Examples Of Environmental Sustainability In The Workplace

The folllowing sample essay on Examples Of Environmental Sustainability In The Workplace discusses it in detail, offering basic facts and pros and cons associated with it. To read the essay’s introduction, body and conclusion, scroll down.

The term “sustainable business practices” generally means giving consideration to the environmental, economic and social impact of a company’s business practices-?both internally and externally-?when making business decisions. It differs from the term “sustainable workplace practices,” which means creating and maintaining a safe, healthy and functional workplace.

Throughout the articles that I have read, they go over a statistical approach from an 1-0 psych background to discover the advantages of aging your workplace an environmentally sustainable organization. Workplace practices To sustain a safe, healthy and functional workplace, an organization must put in place practical and efficient work processes to minimize the impact of employee production on the office environment and employees. Sustainable workplace practices go beyond what is required by law and ensure longevity and overall well-being of the workforce.

Practices of this nature include examining employee carbon footprint, offering occupational wellness programs and stress-reducing strategies (e. G. , nap rooms, on-site massages ND stretch breaks), and providing wellness-related benefits such as on-site gyms. Maintaining a sustainable workplace also means minimizing external environmental impact-?for example, by purchasing repressed and recycled materials, minimizing unnecessary employee travel, and reducing energy and water consumption (“Sustainability at Work-what Can We Do? ,” 2011).

Employment practices Examples of sustainable employment practices include werewolf balance programs such as flexible scheduling, career development programs, initiatives to maintain a motivated and engaged workforce, and inclusive draperies and strategic training programs.

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Employers with effective sustainable employment practices are using innovative solutions to help their employees adapt to social and economic change; they are embracing multiculturalism and globalization, and tying employee incentives to business sustainability goals (“Sustainability at Work-what Can We Do? ‘ 2011 Dilbert and Ones 2012 1-0 Psychologists Dilbert and Ones observed that organizing and managing for environmental sustainability makes good business sense, good societal sense, and good ecological sense. The focus for their study was on oracles, built environment, and the natural environment Of people’s work can be constructed to better connect employees with nature, to enable monitoring of organizations’ impacts on the environment, and to conserve valuable resources (Dilbert, n. . , up. 503-51 1). Not only will this better connect the employees together but also in a leadership and economic position, it will better the company as a whole and save money by sustaining resources. The importance of their study was investigating facilitators of and barriers to environmental sustainability at work, as well as the motives and antenatal factors that influence organizations’ greening efforts.

Workplace Sustainability Practices

Based on an examination of 53 firms in the UK and Japan, they found three major categories of motivations: competitiveness (business reasons, economic motives, competition), legitimating (compliance, image improving), and ecological responsibility (moral reasons, citizenship). However their most recent research has documented different motivations and hindrances using survey methodologies among larger samples of organizations, and provides a contemporary snapshot of their base rates. Table 2 summarizes data from 47 British organizations.

Organizations were surveyed about facilitators and barriers of pro-environmental practices (Dilbert, n. D. , up. 503-51 1). Table 3 summarizes data from a survey conducted by the Society for Human Resource Management. Data was gathered from U. S. -based organizations, about a third of which had multinational operations. Four hundred and eleven organizations that engaged in environmental sustainability initiatives reported their primary (top) motive for doing so. Three hundred and sixty- nine organizations that did not engage in environmentally sustainable equines practices identified (multiple) obstacles.

For both Of these survey data, they organized the drivers/facilitators and barriers/obstacles in Tables 2 and 3 along the stages of sustainability maturity. (Dilbert, n. D. , up. 503-511) Conclusion Organizations that invest in environmental sustainability or that report pro environmental initiatives do so because such practices benefit the environment and contribute to society, but also for economic reasons such as to ensure cost savings or obtain a competitive advantage.

The most important facilitators of pro-environmental initiatives are identified as managerial support, top management commitment, and employee engagement and commitment. Hoffman, They’ll & Wood (2013) Hoffman, They’ll and Wood study identifies the adoption of advanced technology, experiences with inter-firm relations and capacity for product innovation as three capabilities that support firms’ efforts to become ‘greener’. Descriptive statistics portray the diffusion of the related management practices among 294 small and medium-sized manufacturers from the United States.

