Shut the fridge door! HRM alignment, job redesign and energy performance

Sian Christina, Andrew Dainty, Kevin Daniels, Olga Tregaskis, Patrick Waterson

Research output: Contribution to journalArticlepeer-review

24 Citations (Scopus)
15 Downloads (Pure)


Anchored within the strategic HRM and alignment literature, and drawing on efficiency and legitimacy perspectives of organisational behaviour, we investigated a Human Resource Management (HRM) intervention targeted at energy reduction goals in a large multinational retailer. The HRM intervention was focused on embedding the environmental and economic performance goals of the firm within the workplace through redesigning the job so that energy tasks were aligned with training and performance management systems, as well as organisational performance goals. Using a randomised control trial design, we tracked changes in energy behaviours and energy consumption in 769 retail stores (685 in the intervention condition, 84 in the control condition). The findings provide evidence that changing the alignment of HRM practices can influence both worker behaviour and organisational outcomes, including environmental outcomes. This work contributes to debates concerning the impact of HRM alignment to both the work and organisational performance context.
Original languageEnglish
Pages (from-to)382–402
Number of pages21
JournalHuman Resource Management Journal
Issue number3
Early online date20 Feb 2017
Publication statusPublished - Jul 2017


  • Sustainable HRM
  • Job design
  • Strategic HRM
  • Organisational performance

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