Siinviidatu leidis oma koha peamiselt põhjustel, et kajastab suures osas neid küsimusi, millega organisatsioonides tuleb kokku puutuda kestliku arengu seisukohast. Minuni jõudvad igapäevapraktikad on sageli kakofoonilised: postkasti potsatavad üksteisele järgnevad kirjad, kus ühes teatatakse, milliseid edusamme tehakse kestliku arengu seisukohast (nt prügi sorteerimiseks mõeldud prügikastid) ja teises soovitab teine heatahtlik ametnik taimse järjekindlusega – ülemuste heakskiidul! – midagi välja printida ja siis saabub kiri infoga visiitkaartide trükkimisest … jne Siinviidatu on vabalevis olev tekst, mis võiks huvi pakkuda kõikidele neile, kes soovivad (1) ise kestliku arengu heaks midagi teha ja/või (2) organisatsioonisisest keskkonda (sh nt personalistrateegiad (mis see on?! 😂)) kujundada.

Kontekstiks:

A heightened awareness of the need for ecological responsibility has pressured organisations to address various environmental issues. In turn, the field of human resource management (HRM) has expanded its role to establish a green workforce in pursuing environmentally sustainable business practices (Jabbour and Renwick, 2020; Jackson et al., 2011; Moktadir et al., 2020; Wehrmeyer, 2017).

Empiiriline teadmine (juba üsna vana):

In fact, a study on the top 500 green companies listed in Newsweek found that organisational greening efforts predominantly relied on VEGB (Dangelico, 2014), with specific practices including the prioritisation of environmental interests, lobbying, encouraging others, and initiating environmental programs (Norton et al., 2015).

Neile, keda kestlik areng ei huvita, kuid organisatsiooni eesmärgid mingis ulatuses siiski:

A recent review on green HRM reported that greening the workforce ‘may help to produce generally desirable outcomes beyond those with ecological benefits’, and that this should be explored to better visualise environmental sustainability (Ren, Tang and Jackson, 2018, p. 789). H

Autorid seavad eesmärgi:

The purpose of this research is therefore to investigate the association between VEGB and employee affective commitment through a progressive research model (Figure 1).

Lugemishuvi suurendamiseks:

Our findings suggest the importance of organisational interventions aimed at increasing discretionary employee efforts to act proenvironmentally. Conventional environmental management wisdom can be costly for organisations (e.g. training investments, performance incentives, infrastructure updates) (Stefan and Paul, 2008).

Ren, S., Tang, G., & Zhang, S. (2022). Small Actions Can Make a Big Difference: Voluntary Employee Green Behaviour at Work and Affective Commitment to the OrganizationBritish Journal of Management.