近年來全球氣候變遷與永續發展議題日益迫切，如何透過內部管理機制將永 續理念轉化為員工日常行為及組織綠色績效，成為產官學界關注之核心焦點。然 而，現有綠色人力資源管理(Green Human Resource Management, GHRM)文獻 多以歐美企業及量化驗證為主，較少深入探討台灣在地情境下企業如何規劃、推 動 GHRM，以及其內部的運作路徑與作用機制。
為填補此研究缺口，本研究以能力—動機—機會理論(Ability-Motivation- Opportunity Theory, AMO Theory)為分析架構，採質性多重個案研究法，深度訪 談台灣不同產業別之企業人力資源主管與相關管理人員。本研究旨在探討台灣企 業推動 GHRM 之制度設計、AMO 運作機制、對員工感知與永續行為之影響、組 織綠色績效之連結，以及不同企業間推動模式之異同與關鍵成功因素。
研究發現，台灣企業推動 GHRM 呈現顯著之權變發展特徵，會依據產業特 性、外部法規壓力與組織資源發展出差異化模式，且普遍以能力構面作為整體制 度建構之起點。在 AMO 動態作用機制方面，企業透過能力培育、外在激勵與內 在認同，以及員工參與和授權機制，能共同形塑員工感知與永續行為，且 AMO 三構面間具備相互依存與循環強化的動態網絡關係。此外，GHRM 成熟程度與 組織綠色績效整體呈現正向關聯;惟此一關聯並非完全線性，仍受到產業情境、 組織資源及制度與核心環境議題配適程度之影響。
基於上述發現，本研究提出實務管理意涵。企業高層與人資主管應擺脫將 GHRM 視為短期合規工具之思維，將其提升至策略性人力資源管理高度。在實 務推動上，企業應以能力奠定紮實基礎，結合動機與機會打造正向循環強化鏈結， 並因應產業屬性與企業規模進行客製化之資源配置，以極大化情境配合度(Best Fit)，落實企業之長期永續競爭優勢。

As climate change and sustainability concerns intensify, organizations increasingly need to translate sustainability goals into employees’ daily behaviors and organizational green performance. However, existing Green Human Resource Management (GHRM) research has largely focused on Western contexts and quantitative approaches, with limited attention to how Taiwanese firms design and implement GHRM.
Using the Ability–Motivation–Opportunity (AMO) Theory, this study adopts a qualitative multiple-case approach and interviews HR managers and relevant managers from Taiwanese firms across different industries. It examines GHRM design, AMO mechanisms, employee perceptions and sustainable behaviors, green performance, and cross-firm differences.
The findings show that Taiwanese firms develop different GHRM practices according to industry characteristics, regulatory pressures, and organizational resources, with the Ability dimension commonly serving as the foundation. Moreover, the three AMO dimensions are interdependent and mutually reinforcing, forming a dynamic cycle that continuously strengthens GHRM implementation. The results also reveal an overall positive relationship between GHRM maturity and organizational green performance. Nevertheless, this relationship is not entirely linear and remains contingent upon industry context, organizational resources, and the degree of alignment between GHRM practices and firms’ core environmental issues.
Based on these findings, this study proposes several managerial implications. Senior executives and HR managers should move beyond viewing GHRM as a short- term compliance tool and instead position it as a strategic human resource management practice. In practice, organizations should establish a solid foundation through capability development, integrate motivation and opportunity to create a self- reinforcing cycle, and allocate resources in a customized manner according to industry characteristics and organizational scale to maximize contextual fit and strengthen long- term sustainable competitive advantage.

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