTS
Contents
Pages
Declaration………………………………………………………….
ii
Acknowledgments…………………………………………………..
iii
Abstract………………………………………………………………
iv
Table of Content……………………………………………………..
v
List of Figures………………………………………………………..
vii
List of Tables…………………………………………………………
viii
1.
Introduction…………………………………………………………..
1
1.1 Overview…………………………………………………………………………………
1
1.2 Research Background………………………………………………………………..
2
1.3 Research Problem……………………………………………………………………..
2
1.4 Research Questions……………………………………………………………………
5
1.5 Research Hypotheses………………………………………………………………….
6
1.6 Scope of the Study………….……………………………………………………
7
1.7 Motivation of the Study………………………………………………………………
8
1.8 Outline of Research Methodology………………………………………………..
10
1.9 Structure of the Dissertation…………………………………………………………
11
2.
Literature Review………………………………………….………….
14
2.1 Overview…………………………………………………………………………………..
14
2.2 Conceptual Framework………………………………………………………………..
15
2.2.1 Green Human Resource Management: An Overview……………………..
17
2.2.2 The Concept of Green Recruitment Practices…………………………………
19
2.2.3 The Concept of Green Training Development Practices…………………..
21
2.2.4 The Concept of Green Compensation Structure………………………………
22
2.2.5 The Concept of Green Employee Relations…………………………………….
24
2.3 Theoretical Framework: Linking Instrumental Theory with GHRM
And Sustainable Competitive Edge………………………………………
25
2.4. Empirical Review of Past Studies on GHRM and Sustainable Competitive
Edge…………………………………….………………………………..
27
3.
Methodology and Research Design……………………………………………..
30
3.1 Overview………………………………………………………………………………………
30
3.2 Research Objectives………………………………………………………………………..
30
3.3 Research Strategy ….……………………………………………..……..
31
3.4 Data Collection Methods…………………………………………..……..
32
3.5 The Study Population and Sample Size Determination…….……..……..
33
3.6 Sampling and Fieldwork………………………………………………….
35
3.7 Instrumentation: Validity and Reliability……………………..………….
37
3.8 Access and Ethical Issues……………..………………………………….
40
3.9 Approach to Data Analysis……………….……………………….…….
40
3.10 Research Limitations………………….………………………….…….
41
4.
Analyses and Findings……………………………………………………
42
4.0 Overview……………………………………………………………………………………….
42
4.1 Analysis of Field Performance of Questionnaire…………………………
43
vi
4.2 Section A: Interpretation of Codes…………………………………………
44
4.3 SECTION B: Demographic Characteristics of Respondents………………
45
4.4 SECTION C: Presentation and Analysis of Data According to Research
Question……………………………………………………………………
50
4.4.1 Research Question 1………………………………………………………
50
4.4.2 Research Question 2………………………………………………………
53
4.4.3 Research Question 3………………………………………………………
56
4.4.4 Research Question 4………………………………………………………
59
4.4.5 Dependent Variable…………………………….…………………………
62
4.5 SECTION D: Analysis of Variables According to the Research Questions
Using Mean and Standard Deviation of Descriptive Statistics……….…….
65
4.5.1 Research Question 1………………………………………………………
66
4.5.2 Research Question 2………………………………………………………
67
4.5.3 Research Question 3………………………………………………………
68
4.5.4 Research Question 4………………………………………………………
69
4.5.5 Dependent Variable……….………………………………………………
70
4.6 SECTION E: Test of Hypotheses…………………………………………..
71
4.6.1 Test of Hypothesis 1………………………………………………………
71
4.6.2 Test of Hypothesis 2………………………………………………………
73
4.6.3 Test of Hypothesis 3………………………………………………………
74
4.6.4 Test of Hypothesis 4………………………………………………………
76
4.7 Discussion of Findings……………………………………………………..
77
5.
Conclusion and Recommendations………………………………………………………
79
5.1 Overview……………………………………………………………………..
79
5.2 Summary of Findings…………………………………………………………………………..
79
5.3 Specific Conclusions…………………………………………………………………………….
80
5.4 General Conclusions and Recommendations…………………………………………….
82
5.5 Recommendations for Future Research…………………………………………………….
84
6.
Reflections……………………………………………………………………..
