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Associations between organisations' motivated workforce and environmental performance
Journal article   Peer reviewed

Associations between organisations' motivated workforce and environmental performance

Kirsten Rae, John Sands and David Gadenne
Journal of Accounting and Organizational Change, Vol.11(3), pp.384-405
2015
DOI: https://doi.org/10.1108/JAOC-10-2013-0090
url
https://doi.org/10.1108/JAOC-10-2013-0090View
Published Version

Abstract

environmental performance human capital human resource management innovation organisational commitment value-creating processes
Purpose-This study aims to investigate the association between a motivated and prepared workforce and environmental performance. Design/methodology/approach-Self-administered surveys were used to collect data for the study from 300 organisations operating in Australia. Confirmatory factor analyses were used to test the robustness of the various measurement models, and structural equation modelling was used to test the two propositions for this study. Findings-The results identify significant associations between affective commitment, employee performance process and training and enhanced environmental performance, which is mediated through the value-creating processes, work practices, process improvement and innovation process. Also, there is a set of sequential associations between work practices and process improvement and well as process improvement and innovation process. Practical implications-The study has identified specific management practices that enhance environmental performance. The findings add to the body of knowledge because previous studies focused on general conceptual rather than actual management practices. The implications for practice are that organisations should enhance organisational affective commitment to their environmental strategy, tailor employee performance processes and provide regular, specific training to employees to improve processes that lead to better environmental performance. Originality/value-Results, mentioned in findings above, provide some specificity to associations that had been illustrated and explained previously in an abstract or conceptual framework. A framework of identified associations provides a basis for future research and for practical application to assist with organisational environmental performance as part of a corporate sustainability strategy.

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