Green Human Resource Practices & Organizational Citizenship Behaviour - PDF

Article 1: Green human resource practices and organizational citizenship behavior for the environment: the roles of collective green crafting and environmentally specific servant leadership -​ Green HR practices: Green HRM practices aim to integrate environmental objectives into tradit...

Article 1: Green human resource practices and organizational citizenship behavior for the environment: the roles of collective green crafting and environmentally specific servant leadership -​ Green HR practices: Green HRM practices aim to integrate environmental objectives into traditional HR strategies, creating a workforce attuned to sustainability principles. These practices include: 1.​ Green Recruitment and Selection: selecting candidates with environmental awareness and green values 2.​ Green Training: enhance employees’ awareness, knowledge, and skills of green activities. 3.​ Green Performance Management: evaluating employees based on their contributions and providing feedback on green performance to encourage continuous improvement. 4.​ Green Rewards: Combining financial and non-financial incentives to reinforce green behaviour. 5.​ Green Involvement: Provides employees with opportunities to participate actively in environmental management initiatives and encourages widespread employee involvement. -​ Citizenship behavior toward the environment (OCBE): voluntary, proactive behaviours by employees or teams that go beyond formal job requirements to support environmental sustainability. It embodies an employee’s or team’s commitment to environmental well-being within the organization. -​ Individual OCBE involves personal, voluntary actions to benefit the natural environment (e.g., conserving energy, reducing waste). -​ Collective OCBE is team-level cooperation, reflecting the combined efforts of team members to exceed basic environmental roles and contribute to organizational green strategies. -​ Dimensions of OCBE: -​ Eco-civic engagement: Voluntary team participation in green programs and activities. -​ Eco-helping: Support offered by teams to help others integrate environmental concerns effectively. -​ Eco-initiatives: Discretionary team behaviours and suggestions aimed at improving the organization’s green performance. -​ Conservation of resources (COR) theory: possessing ample resources, individuals are inclined to take proactive resource gain strategy to acquire additional resources as well as invest their current resources in behaviors above and beyond minimum expectations as a way to sustain their resource poo -​ Principles of COR theory: -​ Individuals aim to minimize resource loss and maximize resource gain. -​ Those with ample resources adopt proactive strategies, engaging in behaviours beyond minimum requirements. -​ Limited resources lead to defensive strategies, with individuals performing only to meet basic expectations. -​ Resource Dynamics:  -​ Resource Gain Spiral: A cycle where the acquisition of resources leads to further resource development and proactive behaviours. -​ Resource Caravan: resources can build on each other and grow over time -​ Green HR Practices as Organizational Resources: -​ Green Training Programs: -​ Equip employees with green-related knowledge, values, and skills. -​ Encourage participation in problem-solving and quality improvement related to sustainability. -​ Communication and Green Learning Atmosphere: -​ Establish formal and informal channels to spread green values and norms, creating an environment conducive to pro-environmental behaviours. -​ Green Norms and Behavioural Roadmaps: -​ Cultivate norms that guide employees toward pro-environmental actions. -​ Foster collective behaviours by encouraging team members to support each other in green initiatives. -​ Resource Acquisition through Green HR Practices: -​ Employees acquire green-related resources, leading to resource gain spirals and the development of personal resources such as pride and satisfaction. -​ Green HR practices enhance the perceived instrumentality of OCBE by demonstrating its value for further resource acquisition. -​ Collective Green Crafting as a Mediator: a team-level adaptation of job crafting, plays a significant role in mediating the relationship between green HR practices and OCBE at both individual and collective levels. How teams collaboratively redesign job structures and relationships to align with environmental goals. -​ Collective green crafting: is the collaborative process of increasing structural and relational job resources, enhancing challenging job demands, and reducing hindering job demands to facilitate pro-environmental contributions. -​ Components: -​ Structural Resources: Developing green-related knowledge, skills, and values. -​ Relational Resources: Seeking support and feedback for green tasks from within and outside the team. -​ Challenging Job Demands: Engaging in innovative green projects to push boundaries. -​ Hindering Job Demands: Minimizing emotionally or cognitively intense tasks related to green activities through team collaboration and external support. -​ Green HR Practices and Collective Green Crafting -​ Green HR practices empower employees to proactively shape their work environment to align with green goals, fostering a culture of resource investment and collaboration. By providing training, feedback, and support, these practices supply both structural and social resources that enable teams to engage in collective green crafting. -​ COR Theory and Collective Green Crafting: The COR theory explains how employees actively manage resources provided by green HR practices to facilitate collective green crafting. 