¹ Universitas Brawijaya Fakultas Ilmu Administrasi, Malang, East Java, Indonesia

Robert Sarjaka
Roles: Conceptualization, Data Curation, Formal Analysis, Methodology, Resources, Software, Visualization, Writing – Original Draft Preparation

Kadarisman Hidayat
Roles: Conceptualization, Formal Analysis, Methodology, Supervision, Validation, Writing – Review & Editing

Nila Firdausi Nuzula
Roles: Conceptualization, Formal Analysis, Methodology, Supervision, Validation, Writing – Review & Editing

Nur Imamah
Roles: Conceptualization, Formal Analysis, Methodology, Supervision, Validation, Writing – Review & Editing

• • RQ1: How has the academic literature on Green Human Resource Management and individual employee performance evolved over time in terms of its geographical distribution, structural themes, and conceptual trajectory?

• • RQ2: Through what psychological and relational mechanisms, and under what leadership and technological boundary conditions, can the relationship between sustainable human resource practices and individual performance be integrated into a unified conceptual model?

The primary objective of this study is to systematically synthesize the fragmented literature concerning Green Human Resource Management and individual employee performance to develop a unified conceptual framework. To achieve this overarching aim, this systematic literature review was designed and executed in strict accordance with the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines.²⁵ Adhering to the updated PRISMA framework ensures comprehensive transparency, rigorous methodological standards, and a highly reproducible review process.

The literature search for this review was conducted exclusively using the Scopus database. While utilizing multiple databases is a common practice, Scopus was selected as the sole database due to its established reputation as the largest abstract and citation database of peer-reviewed literature. It offers extensive and comprehensive coverage of high-quality journals, particularly in the fields of business, management, and social sciences.²⁶ Furthermore, methodological comparisons have demonstrated that Scopus provides robust coverage that captures the vast majority of impactful literature in these disciplines, making it a highly reliable and sufficient standalone source for systematic reviews while minimizing the redundancy often caused by multi-database searches.²⁷

The search was executed on June 24, 2026. To ensure a highly targeted retrieval of relevant articles, the search strategy was designed to identify terms within the title, abstract, and keyword fields (TITLE-ABS-KEY). The Boolean search string was constructed by combining two primary concepts: Green Human Resource Management (GHRM) constructs and employee performance outcomes. The exact search string applied was:

TITLE-ABS-KEY ((“Green Human Resource Management” OR “Green HRM” OR “GHRM” OR “environmental human resource management” OR “sustainable human resource management”) AND (“employee* performance” OR “job performance” OR “staff performance” OR “task performance” OR “employee* green performance” OR “green behavior*” OR “pro-environmental behavior*”)).

To ensure the selected literature aligned strictly with the research objectives and maintained a high standard of academic rigor, specific inclusion and exclusion criteria were established. The screening process was deliberately limited to peer-reviewed journal articles published in English. While no temporal restrictions were imposed during the initial database search, all retrieved articles that fulfilled the inclusion criteria naturally spanned publication dates from 2017 to 2026. Furthermore, to guarantee the reliability and scientific validity of the synthesized data, all forms of grey literature, conference proceedings, and non-journal publications were explicitly excluded from this review. The detailed criteria applied during the screening phase are outlined in Table 1.

The systematic literature screening and selection followed the four-phase PRISMA framework illustrated in Figure 1. The initial database results underwent progressive refinement to ensure strict adherence to the eligibility criteria. An early screening of titles and abstracts eliminated irrelevant records, followed by a rigorous full-text evaluation. Articles excluded during this final phase were primarily discarded for representing non-relevant study types or lacking the targeted performance outcomes. Ultimately, this systematic attrition yielded a highly pertinent set of studies to serve as the foundational dataset for the comprehensive synthesis.

To systematically organize the literature, a standardized data extraction protocol was applied to all included articles. The extracted information encompassed author details, publication year, geographical context, industry sector, research methodology, examined variables, and key empirical findings. A representative summary of the data extracted from a sample of the selected studies is provided in Table 2.

For the data analysis phase, a robust two-stage synthesis approach was employed. First, to provide a comprehensive macro-level overview of the research landscape, a bibliometric analysis was conducted using the bibliometrix package in R.²⁸ The application of this analytical tool facilitated the quantitative mapping of the field’s intellectual structure, enabling the objective identification of publication trends, leading academic venues, geographic distributions, and keyword co-occurrence networks. This bibliometric mapping established a foundational understanding of how the literature on green and sustainable human resource management has evolved.

For the data analysis phase, a narrative synthesis approach was adopted to interpret and integrate the findings. A statistical meta-analysis was explicitly not conducted due to the significant conceptual and methodological heterogeneity present across the included studies. The selected literature encompassed vastly different industry contexts—ranging from hospitality to pharmaceuticals and telecommunications—and utilized varied operationalizations of central constructs, including both Green Human Resource Management (GHRM) and Sustainable Human Resource Management (SHRM). Furthermore, the studies investigated a wide array of distinct mediating and moderating variables, such as employee engagement, organizational identification, psychological distress, and trust in leaders. As established by methodological guidelines for systematic reviews,^33,34 when primary studies exhibit such extensive diversity in sample populations, study designs, and variable measurements, a narrative synthesis provides a more robust and scientifically rigorous method to identify overarching themes and relationships without forcing incompatible data into a statistical model. The synthesized literature was subsequently categorized into four synthesis dimensions, as detailed in Table 3.

