Asian Research Journal of Arts & Social Sciences

Green Human Resource Management (GHRM) encompasses the integration of environmental objectives into HR functions: recruitment, selection, training and development, performance appraisal, compensation, and employee participation. This study investigates how GHRM practices are adopted and institutionalised within Uganda’s public sector, examining why sustainability-oriented reforms often remain symbolic despite increasing global and national commitments to environmental governance. Guided by Institutional Theory and the Ability–Motivation–Opportunity (AMO) model, the study employs a qualitative multiple-case study design involving 28 participants drawn from ministries, municipal councils, and semi-autonomous regulatory agencies. Data were collected through semi-structured interviews, document reviews, and observations, and were analysed thematically using NVivo 14. The findings reveal that while public agencies increasingly adopt the language of sustainability in HR policies, implementation remains shallow. Coercive and normative pressures from government and donors promote policy adoption, but rigid civil service rules, fragmented coordination, and limited technical capacity constrain operationalisation. Weak incentives and minimal employee participation further undermine motivation and ownership of green initiatives. GHRM adoption thus reflects institutional decoupling, where legitimacy is achieved symbolically rather than through behavioural or structural transformation. To embed GHRM effectively, public agencies should strengthen cross-functional collaboration between HR and environmental units, reform civil service appraisal systems to include green indicators, invest in capacity development, and institutionalise participatory mechanisms that enhance legitimacy and employee engagement. This study extends GHRM research into the public sector of a developing country, demonstrating how institutional constraints and AMO mechanisms interact to shape sustainability implementation. It provides a nuanced, multi-level framework linking external legitimacy pressures with internal behavioural capability in public administration.