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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Serie: J-B SIOP Professional Practice Series
- Sprache: Englisch
Managing Human Resources for Environmental Sustainability The Society for Industrial and Organizational Psychology (SIOP) is the premier membership organization for those practicing industrial and organizational psychology. The Society's mission is to enhance human well-being and performance in organizational and work settings by promoting the science, practice, and teaching of industrial and organizational (I-O) psychology. I-O psychologists apply research that improves the well-being and performance of people and the organizations that employ them. This involves everything from workforce planning, employee selection, and leader development to studying job attitudes and job motivation, implementing work teams, and facilitating organizational change. SIOP is a nonprofit organization with more than 6,000 members. While an independent organization with its own governance, SIOP is also a division within the American Psychological Association and an organizational affiliate of the Association for Psychological Science.
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Veröffentlichungsjahr: 2012
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Table of Contents
Cover
Managing Human Resources for Environmental Sustainability
The Professional Practice Series
Previous Professional Practice Series volumes
The Professional Practice Series
Title page
Copyright page
Foreword
A Slow Revolution
Providing Useful Tools
Preface
The Editors
The Authors
Part One: The Imperative for Environmental Sustainability
CHAPTER ONE: Portrait of a Slow Revolution Toward Environmental Sustainability
Problems of Pollution
Nuclear Accidents
Climate Change (a.k.a. Global Warming)
Business Accountability for Environmental Impact
Sustainable Development and Corporate Social Responsibility
The Role of Human Resource Management in Achieving Environmental Sustainability
Conclusion
CHAPTER TWO: The Strategic Importance of Environmental Sustainability
Increasing Demand for Products and Services
Improving Productivity When Complying with Regulations
Changing Management and Business Practices
Access to Financial Capital
Access to Human Capital
Conclusion
CHAPTER THREE: The Role of Strategic Context in Environmental Sustainability Initiatives
Conceptual Framework
Corporate Environmental Strategies
Human Resource Management Activities in Environmental Initiatives
Roles of Human Resource Management
Cases Studies: Experiences from Swiss Firms
Conclusion and Lessons Learned
CHAPTER FOUR: Human Resource Management Efforts for Environmental Sustainability
Survey Study with Organizations
Creating and Implementing the Sustainability Strategy: The Role of Leadership and Organizational Culture
Tracking and Measuring Sustainability Outcomes
Barriers to Engaging in Sustainability
Conclusions
Part Two: Theoretical and Empirical Foundations to Guide Environmental Initiatives
CHAPTER FIVE: Employee Green Behaviors
Employee Green Behaviors Defined
A Content-Based Model of Employee Green Behavior: The Green Five Taxonomy
Uses of the Green Five Taxonomy in Human Resource Management
Responding to Questions About Employee Green Behaviors and the Green Five Taxonomy
Conclusions
CHAPTER SIX: Demographic Characteristics and Employee Sustainability
Importance of Understanding Demographic Differences in Environmental Sustainability
Gender Differences
Age Differences
Education and Income Differences
Conclusions
CHAPTER SEVEN: The Role of Commitment in Bridging the Gap Between Organizational Sustainability and Environmental Sustainability
A Vital and Renewable Resource of Organizations: Employees
Employee Commitment to the Organization, Employee Behaviors, and Organizational Sustainability
Individual Environmental Commitment: Pro-Environmental Behaviors and Employee Green Behaviors
Organizational Commitment to the Environment: Environmental Sustainability Initiatives and Integration of Environmental Sustainability Considerations into Operations and Functions
Bridge Between Organizational Sustainability and Environmental Sustainability: The Three Cs
Conclusions and Need for Additional Research
CHAPTER EIGHT: Measuring and Improving Environmental Sustainability
Environmental Sustainability at the Individual Level
Environmental Sustainability at the Organizational Level
Conclusion
CHAPTER NINE: Creating and Maintaining Environmentally Sustainable Organizations
Recruitment and Selection for Environmental Sustainability
On-Boarding Employees for Sustainability
Post-On-Boarding Performance Management Practices for Environmental Sustainability
Recommendations for Practice
Conclusion
CHAPTER TEN: Leadership and Environmental Sustainability
The Role of Leadership in Creating Environmentally Responsible Organizations
How ES Leadership Is Different
A Critique of the Competency Approach to Leadership
Stage Models of Organizational Sustainability
A Note About Our Research
Challenges of Leadership with Respect to Environmental Sustainability
Leadership Practices That Work
Beliefs and Values That Support Sustainability
Implications and New Directions for Research
Part Three: Case Studies Illustrating the Implementation of Environmental Initiatives
CHAPTER ELEVEN: Environmental Sustainability and Employee Engagement at 3M
Dr. Joseph Ling, 3Mer, and the Father of Pollution Prevention
The 3P Program and Its Impact Today
Examples of 3P Projects
Values, Leadership, and Engagement for Environmental Sustainability
“Green HR” Strategies That Promote Employee Engagement with Sustainability
Summary
CHAPTER TWELVE: EcoVision at Sherwin-Williams
The Tipping Point: Why Environmental Sustainability and Why Now?
