Green Human Resource Environmental and Organizational Performance Article Review

Leveraging Green Human Resource Practices to enable Environmental and Organizational Performance: Evidence from the Qatari Oil and Gas IndustryAbstractAlthough the theoretically important role of green human resource management (HRM), relatively little research has been discovered so far about this role particularly in 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.This paper summarizes the most attractive solutions to ensuring oil sector sustainability, critically studying their likely advantages and shortcomings. A few novel approaches which have already been implemented are discussed, in addition to others still under testing or requiring further improvements.Keywords: Green HRM, environmental orientation, environmental performance, organizational performance, Qatar, top management supportAbbreviationHRM Human Resource ManagementEMS Environmental Management System21IntroductionEnvironmental management has been a concern for many companies today (Guerci et al.,2016). This has led companies to invest heavily in their environmental management systems (EMS) in order to improve their environmental performance and, eventually, enhance their reputation and overall performance (Wagner, 2013). With regard to such benefits, the literature suggests that the increased implementation of EMSs by companies, such as ISO 14001 certification, will lead to pollution preventions, waste minimization, and low environmental release (Paille et al., 2014), and hence it may assist in enhancing economic performance of companies (Abdel-Maksoud et al., 2016; Wehrmeyer, 1996).From the environmental management perspective, scholars assert the close linkage between green Human Resource Management (HRM) and environmental performance (Paille et al., 2014; Renwick et al., 2013). Green HRM are usually defined as HRM work practices which facilitate proactive environmental management for the firm (O`Donohue and Torugsa, 2016). In their review on environmental management and HRM literature, Renwick et al., (2013) showed the need to integrate environmental management and HRM. Moreover, they identified a set of HRM practices that are emerging as one organizational response to environmental degradation. For example, in the selection process, companies concerned with environmental management often rely on green criteria to select job candidates and they recruit employees who are green aware. Also, they use green performance indicators in the performance appraisal process. The review finds considerable evidence of green HRM practices that promoted ability, motivation, and opportunity in addition to enhancing environmental performance. However, they claimed that studies on the impact of green HRM system, as a whole rather than individual practices, on either environmental outcomes or a wider organizational performance are rare.Accordingly, considerable uncertainty remains regarding the role of green HRM in achieving environmental performance and improving organizational performance (Guerci et al., 2016). This suggests that our study is timely and has considerable empirical implications for green HRM practices. In this regard, the study has three main purposes. First, although contextual factors have been considered in previous research examining green practices, they haven`t been broadly considered in research about green HRM practices (e.g. Guerci et al., 2016). To contribute to address this gap, this study concentrates on two important organizational factors that serve…

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…LeveragingGreenHumanResourcePracticestoenableEnvironmentalandOrganizationalPerformance:EvidencefromtheQatariOilandGasIndustryAbstractAlthoughthetheoreticallyimportantroleofgreenhumanresourcemanagement(HRM),relativelylittleresearchhasbeendiscoveredsofaraboutthisroleparticularlyinOilandGasindustry.WecontributetofillthisgapbydevelopingandtestingasetofhypothesestoprovideafirstattemptatanalyzingtheantecedentsandoutcomesofgreenHRMpracticesintheQatariOilandGasindustry.Datawerecollectedfrom144managersandanalyzedusingPartialleastsquares(PLS).TheanalysisshowsthatbothtopmanagementsupportandinternalenvironmentalorientationpositivelyinfluencegreenHRM,whichinturnhasasignificantpositiveimpactonenvironmentalperformance.TheresultsalsoprovideevidenceforthemediatingeffectofgreenHRMonthelinksbetweenbothtopmanagementsupportandinternalenvironmentalorientation,andenvironmentalperformance.Moreover,environmentalperformanceisfoundtopositivelyinfluenceorganizationalperformance.TheimplicationsoftheseresultsfortheoryandHRMpracticesintheOilandGasindustryaretakenintoconsideration.Thispapersummarizesthemostattractivesolutionstoensuringoilsectorsustainability,criticallystudyingtheirlikelyadvantagesandshortcomings.Afewnovelapproacheswhichhavealreadybeenimplementedarediscussed,inadditiontoothersstillundertestingorrequiringfurtherimprovements.Keywords:GreenHRM,environmentalorientation,environmentalperformance,organizationalperformance,Qatar,topmanagementsupportAbbreviationHRMHumanResourceManagementEMSEnvironmentalManagementSystem21IntroductionEnvironmentalmanagementhasbeenaconcernformanycompaniestoday(Guercietal.,2016).Thishasledcompaniestoinvestheavilyintheirenvironmentalmanagementsystems(EMS)inordertoimprovetheirenvironmentalperformanceand,eventually,enhancetheirreputationandoverallperformance(Wagner,2013).Withregardtosuchbenefits,theliteraturesuggeststhattheincreasedimplementationofEMSsbycompanies,suchasISO14001certification,willleadtopollutionpreventions,wasteminimization,andlowenvironmentalrelease(Pailleetal.,2014),andhenceitmayassistinenhancingeconomicperformanceofcompanies(Abdel-Maksoudetal.,2016;Wehrmeyer,1996).Fromtheenvironmentalmanagementperspective,scholarsassertthecloselinkagebetweengreenHumanResourceManagement(HRM)andenvironmentalperformance(Pailleetal.,2014;Renwicketal.,2013).GreenHRMareusuallydefinedasHRMworkpracticeswhichfacilitateproactiveenvironmentalmanagementforthefirm(O`DonohueandTorugsa,2016).IntheirreviewonenvironmentalmanagementandHRMliterature,Renwicketal.,(2013)showedtheneedtointegrateenvironmentalmanagementandHRM.Moreover,theyidentifiedasetofHRMpracticesthatareemergingasoneorganizationalresponsetoenvironmentaldegradation.Forexample,intheselectionprocess,companiesconcernedwithenvironmentalmanagementoftenrelyongreencriteriatoselectjobcandidatesandtheyrecruitemployeeswhoaregreenaware.Also,theyusegreenperformanceindicatorsintheperformanceappraisalprocess.ThereviewfindsconsiderableevidenceofgreenHRMpracticesthatpromotedability,motivation,andopportunityinadditiontoenhancingenvironmentalperformance.However,theyclaimedthatstudiesontheimpactofgreenHRMsystem,asawholeratherthanindividualpractices,oneitherenvironmentaloutcomesorawiderorganizationalperformancearerare.Accordingly,considerableuncertaintyremainsregardingtheroleofgreenHRMinachievingenvironmentalperformanceandimprovingorganizationalperformance(Guercietal.,2016).ThissuggeststhatourstudyistimelyandhasconsiderableempiricalimplicationsforgreenHRMpractices.Inthisregard,thestudyhasthreemainpurposes.First,althoughcontextualfactorshavebeenconsideredinpreviousresearchexamininggreenpractices,theyhaven`tbeenbroadlyconsideredinresearchaboutgreenHRMpractices(e.g.Guercietal.,2016).Tocontributetoaddressthisgap,thisstudyconcentratesontwoimportantorganizationalfactorsthatsrveaspossibleantecedentsofadoptinggreenHRM;thesearesupportoftopmanagementandinternalenvironmentalorientation(hereafter-referredtoasenvironmentalorientation).AsarguedbyDailyandHuang(2001),topmanagementsupportcanencouragetheadoptionofgreenHRMpractices.Thisisespeciallyimportantsincethereisnoempiricallyverifiableworktoshowthevalidityoftopmanagementsupportasalikelyfactorthatencouragestheadoptionofgreen-basedHRMpractices.Environmentalorientation,whichreflectsthedegreetowhichemployeesarecommittedtoprotectthenaturalenvironment(Pailleetal.2014),wasproposedasaseconddeterminantofgreenHRM.Bothfactorscomplementeachotherbyshowingsupporttogreen-basedHRMpracticesatdifferentlevelsinthefirm,namely,employeesandmanagement.Inparticular,highlevelsofmanagementsupportandenvironmentalorientationisexpectedtoleadtoimplementingeffectivegreenHRMwithinthecompanythrough,forexample,placingmoreimportanceonenvironmentalissuesaswellasattracting,developing,andretainingemployeeswhoareenvironmentalaware.Second,thestudyexaminesthemediatingroleofgreenHRMonthelinksbetweentopmanagementsupportandenvironmentalorientationononesideandenvironmentalperformanceontheother.AlthoughscholarshaveaddressedtheimportantroleofHRMpracticesinimprovingenvironmentalperformanceoverthelastthreedecades(e.g.Hart,1995;JabbourandSantos,2008;Pailleetal.2014),therearestillcallsformoreempiricalworkonthisrole(e.g.Renwicketal.2013).Moreover,todate,fewempiricalworkshaveaddressedtheextenttowhichmanagementsupportandenvironmentalorientationenableorganizationstoimprovetheirenvironmentalperformancethroughenhancinggreenHRM.Asaresponsetothesecalls,weaddressaknowledgegapbystudyingthemediatingroleofgreenHRMplaysinthelinkbetweenbothmanagementsupportandenvironmentalorientation,andenvironmentalperformance.ItisimportanttonotethatthecurrentstudyconcentrateonactualratherthanintendedgreenHRMpractices.NishiiandWright(2008)identifiedintendedHRMpracticesaspracticesformulatedbyHRMdepartment,whereastheactualHRMpracticesarepracticesthatareimplementedatalllevelsbymanagersandemployees.AsrecommendedbyKhiljiandWang(2006),thisstudytargetsmanagersatalllevelstoprovidetheirviewsaboutimplementedgreenHRMpractices.Thirdly,thestudyexaminesthelinkbetweenenvironmentalandorganizationalperformanceintheQatariOilandGassectorwherescarcityofstudiesdoexistonboththecountryandthesector.TheOilandGassectorinQatarconstitutedthebackboneofQatarieconomy,whichconstitutedmorethan50%ofQatar`sGDP.Thestate-ownedQatarPetroleum(QP)controlsallaspectsofQatarsupstreamanddownstreamoilandnaturalgassectors,includingexploration,production,transport,storage,marketing,andsaleactivities.Companiesoperatinginthissectorhavebeenexposedtoincreasedpressuretopreservetheenvironment.Forexample,sinceoneofthemainfourpillarsofQatarvision2030isenvironmentaldevelopment,allcompaniesinthesectorareapplyingenvironmentalmanagementprocesses,mainlyintheformoftheISOcertificate14001.Toourknowledge,nostudiesexaminingthelinkbetweengreenHRMandenvironmentalperformancedoexistintheGCCregionwhichisanotherclearcontributionofthisstudy.RationaleforGreenHRMInthemoderndaycorporateworld,thereisaneedtobalanceenvironmental,economic,andsocialperformancesaspartofaresponsibilitytothesociety.Moreover,withthegrowingconcernforgreenstrategiesinanefforttocombatglobalwarming,theincreasinggreenawarenessissuretoforcecompaniesandformstoshifttowardsgreen.Asaresult,practitioners,academicians,andpoliticaldecisionmakersareincreasingawareandpayingattentiontostrategiesandsolutionsthatareadoptedbyfirmstoenvironmentalmanagementwiththegoalofimprovingawiderangeofenvironmentalperformance(Wagner,2013;Longoni,Luzzini&Guerci,2016).Areviewofliteratureseemstodrawtheconcussionthatenvironmentalmanagementstrategiesaretobedeployedinacross-functionalapproach,butwithaspecificfocustoindependentfunctionalsystems.Forindependentfirms,adoptionandutilizationofgreenstrategiesincludingintheirhumanresourcemanagementisnotonlyawayofpromotingthecompanytoabroadspectrumofenvironmentalsystems,butalsoanavenueforpromotingtheirbrandandprofitability.AccordingtoNejati,Rabiei&Jabbour(2017),adoptionofgreenenvironmentalmanagementsystemsinHRMpromoteanenvironmentalconsciousculture,andmoreimportantlywhenthetopmanagementoftheorganizationisinvolved.ResearchinterviewinghumanresourcemanagersinItaliancompaniesdrawstheconclusionthatgreenhumanresourcemanagementhasaneffectonboththeorganizationsperformancefinanciallyandenvironmentally(Guerci&Carollo,2016).ThesebenefitsareenjoyedjointlyoncetheorganizationbeginsimplementinggreenHRMstrategies.Financially,GreenHRMhelpsanorganizationtogaincompetitiveadvantage.Specifictotheoilandgasindustry,greenHRMpromotesthebrandthroughtheirenvironmentalprinciplesandvaluesacrosstheirvariousfunctionsoftheirproduction,processing,andsupplychainmanagement(Wagner,2015).Withtheincreaseininformationsharingandenvironmentalprotectionconsciousness,consumersarekeentoavoidoilcompaniesandfirmsthatengageinunfriendlyenvironmentalstrategies.Forexample,anoilspillconcernthatleadstodestructionofmarinelifedamagesthesocialimageofanoilprocessingcompany.Similarly,greenHRMwillpromotethesocialimageofacompanythusincreasingitscompetitiveadvantage.Inaddition,GreenHRMincreaseshumanresourceoutput.Increasedcompetitiveadvantageandincreasedhumanresourceoutputaresuretoboosttheorganizationsprofits,thusanattractionforcompaniestoconsidergreenHRM.SignificanceofthestudyDrillingtechnologyisshiftingtowardscheaper,moreefficient,eco-friendlysolutions.Directionaldrillingmethodshaveensurednumerousdeviatedwellsthataredrilledfromonesiteareabletoreachthewidely-dispersedhydrocarbon-carryingformations(Jabbouretal.,2013;Fayyazietal.,2015).Technologiesusedinoilextractionandsuccessivelyandgreatlydiminishsurfaceeffectslinkedtodrillingoperations,allowingproductionfromthosereservoirsnotaccessiblethroughordinaryverticaldrillingonaccountofenvironmentalconstraints.Acriticalaspectwhenitcomestoreducingenvironmentalfootprintisconnectedwithcuttingsandexhaustedmuddisposal,generatedasaresultofdrillingoperations.Incaseofland-baseddrillingactivities,wastemaybeaccumulatedinasump,dugforthatpurpose,whichmayberefilledupondrillingoperationcompletion.Fossilfuels,comparedtoothersourcesofenergye.g.Sunlightandelectricity,areenvironmentallyunfriendly.ThisisoneofthechallengesthatfacesGreenHRMbecausethefactthatoilandgasareenvironmentallyunfriendly,themajorityofpeoplethinkthattheGreenconceptcannotbeappliedtooilandgasproductionandprocessingcompanies.However,theprocessofextractionandprocessingcanbedoneusinggreenstrategies(Fayyazietal.,2015;Nejatietal.,2017).Environmentalmanagementliteraturefrequentlycitestheargumentthat,asfirmsrepresentthechiefsourceofenvironmentaldecadence,theymustcontributethemosttotacklingenvironmentalmanagementissues.Asaresult,onecannowwitnessthelaunchofaverybroadarrayofenvironmentalinitiativesbycompaniesandtheirexecutives,fordealingwithenvironmentalconcerns.Withregardtocorporatesustainability,thisimpliesaneedtoperformwell,bothfinancially,environmentally,andsocially.Thisstudyisthereforeisvitalsignificanceasitsnotonlyshowshowoilandgascompaniescanbeenvironmentallyfriendly,butalsoprovidetopmanagementwithastrategytoincreasingcompetitiveadvantage,humanresourceoutput,andfinancialincomeallsimultaneously(Jabbouretal.2013;Wagner,2013).GreenHRMthereforeistobeconsideredawelcometotheoilandgasindustrywhich,despitebeingenvironmentallyunfriendly,hasvitalusesinrunningeconomiesandwithnoequivalentsubstituteatthemoment.Researchhasputforwardsmanyorganizationalandenvironmentalfactorsasdeterminantsofgreenpracticesadoption.Whilethesefactorsarebothinternalandexternal,thetopmanagementhastheprimaryrolethroughsupport(Nejatietal.,2017;Longonietal.,2016).ThesupportofthetopmanagementingreenHRMisconsideredasanimportantfactorintheimplementationofgreenpracticesinorganizations.Specifically,thesuccessofenvironmentalmanagementinitiativesislargelydependentonexecutivesupportbypromotingchangeandemployees`empowerment;developingdisciplinaryprocedures,andcommunicatingenvironmentalinformationthroughouttheorganization.Now,thetheoreticalbackgroundandstudyhypotheseswillbepresentedinthenextsectionbeforeaddressingresearchmethods,presentingresults,andfinallydiscussingresearchfindingsandimplications.TheoreticalBackgroundndHypothesesDevelopmentQatarEconomy:RoleofOilandGasSectorQatarisahigh-incomeeconomy,supportedbytheworld\'sthirdlargestnaturalgasandoilreserves(IbrahimandHarrigan,2012).Sinceitsindependencein1971,Qatarhaswitnessedrapideconomicgrowth.ThecountryhasthehighestpercapitaincomeintheworldandisclassifiedbytheUnitedNationsasacountryofveryhighhumandevelopment(Charfeddineetal.,2016).Thishasledtoimprovementinthesocietywell-being,whichismainlyattributedtothecountry`smainnaturalwealthofOilandGassector.Thisimportantsectorcurrentlyaccountsforabout55percentofthecountrysgrossdomesticproduct(GDP)andprovidesabout70percentoftheQatarigovernmentsrevenue,andisforecastedtosupportthegrowthofGDPinthecountryinthecomingyears,evenwiththedeclineinOilandGaspricesin2015(MinistryofDevelopmentPlanningandStatistics,2016).Thecountry`sgrowthlevel,asdescribedbyQatarnationalvision2030,standsforfourpillars:economic,social,humanandenvironmentaldevelopment.AlthoughtheOilandGassectorplaysamajorroleinattainingQatar`s2030vision,itencountersmajorchallenges.Forexample,althoughQatarhasundertakentheresponsibilityofensuringenvironmentalsustainabilityasstatedbyenvironmentsustainabilitypillar,theOilandGasproductionisconsideredasamajorcontributortothedeteriorationoftheenvironment(Charfeddineetal.,2016).Forexample,QatarisknowntohavehighlevelofCO2emissionspercapita,whichislargelyassociatedwiththeactivitiesoftheOilandGassector(Richer,2014).ThisischallengingforQatarespeciallywiththeupcomingmegasporteventssuchasthe2022FIFAWorldCup.Giventhisreality,Qatarhastriedtoaddressthisproblembyadoptingasetofinitiativesandprogramsthatensurearealprogresstowardenvironmentalsustainability.Forexample,OilandGascompaniesaremakinghugeeffortstobalancebetweenoperationalgrowthandenvironmentaldegradationoftheiroperations(Richer,2014).Similarly,inordertoachievecorporatesustainability,companiesseektodevelopandimplementenvironmentalpoliciesandprogramssuchasEMSandtomeetthecriteriaforachievingtheISO14001standardswhichfocusonthehumanresourcefactorthroughtheso-calledgreenHRM(DailyandHuang,2001).Moreover,OilandGascompaniesareexpectedtohighlighttheinformationrelatedtoenvironmentalperformanceintheirpublishedannualreports(AlNaimietal.,2012).Thisdiscussionshowstheimportanceofthecurrentstudyandtheneedtomoresimilarresearchprojects.GHRMimplementationintheoilandgassectorDrillingtechnologyisshiftingtowardscheaper,moreefficient,eco-friendlysolutions.Directionaldrillingmethodshaveensurednumerousdeviatedwellsthataredrilledfromonesiteareabletoreachthewidely-dispersedhydrocarbon-carryingformations.Themultilateraldrillingprocessadvancesdirectionalorhorizontaldrillingastepfurther,throughdrillingseveraldirectionalwellsusingonewellborealone(GodecandJohnson,2005).Suchtechnologies,successively,greatlydiminishsurfaceeffectslinkedtodrillingoperations,allowingproductionfromthosereservoirsnotaccessiblethroughordinaryverticaldrillingonaccountofenvironmentalconstraints.Slimholedrilling,coiledtubingandotherlatesttechnologiesreducewastevolume,expenditure,noise,visualimpacts,fuelconsumption,andenvironmentalfootprints.Eveniftheabovemethodfailsatfullyreplacingconventionaldrillingoperations,onemayeffectivelyutilizeitduringtheinitialexploitationstages,whenmarkingoutfreshlydiscoveredprospects,orwhenreenteringextantwellsusingwellboresofsmalldiameterfortrappingfreshreservewithinmatureoilfields(GodecandJohnson,2005).Research,overthelastthirtyyears,hasbeenfacedwithenvironmentalregulationswithregardtousingoil-basedmuds(OBMs),thuspromotingplantoiladoptiontosubstitutefordiesel.Muchresearchhasbeenconductedonnon-edibleoilsrole;researchednon-edibleoilsincludeJatropaoil,oilfromrapeseed,soyabeans,sesame,cottonseed,andpalm,andMahuaoil(Adesinaetal.,2012).LihuiandXiaoqing(2009),forinstance,cameupwithdrillingfluidscomprisinglargelyofshaleinhibitorsandvegetalgum-,polyalcoholpowder-andbloomlesswhiteasphalt-basedfluid-losscontrolagents.Thesearebiodegradable,lacktoxicelementsandhavebeenutilizedeffectivelyintheShengLiandTarimoilfields(thelatterislocatedwithinthenorthwestChineseTaklimakandesert)withstrongrequirementsforseadischarge.Aminandcolleagues(2010)testednumerousestersasanexternalinvertemulsionphase,derivedfromthebiodieselplantsofMalaysia.TheearliestfieldtrialforesterswasconductedinoffshoreNorway.Butthetestsdisplayedlimitedapplicationswhenitcametoinvertdrillingfluids,becauseoftheirchemicalandphysicalproperties(e.g.,highhydrolysissusceptibility)(Aminetal.,2010).WBMs(water-basedmuds)constituteaworkablepossiblealternativetooil-basedmuds,particularlyinenvironmentallysensitiveareas.Still,thepotentialbenefitsofWBMsneedtobeassessedcarefullybasedonsystemcharacteristics:ifsmectiteandcertainotherclaymineralsarepresent,theymaygiverisetowellboreinstabilityeventsofatime-dependentnature,likewallswellingfollowedbyformationbreakdownorpipetrackthatmaybesoseriousthatthewellborehastobeabandoned.Acriticalaspectwhenitcomestoreducingenvironmentalfootprintisconnectedwithcuttingsandexhaustedmuddisposal,generatedasaresultofdrillingoperations.Incaseofland-baseddrillingactivities,wastemaybeaccumulatedinasump,dugforthatpurpose,whichmayberefilledupondrillingoperationcompletion.Theapproachscostandlogisticcomplexityincreasesaswellnumbersandlengthincrease.Drillingwasteinjectionandslurrificationintochosensubsurfaceformationsviadisposalfractureinitiationwasatechniquefirstemployedintheyear1988.Sincethattime,theoilindustryhasbecomemoreexperiencedandknowledgeable,preferablyadoptinginjectionandslurrificationintheirdrillingoperationswithinseveralregions(Goganetal.,2010).WellTestIncreasedrestrictivenessofenvironmentalregulationscoupledwiththegeneralneedfordecreasingoperationalcostshasledtheindustrytoformandevaluateWaterQualitystandards.Eversincethelate1990s,waterdisposal,especiallywithinoff-shoresettings,hasbeenfocusedon.NorwaysoilandnaturalgassectorfirstintroducedtheEIF(EnvironmentalImpactFactor),whichimprovedinsightsintodistincttoxicelementsenvironmentaleffects.Themaintoxicelementsincludealiphatichydrocarbons,aromatics(BTEX),alkylatedphenols,andPAHsorheavyaromaticcompounds(Goganetal.,2010).DischargewithinoffshoresettingsnecessitatesappropriateadoptionoftechnologylikePECT-F(PerformanceEnhancingCoalescence)fordispersedhydrocarbonremoval(Goganetal.,2010).Currently,themostwidelyadoptedwaterdisposalapproachinvolvesundergroundinjection:thismethodincorporatesthebenefitofdisposalissueconjugationwithEORapplicationorpressuresupport.Furthermore,DOWS(DownholeOil/WaterSeparation)implementationhelpsdecreaseamountofwaterthatisbroughttothesurface,besidesminimizingcasing-andtubing-relatedrisksofgroundwatercontamination(GodecandJohnson,2005).Overninetypercentofwatergeneratedfromon-shoreAmericanconventionalwellsgetsinjected(NeffandHagemann,2007).ThermalEORoperationsallowproducedwatertobereutilizedforthepurposeofgeneratingsteam,therebydecreasingwatervolumeneededfortheprocess,followingtreatmentforremovingdissolvedorganicsandsolids(GodecandJohnson,2005).Thesecondextensivelyimplementedapproachispreventionphilosophy,whichmitigateswaterproduction-connectedenvironmentalissues.Numerousinventivemethodsarededicatedtominimizingwaterproduction,duringprimaryaswellasassistedproduction.Traditionally,inwaterflooding,polymerfloodingadoptionimpactsaqueousphasemobility,inorderforincreasingsweepefficiency,therebyminimizingwatergenerationandmaximizingproductionofoil(GodecandJohnson,2005).Anemergentnanotechnologyapplicationis:developmentofnovelsmartfluidsaimedatenhancingorimprovingoilrecoveryandfacilitatingwatershut-off.Incomparisontoconventionalmethods,nano-polymerslargesurfacearea-to-volumeratioandextremelysmallsizeincreasesoperationalefficiency(includingless-involvedquantityofactiveprinciple,minimizedenvironmentalimpact,andmorepositiveeconomicconditions)(XiaoqingandLihui,2009).EnvironmentalawarenessandgreenHRMAnumberofenterpriseshavehistoricallyadoptedtheapproachofcompliancewithintheirenvironmentalinitiatives,andbyconsequence,rulesandlegislationsguidingtheirenvironmentalapproaches.However,overthelastmanyyears,newconsumerneeds,consumerboycotts,globalenvironmentalstandards,dynamicpreferences,andotherenvironmentalfactorshaveinfluencedcorevaluesandthefundamentalbusinessstrategiesofcorporations(Daily,etal.,2007).Oranizationsarepartofsociety,anditisimperativethattheyfunctionliketeamplayers;thisiswheretheconceptofgreenmanagementbecomesrelevant.Akeyschemanowisthatacompanysoutcomeisstronglyimpactedbyenvironmentalconcerns(Tariq,etal.2016).Theblatantrealityandacknowledgementoftheenvironmentaleffectsofroutinebusinessactivities(togetherwithrapiddepletionofnaturalresources)ledtothestimulationofpeople,societies,andcorporations,totakethegreencourse.Environmentalsustainabilityhasbeenincreasinglybecomingamatterforconcernamongmanagementscholars,managers,governmentalbodies,andbuyers.Enforcingmeasuresforenvironmentalprotection(includingsoil,air,andwaterecosystems)isbroadlycalledenvironmentalperformance.Environmentalperformancereferstotheactualoutcomesofenvironmentaleffortsintermsofprotectingtheenvironment(Burgos-Jimenez,etal.2013,p.984).Thisconceptisgrowinginsignificanceforcorporationsaswellasnations(Mehta&Chugan,2015).Environmentalmanagementliteraturefrequentlycitestheargumentthat,asfirmsrepresentthechiefsourceofenvironmentaldecadence,theymustcontributethemosttotacklingenvironmentalmanagementissues.Asaresult,onecannowwitnessthelaunchofaverybroadarrayofenvironmentalinitiativesbycompaniesandtheirexecutives,fordealingwithenvironmentalconcerns.Withregardtocorporatesustainability,thisimpliesaneedtoperformwell,bothfinancially,environmentally,andsocially.Itisfrequentlyarguedthatimprovedenvironmentalperformanceresultsinimprovedeconomicperformance.Growingenvironmentalawarenesshascausedpublicregulatoryagenciesandotherplayerstobroadenenvironmentalconcerns.Furthermore,companieshaveinvestedintheirrespectiveenvironmentmanagementstructuresforenhancingtheirreputationinsocietyandreducingvulnerabilitytoenvironmentalcatastrophes(KassinisandVafeas,2006).Likewise,buyersarefocusingincreasinglyoncompaniesenvironmentalconduct,andthisaffectstheirbrandloyaltyandpreferences(DangelicoandPujari,2010).Infact,agrowingshareofchiefexecutiveshasprioritizedenvironmentalsustainability,makingitapermanentsubjectontheirrespectivecorporateagendas(McKinsey,2014).SustainabilityisaconceptthatisalsoapplicabletotheHRMfunctionitself.Quiteoften,strategicHRMreportsreflectanassumptionthatpeopleinafirmaretobeexploitedandconsumed,andnotretainedanddeveloped(Ehnert,2009).AgreenHRMmodelhasemergedasabusinessresponsetodegradationoftheenvironment(Renwick,etal.2013).Theconceptdenotespersonnelmanagementthatfulfillsanorganizationsandtheoverallsocietyscurrentneedswithoutconcedingtheirabilityofsatisfyingfutureneeds.AmorecomprehensivegreenHRMpracticecanplacetheconceptofsustainabilityatpersonnelmanagementscore.Thisapproachguaranteespotentialadvantagesforcompaniesaswellasfortheiremployees.Fortheformer,someevidenceexistsofanassociationbetweenimprovedenvironmentalperformanceandfinancialperformance(thishasbeenlabeledthegreenpaysclaim)(CrottyandRodgers,2011).Thesefindings,combinedwiththestrongresearchthatreportsasoundlinkbetweenHRMandcorporateperformance,indicatethatgreenHRMmayplayaroleintheimprovementofenvironmentalaswellasfinancialperformanceofcompanies.Equally,greenHRMpracticeswilllikelyimprovetheworkforcesworkplacewellbeing,byimprovingtheirworkclimateandmeetingtherequirementsanddemandsoftwenty-firstcenturypersonnelwhoaregrowingincreasinglymoreenvironmentallyaware.Tosumup,greenHRMiscapableofpositivelyinfluencingenvironmentalwell-beingaswellasbusinessperformance(Renwick,etal.2013).TopmanagementsupportandgreenHRMResearchershaveproposedmanyorganizationalandenvironmentalfactorsasdeterminantsofgreenpracticesadoption(e.g.Abdel-Maksoudetal.,2016;Gadenneetal.,2009;HenriquesandSadorsky,1999).Examplesofenvironmentalfactors,inparticular,includelevelofenvironmentaluncertainty,regulatorypressureandcustomerpressure.Organizationalfactors,ontheotherhand,include,forexample,companysizeandsupport(Lopez-Gameroetal.,2008;LinandHo,2011).Althoughthesefactorshavebeenconsideredinpreviousresearchexamininggreenpractices,theyhaven`tbeenbroadlyconsideredinresearchaboutgreenHRMwithfewexceptions(e.g.Guercietal.,2016).ThisstudycontributestofillthisresearchgapbyexaminingpossibleorganizationaldeterminantsforadoptinggreenHRMintheOilandGassector.Thesearetopmanagementsupportandenvironmentalorientation.Topmanagementsupporthasbeenconsideredasanimportantfactorintheimplementationofgreenpracticesinorganizations(DailyandHuang,2001).Inparticular,thesuccessofenvironmentalmanagementinitiativesislargelydependentonexecutivesupportbypromotingchangeandemployees`empowerment;developingdisciplinaryprocedures,andcommunicatingenvironmentalinformationthroughouttheorganization(Zoogah,2011).MilesandCovin(2000)havearguedthatmanagerssignificantlyinfluencethecommitmentofemployeestowardenvironmentalpractices.Dailyetal.(2007)arguedthattopmanagerscouldserveaschampionsofchangetohelpthecompanyimplementEMS.ThesupportprovidedbytopmanagerstowardEMSimplementationisneededtobuildanorganizationalculturethatsupportschangeinitiatives(DailyandHuang,2001).Itbecomesevidentthatanorganizationalculturethatsupportsorganizationalchanges,facilitatesemployeeinvolvementandparticipation,andpromotesdesiredbehavioursisnecessarytopromoteenvironmentalissuesandpractices.Accordingtothis,weproposethattopmanagementsupportpositivelyinfluencesgreenHRM.Thus,thefollowinghypothesisisdeveloped:Hypothesis1:TopmanagementsupporthasasignificantpositiveinfluenceongreenHRM.EnvironmentalorientationandgreenHRMEnvironmentalorientationreflectstherecognitionandpracticeofethicalvaluesbyorganizationalactorsasacommitmenttothenaturalenvironment(Banerjee,2002).NairandNdubisi(2015)gofurtheranddescribeenvironmentalorientationasacorporatestateofmindthatimpactsandgetsimpactedbyeverybusinessactivity.AccordingtoBanerjee(2002),environmentalorientationcanbeinternal,wherebymanagersandemployeesshapeandrecognizevaluesabouttheimportanceofprotectingthenaturalenvironment.Externalenvironmentalorientation,ontheotherhand,dealswiththecompany`srelationshipwithitsexternalstakeholders(Banerjeeetal.,2003).Previousresearchsuggeststhatpromotingtheexistenceofawell-communicatedenvironmentalpolicyderivesmoreclaritytoorganizationaldirectiontowardenvironmentalsustainability(Ramus&Steger,2000).Moreover,theimplementationofaneffectiveEMSthatintegratescompanyprogramsandpoliciesisreportedtoleadtoimprovedenvironmentalperformance(Theyel,2000).Therefore,theprovisionofenvironmentalcorporateculturethatconsistsofenvironmentalvaluessystemthroughouttheorganizationwillhaveapositiveimpactonenvironmentalperformance(Nair&Ndubisi,2015).Accordingly,thereisastrongevidencetosuggestthatenvironmentalorientationwillleadtoimprovedenvironmentalperformance.WearguethatenvironmentalorientationcanhelporganizationsdevelopconcernsaboutenvironmentalissuesandhenceimplementinggreenHRMpractices.Forexample,itpromoteseffectiveenvironmentalvaluesystemwithinthecompanyandhelpemployeestounderstandtheimportanceofenvironmentalissueswhichcouldserveasanenforcementmechanismintheimplementationofgreenHRMpractices.Inthesamevein,Pailleetal(2014)indicatedthatthedegreetowhichpeopleinorganizationsareconceivedbyenvironmentalissuesisanimportantconditionforimplementinggreenHRM.Inparticular,whenorganizationsemphasizeenvironmentalvaluesascriticalcomponentoftheircorporateculture,theyaremorelikelytohireemployeeswhoaremoresensitivetoenvironmentalissuesandaremorewillingtoengageinenvironmental-relatedactivitiessuchasgreenHRM(Guercietal.,2016).Morespecifically,ifpeoplearemoreorientedtoprotectthenaturalenvironment,theywillbemorecommittedtothevaluesenforcedtoprotecttheenvironment.Inotherwords,environmentalorientationencouragesemployeestoengageingreenbehaviorssuchasgreenHRMpractices.Hypothesis2:EnvironmentalorientationhasasignificantpositiveinfluenceongreenHRM.ThemediatingroleofgreenHRMForensuringafirmacquirespropergreencontributionsbyitsworkforce,themodificationoradaptationHRMfunctiontobecomegreenisessential.Traditionally,HRMdepartmentsareinchargeofawiderangeofHRMfunctionssuchasrecruitmentandperformanceappraisal.GoinggreenwithanyHRMfunctionrequirespractices,policies,andproceduresthatguaranteeappropriategreencontributionsandjobperformancebypersonnel.Inanidealworld,allfunctionscanbemadegreen.Forinstance,theemployeerecruitmentfunctioncanfostereffectiveenvironmentalmanagementbymakingsurenewlyrcruitedindividualsshareacompanysenvironmentalidealsandunderstandtheenvironmentalcultureofthecompany(Opatha&Arulrajah,2014).Moreover,trainingongreenissuesiswidespreadnowandisusedtoheightenemployees`awarenessofenvironmentalimpactoftheirorganization`sactivities(Renwicketal.2013).Itcanalsobeusedtotrainemployeesoncoregreenrelatedskillssuchashowtocollectrelevantwastedata(MayandFlannery,1995).Withrespecttopayandrewardsystem,somepreviousresearchhaveprovidedevidencethatpayingforenvironmentalmanagementperformanceiseffective,particularlyatCEOcompensationlevel(e.g.Fernandezetal.2003).Finally,providinggreenopportunitiesthroughemployeeparticipationinenvironmentalissuesisoftenseenascrucialtosuccessfuloutcomes(Renwicketal.2013).AlthoughthebroaderHRMliteratureacceptstheexistenceofarelationshipbetweenspecificHRMpracticeslikepersonnelengagementandpositivebusinessoutcomes(e.g.Hunton-Clarkeandcoworkers,2002),literatureontheconceptofgreenHRMismarkedbyassertionsandcounterassertions(e.g.Jabbouretal.,2008;JabbourandSantos,2008,).ThereisalsoalackofempiricalresearchconnectingdistinctHRMpracticesinthemanylevelsorstepsofgreenHRMimplementation.However,Renwickandcoworkers(2013)recentreviewofgreenHRMcorroboratedthefactthatnumerousHRMpracticeshaveapositiverelationshipwithenvironmentalperformance.Inparticular,greenhiring(hiringpeoplepossessingdefiniteenvironmentalproficienciesandgeneralenvironmentalsensitivity),greenengagementandtraining(cultivatingenvironmentalcapabilitiesandensuringtheworkforceengagesingreenconduct)andgreencompensationandperformancemanagement(personnelperformanceappraisalbyacknowledgingandrewardinggreenconduct)havebeenfoundtolinkwithenvironmentalperformance(Guerci,etal.2016).Similarly,Guercietal.(2016)reportedasignificantpositiveeffectofgreentrainingandinvolvement,greenperformancemanagement,andcompensationfunctionsonenvironmentalperformance.However,withthesmallbunchofempiricalresearchthatexistsofarexaminingmediatingeffectsofgreenHRM(HenriandJourneault,2010),onecanarguethat,inorderforthisrelationshiptoexist,possiblecontextualfactorsaredeemedimportantandcanserveasprerequisitetoadoptaneffectivegreenHRM(Lopez-Gameroetal.,2011).Forexample,Chinander(2001)proposedthatthecommitmentoftopmanagementtowardenvironmentalissuescanaffectemployees`perceptionofthelinkbetweentheirgreenbehaviorsandenvironmentaloutcomes.Accordingtothis,weproposethattopmanagementsupportisnecessarytoeffectivelyadoptgreenHRM,tohaveapositiveinfluenceonenvironmentalperformance.Forexample,topmanagementsupportcanencouragetheadoptionofgreenHRMpracticesthatinturncanhelpincreaseemployeesabilitytowardenvironmentalissuesandthatpromotedesiredenvironmentallyawarebehaviorthroughoutthecompany(DailyandHuang,2001).Similarly,ifcompaniesarecommittedtoprotectthenaturalenvironment,theyneedtosearchforabetterfitbetweengreenHRMpracticesimplementedandthevaluesenforcedtoprotecttheenvironment.TheimplementationofgreenHRMpracticesencouragesemployeestoengageingreenbehaviorstoenhanceenvironmentalperformance,behaviorswhichareenforcedandencouragedbytheadoptionofenvironmentalorientation.BasedonourargumentsinHypotheses1and2concerningthepossibleimpactofbothtopmanagementsupportandenvironmentalorientationongreenHRMalongwiththeabovetheoreticalargumentsandempiricalfindingsonthepossibleimpactofgreenHRMonenvironmentalperformance,weproposethefollowinghypothesis:Hypothesis3:GreenHRMmediatestherelationshipbetweenboth(a)topmanagementsupportand(b)environmentalorientation,andenvironmentalperformance.EnvironmentalperformanceandorganizationalperformanceThelinkbetweengreenHRMandenvironmentalperformancestronglyrelatestothemoreencompassingrelationshipbetweenenvironmentalandorganizationalperformance(Wagner,2013).Inparticular,scholarshavearguedthattheimplementationofeffectiveEMSinacompanywillleadtoimprovedeconomicperformance(Abdel-Maksoudetal.,2016;Jacobsetal.2010).AmbecandLanoie(2008),forinstance,arguethattheadoptionofproactiveenvironmentalmanagementoffersthepotentialofimprovedfinancialperformancethroughincreasedrevenueviaimprovedgreenproductsandservicesaswellasthroughimprovedcostmanagementviareducedcostofproduction,materials,laborandcapital.Moreover,JacksonandSeo(2010)arguedforthepositivefinancialoutcomeswhenemployees`ability,motivation,andopportunitytocontributetocompany`ssharedvisionofenvironmentalsustainabilityareimproved,therebyenablingthecompanytoraiserevenueandenhancecostmanagement.Previousliterature,whichexaminesenvironmentalperformanceandfinancialperformancelink,providemixedresults(Henri