Published Paper Details:

In the face of escalating environmental challenges, organizations are increasingly turning to Green Human Resource Management (HRM) practices as a means to foster sustainability within their operations. This paper explores the evolving role of Green HRM in driving organizational sustainability, synthesizing theoretical perspectives, empirical findings, and practical implications from existing literature. Theoretical frameworks such as institutional theory, stakeholder theory, and resource-based view provide a foundation for understanding the motivations, mechanisms, and outcomes associated with the adoption of Green HRM practices. Empirical evidence suggests that Green HRM practices can positively influence organizational outcomes, including environmental performance, employee engagement, and organizational effectiveness. However, challenges such as resistance from employees and managers, lack of awareness or understanding of sustainability issues, and resource constraints may impede the implementation and effectiveness of Green HRM practices. Recommendations for practitioners and policymakers include integrating sustainability into HRM policies and practices, fostering a culture of environmental responsibility, aligning sustainability goals with organizational strategy, and engaging stakeholders in sustainability initiatives. By adopting these recommendations, organizations can enhance the effectiveness of Green HRM practices and contribute to the transition towards more sustainable organizations. Overall, this paper highlights the transformative potential of Green HRM in advancing organizational sustainability and addressing the pressing environmental challenges of the 21st century.