Arthur Aziz, Dr. Mary Kamaara


In the modern times, going green and embracing diverse environmental management systems has been of great significance within the business environment. Human Resource Management (HRM) is a very vital function of organization management that entails diverse and important assets of an entity called human capital.. This study therefore aimed at determining the effect of green HRM on organizational competitiveness in the international NGOs within Nairobi City County. It was focused on green recruitment, and green training and development. The study was grounded with the following theories Ability–Motivation– Opportunity (AMO) theory, signaling theory, goal. The study adopted descriptive survey research designs, used both qualitative and quantitative approaches. The study population of this study comprises of 246 staffs of the international NGOs within Nairobi City County with respondents drawn from the human resource departments within the NGOS. A sample size of 152 was drawn using Cochran’s (1977) formula. The respondents were sought through simple random sample technique. Structured questionnaires were the main tool to collect primary data from the targeted respondents. A pilot study was done to test the reliability and validity of the questionnaire. The data was analyzed using both descriptive and inferential statistics. The research focused on evaluating the impact of Green Human Resource Management (GHRM) functions, including Green Recruitment and Selection, Green Training and Development, and on the organizational competitiveness of international NGOs in Nairobi City County, Kenya. The findings indicate that integrating environmentally sustainable HR practices aligns with organizational goals, enhances employee engagement and performance, and provides a competitive advantage for NGOs. Despite challenges such as financial constraints, these initiatives contribute significantly to fostering a culture of sustainability within NGOs, thereby enhancing their long-term success and societal impact. Recommendations include prioritizing environmental considerations across HRM processes, developing robust financial plans to support green initiatives, continuous improvement, stakeholder engagement, and capacity building through training programs, fostering a culture of innovation, and monitoring progress through evaluation mechanisms. Further research is suggested to replicate the study in other sectors, conduct comparative analyses between NGOs with and without integrated green HRM functions, track long-term impacts, and explore employee perspectives and stakeholder engagement, among other avenues, to deepen understanding and inform best practices for promoting sustainability and competitiveness in international NGOs.

Key words: green recruitment, green training and development, organizational competitiveness.

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