| Abstract: |
Green Human Resource Management (GHRM) has become a crucial organisational approach for embedding sustainability into HR functions, encompassing recruitment, training, performance appraisal, and reward systems. By aligning these practices with environmental objectives, GHRM is expected to positively influence both employee well-being and organisational performance. However, the evidence remains fragmented, with some studies highlighting paradoxical outcomes such as emotional exhaustion. To address this gap, the present study systematically reviewed empirical research to evaluate the impact of GHRM on employee well-being, engagement, pro-environmental behaviours, and organisational sustainability outcomes in comparison with traditional HRM. A comprehensive literature search was conducted across PubMed, Scopus, Web of Science, and ScienceDirect up to May 2025. Eligible studies were identified using SPIDER criteria, and data were extracted independently by two reviewers. The methodological quality of included studies was assessed using the Joanna Briggs Institute (JBI) appraisal tool and CASP checklists. Eighteen studies conducted across Asia, Europe, and Africa were included. Overall, the findings indicated that GHRM positively influences employee wellbeing, job satisfaction, engagement, organisational commitment, and voluntary workplace green behaviours. Mediating mechanisms such as psychological ownership, environmental commitment, organisational culture, and green behaviour were identified, while factors including transformational leadership, individual green values, and supervisory support acted as moderators. Importantly, some studies highlighted negative outcomes, particularly emotional exhaustion, when green initiatives were implemented without adequate organisational or managerial support. This review confirms that GHRM plays a significant role in enhancing both employee and organisational outcomes, but also reveals notable gaps in the literature. Current evidence is predominantly cross-sectional, geographically limited, and concentrated within specific sectors. Future research should adopt longitudinal and multi-method designs across diverse contexts to clarify causal relationships, strengthen generalisability, and address potential risks such as employee burnout associated with sustainability-driven HR practices. |
