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The World Health Organization has pointed to climate change as the most significant issue in the 21st century as a result of greenhouse gas emissions and environmental pollution. Organizations are leaning toward corporate social responsibility (CSR) and environmental management systems (EMS) to reverse the current trend; however, these efforts are often ineffective or pooly implemented. The purpose of this quantitative study was to determine the extent to which employees' proenvironmental behavior relates to their protection motivation and organizational identification, as well as their perception and knowledge of the organization's CSR and EMS, respectively. Using social identity as the theoretical framework, this research addressed how organizational and intrapersonal factors influence employees' proenvironmental behavior. One hundred-twenty employees from American-based organizations completed an online survey measuring self-assessed proenvironmental behaviors, among other variables. The results from a Pearson correlation analysis indicated that all of the independent variables had a significant positive relationship with employee proenvironmental behaviors. Multiple regression analysis showed that while each variable was a significant predictor of proenvironmental behaviors, only the economic dimension of CSR (β = .300, p = .014) and the self-efficacy dimension of protection motivation (β = .269, p = .037) significantly contributed to the model. Leaders' use of the findings may lead to positive social change through improved environmental performance in the form of decreased pollution, a more efficient use of natural resources, and reduced greenhouse gas emissions, all toward a more sustainable future.