,andJourneault,2010).Ontheonehand,someliteraturearguesthatenvironmentalperformancecanbenegativelyrelatedtofinancialperformance(Palmeretal.1995;Lankoski,2000;Wagneretal.2002).Thisargumentisbasedonthepremisethataddingconstraintsonthefirmwithrespecttomeetingenvironmentalstandardswillnotresultinincreasedprofit.Anotherstreamofresearch,ontheotherhand,arguesforthepositiveconsequencesofenvironmentalperformanceonfinancialoutcomes(e.g.DeBurgos-Jimenez,etal.2013;Fujiietal.2013;Clarksonetal.2011).Theyclaimedthatsomesynergiesexistbetweenreducingenvironmentalimpactandimprovingfinancialreturns.Inparticular,financialgainscanbeimprovedthroughcostreductionandrevenueenhancement.Costreductioncanbeachievedthroughimprovedefficiencyintheuseofresourcesandreductionofenvironmentalincidents,whilerevenueenhancementisaccomplishedthroughimprovementsinthecompanyreputationandimage,betteraccesstomarkets,andincreasingproductquality(DeBurgos-Jimenez,etal.2013).Someempiricalresearchfoundevidenceforthepositivelinkbetweenenvironmentalperformanceandorganizationalperformance(e.g.Alvarez-Giletal.,2001;Aragon-Correaetal.,2008;Guensteretal.,2011).Inparticular,Changs(2015)study,whichexaminestheeffectofenvironmentalperformanceonfinancialperformanceusingpaneldatainheavy-pollutionindustriesinchina,hasfoundapositiveeffect.Fujiietal.(2013)indicatethatenvironmentalperformanceincreasesROA(returnonassets)throughbothreturnsonsalesandimprovedcapitalturnover.Similarly,DeBurgos-Jimenez,etal.(2013)empiricallyfoundapositivelinkbetweenenvironmentalperformanceandorganizationalperformance.Inthisstudy,wefollowthestreamofresearchwhicharguesforthepositivelinkbetweenenvironmentalperformanceandorganizationalperformancefortworeasons.First,argumentssupportingthepositivelinkofenvironmentalperformanceandorganizationalperformancearemorerobustandaresupportedbymanyempiricalworksasdiscussedabove.Second,thecurrentstudyadoptsthebalancedscorecardperspectivedevelopedbyKaplanandNorton(1992)formeasuringorganizationalperformance(e.g.,Elbanna,2012).Thisapproachmeasuresfourdifferentperspectivesoforganizationalperformanceratherthanfocusingsolelyonfinancialperformancemeasures.ThenotionofstrategicHRMillustratestheneedtoachievefitbetweendifferentHRpracticesandorganizationalstrategicobjectives(BartonandKempling,2011).Thiscouldbeattainedbyconcentratingondifferentmeasuresofperformance.Forexample,inordertoimprovecustomersatisfaction,thisrequiressupportfromHRMpracticesandpoliciesthatenhancepositivecustomerrelations.Hence,inlinewiththeestablishedview,thatsupportsthepositivelinkbetweenenvironmentalperformanceandorganizationalperformance,andtoconfirmifthislinkisevidentinourstudy,wehypothesizethefollowing:Hypothesis4:Environmentalperformancehasasignificantpositiveimpactonorganizationalperformance.Figure1ResearchModelTopManagementSupportH3H1GreenHumanResourceManagement(HRM)EnvironmentalH4PerformanceOrganizationalPerformanceH2EnvironmentalOrientationControlvariables:Age,gender,experience,educationandownershiptypeDataCollectionandMethodsDatawerecollectedfromcompaniesoperatingintheQatariOilandGassector.ThereasonforchoosingthissectorinparticularisthefactthatitisoneofthemajorsectorsoperatinginQatarthatconstitutesthebackboneofQatar`seconomy.Also,thesectorcontainsanumberoflargecompanieswhichtendtoapplymoreenvironmentallyorientedworkpractices(Wilkinson,etal.2001).Moreover,companiesoperatingintheOilandGassectoraremoresensitivetoenvironmentalissues,astheyareapplyingtheEMSs(theISO14001certification).Thesesystemshelpguaranteethatpoliciesandproceduresareinplacetocontrolallaspectsofcompaniesactivitiesandtheirenvironmentalimpact.Sixmajorcompaniesagreedtoparticipateinthestudy.Allparticipatedcompaniesemploymorethan500employes.LargerfirmshavehigheradoptionratesforEMSs(Guercietal.2016).Threecompaniesarelocallyowned,twocompaniesarejointventures,andonecompanyisforeignowned.Followingsimilarstudies(e.g.Wagner,2013;Guercietal.2016),wereliedonmanagersasrespondentsinthisstudybecausetheyareinagoodpositiontoprovidetherequiredinformation(Chanetal.2004)andtheyhavethebestviewofcompany`simplementedgreenHRMpractices,environmentalperformance,andoverallorganizationalperformance.71.5%ofrespondentsaremaleand50%areintheageof45orbelow.Themajorityofrespondents(about97.2%)holdatleastabachelordegree(firstdegree)andmorethan40%ofthemareworkinginthecompanyformorethan10years.Aself-administeredsurveywasdistributedandcollectedbyrelyingonthedrop-offandpick-upapproach.Thisapproachwasselectedbecauseitismorelikelytoleadtoahigherresponserate(Bryman,2008)andithasbeensuccessfullyusedintheGCCregion(Elbanna,2012).Tofurthergenerateahighresponserate(Pailleetal.,2014),trainedresearchassistantswerehiredfordatacollectionpurposes.Respondentswereinformedofthepurposeofthestudy.About300questionnairesweredistributedand144completeduseablequestionnaireswerecollected.Theresponserateof48%inthisstudyisconsideredadequatecomparedtootherstudiesconductedinthesameareaofresearch(e.g.Guercietal.2016;O`DonohueandTorugsa,2016)andtheGCCregion(e.g.,Elbanna,2012).Non-responsebiaswascheckedfollowingArmstrongandOverton(1977).Respondentswereclassifiedintotwogroups:earlyandlaterespondents.Theindependent-samplest-testsresultsindicatedthatthereisnosignificantdifference,atthep