Factors influencing participation and engagement in Green Office operation at Faculty of Social Sciences, Srinakharinwirot University

Introduction: This study investigates the perceptions, practices, opinions, needs, and participation approaches of faculty members, operational staff, and students concerning factors influencing the implementation of a Green Office at the Faculty of Social Sciences. The objective is to identify stakeholder engagement and drivers affecting the transition toward a sustainable organizational culture. This research supports Sustainable Development Goals (SDGs) 11 and 12 by promoting sustainable institutional practices and responsible consumption.

Method: The sample comprised 18 faculty members, 10 operational staff, and 158 students from the 2023 academic year. Data were collected via structured questionnaires assessing awareness, environmental practices, opinions, needs, and participation in Green Office initiatives. Descriptive statistics and content analysis were employed to analyze the responses.

Results and discussion: Findings revealed that faculty members and operational staff demonstrated high awareness of Green Office policies and practices but reported limited actual implementation. Students exhibited low awareness across all measures. Proactive environmental behaviors were most evident among faculty and staff, whereas students actively promoted energy-efficient equipment but showed moderate compliance with turning off lights and waste sorting. Faculty and staff perceived the Green Office as a means to reduce resource consumption and enhance the faculty’s image, while students highlighted the importance of green spaces, paper reduction, and the need for additional training. All groups indicated a need for incentives and improved communication to foster participation. In response, the faculty established a dedicated committee, implemented training programs to raise environmental awareness, and ensured consistent communication via meetings and electronic displays to support the Green Office initiatives.

1 Introduction

Environmentally friendly operations highlight various dimensions of sustainability, emphasizing the interplay between environmental practices and organizational behavior. The role of Green Human Resource Management (HRM) plays a significant part in fostering sustainable practices within organizations, identifying key factors such as stakeholder pressures and top management commitment that facilitate the adoption of green initiatives in office settings (Yong et al., 2019). This aligns with findings from other studies that emphasize the economic benefits of Green Office, such as increased asset values as noted by Eichholtz et al. (2013) and Chegut et al. (2013). Furthermore, researches indicate that Green Office environments contribute positively to employee well-being and productivity, as demonstrated in studies conducted by Armitage et al. (2011) and Nieuwenhuis et al. (2014), which reveal that occupants in green buildings report higher satisfaction and improved performance compared to traditional offices. In this study, the participatory strategy refers to a collaborative approach that actively involves faculty members, students, and operational staffs in both the design and implementation of Green Office initiatives, with the aim of enhancing acceptance and long-term institutionalization of sustainability practices.

The multifaceted benefits of Green Office encompass economic, environmental, and social dimensions, thereby advocating for their broader adoption in corporate real estate strategies. Environmentally-specific transformational leadership can foster pro-environmental behaviors among employees, as leaders play a crucial role in promoting sustainability within organizations (Robertson and Barling, 2012). Research indicates that Green Office environments can enhance employee satisfaction and productivity, underscoring the social and psychological benefits of integrating sustainable practices in workplace design (Armitage et al., 2011). Dreyer et al. (2018) emphasize the psychological advantages of Green-certified Office environments, demonstrating that high-quality indoor features, such as natural light and air quality, significantly enhance employee well-being. Other studies proposed by Kim et al. (2022) and Ohueri et al. (2018a, 2018b) further explore the energy efficiency and management practices of Green Office, noting that occupant behavior can lead to discrepancies between predicted and actual energy consumption.

Participation and engagement are critical factors influencing the effectiveness of green operations within organizations. When employees are actively involved in environmental initiatives, they are more likely to exhibit pro-environmental behaviors that contribute to the overall sustainability goals of the organization. For instance, studies have shown that employees who receive training in green practices are more inclined to engage in Organizational Citizenship Behaviors for the Environment (OCBEs), which include voluntary actions that benefit the environment beyond their formal job responsibilities (Pinzone et al., 2016). This engagement not only enhances individual commitment to sustainability but also fosters a culture of environmental responsibility within the organization, leading to improved operational performance and reduced environmental impact (Colwell and Joshi, 2011; Jamal et al., 2021).

