J. Manage. Hum. Resour. (July - December 2026) 4(2):
https://doi.org/10.5281/zenodo.21014413
e-ISSN 3091-1850
ORIGINAL ARTICLE
Impact of green training and development on employee engagement at Nigeria
Bottling Company Plc, Ikeja, Lagos State: an empirical analysis
Impacto de la formación y desarrollo en materia medioambiental en el compromiso de los empleados de
Nigeria Bottling Company Plc, Ikeja, Estado de Lagos: un análisis empírico
Sunkanmi Ademola
1
iD Akorede Arowolo
1
iD
Received: 25/01/26 / Accepted: 02/04/26 / Published online: 25/07/26
© The Author(s) 2026
Abstract
This study examined the impact of green training and development
on employee engagement in Nigeria Bottling Company Plc, Ikeja,
Lagos State. Specific objectives included assessing the effects of
environmental awareness training, skill-based green training, and
green leadership and motivation programs on engagement. A
descriptive survey design was adopted, targeting a population of 480
employees. A target sample of 214 employees was selected through
simple random sampling, and 194 valid responses were analyzed.
Data were collected through a structured 5-point Likert-scale
questionnaire and analyzed using descriptive statistics, correlation,
and simple linear regression in SPSS. Findings revealed that
environmental awareness training explained 34.5% of engagement
variance (R² = 0.345, β = 0.587, p < 0.001), skill-based green
training accounted for 25.1% (R² = 0.251, β = 0.501, p < 0.001), and
green leadership and motivation programs explained 39.6% (R² =
0.396, β = 0.630, p < 0.001). The study concluded that green training
and development were positively associated with employee
engagement and recommended sustaining awareness programs,
investing in skill-based initiatives, and strengthening leadership
support for sustainability.
Keywords green training and development, employee engagement,
environmental awareness training, skill‑based green training, green
leadership
Resumen
Este estudio examinó el impacto de la capacitación y el desarrollo
verde en el compromiso de los empleados de Nigeria Bottling
Company Plc, en Ikeja, estado de Lagos. Los objetivos específicos
incluyeron evaluar los efectos de la capacitación en conciencia
ambiental, la capacitación verde basada en habilidades y los
programas de liderazgo y motivación verde sobre el compromiso. Se
adoptó un diseño de encuesta descriptiva dirigido a una población de
480 empleados. Se estableció una muestra objetivo de 214
empleados mediante muestreo aleatorio simple y se analizaron 194
respuestas válidas. Los datos se recopilaron mediante un cuestionario
estructurado con escala Likert de 5 puntos y se analizaron con
estadística descriptiva, correlación y regresión lineal simple en
SPSS. Los resultados mostraron que la capacitación en conciencia
ambiental explicó el 34,5 % de la varianza del compromiso (R² =
0,345, β = 0,587, p < 0,001), la capacitación verde basada en
habilidades el 25,1 % (R² = 0,251, β = 0,501, p < 0,001) y los
programas de liderazgo y motivación verde el 39,6 % (R² = 0,396, β
= 0,630, p < 0,001). Se concluyó que la capacitación y el desarrollo
verde se asociaron positivamente con el compromiso de los
empleados.
Palabras clave capacitación y desarrollo verde, compromiso de los
empleados, capacitación en conciencia ambiental, capacitación verde
basada en habilidades, liderazgo verde.
How to cite
Corresponding authors
Sunkanmi Ademola - [email protected]
iD https://orcid.org/0009-0000-5011-4573
Akorede Arowolo - [email protected]
iD https://orcid.org/0009-0004-1193-5757
1
Osun State University, Okuku Campus, Osogbo, Osun State, Nigeria
6-11
Ademola, S., & Arowolo, A. (2026). Impact of green training and development on employee engagement at Nigeria Bottling Company Plc, Ikeja, Lagos State:
an empirical analysis. Journal of Management and Human Resources, 4(2), 6-11. https://doi.org/10.5281/zenodo.21014413
J. Manage. Hum. Resour. (July - December 2026) 4(2):
Introduction
Employee engagement has emerged as a critical dependent
variable in contemporary organizational discourse, particularly
within sustainability-driven workplaces. Organizations increasingly
seek engaged employees because engagement is associated with
stronger performance, commitment, and discretionary effort (Gede
& Huluka, 2024). At the same time, environmental pressures have
encouraged organizations to integrate sustainability principles into
human resource practices (Adubor et al., 2022). Within this context,
green training and development has gained prominence as a
strategic approach for equipping employees with environmental
knowledge and skills while strengthening their involvement in
organizational sustainability goals (Amrutha & Geetha, 2021).
