The previous two decades have seen significant industrial and economic expansion, but at the same time, a number of problems, such as climate change, pollution, and industrial waste, have emerged that pose risks to civilization. Climate change makes it imperative for individuals to adjust themselves for climatic changes by triggering hitherto unheard-of changes in the socioeconomic system (Winn, Kirchgeorg, Griffiths, Linnenluecke & Gunther, 2011). In order to achieve environmental sustainability, business concerns are increasingly implementing green practices and adopting proactive policies, such as investing in low-CO2 technologies and renewable energy (Jackson, Renwick, Jabbour, & Muller-Camen, 2011). Green human resource management (GHRM) is a subject that is frequently brought up in studies to address environmental concerns (Ari, Karatepe, Rezapouraghdam, & Avci, 2020; Renwick, Jabbour, Muller-Camen, Redman, & Wilkinson, 2016). GHRM is defined as "phenomena relevant to understanding relationships between organisational activities that impact the natural environment and the design, evolution, implementation, and influence of HRM systems" (Ren, Tang, & Jackson, 2018). This is the first piece of work to link human resource management (HRM) and environmental management (EM). It is the book "Green People; Human Resources and Environmental Management" by Wehrmeyer from 1996. The abilities, motivation, and opportunity (AMO) model is the dominant guiding theory for these practices in terms of the theoretical underpinnings of GHRM. Worker interaction, the capacity to do tasks correctly, desire to perform, and chances to perform on environmental sustainability (opportunities) all contribute to performance. (2013) Renwick, Redman, and Maguire.
The majority of the conversation about environmental management at the turn of the millennium was centered on manufacturing companies, but activities in the services sector also contribute to issues with climate change, species extinction, pollution, including sound and light pollution, and loss of natural resources. However, environmental concerns in the services industry have also emerged as a key topic of conversation, and many service organizations have also put in place environmental management systems that are centered on preventing pollution (Renwick, Redman, & Maguire, D. Renwick, 2008). There is a new field of study that combines environmental management with HRM practices, processes, and regulations. For instance, the Green HRM is connected to "systematic, deliberate alignment of normal human resource management practices with the organizations environmental goals, according to (S. E. Jackson et al., 2011).
The concept of GHRM was first raised by a small number of earlier researchers (Jabbour, Santos, & Nagano, 2010), but in recent years, the term has gained more traction as the focus has shifted from purely economic to ecological and social concerns, which we refer to as the triple bottom line. This shift has further raised awareness of how organizations can protect the environment while gaining a competitive advantage (Elkington, 1998). In addition, The German Journal of Human Resource Management published its first special issue on Green HRM in 2011 (S. E. Jackson et al., 2011). As a result, and while recognizing the historical beginnings and growth of the discipline, Green HRM emerged as a study area in 2011. Additionally, the topic of Green HRM is a result of the more general principles of Environmental Management (EM) research, as well as public expectations for the contribution of business to environmental protection on a worldwide scale (Jabbour & De Sousa Jabbour, 2016; Pham, Tuková, & Jabbour, 2019). Societal expectations of organizations' roles in environmentalism are ostensibly expressed in a variety of ways, from consumer behaviors where people use their purchasing power to signal reactions to an organization's environmental impacts to government regulations intended to impose pro-environment conditions and limitations on business activity.
Organizations have tacitly or overtly recognized and handled environmental obligations in the twenty-first century in response to these challenges. Progressive organizations voluntarily accomplish this. Despite the fact that there has been a profusion of research on the subject of green human resource management, the majority of studies and reviews on the subject do not concentrate on the connections between HR functions or the alignment of corporate strategy and HRM strategy. Instead, the individual HRM activities of recruitment and selection, training and development, performance management, reward and pay systems have continued to get attention over the past ten years (Pham et al., 2019; Aboramadan, 2022). According to empirical Green HR study, green training is the most often evaluated function (Pham et al., 2019). Many academics researching the effects of green human resource management (HRM) have added the concept of going green to the traditional HRM functions and evaluated green hiring, training, performance, and rewards to evaluate HRM (Yong, Yusliza, Ramayah & Fawehinmi, 2019; M. Y. Yusliza et al., 2019).
HRM's strategic role, which goes beyond the fundamental functions and takes into account the synergy between the functions as well as the connection to the organizational strategy, is what many HRM scholars and practitioners believe differentiates HRM from the traditional personnel management role (Susan E. Jackson & Seo, 2010). GHRM includes HRM tactics that promote resource conservation and mitigate any environmental damage brought on by corporate activities (Zoogah, 2011). Therefore, the GHRM idea emphasize the need to create an environmentally conscious workforce that is dedicated to environmental concerns (Molina-Azorin, 2012). Due to the improvement of the HRM's role in making the sustainability idea a reality under the Green HRM umbrella (Kramar, 2014). It emphasizes that implementing environmentally friendly policies may greatly benefit the HR department (Molina-Azorin, 2012). Researchers are becoming more interested in addressing the overall green business as academia has begun to seriously consider green techniques. such as green finance, green innovation, green creativity, green work-life balance, green motivation, and most importantly, green human resource management. Since HR practices are so important in determining organizational culture, strategy, structure, and policymaking, they have lately joined the green movement within organizations.
The visualization of similarities (VOS) mapping approach of the VOS-viewer software package and R studio program will help the bibliometric analysis in this work. As a result, the primary goals of this study are to: (1) identify literature streams; (2) map the studied topics; (3) observe and investigate the temporal evolution of the construct; and (4) determine the stage of development of the construct as a useful tool for the professional community rather than just an academic tool for bibliometricians. The processes necessary to gather and examine the data are detailed in the technique portion of this essay, which follows. The information gathered from the keyword search and the bibliometric maps is then separated into the results section, which describes the outcomes of both techniques. The conclusion section reiterates the paper's goals, highlights the key results and study limitations, and makes suggestions for further research.