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In this chapter, we first explain what is meant by between-person variability (or interindividual differences) and within-person variability (or intraindividual variability and change) in employee pro-environmental behaviour. Second, we describe two quantitative daily diary studies that examined both between-person and within-person variability in employee pro-environmental behaviour. Third, we present a conceptual framework for investigating person- and context-related predictors of stable between-person differences and dynamic within-person variability in employee pro-environmental behaviour. Fourth, we discuss different research designs and analytical strategies to investigate between- and within-person variability in employee pro-environmental behaviour. We conclude by discussing implications for organisational practice.

A great deal of research has addressed the role of immediate manager in the achievement of environmental sustainability by putting the stress more often than not on human resource management practices. However, much less is known about the underlying moral obligations of immediate managers to support their subordinates in developing their environmental concern. In this chapter, we propose describing, through an ethic of care, how the immediate manage may help subordinates to behave eco-friendly.

The exploration of discretionary pro-environmental behaviour in companies is at the core of environmental sustainability. This chapter gives an overview of existing concepts, models, and research streams relevant for explaining voluntary pro-environmental behaviour of employees (VPBE). It illustrates their theoretical grounding, explains connections between different models and determinants, and presents the current status of research on different sources of VPBE. Based on this exploration, as well as a discussion of the specific characteristics of VPBE, we develop a comprehensive model of VPBE that integrates existing concepts, and deduce behavioural interventions in the form of measures and instruments to enhance VPBE.

Pro-environmental behaviour (PEB) within organisations is governed by a number of factors, related to the staff (e.g. attitudes and beliefs), as well as the organisation (e.g. bureaucracy, leadership and culture). Traditionally, approaches to effecting behaviour change have been set within a psycho-sociological context. However, given the complexity and interrelated nature of the factors, this chapter argues for the need to employ transition processes that are primarily represented by the multi-level perspective (MLP) and social practices’ (SPs) affiliates. These multifaceted theoretical developments offer improved possibilities to best manage the change processes. They could also contribute to an improved understanding of how to change employees’ PEB both at their workplace and during their external societal roles/activities. Recommendations for practitioners are also suggested.