Motivating employees for environmental improvement

By N. Govindarajulu, B. Daily. Industrial management & data systems, 2004

649 citations recorded by the source corpus.

Subfields: Management, Monitoring, Policy and Law, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ed8637b12f6a334207c5d43861f39ecdc8aedb73

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Citations in the corpus

Antecedents of pro-environmental behaviours at work: The moderating influence of psychological contract breach (2014, background): “’s review, most research in work settings has focused on direct PEBs (Greaves et al., 2013; Lamm, Tosti-Kharas, & Williams, 2013; Laudenslager, Holt, & Lofgren, 2004; Lo et al., 2012; Zhang, Wang, & Zhou, 2013). Only a few studies have addressed indirect PEBs (Homburg & Stolberg, 2006, study 3; Pail”
Green human resource management practices: scale development and validity (2018, background): “Through green knowledge management, employees can receive extensive green training, enhancing their knowledge of and skills in environmental protection and improving their abilities in dealing with complex environmental-management (EM) problems (Govindarajulu and Daily 2004).”
Do green human resource management and self-efficacy facilitate green creativity? A study of luxury hotels and resorts (2021, positive): “Since scholars have noted that employee buy-in is important for successfully implementing environment-related initiatives (e.g. Chou, 2014; Govindarajulu & Daily, 2004), our findings contribute useful theoretical insights that can benefit future research as well as practice.”
Corporate Greening, Exchange Process Among Co-workers, and Ethics of Care: An Empirical Study on the Determinants of Pro-environmental Behaviors at Coworkers-Level (2016, background): “lack of support from managers has been identified as a major obstacle to pro-environmental behavior (Ramus 2001; Govindarajulu and Daily 2004).”
Corporate environmental responsibility, employer reputation and employee commitment: an empirical study in developed and emerging economies (2014, background): “An explicit aim of this program is to increases DuPont’s environmental reputation among its stakeholders (Govindarajulu and Daily 2004).”
Employee Engagement and CSR: Transactional, Relational, and Developmental Approaches (2012, background): “However, absent managerial support, feedback, recognition, and rewards, it is questionable to what extent a pro-social and/or pro-environmental ethos can develop among employees in an organization.(61) The relational model of engagement seems to fit best for firms that have reached an integrative st”