Human Resources as a Strategic Leader
Environmental Sustainability Task Force
Implementation of EcoVision: Realizing the Gains
Employee Engagement Initiatives
Role of the HR Function
The Metrics: Measuring the Impact of EcoVision
The Bottom Line: Leaders Who Choose to Lead
CHAPTER THIRTEEN: HR and Sustainability at Daimler AG
The Company
Sustainability at Daimler AG
Leadership Structures and Human Resource Management for Sustainability
Challenges for the Future
CHAPTER FOURTEEN: HR Initiatives for Environmental Mission Alignment at Aveda Corporation
The Company
Importance of the Organizational Mission
Incorporating the Mission into Human Resource Management
Summary
CHAPTER FIFTEEN: Environmental Sustainability Initiatives in Ugandan Light Industry
Background
The Change Management Approach
Seven Environmental Initiatives
The Intervention: Driving for Rapid Results in Environmental Initiatives
Key Determinants of Success
Lessons and Implications
The Role of the OD Professional
Conclusion
CHAPTER SIXTEEN: Human Resource Development Initiatives for Managing Environmental Concerns at McDonald’s UK
McDonald’s and the Environment
Current Situation
Research Approach
Strategic Issues at the National and Local Levels
Environmental and Human Resource Development Challenges
Human Resource Development Initiatives
The Merged Environment and Human Resource Function
Respondents’ Personal Behaviors
Lessons Learned
Conclusion
CHAPTER SEVENTEEN: Environmental Sustainability and Organization Sensing at Procter & Gamble
The Company
Environmental Sustainability at P&G
The Role of Organization Sensing
Future of Environmental Sustainability Research at P&G
CHAPTER EIGHTEEN: Sustainability in Coffee Sourcing and Implications for Employee Engagement at Caribou Coffee
Company Background
Commitment to Sustainability
A Partnership for Sustainability
Understanding Internal Sustainability Perceptions
Spreading the Word
Results of the Initiative
Discussion and Integration of Observations
Summary and Conclusions
Part Four: Future Directions
CHAPTER NINETEEN: Implications for HR and OD Professionals in the Future
CHAPTER TWENTY: Building Empirical Foundations to Inform the Future Practice of Environmental Sustainability
A Strategic Perspective as the Starting Point
A Problem-Focused Agenda for Research on Workforce Management and Environmental Sustainability
Conclusion
Name Index
Subject Index
Managing Human Resources for Environmental Sustainability
Environmental Sustainability in the Production of This Volume
Recognizing our responsibility to the environment, and in concert with our sustainability objectives, Wiley selects and works with suppliers that utilize the highest standards of sustainable, clean, and efficient production. For example, John Wiley and Sons, Inc., and its product imprints recognize our responsibility to source paper from global suppliers who demonstrate and document their commitment to environmental and human well-being.
In the production of this book, the following environmentally responsible choices were made.
