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Mechanisms behind employees’ pro-environmental behaviors have increasingly been attracting scholarly attention. The purpose of this study is to examine how environmentally specific servant leadership contributes to employees’ organizational citizenship behavior for the environment (employee OCBE).

In this research, employees from resort hotels in Central Vietnam were selected as participants. The data analysis was conducted through structural equation modeling and bootstrapping test.

Environmentally specific servant leadership exhibited the positive association with employee OCBE through employee environmental engagement as a mediator. Two moderation mechanisms – organizational support for green behaviors and person-group fit – were also found to serve as enhancers for the effect of environmentally specific servant leadership on employee OCBE.

The research results provide hospitality organizations with a premise for the focus of servant leadership and organizational support around pro-environmental values. It is also vital for practitioners to build the fit between employees and the organization’s pro-environmental values so as to further promote their positive reaction to environmentally specific servant leadership and engagement in pro-environmental behaviors.

The present study marks the confluence between environmentally specific servant leadership and employee OCBE research streams and provides a moderated mediation mechanism to shed light on such a relationship.

The aim of this study is to investigate the employee perceptions of organizational support for environmental behaviours and its impact on innovative environmental behaviours and frequency of involvement in upstream oil and gas supply chain management. The study also examines a new area where environmental work culture has been introduced as a facilitator on the relationship between employees’ perceptions and engagement in supply chain management.

Self-administered questionnaires were used for collecting data from supply chain managers in production arrangement contractor and service provider company in Kuala Lumpur. Partial least squares was used for data analysis.

The findings reveal that supervisory support for environmental initiatives and environmental training is positively related to employees’ perception of organizational support for environmental behaviours, while rewards provided by the organization for environmental behaviours are not associated with it. The employees’ perceptions of organizational support for environmental behaviours have a significant impact on employees’ engagement in environmental behaviours in both forms of employees’ frequency of involvement and employees’ innovative environmental behaviours. The findings also show that environmental work culture moderates positively the impacts of organization’s support practices (supervisory support for environmental initiatives and rewards provided by the organization for environmental) on employees’ perception of organizational support for environmental behaviours.

The study critically examines the possible impact of enablers of engagement in environmental behaviours and how employees’ perceptions of organizational support reflect their engagement towards environmental behaviours of the organizational practices. The findings are useful for supply chain management practitioners in terms of exerting environmental behaviours and facilitating employees’ environmental behaviours in the upstream oil and gas supply chain management sector.

Organizational sustainability has become a priority on many corporate agendas. How to integrate sustainability efforts throughout the organization, however, remains a challenge. The purpose of this paper is to examine two factors that potentially enhance incentive effects on employee engagement in environmental objectives: explicit organizational values for sustainability and the performance objective’s complementarity with incented financial objectives.

The authors employed a quasi-experimental design in which participants were randomly assigned to one of four conditions, including a status quo condition against which the treatments were contrasted. Participants (n=400) were comprised of a cross-section of US employees from a wide range of occupations and industries. A post hoc qualitative analysis provided additional insights.

Incentive effects were enhanced (i.e. preference for the environmental objective was significantly higher) when the environmental project offered complementary benefits for financial objectives, but not when organization values emphasized sustainability. An entrenched status quo bias for financial performance was discerned among a subset of the sample.

Management scholars must pay close attention to the role of implicit norms for financial performance when investigating employee engagement in organizational sustainability efforts. From an applied perspective, framing sustainability objectives to emphasize financial benefits consistent with a financial mission may maximize employee engagement.

This study contributes to understanding of organizational sustainability efforts at the individual employee level of analysis, a conspicuously small part of the organizational research surrounding this topic.

Existing literature acknowledges the role of green human resource management (GHRM) in shaping employees’ pro-environmental behaviour and environmental performance. However, limited studies have investigated the specific impacts of GHRM practices on pro-environmental behaviour from the employees’ perspectives. This study aims to conceptualise GHRM practices as internal resources that can be used to stimulate employee pro-environmental information technology (IT) behaviour.

The hypothesised relationships were tested with the aid of partial least square path modelling of data collected from 333 IT professionals in ISO 14001 companies in Malaysia.

The results suggest that green training and development, performance management and empowerment and participation are essential in stimulating pro-environmental IT behaviour. Besides, the mediating effects of pro-environmental IT behaviour were significant for the impacts of green training and development, performance management and green empowerment and participation on environmental IT performance.

The results indicate that GHRM practices are significant predictors of environmental IT performance, but training and development could be counter-productive to performance unless it stimulates employees’ engagement in pro-environmental behaviour.

This study contributes to the resource-based view of HRM by examining GHRM practices as organisational resources for stimulating employee pro-environmental IT behaviour to support environmental IT performance.

This paper aims to investigate the influence of corporate social responsibility (CSR) on employee engagement (EE) through mediating effect of personal environmental norms (PEN) and employee green behavior (EGB).

The proposed model was validated using 360 employees data from manufacturing and service industries.

The findings confirmed that CSR is the positive and significant driver of EE. The results also demonstrated PEN and green employee behavior partly mediate this relationship.

The finding of this study enriches the existing literature and social outcomes of CSR. Theoretical and practical contributions have been discussed in detail.

The study demonstrates CSR is significantly related to EE, mediated via PEN and EGB, highlighting the necessity for micro-level CSR research. To the best of the authors’ knowledge, this is the first and foremost empirical research that establishes the mediating effects of PEN and EGB between CSR and EE in the Indian context.

