Responsible business and individual differences: Employee externally-directed citizenship and green behaviors

Wiernik, B. M., Ones, D. S., Dilchert, S., & Klein, R. M.
In A. McWilliams, D. E. Rupp, D. S. Siegel, G. K. Stahl, & D. A. Waldman (Eds.), The Oxford handbook of corporate social responsibility: Psychological and organizational perspectives (pp. 123–155).
Oxford University Press
(2019)

Corporate social responsibility is increasingly regarded as an important performance domain for organizations. Critical to implementing responsible organizational policies and initiatives, however, are the behaviors by individual employees at all levels of the organizational hierarchy. This chapter reviews the nature, structure, and dispositional antecedents of individual-level responsible business behaviors contributing to organizational CSR efforts. It focuses on two domains of employee responsible—externally directed citizenship behaviors (OCB-X) and employee green behaviors. Their divergent conceptualizations, measures, and dispositional antecedents are reviewed. Four major limitations pervade the literatures on OCB-X and employee green behaviors, and consequently hinder progress on understanding the individual-level (micro) foundations of CSR. Suggestions and directions for future research are offered to improve scholarship, understanding, and applications involving these constructs.

Counterproductive sustainability behaviors and their relationship to personality traits

Dilchert, S.
International Journal of Selection and Assessment, 26(1), 49-56.
(2018)

This article introduces the concept of ‘counterproductive sustainability behaviors’ (CSB) as a novel expression of counterproductive work behaviors (CWB). It presents a short measure of CSB that applies the construct of counterproductivity to employee behaviors in the environmental sustainability domain. Personality assessments were administered to three independent samples— employed students, experienced employees, and job applicants—to investigate the relationship between personality and CSB (self-reports and other-rated), and to compare results to those obtained in the prediction of traditional CWB.

Environmental sustainability at work

Ones, D. S., Dilchert, S., Wiernik, B. M., & Klein, R. M.
In D. S. Ones, N. Anderson, C. Viswesvaran, & H. Sinangil (Eds.)
The SAGE handbook of industrial, work and organizational psychology: Vol. 3. Managerial psychology and organizational approaches (2nd ed., pp. 351–373).
SAGE
(2018)

this chapter, we discuss environmental sustainability in and of organizations. Specifically, we describe integration of environmental sustainability goals into business operations, draw a distinction between environmental and social responsibility, and encourage the use of the term socio-environmental responsibility when both are referenced. We highlight organizational proenvironmental initiatives as the primary means to achieve environmental performance and outcomes in organizations. We then turn to the role that employees play in environmental sustainability of organizations. In this context, both green jobs and pro-environmental behaviors are covered. Differences between pro-environmental behaviors and employee green behaviors are noted. The latter are conceptualized within the broader context of employee job performance models (Viswesvaran & Ones, 2000). Drivers and correlates of individual-level pro-environmental behaviors are reviewed to provide guidance to research and practice. We conclude by discussing ways in which HR can shape environmental sustainability in organizations.

Multiple domains and categories of employee green behaviors: More than conservation

Ones, D. S., Wiernik, B. M., Dilchert, S., & Klein, R. M.
In V. K. Wells, D. Gregory-Smith, & D. Manika (Eds.)
Research handbook on employee pro-environmental behaviour (pp. 13–38).
Edward Elgar.
(2018)

To effectively promote employee pro-environmental behaviour and appropriately research the antecedents and consequences of different types of green behaviours, there is a need for clear conceptual definitions of employee green behaviours and an organising taxonomy of the diverse array of behaviours that can be performed. This is the aim of this chapter. We define employee green behaviours and describe how they fit into general models of job performance. Then, we describe a comprehensive taxonomy of employee green behaviours. Next, we discuss the features of available measures of employee green behaviours. Finally, we discuss how considering the full array of employee green behaviours can enhance organisational human resource management (HRM) practices that promote environmental sustainability.

Individual antecedents of pro-environmental behaviors: Implications for employee green behaviors

Wiernik, B. M., Ones, D. S., Dilchert, S., & Klein, R. M.
In V. K. Wells, D. Gregory-Smith, & D. Manika (Eds.),
Research handbook on employee pro-environmental behaviour (pp. 63–82).
Edward Elgar.
(2018).