From an African perspective, employee engagement is especially
relevant in organizations facing skills gaps, resource constraints,
and the need for sustainable industrial growth. African
organizations are gradually adopting green human resource
management practices in response to environmental, regulatory, and
stakeholder pressures (Adubor et al., 2022; Inegbedion, 2025).
Green training and development can help align employee behavior
with environmental objectives and reinforce responsible workplace
practices (Bolanle et al., 2022).
In Nigeria, the manufacturing sector plays a significant role in
economic development while facing increasing environmental
scrutiny. Empirical work in Nigerian organizations indicates
growing interest in green human resource management and its
relationship with employee outcomes (Adigun, 2025; Adubor et al.,
2022). Consequently, examining green training and development in
Nigeria Bottling Company Plc, Ikeja, Lagos State, is timely because
it provides organization-specific evidence on whether
environmentally focused development initiatives are associated with
employee engagement.
Employee engagement remains a challenge for many
manufacturing firms, particularly in developing economies. Weak
engagement can be reflected in lower enthusiasm, limited emotional
attachment, and reduced willingness to contribute beyond formal
job requirements. Recent studies continue to show that engagement
is shaped by organizational support, leadership, culture, and
development opportunities (Gede & Huluka, 2024; Priyanti et al.,
2025). In sustainability-oriented settings, green training may add a
further source of meaning and involvement by connecting employee
development with environmental responsibility (Amrutha & Geetha,
2021).
Although organizations such as Nigeria Bottling Company Plc
have introduced sustainability and training initiatives, there is
limited organization-specific evidence on whether these efforts
translate into higher employee engagement. Nigerian studies have
examined green HRM and employee outcomes in other
organizations and manufacturing contexts (Adigun, 2025; Bolanle et
al., 2022), but evidence focused on the Ikeja operation of Nigeria
Bottling Company Plc remains limited. This study addresses that
gap by empirically examining the impact of green training and
development on employee engagement in the organization.
Green Training and Development refers to the systematic process
through which organizations equip employees with the knowledge,
skills, and attitudes required to adopt environmentally sustainable
workplace practices. It links learning and development with
environmental objectives such as waste reduction, energy
conservation, resource efficiency, and responsible work behavior.
Evidence shows that green training can support environmental
capabilities, green behavior, and broader sustainability outcomes
(Amrutha & Geetha, 2021; Barakat et al., 2023; Sun et al., 2024).
Environmental Awareness Training focuses on employees’
understanding of environmental problems and the consequences of
workplace decisions, while Skill-Based Green Training emphasizes
practical competencies needed to apply sustainable techniques.
Awareness programs help employees recognize environmental
responsibilities; skill-based programs translate that awareness into
operational practices such as efficient resource use, waste reduction,
and environmentally responsible problem-solving (Barakat et al.,
2023; Sun et al., 2024). Continuous green development reinforces
these competencies through recurring learning and adaptation as
technologies and environmental standards evolve (Yadav &
Mathew, 2023).
Employee Engagement refers to employees’ psychological
connection with their work and organization, reflected in
involvement, commitment, enthusiasm, and willingness to
contribute to organizational objectives. Engaged employees tend to
demonstrate stronger performance and organizational participation
(Gede & Huluka, 2024). Within green HRM, training can strengthen
engagement by providing employees with relevant competencies
and by signaling that the organization invests in their development
and in meaningful sustainability goals (Amrutha & Geetha, 2021;
Adigun, 2025).
The Resource-Based View (RBV) provides a strategic
explanation for this relationship. Barney (1991) argues that
valuable, rare, inimitable, and non-substitutable resources can
support sustained competitive advantage. In this study, green
knowledge and competencies developed through training are treated
as intangible human-capital resources that can strengthen employee
contribution and organizational sustainability.