Paper: The paper in this book was chosen for its light weight characteristic, produced by a high yield thermomechanical pulping process that utilizes as much as 80% of the harvested tree, and brightened using an elemental chlorine free bleaching process. It reduces the amount of forest wood required to produce this book, reduces product weight and thus production and transportation energy requirements. The paper supplier’s chain-of-custody in fiber sourcing is certified by the globally recognized Programme for the Endorsement of Forest Certification (PEFC), the Forest Stewardship Council (FSC), and the Sustainable Forestry Initiative (SFI) for the procurement, use, and replenishment of responsibly managed paper.
Ink: This book is printed with inks that include vegetable based (soy) ink, reducing the amount of petroleum required.
Cover/jacket stock: Cover and jacket stocks contain 10% post-consumer recycled fiber.
Binding glues: A mixture of cold melt (aqueous based) and hot melt glue (thermoplastic adhesives) were used in the binding of this book, making the book both durable and more environmentally sustainable. Cold melt glues are water soluble and therefore reduce the environmental impact of the binding process.
Environmental sustainability of manufacturing process: The manufacturing plants producing this book have implemented quality programs that reduce emissions and recover for reuse or recycling every material possible, including different types of papers, unused inks and cartridges, adhesives, and used printing plates, among others.
The Professional Practice Series
The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives, and those interested in organizational behavior and performance with volumes that are insightful, current, informative, and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice:
The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems.
Previous Professional Practice Series volumes include:
Published by Jossey-Bass
Published by Guilford Press
The Professional Practice Series
SERIES EDITOR
EDITORIAL BOARD
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Library of Congress Cataloging-in-Publication Data
Managing human resources for environmental sustainability / Susan E. Jackson, Deniz S. Ones, Stephan Dilchert, editors ; foreword by Allen I. Kraut.
p. cm. – (The professional practice series)
Includes index.
ISBN 978-0-470-88720-2 (cloth); 978-1-118-22107-5 (ebk.); 978-1-118-23483-9 (ebk.); 978-1-118-25945-0 (ebk.)
1. Management–Environmental aspects. 2. Personnel management–Environmental aspects. 3. Sustainable development–Management. 4. Industries–Environmental aspects. I. Jackson, Susan E. II. Ones, Deniz S., 1965- III. Dilchert, Stephan, 1980-
HD30.255.M337 2012
658.3'01–dc23
Foreword
Allen I. Kraut
Rarely are there new developments that are true “game-changers” in the fields of I-O psychology and human resource management; perhaps no more than one in a decade. But the topic of this book, making organizations “green,” tells us about one of those rare changes that is unfolding right now. Nothing could be more useful to practitioners and researchers in HRM, in I-O, and organization development than a solid understanding of this shift, as delivered in this book.
The topic, how to conduct organizational operations in ways that are environmentally friendly and sustainable, may still be new to most professionals in these fields. Its growth and development is so fresh in ideas and so powerful that it may be described as a hugely innovative, even revolutionary movement. This new way of thinking and acting marks an enormous sea change in how we deal with many issues that affect our lives daily at work and in the long term as well.
A Slow Revolution
In scope and impact, it reminds me of the U.S. Civil Rights movement in the 1960s, which seemed so extraordinary at the time. I recall that “before and after” vividly, as I began my professional life about then. The “before” included an Army stint in the state of Georgia. While Army life in Fort Benning was not structured by race, just outside the gates there was a stark and distasteful view of a racially segregated nation. Public accommodations, such as restaurants and hotels, were kept separately for so-called white and colored. So too were schools and even the restrooms in gasoline stations. It seems hard to imagine all that now.
When Civil Rights laws took effect in the mid-1960s, the “after” included huge changes in our employment practices. How we recruited, selected, trained, and rewarded employees were forever changed. Today we take for granted many practices that began to change then. (As one small example, no longer do we find “Help Wanted” notices split into “Male” and “Female” sections.)
