مقاله انگلیسی رایگان در مورد اثرات ضایعات کربن بر رضایت شغلی مدیران سایت – اسپرینگر 2018

A great amount of carbon is emitted directly or indirectly into the atmosphere by construction sections (Yusof et al. 2016a; Esmaeilifar et al. 2015). The high amount of carbon dioxide (CO2) in the atmosphere has been thought to raise an urgent problem. This has worsened environmental dangers (Zailani et al. 2014). One of main greenhouse emitters is the construction industry, which has been criticised for violating the rules of carbon emission management (Wang 2014; Yusof et al. 2016b). Concerning an increasing pressure on the dangers related to the climate change, construction companies should advocate cutting back on the carbon emission if they intend to achieve emission controls (Sharrard et al. 2007; Hajibabai et al. 2011; Wong et al. 2013). Implementing low carbon waste (LCW) practices is a vital solution for reducing waste caused by construction activities (Yusof et al. 2017; Begum et al. 2006). Therefore, implementing LCW practices is of such importance that there has been an increased attention towards it in research and practices recently carried out on construction (Ding et al. 2016; Vieira et al. 2016). A large amount of research has been undertaken on sustainable construction in terms of the infuence of the rapid growth of the infrastructure on the environment (Shen and Zhang 2002; Zhang et al. 2000), consideration of the fow of waste and construction site control (Tam et al. 2007; Shen et al. 2004), examination of the sustainable operation of construction sites, and contractor performances (Liyin et al. 2006; Shen and Tam 2002; Shen et al. 2005; Tam et al. 2006). These studies demonstrated the negative impacts of construction activities on the environment, sought proper practices to reduce site waste and emission generation, and showed the positive relationship between implementing LCW practices and the environmental performance of construction companies. However, the principle of LCW practices irrespective of the substantial advantages has still been controversial with regards to the well-being of humans (Shen et al. 2004). Stress in the workplace or job stress (Bergerman et al. 2009) is described as the response people may have when ‘‘presented with work demands and pressures that are not matched to their knowledge and abilities, and which challenge their ability to cope’’ (Leka et al. 2003, p. 3). The volume of work required of an employee and the perception that there is too much to do during a given period is listed as the most common sources of stress (Torres 2016). Research supports the direct efect of workload level on specifc forms of workplace deviance, such as absenteeism (Bakker et al. 2000), as well as on the job dissatisfaction (Rössler 2012), and turnover (Torres 2016). There is a potentially persistent discrepancy between LCW practices and job satisfaction from the workload and job demand perspectives. Besides completing their own tasks, site managers might need to work hard overtime to fulfll the demands of the LCW practices. Site managers’ job stress is likely to rise due to such issues as process reconfguration, infrastructure initiation, and redesigned jobs (Haynes and Love 2004; Liu and Low 2011; Gatti et al. 2010; Leung et al. 2009), which could result in job dissatisfaction (Bohle et al. 2011; Macklin et al. 2006; Lee 1995). As an important issue, particularly to the construction industry in Malaysia, job satisfaction could be mentioned due to the high rate of employee turnover (Ismail et al. 2012). Thus, job stress may be one of the major issues in implementing LCW practices. However, little, if any, research has been undertaken on the impacts of LCW management activities on site manager’s job satisfaction and job stress. The current research intends to resolve this gap through the efect of LCW management activities on job satisfaction via job stress. The results are expected to be useful for site managers whose job appears to be one of the most stressful careers.