86
6.1 Overview………………………………………………..……………………..
86
6.2 Personal Development Objectives ……………………………………………..
87
6.3 Contribution to General Knowledge …………………..………………………..
88
Bibliography……………………………………………………………………………………………
91
Appendix…………………………………………………………………………………………………
97
vii
List of Figures
Figure 1: Dissertation Structure………………………………………………………
12
Figure 2: Model showing the Effect of GHRM on Sustainable Competitive
Edge in the Nigerian Manufacturing Industry…………………………………
16
Figure 3: Respondents Distribution According to their Gender………………………
45
Figure 4: Respondents Distribution According to their Age……….…………………
46
Figure 5: Respondents Distribution According to their Educational Qualification…..
47
Figure 6: Respondents Distribution According to their Work Experience……………
48
Figure 7: Respondents Distribution According to their Work Position……….………
49
viii
List of Tables
Table 1: Dangote Staff Population in Lagos………………………………………………..
33
Table 2: Proportional Allocation of the Sample for Staff Job-Position Category…
36
Table 3: Proportional Allocation of the Sample for Branch Population Category…
36
Table 4: Dangote Staff Population and Sample in Lagos……………………………
37
Table 5: Results of the Reliability Test……………………………………………..
39
Table 4.2.1: Codes for Demographic Data………………………………………….
44
Table 4.2.2: Codes for Research Questions Data………………………………….…
44
Table 4.3.1: Frequency of Data: Distribution of the Respondents According to Gender
45
Table 4.3.2: Frequency of Data: Distribution of the Respondents According to Age
46
Table 4.3.3: Frequency of Data: Distribution of the Respondents According to Educational
Qualification………………………………………………………………………….
47
Table 4.3.4: Frequency of Data: Distribution of the Respondents According to Work
Experience……………………………………………………………………………..
48
Table 4.3.5: Frequency of Data: Distribution of the Respondents According to
Work Position………………………………………………………………………….
49
Table 4.4.1.1: Frequency of Data………………………………………………………
50
Table 4.4.1.2: Frequency of Data………………………………………………………
51
Table 4.4.1.3: Frequency of Data………………………………………………………
51
Table 4.4.1.4: Frequency of Data………………………………………………………
52
Table 4.4.1.5: Frequency of Data………………………………………………………
52
Table 4.4.2.1: Frequency of Data………………………………………………………
53
Table 4.4.2.2: Frequency of Data………………………………………………………
54
Table 4.4.2.3: Frequency of Data………………………………………………………
54
Table 4.4.2.4: Frequency of Data………………………………………………………
55
Table 4.4.2.5: Frequency of Data………………………………………………………
55
Table 4.4.3.1: Frequency of Data………………………………………………………
56
Table 4.4.3.2: Frequency of Data………………………………………………………
57
Table 4.4.3.3: Frequency of Data………………………………………………………
57
Table 4.4.3.4: Frequency of Data………………………………………………………
58
Table 4.4.3.5: Frequency of Data………………………………………………………
58
Table 4.4.4.1: Frequency of Data………………………………………………………
59
Table 4.4.4.2: Frequency of Data………………………………………………………
60
Table 4.4.4.3: Frequency of Data………………………………………………………
60
Table 4.4.4.4: Frequency of Data………………………………………………………
61
Table 4.4.4.5: Frequency of Data………………………………………………………
61
Table 4.4.5.1: Frequency of Data………………………………………………………
62
Table 4.4.5.2: Frequency of Data………………………………………………………
63
Table 4.4.5.3: Frequency of Data………………………………………………………
63
Table 4.4.5.4: Frequency of Data………………………………………………………
64
Table 4.4.5.5: Frequency of Data………………………………………………………
65
Table 4.5.1: Mean and Standard deviations on research question (6 -10)……………..
66
Table 4.5.2: Mean and Standard deviations on research question (11 -15) ……………
67
Table 4.5.3: Mean and Standard deviations on research question (16 -20) …………….
68
Table 4.5.4: Mean and Standard deviations on research question (21-25) ……………..
69
Table 4.5.5: Mean and Standard deviations on research question (26-30) ……………..
70
Table 4.6.1: Using Multiple Regression Analysis in Testing Hypothesis 1……………..
71
Table 4.6.2: Using Multiple Regression Analysis in Testing Hypothesis 2……………..
73
Table 4.6.3: Using Multiple Regression Analysis in Testing Hypothesis 3……………..
