accounts of changing habits and lifestyles towards...

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





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





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





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





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].”





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





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





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.





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.





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





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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accounts of changing habits and lifestyles towards...

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