Associations between organisations’ motivated workforce and environmental performance

Abstract

Purpose

This study aims to investigate the association between a motivated and prepared workforce and environmental performance.

Design/methodology/approach

Self-administered surveys were used to collect data for the study from 300 organisations operating in Australia. Confirmatory factor analyses were used to test the robustness of the various measurement models, and structural equation modelling was used to test the two propositions for this study.

Findings

The results identify significant associations between affective commitment, employee performance process and training and enhanced environmental performance, which is mediated through the value-creating processes, work practices, process improvement and innovation process. Also, there is a set of sequential associations between work practices and process improvement and well as process improvement and innovation process.

Practical implications

The study has identified specific management practices that enhance environmental performance. The findings add to the body of knowledge because previous studies focused on general conceptual rather than actual management practices. The implications for practice are that organisations should enhance organisational affective commitment to their environmental strategy, tailor employee performance processes and provide regular, specific training to employees to improve processes that lead to better environmental performance.

Originality/value

Results, mentioned in findings above, provide some specificity to associations that had been illustrated and explained previously in an abstract or conceptual framework. A framework of identified associations provides a basis for future research and for practical application to assist with organisational environmental performance as part of a corporate sustainability strategy.

Citation

Rae, K., Sands, J. and Gadenne, D.L. (2015), "Associations between organisations’ motivated workforce and environmental performance", Journal of Accounting & Organizational Change, Vol. 11 No. 3, pp. 384-405. https://doi.org/10.1108/JAOC-10-2013-0090