accounts of changing habits and lifestyles towards...
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Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
Taipei, Taiwan. 21-22, December 2017. Paper ID: W726
1 www.globalbizresearch.org
Accounts of Changing Habits and Lifestyles Towards
Organizational Resource Conservation Initiatives
Jaypy T. Tenerife,
Industrial Engineering Program, College of Engineering and Architecture
Technological Institute of the Philippines, Philippines.
E-mail: [email protected]
Romalyn L. Galingan,
Industrial Engineering Program, College of Engineering and Architecture
Technological Institute of the Philippines, Philippines.
E-mail: [email protected]
___________________________________________________________________________
Abstract
The study aims to highlight the changing habits and lifestyles of employees in response to
organizational resource conservation with an end in view of having a more sustainable
operation in the company. Paying attention to the buy-in and reaction of the employees, the
study presented two cases of a workforce with an encouraging organizational behavior
towards energy and resource conservation initiative. Using qualitative research technique
specifically thematic analysis, the study provided details on the importance of aligning
productivity improvement initiatives and organizational conservation efforts to the overall
strategic goals of an organization. The themes gathered from the written accounts of the
employees’ best practices in implementing resource conservation efforts also described how
participatory management increases buy-in in the organization. Results of the study suggest
that motivational incentives serve as a desirable behavior of change. The role of the leader in
introducing environment-friendly options and the process of making the employees own the
problem are key drivers in leading a productivity improvement campaign. The study
contributes to the growing number of literature in the field of behavioral opportunities for
energy savings and understanding employee attitude towards the practice of energy
conservation in the workplace.
___________________________________________________________________________
Key Words: Business Productivity Plan, Conservation Action, Employee Behavior, Energy
Conservation, Organizational Behavior
JEL Classification: C 19, G13, G 14
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
Taipei, Taiwan. 21-22, December 2017. Paper ID: W726
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1. Introduction
The study is coming from a premise that effective energy and resource conservation is
driven by social systems in the organization. This means that employee behavior can directly
affect control of organizational resources not limited to energy use, material consumption,
and manpower utilization. The works of Lutzenhiser (1993), Samoteeva (2000) and
Bawakyillenuo and Agbelie (2015) are few of the researches that support the principle behind
the study. The literature review suggests that behavioral opportunities such as changing
employee attitude, behavior modification, and continuous education of employees on the
importance of energy and resource conservation can greatly affect the success of productivity
improvement initiatives of a company. The study posits that embedding a mindset of energy
and resource conservation action into organizational behavior shall ensure the sustainability
of a long-term company-wide austerity plan. Two private organizations in the national capital
region of the Philippines launched a business productivity plan that includes the introduction
of both economizing behavior and energy and resource conservation action. Conservation
initiatives were introduced to the members of the organization to ensure a more sustainable
operation. Organization X which is a retail company of robotics and heavy equipment in the
Philippines acquainted its employees with various energy and electricity conservation efforts,
while Organization Y which is a higher education institution encourages employees to
practice productivity improvement activities. In both organizations, the company president
encourages the community to practice several resource conservation actions in all aspects of
the company operations. The campaign for a more environment-friendly and maintainable
operation across the organization started with small group discussions and personal
communication with unit heads and staff. Several groups and one-on-one meetings were
conducted by the company presidents to explain the need to be mindful of the use of
resources e.g., electricity, water, supplies, organizational unit’s budget etc. Members of the
community were requested to share existing approaches leading to efficient use of company
resources to inspire the whole community to support an eco-friendlier workplace not just by
reducing waste but also by augmenting the limited resources available for company
operations. Organizational unit heads were tapped to economize and were encouraged to be
creative on how to optimize the usage of utilities, supplies, and other resources in the
workplace. The productivity improvement initiative introduced in the community is aligned
with one of the organization’s strategic objective which is to sustain optimal operational
efficiency and productivity. To assess the development of the organizations’ productivity
improvement plan, observations; interviews; and surveys were deployed to determine various
activities applied by the members of the organization in support of the organization-wide
energy and conservation action. This paper focused on explaining how the members of the
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
Taipei, Taiwan. 21-22, December 2017. Paper ID: W726
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organization supported the initiative by changing habits, creating new lifestyles, and making
better choices that are economical and environment-friendly.
