Role of Employee Commitment in the Nexus between Green Human Resource Management Practices and Environmental Performance

Introduction

The main focus of green human resource management (GHRM) is an organization's ability to recruit, train, and retain employees in an environmentally responsible manner (Saeed et al., 2019; Adriana et al., 2020). Based on Dumont, Shen and Deng (2017), the organization's green human resource policies are largely aimed at encouraging workers to adopt a green attitude and conduct in the workplace. Sarkis and Zhu (2018) and Dyakova (2017) both assert that the idea of a sustainable economy has gained importance.

Because of this, organizations must build a green sense among employees (Suleman et al., 2022). Organizations implement green human resource management (GHRM) techniques as one way to enhance their environmental performance (Dumont et al., 2017). Saeed et al. (2019), Chatterjee, Chaudhuri and Vrontis (2023), Davidescu, Apostu, Paul and Casuneanu (2020), and others have highlighted the importance of green HRM practices in enhancing firm environmental sustainability. In response to changes in social levels, the labour market, and employment relations, GHRM has been seen as a crucial component. GHRM includes the development and implementing HRM principles, guidelines, and practices to help firms achieve their environmental objectives as well as the encouragement of employee behavioral and attitude adjustments to enhance organizations' environmental performance (Ren et al., 2018; Chaudhary, 2020). The idea of GHRM practices is developing together with the larger body of literature on sustainable development (Bombiak & Marciniuk-Kluska, 2018; Ren et al., 2018), and it has just emerged as a distinct field of research (Bombiak, 2019). Recent research have linked GHRM to a number of environmental management and overall environmental performance characteristics (Bombiak & Marciniuk-Kluska, 2018; Ren et al., 2018; Amrutha & Geetha, 2020).

By participating in a range of pro-environmental activities, which are now commonly acknowledged, employees greatly aid an organization's greening (Saeed et al., 2019).  According to Yusoff, Nejati, Kee, and Amran (2020), the growth of various pro-environmental initiatives performed at the corporate level depends on the dedication of employees. Employees’ commitment affects the consumption of resources like energy use and lighting, ventilation, and air conditioning. The commitment level of employees towards greening also affects green policy formulation and implementation in these institutions. Research on how employee commitment affects GHRM effectiveness has not been thoroughly examined, despite the increased interest in investigating green HRM practices and their potential advantages for businesses and the industry as a whole. Literature suggests that HRM influences proximal outcomes, such as employee commitment and behaviors, which do contribute to distal organizational performance (Chaudhary, 2020; Ansari et al., 2021). But as Chaudhary (2020) points out, little is known about how employees' commitment affects organizations' motivation to participate in environmental initiatives through GHRM. Examining, the commitment level of employees on GHRM has, been identified by Ansari et al. (2021) and Dumont et al. (2017), as an important field of study for future scholars' attention.

Green HRM (GHRM) is gaining popularity, but little is known about its theoretical underpinnings, how it is measured, and how it affects business outcomes. This ambiguity is indicative of a larger trend in green management studies and is not specific to Ghana. Therefore, in-depth research on different GHRM practices and how they affect environmental efficiency is crucial. Although academics have emphasized the role of management in organizational greening (Bombiak & Marciniuk-Kluska, 2018; Al-Zawahreh et al., 2019; Amrutha & Geetha, 2020), there is little agreement on the ways in which particular practices—like green hiring, training, incentives, and evaluation—impact environmental performance. Furthermore, previous research frequently ignores environmental-specific results in favor of evaluating overall business performance. By investigating how employee commitment mediates the relationship between environmental performance and GHRM policies like green recruiting, this study fills these gaps.

Additionally, despite the fact that green human resource management (GHRM) methods have garnered a lot of attention lately, much of the earlier studies relate to awareness (Chaudhary, 2020), adoption (Yong et al., 2019), and implementation (Bombiak & Marciniuk-Kluska, 2018) of GHRM practices in organizations. The impact of adopting and implementing these GHRM practices in educational institutions has not been extensively, researched.

Literature Review

Green Human Resource Management Practices

The concept of "green human resource management" is becoming more significant in the corporate sector (Dubey & Gupta, 2018). The capacity of businesses to adopt environmentally friendly HR practices is the foundation of GHRM, a complex procedure that affects employees, companies, and the nation's eco-sustainable performance (Qureshi et al., 2020). According to Ren et al. (2018), green HRM practices develop a workforce that can support the green culture of the company. Organizations and society benefit from GHRM, which is defined as policies that encourage eco-friendly attitudes across HR functions, including recruiting, training, and appraisal (Suleman et al., 2022). In order to accomplish organizational environmental goals, HRM is essential for establishing and maintaining a green culture (Ullah, 2017). HRM procedures including employee involvement and performance monitoring are critical to organizational development and strategic success (Khurshid & Darzi, 2016).