Government and institutional support also significantly impact participation in green operations. Effective policies and incentives can encourage organizations to adopt sustainable practices by providing the necessary resources and frameworks for implementation (Ebekozien et al., 2021). This institutional engagement is essential for creating an enabling environment that fosters collaboration between public and private sectors, ultimately enhancing the effectiveness of green operations (Colwell and Joshi, 2011; Kwak et al., 2020). By fostering a culture of sustainability through training and involvement, organizations can enhance their environmental performance and operational efficiency. Additionally, employee engagement and supportive organization policies can further drive the adoption of green practices, creating a synergistic effect that benefits both the environment and the economy. As the urgency for sustainable practices continues to grow, understanding and enhancing participation in environmentally friendly practices will be crucial for achieving long-term environmental goals (Schoenmaker, 2021; Al-Swidi et al., 2021).

This research aims to study perception, practices, needs and participation strategy of faculty members, staff and students about drivers affecting the implementation of Green Office at the Faculty of Social Sciences, Srinakharinwirot University, Thailand.

2 Materials and methods

2.1 Research instruments

Perception measurement is typically measured by questionnaire survey (Armitage et al., 2011; Sant’Anna et al., 2018; Ohueri et al. (2018a, 2018b); Jamal et al., 2021). In this research, Two questionnaires were developed to evaluate how faculty members, operational staff, and students perceive and engage with the Green Office implementation. This study employed a structured survey approach to assess perceptions, practices, opinions, and needs related to the implementation of the Green Office initiative at the Faculty of Social Sciences. Two questionnaires were developed to capture comprehensive stakeholder insights.

• Questionnaire 1: Utilized a 5-point Likert scale (ranging from “Most” to “Least”) to measure stakeholders’ perceptions, green practices, and opinions about the Green Office policies and implementation.

• Questionnaire 2: Employed dichotomous response formats (Yes/No; Need/Do not need) to assess specific needs and support measures crucial for successful Green Office operation.

The summary of survey content is shown in Table 1. Both questionnaires underwent rigorous validation—first through content validity assessment by three experts, then through pilot testing with all respondent groups to ensure language clarity and question objectivity.

Table 1

Table 1. Summary of survey contents.

Both instruments underwent a rigorous content validity assessment by three independent experts specializing in environmental management, educational sustainability, and survey design methodology. Their roles included reviewing questionnaire items for clarity, relevance, and comprehensiveness, ensuring the questions aligned closely with the research objectives. Feedback from these experts was incorporated to refine the survey to achieve greater precision and objectivity.

2.2 Population and sample size

2.2.1 Data analysis

The data analysis approach incorporated multiple methodologies to comprehensively examine Green Office initiatives. Quantitative methods included descriptive statistics (mean and standard deviation) to evaluate respondents’ perceptions and practices regarding Green Office implementation, while percentage analysis assessed organizational needs for environmental sustainability. Qualitative method include document analysis and interview. The document analysis involved examining materials related to the implementation of the Green Office initiative during 2022–2024. These documents included: (1) certification guidelines from the Department of Climate Change and Environment (2) the Faculty’s Green Office policy and strategic plan, (3) minutes of the Green Office committee meetings, (4) internal communication materials (announcements, brochures, posters), and (5) annual performance summary. The criteria for document selection were that the documents must have been officially published, directly relevant to the Green Office implementation, and fall within the timeframe of study. The analysis employed content analysis, in which the materials were categorized into the following themes: (1) communication strategies, (2) participatory approaches, (3) incentive measures, and (4) communication channels.

The interviews were conducted with a total of 11 participants to ensure a participatory approach, including the Chair of the Green Office Committee (1 person), faculty representatives from four departments (4 persons), heads of two support units (2 persons), and student representatives from the student union (5 persons). A semi-structured interview format was employed, with each session lasting no more than 30 min. The core questions focused on four main areas: experiences of participation in the Green Office initiative, obstacles and challenges encountered in its implementation, suggestions for improvement, and factors that encourage engagement.

3 Results and discussions

Results of the study are divided into three parts; (1) perception and practices (2) opinion and needs and (3) participatory approach in regard to drivers affecting the implementation of Green Office at the Faculty of Social Sciences.