74
Table 4.6.4: Using Multiple Regression Analysis in Testing Hypothesis 4……………..
76
1
CHAPTER ONE
INTRODUCTION
1.1
Overview
The emerging concerns of the global environment have forced many organisational
practices to prioritised environmental affairs and business sustainability (Ullah, 2017).
Most especially in Nigeria, where many firms in the manufacturing industry adopt
different managerial concepts for practices with less consideration of its effects on the
environment (Osuagwu, 2006). Unlike marketing, production and accounting so also
human resource management (HRM) is a key function in an organisation. According to
Mehta and Chugan (2015), HRM is an important aspect of management. The practices
of HRM in the organisations is aged while many take fewer precautions on its impacts
on the environment (Agarwal, Garg & Pareek, 2011). The relevance of this environment
in its natural and original form is what Ullah (2017) referred to as ‘green’. On this note,
going green does not mean an environment has to be painted green, but it means the
measures where organisations operating in a business area are been conscious of their
environment (Jabbour, 2011; Mandip, 2012; Kapil, 2015).
Therefore, the focus of integrating environmental management into HRM practices is
what scholars (see, Dutta, 2012; Fayyazia, Shahbazmoradib, Afsharc &
Shahbazmoradic, 2015; Arulrajah, Opatha & Nawaratne, 2015) referred to as ‘green’
HRM today. Also among the business practitioners, most international organisations
today have haste up in greening the global business environments (Castells, 2014). An
instance of the international standards for environmental protection and preservation
that calls for businesses in the global environment to devise environment-friendly
strategies (Ullah, 2017).
2
1.2
Research Background
A global increase in business challenges and sustainability have forced many businesses
across the globe to engage in researches that are best suitable for identifying the best
and most trending strategies available for implementation towards gaining a sustainable
competitive market. Among these strategies is green human resource management
(GHRM) which involves an organisation concern towards their business environment.
Research conducted by Ladipo, Awoniyi and Arebi (2017) shown that most firms failed
in a competitive environment when their business environments are taken for levity. At
the same time, some researchers have earlier found that organisations are likely to be
profitable than usual if they engage in GHRM to balance its industrial growth and
preservation (Daily & Huang, 2001; cited in Murari & Bhandari, 2011). Therefore, a
scholarly view of these environmental considerations in HRM practices has led to the
establishment of green human resource management (GHRM) (Chowdhury, Sanju &
Asaduzzaman, 2017). These including the habits and conduction of recruitment
practices, induction, training, compensation and employee relations in an organisation
in such a way that would be harm-free to the environment ((Mathapati, 2013).
Therefore, A GHRM is a prioritised affair for an organisation embarking on recruitment
and training exercise in order to sustain a competitive business environment (Mtembu,
2017).
Today, numerous studies have emerges on GHRM by many scholars using different
measures towards achieving a sustainable business environment and competitive edge.
According to the research conducted by Mandip (2012), the author emphasised that
“HR function will become the driver of environmental sustainability within the
organization by aligning its practices and policies with sustainability goals reflecting an
eco-focus”. Also, Arulrajah, Opatha & Nawaratne (2015) confirmed that the ultimate
3
aim of green HRM practices is to improve the organisations’ sustainable environmental
performance. On this note, this study focuses on investigating GHRM and its effect on
a sustainable competitive edge in the Nigerian manufacturing industry.
1.3
Research Problem
Where there is growing need for GHRM on proactive approach to environmental
management across the world (Jabbour, Santos & Nagano, 2010), numerous scholars
and practitioners have their contributions to aid support and increase awareness of
GHRM in international environment (see, Renwick, Redman & Maquire, 2008;
Mandip, 2012; Dutta, 2012; Opatha & Arunrajah, 2014; Arulrajah et al, 2015; Deshwal,
2015; Aggarwal & Sharma, 2015; Deepika & Karpagam, 2016; Pawar, 2016; Ullah,
2017; Mehta & Mehta, 2017; Chowdhury et al, 2017). These set of researchers laid
crucial emphasis on GHRM and its effect on organisational functioning and
sustainability. And despite the growing concern of scholars which has led to these
numerous studies, none of which have been observed under the Nigerian context.
