Reducing carbon emissions through employee participation: evidence from Australia

Markey, Ray; McIvor, Joseph; O’Brien, Martin; Wright, Chris F.

doi:10.1111/irj.12238

Cited by 24 publications

(14 citation statements)

References 51 publications

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“…An increasingly dire issue regarding the environment currently is its rapid degradation. The main causes are the depletion of natural resources and also other human interventions, such as disproportionate cutting of trees and burning of fossil fuel, which have resulted in carbon emission (Fawehinmi et al, 2020;Gao et al, 2017;Yang et al, 2016), consequently leading to natural disasters and climate change that are negatively affecting people's quality of life and organizations alike (Lukman et al, 2013;Markey et al, 2019;Zhang et al, 2018). As part of countermeasures, most governments, including those of developing countries, have made pledges to global movements, such as AGENDA 2030 (United Nations, 2015), and placed environmental sustainability at the top of their to-do list.…”

Section: Introductionmentioning

confidence: 99%

Exploring the Interplay of Green Human Resource Management, Employee Green Behavior, and Personal Moral Norms

et al. 2020

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The rapid degradation of today’s environment has required the governments and organizations to introduce effective countermeasures. Governments have enforced green policies, and organizations have drawn on these policies to implement environmentally friendly workplace practices. The success of these practices is very much dependent on the employees and the extent of their green behavior. As such, there is a need to determine whether green behavior can be positively influenced by other variables. One of the suggested influencing variables is green human resource management (HRM). Another variable with the potential mediating effect is personal moral norms (PMN). Also, there is a need to examine the interplay of green HRM, employee green behavior (EGB), and PMN within the context of higher education institutions (HEIs) as they also take responsibility for protecting the environment. It is believed that to date, studies of this nature have not involved academics at HEIs in Malaysia. This study aims to examine the mechanism by which green HRM affects EGB of academics at Malaysian HEIs through PMN as mediator. Data were collected through a cross-sectional quantitative survey among 425 academics at five research universities in Malaysia. The analysis was performed using Smart PLS version 3.2.8. There was a positive significant relationship between green HRM and PMN and a positive significant relationship between PMN and EGB. Hence, green HRM had an effect on EGB through the mediating role of PMN. However, there was no significant direct relationship between green HRM and EGB. Other studies have investigated the effects of several mediating variables in the relationship between green HRM and EGB; however, the effect of one variable—PMN—has not been examined. This study, as it investigates the vital aspect of behavioral formation, is believed to be the first study that examines the mediating role of PMN in the interplay between green HRM and EGB of academics. The theoretical and practical implications are discussed in this study.

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Section: Introductionmentioning

confidence: 99%

Exploring the Interplay of Green Human Resource Management, Employee Green Behavior, and Personal Moral Norms

et al. 2020

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“…Additionally, it contributes to the individual level by improving work-life balance and job performance [40]. Previous studies have demonstrated that employee participation is a common practice in the field of SHRM and is considered a competitive advantage for sustainability success [32,41,42]. However, in the literature, little is known about whether the sustainable approach of organizations enhances a participatory environment in issues in addition to the environment.…”

Section: Introductionmentioning

confidence: 99%

Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

et al. 2021

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The dynamic development of the global economy has led to the creation of agile and innovative organizations that need to adapt rapidly to new challenges. For that reason, organizations need to make decisions that help them face uncertain situations and be successful. Research has demonstrated that employee participative decision making (PDM) promotes more innovative, flexible, and sustainable organizations. The present paper examines organizational, cultural, and sustainable factors to discover how these variables affect PDM in the European context. For this purpose, this study focuses on two main objectives: (1) analyzing the impact of a country’s cultural and institutional values (macro level), beyond individual and organizational characteristics (micro and meso levels), on the adoption of PDM in the European context and (2) differentiating among the types of decisions for which employee participation is considered (operational or organizational). To attain these goals, three hierarchical fitted regression models were fitted using data based on the Sixth European Working Conditions Survey (EWCS) and complemented with information from Hofstede’s dimensions, whose scores are obtained from 2010 Hofstede database, and institutional values from the 2015 World Competitive Yearbook (WCY). Results demonstrate that some cultural values are significant for PDM and that sustainability is related to employee participation at the general and operational levels. This allows the conclusion that organizations located in countries with greater sustainability awareness are also those that promote employee participation the most.

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“…The suitability of this framework for exploring employee voice within sustainable HRM is reinforced by the research of Markey et al [10,45]. Their research found support for Cox et al's [21] findings that the breadth and depth of employee voice mechanisms is important within the context of carbon reduction strategies across a range of Australian organisations.…”

Section: Implications and Future Research Directionsmentioning

confidence: 92%

“…While the research finds that employees do affect environmental outcomes through Green HRM, a gap in the literature exists in the consideration of how employees can voice and be part of the drive towards and development of, environmental initiatives. An excep-tion is Markey et al [10,45], who found that employee participation in reducing carbon emission strategies is important, and also that the nature of the employee participation schemes, in terms of quality and quantity, matters. Such a finding within the Green HRM domain of sustainability adds support to our argument that both the role, and the type, of employee voice mechanisms needs to be conceptualised within the growing sustainable HRM literature.…”

Section: The Employee and Sustainable Hrmmentioning

confidence: 99%

“…Arguably, the TUC's Green Workplaces initiative falls within the issues-based partnership approach as it seeks to make the case that a union-management partnership on environmental issues will have "mutual gains" outcomes for workplace innovation, resource efficiency, and improved employment relations. This form of environmental bargaining has been identified as "a potentially important strategic mechanism for developing workplace-level responses to climate change" [45]. In the case of employer driven initiatives, unions may benefit from a "seat at the table" and a voice for workers in how best to design and implement these initiatives and may also help in overcoming potential employee resistance to environmentally friendly practices [61].…”

Section: Trade Unions and Sustainable Hrmmentioning

confidence: 99%

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Employee Voice: The Missing Factor in Sustainable HRM?

2021

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Sustainable Human Resource Management (HRM), has the potential to facilitate organisations development of principles, policies and practices for the challenges of the 21st century. However, to do this we argue a fundamental element in this process has yet to be fully addressed and incorporated into the theory and practice of sustainable HRM; this is employee voice. Additionally, the actual and potential role of trade unions in facilitating employee voice is yet to be conceptualised within sustainable HRM literature. We argue that the development of effective employee voice mechanisms is vital in the implementation and maintenance of sustainable HRM. In this conceptual paper, we outline the nature of the voice architecture, the impact of the employment relationship on voice mechanisms, how it can be effectively measured, and propose a framework for further exploring these concepts. These key factors we identify as critical in implementing and assessing the effectiveness of the relationship between employee voice and sustainable HRM, to potentially serve as a basis of future research into sustainable HRM.

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Reducing carbon emissions through employee participation: evidence from Australia

Cited by 24 publications

References 51 publications

Exploring the Interplay of Green Human Resource Management, Employee Green Behavior, and Personal Moral Norms

Exploring the Interplay of Green Human Resource Management, Employee Green Behavior, and Personal Moral Norms

Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

Employee Voice: The Missing Factor in Sustainable HRM?

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