3.1 Perception and practices

3.1.1 Perceptions

The evaluation result of perception among faculty member, operational staff and students is shown in Table 2.

Table 2

Table 2. Perceptions of faculty member, operational staff and students toward Green Office implementation.

Analysis of faculty members perception demonstrates high level of awareness regarding the communication of the faculty’s green initiative policies. Moderate level of awareness was found in regard to communication of green practices and monitoring of their implementation. However, awareness of their role as active participations in facilitating institutional transformation toward Green Office was found to be significantly diminished.

Operational staff perception indicates the highest level of awareness regarding the dissemination of the faculty’s environmental sustainability initiative policies. There was also a high level of awareness concerning the communicating green practices and subsequent monitoring of implementation protocols. Moderate degree of awareness was expressed regarding engagement in strategic guidance of the faculty toward achieving Green Office standards.

Perception of students toward Green Office implementation is very low due to a lack of participation from student’s representative affecting their awareness related to policy and practice communication to all students.

3.1.2 Practices

The evaluation of green practices among faculty members, operational staff, and students highlights varying levels of environmental responsibility in their behaviors as shown in Table 3.

Table 3

Table 3. Practices of faculty member, operational staff and students toward Green Office implementation.

Faculty members exhibited the highest levels of eco-friendly practices in several areas: they effectively used electronic documents for meetings and teaching, remembered to turn off electrical devices when not in use, utilized energy-efficient and environmentally friendly equipment, and demonstrated efficiency in resource usage. They also showed a strong tendency to turn off lights after use. However, moderate practices were observed in areas such as reusing paper, adjusting air conditioning in relation to the external environment, sorting waste, and correctly disposing of refuse. Notably, low levels of practice were found in opting for stairs instead of elevators for short distances, while the lowest levels pertained to the use of natural solar illumination as a primary lighting source within institutional environments.

Operational staff similarly demonstrated high levels of green practices, particularly in energy conservation, proper disposal of waste, and turning off lights and office equipment when not needed. They also utilized electronic documents effectively. Moderate practices included reusing paper, setting air conditioning temperatures suitably, and sorting garbage. Like faculty members, operational staff exhibited low engagement in using stairs rather than elevators for short distances, with the lowest activity in leveraging natural light to reduce the need for artificial lighting.

Students were noted for their sustainable practices, particularly in their utilization of energy-efficient technology and electronic devices for academic purposes. They showcased high levels in choosing stairways over elevators for short ascents or descents, effectively utilizing public resources, and adhering to proper waste disposal. Their practice of turning off lights and sorting waste was observed to be moderate, while lower levels were documented regarding the deactivation of unused equipment and appropriate thermal regulation of indoor environments. The lowest level was observed in reusing paper and the exploitation of natural illumination sources for lighting purposes.

Overall, while faculty members and operational staff showed strong engagement in various green practices, opportunities for improvement exist across all groups, particularly in enhancing the utilization of natural illumination sources, increasing paper reuse, and opting for stairs over elevators.

3.2 Opinion and need

3.2.1 Opinion

The evaluation result of opinion among faculty member, operational staff and students is shown in Table 4.

Table 4

Table 4. Opinions of faculty member, operational staff and students toward Green Office implementation.

Faculty members opinions regarding the adoption of the Green Office initiative revealed the strongest support for the importance of promoting energy conservation within the Faculty and the improvement of the learning and working environment through increased green spaces. Significant support also existed for the proposition that Green Office initiative would effectively reduce resource consumption, enhance the Faculty’s image. They also viewed that existing support for Green Office operation was already in place.

Operational staff expressed the strongest agreement with the statement that a Green Faculty initiative would efficiently reduce resource consumption. For other statements about Green Office, they indicated the strong agreement.

Student opinions indicated the strongest support for the improvement of the learning and working environment through increased green spaces. Strong support was also expressed for the proposition that a Green Office initiative would effectively reduce resource consumption, enhance Faculty’s image, reduce the use of papers and promote digital technology. Moderate support was expressed for the importance of promoting energy conservation, recycling initiative and sustainable solid waste management, and the adequacy of support for Green Office implementation. Minimal support was found in initiatives related to training and education on Green Office practices.

3.2.2 Needs

Survey result of needs among faculty member, operational staff and students is shown in Figure 1.

