This study proposes and empirically validates an outcome-based model of green HRM applicable in HEIs in UAE. Drawing on Resource Conversion Theory (COR), the study argues that the conservation of existing resources and the pursuit of new sustainable resources need strategic persuasion through green HRM. The study adopts a quantitative approach to measure the constructs and establish the proposed model’s reliability and validity. Non-probability sampling is applied to collect data employing a structured questionnaire from 250 employees working in five different UAE private HEIs. Data is analyzed through exploratory factor analysis to ascertain the factorial structure of the green HRM model. Further, the utilization of structural equation modeling tests helps to determine the causal relationships between HRM drivers and green outcomes. The result indicates several drivers of green HRM practices in an HEI impact green outcomes both at the employee and organizational levels. The hypothesis testing results suggest that HRM functions such as recruitment and selection, job design, performance management, rewards, and training and development with an underlying emphasis on green policies impacts green outcomes. When employees place central value on green resources, any threat of loss leads to protectionist green behavior or search for alternative sustainable resources. Green HRM is a facilitator of green values, culture, green organizational practices and outcomes. The study also contributes to academic research on green HRM by validating an impact-based model of green HRM specific to the higher education sector identifying green drivers and outcomes. The study contributes to the COR theory by extending its categorization to green resources.