Green Human Resource Management (GHRM) is a crucial strategy for advancing environmental sustainability, with leadership playing a pivotal role in achieving Corporate Sustainability Performance (CSP). This study explores the relationship between GHRM practices and CSP in Ghanaian public universities (University of Ghana; Kwame Nkrumah University of Science and Technology; University of Education, Winneba; University of Cape Coast; Akenten Appiah-Menka University of Skills Training and Entrepreneurial Development; University for Development Studies) focusing on the mediating role of Top Management Values (TMV). It identifies the most and least adopted GHRM practices, the challenges in their implementation, and assesses the level of CSP in these institutions. Furthermore, the study examines how GHRM directly influences CSP while evaluating the mediating effect of TMV.
Moreover, the research is grounded in a pragmatist philosophy and employs a mixed-method concurrent design. The study targeted 15 public universities in Ghana, selecting six universities with a combined workforce of 19,485 academic and non-academic staff. A multi-stage sampling method was applied for quantitative data, including stratified and random sampling, while purposive sampling was used for qualitative data. A sample size of 600 was estimated using the Taro Yamane formula, with 560 valid responses collected for the quantitative study whiles 12 out of 19 interviewees participated in qualitative interviews. Quantitative data were analysed using multiple regression, while qualitative data were analysed through thematic analysis.
Therefore, the findings include:
1.Most & Least Common GHRM Practices: Green Discipline (GD) was the most common practice (mean = 2.48), while Green Performance Evaluation (GPE) was the least practiced (mean = 2.44), hindered by knowledge gaps and structural barriers.
2. Challenges in GHRM Implementation: Key challenges include a lack of awareness, poor monitoring, financial constraints, and resistance to change. Solutions centre on increasing awareness, education, and collaboration.
3. CSP Level: CSP was high (mean = 3.75/5.0), driven by environmental, social., and economic factors, with GHRM practices and leadership serving as key drivers.
4. Impact of GHRM on CSP: GHRM practices, particularly Selection & Recruitment(SR), Job Design & Analysis (JDA), and Performance Evaluation (PE), significantly contribute to CSP (p<.05).
5. Mediating Role of TMV: TMV positively mediates the relationship between GHRM and CSP, enhancing the GHRM-CSP link, most paths show positive mediation effects(e.g., GRS → VR → CSPF = 0.222; PE → PC → CSSE = 0.25).
Based on the findings, it implies that there is a need for a comprehensive GHRM plan to address awareness gaps, financial constraints, and resistance to change through collaboration in Ghanaian public universities. It also highlights the importance of leveraging CSP indicators for continuous improvement by the Ghanaian university top management. The study concludes that aligning GHRM practices with TMV is vital for improving CSP in Ghanaian public universities. In effect, the research underscores the unique mediating role of TMV and offers practical recommendations for university administrators. The study recommends that, universities must adopt GHRM practices, train employees, engage stakeholders, monitor progress, and secure funding to enhance corporate sustainability performance.