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1
Hall, Frederick Leonard. „Australians in a corporate culture the national characteristics, are they intrinsic? : a study of cultural behaviour of Australian employees in a multi national [sic] corporation : a measure of change of national culture over time and it's relevance to corporate culture in Australia /“. Master's thesis, Australia : Macquarie Universityc, 1989. http://hdl.handle.net/1959.14/23256.
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Thesis (MA)--Macquarie University, Graduate School of Management, 1989.Introduction -- Values and culture -- The four dimensions -- Australia survey 1984/85 -- Methodological debate -- Literature reviews -- Outcome in terms of our national culture -- Transition to corporate culture -- Results of survey 1984/85 -- Appendix.
Bibliography: final [7] leaves (Appendix 4).
Mode of access: World Wide Web.
49 leaves ill. +
2
Sakurai, Yuka. „Problems and prospects in cross-cultural interactions in Japanese multinational corporations in Australia“. View thesis entry in Australian Digital Theses Program, 2001. http://thesis.anu.edu.au/public/adt-ANU20020122.092141/index.html.
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3
Tcha, Sooyoung Sul. „Exploring the relationship between organisational culture and planning processes in selected Western Australian sport associations“. Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2008. https://ro.ecu.edu.au/theses/1743.
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This study explored the effects of organisational culture on the planning processes of three state sport associations in Western Australia. Using the competing values framework of organisational culture and Chapman' s planning model, this study aimed to explore three research questions: (i) What are the demographic and organisational cultural profiles of the selected sport organisations? In particular, do professionals and volunteers share similar or different perceptions of the organisational cultures?; (ii) Wh~t are the development planning processes for each sport association? How does each association perceive the development planning processes?, and; (iii) How does organisational culture influence planning processes? To find answers to these research questions, this study used two kinds of data: a survey for quantitative analysis, and interviews with CEO/President and board members of each association for qualitative analysis. For all the associations, group culture was strongly emphasised. This may be a tradition in sport, especially as Australian sport has a strong reliance on volunteers, and is a quality that distinguishes sport organisations from other types of organisations. The slightly lower emphasis on rational and developmental culture may be indicative of the newer trends of professionalism in sport and the tension between especially group culture and rational culture as professional officers (paid staff) take over managing sport from the volunteers. All these sport associations exhibited low to very low emphasis on hierarchical culture, suggesting that these attributes are less evident and less valued, and perhaps the organisational structures are less hierarchical, although organisational charts for the associations were not investigated. In comparison, the interviewees recognised group, development and hierarchical cultures to be emphasised but not rational culture. This may indicate that the two facts were combined: first, organisations have moved from hierarchical to a more horizontal structure, and second, the interviewees, in general, had been with respective associations for a significantly longer duration than the average workers. It was found that the workers in the three associations had similar perceptions in regard to their planning processes. Regression analysis found that group cultural value was significantly related to the association's planning process. Hierarchical culture was also found to be related to some aspects of the planning process, such as the association's recognition of the importance of planning. It was also found that some demographic profiles of respondents affected the perception of planning processes. For example, a female worker was more likely to perceive that her association's planning processes were better developed. A worker with longer experience in the current occupation was more likely to perceive his/her association's planning processes as less developed. The status of the worker, whether she/he was a volunteer or paid employee, also seemed important in recognising the importance of planning. The findings from this study presented important suggestions and recommendations for sport organisations and national and state governments, as well as relevant academic disciplines, regarding the relationship between organisational culture and planning processes.
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Ferraro, Lidia. „Measuring safety climate : the implications for safety performance /“. Connect to thesis, 2002. http://repository.unimelb.edu.au/10187/965.
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Safety culture and safety climate are terms that are used often in the context of safety management but are not very well defined or differentiated. This research concentrates on safety climate, a summary concept of employee perceptions of safety management practices within their organisation. There is a common assumption that a positive safety climate results in better safety performance outcomes, yet there is little research evidence to support this notion.Despite being defined as a summary concept, much of the research on safety climate has been empirically driven and has concentrated on identifying the number and content of the dimensions/factors that contribute to the safety climate. Due to a lack of theoretical input in the field, the use of proprietary instruments which are unavailable in the public domain and varied developmental histories of these tools, the findings of past research has been mixed.