The final corpus of this systematic literature review consists of 68 peer-reviewed journal articles published between 2017 and 2026. Methodologically, the reviewed literature is heavily dominated by quantitative research designs. A significant majority of the studies employed cross-sectional, survey-based data collection methods and utilized advanced statistical modeling techniques, particularly Partial Least Squares - Structural Equation Modeling (PLS-SEM), to test complex mediated and moderated relationships. However, the dataset also includes a select number of qualitative and mixed-method studies (e.g., Ramgolam et al.⁵¹; Zongyu & Chienwattanasook⁵²), which provide deeper exploratory insights into the adoption and conceptualization of sustainable human resource practices.

Contextually, the research spans a highly diverse array of geographical settings and industry sectors. Geographically, there is a pronounced representation of empirical studies originating from emerging economies and the Asian region, highlighting a growing regional imperative to align economic growth with environmental sustainability. In terms of industry application, a substantial portion of the research is concentrated within the hospitality and tourism sector, reflecting the industry’s critical need to adopt green initiatives (e.g., Aboramadan & Karatepe³⁷; Hong et al.²⁹; Sudiyani et al.⁵³). Other prominently featured sectors include manufacturing and textiles (e.g., Ali et al.⁴⁶; Amjad et al.⁴⁷), the information technology (IT) industry (e.g., Sharma & Kaur⁵⁴; Vadithe et al.³¹), higher education (e.g., Farmanesh et al.³⁰), and the pharmaceutical industry (e.g., Dahinine et al.³²).

Annual scientific production The temporal distribution of the selected literature, as illustrated in Figure 2, reveals a remarkable acceleration in scholarly attention directed toward the intersection of sustainable human resource practices and employee performance. Between 2017 and 2020, research output in this specific domain remained relatively nascent, characterized by a slow and sporadic publication rate. However, beginning in 2021, the field experienced a robust and consistent upward trajectory, ultimately peaking at 15 publications in 2025. This pronounced annual growth rate of 30.53% signifies a critical conceptual shift within contemporary organizational sciences; it indicates that the integration of ecological sustainability into human resource frameworks has rapidly transitioned from a peripheral academic niche into a mainstream, strategic imperative for driving employee outcomes. The minor numerical reduction observed in 2026 (11 articles) reflects the mid-year cutoff of the data collection period rather than a waning of research momentum, confirming that the academic momentum surrounding Green and Sustainable HRM remains exceptionally strong and continuously expanding.

Most relevant sources As illustrated in Figure 3, the analysis of publication venues highlights a strong concentration of research within interdisciplinary sustainability and environmental strategy journals. Sustainability (Switzerland) emerges as the unequivocally dominant source, contributing 11 articles to the corpus, followed by Corporate Social Responsibility and Environmental Management (3 articles). Other prominent venues include Business Strategy and the Environment and Administrative Sciences, contributing two articles each. This specific distribution indicates that green and sustainable human resource practices are increasingly recognized not merely as isolated administrative HR functions, but as integral, strategic components of broader corporate sustainability and environmental governance frameworks.

Corresponding authors’ countries The geographical distribution of the research, based on the corresponding authors’ countries depicted in Figure 4, reveals a pronounced concentration of scholarship originating from Asian nations and emerging economies. Malaysia leads the scientific production with six articles, closely followed by China and Indonesia (five articles each), and India (four articles). An analysis of the collaboration indices—Single Country Publications (SCP) versus Multiple Country Publications (MCP)—indicates a strong reliance on intra-national research efforts within these leading nations. For instance, while Malaysia and China exhibit some degree of international collaboration (MCP), the outputs from Indonesia and India consist entirely of domestic research (SCP). This geographic and collaborative pattern suggests that rapidly industrializing regions are proactively driving the academic discourse on green and sustainable human resource practices, likely in response to their distinct local environmental challenges and the urgent need to balance rapid economic growth with sustainable organizational performance.

Thematic map The conceptual structure of the research domain is visualized through a thematic map in Figure 5, which categorizes keyword clusters based on their centrality (relevance to the field) and density (degree of development). In the lower-right quadrant, representing Basic Themes, the prominent cluster comprising “human resource,” “resource management,” and “sustainability” forms the foundational bedrock of the literature. The high centrality and lower density of these terms indicate that they serve as the broad, overarching context that transversally unites the diverse empirical studies within this domain, establishing the fundamental boundaries of the research.

Conversely, the map highlights the maturation and emergence of specific focal points. The cluster situated at the top-center—featuring “job performance” alongside “human” and “article”—represents a highly developed area of research. Its high density signifies that evaluating concrete employee job performance outcomes is a well-established, rigorously studied, and mature methodological focus in the current literature. Furthermore, the presence of terms such as “artificial intelligence,” “human capital,” and “sustainable development” positioned on the left side of the map (bordering emerging and niche themes) reveals a newly evolving frontier. This specific positioning suggests that the intersection of digital transformation, AI integration, and sustainable human capital is currently a specialized and rapidly developing sub-field that is beginning to gain traction within the broader organizational sustainability discourse.

Thematic evolution To understand the historical trajectory and conceptual consolidation of the research domain, a thematic evolution analysis was conducted, as depicted in the Sankey diagram in Figure 6. The analysis divides the research timeline into two distinct periods: an initial development phase (2017–2021) and a recent maturation phase (2022–2026). During the initial period, the literature was characterized by a relatively fragmented conceptual focus, with discrete thematic streams centering independently on foundational terms such as “hrm,” “employees,” “sustainable,” “green,” and “performance.” This distribution indicates that early scholarship primarily concentrated on defining the basic constructs of environmental initiatives and establishing their standalone presence within human resource frameworks.