2. Literature Review
Organizational behavior which refers to actions and attitudes of people in the organization
(Sparrow and Paul, 2009; and Bowen, 1997) was used as a driving force to ensure operational
efficiency. According to Erdogan and Bauer (2009), organizational behavior is the systematic
training and application of knowledge about how individuals and groups act within the
organizations. The buy-in and high participation of the employees in the resource
conservation plan served as the main intervention of the company to optimize resources. The
study introduces the idea of capitalizing into the employee morale, employee behavior, and
employee motivation to ensure the realization of the energy and resource conservation plan in
a private and family-owned organization. An energy and resource conservation action is an
organizational strategy that promotes competitive advantage through efficient management
and use of materials and other available resources at work. In the studies conducted by
Gunatilake and Padmakanthi (2008); Tonglet, Phillips, and Bates (2004), and Staats (2003),
the energy and resource conservation action was introduced as an energy conservation tactic,
featuring pro-environmental attitudes and productive behavior of employees. The literature in
the fields of behavioral opportunities for energy savings and employee behavior towards the
preparation of energy conservation in the workplace suggests that it is not enough for an
organization to focus on the use of energy-efficient technologies without considering behavior
change (Loveday et al., 2008). Hence, the need to study how to engage employees to actively
take part in energy and resource conservation initiatives in the organization.
3. Methodology
Qualitative research method was used in the study. Thematic analysis was used to
synthesize data gathered from all the participating organizations. For Organization X an
interview with a senior specialist was conducted. While themes gathered from the written
accounts of the employees’ best practices in implementing conservation efforts from
Organization Y were studied. Both organizations described the good buy-in of employees in
the campaigns. The employees’ participation in the conservation efforts of the companies also
showed best practices on how an organization can conserve energy and optimize
organizational resource. Common themes were highlighted to bring a deeper understanding of
the best practices used by the employees to save company resources. The key points of the
various strategies on how to save and optimize energy and company resources were listed and
summarized to bring awareness to the various productivity improvement activities used by
various units in the organizations. The research made use of a qualitative technique as an
empirical method of describing a social phenomenon. Observations in both organizations
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
Taipei, Taiwan. 21-22, December 2017. Paper ID: W726
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were also done to ensure a methodical data collection process. The observation process
allowed the study to describe the natural settings of Organization X and Organization Y. The
work of Erlandson et al (1993) explained that qualitative research technique openly accepts
the existence of multiple realities, holistic investigation, and the natural influence of the
research proponent as well as the respondents to the data. Because of this, the researcher
becomes capable of making a richer description and a thorough understanding of the situation
(Phillips, 1997). This principle was also supported by Guba (1981). This means that the
scientific research community has seen the qualitative method to be a flexible research design
similar to a more common research method which is the quantitative research technique.
3.1 Participants
The interview with the senior specialist in Organization X focused on three major
questions. First, what are the best practices in your organization in terms of conserving
resources? Second, how was the conservation initiative introduced in your organization? And
lastly, how would you describe the buy-in of the employees in the business productivity plan?
For the narrative accounts in Organization Y, there were 70 total participants from various
units in the organization. The average age of the participants is 31.20 years old (range: 27 to
60 years of age). The participants were composed of 60% female and 40% male invited via
convenience sampling. Of the 70 participants, 60% were unit heads, 40% were administrative
staff. In terms of educational attainment, all the participants finished bachelor’s degree and
some are pursuing higher education. In terms of length of service, 69% of the participants
have been part of their respective units for one to three years, 22% have been in organization
for four to six years, about 5% have been part of the company for seven to ten years, and 4%
have been part of the organization for more than ten years. In terms of civil status, 40% of the
participants were single, 60% of them are married.
3.2 Measures
The study focused on capturing the most significant business improvement
activities used by Organization X and Organization Y. The conservation activities refer to the
various energy and resource conservation efforts carried out by employees in response to the
organization’s campaign for sustainable operations. The measures used in the study were not
just focused on how employees tried to economize materials and supplies, but also included
documenting the optimal use of man-hours, energy, and even use of new techniques leading
to better productivity and efficiency.