Social Exchange Theory (Blau, 1964) complements the RBV by
emphasizing reciprocity: when employees perceive organizational
investment in their development, they may respond with stronger
engagement and commitment. Herzberg’s Two-Factor Theory also
supports the model by identifying achievement, recognition,
responsibility, and growth as motivational factors; green
development programs can provide such opportunities by expanding
employees’ competencies and participation in sustainability
initiatives (Herzberg et al., 1959).
Taken together, these perspectives explain why green training
may influence engagement through both capability development
and perceived organizational support. The present study therefore
examines three dimensions—environmental awareness training,
skill-based green training, and green leadership and motivation
programs—as predictors of employee engagement. This framework
retains the strategic resource logic of RBV, the reciprocity
mechanism of Social Exchange Theory, and the motivational
emphasis of Herzberg’s theory.
Methodology
This study adopts a descriptive survey research design to examine
the impact of green training and development on employee
engagement at Nigeria Bottling Company Plc, Ikeja, Lagos State.
The design is appropriate because it enables the researcher to collect
quantitative data from a defined population and analyze employees’
perceptions regarding green training initiatives and their level of
engagement within the organization.
The population of the study consists of all employees of Nigeria
Bottling Company Plc, Ikeja, Lagos State, comprising both
managerial and non-managerial staff. The total population for this
study is 480 employees. This population is considered suitable
because all categories of staff are directly or indirectly exposed to
training and development programs implemented by the
organization.
A target sample of 214 employees was used for the study.
Respondents were selected through simple random sampling so that
eligible employees had an equal opportunity to participate. Of the
214 questionnaires administered, 194 valid responses were obtained
and analyzed, representing a 90.7% valid response rate. The
6-11 7
J. Manage. Hum. Resour. (July - December 2026) 4(2):
originally reported target of 214 is retained as the field sample; no
Yamane calculation is asserted because, for a population of 480 at a
5% error level, that formula would yield a different value.
The study employed a structured questionnaire as the primary
instrument for data collection. The questionnaire covered
respondents’ demographic characteristics, green training and
development practices (environmental awareness training,
skill-based green training, and green leadership and motivation
programs), and employee engagement. Responses were measured
on a 5-point Likert scale ranging from strongly disagree to strongly
agree. The instrument was informed by the green HRM and
employee-engagement literature cited in the study. However,
pilot-test results, formal validity indices, factor-validation statistics,
and reliability coefficients for the final scales were not reported;
consequently, no unverified reliability statistic is introduced in this
article, and this should be considered when interpreting the findings.
Data collected were analyzed using both descriptive and
inferential statistical techniques. Descriptive statistics such as
frequencies, percentages, means, and standard deviations were used
to summarize respondents’ characteristics and responses. Inferential
statistics, including correlation and regression analysis, were
employed to test the relationship and effect of green training and
development on employee engagement. The analysis was conducted
using the Statistical Package for the Social Sciences (SPSS).
Ethical issues were addressed through voluntary participation,
confidentiality, anonymity, informed consent, and the right to
withdraw at any stage. Respondents were informed that the
information collected would be used solely for academic purposes.
No formal ethics committee approval identifier was reported for this
non-interventional organizational survey; accordingly, none is
claimed in this article. Where institutional ethics approval is
required by the authors’ institution, the corresponding approval or
exemption should be documented in the journal record.
Result and Discussion
Two hundred and fourteen (214) employees of Nigeria Bottling
Company Plc, Ikeja were sampled, out of which 194 were valid
responses, which gives a 90.7% response rate. The
socio-demographic profile shows a fairly balanced gender
distribution, with females (52.1%) slightly more than males
(47.9%). Respondents were largely young, as most fell within the
20–24 years (47.9%) and 25–29 years (31.4%) age brackets,
indicating a youthful workforce. A high proportion were single
(76.3%), reflecting the age structure of the sample. In terms of
education, most respondents possessed postgraduate diplomas
(30.9%) or OND/Diploma/NCE qualifications (27.8%), suggesting
moderate to high educational attainment. Length of service was
mostly between 5–9 years (45.9%), indicating reasonable
organizational experience among respondents.
The regression model summary (Table 1) indicates that
environmental awareness training accounts for a meaningful
proportion of the variation in employee engagement at Nigeria
Bottling Company Plc, Ikeja, Lagos State.
