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Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values
Jenny Dumont,Jie Shen,Xin Deng
As an emerging concept, green human resource management (green HRM) has been conceptualized to influence employee workplace green behavior. This research empirically tested this link. We first developed measures for green HRM, and then drew on the behavioral HRM and psychological climate literature along with the supplies-values fit theory, to test a conceptual model integrating the effects of psychological green climate and individual green values. Results revealed that green HRM both directly and indirectly influenced in-role green behavior, but only indirectly influenced extra-role green behavior, through the mediation of psychological green climate. Individual green values moderated the effect of psychological green climate on extra-role green behavior, but it did not moderate the effect of either green HRM or psychological green climate on in-role green behavior. These findings indicate that green HRM affects both employee in-role and extra-role workplace green behavior; however, this occurs through different social and psychological processes. © 2016 Wiley Periodicals, Inc.
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Cited 559 times
How do socio-demographic and psychological factors relate to households’ direct and indirect energy use and savings?
Households constitute an important target group for energy conservation. They not only use energy in a direct way (gas, electricity and fuel) but also in an indirect way (embedded in the production, consumption and disposal of goods). During a period of five months (viz., October 2002–March 2003), direct and indirect energy use and direct and indirect energy savings of 189 Dutch households were monitored. The study examined the relative importance of socio-demographic variables and psychological variables in relation to household energy use and changes in energy use (viz., energy savings). For this purpose, variables from the theory of planned behavior [Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50, 179–211] and the norm activation model [Schwartz, S. H. (1977). Normative influences on altruism. In L. Berkowitz (Ed.). Advances in experimental social psychology (Vol. 10, pp. 221–279). New York: Academic Press] were used. Results indicate that energy use is determined by socio-demographic variables, whereas changes in energy use, which may require some form of (cognitive) effort, appear to be related to psychological variables. The variables from the norm activation model were able to significantly add to the explanation of energy savings, over and above the variables from the theory of planned behavior. Also, different types of energy use and energy savings appeared to be related to different sets of determinants.
¤ Open Access
Cited 1,861 times
Human resources and the resource based view of the firm
The resource-based view (RBV) of the firm has influenced the field of strategic human resource management (SHRM) in a number of ways. This paper explores the impact of the RBV on the theoretical and empirical development of SHRM. It explores how the fields of strategy and SHRM are beginning to converge around a number of issues, and proposes a number of implications of this convergence.
Cited 29,669 times
Structural equation modeling in practice: A review and recommended two-step approach.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Cited 72 times
Predicting Job Performance Across Organizations: The Interaction of Work Orientation and Psychological Climate
We investigated whether perceived psychological climate interacted with an individual personality dimension in predicting the job performance of a national sample (n = 483) of accounting professionals. Work orientation (Wo; Gough, 1985)-a specialty index developed from the California Psychological Inventory-was used to predict job performance as a function of climate. Results from a series of hierarchical regression analyses indicated that overall climate, a composite offactors derivedfrom the Litwin-Stringer (1968) Organizational Climate Questionnaire, significantly interacted with Wo such that more positive climates were associated with better performance for high Wo individuals regardless of organizational tenure. Subsequent analyses indicated that three specific climate dimensions (viz., Warmth-Support, Reward, and Accommodation) significantly interacted with Wo in predicting job performance. Consistent with an interactional perspective, these results suggest a need to consider both personality and situational characteristics to better understand the job performance of accounting professionals across organizations.
¤ Open Access
Cited 753 times
Green Human Resource Management: A Review and Research Agenda*
The paper makes a case for the integration of the largely separate literatures of environmental management (EM) and human resource management (HRM) research. The paper categorizes the existing literature on the basis of Ability–Motivation– Opportunity (AMO) theory, revealing the role that Green human resource management (GHRM) processes play in people-management practice. The contributions of the paper lie in drawing together the extant literature in the area, mapping the terrain of the field, identifying some gaps in the existing literature and suggesting some potentially fruitful future research agendas. The findings of the review suggest that understanding of how GHRM practices influence employee motivation to become involved in environmental activities lags behind that of how organizations develop Green abilities and provide employees with opportunities to be involved in EM organizational efforts. Organizations are not using the full range of GHRM practices, and this may limit their effectiveness in efforts to improve EM.
“Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values” is a paper by Jenny Dumont Jie Shen Xin Deng published in the journal Human Resource Management in 2017. It was published by Wiley. It has an Open Access status of “closed”. You can read and download a PDF Full Text of this paper here.