Green Human Resource Management (Green HRM): Supporting Sustainable Workplaces

 

Introduction

Green Human Resource Management (Green HRM) combines the HR approaches in a manner that encourages employees towards the implementation of sustainability as a goal in their activities. Encouraging green behaviours can help organizations to lower their environmental footprint, enhance employee engagement levels and boost corporate reputation (Ahmad et al., 2025).


Understanding Green HRM

Green HRM involves incorporating environmental practices into recruitment, training, performance management and employee involvement. Organizations can promote paperless working, energy saving, recycling, and environmentally friendly behaviours in the workplace. The HR's role is crucial in helping organizations integrate sustainability deeply into their culture by raising awareness and providing leadership support for it (Munziar and Hodijah, 2025).

Theory in practice in HRM.

The theory known as Ability-Motivation-Opportunity (AMO) argues that people work more effectively when they have the ability, motivation and opportunity to do their work effectively (Appelbaum, 2000). The theory about Green HRM involves delivering environmental training, incentivizing sustainable behaviours and engaging workers in green initiatives.

Benefits and Challenges

Green HRM not only enhances corporate image but also leads to cost reduction and promotes employee dedication towards sustainability. This can also appeal to the environmentally sensitive applicants. But there are challenges involved like implementation expenses, employee resistance and limited awareness that may be faced by the organizations; thus, continuous education and management commitment is necessary (Vadithe, Rajput and Kesari, 2025).


Organizational Example

Incorporating sustainability into HR practices, Unilever has introduced employee engagement programs to foster a culture of sustainability, including responsible resource use and sustainable business operations (Alrifae, 2026). MAS Holdings integrates Green HRM into Sri Lankan by providing environmental training, sustainable manufacturing and engaging employees in conservation programs. These programs benefit business and the environment (Borneman, 2023).

Personal Perspective

In my view, Green HRM is beneficial to an organization and society as well. Engaging employees in sustainability programs can lead to long-term success and minimize the environmental footprint of the organization.

Key Takeaways

Green HRM is a concept that illustrates how HR can play a role in achieving sustainable business success through creating eco-friendly employees and work environment.

https://www.youtube.com/results?search_query=sustainability+in+business+TED


References

Ahmad, S., Javed, U., Sharma, C. and Siddiqui, M.S. (2025). Green human resource management: Analyzing sustainable practices and organizational impact through a Word2Vec approach. Green technologies and sustainability, [online] 3(4), p.100224. doi:10.1016/j.grets.2025.100224.

Alrifae, A.A.M. (2026). Green human resource management and sustainable performance: A systematic literature review. Sustainable futures, 11, p.101580. doi:10.1016/j.sftr.2025.101580.

Appelbaum, E. (2000). Manufacturing advantage : Why high-performance work systems pay off. Ithaca: Ilr Press.

Borneman, J. (2023). MAS holdings’ fabric park redefines sustainable manufacturing | textile world. [online] Available at: https://www.textileworld.com/textile-world/knitting-apparel/2023/09/mas-holdings-fabric-park-redefines-sustainable-manufacturing/.

Munziar, F. and Hodijah, C. (2025). Sustainable HRM: Integrating green human resource management practices for Organizational resilience. Journal of Economics and management scienties, pp.137–145. doi:10.37034/jems.v7i3.100.

Vadithe, R.N., Rajput, R.C. and Kesari, B. (2025). Impact of green HRM implementation on organizational sustainability in IT sector: A mediation analysis. Sustainable futures, 9, p.100507. doi:10.1016/j.sftr.2025.100507.


Comments

  1. Pravindhya PussepitiyaJuly 24, 2026 at 9:01 AM

    Great article on Green HRM! I like how it highlights the role of HR in promoting sustainability through eco friendly workplace practices. It's a timely reminder that small initiatives can make a big difference. Thanks for sharing these valuable insights!

    ReplyDelete
    Replies
    1. Kavinda NagarawaththaJuly 25, 2026 at 10:04 PM

      Thank you for your thoughtful feedback! I'm glad you found the article valuable. I completely agree that even small, consistent Green HRM initiatives such as reducing paper usage, encouraging energy conservation, and promoting sustainable employee behaviors can collectively create a significant positive impact. I appreciate your encouragement and hope these insights inspire more organizations to integrate sustainability into their HR practices.