Table 1. Model summary for the impact of Environmental Awareness
Training on Employee Engagement at Nigeria Bottling Company Plc,
Ikeja, Lagos State
Model R R square Adjusted R square Std. error of the estimate
1 0.587a 0.345 0.341 0.34991
The correlation coefficient for the simple regression (R = 0.587)
indicates a moderately strong positive association between
environmental awareness training and employee engagement. The
coefficient of determination (R² = 0.345) indicates that
environmental awareness training accounts for 34.5% of the
variance in employee engagement in this model. The adjusted R²
(0.341) is close to R², suggesting limited shrinkage after adjustment
for sample size. The standard error of the estimate is 0.34991.
The ANOVA result shows that the simple regression model for
Environmental Awareness Training and Employee Engagement is
statistically significant. The regression sum of squares is 12.373 and
the residual sum of squares is 23.508, with F(1, 192) = 101.056, p <
0.001 (Table 2).
Table 2. ANOVA for the impact of Environmental Awareness Training
on Employee Engagement at Nigeria Bottling Company Plc, Ikeja,
Lagos State
Model Model
Sum of
squares
df Mean square F Sig.
1 Regression 12.373 1 12.373 101.056 < .001b
1 Residual 23.508 192 0.122
1 Total 35.881 193
The coefficient of determination (R² = 0.345) indicates that
34.5% of the variance in employee engagement is accounted for by
environmental awareness training in the simple regression model.
The model is statistically significant, F(1, 192) = 101.056, p <
0.001; therefore, the null hypothesis of no linear association is
rejected.
The coefficient results in Table 3 indicate a statistically
significant positive association between Environmental Awareness
Training and Employee Engagement at Nigeria Bottling Company
Plc, Ikeja.
Table 3. Coefficients for the impact of Environmental Awareness
Training on Employee Engagement at Nigeria Bottling Company Plc,
Ikeja, Lagos State
Coefficientsa Coefficientsa
Coefficient
sa
Coefficientsa Coefficientsa
Coefficient
sa
Coefficien
tsa
Model Model
Unstandard
ized Coeffi
cients
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Model Model B Std. Error Beta t Sig.
1 (Constant) 1.914 0.202 9.481 < .001
1
Environmental
Awareness
Training
0.484 0.048 0.587 10.053 < .001
The unstandardized coefficient (B = 0.484) indicates that a
one-unit increase in Environmental Awareness Training is
associated with an estimated 0.484-unit increase in employee
engagement in this simple regression model. The standardized
coefficient (β = 0.587), t = 10.053, p < 0.001, confirms a statistically
significant positive relationship.
Table 4. Model summary for the impact of Skill-Based Green Training
on Employee Engagement at Nigeria Bottling Company Plc
Model R R square Adjusted R square Std. error of the estimate
1 0.501a 0.251 0.247 0.37406
a. Predictors:
(Constant),
Skill-Based
Green
Training
a. Predictors:
(Constant),
Skill-Based
Green Training
a. Predictors:
(Constant),
Skill-Based Green
Training
a. Predictors:
(Constant),
Skill-Based Green
Training
a. Predictors: (Constant),
Skill-Based Green Training
The regression model summary (Table 4) shows a moderate
positive association between skill-based green training and
employee engagement (R = 0.501). The R² value of 0.251 indicates
that skill-based green training accounts for 25.1% of the variance in
engagement in this simple regression model. The adjusted R² is
0.247 and the standard error of the estimate is 0.37406.
Table 5. ANOVA for the impact of Skill-Based Green Training on
Employee Engagement at Nigeria Bottling Company Plc
ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa
Model Model
Sum of
Squares
df Mean Square F Sig.
1 Regression 9.015 1 9.015 64.430 < .001b
1 Residual 26.865 192 .140
1 Total 35.881 193
a. Dependent
Variable:
Employee
Engagement
a. Dependent
Variable:
Employee
Engagement
a.
Dependent
Variable:
Employee
Engagemen
t
a. Dependent
Variable:
Employee
Engagement
a. Dependent
Variable:
Employee
Engagement
a.
Dependent
Variable:
Employee
Engagemen
t
a.
