Search results

The primary objective of this study was to understand the impact of Corporate Social Responsibility on Employee Green Behavior, examining the mediating role played by Green Human Resource Management Practices and the moderating influence of Employee Green Culture.

To accomplish this, a careful research approach was taken, using a thoughtfully designed random sampling method to encompass 300 banking employees, ensuring a robust representation of the diverse workforce in the banking sector.

The empirical findings identified green human resource management practices as a pivotal mediator and employee green culture as a significant moderator. It elucidated how the strategic implementation of green human resource management practices can act as an amplifier, strengthening the positive effects of corporate social responsibility on employee green behavior. This insight underscores the strategic importance of aligning human resource practices with sustainability goals to further enhance the environmental consciousness of employees. It was revealed that the presence of a nurturing organizational culture, one that encourages and supports environmentally responsible behaviors can significantly bolster the association between corporate social responsibility and green behavior among employees.

These findings underscore the essential role of organizational culture as a catalyst for the successful implementation of corporate social responsibility initiatives and the cultivation of a sustainable corporate ethos. This comprehensive research underscores the profound significance of corporate social responsibility, green human resource management practices and employee green culture in fostering and promoting environmentally responsible behaviors within the banking industry. These findings hold substantial implications not only for businesses but also for policymakers.

The current study aims to examine if the internal marketing and employees’ personal traits can predict their green innovative behavior at the workplace.

A survey was conducted with 683 frontline employees working in four- and five-star hotels in Serbia. Zero-order bivariate correlations among variables and linear multiple regression were conducted to predict green innovative behavior based on internal marketing, personality traits and psychological capital. Binary genetic algorithms were used to segregate the subset of predictors that would be most suitable to describe variance in the outcome.

The results showed that internal communication, incentive and reward systems, work support, work environment, openness and creative self-efficacy were the most important predictors of almost all the phases of green innovative behavior.

The research showed that a multidimensional approach in analyzing green innovative behavior is necessary as some factors can be significant or not so significant predictors. Acknowledging that innovation is a multistage process, entailing distinct activities and requiring varied individual behaviors to accomplish each task, amplifies the importance of this inquiry. Employees’ personal characteristics have direct impact on green innovative behavior in hospitality. Further, the results gave an insight into the possible mix of elements of internal marketing that can be used for boosting employees’ green innovative behavior in hospitality. This is important as implementing effective internal marketing practices empowers organizations to motivate employees to invest discretionary efforts.

本研究旨在探讨内部营销和员工个人特质是否能预测他们在工作场所的绿色创新行为。

在塞尔维亚的四星和五星级酒店中, 对683名一线员工进行了调查。在变量之间进行了零阶双变量相关性和线性多元回归, 以预测基于内部营销、个性特质和心理资本的绿色创新行为。使用二元遗传算法(GAs)将适用于描述结果变异性的预测子集进行分离。

结果显示, 内部沟通、激励和奖励制度、工作支持、工作环境、开放性和创造力自效能是几乎所有绿色创新行为阶段的最重要的预测因素。

研究表明, 分析绿色创新行为需要采用多维度的方法, 因为某些因素可能是更或更少决定性的预测因素。承认创新是一个多阶段的过程, 涉及到不同的活动, 并要求采用不同的个体行为来完成每个任务, 这加强了对这一调查的重要性。员工的个人特征直接影响了酒店业的绿色创新行为。此外, 结果揭示了可以用于促进酒店业员工绿色创新行为的内部营销元素可能的混合。这是重要的, 因为实施有效的内部营销实践使组织能够激励员工投入可自由支配的努力。

El presente estudio examina si el marketing interno y los rasgos de personalidad de los empleados pueden predecir su comportamiento innovador ecológico en el lugar de trabajo.

Se realizó una encuesta a 683 empleados de primera línea que trabajan en hoteles de cuatro y cinco estrellas en Serbia. Se llevaron a cabo correlaciones bivariadas de orden cero y regresiones lineales múltiples (LM) para predecir el comportamiento innovador ecológico en función del marketing interno, los rasgos de personalidad y el capital psicológico. Se utilizaron algoritmos genéticos binarios (AGs) para segregar el subconjunto de predictores más adecuado para describir la variabilidad en el resultado.

Los resultados mostraron que la comunicación interna, los sistemas de incentivos y recompensas, el apoyo en el trabajo, el entorno laboral, la apertura y la autoeficacia creativa eran los predictores más importantes en casi todas las fases del comportamiento innovador ecológico.

