Theoretical foundations and empirical evidence: A systematic review of employee-level responses to green human resource management (HRM) practices

Resumo

This systematic review examines the evolution of environmental sustainability from a macro-level organizational mandate to its current emphasis on the psychological micro-foundations of employee behavior. Historically focused on institutional metrics such as ISO 14001 compliance, the scholarly landscape of Green Human Resource Management (GHRM) has transitioned toward understanding how individual responses—specifically Green Work Engagement (GWE) and Organizational Citizenship Behavior for the Environment (OCBE)—underpin the success of corporate ecological objectives. Synthesizing high-impact research from 2015 to 2026, the study employs the Ability-Motivation-Opportunity (AMO) framework, Social Exchange Theory (SET), and Self-Determination Theory (SDT) to map the causal links between green HR practices and individual performance. The findings indicate that while ability-enhancing initiatives like green training directly improve technical proficiency, the transition to discretionary, extra-role effort is heavily mediated by the "Green Psychological Climate." However, the review identifies an emerging "green performance paradox," in which intensive monitoring and complex reporting requirements trigger "green fatigue," potentially undermining core task performance. Furthermore, the study exposes significant geographical and sectoral imbalances, highlighting a critical scarcity of data within the public and service sectors of developing economies, such as Kenya. By reconciling these diverging strands, the research proposes a localized approach to GHRM that prioritizes institutional authenticity over superficial "greenwashing," ultimately providing a roadmap for developing resilient, purpose-driven green human capital.