<![CDATA[The transition toward environmentally responsible business models has positioned Green Human Resource Management (GHRM) as a strategic lever connecting workforce behavior to long-term corporate sustainability. This study analyzes how GHRM practices influence job commitment among employees and, in turn, how that commitment shapes corporate sustainability performance across economic, environmental, and social dimensions, with particular attention to organizations operating in developing and emerging economies. Rather than relying on a systematic literature review, this study adopts a quantitative explanatory design grounded in a comparative synthesis of empirical, survey-based studies published between 2021 and 2026, supported by Ability-Motivation-Opportunity (AMO) and Social Exchange Theory as the guiding theoretical lenses. A conceptual framework linking five GHRM dimensions, job commitment, moderating organizational-culture factors, and sustainability outcomes was developed and evaluated against findings from twenty-five peer-reviewed sources. The synthesis indicates that green training, green performance appraisal, and green employee involvement consistently generate the strongest positive effects on affective and normative commitment, which subsequently predicts environmental and social performance more strongly than economic performance alone. The study contributes a context-sensitive model that integrates economic-development conditions as a boundary condition rather than a background variable, offering practical guidance for managers in emerging markets seeking to align human capital strategy with sustainable development goals.]]>
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