In the coming decades, I believe we will look back at the current era as the start of one of those rare historic shifts that has major long-lasting impacts on our field. That shift is the recognition and relevance of environmental sustainability. I believe this book will be seen as a watershed event, and its content will be a touchstone for many practitioners.
Of particular interest is the diverse genesis of this movement. It is impelled by assorted sources, not just legislative, and many of them are just out of sight to everyday observers. As Susan Jackson writes in her introductory chapter, “Portrait of a Slow Revolution Toward Environmental Sustainability,” several forces have been building over the last few decades.
There has been the attention given to disastrous trends and events in air and water pollution and nuclear accidents. The impact of global climate change has also made headlines. The United Nations’ efforts and the Kyoto protocol of 1997, now ratified by 197 nations, have involved many governments. In the meantime, several international agencies have developed standards to measure and report environmental performance, and some of these standards are now being used by leading companies.
Providing Useful Tools
Our troika of editors, Susan Jackson, Deniz Ones, and Stephan Dilchert, are pioneers in their research, understanding, and writing about this new field of environmental sustainability in organizations. Their research is the product of innovative and clear thinking. Best of all, their writing is lucid, engaging, and trail-blazing.
For example, Deniz Ones and Stephan Dilchert provide us in one chapter with an original and data-based taxonomy of employee green behaviors. This model of the types of employee actions that contribute to environmental sustainability can help practitioners to think conceptually about just what employees do and can help in the measurement of such behaviors. They also expand their discussion of relevant tools in another chapter devoted to measuring environmental sustainability performance at the level of the employee, organization, or nation.
The choice of chapter contributors and use of case studies are especially valuable aspects of this volume. The chapter authors are knowledgeable and at the forefront of work in this field. For example, in one chapter we learn from the results of a recent survey of 728 human resource professionals just what their organizations are doing in green practices and how to recruit and socialize new employees, who are more apt to engage in appropriate environmental behaviors.
The chapter contributors also represent a global cast of researchers and practitioners in environmental sustainability. This is evident in the eight case studies that show how environmentally sustainable practices are being implemented in different organizations. The settings range from the U.S. to Uganda and Germany, and to the United Kingdom’s McDonald’s operation. It includes the case of Procter & Gamble’s global survey of employees’ green attitudes and behavior in eighty countries.
The environmental sustainability actions of many organizations may have once seemed merely public relations gestures or part of a morally commendable aspect of corporate social responsibility. Now such actions seem more likely to become an organizational way of life based on profit as well as principles of good governance, undergirded by law. As one contributor tells us, even the financial publisher Dow Jones has developed an environmental practices index to help assess green practices that “create shareholder value.”
As with many other environmental changes, those organizations that adapt the best and fastest will reap the greatest gains. Those firms will be able to select and train the most suitable people early, set desirable patterns of behavior, and take proper credit for it—which may be another way of saying that the needed changes will not be easy, but they are likely to be worthwhile.
In moving our fields forward, we should be most grateful to our editors, Susan, Deniz, and Stephan, for imagining and producing this wonderful volume. We are indebted to them and to their outstanding set of chapter contributors. When this book was first proposed, the Professional Practice Series Editorial Board was enthusiastic and hopeful. The board’s endorsement has been amply repaid by the final product. I believe this volume richly deserves the long shelf life I predict for it.
ALLEN I. KRAUT, Series EditorRye, New YorkDecember 1, 2011
Preface
We were delighted when the Society for Industrial and Organizational Psychology (SIOP) gave us the opportunity to prepare this edited volume on environmental sustainability in organizations. As concerns about environmental degradation are becoming increasingly salient in all domains of life, businesses face increasing pressure from their stakeholders—governments, shareholders, customers, and employees—to adopt environmentally friendly policies and practices. Organizational efforts in this domain, however, typically focus on strategic questions, technological contributions, public policy linkages, or marketing considerations. Yet, employees and other organizational members are pivotal to all organizational initiatives. This volume was created to draw our attention to the growing number of workforce issues that relate to environmental sustainability.
