Engaging Organizations in Environmental Change: A Greenprint for Action

McGuire, David

doi:10.1177/1523422310394759

Cited by 15 publications

(13 citation statements)

References 57 publications

(43 reference statements)

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“…Somewhat similarly, other authors (e.g. McGuire, 2010) have claimed that HRM experts need to play an important role in reminding organizations of their social, environmental and moral responsibilities, and in orchestrating related efforts. For others, corporate social responsibility (CSR), environmental sustainability (ES) and HRM have to establish partnerships for advancing 'responsible' business practices (Cohen, 2010).…”

Section: Introductionmentioning

confidence: 89%

The human resources management contribution to social responsibility and environmental sustainability: explorations from Ibero-America

Alcaraz

Susaeta

Suárez

et al. 2017

The International Journal of Human Resource Management

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In this paper we aim to advance the discussion on Human Resources Management's quest to create value around social responsibility and environmental sustainability. We explore the perceptions reported by Human Resource managers in three Ibero-American countries (Spain, the Dominican Republic and Costa Rica). We focus on the hospitality sector, one of particular relevancy for these countries and with significant sustainability challenges. Relying on in-depth interviews in twenty-eight organizations and a mixed-methods approach, we examine HR managers' underlying notions around social and environmental issues, stakeholder collaboration, HRM practices, roles and internal organization. Analysis of the interviews suggests varying views on those dimensions, as well as identifies Active and Advanced firms, the latter showing more commitment to sustainability (as part of the organizational culture), usage of HRM practices and engagement with multiple stakeholders. From this empirical exploration and relying on current sustainability developments, we contribute to the literature by outlining an externally-oriented model (centred on corporate priorities, communities' flourishing and ecosystems' resilience) aiming to advance HRM's engagement with sustainability-driven agendas.

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Section: Introductionmentioning

confidence: 89%

The human resources management contribution to social responsibility and environmental sustainability: explorations from Ibero-America

Alcaraz

Susaeta

Suárez

et al. 2017

The International Journal of Human Resource Management

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“…Organizations are starting to realize that employee involvement is crucial in efforts to reduce the organization's environmental impact (Bansal & Roth, ; Boiral, ; McGuire, ). But how can employees be motivated to engage in energy conservation behaviors?…”

Section: The Challenge Of Changing Employee Behaviorsmentioning

confidence: 99%

“…These issues have prompted governments and households to take steps to curb their consumption of resources and energy (Stern & Gardner, ). Organizations have also become aware of these issues (McGuire, ) and have started including ecological sustainability as an integral part of their corporate social responsibility code (Fenwick, ).…”

mentioning

confidence: 99%

Fostering support for work floor energy conservation policies: Accounting for privacy concerns

2012

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The advent of electronic monitoring technology (e.g., smart meters and in-car GPS devices) poses the opportunity for organizations to promote energy conservation behaviors among their employees through individual feedback and incentives. Although electronic monitoring thus can help in reducing the organization's environmental footprint, organizations may be reluctant to take such steps because of privacy concerns that may arise among those whose behavior is being monitored. This paper examines the roots of such privacy concerns. On the basis of literature on motivated cognition, we expect that people may sometimes construe privacy concerns in a self-serving fashion. Three empirical studies support this assumption and suggest an interesting and potentially controversial conclusion: electronic monitoring in itself may not necessarily raise concerns about privacy, except when people anticipate that monitoring will lead to negative consequences for them personally. Thus, this paper offers clear policy advice for organizations aiming to implement work floor energy conservation policies that rely on electronic monitoring of employee behavior: communicating the individual benefits for employees may alleviate employee privacy concerns and boost organizational support.

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“…Mitigating severe, pervasive, and irreversible effects of climate change on people and ecosystems requires immediate, “substantial and sustained reductions in greenhouse gas emissions” (Intergovernmental Panel on Climate Change [IPCC] Fifth Assessment Report [“AR5”], 2014, p. 6). Given this imperative, it is encouraging that a number of human resource development (HRD) scholars have taken a keen interest in environmental issues and sustainability (e.g., Garavan & McGuire, 2010; McGuire, 2010; Scully-Russ, 2012). Although these various developments are to be welcomed, the current situation is problematic for HRD researchers and practitioners for at least two reasons.…”

Section: Introductionmentioning

confidence: 99%

“…First, exhortations for the greening of HRD and human resource management (HRM) foreground the need for environmental education initiatives, for example, green management modules (McGuire, 2010) and developing employees’ environmental knowledge base (Renwick, Redman, & Maguire, 2013). A challenge in designing formal learning that aims to bring about pro-environmental behavior change is that the environmental issues and the ways in which they manifest are different in kind and magnitude from many of the traditional individual and organizational performance issues that HRD and HRM often are called-on to address.…”

Section: Introductionmentioning

confidence: 99%

Communicating Climate Change Risk and Enabling Pro-Environmental Behavioral Change Through Human Resource Development

Sadler‐Smith

2015

Advances in Developing Human Resources

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The Problem.Climate change is the most pressing environmental issue of our times. The majority of reputable scientists are in agreement that it threatens dangerous and irreversible impacts on the whole-Earth system. The mitigation of its potential effects requires immediate, substantial, and sustained actions. The Solution. This article proposes two ways in which human resource development (HRD) can contribute: first, through individual learning and development interventions; second, through organizational development and change. Furthermore, it is argued that organizational culture and individual agency have the potential to reciprocally enable or constrain pro-environmental behavioral change; hence to be effective, green HRD requires interventions both at the individual and the organizational levels. The Stakeholders. HRD scholars, researchers, and practitioners may also be of interest to others involved in environmental sustainability and critical management studies.The window of opportunity for avoiding a climate catastrophe is open, but it is closingand closing fast.

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Engaging Organizations in Environmental Change: A Greenprint for Action

Cited by 15 publications

References 57 publications

The human resources management contribution to social responsibility and environmental sustainability: explorations from Ibero-America

The human resources management contribution to social responsibility and environmental sustainability: explorations from Ibero-America

Fostering support for work floor energy conservation policies: Accounting for privacy concerns

Communicating Climate Change Risk and Enabling Pro-Environmental Behavioral Change Through Human Resource Development

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