Green human resource management and the making of a sustainable campus culture at Universitas Kristen Indonesia

Siregar, Edison and Simbolon, Bintang R. and Fernando, Agustinus (2026) Green human resource management and the making of a sustainable campus culture at Universitas Kristen Indonesia. International Journal of Management and Economics, 8 (1). pp. 11-17. ISSN 2664-7079

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Abstract

Universities often say they care about sustainability, yet the everyday reality on campus does not always match that ambition. This study looks at how Green Human Resource Management (Green HRM) can play a quiet but decisive role in shaping a more sustainable campus culture at Universitas Kristen Indonesia. The idea is simple: when people—lecturers, staff, students—begin to see sustainability as part of their work and identity, cultural change slowly gains momentum. But getting there is rarely straightforward. Using a qualitative exploratory approach, the study draws on open–ended questionnaires, observations of daily campus routines, and a review of institutional documents. The goal was to understand how people at UKI think about environmental issues, how they actually behave, and how HR-related practices—recruitment, training, performance expectations, small incentives—might either support or weaken sustainable habits. Several themes emerged. Awareness of environmental problems is generally high, but behaviour does not always follow, especially when facilities are limited or when sustainability is seen as “additional work.” At the same time, subtle shifts are visible: students experimenting with waste sorting, lecturers weaving sustainability into class discussions, and staff showing interest in training that feels practical rather than symbolic. What stands out from the findings is that Green HRM works best when it feels embedded in the everyday life of the university, not imposed from above. Small, consistent HR actions—clear messages during recruitment, meaningful training, recognition for green initiatives—help create that sense of shared purpose. The study argues that universities like UKI can develop a stronger sustainability culture not by launching one grand programme, but by aligning HRM practices with the values they hope to cultivate.

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