In the subsequent period (2022–2026), the structural evolution reveals a significant paradigm shift toward consolidation and outcome-oriented research. The diverse thematic streams from the first phase overwhelmingly converge into a single, dominant focus on “performance.” Simultaneously, core environmental concepts such as “sustainable” and “green” have merged directly into the “hrm” cluster. This visual trajectory illustrates a critical maturation in the literature: ecological considerations are no longer treated as isolated, peripheral employee initiatives. Instead, they have been fully integrated into core human resource management functions, with the contemporary academic focus shifting rigorously toward evaluating how these integrated green practices tangibly drive both employee and organizational performance.

Beyond the structural mapping of the field, an in-depth thematic analysis of the 68 included articles revealed several distinct mechanisms through which Green and Sustainable Human Resource Management (GHRM/SHRM) influence employee outcomes. The synthesized findings are categorized into five primary thematic clusters that represent the core empirical consensus of the reviewed literature.

Core GHRM practices and performance linkages A foundational segment of the literature establishes a direct, positive relationship between specific green HR functions and dual performance outcomes. Studies consistently report that the implementation of targeted practices—such as green recruitment, green training and development, and environment-based performance appraisals—significantly enhances employees’ pro-environmental behaviors while simultaneously improving their traditional, task-related job performance.^29,55 Furthermore, these core practices serve as vital mechanisms for talent retention, particularly among younger workforces, by aligning organizational operations with employees’ environmental values.³⁵

Psychological, cognitive, and moral mechanisms The synthesis reveals that the translation of sustainable HR policies into improved performance is largely mediated by internal psychological and cognitive pathways. The literature identifies that GHRM effectively fosters performance by instilling a deeper meaningfulness of work and increasing overall job satisfaction.³¹ Moreover, advanced studies emphasize the moral dimension, demonstrating that GHRM shapes employees’ moral self and moral integrity, which subsequently act as the central psychological conduits driving sustainable employee behavior and performance.⁴¹ Organizational identification also emerged as a critical mediator, indicating that as employees increasingly identify with their firm’s green initiatives, their willingness to exhibit organizational citizenship behaviors significantly rises.⁵⁶

Leadership styles and relational dynamics The reviewed studies highlight that the success of sustainable HR practices is heavily contingent upon supportive relational dynamics and specific leadership frameworks. Empirical evidence shows that establishing a trusting relationship between employees and leaders is a crucial factor for maximizing the impact of sustainable HRM on job performance.³⁰ Specifically, green transformational leadership and servant leadership styles act as catalysts that amplify the effectiveness of GHRM.^32,45 Additionally, GHRM enhances employees’ perceptions of green organizational support, which in turn activates their job performance and citizenship behaviors toward the organization.³⁷

Technological integration and AI in HRM A rapidly emerging theme within the most recent literature involves the integration of digital tools and artificial intelligence to support sustainable HR objectives. Studies indicate that AI-driven sustainable HRM positively influences employee engagement, leading to enhanced overall performance.^43,44 The implementation of digital knowledge-sharing systems and the usability of HR chatbots have been shown to mediate and strengthen the link between green HR practices and sustainable employee performance, highlighting the critical role of technological infrastructure in modern environmental initiatives.^42,57

Macro-organizational and ESG alignment Finally, the literature positions GHRM not merely as an internal administrative function, but as a strategic driver for macro-level organizational outcomes. The findings indicate that effective green human resource management is a necessary precursor for optimizing Green Supply Chain Management (GSCM) and overall corporate sustainability.^46,47 Furthermore, empirical evidence from crisis-driven environments demonstrates that broader Environmental, Social, and Governance (ESG) practices function through sustainable HRM to act as internal performance and retention mechanisms, solidifying the strategic value of green HR across the organizational ecosystem.⁴⁸

Theoretical foundations of the analyzed literature To fully grasp the conceptual underpinnings of the synthesized literature, it is crucial to identify the theoretical lenses through which researchers examine the relationship between green and sustainable human resource practices and employee performance. The thematic analysis of the corpus reveals that scholars predominantly rely on a select group of established organizational and behavioral theories to explain how these practices translate into tangible outcomes. Table 4 outlines the five most frequently utilized theoretical frameworks within the reviewed articles, providing their formal definitions and identifying the representative studies that applied them.

An analysis of the theoretical foundations within the synthesized literature reveals a distinct reliance on established organizational and behavioral frameworks to elucidate the mechanisms linking Green and Sustainable Human Resource Management (GHRM/SHRM) to employee outcomes. The Ability-Motivation-Opportunity (AMO) theory emerges as the most predominantly applied framework, utilized to demonstrate how green HR systems drive performance by simultaneously enhancing employee capabilities, providing motivational incentives, and creating opportunities for environmental participation. Furthermore, Social Exchange Theory (SET) is frequently employed to conceptualize the reciprocal dynamics wherein organizational investments in sustainability elicit positive behavioral responses and improved task performance from the workforce. Alongside these dominant lenses, the literature consistently integrates the Job Demands-Resources (JD-R) model to frame sustainable practices as critical workplace resources that foster engagement and buffer against stress, the Resource-Based View (RBV) to position green human capital as a rare strategic asset for competitive advantage, and Attribution Theory to map how employees’ cognitive interpretations of management’s environmental motives subsequently shape their performance and behavioral outcomes.

The exponential growth in scholarly output since 2021 signals a profound paradigm shift in how Green Human Resource Management (GHRM) is conceptualized within organizational sciences. Historically, ecological initiatives within human resource frameworks were frequently marginalized as peripheral activities, driven primarily by the need for external regulatory compliance or superficial corporate social responsibility mandates. However, the synthesized literature unequivocally refutes this outdated perspective, demonstrating that GHRM has matured from a mere compliance checklist into a core strategic imperative.