This research addresses several of the limitations in the literature on safety climate by using the National Safety Council of Australia’s Safety Climate Survey. The research centres around two main issues; the dimensionality and factor structure of safety climate; and investigation of the applicability of a framework linking safety climate to safety performance.
The project was divided into two studies. Study I is based on archival data collected by the National Safety Council of Australia (NSCA) (N=215, N=127, N=90). Study II utilises data collected specifically for the purposes pf this research (N=226). The survey instrument was further developed for Study II to include scales that allow for a more complete investigation of a framework linking safety climate to safety performance.
A comprehensive validation of the NSCA safety climate survey was conducted. Structural Equation Modelling was utilised to examine various models of the factor structure of safety climate. It was found that safety climate is best understood as a second order concept comprised of several specific first order factors. The factor structure remained consistent across several samples however the strength of the individual factors varied in each sample.
Structural Equation Modelling was also used to investigate the framework of the relationship between safety climate and safety performance. Evidence in support of his model was obtained however some variations to the model were necessary to achieve this support. Reinforcement for the influence of general organisational climate in providing a context for safety climate was revealed. Given that it was not possible to include all aspects of the framework within the statistical model these findings provide a good impetus for further research in this field.
5
Boaks, William John. „Problem solving policing in the police service of Western Australia: the impact of organizational structure and culture“. Thesis, Boaks, William John (2006) Problem solving policing in the police service of Western Australia: the impact of organizational structure and culture. PhD thesis, Murdoch University, 2006. https://researchrepository.murdoch.edu.au/id/eprint/379/.
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In 1996 the Police Service of Western Australia embarked on a major and ongoing period of change regarding all aspects of local policing. Part of this program involved the adoption of a number of practices that included an undertaking to pay increased attention to issues such as a customer focus, problem solving, a commitment to developing and motivating personnel, a localised delivery of policing services and improved management practices.
This research was conducted for the purpose of uncovering the factors that create the unique environment of the Police Service of Western Australia and exploring how these might impact upon the manner in which officers conduct their daily duties. More specifically the purpose was to determine if there existed any aspects of organizational culture or structure that have an influence on the ability and/or willingness of officers to carry out their duties according to the processes and procedures of either the problem solving or the problem-oriented policing philosophy.
The research methodology was guided by the grounded theory approach. Twenty-eight interviews were conducted with constables, sergeants, inspectors and superintendents as it was considered that these ranks best represented the views of the members of the organization in terms of numbers and those most affected by day-to-day events.
The data analysis revealed the existence of 13 factors that all exhibit negative aspects and collectively create a Basic Social Problem that has been termed 'Feeling Vulnerable'. Although all of these factors have been well known for many years, the current research integrates these in a new way in order to produce a model of the organization that demonstrates how they combine to create an environment that is counter-productive to the implementation of a problem-solving or problem-oriented approach to policing by members of The Police Service of Western Australia at many levels.
The Basic Social Process disclosed by the current research has been termed 'Controlling By Avoidance'. It is based on four tactics used by officers to control their working environment. The employment of one or more of these tactics by officers is designed to give the impression of engaging with issues while simultaneously exerting control over events in order to prevent the occurrence of outcomes that experience tells them are likely to have undesirable personal consequences. The intention is to create an environment where they hope to be safe from the consequences of problems that will inevitably occur at some time.
As well as providing an explanation for the conduct of officers under the problem solving model the analysis also provides an insight into why the organization has apparently avoided coming to grips with the implementation of the full Goldstein model of problem-oriented policing. This appears to be due to concerns on the part of senior management about the likelihood of a loss of control over subordinate ranks and the personal problems that this would generate for them.
Recommendations are made about the need to adopt the Goldstein model and the steps required to successfully implement this approach are listed.
6
Boaks, William John. „Problem solving policing in the police service of Western Australia : the impact of organizational structure and culture /“. Boaks, William John (2006) Problem solving policing in the police service of Western Australia: the impact of organizational structure and culture. PhD thesis, Murdoch University, 2006. http://researchrepository.murdoch.edu.au/379/.
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In 1996 the Police Service of Western Australia embarked on a major and ongoing period of change regarding all aspects of local policing. Part of this program involved the adoption of a number of practices that included an undertaking to pay increased attention to issues such as a customer focus, problem solving, a commitment to developing and motivating personnel, a localised delivery of policing services and improved management practices.
This research was conducted for the purpose of uncovering the factors that create the unique environment of the Police Service of Western Australia and exploring how these might impact upon the manner in which officers conduct their daily duties. More specifically the purpose was to determine if there existed any aspects of organizational culture or structure that have an influence on the ability and/or willingness of officers to carry out their duties according to the processes and procedures of either the problem solving or the problem-oriented policing philosophy.
The research methodology was guided by the grounded theory approach. Twenty-eight interviews were conducted with constables, sergeants, inspectors and superintendents as it was considered that these ranks best represented the views of the members of the organization in terms of numbers and those most affected by day-to-day events.
The data analysis revealed the existence of 13 factors that all exhibit negative aspects and collectively create a Basic Social Problem that has been termed 'Feeling Vulnerable'. Although all of these factors have been well known for many years, the current research integrates these in a new way in order to produce a model of the organization that demonstrates how they combine to create an environment that is counter-productive to the implementation of a problem-solving or problem-oriented approach to policing by members of The Police Service of Western Australia at many levels.
The Basic Social Process disclosed by the current research has been termed 'Controlling By Avoidance'. It is based on four tactics used by officers to control their working environment. The employment of one or more of these tactics by officers is designed to give the impression of engaging with issues while simultaneously exerting control over events in order to prevent the occurrence of outcomes that experience tells them are likely to have undesirable personal consequences. The intention is to create an environment where they hope to be safe from the consequences of problems that will inevitably occur at some time.
As well as providing an explanation for the conduct of officers under the problem solving model the analysis also provides an insight into why the organization has apparently avoided coming to grips with the implementation of the full Goldstein model of problem-oriented policing. This appears to be due to concerns on the part of senior management about the likelihood of a loss of control over subordinate ranks and the personal problems that this would generate for them.
Recommendations are made about the need to adopt the Goldstein model and the steps required to successfully implement this approach are listed.
7
Lukmanjaya, Billy. „The role of corporate culture as a contributor to fraud and corruption in Australia: Perceptions of forensic accountants and industry professionals“. Thesis, Queensland University of Technology, 2019. https://eprints.qut.edu.au/127052/1/Billy_Lukmanjaya_Thesis.pdf.
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The role organisational culture plays as a contributor to incidents of fraud and corruption is examined through semi-structured interviews with forensic accountants and senior management who have worked in multiple fraud and corruption investigations. Based on the findings, common characteristics around firm culture that impact incident rates are identified. Findings lend support to prior literature evidencing shared values within an organisation can influence employees' perceptions of what is acceptable, that employee conduct will mirror that of management, and that a combination of ethical culture, ethical education and ethical climate can serve as preventative measures with proactive risk assessments minimising risk of event occurrence.
8
Wood, Glenice. „Perception : a contributing factor in the different career advancement outcomes of female managers“. Monash University, Dept. of Management, 2001. http://arrow.monash.edu.au/hdl/1959.1/7558.
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Armstrong, Douglas Bruce, University of Western Sydney, of Science Technology and Environment College und School of Environment and Agriculture. „CEO characteristics, organisation characteristics, decision making and CBIS success in regional small business“. THESIS_CSTE_EAG_Armstrong_D.xml, 2003. http://handle.uws.edu.au:8081/1959.7/773.
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The research conducted for this thesis had two broad aims. The first was to provide descriptive information about the use of computer-based information systems (CBIS) in regional small business. The second of the aims was to examine the relationships among key constructs identified from the literature and to explore how they contributed to predicting CBIS success in regional small business.In the second phase of the analysis, Exploratory Factor Analysis (EFA) was used to examine the factorial constructs underlying the data. Constructs were identified that measured CEO characteristics, two measuring organisational characteristics, four measuring aspects of decision-making, and five measuring perceived CBIS success. Correlations among the constructs were examined prior to relationships among the constructs being explored using hierarchical regression analysis. The constructs were also examined in a single measurement model to determine their collective effect and relationships with the constructs measuring CBIS success based on structural equation modelling. Notwithstanding the limitations of the research, it resulted in the identification of relationships among key variables that predict CBIS success. The identification of items associated with decision-making processes, and the identification of the factorial constructs underlying the data is a major contribution to a portion of the literature that was non-existent. The final measurement model is also a significant contribution in identifying and specifying the relationships constructs measuring CEO characteristics, organisational characteristics, decision-making and CBIS success in regional small business.Doctor of Philosphy (PhD)
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Ismail, Jumiati. „Challenges in international business communication : a study of language, culture and inter-cultural issues in Malaysian-Australian business discourse“. University of Western Australia. Graduate School of Education, 2009. http://theses.library.uwa.edu.au/adt-WU2009.0107.