In the global context, finding qualified and competent workers is the primary problem for HRM (Przytua et al., 2020). To draw in young people who are aware of green organizations and environmental challenges, several employers, particularly multinational corporations, advertise themselves as Green HRM practitioners (Amrutha & Geetha, 2020). Saeed et al. (2019) avers that the practice of recruiting and selecting employees for a post using environmentally friendly procedures is known as green employee recruitment. Some firms throughout the world have implemented green HRM procedures in an effort to improve their hiring procedures and create eco-friendly workplaces (Qureshi et al., 2020). Active job searchers often choose companies that can link people with businesses that fit them and vice versa, utilizing green online recruiting platforms.

Green training is defined as educational activities that help the attainment of environmental goals by increasing employees' awareness, knowledge, and skills connected to environmental challenges (Tang et al., 2018; Khalil & Muneenam, 2021). It acts as a continuous process to update workers' skills for sustainable development (Liu et al., 2021) and gives employees the authority to match organizational performance with environmental priorities. Environmentally responsible performance evaluation is a component of green employee appraisal (Shafagatova & Van Looy, 2021). This includes reducing waste and increasing efficiency by utilizing virtual systems rather than paper-based techniques. Since feedback is given through digital channels, it is essential for coordinating individual performance with the sustainability objectives of the company (Shafagatova & Van Looy, 2021).

Environmental Performance

Green training is defined as educational activities that help the attainment of environmental goals by increasing employees' awareness, knowledge, and skills connected to environmental challenges (Tang et al., 2018; Khalil & Muneenam, 2021). It acts as a continuous process to update workers' skills for sustainable development (Liu et al., 2021) and gives employees the authority to match organizational performance with environmental priorities.

Environmentally responsible performance evaluation is a component of green employee appraisal (Shafagatova & Van Looy, 2021). This includes reducing waste and increasing efficiency by utilizing virtual systems rather than paper-based techniques. Since feedback is given through digital channels, it is essential for coordinating individual performance with the sustainability objectives of the company (Shafagatova & Van Looy, 2021).

Employee Commitment

In the literature, academics have defined employee green behavior as a particular kind of pro-environmental conduct that occurs in the workplace (Chaudhary, 2020; Rubel et al., 2021). One of the many ways used by organizations and institutions to increase their environmental performance and hit sustainability goals is employee commitment toward going green. Furthermore, Rubel et al. (2021) have explained commitment toward green human resource management practices as employees' deliberate actions that lessen the harm caused by their acts. It might involve things like making efficient use of resources, green management activities by firms, waste reduction, saving energy, and recycling (Amrutha & Geetha, 2020). Employees’ commitment towards an organization or institution's approval of green human resource management practices cannot be overlooked since it has an impact on its success.

Theoretical Framework

Social Exchange Theory (SET), on which this study is based, describes relationships as cost-benefit analyses in which people exchange something in the hopes of receiving something in return. According to Kim, Yoon and Zo (2015), SET evaluates commitment based on perceived reciprocity as well as emotions. People maintain relationships when positive returns are anticipated, according to Blau (1968), Cropanzano and Mitchell (2005), and Baldwin (1978), highlighting the reciprocity principle. This reciprocal relationship in the workplace encourages loyalty and accountability. Employees frequently respond by adhering to environmental standards when they see the benefits of organizational programs like GHRM. SET is used in this study to bolster the claim that employee commitment has a major impact on how well GHRM procedures work. Understanding the function of reciprocity aids in determining how long-term environmental objectives may be supported by consistent employee engagement (Kilroy et al., 2023).

Green Employee Recruitment and Environmental Performance

Since companies must first green their people resources in order to meet sustainability targets, green recruitment has a direct impact on environmental performance (Fernando et al., 2019). Businesses can recruit environmentally concerned individuals by selecting applicants who are eager to participate in environmental programs and highlighting green values in job advertising, according to Yusoff et al. (2020). To cut down on paper and increase productivity, businesses also employ digital platforms for hiring, like websites and social media (Suleman et al., 2022). According to Agyabeng-Mensah et al. (2020), virtual interviews and online applications are essential elements of green recruiting, which encourages staff participation in continuous green projects like cutting emissions and waste (Sharma, 2016).