Crucially, the current empirical consensus establishes that contemporary organizations no longer face a zero-sum trade-off between environmental sustainability and operational efficiency. Instead, GHRM functions as a mutually reinforcing “dual-engine.” On one hand, the targeted implementation of green recruitment, green training, and sustainable compensation directly cultivates employees’ pro-environmental behaviors and ecological awareness.²⁹ On the other hand, these exact same sustainable practices transcend environmental outcomes to significantly elevate traditional, task-related job performance. For instance, recent empirical evaluations confirm that robust green HRM dimensions—particularly green participation—exhibit a strong positive correlation with overall worker productivity, motivation, and job satisfaction.³⁶ Furthermore, foundational studies in this domain indicate that employee green behaviors make an independent, positive contribution to overall managerial performance ratings, proving that ecological engagement does not detract from, but rather enhances, core operational duties.²³

Ultimately, this synthesis posits that sustainable HR practices must be viewed as strategic, high-yield investments in human capital rather than burdensome operational costs. By embedding sustainability into the core fabric of human resource management, organizations can concurrently achieve their macro-level environmental targets and secure a highly productive, engaged workforce.

While the direct impact of Green Human Resource Management (GHRM) on performance is well-documented, critically evaluating how this translation occurs requires unpacking the “black box” of employee cognition and workplace dynamics. The synthesized literature demonstrates that GHRM does not mechanically increase productivity; rather, it fundamentally alters the psychological contract between the employee and the organization. At the cognitive level, the implementation of sustainable practices instills a profound sense of purpose, significantly enhancing the perceived meaningfulness of work.³¹ More critically, recent scholarship highlights the moral architecture of this relationship. GHRM actively shapes employees’ “moral self” and “moral integrity,” which act as the central psychological conduits driving sustainable behaviors and sustained task performance.⁴¹ This implies that when organizations authentically pursue environmental goals, employees perceive their work environment as ethically sound, which significantly reduces psychological distress and fosters higher individual resilience.^39,40

Beyond individual psychology, the effectiveness of GHRM is heavily governed by relational mechanisms, a phenomenon best understood through the lens of Social Exchange Theory (SET). From a critical perspective, green HR initiatives are interpreted by the workforce as powerful signals of organizational benevolence and responsibility. When an organization invests in long-term sustainability, it communicates a broader commitment to stakeholder well-being, which subsequently elevates employees’ perceived organizational support. In a reciprocal response, employees reward the organization with heightened work engagement and increased individual performance.⁵⁹ Furthermore, this reciprocal dynamic strengthens organizational identification; as employees increasingly align their personal values with the firm’s green initiatives, their willingness to go beyond formal job descriptions—manifesting as organizational citizenship behaviors—rises significantly.⁵⁶

However, these relational benefits are fragile without a foundation of trust. Establishing a trusting relationship between employees and leadership is a vital relational bridge that determines whether sustainable practices will be genuinely embraced or cynically dismissed as corporate “greenwashing”.^30,76 Ultimately, the synthesis of these findings suggests that for GHRM to successfully elevate employee performance, environmental policies must transcend administrative compliance. They must be carefully designed to resonate deeply with the ethical, psychological, and relational needs of the modern workforce.

The effectiveness of Green Human Resource Management (GHRM) is rarely absolute; rather, it is heavily bounded by the contextual realities of organizational leadership and technological infrastructure. From a critical standpoint, even the most meticulously designed green HR policies remain dormant administrative documents unless they are actively championed by organizational leaders. The synthesized literature underscores that specific leadership frameworks—particularly green transformational leadership and servant leadership—serve as indispensable catalysts that activate formal green policies into tangible employee behaviors.^32,45 Furthermore, recent advancements emphasize the role of Environmentally Specific Ethical Leadership (ESEL), demonstrating that leaders who explicitly model green ethics significantly enhance employee job performance by fostering a climate of work engagement and responsible communication.⁶⁹ This empirical consensus dictates a critical reality for practitioners: sustainable HR cannot be delegated entirely to the human resources department. It requires continuous, visible commitment from frontline and executive management to ensure that ecological goals are perceived by the workforce as genuine operational priorities rather than superficial corporate mandates.

Concurrently, the operational landscape of sustainable HR is undergoing a profound transformation driven by digital integration. The thematic mapping conducted in this review reveals that the intersection of artificial intelligence (AI), digital knowledge sharing, and GHRM constitutes a rapidly expanding frontier in contemporary organizational science. Critical evaluations of recent studies indicate that AI-driven sustainable HRM systems are increasingly deployed to streamline green recruitment, tailor environment-based training, and objectively evaluate green performance, which collectively elevates both employee engagement and overall productivity.^43,44 Moreover, the integration of advanced digital tools, such as HR chatbots and electronic sustainability knowledge management platforms, provides the necessary infrastructure to disseminate green knowledge efficiently across the workforce.^57,77 However, organizations must navigate this digital transition cautiously. As the literature warns, the implementation of these technologies must be managed to mitigate “technostress,” ensuring that digital HR tools do not inadvertently undermine the sustainable performance they are intended to support.⁵⁷ Ultimately, the successful fusion of ethical, green-oriented leadership with AI-enabled HR infrastructure represents the optimal contextual environment for maximizing the dual-performance outcomes of GHRM.

The primary theoretical advancement of this systematic review is the development of an integrative conceptual framework that consolidates the highly fragmented literature on Green Human Resource Management (GHRM) and individual employee performance. While previous empirical studies have provided valuable insights into isolated pathways—such as examining the solitary impact of psychological distress³⁹ or focusing exclusively on leadership dynamics³⁷—the broader academic discourse has lacked a holistic architectural map. To address this theoretical fragmentation, this review synthesizes the divergent variables into a comprehensive, multi-dimensional framework, as illustrated in Figure 7.