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This study aims to explore communication deviances and strategies in the negotiation discourse of Malaysian-Australian business encounters, from both a linguistic and nonlinguistic perspective. Specifically, it sees miscommunications/deviances as factors that may hinder the business communication process and prevent the negotiators from achieving their objectives. The study also focuses on strategies, or those discourse skills which promote successful business negotiation. The research method is based on the analysis of discourse generated from initial 'perception' interviews, business meetings, and post-meeting 'follow-up' interviews. The research involved a cross-section of Malaysian and Australian business people from various industries; such as tourism, information technology, hospitality and financial services. The initial 'perception' interviews were intended to gather data on the prior experiences of Malaysian and Australian businesspeople, both in terms of the reported difficulties and strengths in their business interactions and dealings in Western Australia. In the second stage of the analysis, the deviances which signalled miscommunication in the negotiation were identified in the recorded meeting data. Also identified were the strategies which were used by the negotiators to increase the likelihood that their goals will be achieved. The objective of the research was then to interpret why these strategies were being used, and their influence on the negotiation process. From the data a pattern emerged in the way that deviance occurred, and the way that strategies were being performed. This has made it possible to group deviance and strategies and present the findings thematically. Altogether, five themes identified, these were: Management of topics, Building rapport; Ethical business conduct; Building recognition; Styles in business practice. The study has shown that business communication discourse reflects the embedded culture of its speakers. Topic management was also found to play an important role in the business meetings as it enabled the participants to more effectively lead their discussion towards its intended goal. Both the deviance and strategies have been managed by the business negotiators in the way they select the appropriate topic categories in order to effectively maintain the discussion throughout the meeting.
11
Hughes, Vince. „An examination of facilitators and inhibitors to knowledge sharing in a policing environment : lessons from intelligence-led crime management units of the Western Australia Police Service“. Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2005. https://ro.ecu.edu.au/theses/638.
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The objective of this research project was to gain an understanding of the inhibitors and facilitators to knowledge sharing within a policing environment. Although it did not begin with the intention of applying interverntions of any kind, in the course of the thesis it became clear that a form of action research was being employed. Initially, I presented my research proposal as a hermeneutic examination of the facilitators and inhibitors to knowledge sharing in the Western Australia Police. However, somewhere along my research journey I realised that rather than me simply collecting and analysing data from and about my colleagues, we had all become part of the process of changing, acting and reflecting. This is when my hermeneutic approach crossed paths with action research. Using this dual approach, my research explored knowledge sharing in the Western Australia Police within three separate but Integrated dimensions; historical, current and future.
12
Armstrong, Douglas Bruce. „CEO characteristics, organisation characteristics, decision making and CBIS success in regional small business“. Thesis, View thesis, 2003. http://handle.uws.edu.au:8081/1959.7/773.
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The research conducted for this thesis had two broad aims. The first was to provide descriptive information about the use of computer-based information systems (CBIS) in regional small business. The second of the aims was to examine the relationships among key constructs identified from the literature and to explore how they contributed to predicting CBIS success in regional small business.In the second phase of the analysis, Exploratory Factor Analysis (EFA) was used to examine the factorial constructs underlying the data. Constructs were identified that measured CEO characteristics, two measuring organisational characteristics, four measuring aspects of decision-making, and five measuring perceived CBIS success. Correlations among the constructs were examined prior to relationships among the constructs being explored using hierarchical regression analysis. The constructs were also examined in a single measurement model to determine their collective effect and relationships with the constructs measuring CBIS success based on structural equation modelling. Notwithstanding the limitations of the research, it resulted in the identification of relationships among key variables that predict CBIS success. The identification of items associated with decision-making processes, and the identification of the factorial constructs underlying the data is a major contribution to a portion of the literature that was non-existent. The final measurement model is also a significant contribution in identifying and specifying the relationships constructs measuring CEO characteristics, organisational characteristics, decision-making and CBIS success in regional small business.
13
Van, Heerden Vicky. „Local government reform in Western Australia: a case study on change readiness“. Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1003897.
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The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.
