Exploring the Implementation and Outcomes of Green House Resource Management: A Case Study of an Oil and Gas Firm in Northeast India
Abstract
This study examines the implementation of Green Human Resource Management (GHRM) practices in a multinational oil and gas company in Northeast India. The purpose is to identify the environmental, managerial, and behavioural factors influencing the adoption of GHRM within the oil and gas industry, which is characterised by a large carbon footprint. Grounded in institutional theory, stakeholder theory, and social exchange theory, an exploratory qualitative case study design was adopted. Data were collected through participant observation, semi-structured open-ended surveys, and focus group discussions involving HR, CSR, HSE (Health, Safety and Environment) managers, executives, and trade-union representatives drawn from 33 respondents across managerial levels and departments. Thematic analysis and triangulation were applied to identify key constructs and drivers. Findings reveal that cultural transformation, employee engagement, and top-management commitment are central to effective GHRM adoption. The initiatives examined - such as paperless biometric attendance, clay-bottle substitution, corporate eco-gifting, and carpooling - improved environmental awareness, reduced waste, and enhanced employee discipline. The study also critically reflects on the risk of symbolic greenwashing and the structural tensions inherent in implementing sustainability in a carbon-intensive industry. The study concludes that embedding GHRM in organisational culture can yield sustained economic, social, and ecological benefits.