Associations between organisations’ motivated workforce and environmental performance

Article

Rae, Kirsten, Sands, John and Gadenne, David Leslie. 2015. "Associations between organisations’ motivated workforce and environmental performance." Journal of Accounting and Organisational Change. 11 (3), pp. 384-405. https://doi.org/10.1108/JAOC-10-2013-0090
Article Title

Associations between organisations’ motivated workforce and environmental performance

ERA Journal ID19094
Article CategoryArticle
AuthorsRae, Kirsten (Author), Sands, John (Author) and Gadenne, David Leslie (Author)
Journal TitleJournal of Accounting and Organisational Change
Journal Citation11 (3), pp. 384-405
Number of Pages22
Year2015
ISSN1832-5912
Digital Object Identifier (DOI)https://doi.org/10.1108/JAOC-10-2013-0090
Abstract

Purpose – This study aims to investigate the association between a motivated and prepared workforce and environmental performance.

Design/methodology/approach – Self-administered surveys were used to collect data for the study from 300 organisations operating in Australia. Confirmatory factor analyses were used to test the robustness of the various measurement models, and structural equation modelling was used to test the two propositions for this study.

Findings – The results identify significant associations between affective commitment, employee performance process and training and enhanced environmental performance, which is mediated through the value-creating processes, work practices, process improvement and innovation process.
Also, there is a set of sequential associations between work practices and process improvement and well as process improvement and innovation process.

Practical implications – The study has identified specific management practices that enhance environmental performance. The findings add to the body of knowledge because previous studies focused on general conceptual rather than actual management practices. The implications for practice are that organisations should enhance organisational affective commitment to their environmental
strategy, tailor employee performance processes and provide regular, specific training to employees to improve processes that lead to better environmental performance.

Originality/value – Results, mentioned in findings above, provide some specificity to associations that had been illustrated and explained previously in an abstract or conceptual framework. A framework of identified associations provides a basis for future research and for
practical application to assist with organisational environmental performance as part of a corporate sustainability strategy.

Keywordsinnovation, human resource management, human capital, organisational commitment, environmental performance, value-creating processes
ANZSRC Field of Research 2020350105. Management accounting
350107. Sustainability accounting and reporting
Public Notes

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Byline AffiliationsGriffith University
School of Commerce
University of the Sunshine Coast
Institution of OriginUniversity of Southern Queensland
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