The Mediating Role Of EMS Teamwork As It Pertains To HR Factors And Perceived Environmental Performance

Daily, Bonnie F.; Bishop, James W.; Steiner, Robert L.

doi:10.19030/jabr.v23i1.1411

Cited by 112 publications

(186 citation statements)

References 64 publications

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“…Govindarajulu & Daily, 2004;Daily, et al 2003Daily, et al , 2007Fernandez, et al 2003;Daily & Huang, 2001). Sections 2.1 to 2.4 highlight the significance of management commitment, empowerment, rewards, and feedback and review for environmental performance.…”

Section: Human Resource Factors Affecting An Emsmentioning

confidence: 99%

“…Mallak and Kurstedt (1996) explained that when companies shift to more open forms of participative management, they begin the process of empowering their employees. Top management within an environmentally proactive organization should strive to cultivate a strong culture that allows its employees the freedom to make environmental improvements without excessive management intervention (Daily & Huang 2001, 2007Govindarajulu & Daily, 2004) and promote innovation and risk taking (Govindarajulu & Daily, 2004;Ramus, 2001;Ramus & Steger, 2000). Employees should also be allowed inputs for improvement and time for experimentation (Woods 1993 cited in Govindarajulu & Daily 2004, p. 366).…”

Section: Management Commitmentmentioning

confidence: 99%

“…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%

“…The green teams were used to generate ideas, enhance learning experiences, explore issues, identify conflict and focus action to enhance understanding about why, what, how, where and where to pursue the best practicable environmental options. Similar to uses in TQM, cross-functional teams may be particularly helpful in achieving environmental improvement across departments (Daily, et al 2007;Govindarajulu & Daily, 2004). According to May and Flannery (1995) cross-functional teams are crucial for successfully identifying and solving waste problems that exists in different parts of the organization.…”

Section: Management Commitmentmentioning

confidence: 99%

“…Environmental rewards can be implemented in the form of monetary and non-monetary rewards and recognition awards (Daily & Huang, 2001;Daily, et al 2003Daily, et al , 2007Govindarajulu & Daily, 2004;Ramus 2002;Ramus, 2001;Ramus & Steger, 2000). Daily and Huang (2001) claim that rewards reinforce empowerment and good-decision making, improving corrective and preventive measures employees initiate.…”

Section: Rewardsmentioning

confidence: 99%

See 4 more Smart Citations

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: Human Resource Factors Affecting An Emsmentioning

confidence: 99%

Section: Management Commitmentmentioning

confidence: 99%

Section: Management Commitmentmentioning

confidence: 99%

Section: Management Commitmentmentioning

confidence: 99%

Section: Rewardsmentioning

confidence: 99%

See 3 more Smart Citations

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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Environmental management and the “soft side” of organisations: Discovering the most relevant behavioural factors in green supply chains

Muduli

Luthra²,

Mangla

et al. 2020

Bus Strat Env

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Anchored in the resource-based view theory, the objective of this research is to empirically analyse the behavioural factors affecting the green supply chain management (GCSM) performance in a fast-growing emerging economy by taking an empirical data set of 101 responses from personnel in the mining sector. Behavioural factors in green supply chains are still a critical challenge-not yet a well-explored academic subject-when the focus is on the mining industry of emerging economies like India; the lack of studies in this field could be a factor preventing the Indian mining industry becoming more green. In terms of methodology, original survey data were processed through AMOS 4.0, adopted for assessing the causal connection among the six constructs, that is, top management support, teamwork, workplace culture, resistance to change, green innovation, and green motivation. We further explore the input from the human side of GCSM by highlighting that top management support and green motivation are the most crucial behavioural factors that influence GCSM in the Indian mining sector. The study will be helpful for mining companies because it will enable them to identify the areas that require their attention for enhancing GCSM performance related to behavioural aspects.

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Unleashing proactive low‐carbon strategies through behavioral factors in biodiversity‐intensive sustainable supply chains: Mixed methodology

et al. 2021

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The aim of this research is to understand the complex and relatively understudied relationship between human and behavioral factors and low-carbon management practices from the perspective of the resource-based view (RBV). Research application is in the "biodiversity sector" and consists of a survey and multiple-case study in Brazil, the richest country globally in terms of biodiversity but a country that also faces challenges in protecting biodiversity. The research problem considers the relationship between human critical success factors and the adoption of low-carbon management practices.Quantitative analysis through structural equation modeling shows the three branches of hypothesis to be accepted-the first with a higher coefficient than the second and the second with a higher coefficient than the third. It was observed that human factors influence low-carbon product management practices the most, followed by process practices and finally logistics practices. Qualitative multiple-case study research shows that companies are at different stages of maturity in relation to low-carbon management organizational practices, ranging from the highest stage to the lowest. It was found that the intensity of the presence of human critical success factors was higher where organizations had greater adoption of low-carbon management practices.

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The Mediating Role Of EMS Teamwork As It Pertains To HR Factors And Perceived Environmental Performance

Abstract: Little management theory or empirical results exist to guide managers in maximizing employee efforts to successfully implement Environmental Management Systems (EMS

Cited by 112 publications

References 64 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

Environmental management and the “soft side” of organisations: Discovering the most relevant behavioural factors in green supply chains

Unleashing proactive low‐carbon strategies through behavioral factors in biodiversity‐intensive sustainable supply chains: Mixed methodology

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