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Thomson, Lisa, und FRANCISandLISA@bigpond com. „Clerical Workers, Enterprise Bargaining and Preference Theory: Choice & Constraint“. La Trobe University. School of Social Sciences, 2004. http://www.lib.latrobe.edu.au./thesis/public/adt-LTU20050801.172053.
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This thesis is a case study about the choices and constraints faced by women clerical workers in a labour market where they have very little autonomy in negotiating their pay and conditions of employment. On the one hand, clerical work has developed as a feminised occupation with a history of being low in status and low paid. On the other hand, it is an ideal occupation for women wanting to combine work and family across their life cycle. How these two phenomena impact upon women clerical workers ability to negotiate enterprise agreements is the subject of this thesis.
From a theoretical perspective this thesis builds upon Catherine Hakim�s preference theory which explores the choices women clerical workers� make in relation to their work and family lives. Where Hakim�s preference theory focuses on the way in which women use their agency to determine their work and life style choices, this thesis gives equal weighting to the impact of agency and the constraints imposed by external structures such as the availability of part-time work and childcare, as well as the impact of organisational culture.
The research data presented was based on face-to-face interviews with forty female clerical workers. The clerical workers ranged in age from 21 to 59 years of age. The respondents were made up of single or partnered women without family responsibilities, women juggling work and family, and women who no longer had dependent children and were approaching retirement. This thesis contends that these clerical workers are ill placed to optimise their conditions of employment under the new industrial regime of enterprise bargaining and individual contracts. Very few of the women were union members and generally they were uninformed about their rights and entitlements.
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Kumar, Vijay. „Organisation culture : definition, values, change and participation in two shires“. Thesis, View thesis, 2000. http://handle.uws.edu.au:8081/1959.7/571.
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Despite the large number of studies of organisation culture, there are still gaps in the current literature, in particular concerning the way in which culture is defined, how values are disseminated and reinforced, and how employees contribute to culture change. This thesis examines these gaps via research carried out in two local councils in New South Wales, namely Wollondilly and Wingecarribee Shire Councils, specifically focusing on their tourism departments. The research reports on the following: how organisation culture is defined and shaped in an organisation; the values of an organisation and how they are disseminated and reinforced on a day-to-day basis; and, the contribution employees make to culture change. Moreover, the thesis will examine the organisational members own definition of culture as a way of examining some of the definitions in the literature. The data for this study comprises interviews, questionnaires, surveys, personal observation and secondary sources. The study demonstrates council staff’s views on culture, and how culture is defined by, and embedded in, an organisation. Through examining the organisation members’ own views of culture, values and their participation, the thesis aims to contribute to the literature on organisation culture by more closely aligning definitions from the literature with empirical data from case studies of organisations
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Omari, Maryam. „Towards dignity and respect at work an exploration of bullying in the public sector /“. Connect to this title online, 2007. http://adt.ecu.edu.au/adt-public/adt-ECU2007.0005/01front-Omari,M.pdf.
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Omari, Maryam. „Towards dignity and respect at work: An exploration of bullying in the public sector“. Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2007. https://ro.ecu.edu.au/theses/45.
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Organisations today function in complex and dynamic environments which exert continual pressure to change and compete. Employees are often seen as a key to success in this world, as flexible and adaptable resources. The quality of their work life therefore takes on an important role in ensuring they reach their full potential. A long-standing safety and performance issue in the workplace is bullying, or mobbing as it is called in the European literature. Bullying can have adverse effects for individuals, including both the perpetrator and the victim, as well as their families, the organisation, and ultimately the wider society.
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Weerasinghe, Liyana Arachchige Ashesha Paveena. „Cultural diversity and Indigenous participation on Australian corporate boards“. Thesis, Queensland University of Technology, 2021. https://eprints.qut.edu.au/207760/1/Liyana%20Arachchige%20Ashesha%20Paveena_Weerasinghe_Thesis.pdf.
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This study explores Indigenous Australians’ participation on Australian corporate boards and investigates how Indigenous Australians pursue listed firm directorships, confirming their significant under-representation. A content analysis of Reconciliation Action Plans of listed firms reveals the existence of organisational initiatives to support the future leadership of Indigenous Australians. Through semi-structured interviews with Australian business leaders, perceptions of cultural diversity and pathways for Indigenous Australians to ASX directorships are detailed. Interview participants’ perceptions are organised under current status, views, and recommendations to improve cultural diversity. Key pathways to directorships are skills and experience, education and training, reputation, networking, and organisational support.