The architecture of this unified model is structured sequentially to capture the complexity of organizational behavior. The framework initiates with core GHRM practices—specifically green recruitment, training, and performance appraisal—acting as the foundational antecedents. Critically, the model posits that these inputs do not generate performance outcomes in a vacuum. Instead, they must pass through a dual-track mediating “engine” comprising both psychological/cognitive pathways (e.g., moral identity, meaningfulness of work) and relational/social dynamics (e.g., organizational identification, trust in leadership).^30,41 This synthesis argues that sustainable practices must deeply resonate with an employee’s internal ethical compass and their relational trust in the organization to be genuinely effective.

Furthermore, the framework introduces indispensable boundary conditions through its moderating contexts. The model theoretically asserts that the efficacy of the mediating engine is highly contingent upon the external organizational environment. Specifically, the translation of green policies into actual performance is either amplified or constrained by the presence of sustainable leadership styles (such as transformational or servant leadership) and the integration of advanced technological infrastructures, including AI-driven HRM and digital knowledge platforms.^43,45

Ultimately, these intricate, interdependent pathways converge into what this review terms the “Dual Performance Paradigm.” The model demonstrates that a fully realized, contextually supported GHRM ecosystem yields a simultaneous maximization of both employee green behavior (e.g., pro-environmental initiatives, organizational citizenship behavior) and traditional individual task performance (e.g., core job efficiency, productivity).^29,61 By bridging the theoretical divides between human capital capability, psychological well-being, technological integration, and ethical leadership, this unified model transcends traditional linear conceptualizations. It provides future researchers with a robust, testable blueprint for advanced structural equation modeling, while offering practitioners a holistic diagnostic tool for cultivating a sustainable and high-performing workforce.

The findings of this systematic review offer critical, actionable insights for human resource practitioners and organizational leaders aiming to simultaneously enhance ecological sustainability and workforce productivity. Practically, organizations must transition away from treating environmental initiatives as isolated corporate social responsibility programs and instead embed sustainability directly into their core human resource functions, specifically by redesigning recruitment, training modules, and performance appraisal systems to explicitly evaluate and reward pro-environmental competencies.²⁹ Furthermore, HR departments are encouraged to leverage the digital frontier by incorporating AI-driven tools and digital knowledge-sharing platforms to efficiently administer green training and objectively track sustainable performance metrics.^42,44 However, the successful execution of these structural and technological changes is heavily contingent upon relational dynamics; therefore, organizations must actively cultivate green transformational and servant leadership capabilities among their managerial staff to build the necessary trust, psychological safety, and moral alignment required to translate formal green policies into tangible, high-yielding dual-performance outcomes.^32,45

While this systematic review comprehensively synthesizes the literature on Green Human Resource Management (GHRM) and employee performance, several methodological limitations exist. First, data collection was restricted exclusively to the Scopus database. Relying on a single repository risks omitting relevant scholarly contributions indexed in other major databases like Web of Science or EBSCOhost. Second, the inclusion criteria were limited to English-language, peer-reviewed journal articles. This restriction introduces potential publication and geographic biases. It excludes grey literature like industry reports and risks marginalizing significant regional findings published in other languages. Finally, the current literature is heavily dominated by cross-sectional quantitative designs. This methodological trend restricts the ability to draw definitive causal inferences regarding the long-term impacts of sustainable HR practices on performance.

These limitations highlight critical avenues for future research. Future reviews should adopt a multi-database approach and incorporate multilingual search strategies to capture a more globally inclusive representation of the GHRM discourse. Methodologically, there is an urgent need to transition toward longitudinal research designs. Tracking GHRM initiatives over extended periods will allow scholars to establish robust causal relationships and evaluate long-term performance outcomes. Furthermore, qualitative and mixed-method studies are required to explore the nuanced experiences of employees navigating AI-driven sustainable HR systems. Most importantly, future empirical research should focus on operationalizing and validating the unified conceptual model proposed in this review ( Figure 7). Scholars are encouraged to test the structural equations linking GHRM antecedents to performance outcomes while paying special attention to the moderating variables of digital HR infrastructure and cultural leadership contexts.

