Challenges in designing, implementing and operating an environmental management system

Kirkland, Lisa-Henri; Thompson, Dixon

doi:10.1002/(sici)1099-0836(199903/04)8:2<128::aid-bse193>3.0.co;2-n

Cited by 49 publications

(40 citation statements)

References 3 publications

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“…Without the availability of adequate resources organizations can experience delays in adoption and completion of EMS. Furthermore, adequate resources are essential and important because they convey to employees that management is committed to the success of implementing the EMS (Daily, et al, , 2007Kirkland & Thompson, 1999). In addition, the organization's environmental programs, initiatives, and goals should be communicated frequently to all employees (Daily & Huang, 2001;Daily, et al 2003Daily, et al , 2007Govindarajulu & Daily, 2004).…”

Section: Management Commitmentmentioning

confidence: 99%

Impact of Human Resource Factors on Perceived Environmental Performance: an Empirical Analysis of a Sample of ISO 14001 EMS Companies in Malaysia

Kaur¹

2011

JSD

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Increasing employee motivation for environmental endeavors continues to be poorly understood. The literature suggests that management commitment, employee empowerment, feedback and review, and rewards may be significant predictors of environmental performance and hence successful environmental management system (EMS) implementation. This paper aims to ascertain the relationships between the aforementioned human resource factors with perceived environmental performance using a sample of middle and lower level employees in five manufacturing companies. All five companies are currently certified to ISO 14001 EMS and moreover four are recipients of the Malaysian Prime Minister's Hibiscus Award (PMHA). A total of two hundred and twenty three survey responses were analyzed using the SPSS computer program version 16. The results of the regression analysis suggest that management commitment, feedback and review, and empowerment have a significant positive relationship to perceived environmental performance. However, the relationship between rewards and perceived environmental performance was statistically insignificant.

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Section: Management Commitmentmentioning

confidence: 99%

Impact of Human Resource Factors on Perceived Environmental Performance: an Empirical Analysis of a Sample of ISO 14001 EMS Companies in Malaysia

Kaur¹

2011

JSD

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“…(Kirkland and Thompson 1999) Moreover, research that does deal with integration tends to rely on particular examples or characteristics of successful integration across various stages of implementation, such as 'having a strong leader' or 'having the support of upper management'. (Bertels et al 2010;Herremans and Allwright 2000;Gupta 1995) Similarly, these traits are often based on overarching concepts of sustainability, rather than distinct, applied functions.…”

Section: Discussionmentioning

confidence: 99%

“…Further, ISO does not connect all stages of assessments, indicator development, and reporting, which is required for operating a management system. (Veleva and Ellenbecker 2001;Kirkland and Thompson 1999) Industry frameworks predetermine what will be assessed and reported on. The contributions provide vital pieces to the puzzle, but no one framework is neutral to organizational sector, capacity, and mission.…”

Section: Discussionmentioning

confidence: 99%

“…The bulk of research and professional contribution in this area focuses on assessments and reporting or specific industry examples rather than the process of general action planning and implementation. (Rassmussen 2011;Bertels et al 2010;Hoffman and Woody 2013;Azapagic 2003;Kirkland and Thompson 1999) Still, assessment and reporting are essential parts of the process, and often include applicable ranking indicators, which are metrics that help determine levels of success and failure.…”

Section: Existing Sustainability Frameworkmentioning

confidence: 99%

“…For the most part, research and professional contribution in this area focuses on assessments, indicator development, or reporting separately as opposed to the process as a whole. (Hoffman and Woody 2013;Rassmussen 2011;Bertels et al 2010;Kirkland and Thompson 1999;Azapagic 2003) For a management system to be viable, it must be given legs to stand on, including appropriate actions and tools to operate and measure the performance of the management plan.…”

mentioning

confidence: 99%

See 2 more Smart Citations

Integrating a Triple Bottom-Line Approach into the Management System: A Framework for Institutions and Businesses Alike

Bennett

Lewis

2014

World Sustainability Series

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Determining factors that enable managers to implement an environmental management system for sustainable construction: A case study in Johannesburg

Ololade

Rametse

2018

Bus Strat Env

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In this study, the underlying factors that could promote the successful implementation of an environmental management system (EMS) to enhance sustainable construction were considered. The assumption was that the perceptions of top and senior managers affect the success of the implementation of an organisation's EMS. A quantitative, sample‐based approach was used to gather data through online questionnaires; semistructured interviews were also conducted. A targeted sample comprising 198 managers of one company was selected, and 69 responses were received—approximately 35% of the total population sampled. Out of seven top management employees, interviews were conducted with five executives (including the chief executive officer). Descriptive analysis, weighted mean average, and chi‐square test were used to analyse the data. The study revealed that factors that could influence attitudes and perceptions relating to environmental issues among managers in the construction industry are generation (age), level of education, and knowledge and awareness. In this study, older managers and those with higher levels of education were more receptive to promoting environmental issues in the organisation. Even though most of the participants indicated that environmental management was important for their organisation, it was not considered as a priority compared with other issues. However, an EMS was perceived as a formal way to enforce environmental management in their operation. We conclude, therefore, that it is pertinent to include environmental management in the curriculum for the education of construction professionals, so that it forms part of their training.

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Challenges in designing, implementing and operating an environmental management system

Cited by 49 publications

References 3 publications

Impact of Human Resource Factors on Perceived Environmental Performance: an Empirical Analysis of a Sample of ISO 14001 EMS Companies in Malaysia

Impact of Human Resource Factors on Perceived Environmental Performance: an Empirical Analysis of a Sample of ISO 14001 EMS Companies in Malaysia

Integrating a Triple Bottom-Line Approach into the Management System: A Framework for Institutions and Businesses Alike

Determining factors that enable managers to implement an environmental management system for sustainable construction: A case study in Johannesburg

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