1.​ Proactive Resource Investment: Teams leverage organizational resources to collectively enhance green-related structural and social resources. 2.​ Resource Gain Spiral: The continuous accumulation of green knowledge, skills, and relationships promotes sustained engagement in green behaviours. 3.​ Resource Sharing: Social and personal resources shared within the team reduce hindering job demands and enhance creativity in green solutions. -​ Collective Green Crafting and Collective OCBE: Collective green crafting fosters a culture where teams are deeply engaged in green behaviours, promoting collective OCBE. 1.​ Norm Development: Team crafting establishes norms that encourage green contributions from all members, reinforcing expectations and conformity. 2.​ Synergy and Collaboration: Teams work collectively to craft tasks and resources for green goals, fostering altruistic and green values. 3.​ Person-Group Fit: Strong alignment between individual and team goals enhances collective engagement in green behaviours. -​ Collective Green Crafting and Individual OCBE: Collective green crafting benefits individual team members by enhancing their engagement in OCBE. It provides opportunities for coaching and feedback, exposing individuals to green-related values and fostering mutual support. -​ Observing peers' green behaviours reinforces pro-environmental actions through role modelling, while open communication helps translate knowledge and skills into innovative eco-initiatives. This collaborative process also boosts individual motivation, self-efficacy, and pride, encouraging creativity and personal growth in green activities. -​ Environmentally Specific Servant Leadership as a Moderator: A type of servant leadership, with an emphasis on green values and goals motivated to serve others. Acting as role models with empathy, altruism, and a commitment to group success. -​ This leadership approach enhances motivation, cohesion, and resource sharing among teams, making them more effective at addressing environmental challenges.  -​ Research findings -​ Green HR practices were found to positively influence both collective and individual OCBE as well as collective green crafting, which served as a mediator between green HR practices and OCBE outcomes. -​ simple explanation: green HR practices give employees and teams the tools and motivation to work on eco-friendly goals, and collective green crafting helps turn those tools into real environmental actions. -​ Environmentally specific servant leadership strengthened the relationship between green HR practices and collective green crafting, collective OCBE, and individual OCBE. This leadership style amplified the effectiveness of green HR practices by reinforcing norms, supporting resource acquisition, and fostering pro-environmental behaviours. -​ Conclusion 1.​ Green HR practices positively influence employee extra-role green behaviour, aligning with prior research. 2.​ The study extends the understanding of HRM by linking green HR practices with collective job crafting and organizational citizenship behaviour (OCB). 3.​ Interaction effects between green HR practices and environmentally specific servant leadership corroborate earlier findings on leadership’s role in environmental and CSR initiatives. Article 2: Sustainability champions: A proactive perspective on the inter-organizational job design dynamics of sustainability implementation by Keri A. Pekaar et al. Supply Chain Sustainability (SCS) and Behavioural Framework Supply chains involve all the steps and people needed to make and deliver products or services. The article focuses on making supply chains more sustainable, meaning they should reduce harm to the environment, treat people fairly, and remain profitable. Challenges in Implementing SCS: ​ Reliance on supply chain partners who may lack the expertise, motivation, or resources for sustainable practices. ​ The need for proactive change agents (boundary spanners) at organizational interfaces to lead sustainability efforts. ​ Regulatory pressures influence SCS, but its success primarily hinges on the sustainability motivation and behaviour of individual employees. Action-Oriented Behavioural Framework​ Action-oriented behavioural framework extends JD-R theory to the inter-organizational