3.3 Data Gathering Procedure
The study focused on understanding the best practices used by the organizations in
optimizing company resources. For Organization X participant in the study was encouraged to
narrate the perceived best productivity improvement activity in the company. Written
narrative accounts were considered for Organization Y. The participants from both
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
Taipei, Taiwan. 21-22, December 2017. Paper ID: W726
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organizations were encouraged to freely discuss and share thoughts and their feelings in
participating in an organization-wide business improvement activity. For Organization Y the
narrative accounts were gathered through an online survey. The survey was created in Google
Docs and the link was deployed to the target participants via email and social media i.e.,
Facebook and Messenger. The response rate of the online survey was 86%. Richardson
(2005) cited Babbie (1973) and Kidder (1981) that 50% is regarded as an acceptable response
rate in social research surveys. The thematic analysis is presented in Tables 1 and 2.
Table 1: Thematic analysis of the most significant business improvement initiatives
Major
Themes Sub-Themes
Description of Productivity
Improvement initiatives
Energy Saving
Practices
Diligence in
turning off lights,
computer units and
aircon when not in
use
“Turn off the light at my office”
“Put the computer into sleep mode when not in use” “Turning
off aircon when not in use”
“We configured the settings of the computer units in laboratories
from the default setting to a power saving mode.”
“Shut off aircon & light when leaving office to attend
[meetings]” Building a habit of
conserving energy “Turning off the air-conditioning unit 30 minutes before leaving
the office.”
“Starting at 6:00 pm we turn off the lights at the [office].”
Efficient use
of Material and
supplies
Recycling of office
materials and
supplies
“Hard copies of internal communication or documentation are
printed in used bond papers except for submission of formal
communication or documents.”
“Scrap papers generated from unclaimed work… of [customers]
previously are continuously repurposed for general paper needs.”
“Using scratch paper for printing of documents, using used papers
in internal communication”
“Used recycle papers/envelops”
“We set the printers settings from normal to fast draft printouts in
some [offices].”
“Scanning of documents to produce softcopy for mass
distribution and use of scrap paper for internal communications”
“I encourage faculty members to take care of the photocopied…
paraphernalia to avoid photocopying these again for the next
[time].”
Techniques
/Methods used
for efficient
operations
Creative ways of
economizing
resources
“We also eliminated the printing of a volume of [documents].
Instead, online portals are utilized”
“Non-renewal of membership to professional organizations (not
active).”
“[Technicians] assist the [other teams] in the different compliance
activities (i.e., emission testing of generators, hazardous waste
monitoring, dye testing of sewer lines...)”
“The department continues to use an e-file for the grading [of
projects] to minimize paper and ink consumption.”
“Ensuring all accreditation-related preparations are done even
earlier to minimize overtime. This way we can save on 1) office
electricity consumption and 2) corresponding overtime pay.”
“The organizational unit has implemented the automatic
generation of the check details from [the system] which is
manually done by the [staff].”
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
Taipei, Taiwan. 21-22, December 2017. Paper ID: W726
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Table 2: Thematic analysis of other business improvement initiatives
Major
Themes Sub-Themes
Description of Productivity
Improvement Measures
Energy
Saving
Practices
Conscientious
efforts to save
energy
resource
“By setting the printers printouts into a fast draft option, we
moderate the consumption of inks.”
“Turning off the air conditioning unit in my office
minimize the use of lights during class.”
“Having an online repository of our documents in the college
lessens printing activity of the secretary and the faculty
members.”
“Turning on the computers only when one is ready to use it
minimize photocopying, we share files as much as we can.”
Developing a
routine
leading to
diligence on
saving
energy
resource
“The practice of using one (1) air-conditioning unit after
5:30 pm at the office.”
Efficient use
of material
and
supplies
Reprocessing
of office
materials and
supplies
“Using scratch papers for department communication”
Techniques
and methods
used for
efficient
operations
Creative ways
of economizing
resources
“Use time wisely & productively.”