Dependent
Variable:
Employee
Engageme
nt
6-118
J. Manage. Hum. Resour. (July - December 2026) 4(2):
ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa
b. Predictors:
(Constant),
Skill-Based Green
Training
b. Predictors:
(Constant),
Skill-Based
Green Training
b.
Predictors:
(Constant),
Skill-Based
Green
Training
b. Predictors:
(Constant),
Skill-Based
Green Training
b. Predictors:
(Constant),
Skill-Based
Green
Training
b.
Predictors:
(Constant),
Skill-Based
Green
Training
b.
Predictors:
(Constant)
, Skill-Bas
ed Green
Training
The ANOVA results in Table 5 show that the simple regression
model for skill-based green training and employee engagement is
statistically significant, F(1, 192) = 64.430, p < 0.001. The
regression sum of squares is 9.015 and the residual sum of squares
is 26.865. Therefore, the null hypothesis of no linear association is
rejected.
The coefficient results in Table 6 indicate that skill-based green
training has a statistically significant positive association with
employee engagement. The unstandardized coefficient (B = 0.365)
indicates that a one-unit increase in skill-based green training is
associated with an estimated 0.365-unit increase in engagement.
The standardized coefficient is β = 0.501, t = 8.027, p < 0.001.
Table 6. Coefficients for the impact of Skill-Based Green Training on
Employee Engagement at Nigeria Bottling Company Plc
Coefficientsa Coefficientsa
Coefficient
sa
Coefficientsa Coefficientsa
Coefficient
sa
Coefficien
tsa
Model Model
Unstandard
ized Coeffi
cients
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Model Model B Std. Error Beta t Sig.
1 (Constant) 2.403 .192 12.529 < .001
1
Skill-Based
Green Training
.365 .045 .501 8.027 < .001
a. Dependent
Variable:
Employee
Engagement
a. Dependent
Variable:
Employee
Engagement
a.
Dependent
Variable:
Employee
Engagemen
t
a. Dependent
Variable:
Employee
Engagement
a. Dependent
Variable:
Employee
Engagement
a.
Dependent
Variable:
Employee
Engagemen
t
a.
Dependent
Variable:
Employee
Engageme
nt
Hypothesis 3
Table 7. Model summary for the impact of Green Leadership and
Motivation Programs on Employee Engagement at Nigeria Bottling
Company Plc
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .630a .396 .393 .33586
a. Predictors:
(Constant),
Green
Leadership
and
Motivation
Programs
a. Predictors:
(Constant),
Green
Leadership and
Motivation
Programs
a. Predictors:
(Constant), Green
Leadership and
Motivation
Programs
a. Predictors:
(Constant), Green
Leadership and
Motivation Programs
a. Predictors: (Constant),
Green Leadership and
Motivation Programs
The model summary in Table 7 indicates a moderately strong
positive association between green leadership and motivation
programs and employee engagement (R = 0.630). The R² value of
0.396 indicates that 39.6% of the variance in employee engagement
is accounted for by this predictor in the simple regression model.
The adjusted R² is 0.393 and the standard error of the estimate is
0.33586.
Table 8. ANOVA for the impact of Green Leadership and Motivation
Programs on Employee Engagement at Nigeria Bottling Company Plc
ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa ANOVAa
Model Model
Sum of
Squares
df Mean Square F Sig.
1 Regression 14.223 1 14.223 126.092 < .001b
1 Residual 21.657 192 .113
1 Total 35.881 193
a. Dependent
Variable:
Employee
Engagement
a. Dependent
Variable:
Employee
Engagement
a.
Dependent
Variable:
Employee
Engagemen
t
a. Dependent
Variable:
Employee
Engagement
a. Dependent
Variable:
Employee
Engagement
a.
Dependent
Variable:
Employee
Engagemen
t
a.
Dependent
Variable:
Employee
Engageme
nt
b. Predictors:
(Constant), Green
Leadership and
Motivation
Programs
b. Predictors:
(Constant),
Green
Leadership and
Motivation
Programs
b.
Predictors:
(Constant),
Green
Leadership
and
Motivation
Programs
b. Predictors:
(Constant),
Green
Leadership and
Motivation
Programs
b. Predictors:
(Constant),
Green
Leadership
and
Motivation
Programs
b.
Predictors:
(Constant),
Green
Leadership
and
Motivation
Programs
b.
