The Roles of Supervisory Support Behaviors and Environmental Policy in Employee “Ecoinitiatives” at Leading-Edge European Companies.

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

“…Instead of receiving cash awards, employees are awarded an engraved plaque given at formal awards ceremony (Denton, 1999). Empirical findings from six environmentally proactive European firms have shown that employees responded positively with creative ideas in the environmental area if their supervisors encouraged daily praise and company environmental awards (Ramus, 2001;Ramus, 2002;Ramus & Steger, 2000). Russo and Harrison (2005) showed by means of an empirical analysis that when managerial pay is tied to environmental performance, facilities reported improvements in their environmental performance.…”

“…According to Epstein and Roy (1997) communication may inspire employees to suggest new ways to effectively reduce the organization's environmental impacts. Employees are likely to eco-innovate when line managers adopt a democratic, participatory and open style of communication in regards to environmental ideas (Ramus, 2001;Ramus & Steger, 2000). Another element essential in signifying management's commitment to environmental improvement is the provision of environmental training and education for the workforce which has been long recognized as a critical ingredient in promoting and implementing environmental management practices in business organizations (Dechant & Altman, 1994;Madsen & Ulhoi, 2001;Wee & Quazi, 2005;Zutshi & Sohal, 2004).…”

“…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).…”

“…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.…”

“…The empowerment items were from Ahire and O'Shaughnessy (1998), Daily, et al (2003Daily, et al ( , 2007, Grandzol and Gershon (1998), Howard and Foster (1999), Jun, Cai and Shin (2006), Wee and Quazi (2005). The feedback and review items were from Chinander (1997), Flynn, Schroeder and Sakakibara (1994), Howard and Foster (1999), Ramus (2001), Ramus and Steger (2000), Wee and Quazi (2005). The rewards items were from Chinander (1997), Daily, et al (2003Daily, et al ( , 2007, Ramus and Steger (2000), Wee and Quazi (2005).…”