context, focusing on: ​ Proactive Sustainability Regulation: Strategies to manage sustainability demands and resources between supply chain actors. ​ Gain and Loss Cycles: Feedback loops where proactive behaviours and resource exchanges reinforce positive (or negative) sustainability outcomes. Trickle Effects and Social Processes​ Proactive sustainability behaviours by individuals can generate trickle effects across the supply chain. These effects propagate through social exchange and learning, amplifying the impact of individual actions on organizational and inter-organizational sustainability outcomes. Theoretical Background of Supply Chain Sustainability (SCS) -​ Sustainability: Development that meets present needs without compromising future generations’ ability to meet their own. -​ Building on this concept, Elkington (1997) introduced the Triple Bottom Line Framework, emphasizing economic prosperity, environmental quality, and social equity—commonly referred to as the three P’s: People, Planet, and Profit. -​ Sustaining that organizational success should not only be measured in terms of finance but also in terms of social and ethical standards and their environmental impact → allow to measure and manage organizations sustainability levels SCS: refers to organizational efforts to consider the people, the planet, and the profit during their products’ journey through the supply chain, from raw materials sourcing, to production, storage, delivery, and every transportation link in-between Challenges in SCS Implementation​ Despite growing awareness, a significant gap persists between sustainability intentions and SCS outcomes. The challenges include: ​ Individual Barriers: Employees may lack the motivation, resources, or autonomy to enact sustainable behaviours. ​ Contextual Constraints: Resource limitations and trade-offs between cost savings and sustainability initiatives. ​ Weak Intention-Behaviour Links: Studies reveal that intentions often fail to translate into actions due to organizational norms and barriers. Implementing SCS as an Inter-Organizational Change Process -​ Resistance to Change: Employees often perceive sustainability initiatives as a “threat of change,” leading to anxiety, rigid behaviour, and non-collaboration. -​ Traditional Views on Resistance: Change resistance is often seen as irrational and dysfunctional, something to be “overcome” by management. -​ Reframing Resistance: Emerging perspectives view resistance as a potential resource, helping to identify obstacles and improve work design. ​ Proactive Sustainability Management: Motivated employees managing sustainability demands and resources to optimize their own and their partners’ capacities. ​ Collaboration Across Supply Chains: Fostering partnerships to ensure mutual support and resource-sharing for sustainable outcomes. Conceptual Framework on Proactive Inter-Organizational Job Design Dynamics for Sustainability Implementation: -​ The proposed framework explores how proactive behaviour among supply chain actors influences inter-organizational job design dynamics in sustainability implementation. It focuses on interactions between supply chain actors (initiators) and partners, capturing the exchange of sustainability demands and resources necessary for effective SCS. This triadic framework involves the initiating actor, the supply chain partner, and the inter-organizational sustainability exchanges. Role of Individual Motivation in Sustainability Implementation​ The framework begins with the individual motivation of supply chain initiators. These change agents are crucial in driving sustainability by integrating sustainability criteria into sourcing and operational decisions. 1.​ Individual motivation acts as the “spark” for initiating sustainability actions, particularly when organizational objectives are unclear. 2.​ Personal attitudes, perceived social norms, and a sense of control strongly influence this motivation. 3.​ A resourceful work environment, offering autonomy, social support, and growth opportunities, is essential for motivated employees to push sustainability initiatives across organizational boundaries. Proposition 1: Sustainability implementation requires a motivated and proactive initiator who can mobilize sufficient sustainability resources in its own work environment. Sustainability Demands and Resources​ SCS introduces additional demands and resource requirements that reshape the work environments of supply chain actors. ​ Demands: New sustainability criteria, such as vetting suppliers for fair labour practices or investing in pollution prevention, add to existing operational and economic pressures. These demands may conflict with traditional work requirements like meeting deadlines and ensuring quality. ​ Resources: Meeting sustainability demands requires additional resources, including capital, training, autonomy, and technical know-how. These resources help actors manage the strain of new sustainability initiatives. Proposition 2: Implementing SCS influences individual supply chain actors and partners’ balance between job demands and resources by imposing additional sustainability demands and requiring specific sustainability resources. Interrelation of Demands and Resources Across Organizations Sustainability demands and resources are interconnected across supply chain partners due to the organizational exchanges binding them. Changes initiated by one actor inevitably impact the partner: 1.