Do dual signals drive green employee behavior? Effects of organizational support and leadership on environmental self-identity
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Author(s)Agus Hakri BokingoLink to ORCID Index: https://orcid.org/0000-0003-2795-5379
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Noermijati NoermijatiLink to ORCID Index: https://orcid.org/0000-0003-3265-612X
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Nanang SuryadiLink to ORCID Index: https://orcid.org/0000-0003-0633-7176
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Christin SusilowatiLink to ORCID Index: https://orcid.org/0000-0002-1189-9221
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DOIhttp://dx.doi.org/10.21511/ppm.24(2).2026.02
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Article InfoVolume 24 2026, Issue #2, pp. 12-25
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2 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Type of the article: Research Article
Abstract
This study examines how perceived organizational support for the environment and green transformational leadership encourage green employee behavior, and whether environmental self-identity strengthens these two influences among employees of 4-star hotels on the island of Sulawesi (North Sulawesi, Central Sulawesi, and Gorontalo), Indonesia. To address the gap in the implementation of sustainability practices at the operational level, the survey was conducted among 379 employees (>2 years of service). The data were analyzed using PLS-SEM (SmartPLS 4) by bootstrapping. The results showed that perceived organizational support for the environment had a positive and significant effect on green employee behavior (β = 0.298; t = 6.520; p = 0.000), and green transformational leadership had a positive and significant effect on green employee behavior (β = 0.299; t = 6.585; p = 0.000). Environmental self-identity had the strongest direct influence on green employee behavior (β = 0.413; t = 9.538; p = 0.000). The moderation test confirmed that environmental self-identity strengthened the relationship between perceived organizational support for the environment and green employee behavior (β = 0.176; t = 4.147; p = 0.000) and between green transformational leadership and green employee behavior (β = 0.140; t = 4.340; p = 0.000). This suggests that the “green signal” from organizations and leaders is most effective when aligned with employees’ environmental identity. Based on social exchange and social identity theories, these findings affirm the importance of strengthening organizational support, developing green leadership, and building environmental self-identity to maintain green employee behavior across work units.
Acknowledgments
The authors gratefully acknowledge BPI (the Indonesian Education Scholarship), PPAPT (the Center for Higher Education Funding and Assessment), and LPDP (the Indonesian Endowment Fund for Education) for awarding the scholarship and supporting this research under No. 00077/BPPT/BPI.06/9/2023.
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JEL Classification (Paper profile tab)M12, M14, L83, Q56
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References52
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Tables5
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Figures1
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- Figure 1. Conceptual framework
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- Table 1. Respondent characteristics
- Table 2. Research indicators
- Table 3. Validity and reliability
- Table 4. Heterotrait-monotrait ratio
- Table 5. Hypothesis testing results
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The impact of sociodemographic factors and work-family conflict on the relationship between organizational support and women’s burnout
Asta Stankeviciene ,
Agnė Šimelytė ,
Virginijus Tamaševičius ,
Evelina Petkinytė
doi: http://dx.doi.org/10.21511/ppm.21(3).2023.40
Problems and Perspectives in Management Volume 21, 2023 Issue #3 pp. 497-510 Views: 1659 Downloads: 566 TO CITE АНОТАЦІЯWomen’s burnout affects not only the individuals suffering from this condition but also those around them and the organization they work for. This phenomenon spills over into their personal lives and increases the likelihood of work-family conflicts. Organizational, personal, and family circumstances can affect women’s burnout. This study aims to determine the influence of perceived organizational support on burnout at work while mediating work-family conflict and moderating sociodemographic factors such as age, romantic relationship status, and number of children. The quantitative study involved 404 employed women aged 18 to 64. A structured questionnaire was distributed via social media or e-mail targeting employed women in Lithuania’s public and private sectors. IBM SPSS and a special PROCESS macro were applied to perform a mediation-moderation analysis. The study showed that the direct effect of perceived organizational support is greater than the indirect effect in mediating work-family conflicts. This is true in the case of both general burnout and its separate components. The significant moderating effect of age revealed that younger women aged 18 to 34 experience more burnout than older women. The number of children demonstrated a significant moderating effect between perceived organizational support and burnout and its dimensions for women with two or more kids. No moderating effect of romantic relationship status on the interconnection between perceived organizational support and women’s overall burnout or its individual dimensions was found.
