Employees are central in the process of achieving organizational mission and vision through innovative products and services to outshine their competitors. However, employees need a work environment that permits them to work freely without problems. Prior literature indicates that work environment positively or negatively affects employees’ productivity at workplace. Much research has been performed to investigate the effect of work environment and its various components on the employees’ performance and productivity in various settings. However, Pakistani oil and gas industry especially OGDCL remained unexplored. Moreover, none of the studies have investigated the moderating effect of job aid on the relationship between work environment and employees’ productivity. This study examined the moderating effect of job aid on the relationship between work environment and employees’ productivity in OGDCL. A conceptual model was developed and tested using sample data of 70 employees from OGDCL and applying PLS-SEM. The results indicated that job aid positively moderated the relationships between supervisor support and employees’ productivity, adequate workload and employees’ productivity, physical work environment and employees’ productivity. However, the relationships between incentives and recognition plans and employees’ productivity and good relations with co-workers and employees’ productivity were not moderated by job aid. The results provide important implications for academicians and practitioners. From academicians’ point of view, the study enhances the scope of work environment factors influencing the employees’ productivity especially in oil & gas companies. From practitioners’ point of view, the results of the study could be used by the authorities at OGDCL and similar environment to accept the important variables that are crucial for the work environment and lead towards employees’ productivity in this setting. Such an acceptance would help not only to improve work environment but also employees’ productivity.
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