Greening the Workplace Through Employees: An Integrative Model
This chapter continues the discussion begun in previous chapters. The existing literature focuses mainly on the individual, managerial, and organizational conditions governing the adoption of pro-environmental behaviors in the workplace. Alongside this, a
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Greening the Workplace Through Employees: An Integrative Model
Abstract This chapter continues the discussion begun in previous chapters. The existing literature focuses mainly on the individual, managerial, and organizational conditions governing the adoption of proenvironmental behaviors in the workplace. Alongside this, albeit to a lesser extent, part of the literature has also acknowledged the existence of non-environmental behaviors by seeking to describe their causes. This chapter presents a new integrative model designed to bring together proenvironmental and non-environmental behaviors, pressures, constraints, and incentives to workplace greening. Keywords Integrative model · Environmental inaction · In(appropriate) action · Decision-making pathways
8.1
Development of the Model: Theoretical Foundations 8.1.1
Structuring Elements
Very few models have sought to describe the cognitive and attitudinal factors of inertia and inaction alongside (in)appropriate environmental behaviors in workplace settings. Figure 8.1 offers a visual representation of the proposed integrative model incorporating all three elements. © The Author(s) 2020 P. Paillé, Greening the Workplace, https://doi.org/10.1007/978-3-030-58388-0_8
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Environmental conscience (Stage 3)
Low intensity
#5
#4b
Appropriate acƟons
Fig. 8.1 The integrative model
Drivers
High intensity
Constraints
#3
Inappropriate acƟons
True ignorance (Stage 1)
(Gifford, 2011)
Existence of the problem / response
Behavioral intenƟon
(Ciocirlan, 2017)
#4a
(Tanner, 1999)
(Lorenzoni et al, 2007)
(Gaspar et al., 2011)
Denial (Stage 2)
Un(conscious) processes
#1
InacƟon
Strategies
Barriers
#2
114 P. PAILLÉ
Obstacles
8
GREENING THE WORKPLACE THROUGH EMPLOYEES …
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The model essentially involves using and integrating a range of structuring elements drawn from a series of studies published over the course of the last twenty years (Ciocirlan, 2017; Gaspar, 2013; Gifford, 2011; Lorenzoni, Nicholson-Cole, & Whitmarsh, 2007; Tanner, 1999). In what follows, I will be providing a brief description of these structuring elements. Each study proposes more substantial developments that will be introduced and used at a later stage when a range of alternatives leading employees to adopt (or not adopt) pro-environmental behaviors in the workplace will be considered and described. 8.1.1.1 Ignorance, Denial, and Awareness The first structuring element of the model is provided by Gifford (2011). In the opening lines of his paper, Gifford strongly suggests that genuine ignorance of the causes and consequences of climate change is a powerful factor of inertia that serves to limit any type of action likely to result in a positive contribution to the environment at an individual level. Gifford indicates that while ignorance tends to confirm and maintain an individual in an attitude of denial toward environmental matters, ignorance does not definitively confine the individual to inaction and inertia. Indeed, in some circumstances, ignorance can give way to envi
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