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Shut the fridge door! HRM alignment, job redesign and energy performance

By Sian Christina, Andrew R.J. Dainty, Kevin Daniels, Olga Tregaskis and Patrick Waterson

Abstract

This is an open access article under the terms of the Creative Commons Attribution License, which permits use,\ud distribution and reproduction in any medium, provided the original work is properly cited.\ud The copyright line for this article was changed on 3rd March 2017 after original online publication.Anchored within the strategic HRM and alignment literature, and drawing on efficiency and legitimacy perspectives of organisational behaviour, we investigated a Human Resource Management (HRM) intervention targeted at energy reduction goals in a large multinational retailer. The HRM intervention was focused on embedding the environmental and economic performance goals of the firm within the workplace through redesigning the job so that energy tasks were aligned with training and performance management systems, as well as organisational performance goals. Using a randomised control trial design, we tracked changes in energy behaviours and energy consumption in 769 retail stores (685 in the intervention condition, 84 in the control condition). The findings provide evidence that changing the alignment of HRM practices can influence both worker behaviour and organisational outcomes, including environmental outcomes. This work contributes to debates concerning the impact of HRM alignment to both the work and organisational performance context

Topics: Job design, Strategic HRM, Sustainable HRM, Organisational performance
Publisher: Wiley (© the authors)
Year: 2017
DOI identifier: 10.1111/1748-8583.12144
OAI identifier: oai:dspace.lboro.ac.uk:2134/23939
Journal:

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