Stakeholder theory argues that stakeholders affect company decisions and the development of organizational resources and performance, which provides an underpinning for current research on green human resource management (HRM). In response to customer pressures on environmental issues, green HRM practices are conceived as a set of management processes companies implement. Taking these premises into account, we examine empirically whether different green HRM practices (i.e. green hiring, green training, involvement, and green performance management and compensation) play a distinctive role in facilitating the relationship between customer pressure on environmental issues and environmental performance. The findings of our multi-respondent survey, based on 350 HR managers and airline employees, confirm the hypothesized mediation model. Based on our results, we examine the role that actors outside the company play in shaping green HRM practices in light of recent calls for expanding HRM research to consider the embeddedness of the company within a sociopolitical context.