如何激发员工绿色行为?绿色变革型领导与绿色人力资源管理实践的作用

doi:10.3724/SP.J.1041.2020.01105

摘要/Abstract

摘要：

鉴于当今环境问题的严峻性, 如何激发绿色行为逐渐成为社会各界关注的一个话题。本研究从绿色变革型领导和绿色人力资源管理实践两大绿色管理利器入手, 探究两者能否共同激发员工绿色行为。基于以往文献, 本研究提出两组竞争性假设：基于线索一致理论, 认为绿色变革型领导与绿色人力资源管理实践正向交互影响员工绿色行为; 此外, 基于领导替代理论, 认为绿色变革型领导与绿色人力资源管理实践负向交互影响员工绿色行为。研究1a (N = 91)和研究1b (N = 220)采用实验法, 发现绿色变革型领导与绿色人力资源管理实践发挥协同作用, 正向交互预测员工绿色行为。研究2采用问卷法, 搜集了三时点上下级配对数据(N = 173), 不仅再次支持了研究1的发现, 还进一步揭示环保目标清晰度的中介作用。以上结果支持了线索一致性理论在绿色管理领域的适用性, 并启示企业在绿色管理过程中可以软硬兼施, 联合运用绿色变革型领导和绿色人力资源管理实践两大策略。

关键词: 绿色变革型领导, 绿色人力资源管理实践, 目标清晰度, 绿色行为, 线索一致理论

Abstract:

Faced with the critical environmental pollution, organizations are expected to plan and implement the environmental management practice. Employees, as the implementers of environmental management practice, have been considered to play a crucial role in organizational green management. Hence, how to facilitate employees’ green behavior is of particular importance for contemporary organizations. Employee green behavior is defined as a kind of behavior in the workplace that contributes to environmental sustainability. Given that employee green behavior is relevant to the sustainable development of the organization, this topic increasingly attracts attention and interest from scholars and practitioners alike. In particular, they focused on how to facilitate employee green behavior.

Previous research revealed that green (environmentally specific) transformational leadership and green human resource management practices (HRM) played a crucial role in shaping employee green behavior. However, previous studies took an “either…or…” approach to investigate the effects of green transformational leadership and green HRM (separately), while ignoring their joint effects. Recent studies indicated a trend to examine the joint effects of leadership and HRM. Accordingly, this study explored the joint effect of green transformational leadership and green HRM on employee green behavior in the Chinese context. In particular, we proposed two alternative hypotheses. Based on cue consistency theory, we claimed that green transformational leadership and green HRM positively interact to shape employee green behavior. Based on leadership substitute theory, we demonstrated that green transformational leadership and green HRM negatively interact to shape employee green behavior. Moreover, we proposed that pro-environmental goal clarity mediates the interactive effect of green transformational leadership and green HRM on employee green behavior.

We conducted two experiments and one survey study to test our hypotheses. In experiment 1a and 1b (2 × 2 between-subject design), the results of ANOVA showed that green transformational leadership and green HRM positively interacted to shape individual green behavior, which supported the hypotheses based on cue consistence theory. Specifically, individuals in the condition of high green transformational leadership and high green HRM were more likely to engage in green behavior. Study 2, a field study based on the survey data from 173 leader-employee dyads, not only replicated the findings of study 1a and 1b but also revealed that the interaction of green HRM and green transformational leadership was positively related to employee green behavior through the mediating role of pro-environmental goal clarity.

This study contributes to the literature in several ways. First, by revealing the positive interactive effect of green transformational leadership and green HRM on employee green behavior, our findings guide us toward a better understanding of how to facilitate employee green behavior from a comprehensive and balanced perspective. Second, by revealing the mediating role of environmental goal clarity, this study contributes to a detailed understanding of how green HRM and green transformational leadership jointly influence employee green behavior. Finally, our results provide some implications for practitioners with how to promote employee green behavior, such as adopting green HRM and developing leaders’ green transformational leadership simultaneously.

Key words: green transformational leadership, green HRM practices, pro-environmental goal clarity, green behavior, cue consistency theory

中图分类号:

B849:C93

彭坚, 尹奎, 侯楠, 邹艳春, 聂琦. (2020). 如何激发员工绿色行为?绿色变革型领导与绿色人力资源管理实践的作用. 心理学报, 52(9), 1105-1120.

PENG Jian, YIN Kui, HOU Nan, ZOU Yanchun, NIE Qi. (2020). How to facilitate employee green behavior: The joint role of green transformational leadership and green human resource management practice. Acta Psychologica Sinica, 52(9), 1105-1120.