H_1a: There is a positive relationship between green employee recruitment and environmental performance.

Green Employee Training and Environmental Performance

Green recruitment prioritizes employing environmentally conscientious workers, which has a direct impact on environmental performance (Fernando et al., 2019). Job advertisements that emphasize green ideals draw applicants who are motivated to support environmental causes (Yusoff et al., 2020). Utilizing digital platforms such as social media and websites decreases the amount of paper used and increases productivity (Suleman et al., 2022). Interviews and virtual applications encourage continuous staff participation in sustainability initiatives like waste and emission reduction (Sharma, 2016; Agyabeng-Mensah et al., 2020).

H_1b: Green personnel training and institution effectiveness are positively correlated.

Green Employee Appraisal and Environmental Performance

Businesses can use human capital to improve environmental performance through green human resource management (GHRM) (Roscoe et al., 2019). Research highlights the crucial role HR managers play in selecting, educating, and evaluating people who care about the environment (Arda et al., 2018; Roscoe et al., 2019). Additionally, they use assessments to match employee goals with environmental objectives (Renwick et al., 2016) and create and execute pro-environmental performance indicators across enterprises (Roscoe et al., 2019). There is little attention paid to the relationship between green employee assessment and environmental performance in poor nations like Ghana, despite research linking the two (Gilal et al., 2019; Davidescu et al., 2020). In the field of higher education, Camilleri and Camilleri (2020) discover a negative association, whereas Gilal et al. (2019) claim a positive one. Consequently, this study proposes that:

H_1c: Green employee evaluations and business effectiveness are positively correlated.

Mediating role of Employee Commitment on Green HRM Practices and Environmental Performance

Green hiring, training, and appraisal are examples of GHRM practices that have a beneficial impact on employee attitudes and behaviors, which improve environmental performance (Saeed et al., 2019; Ansari et al., 2021). Employee intrinsic motivation and alignment with the company's green values are frequently the foundations of this commitment (Pham et al., 2019). While GHRM influences environmental performance directly and indirectly through mediators like employee engagement (Boxall et al., 2016; Raineri & Paillé, 2016; Pham et al., 2019), role alignment with green strategies increases engagement (Abdelhamied et al., 2023).

Employee engagement and comprehension of the organization's green aims are improved by ongoing involvement in environmental projects (Pham et al., 2019). Devoted staff members assist attaining green goals and make creative contributions to sustainability initiatives (Babiak & Trendafilova, 2011; Nikolaou et al., 2015; Tariq et al., 2016). Green hiring and training promote eco-conscious behavior and culture by building skills and enduring commitment (Abdelhamied et al., 2023). The success of GHRM in enhancing environmental performance ultimately depends on employee commitment (Ansari et al., 2021).

H4a: The association between environmental performance and green hiring practices is mediated by employee commitment.

 H4b: The association between employee green training and environmental performance is mediated by employee commitment.

 H4c: The association between employee green evaluation and environmental performance is mediated by employee commitment.

Conceptual Framework

Wallis (2021) explained conceptual framework to be a network or “a plane” of interconnected concepts that jointly provides a thorough understanding of a phenomenon or phenomena.

Figure 1 displays the conceptual framework that directs this investigation. It demonstrates the direct and indirect relationships between environmental performance and green human resource management (GHRM) practices—more especially, green hiring, green training, and green appraisal—through employee commitment. The direct effects of the three GHRM practices on environmental performance are depicted in H1a–H1c, while the mediating role of employee commitment in these interactions is captured in H4a–H4c. Thus, the framework gives a systematic foundation for empirical validation as well as a schematic depiction of the study's assumptions.

Source: Authors’ Conceptualization

Materials and Methods

The cause-and-effect link between employee commitment (a mediator), environmental performance (a dependent variable), and green human resource management (GHRM) practices (an independent variable) is investigated in this study using a positivist methodology. The study sampled staff members from Ghanaian technical universities who have adopted GHRM using a quantitative approach and an explanatory design. The method of purposive sampling was used. Krejcie and Morgan's (1970) table was used to calculate the sample size of 302, taking into account the 1,382 total population.