“The department created a mechanism to monitor the
[performance]”
“There are many technologies that significantly increase
productivity in a workplace. To emphasize, using technology is not
just about having computers and an internet connection in the
office. It's also important to study and utilize different hardware
and software solutions that can improve employee productivity.”
“Staffs' time to process students' enrollment and records evaluation
or degree audits.”
3.4 Data Analysis
The key informants of the study were requested to identify best practices in
implementing business improvement initiatives in the company. The study focused on
capturing the most significant and the most palpable resource conservation initiatives used by
both Organization X and Organization Y. It has been identified that the activities leading to
business improvement were focused on three major themes: energy saving; efficient use of
materials and organizational supplies; introduction of new techniques in the office leading to
more efficient operations. A total of 41 sub and superordinate themes leading to productivity
improvement activities used by both organizations were documented. The best practices used
by the organizational units in the company were summarized in this study by several sub-
themes. The sub-themes identified were: diligence in turning off lights, computer units and
air-conditioning units when not in use; building a habit of conserving utilities, recycling of
office materials and supplies, and discovering creative ways of economizing resources in the
office. The four sub-themes were identified to be reflective of the core values and the core
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
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Frugality (e.g., diligence in turning off
lights, computer units, and
aircon when not in use)
Building a habit of
conserving energy (e.g. self-discipline, and
self-regulation)
Recycling of office
supplies and materials (e.g., practice of good
housekeeping)
Creative ways of
economizing resources (e.g., problem-solving, root cause
analysis, critical thinking))
Energy Saving Practices
Efficient use of office
supplies and materials
Techniques /methods
use for efficient
operations
Operational efficiency
and productivity
competencies of the organizations in general. The first theme which is diligence in turning off
lights, computer units and air conditioning when not in use is a manifestation of frugality
which is described as “the quality of being economical with money or food” frugality also
refers to thriftiness. Among the best practices identified under this theme were “turn off the
light at my office”, “put the computer into sleep mode when not in use” and “turning off
aircon when not in use”. The second theme which refers to building a habit of conserving
energy is a manifestation of the community’s discipline which can be described as “the ability
to pursue what one thinks is right despite challenges.” Among the best practices identified
under this theme were “turning off the air-conditioning unit 30 minutes before leaving the
office” and “starting at 6:00 pm we turn off the lights at the office.” The third theme which
refers to recycling of office materials and supplies is a good description of proper
housekeeping which refers to “general care, cleanliness, orderliness, and maintenance of
business or property.” Among the best practices identified in this theme were “using scratch
paper for printing of documents, using used papers in internal communication” and “I
encourage my colleagues to take care of the photocopied paraphernalia to avoid photocopying
these again.” Lastly, the fourth theme which refers to the creative way of economizing
resources is a good manifestation of “process of working through details of a problem to
reach a solution.” This highlighted problem-solving skills which “may include mathematical
or systematic operations.”
Figure 1: Relationship of productivity improvement activities with the organization’s
aim to reach optimal operational efficiency and productivity
Other supporting productivity improvement activities implemented by the employees
included less consumption of energy such as electricity or gas, as well as water. Organization
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
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X highlights the assignment of the majority of its human resources to activities and events
that distinguish the importance of environmental awareness for the operation of a more
environmentally friendly business e.g., waste reduction, reduction of paper use by new
business style, or even practice of green purchasing. It is important to note that the sub-
themes identified from Organization X and Organization Y support the schematic diagram
showing how the austerity and business improvement measures used by the companies can be
aligned with the company’s strategic objective (Figure 1). This also means that the most
significant productivity improvement practices used in the organization affect the optimal
operational efficiency and productivity of the organizations. The sub-themes identified on
other productivity improvement initiatives implemented were focused on the following:
conscientious efforts to save energy resource; developing a routine leading to diligence on
saving energy resource; and reprocessing of office materials, and lastly, creative ways of
economizing resources.