In the Nigeria case, many companies operating in the manufacturing industry takes less
cognisance of their environment with most factories situated in the residential area
(Osuagwu, 2006). On several notes, many Nigerians have complained about a bitter
expression on the distortions and pollutions these companies have caused to their
environment during the course of implementing its recruitment, selection and training
exercises (Ihonvbere, 1994). Also, it is confirmed that most of these company’s
employees, sometimes, appeared suddenly change in displaying in-toto indiscipline
characters in their business areas, the moment they receive their monthly salary (Appel,
2012). They spend mostly unwisely and lavishly on alcohol and all sort of abuses on
drugs and call-girls (MacKell, 2007). These in no doubt have caused a lot of damages
to the residence in such a business environment.
4
Also, is a report of unprofessional company’s conducts during their training exercise
and developmental programmes, by which an unexpected extension would litter all the
roads and streets with many people wandering all-around only in the name of employees
of a company (Ijeoma, 2012). It is no doubt that the residence in the Nigerian
organisation’s environment would have their perception of the situation. This is because
in Nigeria both organisations and society are now more conscious of their environments
as businesses are tending to transit into a green economy (Oyedepo, 2012). A green
economy in which expectations and future environmental change will require a business
to address green issues (Rana & Jain, 2014). However, the impact of the Nigerian
government on town planning has been a steadfast approach on environmental
concerns, while the manufacturing companies operating in this environment formulate
policies towards controlling their employees to avoid government sanctions (Adunbi,
2015).
Therefore, many researchers focus was based on a shift from content to process or vice-
versa in the application of HRM activities and practical knowledge while implementing
environmental sustainability. But this study focuses on the applied case of a particular
company (Dangote Nigeria Plc.) in a specific industry (i.e. Nigerian manufacturing
industry) and its society perceived implementation of GHRM on the sustainability of
competitive edge. This is as a result of several cases reported by the public society on
environmental pollutions and residence non-comfortability (Ladan, 2014). The effect
through organisation employees’ orientation would be investigated. The adopted
GHRM components for the study including recruitment, training, induction,
compensation and employees’ relation. All these factors as sub-constructs of GHRM
would be examined while mediating its effects on environmental sustainability and
business competitive advantage.
5
Meanwhile, it is important to note in this study that this focus area is not fresh, as to
whether it has not been studied before, or neither is it an extension of a scholarly work
or theory. Rather, it is a replication of the GHRM studies on the Nigerian environment,
specifically, a focus on the Nigerian manufacturing industry. Therefore, research on
GHRM in the Nigerian context is a gap identified for the conduct of this study.
1.4
Research Questions
The above-linked constructs of HRM to ‘green’ otherwise known as GHRM, are not
new to research across industries, but the application of ‘green’ in focusing on
environmental sustainability makes it differ from other studies. The Nigeria and African
context through which the constructs would be studied is a reason the questions demand
answers. On this note, below are the specific questions the research seek to answer and
its explanations.
What are the effects of green recruitment practices on the sustainable competitive edge
in the Nigerian manufacturing industry?
Firstly, the green recruitment, in this case, would seek to examine the recruitment
process and its effect on the environmental system. All the relevance sub-constructs of
green recruitment would be adopted and adapted in the study to develop measurable
scales in an attempt to generate instruments in answering these research questions. Its
implication on a sustainable competitive environment would be investigated as the
primary objective of the study.
What are the effects of green training and development practices on the sustainable
competitive edge in the Nigerian manufacturing industry?
Secondly, the green training and development would find out the training methods and
its implication on sustainable competitive advantage in Dangote Nigeria Plc. The social
6
and environmental issues at all hierarchical levels suitable for employees’ training and
development would also be investigated.
What are the effects of green compensation structure on a sustainable competitive edge
in the Nigerian manufacturing industry?
Thirdly, the green compensation would practically determine the employees’ reward
system and its effect on individual employees’ behaviour. The social perception of these
employees rewards system and its effect on the environmental system would be
examined. This as a result of the complained issues related to employees indiscipline
behaviour and lavish spending on things that psychologically affect the residents living
around the business environment.
What are the effects of green employee relations on a sustainable competitive edge in
the Nigerian manufacturing industry?
And lastly, the green employee relations would be investigated regardless of the
employees’ opportunities and their participation in green suggested schemes. The joint
consultations between the employees and the society towards providing an environment
free atmosphere for both parties welfare would be investigated. Therefore, an aggregate
measurement of these constructs is expected to expose the GHRM practices in Dangote
Nigeria Plc., and its effect on the sustainable environment in the Nigerian
manufacturing industry.
