This paper argues for the integration of Environmental Management (EM) and Human Resource Management (HRM) research. It categorizes existing literature using the Ability-Motivation-Opportunity (AMO) theory to examine the role of Green Human Resource Management (GHRM) in people management. The paper reviews the literature, maps the field, identifies gaps, and suggests future research directions. It finds that understanding how GHRM influences employee motivation to engage in environmental activities lags behind understanding how organizations develop green abilities and provide opportunities for EM. Organizations are not fully utilizing GHRM practices, which may limit their effectiveness in improving EM. The paper discusses three key areas of GHRM: developing green abilities (recruitment, training, environmental knowledge), motivating green employees (performance management, pay and reward systems), and providing green opportunities (employee involvement, empowerment, supportive cultures). It highlights the importance of employee involvement in EM, the role of tacit knowledge, and the need for supportive work cultures. It also discusses the impact of environmental performance on employee outcomes and the importance of aligning HRM practices with sustainability goals. The paper identifies gaps in the literature, including the need for more research on the effectiveness of GHRM practices, the role of emotions in EM, and the impact of GHRM systems on environmental and organizational outcomes. It suggests that GHRM has significant potential to contribute to both employee well-being and organizational performance. The paper also notes the need for more research on GHRM in non-Western contexts and the importance of sustainability in HRM itself. Overall, the paper calls for further research to bridge the gap between practice and academic research in GHRM.This paper argues for the integration of Environmental Management (EM) and Human Resource Management (HRM) research. It categorizes existing literature using the Ability-Motivation-Opportunity (AMO) theory to examine the role of Green Human Resource Management (GHRM) in people management. The paper reviews the literature, maps the field, identifies gaps, and suggests future research directions. It finds that understanding how GHRM influences employee motivation to engage in environmental activities lags behind understanding how organizations develop green abilities and provide opportunities for EM. Organizations are not fully utilizing GHRM practices, which may limit their effectiveness in improving EM. The paper discusses three key areas of GHRM: developing green abilities (recruitment, training, environmental knowledge), motivating green employees (performance management, pay and reward systems), and providing green opportunities (employee involvement, empowerment, supportive cultures). It highlights the importance of employee involvement in EM, the role of tacit knowledge, and the need for supportive work cultures. It also discusses the impact of environmental performance on employee outcomes and the importance of aligning HRM practices with sustainability goals. The paper identifies gaps in the literature, including the need for more research on the effectiveness of GHRM practices, the role of emotions in EM, and the impact of GHRM systems on environmental and organizational outcomes. It suggests that GHRM has significant potential to contribute to both employee well-being and organizational performance. The paper also notes the need for more research on GHRM in non-Western contexts and the importance of sustainability in HRM itself. Overall, the paper calls for further research to bridge the gap between practice and academic research in GHRM.