La investigación demostró que es necesario un enfoque multidimensional para analizar el comportamiento innovador ecológico, ya que algunos factores pueden o no ser predictores significativos. Reconocer que la innovación es un proceso de múltiples etapas, que implica actividades distintas y requiere comportamientos individuales variados para realizar cada tarea, amplifica la importancia de esta investigación. Las características personales de los empleados influyen directamente en el comportamiento innovador ecológico en la industria hotelera. Además, los resultados ofrecen una visión de la posible combinación de elementos de marketing interno que se pueden utilizar para impulsar el comportamiento innovador ecológico de los empleados en la hotelería. Esto es importante ya que la implementación de prácticas eficaces de marketing interno permite a las organizaciones motivar a los empleados para que inviertan esfuerzos discrecionales.

The present work investigated the effect of corporate social responsibility and top management support on employee ecological behaviour (EEB) with the mediating role of green culture and green commitment. Social identity theory (SIT) was used to describe the association between green culture, green commitment and EEB. Further, a conceptual model that summarises the interaction between perceived corporate social responsibility, top management support, green commitment, green culture and the adoption of ecological behaviour was developed.

The paper opted for a quantitative design using convenience sampling by collecting the data through a structured questionnaire gathered from 308 academics working in five Malaysian higher education institutions.

Corporate social responsibility and top management support positively influence green culture and commitment. Moreover, green commitment positively influenced EEB and fully mediated the relationship between corporate social responsibility and EEB and between top management support and EEB.

The academic staff of universities was the target population of this research. Nevertheless, universities have a diverse population with complex activities that can affect the implementation of a sustainable workplace within the campus. Future research should also examine non-academic staff, including administrative, technical and operational staff, due to different employees' perceptions.

As far as the authors know, this is the first study to assign the mediator role to green culture in a relationship between top management support and EEB amongst academic staff in the Malaysian context. Future research should consider other intervening variables that influence adopting ecological behaviour.

This chapter The Grass Is Greener Where You Water It! delves deeper into explicating Employee Green Behaviour (EGB), which outlines the eco-friendly behaviours practiced by employees. The section provides a more thorough explanation of EGB, including its origins, theoretical foundations, and practical applications in a social and physical environment to create environmentally conscious workplaces. The in-role and extra-role of EGB are discussed to strengthen its execution, and its significance considering the present ecological exigency. This chapter outlines the five-features-hierarchical framework for EGB: Sustainability Initiatives, Non-Harmful Action, Resource Conservation, Peer Influence, and Individual Commitment. The environmental history, ecosystems, and biodiversity and their interaction with humans from the ancient period to the present day are provided. The later unit explores organizational plans to encourage EGB, focussing on the role of HR policies, practices, and systems in nurturing the culture of sustainability within organizations. This chapter reviews current studies on EGB, emphasizing the role of employee engagement, transformational environmental leadership, and corporate culture in promoting green practices. It contributes to the academic literature by analyzing EGB, its relevance, and the effects it can have on organizations and society. It is a great tool for academics, government officials, and business heads to make workplaces environmentally friendly.

The present study intends to study the role of green transformational leadership in promoting green employee behaviour via green employee creativity. The study will draw its foundation from resource-based view and social exchange theory, thereby providing theoretical underpinning to explore the relationship between leadership, creativity and green behaviour.

A survey questionnaire was prepared to collect data to examine the relationship among the variables. Responses of 82 human resource (HR) managers and 488 employees of Indian Information Technology/Information Technology Enabled Services (IT/ITES) firms were used for the study. A 2-1-1 multi-level structural equation modelling (ML-SEM) was performed using Mplus version 8.6 software.

The study reveals significant and positive association for first three hypotheses, i.e. the direct relationship between green transformational leadership, green employee creativity and green employee behaviour. However, the fourth hypothesis is partially supported. Green employee creativity partially mediates the direct relationship between green transformational leadership and green employee behaviour.

By examining how green transformational leadership influences green employee behaviour through the interaction of creativity, the research offers a novel contribution to the field of sustainable organizational practices, enhancing the understanding of leadership, creativity and environmental commitment. The present research addresses pressing societal issues, contributes to more environmentally responsible practices and enhances the understanding of leadership and creativity in today's socially conscious world. Such a holistic examination of these interconnected factors can lead to actionable strategies for organizations to navigate the challenges of environmental responsibility in a rapidly changing world.

This paper aims to investigate the relationship between green human resource management (GHRM) practices and employee innovative work behaviour in the hospital. Although previous studies have examined the association between GHRM and various organisational outcomes, its nexus with employee innovative work behaviour has been largely unexplored.

This study used a quantitative approach and tested hypotheses. The research design adopted both an explanatory and descriptive approach since there were limited past data or studies to reference. The study population was human resource and administrative managers at Korle Bu Teaching Hospital who have implemented GHRM practices. The sample size consisted of 264 respondents, selected using simple random sampling. Data were collected through structured questionnaires.

