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首页> 外文期刊>Resources, Conservation and Recycling >Employee proenvironmental behavior in Russia: The roles of top management commitment, managerial leadership, and employee motives
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Employee proenvironmental behavior in Russia: The roles of top management commitment, managerial leadership, and employee motives

机译：俄罗斯的员工预环境行为：顶级管理承诺，管理领导和员工动机的作用

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Despite Russia's large ecological footprint, there has been limited examination of environmental sustainability initiatives in Russian corporations. Drawing on research on the importance of employee-level behaviors for the success of corporate sustainability initiatives, we focus on the proenvironmental behaviors (PEBs) of Russian employees. We integrate scholarship on employees' PEBs and the Russian cultural context to offer theory regarding three potentially important antecedents of employees' PEBs: top management commitment to sustain ability, the immediate manager's environmental leadership, and the employee's motivation. Using self-report data from management development program attendees in Russia (N = 165), we examined the links between these factors and employees' PEBs. We also tested whether top management commitment moderated the impact of immediate managers' leadership on employees' PEBs. We found that the immediate manager's active environmental leadership (i.e., transformational, contingent reward, and active management by exception) was positively related to employees' PEBs. Managers' passive-avoidant environmental leadership (i.e., passive management by exception and laissez-faire) was negatively related to PEBs, but only when top management was committed to sustainability. Employees' motives were linked to PEBs, but the nature of the relationship varied across motives. External motivation was negatively related to PEBs, suggesting that using rewards to motivate PEBs may be detrimental. Motivation that came from a desire to fulfill one's values or avoid feeling bad about oneself was positively associated with PEBs. Our work provides a foundation for future research on PEBs in Russia, and suggests new directions for research on employees' PEBs in other settings.
机译：尽管俄罗斯的大型生态足迹，但俄罗斯公司的环境可持续性举措有限。借鉴员工级别行为对企业可持续发展倡议成功的重要性研究，我们专注于俄罗斯员工的上环行为（PEBS）。我们将奖学金纳入员工的PEBS和俄罗斯文化背景，为三个潜在的员工PEB的理论提供理论：最大的管理致力于维持能力，即时经理的环境领导以及员工的动机。在俄罗斯管理发展方案与会者中使用自我报告数据（n = 165），我们审查了这些因素和员工PEB之间的联系。我们还测试了最高管理承诺是否适中立即管理人员领导对员工PEBS的影响。我们发现，直接经理的积极的环境领导（即，转型，或有奖励和异常的积极管理）与雇员的PEB有关。管理者的被动避免的环境领导（即，除PEBS）和Laissez-Faire的被动管理）与PEB负相关，但只有当最高管理层致力于可持续性时。员工的动机与PEBS相关联，但这种关系的性质在各种各样的动机中变化。外部动机与PEB负相关，表明使用奖励来激励PEB可能是有害的。来自旨在实现一个人的价值观或避免对自己感到难过的愿望的动机与PEB有关。我们的工作为俄罗斯PEBS的未来研究提供了基础，并为其他环境中的员工PEBS研究了新的进展。

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