Abstract

This study examines how Philippine Airlines integrates Green Human Resource Management (Green HRM) practices, focusing on perceived effectiveness, implementation challenges, and strategic relevance. Guided by the Ability–Motivation–Opportunity (AMO) framework and the Resource-Based View (RBV), the research employs a single-case descriptive design using quantitative and qualitative data derived from an employee survey. Quantitative responses assess the presence of green HRM practices, while qualitative insights are drawn from open-ended items. Results show that ability-enhancing practices, particularly environmentally conscious recruitment and targeted training, are the most institutionalized. In contrast, performance evaluations and participatory mechanisms related to environmental sustainability are inconsistently applied. Thematic responses point to the need for stronger communication, standardized appraisal criteria, and formal engagement structures. These findings emphasize the strategic potential of aligning HR practices with environmental goals, particularly in service-sector organizations. The study contributes empirical evidence to the Green HRM literature in aviation and highlights actionable pathways to strengthen organizational sustainability through human capital.

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