Increasingly, industrial and organizational (I-O) psychologists and human resources practitioners are interested in the topic of environmental sustainability. Starting in 2010, a large number of SIOP sessions on the topic have attracted sizeable audiences. The 2011 day-long Theme Track at the annual SIOP conference and the 2012 SIOP Leading Edge Consortium provided further evidence that our field has recognized environmental sustainability as an important topic of scientific inquiry and applied psychological practice. At the same time, universities are increasingly offering workshops, courses, and even majors on environmental sustainability. Discussions of environmental issues are being incorporated into existing I-O psychology and HRM courses. As greater numbers of companies continue to adopt environmental goals, employees have to contribute in various ways to make sustainability in organizations a reality. I-O psychologists who work in industry as well as HR managers need to—at the very least—familiarize themselves with the issues in this domain. Moreover, we believe that “green” transformations of organizations are simply not possible without the involvement of I-O psychologists who will need to (re)define job requirements and design approaches to recruit, select, train, develop, manage, motivate, lead, and reward the future workforces of environmentally sustainable organizations.
This volume reflects diverse perspectives arising from the breadth of views and experiences represented. The contributing authors and organizations are international, from developed and emerging economies, spanning a variety of industries, and represent a mix of applied and academic backgrounds. The chapters and case studies aim to highlight the central role of employees, I-O psychologists, and human resource management in achieving environmental sustainability goals in applied organizational settings. In the field, many practitioners are already involved in the creation and implementation of initiatives with positive environmental impact. Yet, there is little empirical research, especially at the individual level of analysis, in our academic journals that documents and examines the green revolution transforming workforces and workplaces globally. This is an area in which practice is leading research.
Editing this volume was a rewarding experience for us, as it provided the opportunity to observe an evolving area within our profession and learn from the contributing authors. We are thankful for the support of several individuals. Allen Kraut, the SIOP Practice Series editor, was a strong advocate from the very beginning. His understanding of the strategic importance of HR in achieving environmental sustainability was much appreciated. Eduardo Salas, president of SIOP when this book was initiated, was also unwavering in his support of this project and related endeavors (the 2011 Theme Track and 2012 Leading Edge Consortium). Finally, we appreciated the support we received from our colleagues and students at Rutgers University, Baruch College, and the University of Minnesota.
We look forward to this book spurring future HR practice and psychological research on environmental sustainability in work settings.
Deniz S. OnesStephan DilchertSusan E. JacksonDecember 2011
The Editors
Susan E. Jackson is Distinguished Professor of Human Resource Management, School of Management and Labor Relations, Rutgers University, and Research Fellow, Lorange Institute of Business, Zürich. She earned a Ph.D. in social and organizational psychology from the University of California–Berkeley. She is a Fellow of the Society for Industrial and Organizational Psychology, the Association for Psychological Science, and the Academy of Management, where she is past president. Her recent interest in environmental sustainability is an extension of her prior research on strategic HRM, work team effectiveness, and knowledge management, which has appeared in numerous scholarly journals. She is an author/editor of several books, including Managing Human Resources (11th ed., with R. S. Schuler and S. Werner), two SIOP-sponsored volumes—Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management (with M. A. Hitt and A. DeNisi) and Diversity in the Workplace: Human Resources Initiatives. She also manages www.greenHRM.org, a website providing free resources for students, scholars, and practitioners interested in environmental sustainability and workforce management. Email: [email protected]