Predictors:
(Constant)
, Green Le
adership
and Motiv
ation
Programs
The ANOVA results in Table 8 confirm that the simple
regression model for green leadership and motivation programs is
statistically significant. The regression sum of squares is 14.223 and
the residual sum of squares is 21.657, yielding F(1, 192) = 126.092,
p < 0.001. Therefore, the null hypothesis of no linear association
between green leadership and motivation programs and employee
engagement is rejected.
Table 9. Coefficients for the impact of Green Leadership and
Motivation Programs on Employee Engagement at Nigeria Bottling
Company Plc
Coefficientsa Coefficientsa
Coefficient
sa
Coefficientsa Coefficientsa
Coefficient
sa
Coefficien
tsa
Model Model
Unstandard
ized Coeffi
cients
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Model Model B Std. Error Beta t Sig.
1 (Constant) 1.566 .212 7.399 < .001
1
Green
Leadership and
Motivation
Programs
.573 .051 .630 11.229 < .001
a. Dependent
Variable:
Employee
Engagement
a. Dependent
Variable:
Employee
Engagement
a.
Dependent
Variable:
Employee
Engagemen
t
a. Dependent
Variable:
Employee
Engagement
a. Dependent
Variable:
Employee
Engagement
a.
Dependent
Variable:
Employee
Engagemen
t
a.
Dependent
Variable:
Employee
Engageme
nt
The coefficient results in Table 9 indicate a strong positive
association between green leadership and motivation programs and
employee engagement. The unstandardized coefficient (B = 0.573)
indicates that a one-unit increase in green leadership and motivation
programs is associated with an estimated 0.573-unit increase in
engagement. The standardized coefficient is β = 0.630, t = 11.229, p
< 0.001.
Table 10. Correlation analysis for Green Training and Development
dimensions and Employee Engagement at Nigeria Bottling Company
Plc, Ikeja, Lagos State
Correlations Correlations Correlations Correlations Correlations Correlations
Environmental
Awareness
Training
Skill-Based
Green Training
Green
Leadership and
Motivation
Programs
Employee
Engagement
Environmental
Awareness
Training
Correlation
Coefficient
1.000 .532** .591** .587**
Environmental
Awareness
Training
Sig. (2-tailed) . < .001 < .001 < .001
Environmental
Awareness
Training
N 194 194 194 194
Skill-Based Green
Training
Correlation
Coefficient
.532** 1.000 .653** .501**
Skill-Based Green
Training
Sig. (2-tailed) < .001 . < .001 < .001
Skill-Based Green
Training
N 194 194 194 194
Green Leadership
and Motivation
Programs
Correlation
Coefficient
.591** .653** 1.000 .630**
Green Leadership
and Motivation
Programs
Sig. (2-tailed) < .001 < .001 . < .001
Green Leadership
and Motivation
Programs
N 194 194 194 194
Employee
Engagement
Correlation
Coefficient
.587** .501** .630** 1.000
Employee
Engagement
Sig. (2-tailed) < .001 < .001 < .001 .
Employee
Engagement
N 194 194 194 194
**. Correlation is
significant at the
0.01 level
(2-tailed).
**. Correlation
is significant at
the 0.01 level
(2-tailed).
**. Correlation
is significant at
the 0.01 level
(2-tailed).
**. Correlation
is significant at
the 0.01 level
(2-tailed).
**. Correlation
is significant at
the 0.01 level
(2-tailed).
**. Correlation
is significant at
the 0.01 level
(2-tailed).
The correlation analysis in Table 10 is aligned with the three
simple regression models. Environmental awareness training is
positively correlated with employee engagement (r = 0.587, p <
0.001), while skill-based green training is also positively related to
engagement (r = 0.501, p < 0.001).
6-11 9
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Green leadership and motivation programs show the strongest
bivariate association with employee engagement (r = 0.630, p <
0.001). The three green-training dimensions are also positively
intercorrelated. Overall, the results indicate that all three dimensions
are positively and statistically associated with employee
engagement, with green leadership and motivation programs
showing the strongest association.