Environmental degradation is ultimately driven by harmful actions performed by individuals (Stern 2000). Achieving environmental sustainability thus requires changing individuals’ behaviour to be more environmentally responsible (Maloney and Ward 1973). As organisations aim to improve their institutional environmental performance, they must improve the individual environmental performance of each of their employees. Effective management of employee environmental performance, however, requires understanding why employees perform positive and negative green behaviours and how these drivers can be leveraged most effectively using human resource management (HRM) tools. In this chapter, we review research on the individual-level factors that promote and inhibit environmentally relevant employee behaviours. We examine research on knowledge-based and attitudinal drivers of pro-environmental behaviours, as well as the influence of demographic characteristics and stable psychological individual differences. Finally, w discuss research on the effectiveness of alternative types of behavioural interventions aimed at improving individuals’ contributions to environmental sustainability and how organisations can leverage individual antecedents to enhance employee green performance.

Sustainability: Implications for organizations

Dilchert, S., Wiernik, B. M., & Ones, D. S.
In S. G. Rogelberg (Ed.),
The SAGE Encyclopedia of Industrial and Organizational Psychology (2nd ed.).
Thousand Oaks, CA: Sage.
(2016, October)

Sustainability refers to an organization’s ability to deliver enduring performance and thus continue to exist over time. In this regard, performance refers not only to a company’s financial results. Sustainability applies to a wide range of organizations (e.g., businesses, not-for-profit, non-governmental organizations) and encompasses performance in the economic/financial, social, and environmental domains. This conceptualization of sustainability—which includes the notion that the three different aspects of organizational performance are interconnected and equally important for long-term survival of an organization—has been described as the “triple bottom line.” Over the last three decades, research in the organizational sciences as well as applied practice has focused on the social aspect of organizational performance, such as employee welfare, community outreach, and charitable involvement. Most recently, climate change and ensuing societal awareness have triggered increasing attention on the environmental dimension of organizational performance and have resulted in a growing movement focused on environmental sustainability within industrial-organizational psychology.

Age and employee green behaviors: A meta-analysis

Wiernik, B. M., Dilchert, S., & Ones, D. S.
Frontiers in Psychology, 7, 1-15.
(2016)

Recent economic and societal developments have led to an increasing emphasis on organizational environmental performance. At the same time, demographic trends are resulting in increasingly aging labor forces in many industrialized nations. Commonly held stereotypes suggest that older workers are less likely to be environmentally responsible than younger workers. To evaluate the degree to which such age differences are present, we meta-analyzed 132 independent correlations and 336 d-values based on 4676 professional workers from 22 samples in 11 countries. Contrary to popular stereotypes, age showed small positive relationships with pro-environmental behaviors, suggesting that older adults engaged in these workplace behaviors slightly more frequently. Relationships with age appeared to be linear for overall, Conserving, Avoiding Harm, and Taking Initiative pro-environmental behaviors, but non-linear trends were observed for Transforming and Influencing Others behaviors.

مدیریت منابع انسانی برای توسعه پایدار

Jackson, S. E., Ones, D. S., & Dilchert, S. (Eds.); شهرین ستوده (Translator)
مدیریت منابع انسانی برای توسعه پایدار [Managing human resources for environmental sustainability].
Teheran, Iran: اسمان نگار.
(1393)

در جهان امروز، هر گونه کسب و کاری مستلزم توسعه فرهنگ مسئولیت پذیری اجتماعی و پاسخگویی به جامعه با رویکرد چگونگی جهت گیری فعالیتهای مسئولانه  به همراه تولید ثروت است. در واقع این موضوع به معنای رفتارهای تجاری همه ذینفعان اعم از سهامداران، مشتریان و کارکنان که در شخصیت منابع انسانی در سازمانها و بنگاههای تولیدی و خدماتی ظاهر می­شوند، ناشی می­شود که به این سئوال یکایک آحاد جامعه پاسخ می­دهند که: آیا کسب و کار شما در خدمت رفع چالشهای اجتماعی قراردارد؟!

Pro-environmental behavior

Ones, D. S., Wiernik, B. M., Dilchert, S., & Klein, R. M.
In J. D. Wright (Ed.),
International encyclopedia of the social and behavioral sciences (pp. 82-88).
Oxford, UK: Elsevier.
(2015)

Environmental sustainability is one of the most pressing issues facing societies today. Employees play a key role in contributing to organizational environmental performance. This article describes the domain of employee green behaviors (pro-environmental behaviors at work), distinguishes them from related constructs, provides an overview of determinants, and reviews interventions designed to support them.

The well-rounded, green MBA

Dilchert, S.
The MBA Series – Guest Articles by Leaders in Business Education. http://www.triplepundit.com/2013/10/rounded-green-mba/.
(2013)

The MBA Series – Guest Articles by Leaders in Business Education.
What are the lessons we want our future leaders to experience before they take the helm of some of the world’s most impactful organizations?