The intersection of human resource management and environmental sustainability has gained considerable scholarly attention over the past decade. This paper investigates Green Human Resource Management (Green HRM) and its dual influence on employee engagement and organizational environmental performance. Drawing on a systematic review of empirical literature published between 2020 and 2025, the study identifies key Green HRM practices — encompassing green recruitment and selection, green training and development, green performance appraisal, green compensation, and green employee involvement — and maps their pathways to both attitudinal and behavioural outcomes among employees. Using the Natural Resource-Based View (NRBV) and Social Exchange Theory (SET) as theoretical anchors, this paper argues that organizations which embed environmental values into their HRM architecture are better positioned to cultivate a workforce that is not only actively engaged but also genuinely committed to ecological stewardship. The findings reveal that green training and employee involvement emerge as the most consequential practices, while contextual factors such as organizational culture and managerial green commitment serve as important moderators. The paper concludes with practical recommendations for HR managers, organizational leaders, and policymakers seeking to integrate sustainability into their people management frameworks.

Keywords:

Green HRM, Employee Engagement, Environmental Performance, Sustainability, Green Training, Social Exchange Theory, Natural Resource-Based View