Progressing in the change journey towards sustainability in healthcare: the role of ‘Green’ HRM

Progressing in the change journey towards sustainability in healthcare: the role of ‘Green’ HRM This study is the first that theorises and empirically tests, at the organisational level, the role that ‘Green’ Human Resource Management (HRM) practices play in facilitating employees' collective engagement in environment protection by taking voluntary actions that ‘go the extra mile’. In this regard, we take an original perspective on Environmental Management (EM) as an organisational change that requires strong support from employees. This allows us to investigate the mediating role of collective commitment to change – and specifically to EM – with regard to the relationship between ‘Green’ HRM practices and collective voluntary behaviours towards the environment. Our results show that ‘Green’ HRM practices are conducive to voluntary behaviours towards the environment at the collective level. Moreover, employees' willingness to support their organisation in its EM endeavour partially mediates this relationship. Additionally, by conceptualising three different types of ‘Green’ HRM practices, our results disentangle their relative importance and their differing impact on collective behaviours towards the environment. This paper thus provides scholars of EM and managers with original evidence-based guidelines on how to leverage ‘Green’ HRM to enhance employees' collective attitudes and behaviours towards the environment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Cleaner Production Elsevier

Progressing in the change journey towards sustainability in healthcare: the role of ‘Green’ HRM

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Publisher
Elsevier
Copyright
Copyright © 2016 Elsevier Ltd
ISSN
0959-6526
D.O.I.
10.1016/j.jclepro.2016.02.031
Publisher site
See Article on Publisher Site

Abstract

This study is the first that theorises and empirically tests, at the organisational level, the role that ‘Green’ Human Resource Management (HRM) practices play in facilitating employees' collective engagement in environment protection by taking voluntary actions that ‘go the extra mile’. In this regard, we take an original perspective on Environmental Management (EM) as an organisational change that requires strong support from employees. This allows us to investigate the mediating role of collective commitment to change – and specifically to EM – with regard to the relationship between ‘Green’ HRM practices and collective voluntary behaviours towards the environment. Our results show that ‘Green’ HRM practices are conducive to voluntary behaviours towards the environment at the collective level. Moreover, employees' willingness to support their organisation in its EM endeavour partially mediates this relationship. Additionally, by conceptualising three different types of ‘Green’ HRM practices, our results disentangle their relative importance and their differing impact on collective behaviours towards the environment. This paper thus provides scholars of EM and managers with original evidence-based guidelines on how to leverage ‘Green’ HRM to enhance employees' collective attitudes and behaviours towards the environment.

Journal

Journal of Cleaner ProductionElsevier

Published: May 20, 2016

References

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