The purpose of this two‐part article is to introduce engagement and review key research on engagement‐related factors.

The author conducted a literature search on employee engagement and pilot interviews with ten professionals.

Environment, leadership, job, and individual factors are connected to employee engagement. Environmental engagement factors include congruency between organizational and individual values, the quality of the workplace relationships, and work‐life balance. Leadership engagement factors include vision and integrity. Job engagement factors include the meaningfulness of the job, itsw level of challenge, and the amount of control the employee has on the job. Finally, individual factors related to engagement include resilience, locus of control, active coping style, self‐esteem, neuroticism, and extraversion. The author suggests that the connections (or the match) between organizational, leadership, job, and individual characteristics is particularly relevant for engagement.

The article includes a preliminary investigation of engagement. Further research is needed connecting environmental, leadership, job, and individual engagement factors, and confieming the importance of the “match” for engagement.

The implications are that leaders should be educated on engagement, that career development opportunities are particularly important, that performance improvement professional should champion work‐life balance, and that initiatives enhancing workplace relationships are likely useful to increase engagement.

This paper connects research on various engagement factors, making it easier for performance improvement professional to gain an introductory yet holistic view of the topic.

The environmental sustainability of manufacturing firms may begin with employees' green initiatives. Consequently, there is a need to examine how green human resource management (GHRM) promotes green creativity among manufacturing employees. This study aims to ascertain whether manufacturing employees' environmental-felt responsibility (EFR) and work engagement with eco-initiatives (WEEI) serve as a serial mediation mechanism for the relationship between GHRM and green creativity. Further, the quality of green communication (QGC) moderated the link of GHRM with EFR and WEEI.

The data were garnered from 408 managers in Pakistani manufacturing firms and analysed using partial least squares structural equation modelling.

The findings revealed a significant and positive association of GHRM with green creativity, EFR and WEEI. Similarly, EFR and WEEI demonstrated significant and positive relationships with green creativity. Furthermore, EFR and WEEI mediated the relationship between GHRM and green creativity. Moreover, this relationship was also serially mediated by EFR and WEEI. Additionally, QGC moderated the relationship of GHRM with EFR and WEEI.

Anchored on the self-determination theory integrated with a resource-based view, this study provides novel empirical evidence by investigating the mechanisms and boundary conditions between GHRM and green creativity nexus.

This paper tests a research model that examines work engagement (WENG) as a mediator between green human resource management (GHRM) and absenteeism and green recovery performance.

To gauge the aforesaid linkages, the authors used data collected from employees and their supervisors in the international five-star chain hotels in Istanbul, Turkey. One-hundred and eighty-two respondents completed the surveys.

GHRM fosters WENG. As predicted, WENG alleviates absenteeism and triggers green recovery performance. Employees' favorable perceptions of GHRM (cognitive evaluation) give rise to higher WENG (emotional response), which in turn directs their behaviors such as reduced absenteeism and higher green recovery performance (behavioral response).

No empirical study has gauged the linkage between GHRM and WENG and nonattendance behavior or absenteeism so far. Moreover, there are few empirical pieces in the current literature that have tested the mechanism through which GHRM is associated with green and/or nongreen outcomes.

Prior research in the human resources management fields focused primarily on one type of employees’ pro-environmental behaviors yet failed to empirically investigate interrelationships among the distinct dimensions of their pro-environmental behaviors. To build a deeper understanding of the psychological process in becoming an environmental activist in the workplace, this study aims to examine the interrelationships among frontline employees’ green autonomous motivation, green external motivation, environmental concern, self-efficacy and three types of pro-environmental behaviors (i.e. green idea generation behavior, green idea promotion behavior and green idea activist behavior).

With the survey method, the data were collected from frontline employees working at hospitality enterprises in South Korea. This study analyzed the collected data, including frequency analysis, reliability analysis, correlation analysis, confirmatory factor analysis and structural equation modeling.

The empirical results showed that autonomous motivation significantly influenced environmental concern, self-efficacy, green idea generation behavior and green idea promotion behavior. Also, external motivation significantly affected environmental concern, self-efficacy and green idea promotion behavior. Furthermore, environmental concern had significant influences on self-efficacy and green idea promotion behavior, and self-efficacy had significant effects on green idea generation behavior and green idea promotion behavior. Finally, green idea activist behavior was significantly influenced by green idea generation behavior and green idea promotion behavior only.

This study proposes managerial implications to hospitality organizations and public policymakers for maximizing the effectiveness and efficiency of their green initiatives via frontline employees’ green idea activist behavior.

Based on the empirical findings, this study proposes several theoretical and practical implications for the extant literature and the service industry in the context of frontline employees’ three types of pro-environmental behaviors from their working motivation.

The purpose of this paper is to examine how small- and medium-sized organisations that were already participating in recognised sustainability programmes in Iowa, USA, in how they were utilising activities normally associated with human resources (HRs) to implement sustainability – activities included communication, engagement, incentives and recruitment and retention.

The authors were interested in how small- and medium-sized enterprises (SMEs) were utilising HR functions to implement sustainability. This was an exploratory, qualitative research study utilised semi-structured interviews to obtain data.

Based on the findings, some of the functions are being utilised more than others, with some activities not being implemented at all.

This research offers empirical research on how sustainability is achieved in SMEs.

This paper outlines some practical methods that any SME could utilise to help implement sustainability within an organisation.

This paper adds empirical research on how SMEs are implementing sustainable practices into their operations by using activities normally associated with the HR department.