This study explores the dynamic interplay between Green Human Resource Management (GHRM), coronaphobia, and organisational effectiveness through the lenses of Social Identity Theory, Social Exchange Theory, and Stakeholder Theory. GHRM, an emerging paradigm, aims to align ecological sustainability with human resource practices. Drawing from these theoretical frameworks, we examine the potential implications for future research in this domain. Social Identity Theory elucidates the role of employee identification with eco-friendly initiatives. It suggests that employees' alignment with GHRM practices enhances their commitment to the organisation's environmental goals. Future research could explore multidimensional GHRM effects, mediating and moderating factors, and the long-term impact on organisational performance. Furthermore, exploring cross-cultural and industry variations, ethical considerations, and links between GHRM and employee well-being are avenues for enriching the understanding of this relationship. Social Exchange Theory offers insights into how employees reciprocate GHRM efforts. The theory's lens highlights the importance of a balanced cost-benefit analysis in fostering green behaviours. Future studies could delve into the intricacies of GHRM's effects on employee behaviour beyond the workplace, its role in enhancing employee well-being, and its ethical dimensions. Stakeholder Theory emphasises that organisations have fiduciary responsibilities to various stakeholders. This theory provides a foundation for understanding how GHRM aligns with broader stakeholder interests, potentially leading to sustainable organisational performance. Future research could explore cross-stakeholder perceptions of GHRM initiatives, green leadership's influence, and measurement metrics for evaluating GHRM effectiveness. In conclusion, this synthesis of Social Identity Theory, Social Exchange Theory, and Stakeholder Theory provides a robust theoretical framework for advancing research in GHRM. Future studies should consider the multidimensional effects of GHRM, ethical implications, industry and cultural variations, and the long-term organisational impact. By delving into these areas, researchers can contribute to the sustainable development agenda by guiding organisations towards effective GHRM practices that enhance employee engagement and ecological responsibility.

Index Terms: Green Human Resource Management, Organizational Performance, coronaphobia, Social Exchange Theory.