图/表 9

参考文献 39

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Model	χ²	df	Δχ²(Δdf)	RMSEA	SRMR	CFI	TLI
A; B; C; D	411.36	164	-	0.08	0.05	0.92	0.90
A+B; C; D	845.71	167	434.35(3)***	0.15	0.10	0.77	0.74
A+C; B; D	728.83	167	317.47(3) ***	0.14	0.09	0.81	0.78
A+D; B; C	944.06	167	532.70(3) ***	0.16	0.12	0.73	0.70
A; B+C; D	792.29	167	380.93(3) ***	0.15	0.12	0.79	0.76
A; B+D; C	1010.48	167	599.12(3) ***	0.17	0.15	0.71	0.67
A; B; C+D	799.32	167	387.96(3) ***	0.15	0.12	0.78	0.75
A; B; C; E	375.45	164	-	0.08	0.05	0.93	0.91
A+B; C; E	808.46	167	433.01(3) ***	0.15	0.15	0.78	0.74
A+C; B; E	693.30	167	317.85(3) ***	0.13	0.08	0.82	0.79
A+E; B; C	900.16	167	524.71(3) ***	0.16	0.13	0.74	0.71
A; B+C; E	756.31	167	380.86(3) ***	0.14	0.12	0.79	0.76
A; B+E; C	942.50	167	567.05(3) ***	0.16	0.15	0.73	0.69
A; B; C+E	761.69	167	386.24(3) ***	0.14	0.12	0.79	0.76

Model	χ²	df	Δχ²(Δdf)	RMSEA	SRMR	CFI	TLI
A; B; C; D	411.36	164	-	0.08	0.05	0.92	0.90
A+B; C; D	845.71	167	434.35(3)***	0.15	0.10	0.77	0.74
A+C; B; D	728.83	167	317.47(3) ***	0.14	0.09	0.81	0.78
A+D; B; C	944.06	167	532.70(3) ***	0.16	0.12	0.73	0.70
A; B+C; D	792.29	167	380.93(3) ***	0.15	0.12	0.79	0.76
A; B+D; C	1010.48	167	599.12(3) ***	0.17	0.15	0.71	0.67
A; B; C+D	799.32	167	387.96(3) ***	0.15	0.12	0.78	0.75
A; B; C; E	375.45	164	-	0.08	0.05	0.93	0.91
A+B; C; E	808.46	167	433.01(3) ***	0.15	0.15	0.78	0.74
A+C; B; E	693.30	167	317.85(3) ***	0.13	0.08	0.82	0.79
A+E; B; C	900.16	167	524.71(3) ***	0.16	0.13	0.74	0.71
A; B+C; E	756.31	167	380.86(3) ***	0.14	0.12	0.79	0.76
A; B+E; C	942.50	167	567.05(3) ***	0.16	0.15	0.73	0.69
A; B; C+E	761.69	167	386.24(3) ***	0.14	0.12	0.79	0.76

变量	1	2	3	4	5	6	7	8	9
1. 性别
2. 学历	0.05
3. 年龄	-0.01	-0.08
4. 上下级共事时间	0.02	-0.02	0.39***
5. T1绿色人力资源管理实践	-0.01	-0.07	0.17*	0.12	(0.93)
6. T1绿色变革型领导	-0.08	-0.19*	0.14	0.08	0.58***	(0.95)
7. T2环保目标清晰度	0.00	-0.07	0.01	-0.02	0.52***	0.46***	(0.83)
8. T3自评绿色行为	0.06	-0.17*	0.09	0.02	0.41***	0.36***	0.43***	(0.92)
9. T3他评绿色行为	0.00	0.01	0.10	0.04	0.39***	0.36***	0.42***	0.35***	(0.92)
M	0.60	1.77	25.47	11.58	3.03	3.44	3.34	3.71	3.49
SD	0.49	0.47	5.29	13.69	0.90	0.72	0.80	0.72	0.81

变量	1	2	3	4	5	6	7	8	9
1. 性别
2. 学历	0.05
3. 年龄	-0.01	-0.08
4. 上下级共事时间	0.02	-0.02	0.39***
5. T1绿色人力资源管理实践	-0.01	-0.07	0.17*	0.12	(0.93)
6. T1绿色变革型领导	-0.08	-0.19*	0.14	0.08	0.58***	(0.95)
7. T2环保目标清晰度	0.00	-0.07	0.01	-0.02	0.52***	0.46***	(0.83)
8. T3自评绿色行为	0.06	-0.17*	0.09	0.02	0.41***	0.36***	0.43***	(0.92)
9. T3他评绿色行为	0.00	0.01	0.10	0.04	0.39***	0.36***	0.42***	0.35***	(0.92)
M	0.60	1.77	25.47	11.58	3.03	3.44	3.34	3.71	3.49
SD	0.49	0.47	5.29	13.69	0.90	0.72	0.80	0.72	0.81

变量	T3自评绿色行为			T3他评绿色行为			T2环保目标清晰度
变量	模型1	模型2	模型3	模型4	模型5	模型6	模型7
截距	3.80***	3.77***	3.07***	3.07***	3.03***	2.38***	3.54***
控制变量
员工性别	0.12	0.09	0.09	0.03	-0.01	-0.01	-0.00
员工年龄	0.00	0.00	0.00	0.01	0.00	0.01	-0.01
员工学历	-0.18	-0.17	-0.17	0.13	0.15	0.15	0.03
上下级共事时长	-0.00	-0.00	-0.00	-0.00	-0.00	-0.00	-0.00
自变量
T1 GTL	0.12*	0.16*	0.10	0.18*	0.23***	0.18*	0.26***
T1 GHRM	0.22***	0.18**	0.13*	0.22**	0.15*	0.11	0.24***
T1 GTL× T1 GHRM		0.12**	0.08		0.20***	0.16**	0.22***
中介变量
T2环保目标清晰度			0.20*			0.18*
R²	0.22	0.25	0.28	0.19	0.26	0.28	0.42
ΔR²	-	0.03**	0.03*	-	0.07***	0.02*	-
F	7.70***	7.87***	7.92***	6.56***	8.34***	8.00***	16.78***