Promoting Sustainable Work-Life Balance through Green HRM
Introduction: Linking Green HRM and Work‑Life Balance
(Source :https://www.youtube.com/watch?v=IplCvmiZU4M)
Green
Human Resource Management (Green HRM) refers to embedding environmental
management and sustainability principles into traditional HR practices such as recruitment, training, performance
appraisal, and rewards so that organizations not only pursue business
objectives, but also ecological responsibility (Aggarwal and Agarwala, 2023).
Recent research suggests that Green HRM does more than simply improve a
company’s environmental footprint: by shaping work environments, values, and
policies, it can positively influence employee well-being and their balance
between work and personal life. For instance, employees who perceive their
organizations to implement Green HRM practices like paperless workflows, green-oriented
workplace policies, and employee involvement in sustainability initiatives report higher job satisfaction, lower stress,
and better work-life balance (Pant et al., 2025).
Moreover, the concept of “green work-life
balance” captures the idea that sustainable HR practices and work-life balance
policies interact to support both environmental and personal well-being goals.
Empirical studies show that combining Green HRM with work-life balance
provisions positively impacts organizational sustainability outcomes and
enhances employee retention (Zi Lin et al., 2024).
Thus, integrating Green HRM and work-life
balance is not just an environmental or ethical initiative it represents a strategic alignment between
ecological sustainability, organizational performance, and human welfare. By
doing so, organizations can foster a work culture that values both the planet
and people, simultaneously improving environmental outcomes and employee
quality of life (Opatha and Arulrajah, 2023).
Key functions of Green HRM Supporting
Work-Life Balance
Green Recruitment and Selection
Green recruitment focuses on hiring
employees who value sustainability and support balanced lifestyles. By
selecting individuals who fit green organizational culture, banks and companies
can reduce stress caused by culture mismatch and encourage healthier work routines.
Such recruitment not only enhances environmental responsibility but also
promotes long-term employee well-being and harmony between personal and
professional roles (Tang et al., 2018).
Green Training and Development
Green training equips employees with
sustainable working methods that reduce workload pressure and environmental
strain. Training activities such as digital systems usage, energy-saving
practices, and mindful resource consumption help employees perform tasks efficiently,
reducing overtime and stress. These development programmes increase employees’
job satisfaction and create a workplace that values health, balance, and
supportive working conditions (Yusliza et al., 2020).
Green Performance Management
Green
performance appraisal rewards eco-friendly behaviour but must ensure targets do
not increase workload or pressure. When goals focus on responsible usage of
resources and balanced task completion rather than excessive output,
performance systems help employees maintain healthy boundaries and reduce role
conflict. Fair recognition of sustainable behaviours contributes to lower
stress and greater work-life satisfaction (Pham et al., 2020).
Green Reward System
Green
compensation methods such as wellness incentives, recognition for sustainable
travel, and benefits supporting healthy living encourage employees to make
lifestyle decisions that reduce stress and improve personal well-being. Rewards
linked to sustainability strengthen employees’ psychological commitment and
happiness, leading to better balance between work and home demands (Nawangsari
& Sutawidjaya, 2019).
Green Organizational Culture
A sustainability-oriented culture encourages
teamwork, fairness, and respect for employee well-being. When environmental
values are integrated into operations, organizations become more socially
responsible and supportive, reducing conflict and stress on em ployees. This
positive work climate enables individuals to manage both work and personal life
responsibly and comfortably (Ren et al., 2023).