4. Results and Discussion
Results of the study suggest that the energy and resource conservation efforts used by
the employees in the organizations are focused on three major themes: energy saving;
efficient use of materials and company resources; and continuous search of new techniques in
the operations leading to a more efficient operation in the company. These three themes were
both captured in narrative accounts of the employees of two private organizations. Although
the collected sub-themes are different from the organizations, the sub-themes were recognized
to be complementary and perfectly toning. The sub-themes identified in the thematic analysis
predict the major themes which in turn predicts optimal operational efficiency and
productivity. The relationship of the themes and the sub-themes pinpoints the patterns of the
motivational incentives identified by the employees of the organizations in the campaign
launched by the organization’s leader. The relationship of the major themes to the strategic
objective of the organization highlights the phenomena of an energy and resource
conservation effort driven by social systems in the organization.
4.1 Thematic Analysis as a Research Method
The thematic analysis showed that two important components are needed to introduce an
initiative towards energy and resource conservation. These are motivational incentives as a
desirable behavior of change in the organization, and changing habits and lifestyle of
employees leading to energy and resource behavioral efforts. In support of the activities for
productivity improvement efforts, an organizational mechanism such as: documenting and
sharing of the best practices in energy and resource conservation in the office; and
authenticating energy and resource conservation efforts from behavioral practices in the
organization through accounts of changing habits and lifestyle of employees.
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
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4.2 Components Needed to Introduce an Initiative towards Energy and Resource Conservation
One of the most common practices used by many organizations to ensure the success of
energy and resource conservation effort is to incentivize employees on top of the capacity
building sessions and training programs introduced in the company. This approach was
highlighted in the works of Carrico and Riemer (2011), Lo, Peters, and Kok (2012a), and Lo,
Peters, and Kok (2012b). However, the use of human interaction with nature and the
environment was also explored by some researchers like Torgler and Garcia-Valinas (2006)
and Spearman and Eckhoff (2012). These researches capitalized on teaching as a variable to
increase ecological behavior. In this study, the energy and resource conservation efforts were
boosted through human dynamics between the organization’s leader and the employees. The
motivational incentive was used by the organization’s leader to guarantee a desirable behavior
in the organization towards company resource conservation. Comparable to the work of
Torgler and Garcia-Valinas (2006) and Spearman and Eckhoff (2012), the environmental
attitude was seen as a positive indicator of energy and resource conservation initiative. In line
with this, changing habits and lifestyle of employees leading to energy and resource
behavioral efforts is seen as a positive approach. This is similar to what Vicente-Molina et al.
(2013), Ajzen, and Fishbein (1977), and Milstein (1978) have identified. The results of the
study support the existing literature about the components needed to introduce an initiative an
energy and resource conservation action. Both motivational incentive and changing habits and
lifestyle of employees were observed to vital components that support energy and resource
conservation efforts in the company.
4.3 Mechanisms that support the activities for productivity improvement efforts.
The study highlighted two specific mechanisms that support productivity improvement
efforts. First, the documentation and sharing of the best practices of energy and resource
conservation in the office. As identified in the works of Geller (2016), and Kushler and Witte
(2004) proper documentation of organizational practices towards conservation efforts
increases the ease of transfer of organizational knowledge. The documentation process helps
build an organizational culture that can be translated to policies and guidelines implemented
within the company. Secondly, verifying energy and resource conservation efforts from
behavioral practices in the organization through accounts of changing habits and lifestyle of
employees progress to the development of organizational norms, customs, and traditions,
shared by employees. The works of Dietz, Gardner, Giligan, Stern, and Vandenbergh (2009);
Dwyer, Leeming, Cobern, Porter, Jackson. (1993); and Geller (2002) are few of the
researches that highlight the importance confirming employee support to initiatives related to
energy and resource conservation. The results of the study substantiate the present literature
in the field of behavioral opportunities for energy savings and understanding employee
attitude towards the practice of energy conservation in the workplace.