The findings of this study reveal that green training and
development practices have a significant and positive relationship
with employee engagement at Nigeria Bottling Company Plc, Ikeja,
Lagos State. Environmental awareness training demonstrated a
moderately strong positive association with employee engagement,
suggesting that employees who are better informed about
environmental issues may feel more connected to
sustainability-oriented organizational goals. This finding is
consistent with evidence that green training can strengthen
environmentally oriented employee attitudes and behavior
(Amrutha & Geetha, 2021; Barakat et al., 2023) and with Nigerian
research linking green HRM practices to employee engagement
(Adigun, 2025; Bolanle et al., 2022).
Similarly, skill-based green training was positively and
statistically associated with employee engagement, although its
explanatory power was lower than that of environmental awareness
training and green leadership initiatives. Practical green
competencies can increase employees’ capacity to participate in
sustainability initiatives, particularly when organizational
conditions reinforce the application of acquired skills. This
interpretation is consistent with recent evidence on green training,
workplace green performance, and sustainable organizational
outcomes (Sun et al., 2024; Yadav & Mathew, 2023).
Among the dimensions examined, green leadership and
motivation programs showed the strongest association with
employee engagement. This supports the view that leadership
commitment and motivational support can shape employees’
responses to sustainability initiatives. When leaders visibly support
green values and recognize employee contributions, employees may
reciprocate with higher involvement and commitment, consistent
with Social Exchange Theory and with recent literature linking
leadership, organizational culture, and employee engagement
(Priyanti et al., 2025).
Although the regression models were statistically significant, a
substantial proportion of variance in employee engagement remains
unexplained, indicating that organizational culture, reward systems,
job design, work-life balance, and other factors may also contribute
to engagement. The cross-sectional, self-reported design does not
establish causality, and the absence of reported scale-reliability and
formal validation statistics limits the strength of measurement
claims. Future research should validate the instrument
psychometrically, use multivariable models to estimate the
simultaneous contribution of the three predictors, and replicate the
study in other manufacturing organizations.
Conclusions
The empirical results confirm that environmental awareness
training, skill‑based green training, and green leadership programs
each exert a statistically significant and positive influence on
employee engagement at Nigeria Bottling Company. Among these,
green leadership and motivation programs emerged as the strongest
predictors, underscoring the critical role of managerial support in
translating sustainability goals into workforce commitment.
Awareness training enhances engagement by harmonizing personal
values with corporate environmental objectives, while skill‑based
training equips employees with practical competencies to perform
eco‑responsible tasks effectively. Collectively, these findings
establish green training and development as a strategic lever—not
merely for environmental performance, but for cultivating a
motivated and dedicated workforce.
To capitalize on these results, management should sustain and
expand regular environmental education through workshops and
continuous learning platforms, while also investing in hands‑on,
role‑specific green skills training to ensure practical application and
improved performance. Given the pronounced impact of leadership,
managers must actively model sustainable behaviors and strengthen
recognition, rewards, and incentives tied to green initiatives.
Finally, as unexplained variance remains, future research should
incorporate organizational culture, reward systems, and job
satisfaction, and extend the scope to other manufacturing sectors in
Nigeria to improve generalizability and deepen the understanding of
green human resource practices.
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Conflicts of interest
The authors declare that they have no conflicts of interest.
Author contribution
Conceptualization: Ademola, S. and Arowolo, A. Data curation:
Ademola, S. and Arowolo, A. Formal analysis: Ademola, S. and
Arowolo, A. Investigation: Ademola, S. and Arowolo, A.
Methodology: Ademola, S. and Arowolo, A. Supervision: Ademola,
S. and Arowolo, A. Validation: Ademola, S. and Arowolo, A.
Visualization: Ademola, S. and Arowolo, A. Writing—original draft:
Ademola, S. and Arowolo, A. Writing—review and editing: Ademola,
S. and Arowolo, A.
Data availability statement
The datasets used and/or analyzed during the current study are
available from the corresponding author on reasonable request.
Statement on the use of AI
The authors acknowledge the use of generative AI and AI-assisted
technologies to improve the readability and clarity of the article.
Disclaimer/Editor’s note
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solely those of the individual authors and contributors and not of
Journal of Management and Human Resources.
Journal of Management and Human Resources and/or the editors
disclaim any responsibility for any injury to people or property
resulting from any ideas, methods, instructions, or products mentioned
in the content.
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