Purpose This study attempts to evaluate and fill the knowledge gap by providing empirical evidence of the relationship between green HRM practices (Green recruitment and selection; green training and development; green performance management and appraisal; green pay and reward, and green involvement) and environmental performance based on the theory of Resources based view, Dynamic capabilities theory and Triple bottom line theory.

Design/methodology/approach A detailed review of empirical and conceptual articles related to the topic was the adopted methodology. An eclectic analysis and synthesis of the evidence guided the development and presentation of the framework as proposed.

Findings Empirical review of the related studies reveals that green HRM practices (Green recruitment and selection; green training and development; green performance management and appraisal; green pay and reward, and green involvement) positively determine sustainability of the society through corporate organization adoption of environmental practices. Based on the theoretical foundation of the study, Green human resources management practices is proposed to have a direct link on sustainability of the society and an indirect link mediated by environmental practices. Controllable variables proposed include age, sex, size, level of education, work experience and feedback.

Research limitations/implications Green human resources management practices is conceived as an experienced construct conceptualized as the used of the basic well-known concepts of HRM, its policies, practices, systems, objectives, functions, processes, activities, and strategies in an environmentally friendly manner that is mutually beneficial to both the individual, the society, the natural environment, and the business organization. 

Practical Implications The study provides a framework of green human resources management practices and sustainability of the society and adoption of environmental practices as mediator variable and age, sex, size, level education, work experience and feedback as controllable variables.

Originality/value The framework extends the ontological field of green human resources management practices (green recruitment and selection; training and development; performance management and appraisal; pay and reward, and involvement) which can be validated by empirical research.