Nevertheless, the researcher added 20% of the minimum sample size to account for non-responsiveness and incorrectly completed questionnaires by study participants, as suggested by marketing scholars (Holtom et al., 2022). This increased the study's total sample size to 360 participants. The study's sample size of 360 is within the range of 300 and above, which is recommended for quantitative research (Hair et al., 2017). The Statistical Package for Social Sciences (SPSS) and Partial Least Square Structural Equation Modeling (PLS-SEM 4) were both used to evaluate the data gathered for this study. While PLS-SEM was utilized to test the suggested association between the study variables, SPSS was employed to do descriptive analysis. The average variance extractor (AVE) and standard deviation (SD) of the component variables, along with the respondents' demographic profile, were analyzed.

Results and Discussion

Demographic Characteristics of Respondents

The profile of the respondents is reported in this section. The profile consists of respondents’ gender, age, education, their workplace (the university), and the number of years they have worked there. The results are presented in Table 1.

Table 1. Demographic Characteristics

Source: Field data, 2023

According to Table 1, 166 (52.5%) of the responders were men, while 150 (47.5%) were women. The age group with the highest percentage of responders was 36–45 (43.7%), followed by 26–35 (23.7%), 46–55 (19.6%), over 55 (8.9%), and the smallest group, 18–25 (4.1%). In terms of education, 30.7% were bachelor's degree holders, 5.4% had diplomas, 3.8% held technical or vocational certificates, 1.9% had other degrees, and 58.2% held graduate degrees (Master's or Ph.D.). Technical University 1 (TU1) accounted for 60.1% of the total responses, while Technical University 2 (TU2) accounted for 39.9%. In terms of tenure, 42.7% had been employed at their institution for two to five years, 28.8% for eleven to twenty years, 14.2% for twenty-one to thirty years, 12.7% for six to ten years, and 1.6% for forty-one years or more.

Descriptive Analysis of Constructs

This section reports the descriptive statistics for each of the measures. Scores for all variables were recorded on a Likert scale ranging from “1" (strongly disagree) to “5" (strongly agree). The statistics cover the mean, standard deviation, excess kurtosis, and skewness. The results are presented in Table 2.

Table 2. Descriptive Statistics

Source: Field Data, 2023                                                                                                                          

NOTE: GER=Green Employee Recruitment; GET=Green Employee Training; GEA=Green Employee Appraisal; EMC=Employee Commitment; EVP=Environmental Performance

Table 2 demonstrates that respondents' understanding of environmental performance was generally good, with an overall mean of 3.647 (SD = 0.951) and mean values ranging from 3.215 to 3.785. Green employee recruiting (mean = 3.123, SD = 1.082), green employee training (mean = 3.135, SD = 1.019), green employee appraisal (mean = 3.096, SD = 1.074), and employee commitment (mean = 4.006, SD = 0.797) were among the other GHRM practices that respondents positively acknowledged. While lower standard deviations imply greater participant unanimity, higher ones show more diverse replies.

Common Method Bias (CMB)

A comprehensive analysis of complete collinearity was used to check for the problem of common method bias (CMB) (Kock, 2020). According to Kock (2020), if the partial least squares structural equation modeling (PLS-SEM) model's collinearity assessment at the factor level is more than 3.3, it suggests that the model has problems with common method bias. According to an analysis of the model's factor-level collinearity test, all of the VIF fell between 1.363 and 3.221. Therefore, there is no common-method bias in the model. The results of the collinearity test are displayed in Table 3.

Model Estimation

The PLS-SEM approach was used to analyze and interpret the data that was gathered. The approach was selected due to its suitability for both explaining variance in endogenous variables and evaluating causal-predictive research models (Hair et al., 2017). SmartPLS version 4 was used to assess the data set and estimate the parameters of the measurement and the structural model (Ringle et al., 2022). To determine the correlation between the constructs in the conceptual framework, the measurement model's validity and reliability were examined, and then the structural model was evaluated (Hair et al., 2019; Shmueli et al., 2019).

Measurement Model

Measurement models evaluate the validity and reliability of constructs (Hair et al., 2019). With the exception of items GER4, GER6, EMC1, EMC9, EVP4, and EVP6, which were kept because of their strong construct validity and reliability, Table 3 and Figure 2 demonstrate that the majority of factor loadings surpass the 0.708 threshold.

Due to low loadings and validity concerns, items GER3, GER5, GEA2, and EMC8 were eliminated. Average variance extracted (AVE) values range from 0.530 to 0.695, indicating adequate reliability and convergent validity, while reliability measures Cronbach's alpha (0.819–0.933), rho_A (0.837–0.933), and composite reliability (0.869–0.944) all surpass the 0.7 threshold (Hair et al., 2019; Shmueli et al., 2019).