1.5
Research Hypotheses
The above research questions were aptly transformed into relevance research
hypothetical statements for the purpose of achieving the aims of the study. Meanwhile,
in the order of clarification, only the null hypotheses are highlighted while the
7
alternative hypotheses would be reserved until it is purported to be factual at the end of
the analysis. Therefore, highlighted below are the hypotheses statements:
H01: Green recruitment practices has no positive and significant effect on the
sustainable competitive edge in the Nigerian manufacturing industry.
H02: Green training and development practices have no positive and significant effect
on the sustainable competitive edge in the Nigerian manufacturing industry.
H03: Green compensation structure has no positive and significant effect on the
sustainable competitive edge in the Nigerian manufacturing industry.
H04: Green employee relations has no positive and significant effect on the sustainable
competitive edge in the Nigerian manufacturing industry.
1.6
Scope of the Study
This study would be carried out to investigate GHRM and sustainable competitive
advantage in the Nigerian manufacturing industry. In a clearer view, GHRM is the only
variable that would be coined towards actualising the purpose of the study, while the
sustainable competitive advantage as the dependent variable remains the same.
Regarding this sole construct (i.e. GHRM), other sub-constructs coined for the study
includes green recruitment practices, green training and development practices, green
compensation structure, and green employee relations. All these sub-constructs would
serve as the major focus of study where the research objectives, questions and
hypotheses were drawn. However, there exist many companies under the Nigerian
manufacturing industry, and as all these companies cannot be studied at the same time,
this study is therefore limited only to Dangote Nigeria Plc. Dangote Nigeria Plc. is a
Nigerian manufacturing company and one of the largest conglomerate in West Africa
at large. Dangote Company was founded in the year 1981 and today, Dangote is one of
the most successful Nigerian indigenous firms owned by Mr Aliko Dangote. As of
8
2017, the company controls over 24,000 employees with a recorded revenue worth of
US$4.1 billion. This company produces and markets its series of international brands
ranging from cement, sugar, salt, flour, steel, oil & gas and packaging. Currently, the
company is planning to build the first oil and gas refinery in Nigeria which is expected
to start operations by the year 2020. Meanwhile, investigating GHRM takes the
perception of the organisation employees practising this green initiative. Therefore, a
focus on Dangote employees working under the four branches in Lagos State, Nigeria
would be studied. These including Ikoyi corporate head office and other offices such as
Ikeja, Abule-Ijesha and Apapa offices in Lagos State. These individual employees
would be selected regardless of their age, gender, marital status, educational
background, religion, tribes, race and other socio-demographical factors. Hence, the
result would not be generalized but its findings will be placed in the relevant context of
the Nigerian manufacturing industry.
1.7
Motivation for the Study
Bangwal and Tiwari (2015) claim that environmentally friendly practices lied mostly
in the manufacturing companies such as “teleconferencing and virtual interviews,
online training, electronic filing, green payroll, company transport, flexi work and
recycling”. On this note, this study would be focusing on Dangote Nigeria Plc., and the
environmental precautions the company adopted to maintain and sustain a harm-free
HRM practice. The flaws (if any) and the significant impacts investigated would serve
as a measure to avoid or benchmark by other companies operating in the same industry
or other industries across the global businesses. Also, where the GHRM serves as an
essential tool for all employees and the avenue of information to all the customers and
general stakeholders, “it is an important issue for HR managers” (Kumari, 2012). This
is because, every department that is directly engaging with human capital are not only
9
responsible for green practices but should also engage in all activities that are equally
accountable to keep their organizations’ environment green (Popli, 2014). According to
Aggarwal and Sharma (2015), the major challenges in the implementation of HRM
policies is the attitude change in the behaviour of the employees within a short term
period. While the HR managers strive in understanding the scope and depth of GHRM
in transforming their organizations as green entities (Chowdhury, Sanju &
Asaduzzaman, 2017). Pawar (2016) posited that organisations, HR managers and
individual employees can attain the benefits of implementing GHRM through the
following benefits:
An improved rate of retention in employee
Improved public image
Improvement in attracting better employees
Improvement in productivity
Improvement in the sustainable use of resources
Reduction of practices that cause the degradation of the environment
Reduced utility costs
Save environmental impact
Rebates and tax benefits
Increased business opportunities
Therefore, the study would serve as a sight opening to the HR practitioners in the
adoption and implementation of GHRM policies and strategies. Also, it would help the
employees or group of association of employees working in the Nigerian manufacturing
companies to understand the approaches of GHRM and adopt for practice towards
safeguarding employees’ welfare and reducing too closely daily work supervision.