Deniz S. Ones is the Hellervik Professor of Industrial Psychology and a Distinguished McKnight Professor at the University of Minnesota. Ones received her Ph.D. from the University of Iowa. Her research focuses on individual differences (personality, cognitive ability, job performance, counterproductive work behaviors, employee green behaviors) in work settings. She has received numerous prestigious awards for her research on individual differences in employee staffing, among them the 1998 Ernest J. McCormick Award for Distinguished Early Career Contributions from the Society for Industrial and Organizational Psychology (SIOP), as well as the 2003 Cattell Early Career Research Award from the Society for Multivariate Experimental Psychology. Ones also received the Award for Professional Contributions and Service to Testing from the Association of Test Publishers. She is a Fellow of the Association for Psychological Science and the American Psychological Association (Divisions 5 and 14–SIOP), for which she also chaired the Committee on Psychological Testing and Assessment (CPTA). Previously, she co-edited the best-selling, two-volume Handbook of Industrial, Work and Organizational Psychology (2001) and served as an editor-in-chief of the International Journal of Selection and Assessment and associate editor of the Journal of Personnel Psychology. Ones serves or has served on editorial boards of a dozen journals in applied and general psychology. She has also edited special issues of several journals devoted to personality variables, use of cognitive ability in employee selection, and counterproductive work behaviors. Recently, she has co-chaired the 2011 SIOP Theme Track on Environmental Sustainability and is the science co-chair of the 2012 SIOP Leading Edge Consortium on the same topic. Email: [email protected]
Stephan Dilchert is an assistant professor of management at the Zicklin School of Business, Baruch College, City University of New York. He received his Ph.D. in industrial and organizational psychology from the University of Minnesota. His dissertation research on creativity was recognized with the Meredith P. Crawford Fellowship from the Human Resources Research Organization, the Best Dissertation Award from the University of Minnesota, and the S. Rains Wallace Award from the Society for Industrial and Organizational Psychology. His work has been published in the Journal of Applied Psychology, Personnel Psychology, Human Performance, and International Journal of Selection and Assessment, among others. Dilchert serves on two editorial boards, has chaired the 2011 SIOP Theme Track on Environmental Sustainability, and is the science co-chair of the 2012 SIOP Leading Edge Consortium on the same topic. He teaches human resource management on the master’s and doctoral level and an MBA course in sustainable organizational behavior. Email: [email protected]
The Authors
Stefan Ambec is an INRA researcher at Toulouse School of Economics, member of LERNA, a research center in environmental economics and natural resources, and director of the master’s program in environmental and natural resources economics. He is also a visiting professor at the University of Gothenburg. He holds a Ph.D. in economics from the University of Montreal. His research focuses on the economic impact of innovations, environmental regulations, and on natural resource management. His papers have been published in various journals, including Academy of Management Perspectives, Journal of Economic Theory, Games and Economic Behavior, American Journal of Agricultural Economics, Social Choice and Welfare, and Journal of Development Economics. Email: [email protected]
Serafin Bäbler holds a master’s degree in economics from the University of Zürich. He published his master’s thesis on the topic of human resource management with focus on environmental sustainability in the strategic context of a firm. He has also conducted field research with Swiss companies that are leaders in environmental sustainability. During his studies, he led several research project teams in the area of human resource management. His applied expertise, which he acquired in the telecommunications industry in several European countries, is in management for transition and change projects. Email: [email protected]
Talya N. Bauer is the Cameron Professor of Management at Portland State University. She earned her Ph.D. at Purdue University. Bauer is an award-winning teacher and researcher, SIOP Fellow, and Google Visiting Scholar. She conducts research about relationships at work. More specifically, she works in the areas of new hire on-boarding, recruitment, selection, over-qualification, mentoring, and leadership, which have resulted in numerous journal publications published in outlets such as the Academy of Management Journal, Academy of Learning and Education Journal, Journal of Applied Psychology, Journal of Management, and Personnel Psychology. She has acted as a consultant for dozens of government, Fortune 1000, and start-up organizations. Bauer is involved in professional organizations and conferences at the national level and serves on elected positions such as the Human Resource Management Executive Committee of the Academy of Management and member at large for the Society for Industrial and Organizational Psychology. Bauer is a past editor of the Journal of Management. In addition, she has also served on the editorial boards for the Journal of Applied Psychology, Personnel Psychology, and Journal of Management. Email: [email protected]
Andrew Biga is senior manager of leadership development for Procter & Gamble. He leads global talent management, including strategic succession planning through design and delivery of automated talent solutions. His responsibilities also include talent tracking using global KPIs to ensure a robust and diverse leadership pipeline. Biga completed his Ph.D. in industrial and organizational psychology from the University of South Florida. Email:
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