Changing Organizational Energy Consumption Behaviour Through Comparative Feedback

Siero, Frans W.; Bakker, Arnold B.; Dekker, G. B.; Burg, M. T. C. Van Den

doi:10.1006/jevp.1996.0019

Cited by 247 publications

(219 citation statements)

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“…This quotation also suggests that comparison of groups within the organisation, in terms of their environmental behaviour, might have an increased effect on behaviour change as suggested by the literature (Siero et al, 1996), although it should be noted that many respondents did not like the idea of competition between sites largely because they viewed the sites as being very different ("The difficulty is…sites… can be so different…that sometimes having a bit of competition could be quite demoralising really for certain properties" (Day Manager, Site 4)). The qualitative data suggested that feedback is motivating the staff (consistent with Carrico & Riemer, 2011) and that it should be detailed, accurate and clear to motivate the employees.…”

Section: Perceived Information Adequacymentioning

confidence: 81%

“…For example, by making salient the relationship between behaviours and outcomes, feedback promotes residential energy conservation, particularly when the feedback closely follows the behaviour and is of a high quality such as using home energy meters or product-integrated feedback displays (Carrico & Reimer, 2011). When employees received feedback that compared their behaviour to the behaviour of other groups, the energy savings were greater than those achieved in a basic behavioural change programme (Siero et al, 1996). They note this behavioural change took place with hardly any changes in attitudes or intentions.…”

Section: Perceived Information Adequacymentioning

confidence: 98%

“…Numerous differences exist regarding the motivation for employees' environmental behaviour (Andersson, Shivarajan & Blau, 2005) which were outlined in early studies of employee environmental behaviour which compare directly with individual's household environmental behaviour. In general, employees do not have the same financial interest in the workplace as they do at home, are not typically concerned with their energy usage and have little context for how much energy they use because devices are often shared by multiple employees (Siero, Bakker, Dekker & van den Burg, 1996;Carrico & Riemer, 2011). However, Carrico and Riemer (2011) argue that 10 employees are a captive audience and thus can be targeted through low-costs means, such as e-mails and e-newsletters, and these barriers should not be difficult to overcome.…”

Section: Employee Environmental Behaviourmentioning

confidence: 99%

“…Individual factors which have been studied include attitudes and beliefs (Jones, 2010;Chun, Shin, Choi & Kim, 2013;Manika, Wells, Gregory-Smith & Gentry, 2014), norms (Scherbaum, Popovich & Finlinson, 2008;Carrico & Riemer, 2011), self-efficacy (Smith & O'Sullivan, 2012), habit (Siero et al, 1996), motivation (Lee, De Young & Marans, 1995;Tudor, Barr & Gilg, 2008), knowledge (Siero et al, 1984) and socio-demographics (Wehrmeyer & McNeil, 2000). The most comprehensive study of employee environmental behaviour within the tourism literature focused on individual (individual environmental beliefs, personal environmental norms, self-reported environmental behaviour) and organisational variables (green organisational climate) as well as demographics to explain employee behaviour (Chou, 2014).…”

Section: Employee Environmental Behaviourmentioning

confidence: 99%

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Heritage tourism, CSR and the role of employee environmental behaviour

et al. 2015

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. (2015) 'Heritage tourism, CSR and the role of employee environmental behaviour.', Tourism management., 48 . pp. 399-413. Further information on publisher's website:http://dx.doi.org/10.1016/j.tourman. 2014.12.015 Publisher's copyright statement: NOTICE: this is the author's version of a work that was accepted for publication in Tourism Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be re ected in this document. Changes may have been made to this work since it was submitted for publication. A de nitive version was subsequently published in Tourism Management, 48, June 2015, 10.1016/j.tourman.2014.12.015 . Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

