Abstract:
The concept of “going green” has revolutionized business
operations, leading organizations to prioritize social and
environmental sustainability, including financial benefits. The Triple
Bottom Line (TBL) theory’s three pillars of sustainable performance
-economic, social, and environmental performance have also come
to dominate contemporary business trends and have influenced the
field of human resource management (HRM). Human resource
management plays a crucial role in achieving sustainable
organizational performance, with the enactment of green HR
practices becoming a prominent strategy for aligning financial
objectives with sustainable goals. This study aims to examine green
HRM practices and their influence on achieving sustainable
organizational performance to advance the ideology of green HRM
and identify the research gap in this area. The study employed deskbased research using well-recognized academic databases such as
ELSEVIER, Emerald Insight, Google Scholar, JSTOR, SCOPUS,
etc. and extracted 66 articles using keywords such as green HRM,
HRM practices, and sustainable organizational performance. The
findings of the study extend that green recruitment and selection,
green induction, green training, green rewards and compensation,
and green employee discipline management significantly foster the
green behavior of employees ultimately achieving sustainable
organizational performance. This review contributes to the current
literature on green HRM and eventually helps HR managers
incorporate sustainability into their HR practices successfully.