Lastly, conducting research on GHRM and organisation environmental sustainable
10
competitive edge would serve as reference and contribution to knowledge in theory and
practice such as students, researchers, scholars, practitioners and open doors for future
research.
1.8
Outline of Research Methodology
Research Purpose
The primary purpose of this research is to investigate the effect of GHRM on the
sustainable competitive edge in the Nigerian manufacturing industry with reference to
Dangote Nigeria Plc. Also, the secondary purpose is to engage in a quantitative study
through the numerical and statistical procedures in providing a realistic answer to the
research questions and hypotheses.
Research Design
Regarding the quantitative research method the study is employing, a descriptive
research strategy is used to describe the effects and relationships between the variables
under study. This including the GHRM components and sustainable competitive edge
as designed in the research questions and hypotheses
Data Collection Methods
A primary data is collected from the individual members of staff of Dangote Nigeria
Plc., through a questionnaire. The questionnaire, however, it comprises of different
sections designed to achieve different purposes. These including the introduction
section, socio-demographic and the research questions.
Sampling
A Yamane (1967) sample size determination formula is used to determine the actual
sample size among the large population that was used for the study. While a stratified
sampling technique is applied to the members of staff of the company at all levels across
their four branches in Lagos, Nigeria.
11
Research Limitations
At the end of the fieldwork, every observed lapses or challenges encountered in the
course of the questionnaire administrative exercise shall be thoroughly reported in
details, as well as the challenges that have been presumably encountered in the overall
study and contextualisation.
Validity
The adopted and adapted scales of the instrument shall be put to test through a content,
criterion, face and construct validity in order to ascertain the accuracy of the instrument
in critical evaluation. To mention but few among the individuals that would engage in
the validity test are my supervisor, lecturers and research students in Dublin Business
School.
Reliability
Also, the adopted and adapted scales of the instrument shall be put to test through a
Cronbach Alpha statistical coefficient in order to ascertain the consistency of the
instrument in critical evaluation. A coefficient value above 0.7 would be accepted while
the value below this standard would be rejected, and thus re-coined or totally removed
from the instrument.
1.9
Structure of the Dissertation
This study is sub-divided into six different chapters. A depiction and explanation of
what each chapter involves are clarified below.
12
Figure 1: Dissertation Structure
Source: Developed by Researcher
Chapter 1: Introduction
This is the first chapter where the research purpose, problem and the study’s motivation
are defined. In the real form, the purpose was to enrich the scholarly efforts on GHRM
most especially by assessing the Nigeria environment and the organisation sustainable
competitive advantage in the manufacturing industry.
Chapter 2: Literature Review
This is the second chapter of the study that reflects a thorough review of the literature
through concepts, theories, fact, reasons and examples towards arriving at an end. Both
argument justification and critical review theory would serve as the literature
philosophy adopted for this study.
Chapter 3: Research Methodology and Methods
This is the third chapter of the study which reveals the techniques used in the study to
determine justifiable answers to the research questions and hypotheses. This involved
the adoption of a positivist research philosophy, quantitative research method,
descriptive research strategy and questionnaire as a major evaluated instrument.
13
Chapter 4: Data Analysis and Findings
This is where the collected data is analysed using tables and figures to present the results
for interpretations. Where the frequency distribution is used for analysing the socio-
demographic factors, the mean and standard deviation is used for analysing the research
questions, while the multiple regression analysis is used as the basic statistical tool for
analysing the hypotheses.
Chapter 5: Conclusion and Recommendations
This is the fifth chapter where conclusions, recommendations and suggestions for
further studies are raised based on the findings revealed in the previous chapter. Every
points and suggestion shall be presented in accordance with the order of the research
questions.
Chapter 6: Self Reflection
This is the last chapter of the study where the researcher’s experience is explained and
the study’s impact on the researchers’ personal interest in the focus area. And for easy
and detail reflection, this study adopts Kolb (1974) learning theory which is divided
into four different styles involving “concrete experience, reflective observation,
abstract conceptualisation and active experimentation” to express the research interest
and experience from process, stages and outcome of this research.
