500 M.J. Bissing-Olson et al. An Intraindividual Perspective on Pro-Environmental Behaviors at Work MEGAN J. BISSING-OLSON, HANNES ZACHER, KELLY S. FIELDING, AND AARTI IYER The University of Queensland Ones and Dilchert (2012) highlight the importance of examining workplace environmental sustainability at the interindi- vidual (or between-person) and organiza- tional levels. In this commentary, we aim to extend these authors’ framework by focus- ing on pro-environmental behaviors and their potential predictors at the intrain- dividual, or within-person, level. To this end, we will first describe the intraindi- vidual perspective, its benefits, and the diary study methodology often used to operationalize this perspective. Secondly, we will share how the intraindividual perspective was useful in an empirical study we conducted on multilevel relation- ships among employees’ pro-environmental attitude, daily affect, and daily pro- environmental behaviors. Finally, we will discuss a number of possible limitations of the diary study methodology, ways to Correspondence concerning this article should be addressed to Megan J. Bissing-Olson. E-mail: m.bissing-olson@uq.edu.au Address: School of Psychology, The University of Queensland, Brisbane, Queensland 4072, Australia overcome them, and directions for future research. The Intraindividual Perspective and Its Benefits The intraindividual perspective involves conceptualizing the within-person dynam- ics of employees’ pro-environmental behaviors and measuring these behaviors as well as their potential antecedents and consequences repeatedly over time. Thus, central to this perspective are intraindi- vidual as compared to interindividual dif- ferences in pro-environmental behavior. We believe that there are three impor- tant benefits of this perspective: First, it allows researchers to estimate the amount of variance in pro-environmental behav- iors that resides within persons, in addition to the variance that resides between per- sons. Research taking an intraindividual perspective on other workplace behaviors has shown that as much as 68% of the total variance in task performance resided within persons (Binnewies, Sonnentag, & Mojza, 2009).