Green workforce, green growth: examining the synergy between environmental strategies and HR development in manufacturing

Purpose This study aims to examine how environmental strategy typologies (reactive, preventive and proactive) are associated with the depth of green human resource development (GHRD) practices and the internal bundle consistency across green training, appraisal and rewards/career pathways and how these GHRD configurations relate to environmental performance in an Indian manufacturing firm. The analysis is anchored in strategic human resource management, the ability–motivation–opportunity (AMO) framework and the natural resource-based view (NRBV) of the firm. Design/methodology/approach Using a structured survey administered via computer-assisted telephone interview methodology, data were collected from 489 Indian manufacturing firms. The study classified firms by self-identified environmental strategies and measured GHRD using nine indicators. Statistical methods, including one-way ANOVA, Kruskal–Wallis test and Spearman's correlation analysis, were employed to analyze the relationship between strategy types and human resource development (HRD) practices. Internal consistency was assessed using standard deviation as a proxy for horizontal fit. Findings The results reveal that firms adopting proactive environmental strategies demonstrate significantly higher adoption of GHRD practices than preventive or reactive firms. Among GHRD components, green training and appraisal were more consistently implemented than green career development pathways. However, inconsistencies in horizontal alignment were observed across firms, with only a minority demonstrating strong internal coherence in GHRD practices. Practical implications The findings underscore the need for Indian manufacturers to develop integrated human resource (HR) strategies that support long-term sustainability goals. Structured green training programs, sustainability-linked performance appraisals, and internal green career pathways can enhance organizational readiness for environmental transformation. This study examines the linkage between environmental strategy typologies and both the depth and internal consistency of GHRD practices. The consistency index is calculated for the GHRD practice bundle to capture the degree of internal alignment among green training, appraisal, and rewards/career pathways. Originality/value This study contributes to the literature by empirically examining the underexplored relationship between environmental strategy typologies and GHRD in a major emerging economy. It introduces a structured framework for evaluating vertical and horizontal consistency in HR practices, offering theoretical and practical insights into how human resource management can support environmental sustainability in the manufacturing sector.