Empirical Studies on Green HRM Practices and Work‑Life Balance
Outcomes
|
Title |
Source |
Finding |
|
Green Human Resource Management: Awareness,
Perception, and Its Impact on Employee Well‑being and Work‑Life Balance |
Pant,
R., Kaur, C. & Himani (2025) |
Found
a positive correlation between implementation of Green HRM practices (sustainable
workplace policies, green training, paperless workflows) and enhanced
employee well‑being, job satisfaction, reduced stress, and better work‑life
balance. |
|
Green Work Life Balance, Green Human Resource
Management Practices on Employee Satisfaction (Kemaman Supply Base, Malaysia) |
European
Proceedings (2018) |
Among
336 employees: all green HRM practices combined with green work-to-life
interface significantly impacted employee satisfaction. |
|
Impact of Green Work–Life Balance and Green HRM
Practices on Corporate Sustainability Performance and Employee Retention:
Mediation of Green Innovation and Organisational Culture |
Zi
Lin, Gu, Gillani & Fahlevi (2024) |
Study
of UK manufacturing firms showed that Green HRM + green work-life balance
(GWLB) practices improved both organizational sustainability performance and
employee retention. |
|
Green HRM and Employee Engagement: Exploring the
Link Between Eco‑Friendly HR Practices and Sustainable Workforce Commitment |
Abrar,
F., Khan, U. Z. & Zulqarnain, M. (2025) |
Green
HR practices (recruitment, training, involvement in sustainability) were
associated with higher employee engagement and job satisfaction, indicating
supportive environment for well-being and likely better work-life balance. |
|
Employee Satisfaction and Performance Influence
on Green Work Behavior in Green HRM: Literature Review |
Laksana,
M.A., Nurmasari, S.S., Kurniawan, H. & Raharja, E. (2024) |
Green
HRM contributes to employee satisfaction and performance, encouraging green
work behaviour. Improved satisfaction suggests reduced stress and better
overall well‑being. |
Green Work-Life
Balance as a Myth
Some scholars argue that Green
Work-Life Balance is unrealistic because the behavioural expectations of
being a “green employee” do not differ between work and family domains.
According to research, work-life balance means meeting the demands of both work
and family satisfactorily (Opatha, 2019). However, the environmental roles
expected from green employees apply equally at home and in the workplace,
making the distinction between “work-life” and “family-life” less meaningful
(Opatha & Arulrajah, 2014).
Opatha’s four-role model of a green
employee preservationist,
conservationist, non-polluter, and maker highlights that environmental behaviour is
continuous across both life spheres. For example, preserving nature, minimizing
resource use, avoiding pollution, and creating green spaces are expected
behaviours whether interacting with colleagues or caring for family members
(Opatha, 2021). Therefore, researchers argue that a separate concept of green
work-life balance is unnecessary because sustainable behaviour should be
consistently maintained in everyday work and personal life (Ekanayake et al.,
2021).
Challenges in implementing Green Work-Life Balance
Implementing
Green HRM and encouraging employees to adopt a green work-life balance can be
difficult due to several organisational and behavioural challenges. A key issue
is the lack of awareness and understanding of environmental values at all workforce
levels, making it difficult to embed sustainability holistically rather than
through short-term or reactive initiatives (Ekanayake et al., 2021). Employees
may also perceive green work-life balance policies as intrusive, believing that
organisations are interfering with their personal lives, which can reduce
acceptance of such initiatives (Opatha & Arulrajah, 2014).
Another
challenge is aligning green practices across both the workplace and home
environments, as employees may resist behavioural changes, especially when
sustainability is a relatively new priority in organisational culture (Opatha,
2021). The HR department therefore has the responsibility to reduce
misconceptions, communicate voluntary participation, and motivate employees by
highlighting positive outcomes. Additionally, the implementation of green
systems requires significant financial investment, organisational effort, and
time, which may discourage businesses due to uncertain short-term returns
(Opatha, 2019). Diversity in employee backgrounds further complicates the
process, as varying cultural perspectives on sustainability can make achieving
uniform green behaviours harder (Ekanayake et al., 2021).
Recommendations and Conclusion
To successfully promote sustainability, organisations should embed Green HRM and Green Work-Life Balance policies as part of their long-term strategic objectives rather than short-term initiatives. Employees need to be motivated to adopt environmentally responsible behaviours both at work and in personal life, supported by eco-friendly operational practices such as reducing plastic use, introducing biodegradable products, and evaluating environmental risks before new activities are introduced (Opatha & Arulrajah, 2014). HR functions must integrate green values across recruitment, selection, training, performance management and rewards, ensuring candidates possess environmental awareness, employees receive regular sustainability training, and green performance is assessed through measurable standards (Opatha, 2019).
Digitalization of HR processes such as e-recruitment and e-learning can also
minimize paper usage and contribute to sustainable operations (Ekanayake et
al., 2021). Furthermore, promoting knowledge-sharing, discussions, and
recognition for green efforts can strengthen a green organizational culture.
Overall, Green Work-Life Balance is an emerging extension of Green HRM,
encouraging employees to uphold sustainable behaviours in all life domains,
which can lead to long-term environmental, organizational, and social benefits
when implemented effectively (Opatha, 2021).
References
Abrar,
F., Khan, U.Z. & Zulqarnain, M. (2025) ‘Green HRM and Employee Engagement:
Exploring the Link Between Eco-Friendly HR Practices and Sustainable Workforce
Commitment’, Journal
of Business and Management Research, 12(1), pp. 45–59.
