Publication Type
PhD Dissertation
Version
publishedVersion
Publication Date
4-2025
Abstract
With the rising importance of sustainability in the light of climate change challenges and the rising voices of society, government and investors (UNEP, 2024a, 2024b) as well as the recent report that 2024 was the warmest year on record (Bardan, 2025), organisational sustainability is growing in importance and can be achieved when the organisation is able to contribute to sustainable development by achieving the triple bottom line of economic, environmental and social/human performance simultaneously i.e. profit, planet and people (Boyer et al., 2016; Hart & Milstein, 2003a; Kim et al., 2016a; Spreitzer et al., 2012). The triple bottom line with the interconnection of the economic performance of the organisation, social performance (which includes employees, consumers and communities being valued and cared for) and the organisation’s environmental performance, is increasingly being viewed as essential for organisational success (Hammer & Pivo, 2017; Isil & Hernke, 2017; Ones & Dilchert, 2012). The ability of employees to be engaged in the work place is pivotal to the understanding of this human dimension as employee engagement at work is a core component of this dimension and employee engagement at work is critical and fundamental for an organisation’s sustainability (Kim et al., 2016a). Employee engagement is low and has been low in the last decade as a Gallop poll indicated that in 2024, 31% of employees worldwide, the lowest in the last 10 years, are in the engaged category (Harter, 2025). Research findings showed the importance of perceived psychological meaningfulness (PPM) and availability (PPA), two of the essential psychological domains that Kahn (1990) had postulated that would be important for the level of cognitive, physical and emotional engagement of the employee, in encouraging the personal engagement of employees, were sufficient for the employee to display organisational citizenship behaviour towards the environment (OCBE). Perceived psychological safety, the third and final psychological domains postulated by Kahn (1990) for personal engagement, was found not to have impacted the display of OCBE by personally engaged employees as PPM and PPA were sufficient for the display of OCBE. Supervisory support for environmental management, was found to be significant unlike organisational support for environmental management for OCBE. With the supervisory support for the personal engagement of employees in environmental sustainability initiatives, employees would be encouraged to display OCBE, thus contributing to improvements in both the social and environmental performance of the organisation that would ultimately improve the organisation’s sustainability.
Keywords
personal employee engagement, organizational citizenship behavior for the environment, perceived supervisory support, perceived organizational support, perceived psychological meaningfulness, perceived psychological safety, perceived psychological availability, biospheric values
Degree Awarded
Doctor of Business Admin
Discipline
Organizational Behavior and Theory | Organization Development
Supervisor(s)
TAN, Hwee Hoon
First Page
1
Last Page
128
Publisher
Singapore Management University
City or Country
Singapore
Citation
CHONG, Yuen Mei Susan.
Impact of supervisor support and organisational support on individual employee engagement in environmental organisational citizenship tasks. (2025). 1-128.
Available at: https://ink.library.smu.edu.sg/etd_coll/742
Copyright Owner and License
Author
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.