Shut the fridge door! HRM alignment, job redesign and energy performance
journal contributionposted on 01.02.2017 by Sian Christina, Andrew Dainty, Kevin Daniels, Olga Tregaskis, Patrick Waterson
Any type of content formally published in an academic journal, usually following a peer-review process.
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.
We would like to thank the Engineering and Physical Sciences Research Council and Centre for Innovative and Collaborative Construction Engineering at Loughborough University for provision of a grant (number EP/G037272/1) to undertake this research project.
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