Nowadays, human resources (HR) are an important factor in corporate performance and environmental sustainability. Patagonia Inc. was an exemplar in blending HR practices and environmental activism and achieved success by linking a planet-friendly business model to company HR practices and organizational culture. Different approaches and terms such as Green Human Resource Management (HRM), Sustainable HRM, Innovative HRM, Common-Good HRM, etc., have been used as an alternative approach in this field, though no agreement was attained in theorizing and conceptualizing it. Therefore, the objective of this study was to identify the core contents of Patagonia's HRM strategy, its effects on employees, and institutional outcomes. A systematic review of 42 empirical papers published from January 2010 to March 2022 was conducted. Seven common-good HRM practices were identified, such as flexibility, green recruitment, hiring for culture, decent pay, innovative benefits, environmental seminars, and humanistic management. The effects on employee job-related behaviors involve job satisfaction, commitment, eco-friendly behavior, authentic Corporate Social Behavior (CSB), and authentic Corporate Social Responsibility (CSR); employee well-being, such as physical and mental health, occupational safety, and work-life balance; employee growth and performance, such as growth, sustained career development, improved employability, and job performance. Organizational outcomes seen in the review consist of improved performance in economic, innovative, green, social, and competitive aspects, besides boosts in corporate commitment, reputation, efficiency, effectiveness, and sustainability. Future researchers may make use of the conceptual model devised in this review to empirically test without empirically across different contexts missing elements of common-good HRM strategies.