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Determinants of turnover intention in the context of SMEs: Do generational differences matter?
Abdullah W. Jabid ,
Dudi Amarullah ,
Ahmad Yani Abdurrahman ,
Sulfi Abdul Haji
doi: http://dx.doi.org/10.21511/ppm.23(3).2025.06
Problems and Perspectives in Management Volume 23, 2025 Issue #3 pp. 65-78 Views: 1297 Downloads: 449 TO CITE АНОТАЦІЯType of the article: Research Article
Abstract
This study examines the interplay among organizational justice, perceived organizational support (POS), job embeddedness, and the intention of employees in SMEs to leave their positions with generations (Gen Y and Gen Z) as a moderator. The sample of this study includes SME employees in Indonesia, consisting of several sectors, such as handicrafts, culinary, fashion, and accommodation. The data collection involved the distribution of questionnaires, both in person and online, from January to March 2024, employing a purposive sampling, resulting in 268 valid responses. The hypotheses were subsequently validated utilizing PLS-SEM and MGA. The findings demonstrate that organizational justice (β = –0.397, p = 0.000), POS (β = –0.202, p = 0.000), and job embeddedness (β = –0.285, p = 0.000) negatively affect turnover intention. Conversely, organizational justice (β = 0.405, p = 0.000) and POS (β = 0.314, p = 0.000) positively affect job embeddedness. Ultimately, the results of the moderation analysis of generations revealed differences between Gen Y and Gen Z in the effects of organizational justice (β = –0.189, p = 0.019) and POS (β = 0.180, p = 0.070) on turnover intention, and also in the effects of organizational justice (β = 0.195, p = 0.024) and POS (β = –0.241, p = 0.013) on job embeddedness. Contrarily, there is no significant difference between Gen Y and Gen Z in the relationship between job embeddedness and turnover intention (β = 0.089, p = 0.228). This paper offers substantial insights into the existing body of knowledge, particularly in addressing the issue of SMEs’ employee turnover intention.Acknowledgments
The authors would like to thank all the subjects who helped a lot during the preparation of this article, especially the Institute for Research and Community Service, Khairun University, which funded this research. -
Building creativity in the television industry: The mediating role of meaning of work
Syamsul Hidayat , Anis Eliyana ,
Andika Setia Pratama ,
Alvin Permana Emur ,
Bayu Kresna Nugraha
doi: http://dx.doi.org/10.21511/ppm.21(2).2023.34
Problems and Perspectives in Management Volume 21, 2023 Issue #2 pp. 347-355 Views: 1102 Downloads: 526 TO CITE АНОТАЦІЯCreative human resources are becoming urgent amidst development in recent decades. The television industry has been one that faces the challenge with the emergence of new platforms offering variety and ease of information. Hence this study aims to test the direct effect of perceived organizational support on employee creativity and the mediation role of the meaning of work. This study was conducted on Net Mediatama Television, a private television company, specifically among employees working in the content department, since this division constantly needs creativity to develop concepts and create a broadcast program. Data from 70 respondents were collected through online questionnaires and analyzed with the PLS technique. The results confirmed that perceived organizational support and meaning of work are relevant factors that directly stimulate and enhance employee creativity. The mediating role of work meaning for perceived organizational support and creativity was also proven significant. This indicates that employees who get organizational support have a strong meaning towards work so that their level of creativity increases. Based on these findings, organizations can formulate strategic steps to increase employee creativity by focusing on organizational support and meaningfulness in work.
