Green Hrm, Employee Well-Being and Organizational Sustainability: An Integrated Framework for Indian Organizations

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Purpose: This paper develops an integrated framework explaining how Green Human Resource Management (GHRM) may influence organizational sustainability directly and indirectly through employee well-being in the context of Indian organizations. Design/methodology/approach: The paper synthesizes Sustainable HRM, Green HRM and employee well-being perspectives using the Ability–Motivation–Opportunity model, Social Exchange Theory and the Job Demands–Resources perspective. It proposes a quantitative, cross-sectional design for subsequent empirical testing among 300–400 employees in Indian organizations using reliability and validity assessment, regression and mediation analysis, with structural equation modelling as an extension where measurement quality and sample size permit. Findings: The conceptual analysis proposes that green recruitment and selection, green training and development, green performance management, green rewards and recognition, and green employee involvement can operate as organizational resources that strengthen employee well-being and sustainable organizational outcomes. Employee well-being is positioned as a potential mediating mechanism rather than as a peripheral outcome of environmental HR practices Originality: The paper integrates environmental and human dimensions of sustainability by positioning employee well-being between GHRM practices and organizational sustainability. It also provides an India-focused framework that distinguishes the effects of individual GHRM dimensions and explicitly recognizes the possibility that poorly designed green initiatives may create additional job demands.