Purpose The recent decade has described the role of HR practitioners as more strategic to advance in environmental management (EM), technology and change management competencies. The study aims to identify the HR professionals' changing strategies and challenges and barriers in sustainability performance (SP) through green HRM, which have become an emerging topic. Design/methodology/approach Data collection was conducted through six semi-structured face-to-face interviews with senior HR representatives through purposive sampling. The grounded theory (GT) method was applied, followed by an iterative process for codes and themes. Findings The results indicated the highly significant challenges and barriers (C&B) proposing a 5 × 4 framework in adopting GHRM practices. Examples of the challenges included (1) lack of knowledge, orientation and awareness; (2) corporate social responsibility as an integral part of the organization strategy; (3) environmental concerns internally required from top-bottom and bottom-top approach; (4) budget and cost that remain an issue for the top management, and; (5) HR department's responsibility to build competencies for their entire team. Practical implications The findings help the top management and policymakers maintain a balance between economic, environmental and social sustainability performance agendas. Furthermore, the environmental goals and values of the hotel are key ingredients in seeking the solution to environmental sustainability, which requires continuous training programs to enhance awareness at all levels. Originality/value The results are presented as future directions to enrich the literature and make significant contributions to the existing body of knowledge. Moreover, the research benefits the managers from the results intended in accomplishing sustainable development approaches.
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