PurposeThe purpose of this study is to extend the theory of planned behavior (TPB) and understand consumers' purchase intention of energy-efficient appliances (EEA) from the perspective of pro-environmental behavior. This study focuses on knowledge of eco-labels (KEL) and altruism for the consumers' purchase intention of EEA.Design/methodology/approachThis study employed a quantitative method. Data of the participants were collected through the purposive sampling technique. A total of 373 valid responses were received with a response rate of 82.88%. Partial least square (SEM) has been used for the analysis of data.FindingsThe findings of the study reveal that altruism and KEL in the extended model of TPB promote the purchase of EEA in Pakistan. Further, the results indicate that altruism was the key predictor that leads to the consumption of environmentally friendly appliances.Practical implicationsEco-labels are important sources that provide specific products related information to consumers. Further, eco-labeling serves to guide consumers' regarding the processes of products' consumption and disposals. Secondly, the positive influence of altruism implies the fact that people have the willingness to contribute to the betterment of the environment and human well-being. Therefore, marketers and policymakers should initiate campaigns that primarily target altruistic consumers and emphasize the importance of the purchase of EEAs that can reduce environmental pollution.Originality/valueThis study would help to understand consumer purchase intention for EEA and contribute to the literature of environmental management. The results of this study would serve to provide guidelines to policymakers and marketers regarding the consumption of environmentally friendly products (EFP).
Karachi Electric Supply Company (K.E.S.C.) is one of the most recently privatized companies in Pakistan. Since its privatization in 2005, it has been in the phase of bringing about many changes; re-branding and revitalizing with the introduction of new concepts such as integrated business centers (IBCs), which are one window solution for customers. K.E.S.C. has come up with new business strategies and a customer-oriented outlook with greater emphasis on employee performance. The objective of this research was to investigate the effects of privatization on the employee performance of Karachi Electric Supply Company (K.E.S.C) and find out the changes in the overall employee performance. For this purpose, research was conducted from the employees of K.E.S.C. The variables identified through the literature review were commitment, organizational change, communication, training and development, financial benefits, and job security. The research aimed at finding out what changes have been taken place in these factors after privatization and what were the impacts of those changes on the overall performance of the employees. In order to investigate the variables, a detailed study was carried out. Both; employees and the employers’ perspectives regarding the performance changes were investigated. For this purpose, employees belonging to the middle-level management of K.E.S.C. working at IBC’s since the pre-privatization era was chosen, as the major change was implemented in these units of K.E.S.C. primarily. Apart from surveys, 3 interviews of management working at integrated business units of K.E.S.C. were also conducted as they have direct interaction with the employees and played important role in managing and implementing change. The results of the study revealed that change in the employees’ performance was viewed by employees as positive and significant and supplement this point with extensive training and development programs, new performance management system, organizational restructuring, amplified remuneration package, enhanced communication, and betterment of the working environment. Keeping in view the perspective of the management and the employees on the change after privatization, the research study concludes that though K.E.S.C’s management carried out the change program in a proper and organized manner, by considering several critical factors for its successful implementation, there were still a few gaps observed with respect to job security and communication that in the end lead to employees’ dissatisfaction and reservations with the change process. These gaps are highlighted in the recommendations and this study believes that if K.E.S.C’s management includes them in their future plans, then it can bring more productivity and efficiency in the performance of the employees.
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