From green HRM to sustainable organisations: an integrative analytical review of people sustainability linkages

Purpose This paper critically synthesises research on Green Human Resource Management (GHRM) and explains how people-management systems can create corporate sustainability value across the triple bottom line (environmental, social and economic). Design/methodology/approach This paper adopts an integrative review approach oriented towards analytical theory building. The authors conducted iterative searches across major scholarly databases (Scopus and Web of Science) and Google Scholar, supplemented by backward and forward snowballing from key review articles and highly cited empirical studies. The search focused on peer-reviewed work linking GHRM (and closely related constructs) to sustainability outcomes and was updated through December 2025. Studies were retained when they (a) examined GHRM practices/bundles or sustainability-oriented HR systems and (b) reported conceptual arguments or empirical evidence on employee mechanisms (e.g. climate, commitment and green behaviour) and/or organisational sustainability outcomes (environmental, social or economic). Findings GHRM contributes to sustainability by building green human capital and motivation, strengthening psychological green climate and enabling employee green behaviour and eco-initiatives. These mechanisms support eco-efficiency, compliance reliability and green innovation, thereby improving sustainability outcomes and stakeholder legitimacy. However, misaligned or symbolic GHRM can trigger greenwashing perceptions, cynicism and work intensification, which undermine social sustainability and erode long-run performance. Research limitations/implications As an integrative review, this paper does not meta-analyse effect sizes. Future studies should use multi-level, longitudinal and multi-source designs and explicitly test the credibility and justice mechanisms that distinguish substantive from symbolic implementation. Practical implications Managers should implement GHRM as a coherent system aligned with operational sustainability investments, fair and controllable metrics and participatory governance that protects employee well-being and voice. Originality/value The paper integrates major theoretical perspectives into an integrative explanatory logic linking HR practices to human mechanisms, sustainability capabilities and triple-bottom-line outcomes, while also highlighting a “dark side” pathway and safeguards that reduce greenwashing risk.