People Make the Difference: An Explorative Study on the Relationship between Organizational Practices, Employees’ Resources, and Organizational Behavior Enhancing the Psychology of Sustainability and Sustainable Development

Amelia Manuti and Maria Luisa Giancaspro
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Amelia Manuti: Department of Education, Psychology, Communication-University of Bari, 70121 Bari, Italy
Maria Luisa Giancaspro: Department of Education, Psychology, Communication-University of Bari, 70121 Bari, Italy

Sustainability, 2019, vol. 11, issue 5, 1-17

Abstract: The most recent developments in the field of sustainability science and the emergence of a psychology of sustainability and sustainable development have contributed to collect evidences about the fact that modern organizations need healthy and motivated employees to survive and to prosper within this fast-moving scenario. In this vein, a confirmation to these evidences came from the abundant research on HEalthy and Resilient Organizations (HERO), showing that when organizations make systematic, planned, and proactive efforts to improve employees’ subjective resources then organizational processes and outcomes benefit in turn. Moving forward from these premises, the present study aimed to explore these assumptions within the context of small and medium enterprises (SMEs), investigating the relationships among the organizational practices, employees’ subjective resources, and organizational behaviors. Two hundred and thirty-six participants working in SMEs located in the south of Italy took part. They were invited to fill in a questionnaire investigating their perception of organizational resources and practices (autonomy, leadership, communication, organizational mindfulness, and commitment to resilience), of their individual resources (work engagement and psychological capital), and finally, of some organizational outcomes (extra-role behavior). Results showed that psychological capital was a significant mediator of the relationship between employees’ perception of the organizational resources and practices and extra-role behaviors. Concrete implications of these conclusions in terms of human resource management (HRM) are discussed together with limitations of the study and future developments.

Keywords: psychological capital; HRM practices; organizational behavior; sustainable development (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (20)

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