Based on regression analysis, the authors provide evidence for a relationship between the underlying capabilities and environmental management practices. Consequently, the results point to additional benefits of known strategic capabilities and suggest how firms should approach sustainability initiatives by developing certain competencies first (Hofmann, n. D. , up. 530-545). Data Collection and Questionnaire The sample consists of 294 Sums from seven industries (I. E. Heimlich, rubber, fabricated metals, industrial equipment, electrical and electronic equipment, transportation equipment and instruments), located in five East Coast states, namely Virginia, New Hampshire, Maryland, Maine and Vermont. The seven industries were chosen because they are important industrial sectors in US manufacturing. A total of 550 target firms were randomly selected from the population of these firms contained in the Dun and Broadsheet database. The sampling procedure ensured that every firm is a separate entity and that they are not affiliated with each other (e. G. Y being plant subsidiaries). The size was limited to 500 or fewer employees. The questionnaire was based off of a telephone interview, where they recorded the information to not skew the results (Hofmann, n. D. , up. 530-545). Results The descriptive analysis has revealed that currently only about one-third of all manufacturing firms in our sample can leverage these capabilities – and they appear to do so, another one-third remains in a clearly disadvantageous position as they fall behind in their adoption of technology and collaboration and one-third straddles as either a collaboration or technology specialist.

Basically the results show that companies considering changing to a more green work environment is more based on a strategic approach to managing their business. However there are much more advantages in the long run for mailer to midsized companies to adapt the environmentally friendly work environment (Hofmann, n. D. , up. 530-545). Involvement of the 1-0 Psychologist Practitioner Understanding the research behind why achieving a sustainable environmental workplace is important for an 1-0 psychologist to understand.

Now that there has been a conclusion to understanding the purpose of organizations going green within the workplace, the question is how can an I- O psychologist after the research has been done and the data found, apply their information as an organizations consultant? In John P. Murmurs’ article, Going After the Green: Expanding Industrial-Organizational Practice to Include Environmental Sustainability, he explains the importance in straightening as a consultant to big companies on how to approach going green for them and for their company.

Murmurs provides a table for 1-0 practitioners to base their consulting off of when approaching an organization (Murmurs, n. D. , up. 467-472). (Murmurs, n. D. , up. 467-472) Murmurs beyond just providing a well planned and thought out table, which helps psychologists with an approach to guiding a company to change, he goes through each section of his table starting from visioning and traumatizing, Attracting and Recruiting, Testing and Selecting, On-Boarding and Training, Appraising and Evaluating, Developing and Promoting, Retaining and Motivating.

In each section he goes through the approach in which he believes is the best way that a practitioner can go about consulting with a company. Murmurs says perfectly what his intentions are: “l see great potential for those of us in practice to shape our clients’ environmental sustainability efforts. I believe there is something for every practitioner to latch onto here, whether you are more “l” or “O,” whether you deal primarily with C-suite executive or mid-level management, and whether you consult externally or internally. I have attempted to be comprehensive, but Table 1 is by no means exhaustive.

Rather, my intent has been to stimulate practitioner thinking and creativity, regardless of whether your motives are rooted in environmental or financial green. We are already showing up rather late to the game as it is. It’s not miss the opportunity to positively impact our clients and our planet by substantively improving environmental sustainability at work. ” (Murmurs, n. D. , up. 467-472). Conclusion Out of the research behind companies coming to a conclusion to whether or not to apply environmental practices to their organization, is shown as a good idea over all for the company through the data provided.

Studies like Dilbert & Ones, and Hoffman, They’ll & Wood go through an empirical approach to data analysis where they can statistically prove why it is better for a company to apply environmental approaches in the work place. Subsequently John P. Murmurs goes over how an 1-0 Psychologist can approach a consultation with an organization in order to show them how these approaches to their company an help business over all. Believe that these articles are very well written and give sources and data to what they are trying to say.

From what I read between these articles and others believe more research can be shown on companies that have adopted environ mentally friendly workplaces, and the results of their company after doing so.