Figure 1

Figure 1. Needs of faculty member, operational staff and students for Green Office implementation. Where: A = Training and workshops on Green Office practices, B = An online communication platform for feedback and suggestions on Green Office operation, C = Collaborative activities involving faculty member, operational staff, and students, e.g., competitions, brainstorming sessions, collaborative projects, D = Awards and recognition to incentivize participation in Green Office projects, E = Designated areas for recycling and waste management activities, F = Energy conservation measures for faculty member, staff, and students.

A survey assessing needs regarding a Green Office initiative revealed strong, consistent support across faculty member, operational staff, and students for several key areas. All three groups overwhelmingly prioritized awards and recognition to incentivize participation (faculty member: 100%, operational staff: 90%, students: 92.41%). Similarly, an online communication platform for feedback and suggestions received high levels of support (faculty member: 88.89%, operational staff: 70%, students: 91.77%). Collaborative activities, such as competitions and brainstorming sessions, also enjoyed significant support (faculty member: 72.22%, operational staff: 80%, students: 83.54%).

However, support for other initiatives varied more significantly across groups. Training and workshops on Green Office practices received moderate support from faculty members (27.78%) and operational staffs (40%), but higher support from students (60.76%). Similarly, energy conservation measures and designated recycling areas received relatively lower support across all groups, though student support for recycling areas (54.43%) was higher than that of faculty members (22.22%) and operational staffs (40%). These findings suggest a need for targeted strategies to address the varying levels of support for different Green Office implementation across different stakeholder groups.

4 Participatory approach

The Faculty of Social Sciences has implemented a comprehensive activities followed by Green Office criteria. This initiative involves the establishment of a dedicated steering committee, which holds regular planning meetings and provides environmental awareness training to all faculty members, operational staffs, students and contracted staffs, including cleaning personnel and security guards. There are four implementation activities to promote participation in this Green Office initiative as the following:

4.1 Education and awareness

Training programs are conducted to educate operational staff on the concept of a Green Office, its environmental and societal impact, its benefits, organizational policies and measures, and practical techniques for energy conservation, waste management, resource efficiency, greenhouse gases emission reduction and environmentally responsible work practices.

4.2 Participatory decision-making

A steering committee, comprising representatives from four departments, operational staff, and student union, facilitates participatory decision-making. This committee actively contributes to the development of Green Office plans and policies, offering suggestions and participating in decision-making processes. Regular meetings ensure progress monitoring and continuous improvement of the Green Office initiative.

4.3 Continuous communication

Progress reports, feedback collection, and strategic planning are facilitated through regular committee meetings. Moreover, communication channels such as bulletin boards, electronic notice boards, social media, and regular updates provided to the Faculty’s Executive Committee regarding progress on Green Office initiatives.

4.4 Measurable goals

Clear and measurable targets for the Green Office implementation are established and communicated to all stakeholders. These include quantifiable goals such as percentage reductions in energy consumption and paper usage (e.g., a 2% reduction in electricity, water use, fuel consumption and greenhouse gases emission compared to the previous year). The Faculty of Social Sciences has developed a strategic plan aligned with the Department of Climate Change and Environment, aiming for “Excellent” Green Office certification (Silver Award) within 2 years. In the first year (2022), the Faculty achieved “Good” level of certification (Bronze). Despite the 3-year validity of this certification, the Faculty is committed to continuous environmental improvement, aiming for “Excellent” certification (Gold Award) in 2023. As of 2024, the Faculty of Social Sciences has achieved “excellent” certification (Gold Medal) by meeting its goals and adhering to standards across six areas as the following;

1. A clear policy for the Green Office has been established, with defined responsibilities for the working committee, compliance with environmental laws, identification of comprehensive environmental issues, and ongoing reporting and meetings to monitor performance.

2. Environmental training sessions have been conducted, with various communication channels for Green Office initiatives, including public boards and Line groups, emphasizing the announcement of Green Office policies, resource use statistics (electricity, water, fuel, paper, and waste). Training records for both instructors and participants are regularly updated.

3. Resource reduction targets: Quantifiable targets for resource reduction and greenhouse gas emissions (e.g., 2%) are set, along with clear measures to achieve these goals. Monthly resource consumption data is recorded and evaluated against established targets.

