Employer–Employee Congruence in Environmental Values: An Exploration of Effects on Job Satisfaction and Creativity

By Jelena Spanjol, Leona Tam, Vivian W. Y. Tam. Journal of Business Ethics, 2014

123 citations recorded by the source corpus.

This study examines how the match (vs. mismatch) between personal and firm-level values regarding environmental responsibility affects employee job satisfaction and creativity and contributes to three literature streams [i.e., social corporate responsibility, creativity, and person–environment (P–E) fit]. Building on the P–E fit literature, we propose and test environmental orientation fit versus nonfit effects on creativity, identifying job satisfaction as a mediating mechanism and regulatory pressure as a moderator. An empirical investigation indicates that the various environmental orientation fit conditions affect job satisfaction and creativity differently. More specifically, environmental orientation fit produces greater job satisfaction and creativity when the employee and organization both demonstrate high concern for the environment (i.e., a high–high environmental orientation fit condition) than when both display congruent low concern for the environmental (i.e., a low–low environmental orientation fit condition). Furthermore, for employees working in organizations that fit their personal environmental orientation, strong regulatory pressure to comply with environmental standards diminishes the positive fit effect on job satisfaction and creativity, while regulatory pressure does not affect the job satisfaction and creativity of employees whose personal environmental orientation is incongruent with that of the organization.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/35f750a3f906f93e515fc6c0a2635ff13c97f57e

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Citations in the corpus

On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work (2019, background): “…and outcomes such as consumer purchase decisions (Pickett-Baker & Ozaki, 2008), employee creativity (Spanjol, Tam, & Tam, 2015), job satisfaction (Spanjol et al., 2015), organizational attractiveness (Bauer & Aiman-Smith, 1996; Jones, Willness, & Madey, 2014), and perceived value fit (Jones et…”
The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “Glavas and Piderit (2009) and Spanjol, Tam, and Tam (2015) highlight a positive influence of CSR on employee creativity; Farooq et al. (2014) indicate benefits for knowledge sharing.”