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Pi, Lili. „The determinants of chief executive officer turnover in Chinese listed companies : An aspiration level and power perspective“. Thesis, University of Ballarat, 2009. http://researchonline.federation.edu.au/vital/access/HandleResolver/1959.17/57735.
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This study focuses on the determinants of CEO turnover of listed companies in China, the largest transitional and developing economy in the world, where governance institutions and structures are evolving. Drawing on the strategic change, aspiration, and CEO power literature, a CEO turnover model and a set of hypotheses have been contructed.Doctor of Philosophy
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Rushworth, Susan. „The what, why and how of organizational values a study of the interpretation and implementation of organizational values within fast-growing Australian companies /“. [Hawthorn, Vic.] : Swinburne University of Technology, 2008. http://hdl.handle.net/1959.3/42570.
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Thesis (PhD) - Australian Graduate School of Entrepreneurship, Swinburne University of Technology - 2008.[Submitted as partial fulfilment of the requirements for the degree of Doctor of Philosophy], Australian Graduate School of Entrepreneurship, Swinburne University of Technology, 2008. Includes bibliographical references (p. 225-238)
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Fletcher, Louise Maree 1975. „Enhancing international strategic predisposition and organisational culture for the effective management of human resources in Australian multinational hotels“. Monash University, Dept. of Management, 2005. http://arrow.monash.edu.au/hdl/1959.1/5137.
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Hiscock, Jane E. „Capturing a process an analysis of culture and subcultures in a changing university 1993-1995“. 2000. http://arrow.unisa.edu.au:8081/1959.8/25021.
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The globalisation of the world economy and world markets has had far reaching effects on national economies as governments try to allocate funding to potentially profitable market areas. Rapid technological change has accompanied the expansion and diversification of the higher education market in an environment of global competitiveness, as universities try to claim their market share. Universities now view themselves as businesses, with strong implications for university staff, who are subject to new forms of organisational controls which emphasise the importance of corporate goals.Thesis (PhD)--University of South Australia, 2000
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Keer, Fiona Kate. „Organisational cultures of safety and regulatory effectiveness : the Civil Aviation Safety Authority's fatigue risk management systems in Australian general aviation“. Phd thesis, 2009. http://hdl.handle.net/1885/150533.
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Gordon, MJ. „Improving social outcomes in sustainable forest management : community engagement and commitment to corporate social responsibility by Australian forest companies“. Thesis, 2013. https://eprints.utas.edu.au/16734/3/whole-Gordon-thesis-inc.pub.mat.pdf.
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The overarching aim of the study was to identify ways to improve the adoption of community engagement, and through this, corporate social responsibility practices by forest companies in Australia in order to achieve sustainable forest management outcomes. For community engagement (CE) to be sustained within a company it must be supported by corporate culture. I used two case studies of Australian forest plantation companies to explore corporate culture and its impact CE adoption. Previous research has failed to adequately explore the relationship between CE adoption and corporate culture within forest companies. As such this research provides essential contribution to the literature and practical insight into how forest companies can improve the social dimensions of their forest management practices. The thesis was an interdisciplinary endeavour, as it contributes to a number of disciplines including CE and corporate social responsibility (CSR). However, the research primarily contributes to the discipline of forest management. This thesis addresses the question of ‘what can be done to enhance the adoption of community engagement in the corporate culture of Australian forest plantation companies?’
I used multiple qualitative methods to investigate two case studies, each involving a single forest company. The methods included observation, interviewing and document analysis. I investigated the views of stakeholders within and outside each company regarding CSR and CE, and conducted 87 semi-structured interviews. An adaptive theory approach was taken, with thematic coding being used to analyse data. Using both literature review and empirical data gathered for the study, I explored the relationships between CE, CSR and sustainable forest management. Investigating corporate culture provided insight into how the two case study companies could enhance adoption of CE. External stakeholder views provided necessary context in which to understand how to improve socially-orientated dimensions of forest plantation management. The study identified opportunities for the two case study companies to enhance their commitment to CE, and through this, CSR and thus improve their business practices.
