The growing emphasis on sustainability has compelled higher education institutions to transition from green policies to actionable green practices. However, the success of this transformation largely depends on the effective interplay between Human Resource Management (HRM) and economic factors. This study examines how HR strategies, economic feasibility, and top management support collectively influence the implementation of sustainable practices in higher education institutions. A critical concern addressed in this research is the misalignment of job roles, where academicians are often burdened with administrative or non-academic responsibilities, thereby diluting their core contributions to teaching, research, and sustainability initiatives. The study emphasizes that tasks must be allocated to individuals who possess the appropriate qualifications and competencies, ensuring efficiency, accountability, and optimal utilization of human capital. The mixed-method approach, the research analyses data collected from faculty members, administrative staff, and institutional leaders across selected higher education institutions. The findings reveal that institutions with well-defined HR policies, clear role demarcation, and adequate economic support demonstrate significantly higher levels of successful green practice implementation and the study identifies that when academicians are exclusively engaged in academic and research-oriented activities, their contribution to sustainability through curriculum innovation, research output, and student engagement increases substantially. Conversely, role ambiguity and the diversion of academic staff to non-specialized tasks negatively impact both institutional performance and sustainability outcomes. The research further finds that economic constraints, when strategically managed through proper budgeting, funding allocation, and cost-benefit analysis, can act as enablers rather than barriers to green transformation. Top management support emerges as a critical moderating factor, influencing both HR practices and economic decision-making processes. Institutions that integrate HR competency mapping with financial planning are better positioned to translate sustainability policies into measurable outcomes. The study concludes that effective green transformation in higher education requires a structured HR framework that prioritizes role specialization, protects academic responsibilities, and aligns economic resources with sustainability goals. The researchers in their contribute to the existing literature by highlighting the need for a balanced approach that integrates human resource efficiency and economic rationality to achieve long-term sustainability in higher education institutions.