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Organizations are increasingly being held to account by a broad range of stakeholders to deliver products and services in an environmentally sustainable way. Within this context, employees are increasingly being recognized as important to the successful implementation of organizational environmental policies, procedures, practices, and initiatives. For organizations to successfully achieve environmental objectives, they need to enable a range of supports that promote employee enthusiasm for pro-environmental action, and that motivate employees to proactively engage in pro-environmental behaviors. The present study contributes to the employee sustainability literature by showing how four different sources of pro-environmental support influence employee pro-environmental engagement and pro-environmental proactive behavior. More specifically, and drawing from organizational support and engagement theory, the study tests a model analysing the impact of pro-environmental senior leader support, pro-environmental organizational support, pro-environmental supervisor support, and pro-environmental co-worker support on pro-environmental engagement, and, in turn, on pro-environmental proactive behavior. On-line survey responses from 347 Australian employees aged from 18 to 80 years old, working full-time or part-time, in a variety of industries were analyzed. Confirmatory factor analyses and structural equation modelling revealed support for the validity of the measures and for the relationships proposed. Overall, taking account of direct and indirect effects, the model accounted for 64% of the variance in pro-environmental engagement, and 43% of the variance in pro-environmental proactive behavior. All four sources of support significantly predicted pro-environmental engagement and, as proposed supervisor, coworker support, and pro-environmental engagement predicted pro-environmental proactive behavior. Relative weights analysis established that pro-environmental coworker support was the strongest predictor of pro-environmental engagement and proactive behavior. The results extend pro-environmental engagement theory by showing how different sources of pro-environmental support influence employee pro-environmental motivation and proactive behavior. The research also extends previous theory and research by showing that pro-environmental engagement had a significant influence on employee proactive behavior. Overall, the research suggests that through a focus on the provision of a range of supports, organizations can implement targeted and evidence-based employee-centred initiatives to become more sustainable, and to better meet their pro-environmental strategic goals. [ABSTRACT FROM AUTHOR]

Organizations are increasingly being held to account by a broad range of stakeholders to deliver products and services in an environmentally sustainable way. Within this context, employees are increasingly being recognized as important to the successful implementation of organizational environmental policies, procedures, practices, and initiatives. For organizations to successfully achieve environmental objectives, they need to enable a range of supports that promote employee enthusiasm for pro-environmental action, and that motivate employees to proactively engage in pro-environmental behaviors. The present study contributes to the employee sustainability literature by showing how four different sources of pro-environmental support influence employee pro-environmental engagement and pro-environmental proactive behavior. More specifically, and drawing from organizational support and engagement theory, the study tests a model analysing the impact of pro-environmental senior leader support, pro-environmental organizational support, pro-environmental supervisor support, and pro-environmental co-worker support on pro-environmental engagement, and, in turn, on pro-environmental proactive behavior. On-line survey responses from 347 Australian employees aged from 18 to 80 years old, working full-time or part-time, in a variety of industries were analyzed. Confirmatory factor analyses and structural equation modelling revealed support for the validity of the measures and for the relationships proposed. Overall, taking account of direct and indirect effects, the model accounted for 64% of the variance in pro-environmental engagement, and 43% of the variance in pro-environmental proactive behavior. All four sources of support significantly predicted pro-environmental engagement and, as proposed supervisor, coworker support, and pro-environmental engagement predicted pro-environmental proactive behavior. Relative weights analysis established that pro-environmental coworker support was the strongest predictor of pro-environmental engagement and proactive behavior. The results extend pro-environmental engagement theory by showing how different sources of pro-environmental support influence employee pro-environmental motivation and proactive behavior. The research also extends previous theory and research by showing that pro-environmental engagement had a significant influence on employee proactive behavior. Overall, the research suggests that through a focus on the provision of a range of supports, organizations can implement targeted and evidence-based employee-centred initiatives to become more sustainable, and to better meet their pro-environmental strategic goals.

For organizations to achieve their environmental obligations and objectives, they need employees to actively engage with environmental policies, practices, procedures, and initiatives. Based on engagement theory, a model is proposed that shows how perceived corporate environmental responsibility, pro-environmental job resources, and pro-environmental psychological capital influence employee pro-environmental engagement at work. Survey responses were collected from a Prolific sample of 347 full-time and part-time employees, aged 18–80, working within Australian organizations across a range of occupations. Confirmatory factor analysis and structural equations modeling provided broad support for the measures and the relationships proposed in the model. The model explained 64% of the variance in pro-environmental job resources, 90% of the variance in pro-environmental psychological capital, and 92% of the variance in pro-environmental engagement. Overall, the results suggest that for employees to feel enthusiastic and involved in pro-environmental initiatives at work, an integrated approach that takes account of perceived corporate environmental responsibility, pro-environmental job resources, and pro-environmental psychological capital is required. The results also provide brief, defensible measures of pro-environmental PsyCap, pro-environmental job resources and pro-environmental engagement that can be used to assess and target employee attitudes toward pro-environmental initiatives and opportunities. As such, the pro-environmental engagement model can help guide the design and implementation of evidence-based employee-focused interventions that will help achieve environmental sustainability objectives.

As organizations continue to respond to the existential challenge that is climate change, the extent to which employees engage in environmental sustainability is critical to that response. This study introduces new measures of pro-environmental employee engagement, pro-environmental job resources and pro-environmental meaningful work. Based on engagement theory, a model is tested that shows how perceived corporate environmental responsibility, pro-environmental job resources (supervisor support, involvement, information) and pro-environmental meaningful work (a personal resource) influence pro-environmental employee engagement. Online self-report survey data were collected through convenience sampling from 285 full-time and part-time employees (aged 18–89 years) working across a range of occupations and organizations in Australia. Data were analyzed using a confirmatory factor analysis (CFA) and structural equation modelling (SEM). In support of the proposed model, CFA and SEM results generally yielded a good fit to the data. Eight of nine proposed direct effects involving corporate environmental responsibility, pro-environmental job resources (modelled as a higher-order construct), pro-environmental meaningful work, and pro-environmental engagement, were significant. All proposed indirect effects within a re-specified model were significant. The final model explained 51% of the variance in pro-environmental job resources; 20% in pro-environmental meaningful work; and 71% in pro-environmental employee engagement. Overall, the results indicate that perceived organizational, job and personal resources play a motivational role in enhancing pro-environmental employee engagement. The study contributes a theory-based model and new measures of employee pro-environmental resources and engagement. The model can be applied to help organizations assess and develop interventions to address the critically important issue of environmental sustainability. Future research directions and study limitations are discussed. [ABSTRACT FROM AUTHOR]