<![CDATA[Green Human Resource Management (Green HRM) has emerged as a pivotal strategy for aligning organisational people practices with environmental sustainability goals. This conceptual study investigates how Green HRM can be conceptualised as an integrated set of HR policies, practices, and managerial routines that enable firms to pursue business sustainability. The study addresses the persistent problem that sustainability is often operationalised unevenly across organisations, where environmental initiatives may exist without systematic human-capital mechanisms that embed pro-environmental behaviours, competencies, and accountability into day-to-day work. The objective is to provide a structured conceptualisation that links Green HRM to business sustainability outcomes through multiple pathways: (1) employee motivation and behavioural change, (2) organisational capability building and learning, and (3) governance and performance management. Drawing on established theoretical lenses—including the Resource-Based View, the Ability–Motivation–Opportunity framework, institutional theory, and stakeholder perspectives—this study develops a multi-level conceptual model that explains how HR practices such as green recruitment, training and development, performance appraisal, compensation, internal communication, and employee involvement can contribute to environmental, social, and economic dimensions of sustainability. The analysis synthesises prior empirical and conceptual research to articulate propositions and managerial implications. This study concludes by outlining research opportunities for future empirical testing, measurement refinement, and longitudinal validation of Green HRM–sustainability linkages.]]>
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