GREEN HUMAN RESOURCE MANAGEMENT: PRACTICES, MECHANISMS, AND OUTCOMES A SYSTEMATIC REVIEW

The GHRM involves incorporating environmental goals into human resource systems to influence employee conduct and performance of the organisation. This review of the literature synthesises peer-reviewed studies (with a focus on 2020-2025) to explain what GHRM is, how it functions, and when it is the most effective. We supply a narrative synthesis of core practices and the most relevant theories (AMO, social exchange, resource-based view, and institutional perspectives) in green recruitment and selection, training and development, performance appraisal, rewards/incentives, and employee involvement using a PRISMA-guided search. Similar results are reported, confirming small to moderate positive correlations involving GHRM with pro-environmental behavior, OCB-E, environmental performance, and, by extension, financial performance. The stated mechanisms self-occur most often along the path of green psychological climate,environmental commitment/identity, and knowledge sharing; the boundary conditions include the leadership style, strategic green orientation, national culture, and industry context. We also note the fragmentation of measurement across GHRM scales, common method bias and the preponderance of cross-sectional research that limit causational insights. Future research directions will be centered on multi-level and longitudinal designs, quasi-experiments, testing scale invariance across cultures, and integrating digital HR/AI to personalise green nudges to protect against symbolic GHRM and greenwashing