• 1.  United Nations: Transforming our world: The 2030 Agenda for Sustainable Development. New York: 2015. Reference Source
• 2.  Gillan SL, Koch A, Starks LT: Firms and social responsibility: A review of ESG and CSR research in corporate finance. J. Corp. Finan. Feb. 2021; 66: 101889. Publisher Full Text
• 3.  Bocken NMP, Short SW, Rana P, et al.: A literature and practice review to develop sustainable business model archetypes. J. Clean. Prod. Feb. 2014; 65: 42–56. Publisher Full Text
• 4.  Norton TA, Parker SL, Zacher H, et al.: Employee Green Behavior: A Theoretical Framework, Multilevel Review, and Future Research Agenda. Organ. Environ. Mar. 2015; 28(1): 103–125. Publisher Full Text
• 5.  Renwick DWS, Redman T, Maguire S: Green Human Resource Management: A Review and Research Agenda. Int. J. Manag. Rev. 2013; 15(1): 1–14. Publisher Full Text
• 6.  Saeed BB, Afsar B, Hafeez S, et al.: Promoting employee’s proenvironmental behavior through green human resource management practices. Corp. Soc. Responsib. Environ. Manag. 2019; 26(2): 424–438. Publisher Full Text
• 7.  Jackson SE, Renwick DWS, Jabbour CJC, et al.: State-of-the-Art and Future Directions for Green Human Resource Management: Introduction to the Special Issue. Ger. J. Hum. Resour. Manag. May 2011; 25(2): 99–116. Publisher Full Text
• 8.  Dumont J, Shen J, Deng X: Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values. Hum. Resour. Manag. 2017; 56(4): 613–627. Publisher Full Text
• 9.  Tang G, Chen Y, Jiang Y, et al.: Green human resource management practices: scale development and validity. Asia Pac. J. Hum. Resour. 2018; 56(1): 31–55. Publisher Full Text
• 10.  Umair S, Waqas U, Mrugalska B: Cultivating sustainable environmental performance: The role of green talent management, transformational leadership, and employee engagement with green initiatives. Work. Aug. 2024; 78(4): 1093–1105. PubMed Abstract | Publisher Full Text
• 11.  Pham NT, Tučková Z, Chiappetta Jabbour CJ: Greening the hospitality industry: How do green human resource management practices influence organizational citizenship behavior in hotels? A mixed-methods study. Tour. Manag. Jun. 2019; 72: 386–399. Publisher Full Text
• 12.  Roscoe S, Subramanian N, Jabbour CJC, et al.: Green human resource management and the enablers of green organisational culture: Enhancing a firm’s environmental performance for sustainable development. Bus. Strateg. Environ. 2019; 28(5): 737–749. Publisher Full Text
• 13.  Paillé P, Chen Y, Boiral O, et al.: The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study. J. Bus. Ethics. May 2014; 121(3): 451–466. Publisher Full Text
• 14.  Khaskhely MK, Qazi SW, Khan NR, et al.: Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector. Front. Psychol. Jun. 2022; 13: 844488. PubMed Abstract | Publisher Full Text | Free Full Text
• 15.  Tahir AH, Umer M, Nauman S, et al.: Sustainable development goals and green human resource management: A comprehensive review of environmental performance. J. Environ. Manag. Nov. 2024; 370: 122495. PubMed Abstract | Publisher Full Text
• 16.  Saifulina N, Carballo-Penela A, Ruzo-Sanmartín E: Sustainable HRM and Green HRM: The Role of Green HRM in Influencing Employee Pro-environmental Behavior at Work. J. Sustain. Res. May 2020; 2(3). Publisher Full Text
• 17.  Yong JY, Yusliza M-Y, Ramayah T, et al.: Nexus between green intellectual capital and green human resource management. J. Clean. Prod. Apr. 2019; 215: 364–374. Publisher Full Text
• 18.  Ari E, Karatepe OM, Rezapouraghdam H, et al.: A Conceptual Model for Green Human Resource Management: Indicators, Differential Pathways, and Multiple Pro-Environmental Outcomes. Sustainability. Jan. 2020; 12(17): 7089. Publisher Full Text
• 19.  Ren S, Tang G, Jackson SE: Green human resource management research in emergence: A review and future directions. Asia Pac. J. Manag. Sep. 2018; 35(3): 769–803. Publisher Full Text
• 20.  Amrutha VN, Geetha SN: A systematic review on green human resource management: Implications for social sustainability. J. Clean. Prod. Feb. 2020; 247: 119131. Publisher Full Text
• 21.  Paulet R, Holland P, Morgan D: A meta-review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?. Asia Pac. J. Hum. Resour. 2021; 59(2): 159–183. Publisher Full Text
• 22.  Jose Chiappetta Jabbour C: How green are HRM practices, organizational culture, learning and teamwork? A Brazilian study. Ind. Commer. Train. Mar. 2011; 43(2): 98–105. Publisher Full Text
• 23.  Bohlmann C, van den Bosch J , Zacher H: The relative importance of employee green behavior for overall job performance ratings: A policy-capturing study. Corp. Soc. Responsib. Environ. Manag. 2018; 25(5): 1002–1008. Publisher Full Text
• 24.  Davidescu AA, Apostu S-A, Paul A, et al.: Work flexibility, job satisfaction, and job performance among romanian employees-Implications for sustainable human resource management. Sustainability (Switzerland). 2020; 12(15). Publisher Full Text
• 25.  Page MJ, McKenzie JE, Bossuyt PM, et al.: The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. BMJ. Mar. 2021; 372: n71. PubMed Abstract | Publisher Full Text | Free Full Text
• 26.  Mongeon P, Paul-Hus A: The journal coverage of Web of Science and Scopus: a comparative analysis. Scientometrics. Jan. 2016; 106(1): 213–228. Publisher Full Text
• 27.  Falagas ME, Pitsouni EI, Malietzis GA, et al.: Comparison of PubMed, Scopus, Web of Science, and Google Scholar: strengths and weaknesses. FASEB J. 2008; 22(2): 338–342. PubMed Abstract | Publisher Full Text