Common Method Bias (CMB)

A comprehensive analysis of complete collinearity was used to check for the problem of common method bias (CMB) (Kock, 2020). According to Kock (2020), if the partial least squares structural equation modeling (PLS-SEM) model's collinearity assessment at the factor level is more than 3.3, it suggests that the model has problems with common method bias. According to an analysis of the model's factor-level collinearity test, all of the VIF fell between 1.363 and 3.221. Therefore, there is no common-method bias in the model. The results of the collinearity test are displayed in Table 3.

Model Estimation

The PLS-SEM approach was used to analyze and interpret the data that was gathered. The approach was selected due to its suitability for both explaining variance in endogenous variables and evaluating causal-predictive research models (Hair et al., 2017). SmartPLS version 4 was used to assess the data set and estimate the parameters of the measurement and the structural model (Ringle et al., 2022). To determine the correlation between the constructs in the conceptual framework, the measurement model's validity and reliability were examined, and then the structural model was evaluated (Hair et al., 2019; Shmueli et al., 2019).

Measurement Model

Measurement models evaluate the validity and reliability of constructs (Hair et al., 2019). With the exception of items GER4, GER6, EMC1, EMC9, EVP4, and EVP6, which were kept because of their strong construct validity and reliability, Table 3 and Figure 2 demonstrate that the majority of factor loadings surpass the 0.708 threshold.

Due to low loadings and validity concerns, items GER3, GER5, GEA2, and EMC8 were eliminated. Average variance extracted (AVE) values range from 0.530 to 0.695, indicating adequate reliability and convergent validity, while reliability measures Cronbach's alpha (0.819–0.933), rho_A (0.837–0.933), and composite reliability (0.869–0.944) all surpass the 0.7 threshold (Hair et al., 2019; Shmueli et al., 2019).

Table 3. Reliability and Convergent Validity Results

Source: Smart-PLS 4 estimate

VIF = Variance inflation factor; CA = Cronbach's Alpha; CR = Composite Reliability; AVE = Average Variance Extracted

Source: SmartPLS 4 estimate

Mediation Analysis

Mediations are typically used in research to either strengthen or weaken relationships. The research evaluated the role that employee commitment plays in mediating the link between the university's environmental performance and green HRM strategies, such as hiring, training, and evaluating green employees.

In evaluating the effect of green HRM practices—more especially, green hiring, training, and evaluation—on environmental performance, this study looked at the mediating function of employee commitment. According to hypothesis H1a, environmental performance and green hiring practices are positively correlated. Yet, the findings (β = 0.053; t = 0.796; p = 0.426) revealed no significant impact, suggesting that environmental performance in Technical Universities was not predicted by green hiring. This implies that environmentally friendly employment procedures—such as online interviews and job descriptions that include environmental requirements—are not given priority. According to earlier research, green hiring and environmental performance are positively correlated (Fernando et al., 2019; Yusoff et al., 2020; Nisar et al., 2021; Raza & Khan, 2022). These findings run counter to those conclusions. For instance, Nisar et al. (2021) and Raza and Khan (2022) linked green recruitment to increased green behaviors and efficiency, whereas Fernando et al. (2019) contended that green hiring directly affects environmental consequences.

H_1b: There is a positive relationship between green employee training and environmental performance.

The findings (β = 0.261; t = 3.469; p < 0.001) demonstrated a significant positive impact in support of the second hypothesis, which states that green employee training improves environmental performance. This shows that staff members at Technical University receive environmental training that improves their knowledge, abilities, and eco-friendly behaviors, such using less paper and conserving energy. Training programs with an environmental focus aid in promoting sustainability issues and green principles. According to earlier research (Rawashdeh, 2018; Fernando et al., 2019; Roscoe et al., 2019; Yusoff et al., 2020; Nisar et al., 2021; Suleman et al., 2022), green training has a major positive impact on both organizational success and environmental efficiency. These findings are consistent with those findings. For example, Suleman et al. (2022) underlined green training as crucial for reducing environmental degradation, whereas Rawashdeh (2018) stressed that green HRM activities like training improve environmental performance.

H_1c: There is a positive relationship between green employee appraisal and environmental performance.