​ Dynamic Updates: For instance, a demand for sustainable packaging from an initiating actor compels the partner to develop or source new packaging, increasing their sustainability demands. 2.​ Knowledge Integration: Sustainability expertise is distributed across organizations, making resource sharing essential for meeting these demands. 3.​ Cross-Boundary Exchange: Sustainability demands and resources do not remain confined to one organization; they transition and transform across organizational boundaries, often creating reciprocal challenges or opportunities. Proposition 3: Supply chain partners’ sustainability demands and resources are (inversely) related, causing changes in the demands and resources of one partner to prompt corresponding updates in the other How to activate the Partner’s Sustainability Motivation?​ Changes in sustainability demands and resources influence the balance within a supply chain partner’s work environment, affecting motivation and behaviour: 1.​ JD-R Theory Application:​ a. Motivational Process: Resources foster motivation, learning, and performance.​ b. Health-Impairment Process: Excessive demands without adequate resources lead to strain and reduced performance. 2.​ Buffering and Boosting: Resources can mitigate the negative impact of demands (buffer hypothesis) or amplify their positive effects (boosting hypothesis). When an initiating actor imposes additional sustainability demands, the partner’s response depends on their access to resources: Proposition 4: Individual supply chain partners who are challenged with sustainability demands from the initiating supply chain actor will experience more sustainability motivation, and, in turn, respond more with sustainability-promoting behavior when they have high (versus low) access to sustainability resource The sustainability impairment process happens when supply chain partners face too many demands without enough resources to handle the Proposition 5: Individual supply chain partners who are challenged with sustainability demands from the initiating supply chain actor may experience sustainability strain, and, in turn, respond more with sustainability-undermining behavior when they have low (versus high) access to sustainability resources. Proactive Sustainability Regulation -​ SCS requires balancing sustainability demands and resources not only within an actor’s work environment but also across organizational boundaries. Proactive regulation, or job crafting, enables motivated supply chain actors to adjust demands and resources to facilitate sustainability implementation. Partner-Focused Sustainability Regulation​ Proactively regulating a partner’s sustainability demands and resources is crucial for fostering collaboration and achieving SCS goals. Firms often invest in partners through direct strategies (e.g., training, financial support) or indirect methods (e.g., certification, audits). -​ It's about supporting and guiding partners to handle sustainability challenges effectively through teamwork and shared resources. -​ Boundary-Spanners: help bridge the gap between organizations, making sure partners have what they need to succeed in sustainability initiatives. 1.​ Role of Boundary-Spanners:​ a. Insight into partner resource pools enables effective regulation.​ b. Sharing resources like technical expertise or funding triggers sustainability motivation in partners. 2.​ Balancing Costs and Benefits:​ a. Resource-sharing can temporarily strain the initiating actor’s demands and resources.​ b. Long-term sustainability outcomes and stronger partnerships justify these investments. Proposition 6: Supply chain actors can use proactive partner-focused sustainability regulation strategies to positively influence the balance between sustainability demands and resources of their supply chain partner to trigger sustainability motivation and sustainability-promoting behavior. Proposition 7: Supply chain actors who use proactive partner-focused sustainability regulation strategies may need to draw from their own sustainability resource pool thereby risking an initial disbalance in their own sustainability demands and resources. Self-Focused Sustainability Regulation​ Supply chain actors often operate in environments that do not support sustainability implementation or the regulation of their partners’ sustainability demands. The resources needed for partner-focused regulation, such as autonomy, managerial support, and training, are often missing, leaving actors to rely on their own resource pool. Drawing from Conservation of Resources (COR) theory and Job Demands-Resources (JD-R) theory, supply chain actors can proactively regulate their own sustainability demands and resources to enhance their capacity for partner-focused sustainability regulation. 