• 28.  Aria M, Cuccurullo C: Bibliometrix: An R-tool for comprehensive science mapping analysis. J. Informet. Nov. 2017; 11(4): 959–975. Publisher Full Text
• 29.  Hong NT, Hieu LT, Huong DT, et al.: Impact of green human resource management on employees’ green behavior in hotels. Herit. Sustain. Dev. Oct. 2024; 6(2): 639–656. Publisher Full Text
• 30.  Farmanesh P, Mostepaniuk A, Khoshkar PG, et al.: Fostering Employees’ Job Performance through Sustainable Human Resources Management and Trust in Leaders—A Mediation Analysis. Sustainability. Jan. 2023; 15(19): 14223. Publisher Full Text
• 31.  Vadithe RN, Rajput RC, Kesari B: Impact of Green HRM implementation on organizational sustainability in IT sector: A mediation analysis. Sustainable Futures. Jun. 2025; 9: 100507. Publisher Full Text
• 32.  Dahinine B, Laghouag A, Bensahel W, et al.: Modelling the Combined Effect of Green Leadership and Human Resource Management in Moving to Green Supply Chain Performance Enhancement in Saudi Arabia. Sustainability. Jan. 2024; 16(10): 3953. Publisher Full Text
• 33.  Popay J, et al.: Guidance on the Conduct of Narrative Synthesis in Systematic Reviews. A product from the ESRC methods programme Version. 2006; 1(1).
• 34.  Tranfield D, Denyer D, Smart P: Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review. Br. J. Manag. 2003; 14(3): 207–222. Publisher Full Text
• 35.  Palupiningtyas D, Octafian R, Mistriani N, et al.: The effect of GHRM on young employee retention and performance: Evidence from Indonesia. SA J. Hum. Resour. Manag. 2025; 23. Publisher Full Text
• 36.  Ramachandaran SD, Vasudevan A, Balakrishnan R, et al.: The impact of green human resource management practices on employee’s job performance. Int. J. Manag. Sustain. 2024; 13(3): 506–522. Publisher Full Text
• 37.  Aboramadan M, Karatepe OM: Green human resource management, perceived green organizational support and their effects on hotel employees’ behavioral outcomes. Int. J. Contemp. Hosp. Manag. 2021; 33(10): 3199–3222. Publisher Full Text
• 38.  Karatepe OM, Rezapouraghdam H, Hassannia R: Job insecurity, work engagement and their effects on hotel employees’ non-green and nonattendance behaviors. Int. J. Hosp. Manag. May 2020; 87: 102472. Publisher Full Text
• 39.  Krishna SH, Prasad KDV, Reddy SJ, et al.: Reducing Psychological Distress through Green HRM & to Create Harmonious Sustainable Environmental Passion. J. ReAtt. Ther. Dev. Divers. 2022; 5(2): 8–14.
• 40.  Lu Y, Zhang MM, Yang MM, et al.: Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values. Hum. Resour. Manag. 2023; 62(3): 331–353. Publisher Full Text
• 41.  Salama WME, Farid MB, Suliman MA, et al.: The Moral Architecture of Green Performance: Building Sequential Identity from Values and Virtues to Sustained Action in Hospitality. Sustainability (Switzerland). 2026; 18(4). Publisher Full Text
• 42.  Alam Z, Javed O, Khan KU, et al.: Analyzing the Impact of Sustainability Knowledge Management on Employee Performance: Integrating Regression and Neural Network Approaches With Moderating Roles of E-Working and Digital Knowledge Sharing. Knowl. Process. Manag. 2026. Publisher Full Text
• 43.  Dinh HT, Nguyen NH, Nguyen AN: Improving employee performance and sustainable performances: the influence of AI, green human resource management, and low-carbon behavior. J. Hosp. Tour. Insights. 2026; 9: 2240–2259. Publisher Full Text
• 44.  Jia X, Hou Y: Architecting the future: exploring the synergy of AI-driven sustainable HRM, conscientiousness, and employee engagement. Discov. Sustain. 2024; 5(1). Publisher Full Text
• 45.  Qiang Z, Wang J, He K, et al.: Potential of Passive Employees: How Servant Leadership Can Stimulate Innovation among Control-Oriented Employees. Sustainability (Switzerland). 2023; 15(1). Publisher Full Text
• 46.  Ali SR, Al Masud A, Hossain MA, et al.: Weaving a greener future: The impact of green human resources management and green supply chain management on sustainable performance in Bangladesh’s textile industry. Cleaner Logistics and Supply Chain. Mar. 2024; 10: 100143. Publisher Full Text
• 47.  Amjad F, Abbas W, Zia-UR-Rehman M, et al.: Effect of green human resource management practices on organizational sustainability: the mediating role of environmental and employee performance. Environ. Sci. Pollut. Res. 2021; 28(22): 28191–28206. PubMed Abstract | Publisher Full Text
• 48.  Makki M, Jabbour Al Maalouf N, Chouaa MJ, et al.: Bridging ESG and Sustainable HRM: Evidence from Lebanon’s Crisis-Driven Work Environment. Adm. Sci. 2026; 16(3). Publisher Full Text
• 49.  Parida S, Chan C, Ananthram S, et al.: In the search for greener buildings: The role of green human resource management. Bus. Strateg. Environ. 2023; 32(8): 5952–5968. Publisher Full Text
• 50.  Wongleedee K: The effects of GHRM and GSCM on the sustainable performance of the Thailand pharmacies: Mediating role of employee performance. Syst. Rev. Pharm. 2020; 11(1): 371–379. Publisher Full Text
• 51.  Ramgolam G, Ramphul N, Chittoo H: Sustainable Human Resource Management as a Catalyst for Developing Mauritius Into a Sustainable Tourist Destination: A Qualitative Analysis. Corp. Soc. Responsib. Environ. Manag. 2026. Publisher Full Text
• 52.  Zongyu Y, Chienwattanasook K: Sustainable human resource management on professional identity and job performance of university lecturers by appointment system in china. Revista de Gestao Social e Ambiental. 2024; 18(6). Publisher Full Text