The findings (β = 0.191; t = 2.353; p = 0.019) showed a substantial positive effect, supporting the third hypothesis that green employee appraisal improves environmental performance. Technical colleges use audits, eco-friendly behavior in performance assessments, and green goal-setting to evaluate their staff' environmental efforts. These procedures are consistent with earlier research showing a favorable relationship between green appraisal and environmental performance by Ardiza et al. (2021), Gilal et al. (2019), Roscoe et al. (2019), and Davidescu et al. (2020). In contrast, Yusoff et al. (2020) and Camilleri and Camilleri (2020) found a negative correlation.

H_2a: Employee commitment mediates the relationship between employee green recruitment and environmental performance.

According to hypothesis H2a, the relationship between green hiring and environmental performance is mediated by employee dedication. However, there was no discernible mediation effect in the results (β = -0.125; t = 1.630; p = 0.103). This suggests that the relationship between green hiring and environmental performance in technical universities was not strengthened by employee engagement. The results are in contrast to previous research by Ansari et al. (2021) and Anindita and Rapiah (2023), which highlighted the importance of employee engagement in improving environmental outcomes and GHRM efficacy.

H_2b: Employee commitment mediates the relationship between employee green training and environmental performance.

The findings (β = -0.048; t = 0.561; p = 0.575) demonstrated that employee commitment did not mediate the association between green training and environmental performance, in spite of the fifth hypothesis. This implies that staff members are not completely embracing the institutions' green training programs. The results run counter to those of Ansari et al. (2021), who found that green training improves employees' eco-friendly practices.

H_2c: Employee commitment mediates the relationship between green employee appraisal and environmental performance.

The results showed no significant mediation between green employee appraisal and environmental performance and employee commitment (β = -0.117; t = 1.158; p = 0.247). This implies that employees oppose imposing fines for not meeting green goals or including green responsibilities into evaluations. These results stand in contrast to those of Hossain et al. (2022), who discovered that employees commitment has a significant impact on green performance through appraisal practices, and Muisyo and Qin (2021), who observed that organizational culture and employee commitment mediate the relationship between green HRM and performance.

Conclusion

Although the field of green HRM seems to be in its infancy, institutions have been forced to adopt green HRM practices, with an emphasis on green hiring, green training, and green appraisal, as a result of growing awareness of the significance of environmental issues. Noticeably, most institutions have positive feelings about the environment and, as a result, show much commitment and excellent performance towards green institutions, but the challenge they face is the behaviors of their employees regarding green initiatives. In order to identify its possible effects on human resource management-related issues, the impact of green HRM is complex and needs regular monitoring and assessment. Green human resource management calls for certain HR procedures and guidelines that align with the environment, economics, and social culture—the three pillars of sustainability.  The following conclusion was reached in light of the study's findings: Environmental efficiency was shown to be favorably and significantly impacted by two of the study's three components (green employee training and green employee assessment), while environmental performance was not positively predicted by green employee recruiting. Nevertheless, the association between GHRM practices and environmental performance was not mediated by employee commitment either. Given the low commitment of employees to environmental sustainability, management of Technical Universities should amplify GHRM practices through Human Resource Managers to create awareness. Technical Universities’ Human Resource Management Practices should mirror environmental sustainability and everybody should be inclusive.

Implication to Theory and Practice

Implication to Management

The study calls on technical university HR managers to advance Green HRM by encouraging employee dedication and increasing environmental awareness.

Implication to Academia

By offering empirical proof of the connection between environmental performance and employee engagement in the context of green HRM practices, the study's findings have filled a knowledge vacuum.

Implication to Society

Organizational leaders have a better chance of achieving a healthy environmental performance in the community they serve if they give priority to efforts that raise awareness and use green HRM practices to increase employee involvement.

Recommendations

The study recommends the following:

1. Technical university human resource managers ought to educate the public about GHRM practices.
2. Inform staff members on the regulations that must be followed in order to implement green initiatives for environmental sustainability.
3. Determine the causes of the employees' lack of dedication, which minimizes the accomplishment of environmental sustainability.
4. Make reparations to win back employees' dedication to improving Technical Universities' green performance.
5. Green hiring and training programs should be put in place to increase staff members' awareness of environmental concerns and assist them in acquiring green attitudes and competencies that can lead to a long-term dedication to environmental performance.

Acknowledgments: Sincere appreciation is extended by the authors to everyone whose opinions and suggestions helped shape this piece.

Conflict of Interest: None

Financial Support: None

Ethics Statement: None