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Section: Perceived Information Adequacymentioning

confidence: 81%

Section: Perceived Information Adequacymentioning

confidence: 98%

Section: Employee Environmental Behaviourmentioning

confidence: 99%

Section: Employee Environmental Behaviourmentioning

confidence: 99%

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Heritage tourism, CSR and the role of employee environmental behaviour

et al. 2015

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“…For example, the themes of end-user engagement and team-based approaches (both central to socio-technical thinking) have been found to play a key role in sustainability initiatives (e.g., Rothenberg, 2003;Siero, Bakker, Dekker, & Van Den Burg, 1996).…”

Section: Environmental Sustainability In the Workplacementioning

confidence: 99%

Advancing socio-technical systems thinking: A call for bravery

Davis¹,

Challenger²,

et al. 2014

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Socio-technical systems thinking has predominantly been applied to the domains of new technology and work design over the past 60 years. Whilst it has made an impact, we argue that we need to be braver, encouraging the approach to evolve and extend its reach. In particular, we need to: extend our conceptualization of what constitutes a system; apply our thinking to a much wider range of complex problems and global challenges; and engage in more predictive work. To illustrate our agenda in novel domains, we provide examples of socio-technical perspectives on the management of crowd events and environmental sustainability. We also outline a research and development agenda to take the area forward. Highlights A wider conceptualization of what constitutes a system, e.g., crowd events.  A wider range of applications, to include global challenges, e.g., sustainability.  Framework for more predictive analysis, e.g., to identify and mitigate risks.  Retrospective case studies to generate lessons for use predictively.  Research and development agenda to advance socio-technical practice. KeywordsSystems; Crowds; Sustainability; Prediction 3 IntroductionSocio-technical systems theory has enjoyed around 60 years of development and application internationally by both researchers and practitioners (e.g., Baxter & Sommerville, 2011; Carayon, 2006;Cherns, 1976Cherns, , 1987Clegg, 2000;Eason, 1988Eason, , 2007 Mumford, 1983Mumford, , 2006Pasmore & King, 1978;Trist & Bamforth, 1951;van Eijnatten, 1997;Waterson, 2005). The over-arching philosophy, embracing the joint design and optimization of organizational systems (incorporating both social and technical elements), has maintained its practical relevance and has seen increasing recognition and acceptance by audiences outside the social sciences (Eason, 2008). Such successes can be attributed, in part, to the continuing evolution of sociotechnical systems thinking and practice.In this paper, we argue that people engaged in socio-technical thinking need to extend their conceptualizations of 'systems', apply the core ideas to new domains reaching beyond the traditional focus on new technologies, and, at the same time, become involved in predictive work. The underlying call is to be braver in all three respects.To these ends, we first reflect upon the progress of socio-technical systems thinking to-date and the impact it has achieved. We then make the case for extending socio-technical systems theory to new domains. To do this, we describe a framework for socio-technical analyzis and design which we use to provide two illustrative examples of its application in novel settings. In each of the examples we identify the potential and importance of undertaking predictive work. We then outline a research and development agenda that will help take the domain forward. We argue that the application of socio-technical thinking to new areas may help address significant contemporary challenges, thereby extending our social impact and reach, and, at the same time, offering opportunit...

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Environmentally Sustainable Work Behavior

Davis

Challenger

2015

Wiley Encyclopedia of Management

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Promoting environmentally sustainable work behavior has rapidly increased as an area of interest in recent years for Organisational Behavior (OB) scholars. This article summarizes how the field has emerged from the broader sustainability agenda, describes the most influential theories and discusses the behavioral techniques employed in intervention studies. Major challenges and opportunities for research into environmentally sustainable work behavior are identified in particular, the need to integrate the diverse literature and utilize common methods and measures to aid theoretical advancement.

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Changing Organizational Energy Consumption Behaviour Through Comparative Feedback

Cited by 247 publications

References 9 publications

Heritage tourism, CSR and the role of employee environmental behaviour

Heritage tourism, CSR and the role of employee environmental behaviour

Advancing socio-technical systems thinking: A call for bravery

Environmentally Sustainable Work Behavior

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