1.​ Challenges in Sustainability Implementation:​ a. Lack of internal resources such as training, capital, and cross-functional collaboration.​ b. Conflicting demands between regular tasks and sustainability initiatives. 2.​ Proactive Self-Regulation:​ a. Optimizing one’s own demands and resources enhances daily sustainability behaviour.​ b. Seeking resources and managing demands can improve an actor’s ability to support partners effectively Proposition 8: Supply chain actors can use proactive self-focused sustainability regulation strategies to optimize their own balance between sustainability demands and resources such that it facilitates partner focused sustainability regulation Gain and Loss Spirals of Sustainability Resources​ SCS implementation is an ongoing process, requiring continuous collaboration and resource exchange between supply chain actors and partners. Success in SCS often depends on developing "gain spirals", where both actors and partners contribute to and benefit from shared sustainability resources. Conversely, resource imbalances can lead to "loss spirals," where high demands coupled with low resources result in strain and undermining behaviours. 1.​ Gain Spirals:​ a. High demands emphasize the value of sustainability resources, prompting actors and partners to seek and share these resources proactively.​  b. Resource-sharing between organizations leads to mutual benefits, improved collaboration, and sustained motivation for sustainability efforts.​ 2.​ Loss Spirals:​ a. Imbalanced demands (e.g., high sustainability standards with insufficient resources) trigger maladaptive behaviours such as poor communication or audit fraud.​ b. These behaviours increase demands on both sides, reducing cooperation and undermining progress toward sustainability goals.​ c. For instance, audit fatigue from multiple buyers can lead suppliers to resort to deceptive practices, weakening accountability and damaging partnerships. Proposition 9: Balanced organizational resources exchange is related to a gain spiral where high sharing of sustainability resources (initiator) and sustainability promoting behaviors (partner) influence each other over time through successful regulation of sustainability resources of both parties. Proposition 10: Unbalanced organizational demands exchange is related to a loss spiral where low sharing of sustainability resources (initiator) and sustainability-undermining behavior (partner) influence each other over time through unsuccessful regulation of demands. Article: Changing organizational energy consumption behavior through comparative feedback -​ Comparative feedback: Receiving information about the performance of other groups -​ Social identity theory: people will in gentle strive for a positive self-image -​ If their group is being compared to another this makes the person more self-conscious with their own group which relates to their own self-image -​ Information about the outcomes of other groups can also lead to competitive feelings and a striving for better performance -​ Problem: when participants perform worst than the compared group this can have two effects: motivating to get better or receiving unwanted information would make them be uninterested in performing better -​ Behavioral change programme: -​ Educational information, task goal assignment (common goals, that are feasible and accepted by the audience), feedback, supervision and control in order to change employes driving cognitions and behavior in a positive, energy-saving direction -​ The study: -​ One unit of the company received all the elements of this behavioural change programme. See the impact in reducing of energy-wasting behavior -​ This 'basic programme group' only received feedback about the performance of their own group.  -​ In the comparative feedback condition, employees also received information about the energy-saving performance of the other group. -​ The study also measured attitudes, social norms and reported behavior in order to check the cognitive effects from the addition of comparative feedback -​ Results: -​ Behavioural changes: Observational data revealed substantial reductions in energy-wasting actions in both units, with sharper declines in the comparative feedback unit. -​ Cognitive changes: Employees in the comparative feedback condition reported more positive attitudes toward energy conservation, perceiving these behaviours as more beneficial and achievable. -​ Sustainability of change: Follow-up assessments six months after the intervention showed that the improvements achieved during the program were sustained, particularly in the comparative feedback unit. The comparative feedback increased the identification with their own group and the behavior became a new