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
Taipei, Taiwan. 21-22, December 2017. Paper ID: W726
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4.4 Energy conservation as a competitive advantage that drives business and economic growth
Energy costs can account for up to a fifth of the average business' expenditure and the
first steps reducing energy consumption is to understand how much energy is being used
(Stern, 2012). An in-depth interview with management personnel and staff from Company X
and Company Y gave insights on energy consumption and energy conservation efforts of
companies. Results showed that productive behaviors of employees predict operational
productivity in the organization. More than company rules and regulations, training and skills
development related to energy conservation provided for employees of the organization—to
know what to do and when to do it—exhibit positive impact based on the emergent themes
from the interviews. Awareness and communication were also shown to be a focus for the
energy conservation program to gain momentum. Conservation of energy resources, in
general, started becoming a focus of companies and countries since several studies showed
that energy prices have been rising over the last decade and that energy is a significant factor
of production; this purports that more energy efficient industries and economies would have a
competitive cost advantage (McKinsey, 2011). The effects of energy conservation extend
beyond that of the increase in company productivity. According to a study by Wei, Ni, &
Shen (2009), energy efficiency improvements have had a positive impact on economic growth
over the last three decades. Further studies by Stern (2012) show that energy efficiency from
employee participation in companies can result in more competitive industries and has
contributed to economic growth in the past.
5. Conclusions and Recommendations
In conclusion, the qualitative research method specifically the use of thematic analysis
effectually described a social phenomenon wherein an energy and resource conservation
effort can be driven by social systems in the organization. An organizational behavior, in this
case, is propelled by high employee morale, employee motivation, and engagement. These
productive behaviors create motivational incentives which in turn predicts optimal operational
efficiency and productivity in the organization. The employees’ buy-in and participation in
the company-wide austerity plan or business improvement plan indicate support of the
workforce to the company’s strategic goals. The documented best practices in implementing
conservation efforts described a set of productive behaviors of people in the organization.
Although the study does not cover financial and pecuniary analysis, the paradigm used in the
study featured the use of employee behavior and employee motivation in ensuring the success
of an energy and resource conservation plan. The superordinate themes identified in the
employees’ description of the most significant energy and resource conservation efforts are:
diligence in turning off lights, computer units, and air-conditioning when not in use; building
a habit of conserving energy, utilities, and company resources, recycling of office materials
Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
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and supplies, and lastly, identification of creative ways of economizing resources. These sub-
themes compliment the superordinate themes identified in the when other productivity
improvement activities were determined. Among these themes include conscientious efforts
to save energy resource; developing a routine leading to diligence on saving energy resource;
reprocessing of office materials; and creative ways of economizing resources. The themes
gathered from the written accounts of the employees’ best practices in implementing
conservation efforts described how participatory management through close dialogue and
“tête-à-tête” increases buy-in in the organization. It has been identified that motivational
incentives can serve as a desirable behavior of change. Hence, changing habits and lifestyle of
employees with an in view of contributing directly or indirectly to a more sustainable
operation in the company can be done through employees’ high involvement in energy and
resource conservation efforts. In the study, the role of the leader in introducing
environmentally friendly options in the company was seen to be important. The documented
practices of the employees’ initiatives depict many productive behaviors that serve as inputs
to organizational success. Directions for future research may include testing the robustness of
the qualitative model developed through thematic analysis using quantitative research
method. The research may include other office and industry set-ups. First, the possibility of
clustering best practices from other organizations not limited to sectors such manufacturing,
service industry, academic institutions and among others may be considered. Second, the
research can be expanded by adding analysis on the financial implications of the energy and
resource conservation. Third, more focus on “untapped potential” with employee’s
participation has to be further analyzed, especially the energy spending habits of the
employees at work which might be different from how they do it at home as employees tend
to not think about energy consumption at work since it is provided by the company. Further
studies could also look at developing new performance indicator that would positively
influence employee motivation to continue to engage with energy efficiency programs which
will be habit forming in the long term. Lastly, leadership styles, organizational set-up,
organizational culture, and employee and organizational engagements are some variables that
can be considered in doing the multivariate analysis.
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Proceedings of the Sixteenth Asia-Pacific Conference on Global Business, Economics,
Finance and Social Sciences (AP17Taiwan Conference) ISBN: 978-1-943579-29-7
Taipei, Taiwan. 21-22, December 2017. Paper ID: W726
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