• 53.  Sudiyani NN, Herlambang PGD, Goca IGPAW: Strengthening Sustainable Tourism: The Role of Green Human Resource Management and Organizational Competencies on Employee Performance and Organizational Sustainability In 5-Star Hotels in Bali. Qual. Access Success. 2025; 26(209): 351–359. Publisher Full Text
• 54.  Sharma S, Kaur R: A comprehensive study of green human resource management practices in relation to employee performance and organisation citizenship behaviour among IT professionals in Gurgaon. Int. J. Bus. Perform. Manag. 2026; 1(3): 273–289. Publisher Full Text
• 55.  Sharma D, Dhamija A: A study on the impact of green HRM and green training on environmental performance and green employee motivation and efficiency in education sector. Aibi, Revista de Investigacion Administracion e Ingenierias. 2025; 13(1): 75–81. Publisher Full Text
• 56.  Sheikhi S, Yousefi N: The Mediating Role of Organizational Identification on Sustainable Human Resources Management and Organizational Citizenship Behavior’s Relationship. Iran. J. Pharm. Res. 2023; 22(1): e140447. PubMed Abstract | Publisher Full Text | Free Full Text
• 57.  Kayani MB, Niazi A, Jabeen Q, et al.: From chats to sustainability: Does usability of chatbots lead to sustainable employee performance in green organizations?. Sustainable Futures. 2026; 11: 101627. Publisher Full Text
• 58.  Appelbaum E, Bailey T, Berg P, et al.: Manufacturing Advantage: Why High-performance Work Systems Pay Off. New York: Cornell University Press; 2000.
• 59.  Gomes D, Ribeiro N, Gonçalves S, et al.: Understanding the Indirect Effects of Sustainable HRM: Cognitive and Relational Pathways to Engagement and Performance. Bus. Strateg. Environ. 2026. Publisher Full Text
• 60.  Prakash K, Franklin M, Singh DAP, et al.: Harnessing AI for Aligning Human Resource Management with Sustainability Goals to Enhance Workforce Productivity. World Journal of Entrepreneurship, Management and Sustainable Development. 2026; 22(1–2): 89–109. Publisher Full Text
• 61.  Waseem F, Mirza MZ, Memon MA, et al.: Unlocking job performance: the role of transformational leadership, AMO framework and green HRM. Ind. Commer. Train. 2025; 57(3): 309–328. Publisher Full Text
• 62.  Blau PM: Exchange and power in social life. London; Sydney: John Wiley & Sons New York; 1964.
• 63.  Cropanzano R, Mitchell MS: Social exchange theory: An Interdisciplinary review. J. Manag. 2005; 31(6): 874–900. Publisher Full Text
• 64.  Almarzooqi AH, Khan M, Khalid K: The role of sustainable HRM in sustaining positive organizational outcomes: An interactional framework. Int. J. Product. Perform. Manag. 2019; 68(7): 1272–1292. Publisher Full Text
• 65.  Loukopoulos A, Tsordia C, Glaveli N, et al.: Sustainable HRM as a bridge in the relationship between trust, job performance and commitment: evidence from the hotel industry. Worldw. Hosp. Tour. Themes. 2025; 17: 669–683. Publisher Full Text
• 66.  Yusliza M-Y, Tanveer MI, Thurasamy R, et al.: Perceived green human resource management among employees in manufacturing firms. Pol. J. Manag. Stud. 2021; 23(1): 470–486. Publisher Full Text
• 67.  Bakker AB, Demerouti E: The Job Demands-Resources model: state of the art. J. Manag. Psychol. Apr. 2007; 22(3): 309–328. Publisher Full Text
• 68.  Demerouti E, Bakker AB, Nachreiner F, et al.: The job demands-resources model of burnout. J. Appl. Psychol. 2001; 86(3): 499–512. Publisher Full Text
• 69.  Elkhweildi M, Vetbuje B, Alzubi AB, et al.: Leading with Green Ethics: How Environmentally Specific Ethical Leadership Enhances Employee Job Performance Through Communication and Engagement. Sustainability (Switzerland). 2025; 17(17). Publisher Full Text
• 70.  Peretz H: Sustainable Human Resource Management and Employees’ Performance: The Impact of National Culture. Sustainability (Switzerland). 2024; 16(17). Publisher Full Text
• 71.  Barney J: Special Theory Forum The Resource-Based Model of the Firm: Origins, Implications, and Prospects. J. Manag. Mar. 1991; 17(1): 97–98. Publisher Full Text
• 72.  Wright PM, Dunford BB, Snell SA: Human resources and the resource based view of the firm. J. Manag. Dec. 2001; 27(6): 701–721. Publisher Full Text
• 73.  Nishii LH, Lepak DP, Schneider B: Employee Attributions of the ‘Why’ of Hr Practices: Their Effects on Employee Attitudes and Behaviors, and Customer Satisfaction. Pers. Psychol. 2008; 61(3): 503–545. Publisher Full Text
• 74.  Weiner B: An attributional theory of achievement motivation and emotion. Psychol. Rev. 1985; 92(4): 548–573. Publisher Full Text
• 75.  Gim GCW, Ooi SK, Teoh ST, et al.: Green human resource management, leader–member exchange, core self-evaluations and work engagement: the mediating role of human resource management performance attributions. Int. J. Manpow. 2022; 43(3): 682–700. Publisher Full Text
• 76.  Iddagoda A, Hysa E, Bulińska-Stangrecka H, et al.: Green work-life balance and greenwashing the construct of work-life balance: myth and reality. Energies. 2021; 14(15). Publisher Full Text
• 77.  Alam K, Ali MA, Erdiaw-Kwasie MO, et al.: Digital Transformation among SMEs: Does Gender Matter?. Sustainability (Switzerland). 2022; 14(1). Publisher Full Text
• 78.  Sarjaka R, Hidayat K, Nuzula NF, et al.: Data Supporting a Systematic Review of Green HRM and Performance Outcomes. figshare. 2026. Publisher Full Text

Current Reviewer Status: ?

VERSION 1

PUBLISHED 05 Aug 2026

Reviewer Report 10 Aug 2026

Eka Desy Purnama, Krida Wacana Christian University, Jakarta, Jakarta, Indonesia 

Approved with Reservations

VIEWS 0