4. Solid waste and wastewater management: Effective solid waste and wastewater management strategies are implemented. While the building lacks a wastewater treatment system, grease traps are installed in high-usage areas, and waste is meticulously categorized and weighed before disposal at the university’s central waste facility.

5. Physical and safety management: This includes air purifier installation, workspace lighting assessments, increased green spaces, regular pest control, annual fire safety equipment checks, the installation of an automated external defibrillator (AED), and ongoing maintenance of equipment such as air conditioning and elevators.

6. Green procurement: The Faculty prioritizes green purchasing. For example, ISO 14001 environmental certification is included in the tender documents for cleaning services, and environmental guidelines are provided to external contractors working on the premises.

5 Conclusion

Research shows faculty members, operational staff, and students want recognition or awards to boost participation in Green Office initiatives. Operational staff need an online platform to share improvement ideas. The organization should create collaborative activities like brainstorming competitions or joint projects that bring together faculty members, operational staff, and students. However, improving student awareness of Green Office policies and practices require better communication channels to enhance their perception of these sustainability efforts.

The Green Office initiative within the Faculty of Social Sciences is driven through a committee, communicating with faculty member, operational staff, and students via representatives. Research shows that all groups desire both participation and decision-making. Operational staff involvement is crucial for Green Office success, aligning with Rashid et al. (2012), who highlight the importance of awareness and participation in Green Office initiatives as well as Sant’Anna et al. (2018) that emphasize the importance of employee satisfaction with a positive work environment. Therefore, increased participation is essential for sustainable success [Ohueri et al. (2018a, 2018b)]. This fosters employee engagement, significantly influencing individual and organizational performance. Engaged employees demonstrate higher motivation, productivity, and job satisfaction, leading to better organizational outcomes (Sathish and Krishna, 2024; Arshad and Ming, 2024; Komen, 2024). Strategies for fostering engagement include understanding employee needs, clarifying organizational goals and individual contributions, facilitating open communication, promoting skill development, and defining roles, allowing members to connect their experiences to organizational value (Koulaouzides, 2017; Daniele, 2017).

Driving a Green Office initiative involves not only physical environmental improvements but also fostering engagement at all levels. This is crucial for achieving environmental sustainability goal. Starting with shared understanding of goals is key, followed by collaborative planning and designing activities such as resource efficiency, waste management, and energy efficiency. Clear targets and timelines enable measurable success. Continuous monitoring and effective communication can build awareness and engagement from stakeholders. Establishing environmentally friendly practices leads to long-term behavioral change and sustainable Green Office.

Data availability statement

The original contributions presented in the study are included in the article/Supplementary material, further inquiries can be directed to the corresponding author/s.

Ethics statement

This research was conducted as part of the operational process of the Faculty of Social Sciences. The Faculty Executive Committee and the Green Office Steering Committee jointly reviewed and verified compliance with ethical conditions for human subject research. All research participants were fully informed prior to data collection, and verbal informed consent was obtained from all participants.

Author contributions

AnS: Conceptualization, Methodology, Writing – original draft. SM: Data curation, Formal analysis, Investigation, Writing – review & editing. AsS: Visualization, Resources, Writing – review & editing, Supervision.

Funding

The author(s) declare that financial support was received for the research and/or publication of this article. This research was funded by Faculty of Social Science, Srinakharinwirot University, grant 328 number 312/2566. For the publication fee, only partial support will be provided.

Acknowledgments

We would like to extend our sincere gratitude to respondents; faculty members, operational staff and students for contributing their valuable time, honest information and thoughtful suggestion.

Conflict of interest

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Generative AI statement

The authors declare that no Gen AI was used in the creation of this manuscript.

Any alternative text (alt text) provided alongside figures in this article has been generated by Frontiers with the support of artificial intelligence and reasonable efforts have been made to ensure accuracy, including review by the authors wherever possible. If you identify any issues, please contact us.

Publisher’s note

All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher.

Supplementary material

The Supplementary material for this article can be found online at: https://www.frontiersin.org/articles/10.3389/frsus.2025.1613162/full#supplementary-material

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