On this submit, authors Abraham Carmeli, Roshan Boojihawon and Ari Dothan replicate on their analysis paper, “Engagement in Sustainability Behaviors in Normative Social and Utilitarian Financial-Pushed Organizations” printed within the Journal of Utilized Behavioral Science.
In addressing each inside and exterior sustainability pressures, companies endeavor to embed sustainability of their technique however typically wrestle to combine sustainability inside their actions and operations. Nevertheless, companies might have seemingly opposing organizational id orientations—utilitarian or normative—which information totally different processes and doubtlessly result in totally different behaviors and outcomes. We argue, although, that not solely normative (socially-driven) organizations but in addition utilitarian (economic-driven) organizations are in a position to encourage and promote worker engagement in sustainability-related behaviors.
That is essential as a result of 1) whereas the id orientation of the enterprise guides the group and its members, we shift the main target from the various kinds of organizational identities to the pathways by which they are often translated, via the event and enactment of particular mechanisms, into members’ engagement in sustainability, and a pair of) we name upon transferring away from overly specializing in organizational-level endeavors to reply to exterior pressures for larger social duty and sustainability in direction of the methods companies can foster the engagement of their staff in direction of sustainability-related behaviors.
Workers’ engagement in sustainability-related behaviors is essential for a minimum of two causes. First, staff develop their perceptions and interpretations of organizational efforts for advancing CSR and sustainability. Workers’ perceptions about their organizations and what they stand for (i.e., the social id) are socially constructed and permeate throughout organizational actions, processes, programs, and cultures. Second, staff are more and more conscious of the profound implications of their group’s actions on the human and social atmosphere. This consciousness influences their motivation to have interaction in sustainability-related behaviors.
Our article delineates a dual-pathway course of that hyperlinks two various kinds of organizational id to members’ engagement in sustainability-related behaviors. Expanded on Etzioni’s (1975) work, we depict normative- and utilitarian-oriented organizations the place leaders are both guided by their elementary worth to look after the well-being of their members and stakeholders whereas crafting the technique of the group, or by specializing in the makes an attempt to fulfill a selected curiosity group, shareholders. We specify the totally different programs, practices and work environments that these organizations develop to affect the degrees of members’ engagement in sustainability. Particularly, we clarify why in normative organizations, a commitment-based human-resource administration (HRM) strategy is enacted, whereas in utilitarian organizations a transaction-based HRM strategy is advocated. Then, we explicate why and the way a commitment-based HRM strategy creates a extra inclusive work atmosphere, and the way the sense of dignity and value that an inclusive work atmosphere engenders in normative organizations fosters worker engagement in sustainability. We additionally clarify why a transaction-based HRM strategy engenders a extra contingent work atmosphere in utilitarian organizations, but in addition elucidate that it is important to assist staff develop perceptions of equity, that are conducive for members’ engagement in sustainability.
Our article provides essential insights for each the communities of scholarship and observe endeavoring to foster particular person engagement in sustainability in numerous organizations by delineating the distinct and distinctive pathways organizations with seemingly opposing id orientations can work towards an identical desired finish.