Employee Green Behavior

Norton, Thomas A.; Parker, Stacey L.; Zacher, Hannes; Ashkanasy, Neal M.

doi:10.1177/1086026615575773

Cited by 580 publications

(293 citation statements)

References 104 publications

(174 reference statements)

Supporting

Mentioning

284

Contrasting

Unclassified

Order By: Relevance

“…It can be defined as the behaviors demonstrated by employee that have a beneficial effect on environment (Unsworth, Dmitrieva, & Adriasola, 2013). Employee green behavior has been described as workplace specific form of pro-environmental behavior by researchers in the literature (Ones & Dilchert, 2012;Norton, Parker, Zacher, & Ashkanasy, 2015). Further, Stern (2000) has explained employee green behavior as an intentional behavior of employee that helps to reduce negative impact of human actions.…”

Section: Employee Green Behaviormentioning

confidence: 99%

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Chaudhary

2019

Corp Soc Responsibility Env

401

247

View full text Add to dashboard Cite

This study was conducted with an objective to understand the role of green human resource management (GHRM) in fostering environmental performance of employee. Specifically, it examines the impact of GHRM practices on employee green performance behaviors (task related and voluntary) with organizational identification as a mediator and employee personal environmental values and gender as moderators. Three hundred one employee from automobile sector in India participated in the study. Using cross‐sectional research design, the proposed research model was tested with the help of hierarchical regression analysis. GHRM was found to significantly predict both task‐related and voluntary employee green behaviors. Organizational identification significantly mediated the effect, whereas gender and environmental values failed to moderate the relationship between GHRM and employee green behaviors. The study signifies the role of HRM in achieving environmental sustainability and emphasizes on the urgent need to embed sustainability dimension into HR systems to achieve sustainable development goals.

show abstract

Section: Employee Green Behaviormentioning

confidence: 99%

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Chaudhary

2019

Corp Soc Responsibility Env

401

247

View full text Add to dashboard Cite

show abstract

“…EGB may take a variety of forms, from working sustainably to avoiding harm, conserving, influencing, and taking initiative and from the taskrelated to more extrarole forms (see Norton, Parker, Zacher, &Ashkanasy, 2015, for further discussion regarding the range of behaviors that fall into each category). Such behaviors are usually prioritized as secondary to work performance (Unsworth & Tian, 2018) and thus require motivational engagement from employees (see also Norton et al, 2015). This definition differs to broader terms such as pro-environmental behavior (PEB) or green behavior that are often used to refer to more general environmental actions that are not work context specific (see, e.g., Stern, 2000).…”

Section: Defining and Promoting Egbmentioning

confidence: 99%

“…A range of behavior change techniques have been proposed to help promote PEB; however, interventions have enjoyed mixed success (e.g., Abrahamse, Steg, Vlek, & Rothengatter, 2007;Norton et al, 2015;Semmel, Klein, Ones, Dilchert, & Wiernik, 2012;Steg & Vlek, 2009), and there has been limited examination of interventions within the workplace (Dumont et al, 2017;Paillé & Raineri, 2015;Unsworth, 2015;Young et al, 2015). Although studies have increased our knowledge of behavior within the domestic setting, much less is known about the effectiveness of behavior change techniques with regard to EGB specifically (Dumont et al, 2017;Paillé & Boiral, 2013).…”

Section: Defining and Promoting Egbmentioning

confidence: 99%

Can green behaviors really be increased for all employees? Trade‐offs for “deep greens” in a goal‐oriented green human resource management intervention

et al. 2019

View full text Add to dashboard Cite

This study explores the complex interaction between psychological and goal-relevant boundary conditions that influence levels of individual engagement in a green human resource management (HRM) intervention designed to encourage employee green behavior (EGB).Data were collected from 1,112 employees in an automobile manufacturing plant.Consistent with goal-setting theory, the level of feedback received predicts EGB.However, a three-way interaction demonstrates how employees with high levels of autonomous motivation do not gain the expected benefits of high feedback and high goal commitment in the enactment of EGB. Instead, only those with weak autonomous motivation are affected by these goal-related constructs. Findings suggest that both goal-setting and self-determination theories are relevant to green HRM interventions. Managers should consider that interventions that are effective for employees who do not have strong autonomous motivation towards the environment may not be effective for those who do.

show abstract

“…In recent years, scholars have recognized the importance of employees' proenvironmental behaviors such that a growing body of research has begun to emerge (Norton et al, 2015;Paillé, Chen, Boiral, & Jin, 2014). However, despite the previous literature, numerous issues remain misunderstood.…”

Section: Introductionmentioning

confidence: 99%

Promoting employee's proenvironmental behavior through green human resource management practices

Saeed

Afsar

Hafeez

et al. 2018

Corp Soc Responsibility Env

631

637

View full text Add to dashboard Cite

Success of organizational initiatives for environmental sustainability hinges upon employees' proenvironmental behaviors. One of the contemporary important challenges faced by HR professionals is to ensure proper integration of environmental sustainability into human resource policies. The green human resource management (green HRM) has emerged from organizations engaging in practices related to protection of environment and maintaining ecological balance. The aim of this study is to examine the effects of green HRM practices (green recruitment and selection, green training and development, green performance management and appraisal, green reward and compensation, and green empowerment) on employee's proenvironmental behavior. Moreover, this study is going to test the mediating effect of proenvironmental psychological capital and the moderating effect of environmental knowledge on green HRM practices-proenvironmental behavior. Data from 347 employees working in coal generating, power industry, food, chemical, and pharmaceutical industries were collected. Results revealed that green HRM practices positively affected employee's proenvironmental behavior, and proenvironmental psychological capital mediated this link. Employee's environmental knowledge moderated the effect of green HRM practices on proenvironmental behavior. KEYWORDS green empowerment, green HRM, green performance management and appraisal, green recruitment and selection, green reward and compensation, green training and development, proenvironmental behavior, psychological capital

show abstract

Employee Green Behavior

Cited by 580 publications

References 104 publications

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Can green behaviors really be increased for all employees? Trade‐offs for “deep greens” in a goal‐oriented green human resource management intervention

Promoting employee's proenvironmental behavior through green human resource management practices

Contact Info

Product

Resources

About