Aggarwal, S. & Agarwala, T. (2023) ‘Green Human Resource
Management and Sustainable Work Practices’, Journal of Business Sustainability,
12(3), pp. 45–59.
Ekanayake, E.M.S., Opatha, H.H.D.N.P. & Arulrajah, A.A.
(2021) ‘Green Work-Life Balance Is a Myth’, Energies, 14(4556), pp. 1–19.
European Proceedings (2018) ‘Green Work
Life Balance, Green Human Resource Management Practices on Employee
Satisfaction’, European
Proceedings of Social and Behavioural Sciences, 5(95), pp.
4556–4565. Available at: https://www.europeanproceedings.com/article/10.15405/epsbs.2018.05.95
(Accessed: 7 December 2025).
Laksana, M.A., Nurmasari, S.S., Kurniawan,
H. & Raharja, E. (2024) ‘Employee Satisfaction and Performance Influence on
Green Work Behavior in Green HRM: Literature Review’, Review of Human
Resource Studies, 16(3), pp. 120–134. Available at: https://journal.lifescifi.com/index.php/RH/article/view/276
(Accessed: 7 December 2025).
Opatha, H.H.D.N.P. (2019) Sustainable
Human Resource Management: Expanding Horizons. Colombo: University
of Sri Jayewardenepura Press.
Opatha, H.H.D.N.P. (2021) ‘Four roles of
green employees: A conceptual framework’, International Journal of Management,
9(3), pp. 20–34.
Opatha, H.H.D.N.P. & Arulrajah, A.A.
(2014) ‘Green Human Resource Management Practices: A Review’, Sri
Lankan Journal of Human Resource Management, 5(1), pp. 1–16.
Opatha, H.H.D.N.P. & Arulrajah, A.A.
(2023) Green
Human Resource Management: A Key to Organizational Sustainability.
Colombo: University of Sri Jayewardenepura Press.
Pant, R., Kaur, C. & Himani (2025)
‘Green Human Resource Management: Awareness, Perception, and Its Impact on
Employee Well-Being and Work-Life Balance’, OmniScience: A Multi-disciplinary Journal,
15(03).
Zi Lin, Gu, H., Gillani, K.Z. &
Fahlevi, M. (2024) ‘Impact of Green Work–Life Balance and Green Human Resource
Management Practices on Corporate Sustainability Performance and Employee
Retention’, Sustainability,
16(15), 6621. Available at: https://www.mdpi.com/2071-1050/16/15/6621
(Accessed: 7 December 2025).
The article refers to “recent research” and “studies,” but doesn’t always link to specific cases or statistics. Including concrete examples — e.g. companies where green HRM improved work-life balance or retention — would make the argument more credible and persuasive.
ReplyDeleteThank you for the suggestion. I agree that adding real cases or statistics would make the discussion stronger. Specific examples of banks successfully applying Green HRM could help demonstrate how it improves employee satisfaction and retention (Opatha & Arulrajah, 2024). Evidence-based insights would also build more credibility for the arguments. I will consider incorporating such practical cases in future revisions.
DeleteInnovative integration: combining work-life balance with environmental sustainability
ReplyDelete• The article does something interesting and forward-looking: rather than treating work-life balance (WLB) purely as a “benefit” or “well-being” issue, it connects WLB to sustainable organizational practices via Green Human Resource Management (Green HRM). This hybrid framing — “green + human-centered” — is not often seen, so it stands out.
• By viewing HR through both ecological and human-welfare lenses, the post encourages organizations to adopt values that respect the environment and the people — which is a holistic, modern approach to sustainability.
Thank you for highlighting this point. I agree that connecting work-life balance with Green HRM adds strong value to the sustainability discussion. When HR practices support both employee well-being and environmental goals, organizations are more likely to build a positive, long-lasting culture. This approach also reflects current trends where sustainability must include social and human aspects, not only environmental targets. Your insight strengthens the relevance of the blog’s argument.
DeleteI find the article creative, timely, and valuable. Its biggest strength is in reconciling environmental sustainability with human-centered HR and work-life balance, offering a holistic, integrated perspective that many HR guides lack. For organizations — especially those aspiring to be socially responsible — this is a great conceptual roadmap.
