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Purpose This study aims to explores how green human resource management (GHRM) and ethical leadership (EL) influence employee-perceived sustainable organizational performance (SOP), focusing on the mediating role of corporate social responsibility (CSR) orientation. Design/methodology/approach Drawing on the resource-based view (RBV) and ability–motivation–opportunity (AMO) theories, this study uses a time-lagged survey of 310 banking employees in the United Arab Emirates. Partial least squares structural equation modeling was used to test the proposed model. Findings Both GHRM and EL significantly enhance CSR orientation. CSR orientation, in turn, strongly predicts SOP and mediates the relationship between GHRM, EL and SOP. Practical implications Bank managers should embed sustainability into HR practices and leadership development to foster CSR-oriented behaviors, leading to improved sustainable performance perceptions. Social implications Internal CSR values promoted through HRM and leadership can enhance employees’ environmental and social behaviors, supporting national and global sustainability goals. Originality/value This study contributes to CSR literature by integrating RBV and AMO theories to examine how internal organizational factors influence CSR orientation and sustainability outcomes at the employee level, especially in a Middle Eastern context.
Alwali et al. (Mon,) studied this question.