habit → intrinsic motivation increased -​ Behaviors can change independently of prior shifts in attitudes, as people often act based on external motivators rather than internal belief adjustments. It highlighted how behavioral interventions can lead to changes in attitudes and perceptions, rather than the other way around. Article: Increasing Pro-Environmental Behaviors by Increasing Self-Concordance: Testing an Intervention Reasons why employees might not be in line with sustainability organization goals: -​ Mismatch with personal values or beliefs -​ Low priority of sustainability within the organization leading to conflicting goals -​ Cynicism due to a perceived mismatch between what the organization “says” and what it “does” with regards to sustainability How to influence people for pro-environmental behavior: -​ For people who don't relate with sustainability goals, techniques that aim to increase pro-environmental behaviors through motivating them to act accordingly to their values and norms can be useless. -​ The other type of incentive with extrinsic motivation might not be effective on long-term, and using compliance strategies can backfire and result in rebound effects The approach of the present research: based on goal hierarchy and goal systems: -​ Goal: by increasing the degree to which environmentally sustainable behaviors serve the person’s own pre existing values, identities, and long-term goals, also referred to as the behaviors’ self-concordance will result in more widespread engagement in these behaviors, providing organizations with greater means for adapting to and mitigating against climate change Theoretical Underpinnings of Self-Concordance -​ Goal hierarchy: comprises all of a person’s values, identities, long-term goals, and day-to-day behaviors and tasks; these include both work and home values, identities, goals, and tasks -​ There are connections between these levels that can be facilitative or inhibitive, activation of one will result in activation of the other -​ Self-concordance: the motivational propensity that derives from the degree to which a particular behavior is connected in this way to the rest of the person’s goal hierarchy. Calculated by: -​ The degree to which a particular behavior has more positive, facilitative connections and fewer negative, inhibitory connections with a person’s higher-order goals -​ The personal importance of these higher-order goals to which the connections are made -​ Is malleable, you can change the connections an intensity of them, meaning that is possible to increase the performance of environmentally sustainable behaviors not only in those who hold environmental goals, but also in cases where the goal of “helping the environment” is seen as controversial or workplace irrelevant by creating connections that are meaningful to them Study 1: Observing Self-Concordance and Behavior ​ Purpose: To determine if people are more likely to engage in environmentally sustainable behavior when it aligns with their personal goals (self-concordance). ​ Method: Participants rated how much energy-saving behaviors aligned with their personal goals. A month later, they were offered a chance to sign a petition supporting renewable energy. ​ Finding: People who saw energy-saving as more aligned with their goals were more likely to sign the petition, showing a link between self-concordance and pro-environmental actions. Study 2: Testing a Self-Concordance Intervention ​ Purpose: To test if encouraging people to connect energy-saving behaviors to their personal goals increases intentions to engage in those behaviors. ​ Method: Participants were divided into two groups: 1.​ A control group (no intervention). 2.​ An intervention group encouraged to think about how energy-saving could help achieve personal goals. ​ Finding: The intervention group showed higher self-concordance and stronger intentions to engage in energy-saving behaviors, confirming that such connections motivate sustainable actions. Study 3: Comparing Self-Concordance to Climate Messaging ​ Purpose: To compare the effectiveness of a self-concordance approach to traditional climate change messaging in promoting public transport use. ​ Method: Participants imagined needing to switch to public transport. They were split into three groups: 1.​ Self-concordance: Encouraged to think about how public transport supports their personal goals. 2.​ Climate change: Focused on how public transport reduces carbon emissions. 3.​ Control: No specific messaging. ​ Finding: The self-concordance group showed greater intentions to use public transport compared to the control and climate change groups, highlighting the power of personal goal alignment. -​ General results: -​ A combination of telling and asking people to consider how an environmentally sustainable behavior helped them to achieve their own important goals led to an increase in the behavior’s self-concordance, which led to a subsequent increase in intentions to engage in that behavior