Scholarly Journal of Business Administration Vol. 11(1), pp. 10-17, January 2022 Available online http:// www.scholarly-journals.com/SJBA ISSN 2276-7126 © 2022 Scholarly-Journals Full-Length Research Paper Green Training/Development and Non-Financial Performance of Deposit Money Banks in South-West, Nigeria Sule, Olatunji Eniola** and Alagah, D. Adekemi Management Department University of Port Harcourt Port Harcourt, Nigeria Received: 20 December, 2021, Accepted: 6 January, 2022, Published: 18 January, 2022 The study investigated the relationship between green training/development and non-financial corporate performance in deposit money banks of South-West, Nigeria. Survey design was used. The study population was the managerial staff of deposit money banks in the South-West of Nigeria with 330 as the sample size. Simple random sampling technique was applied. Structural Equation Modelling - AMOS was used in testing the three (3) hypotheses. The findings revealed that there is a relationship between green training/development and non-financial corporate performance with the estimate (ꞵ) between .136 and .969 in all the three (3) hypotheses. Hence, the study recommended that green training/development should not be handled with levity as it determines what happen to the environment and everything within the environment in the future and this could be easily achieved with seriousness on employee satisfaction, operational efficiency, and innovation. Keywords: Green training/development, Non-financial performance, Employee satisfaction, Operational efficiency, Innovation. INTRODUCTION The word performance came into the limelight at the middle of the 19 th century during a sport competition and by 20 th century, it has become a prominent word in organisations and other places of human endeavours (Ion & Criveanu, 2016). However, if the outcome, result or end-product of human effort to and within an organisation is referred to as contribution of such individual, then, the totality of each individual worker‟s contribution could be described as performance. Stephen and Mary (2002) as quoted in Charles (2015) described performance to be the accumulated final results that arises from all the job procedures, methods and events. Jenatabadi (2015) once argued that Scholars have not been able to come up with any operational definition for the concept called performance as such any description given by anyone must surely be opposed. Green human resource management came into limelight in 1990s according to Krithika, *Corresponding author email: olasem2005@yahoo.com DivyaPriyadharshini and GokulaPriya (2019) but its‟ acceptance peaked into the millennium. This is as a result of ozone layer depletion which the entire world assumed the solution was in applying greening as a revolution (Sule & Onuoha, 2020). Greening denotes being environmental friendly with their doing. This gave rise to making human resource management practices to be environmental friendly code-named Green Human Resource Management Practices (GHRMP). That is, practices like recruitment/selection, training/development, performance management, employee involvement, performance appraisal, employee empowerment/engagement, reward systems and others should be done to portray environmental friendliness. It was further asserted by Amah (2014) that the big concerns in our banking sectors remains how transparent and ethical banks and bankers are; reasons being that, any depreciation in the standards – ethical and transparency – usually manifests in different forms like non-compliance with banking rules and regulations, unethical professional conduct, fraudulent practices, appetite for risk that are beyond the lender‟s control, for