The escalating global environmental crisis has intensified the imperative for organisations to integrate sustainability principles into their operational frameworks. Green Human Resource Management (GHRM) has emerged as a strategic mechanism for fostering environmental sustainability within the workforce, yet the psychological processes through which GHRM influences employee green innovative behaviour remain insufficiently theorised and empirically examined. This study addresses this critical gap by investigating the mediating role of environmental commitment in the relationship between GHRM practices and employee green innovative behaviour. Drawing upon Social Exchange Theory and the Ability-Motivation-Opportunity (AMO) framework, a conceptual model was developed and tested using survey data from 387 employees across manufacturing organisations in the United Kingdom. Structural equation modelling was employed to analyse the hypothesised relationships. The findings reveal that GHRM practices significantly and positively influence employee green innovative behaviour. Importantly, environmental commitment partially mediates this relationship, suggesting that GHRM practices not only directly stimulate green innovation but also operate through the cultivation of employees’ psychological attachment to environmental values. These results contribute to the theoretical development of GHRM scholarship by elucidating the affective mechanisms underpinning green behaviour, while offering practical insights for organisations seeking to leverage human resource practices to enhance environmental innovation. The study concludes by delineating implications for theory, practice, and future research directions.
Keywords: Amo framework, Green Human Resource Management, Social Exchange Theory, Sustainability, employee green innovative behaviour, environmental commitment, organisational behaviour
