Green Human Resource Management Practices and Their Effect on Organizational Sustainability Outcomes

The growing environmental issues, pressure from interested parties, and regulatory requirements have pushed organizations to adopt sustainable business practices. In this understanding, Green Human Resource Management (GHRM) has become a strategic framework that includes environmental management principles in human resource policies and practices. This paper explores how GHRM can improve organizational sustainability outcomes, with particular reference to the ecological, economic, and social aspects of sustainability. Based on the available literature and other theoretical orientations, such as the Resource-Based View, Stakeholder Theory, and Social Exchange Theory, this study will examine the roles of green recruitment and selection, green training and development, green performance management, green rewards, and employee engagement in enhancing sustainable organizational performance. The results highlight the processes by which GHRM affects employees' green behaviours, organizational culture, and sustainability goals. Empirical studies have shown that organisations that followed extensive GHRM practices recorded better environmental performance, cost efficiency, management, and reputation. However, the implementation of GHRM faces several difficulties, including a lack of managerial commitment, resistance to change, and challenges in quantifying sustainability outcomes. The study is part of the growing body of research in sustainable human resource management because it offers comprehensive insight into the relationship between organizational sustainability performance and GHRM practices. The results present useful theoretical knowledge and practical implications for managers, HR experts, and policymakers aiming to integrate sustainability into organizational strategy.