GREEN HUMAN RESOURCE MANAGEMENT PRACTICES AND THEIR IMPACT ON SUSTAINABLE ORGANIZATIONAL PERFORMANCE

Abstract

Green Human Resource Management (GHRM) is reconceptualized in this paper as a system architecture that activates and regulates sustainable organizational performance, rather than a collection of independent environmental HR practices. A simulation-based analytical model (N = 400), grounded in theoretically aligned parameters, evaluates the structural behavior of GHRM as an operating system. Results indicate consistent construct activation (M = 2.82–2.88), strong internal reliability (α = .831–.859), and medium-to-strong positive correlations with sustainability outcomes (r = .56–.59). Multiple regression analysis (R² = .691) demonstrates that Training, Recruitment, Performance Management, Innovation, and Employee Engagement function as mutually dependent performance mechanisms, with sustainability emerging as an integrated system output. Visual analyses further reveal signal continuity, scalability, and coherent outcome distribution, supporting the argument that environmental performance is not a policy artifact but a human-systems computation executed through aligned GHRM architecture. Conceptually, the findings reposition GHRM as the operating environment that converts sustainability strategy into executable processes, rather than as a supplementary function. The paper advances a systemic design perspective, urging future research to evaluate GHRM not by program presence but by architectural integrity, interoperability, and contribution to sustainable advantage.