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CHAPTER TWO
LITERATURE REVIEW
2.1
Overview
Numerous studies in the literature on green marketing (see, Peattie, 1992), green
accounting (see, Bebbington, 2001), green retailing (see, Kee-hung, Cheng & Tang,
2010), and green management in general (see, McDonagh & Prothero, 1997) has
nourishes the motivation for the conduct of green HRM. The term ‘green’ in HRM
practices is usually used to refer to the concern of people management policies and
practices towards the broader corporate environmental schedule (Ullah, 2017). The
green human resource management (GHRM) comprises of many functions in the
human resource department of an organization (Deepika & Karpagam, 2016). It
involves the use of HRM policies to support the sustainable use of resources within
organizations (Deshwal, 2015). The practices of GHRM are more powerful tools in
making organizations and their operations green (Chowdhury, Sanju & Asaduzzaman,
2017).
As noted in Arulrajah et al (2015), the green performance, green behaviours, green
attitude, and green competencies of human resources can be used through adaptation of
GHRM practices. The authors further emphasised that the ultimate aim of GHRM
practices is to improve the organisation’s sustainable environmental performance
(Arulrajah et al, 2015). Therefore, in this study, green recruitment practices, green
training and development practices, green compensation structure, and green employee
relations are used to explore the effect of GHRM on environmental sustainability and
organisational competitive advantage among the manufacturing companies in the
Nigerian business environment.
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In this chapter, the adopted reviews are sub-categorised into three, they are; conceptual
framework, theoretical framework and empirical review. Where the study variables are
discussed under the conceptual framework, past scholarly works on GHRM and
sustainable competitive edge/advantage are discussed under the empirical review, while
the instrumental theory is used as the major existing theory linked with the study’s
variables in the theoretical framework. This is grounded on the connection between the
theory and the study’s variables. On this note, the relevant subjects that are conferred
in this chapter are listed below:
Conceptual framework
Green human resource management: An overview
The concept of green recruitment practices
The concept of green training and development practices
The concept of green compensation structure
The concept of employee relations
Theoretical framework: Linking the instrumental theory with GHRM and
sustainable competitive edge
An empirical review of past studies on GHRM and sustainable competitive edge
2.2
Conceptual Framework
A conceptual framework helps in a research study to corroborate ideas, philosophy and
variables that relevant and suitable of visualising the problems envisage in a study
through suitable research questions and literature (Smith, 2004). Mile and Huberman
(1994) describe this as a pictorial, a narration or visual presentation with graphics that
defined the variables of the study, their relationships and expected outcomes. Therefore,
in light of this study, depicted below is a model showing the effect of GHRM on the
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sustainable competitive edge in the Nigerian manufacturing industry. This model,
however, is expected to provide clear insight into what the study is intending to achieve
while each displayed variables are subsequently explained.
Figure 2: Model showing the Effect of GHRM on Sustainable Competitive Edge in
the Nigerian Manufacturing Industry
The above-depicted model reveals the effects of GHRM on the sustainable competitive
edge in the Nigerian manufacturing industry. The study coined sub-constructs (i.e.
green recruitment practices, green training and development, green compensation
structure and green employee relations) representing the components of GHRM are
used to predict the outcome of the study towards achieving a sustainable competitive
edge in the Nigerian manufacturing industry. The actualisation of these assertions is
indicated in the hypotheses which denoted H01, H02, H03 and H04 representing the
afore-mentioned hypotheses one to four respectively. At post-field and analysis, the
decision on the rejection and acceptance of the hypothetical statements shall be made.
Therefore, below are the explanation of the study’s variables and its effects on the
sustainable competitive edge in the Nigerian manufacturing industry.
Sustainable
Competitive
Edge in the
Nigerian
Manufacturing
industry
GHRM
Green Recruitment Practices
Green Compensation Structure
Green Training and
Development
Green Employee Relations
Source: Conceptualised by Researcher, 2019
Effects H01H03H02H04
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2.2.1 Green Human Resource Management: An Overview
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 practising in an organization is ecologically balanced and
environmentally affable (Kapil, 2015). Most of the definitions on GHRM by different
authors is 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 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 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.
