Sutton, AnnaCooper-Thomas, HelenaSheeran, Zane2026-02-232026-02-232026-02https://hdl.handle.net/10289/17951As two global challenges - climate change and mental health crises - intensify, organisations are increasingly being called to address both environmental sustainability and human well-being. In this thesis, we investigate whether environmental sustainability within organisations can simultaneously support the natural environment and enhance positive human outcomes, specifically, well-being and performance. Grounded in the theories of Person-Organisation fit and Self Determination, we address the overarching question: Can sustainability in organisations enhance the well-being and performance of employees? This thesis consists of four interconnected studies, that each explored key parts of this question using diverse populations and research methods. Study One (N = 292 ) used a cross-sectional design to examine whether university students who perceive their institutions as more environmentally sustainable report higher levels of well-being, and whether this relationship is moderated by their environmental attitudes. Study Two (N = 199) focused on an employee population and assessed how perceived organisational sustainability relates to both employee well-being and job performance using a cross-sectional design. It also tested whether sustainability mediates the relationship between well-being and performance, offering novel insights into the mechanisms linking sustainability and human outcomes. Study Three (N = 628 [T1], 493 [T2]) used network analysis to examine the interconnectedness of sustainability with work-related and employee variables over time. Finally, Study Four (N =72) used a mixed methods intervention-based design with a waitlist control to investigate potential causality, testing whether increasing employees’ perceptions of their workplaces’ sustainability could influence their well-being and performance. The findings indicate that environmental sustainability within organisations is positively related to both well-being and performance. Study One showed students who perceived their institution as more environmentally sustainable reported higher well-being, independent of their personal environmental attitudes. Study Two showed that sustainability and well-being independently predicted job performance, with sustainability adding explanatory value beyond well-being and partially mediating the well-being–performance relationship. Study Three demonstrated stable interconnections between sustainability, well-being, performance, and person–organisation fit over time. Finally, Study Four provided initial evidence for potential causal effects. Combined, these findings have important implications for organisations and their leadership. By authentically embedding sustainability into core workplace strategy and culture, organisations can not only address pressing environmental challenges and reap the related benefits such as increased public image, but also cultivate healthier and higher-performing employees.enAll items in Research Commons are provided for private study and research purposes and are protected by copyright with all rights reserved unless otherwise indicated.Thesis