ReplyDeleteIf I were advising an organization based on this article, I’d say: treat this as a vision & guiding philosophy, then plan practical, step-by-step implementation: start with small, low-cost green + WLB initiatives; collect data and feedback; iterate; build culture gradually.
Thank you for this thoughtful feedback. I appreciate your recognition of the blog’s unique focus on aligning environmental goals with employee well-being. I also agree that translating the concept into phased, practical actions is essential for real impact. Starting small, learning from feedback, and gradually building a supportive culture can help organizations successfully embed these green and human centered HR practices. Your suggestion adds a clear, actionable dimension to the discussion.
DeleteThis blog provides a thorough and well-structured overview of how Green HRM practices influence employee well-being and work-life balance. The use of empirical studies and real-world examples strengthens the argument that sustainable HR policies, such as green recruitment, training, performance management, and rewards, can enhance employee satisfaction, reduce stress, and improve organizational sustainability. I particularly appreciate the explanation of how green culture and eco-friendly initiatives create a supportive environment for employees to balance work and personal life.
ReplyDeleteOn the other hand, while the blog mentions challenges like employee resistance, awareness gaps, and financial investment, it could benefit from more practical illustrations or case studies where organizations struggled with these issues. Additionally, discussing potential conflicts between green expectations at work and personal life could give a more nuanced understanding of the “green work-life balance” concept. This would help readers appreciate the complexity of implementing Green HRM initiatives in diverse organizational settings.
Thank you for your insightful feedback. I agree that including real-world challenges and case examples would provide a more comprehensive perspective on Green HRM implementation. Highlighting situations where organizations faced employee resistance or cultural barriers could indeed enrich the discussion. Additionally, elaborating on the balance between green expectations at work and home would clarify potential tensions and make the concept of “green work-life balance” more practical. I will consider incorporating these points to strengthen the analysis further.
DeleteThis blog offers a detailed and insightful examination of how Green HRM practices can enhance work-life balance while fostering environmental sustainability. By linking green recruitment, training, performance management, rewards, and organizational culture with employee well-being, the discussion highlights the multidimensional benefits of embedding sustainability into HR practices (Aggarwal & Agarwala, 2023; Pant et al., 2025). The empirical evidence presented demonstrates that employees engaged in green initiatives report higher job satisfaction, reduced stress, and improved work-life balance, illustrating that environmental responsibility and personal well-being are mutually reinforcing (Zi Lin et al., 2024; Abrar, Khan & Zulqarnain, 2025). The blog also thoughtfully addresses the challenges, such as cultural diversity, resource constraints, and perceptions of intrusion, emphasizing the need for strategic HR communication, voluntary participation, and consistent green values (Opatha & Arulrajah, 2014; Ekanayake et al., 2021). Overall, this work underscores that promoting a “green work-life balance” is not merely an environmental initiative but a strategic approach to support employee welfare, strengthen organizational culture, and achieve long-term sustainability outcomes.
ReplyDeleteThis blog provides a comprehensive overview of how Green HRM practices can promote sustainable work-life balance. I found the sections on green recruitment, training, performance management, and reward systems particularly insightful, as they clearly link eco-friendly initiatives with employee well-being and reduced stress. The inclusion of empirical studies from multiple countries adds credibility, showing that Green HRM can positively impact job satisfaction, retention, and engagement. I also appreciated the discussion of challenges, such as employees’ resistance or misconceptions, which gives a realistic perspective on implementation. One suggestion to strengthen the article could be to include specific examples of companies successfully implementing green work-life balance policies and measurable outcomes. I wonder, though, how organizations can balance encouraging green behaviors without making employees feel that sustainability is an additional pressure on their personal time. Overall, this is an engaging and practical read for HR professionals aiming to integrate sustainability with employee well-being.
ReplyDeleteThis blog provides a well-structured and insightful overview of how Green HRM practices contribute to employee well-being and work-life balance. I especially appreciate the innovative approach of linking sustainability with workforce happiness — rather than treating these as separate initiatives. The examples of green recruitment, training, performance management, and reward systems effectively show how eco-friendly practices can reduce stress, enhance satisfaction, and foster a supportive organizational culture.
ReplyDeleteHowever, some claims refer to “recent research” and “studies” without concrete citations or specific statistics. Including real cases — for example, retention data, employee satisfaction scores, or sustainability outcomes — would add more credibility and a stronger evidence base. Overall, this is a forward-thinking and compelling analysis, and with more precise data and deeper linkage to real-world results, it could be even more impactful.