The collected data were analyzed using descriptive statistics, correlation and regression analysis. The results revealed that green training, green hiring and green compensation were significant predictors of innovative work behaviour among employees.

This study contributes to the understanding of the impact of GHRM practices on employee innovative work behaviour in the healthcare sector. The study recommends that organisations should view their training investments as financial investments and focus on hiring individuals with strong environmental sensibilities. Additionally, effective reward criteria should be developed to promote GHRM practices.

This study aims to examine the effects of green human resource management (GHRM) and green transformational leadership (GTL) on employees’ green work behavior. This study also tests the mediating role of environmental value congruence (EVC) on the relationship of GHRM and GTL with employees’ green work behavior.

Responses were collected from 480 employees working in various Indian hotels using a two-wave survey design. The data was analyzed using Smart PLS 4.

The findings report significant indirect associations between GHRM and GTL on the one hand and in-role green behavior and extra-role green behavior on the other through EVC.

This paper highlights leaders’ focus on creating environmentally focused HR practices in hotels. As employees are the face for customers, particularly in the hotel industry, green behavior creates a green image of the organization in consumers’ minds, which may result in long-term sustainable competitive advantage.

This study makes two significant contributions; one, it explores the effect of GTL and GHRM on hotel employees’ green behaviors and second, it also tests the mediating role of EVC in explaining the relationship between the focal constructs in the Indian Hotel industry which has not been studied before.

This study examines the relationship between green human resource management (green HRM) and employee innovative behaviour. It also investigates the mediating role of job satisfaction to explore the mechanism through which green HRM is related to employee innovative behaviour. Additionally, it examines the moderating role of inclusive leadership to determine the boundary condition of the relationship between green HRM and employee innovative behaviour.

The study used a quantitative research approach using survey and collected 508 responses from full-time employees in Australia.

The authors have found support for all the hypothesised relationships in the study. Specifically, green HRM is positively related to employee innovative behaviour. This relationship is mediated by job satisfaction and accentuated by inclusive leadership.

Green HRM promotes a green atmosphere in which employees can contribute to a safer and healthier environment. Despite the increasing attention to green HRM in the management literature, little is known about the mechanisms and boundary conditions explaining employees' responses to green HRM.

Green human resource management (HRM) plays a vital role in improving employees’ green behaviour. A research gap exists in the roles psychological green climate and employee green commitment have in the relationship between green HRM and employees’ green behaviour. Building on social exchange and social identity theories, this study aims to propose a model of the effects of green HRM on employees’ green behaviour through the serial mediation of psychological green climate and employee green commitment.

Data were collected from 297 full-time employees working in various manufacturing organizations in India using cross-sectional research design and self-reported measures. Structural equation modelling was used to examine the model fit of the serial mediation model, and PROCESS macro with a bias-corrected bootstrapping method was used to test the hypotheses.

The result of the study revealed that green HRM impacts employees’ green behaviour. Further, the findings showed that both psychological green climate and employee green commitment individually mediate the relationship between green HRM and employees’ green behaviour. The key outcome of this research is the partial serial mediation of psychological green climate and employee green commitment in the relationship between green HRM and employees’ green behaviour.

This is one of the primary studies that examined the serial mediating effect of psychological green climate and employee green commitment in the relationship between green HRM and employees’ green behaviour. This study contributes to the existing literature on green HRM and green behaviour by evincing the mediating mechanism of psychological green climate and employee green commitment.

The purpose of this study is to test the interrelationships of green human resource management (GHRM), job embeddedness (JEM), green promotive voice behavior and green prohibitive voice behavior. It assesses JEM as a mediator of the link between GHRM and the aforesaid green voice behavioral consequences.

Data obtained from the employees of 11 restaurants in Northern Cyprus were used to gauge the said relationships via the partial least squares structural equation modeling.

GHRM boosts employees’ JEM. Employees high on JEM exhibit green promotive and prohibitive behaviors at elevated levels. JEM is the psychological mechanism relating GHRM to green work outcomes.

Restaurateurs should create an environment that enables employees to speak up and share their opinions on the problems and challenges concerning the environmental sustainability and green initiatives of the restaurant. In addition, they should develop and maintain good relations with employees via GHRM practices. These are important implications that would promote eco-friendly behaviors among employees.

This paper focuses on JEM, green promotive voice behavior and green prohibitive voice behavior as the neglected outcomes of GHRM. That is, there is no empirical evidence reporting that GHRM fosters employees’ JEM. This is also true for JEM as a mediator linking GHRM to the aforementioned dimensions of green voice behavior. With this stated in mind, this study fills in these gaps.