      Delete
  2. Theekshana PussepitiyaJuly 27, 2026 at 9:31 AM

    You have clearly connected Green HRM with the AMO framework, showing that employees need the right skills, motivation, and opportunities to support sustainability. One area that could be explored further is how organizations can encourage green behavior in daily work rather than relying only on training programs. Small actions and continuous employee participation are often what create long-term change.

    ReplyDelete
    Replies
    1. Kavinda NagarawaththaAugust 12, 2026 at 5:23 AM

      Here is a summarized, single-paragraph version of the reply:

      Thank you for the insightful feedback! I agree that while training builds the necessary skills (the "Ability" in the AMO framework), true sustainability requires ongoing "Motivation" and "Opportunity" for everyday green behaviors. To create long-lasting change, organizations must move beyond formal programs and seamlessly integrate eco-friendly practices into daily routines. Encouraging continuous participation through small actions—such as forming employee-led green teams, utilizing behavioral nudges, and recognizing daily sustainable habits is what truly transforms a top-down corporate policy into a genuine, living green culture.

      Delete
  3. Rasiah KeerthanaJuly 28, 2026 at 11:11 AM

    Nice pick using both Unilever and MAS Holdings; pairing a global example with a Sri Lankan one gives the piece a lot more local relevance than most posts in this series, which tend to stay purely global. Using the AMO theory was a smart choice too, since it explains practically what Green HRM actually needs (ability, motivation, opportunity), rather than just saying "companies should be sustainable." Where I think this could go further critically: the challenges section names implementation costs and employee resistance, but treats them almost as a footnote in reality; I did guess these are the exact reasons a lot of organizations talk about Green HRM but never fully act on it. It might be worth asking whether sustainability initiatives sometimes end up being more about corporate image (that is, looking green for recruitment/reputation) than genuine behavioral change on the ground; that tension between "green branding" and "green practice" feels like it's right there but not quite named.

    ReplyDelete
    Replies
    1. Kavinda NagarawaththaAugust 12, 2026 at 5:26 AM

      Thank you for the thoughtful feedback! I am glad the local context of MAS Holdings alongside Unilever resonated with you. You make a crucial point that implementation costs and employee resistance are major barriers rather than minor footnotes. Furthermore, highlighting the tension between "green branding" and "green practice" directly addresses the issue of greenwashing—where companies use sustainability primarily for employer branding without committing to genuine operational change. Addressing this gap between corporate image and actual behavioral change adds essential depth to the conversation, and I appreciate you raising such a vital perspective!

      Delete
  4. Anjali JayasingheAugust 11, 2026 at 10:53 AM

    I really enjoyed reading this blog because it clearly explains how HR can contribute to environmental sustainability, not just through policies but also by influencing employee behaviour. I especially liked the connection between Green HRM and the AMO theory.

    However, I was wondering, how can organizations ensure that employees genuinely adopt green practices rather than simply following them because they are required to? Could too many green initiatives also create additional pressure or costs for employees and the organization?

    ReplyDelete
    Replies
    1. Kavinda NagarawaththaAugust 12, 2026 at 5:28 AM

      Thank you for your thoughtful feedback and for raising two incredibly important questions! I am glad the connection to the AMO theory resonated with you. To address your first point, ensuring genuine adoption rather than forced compliance requires organizations to build intrinsic motivation. This can be achieved by involving employees in the design and decision-making of green initiatives, allowing them to feel a sense of ownership rather than just following top-down mandates. Your second concern about pressure and costs is also very valid; "initiative fatigue" is a real risk. If a company implements too many sustainability programs simultaneously, it can easily overwhelm staff and strain resources. The most effective approach is to seamlessly integrate a few high-impact, practical sustainable habits into existing workflows so they feel like a natural part of the job rather than burdensome extra work. Thank you again for adding such a valuable and practical perspective to the discussion!

      Delete

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