Search Results (4)

Employee green behavior plays an important role in the realization of corporate social responsibility (CSR) goals, and the employee motive attribution of CSR can affect employee green behavior. Therefore, it is important to understand how CSR motive attribution affects their green behavior. However, existing studies rarely establish a direct link between CSR motive attribution and green behavior. Based on the attribution theory, we establish a framework to explore the impact of CSR motive attributions on employees’ green behaviors. To examine our theoretical model and research hypotheses, we conducted an experimental study (Study 1) and a multi-wave survey study (Study 2). The combined results show that (substantive and symbolic) CSR motive attributions positively influence in-role green behavior; however, for extra-role green behavior, substantive CSR motive attribution positively influences it, while symbolic CSR motive attribution negatively influences it. Green intrinsic motivation positively moderates the relationship between CSR motive attributions and in-role green behavior and positively moderates the relationship between substantive CSR motive attribution and extra-role green behavior but negatively moderates the relationship between symbolic CSR motive attribution and extra-role green behavior. This research contributes to the literature related to micro-CSR and provides explanations for the favorable and unfavorable environmental results brought on by substantive and symbolic CSR, respectively. Full article

While employee workplace green behaviors (EWGBs), which contribute toward goals of organizational sustainability, have developed as an important research topic in the last decade, environmentally specific servant leadership (ESSL) is considered an important enhancer of employees’ green behaviors. From a social learning perspective, we developed a theoretical model to explore the mediating role of green role modeling and the moderating effect of employees’ perceived CSR on the relationship between ESSL and EWGB. In order to test the hypotheses, we adopted a two-wave research design and collected survey data from 512 employees from eight companies in Shandong Province, China. Structural equation modeling and the PROCESS macro for SPSS were utilized to analyze the data from the survey. The results of the quantitative analysis suggest that ESSL has positive impact on both employees’ in-role green behavior and extra-role green behavior. Meanwhile, green role modeling has a mediating effect on the relationship between ESSL and EWGB. Moreover, employees’ perceived CSR moderates the mediating relationship between ESSL and EWGB through green role modeling. The findings indicate that organizations should promote managers’ environmentally specific servant leadership and establish their own CSR policies and practices in order to motivate employee workplace in-role and extra-role green behaviors, which, in turn, contribute to sustainability, environmental protection and societal development. Overall, the theoretical and practical implications of our findings for the research on ESSL and EWGB are also discussed. Full article

Mindfulness has rapidly become a significant subject area in many disciplines. Most of the work on mindfulness has focused on the perspective of health and healthcare professionals, but relatively less research is focused on the organizational outcomes at the workplace. This review presents a theoretical and practical trajectory of mindfulness by sequential integration of recent fragmented scholarly work on mindfulness at the workplace. The review showcases that most contemporary practical challenges in organizations, such as anxiety, stress, depression, creativity, motivation, leadership, relationships, teamwork, burnout, engagement, performance, well-being, and physical and psychological health, could be addressed successfully with the budding concept of mindfulness. The causative processes due to higher mindfulness that generate positive cognitive, emotional, physiological, and behavioral outcomes include focused attention, present moment awareness, non-judgmental acceptance, self-regulatory functions, lower mind wandering, lower habit automaticity, and self-determination. Employee mindfulness could be developed through various mindfulness interventions in order to improve different organizational requirements, such as psychological capital, emotional intelligence, prosocial behavior, in-role and extra-role performance, financial and economic performance, green performance, and well-being. Accordingly, this review would be beneficial to inspire academia and practitioners on the transformative potential of mindfulness in organizations for higher performance, well-being, and sustainability. Future research opportunities and directions to be addressed are also discussed. Full article

Green human resource management (GHRM) in the environmental management of organizations has gradually become a key issue in academic circles, and its impact on employees’ green behavior has received increasing attention. However, few studies have explored its impact from the perspective of information delivery. Based on an analysis of the literature, this research discusses the influence route of five types of GHRM practices (employee life cycle, rewards, education and training, employee empowerment, and manager involvement) on employee green behavior in the workplace and the mediating effects of information needs based on the technology acceptance model. Using cross-sectional survey data from enterprises in the People’s Republic of China, the proposed theoretical model was tested and the results showed that employee life cycle, education and training, employee empowerment, and manager involvement all significantly affect the in-role and extra-role green behavior of employees positively, while rewards only significantly predict extra-role behaviors. Information need plays a mediating role on the influence route of the employee life cycle, education and training, and manager involvement on the green behavior of the employees in the workplace. Full article