The Australian forest industry as a whole has the opportunity to overcome several barriers that are currently limiting CE practices. I found there were issues associated with a lack of understanding of the essence of stakeholder concerns, and an inability for single companies to address concerns associated with an industry sector. Further, although I found evidence that corporate cultures were supporting, rather than limiting, the adoption of CE, there is room to improve current practices and enhance CE adoption. I recommend that companies develop better stakeholder identification and analysis procedures, enhance relationships with a broader range of stakeholders, and improve collaboration within the forest plantation industry (between companies) to improve industry-wide CE. In addition, managers of companies need to actively engage their staff to ensure CE values and processes are adopted throughout their company. The research confirms that it is vital for forest companies to embed CE in the cultural norms of their day-to-day operational environment. The thesis argues that forest companies need to take CE and CSR seriously if they are going to survive into the future
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Murray, Winifred D. „CEO remuneration : a comparative study of the operationalisation of disclosure and say on pay laws in Australia, the USA and Japan“. Thesis, 2020. http://hdl.handle.net/1959.7/uws:56764.
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In the years since the global financial crisis (GFC) in 2008 there has been increased scrutiny of Chief Executive Officer (CEO) remuneration packages in Australia, the United States of America (USA) and Japan. The respective parliaments in these countries introduced laws to increase corporate disclosure practices and shareholder engagement. However, shareholders do not consider the legislative regime, the actions of regulators, or the judiciary to be effective monitors of corporate behaviour. There is a common belief that the design of CEO remuneration packages can encourage excessive risk-taking by CEOs and that this, to some extent, contributed to the GFC and to corporate failures around this time. The subsequent lack of public and investor trust in the operations of corporations and the wider perception that a lack of transparency exists around CEO remuneration makes it difficult for shareholders to determine whether the remuneration is appropriate.
This thesis examined the operationalisation of disclosure and say on pay (SOP) laws in the top 20 publicly listed companies in Australia, the USA and Japan from 2005 to 2015. Disclosure and SOP are regulatory tools that play an important role in corporate governance. Disclosure laws have evolved in Australia, the USA and Japan to enhance transparency and accountability, increase investor protection, strengthen the national economy, and improve corporate governance. Both disclosure and SOP laws require companies to disclose the remuneration of the CEO and other senior executives. SOP laws are designed to empower shareholders to approve or reject the remuneration policy of the company in which they invest. In Australia and the USA, SOP laws are non-binding; whereas, in Japan SOP laws are binding, but not all companies disclose CEO remuneration due to the unique nature of the country’s corporate governance practices and social norms. The researcher examined the operationalisation of the disclosure and SOP laws in each of these countries against this background.
The present study examined the operationalisation of disclosure and SOP laws in Australia, the USA and Japan by analysing the annual reports of the top 20 publicly listed companies in each country and the relevant existing literature. The study sought to test the following four hypotheses to determine whether there is the need for more government regulation in each national setting:
• disclosure practices will promote transparency and accountability;
• disclosure practices will improve the link between CEO remuneration and company performance;
• SOP will create shareholder wealth; and
• SOP will restrain increases of CEO remuneration.
This study found that disclosure and SOP laws in Australia and the USA have enhanced transparency, board accountability and shareholder engagement. Further, this study found that SOP laws in Australia appear to have restrained increments in CEO remuneration levels. In the USA, there is no notable reduction in CEO remuneration levels. By comparison, the application of the laws in Japan has increased transparency, although only half of the top 20 publicly listed companies disclosed individual CEO remuneration payments, and remuneration levels increased in those companies over the study period. Lastly, a key finding of this study is that distinctions in corporate governance practices in Japan and those of Australia and the USA may be diminishing, as Japanese companies appear to be gradually adopting an Anglo-American style of corporate governance. The researcher has concluded from these findings that Australian and the American companies may benefit from stakeholder approaches by balancing the interests of all stakeholders, particularly employees and customers. Comparably, Japanese companies may benefit from enhanced disclosure and SOP laws through increased board monitoring and transparency in financial markets, and through quantifiably better corporate performances. Consequently, this will increase Japanese companies’ access to capital and may subsequently result in a stronger Japanese economy. directors of companies increase the focus on managing the company in the best interests of all stakeholders to achieve long-term economic sustainability.
Finally, the operationalisation of disclosure and SOP laws in the selected Australian, American and Japanese companies demonstrated complexities and weaknesses that require enhanced board oversight of the CEO and enhanced CEO oversight of employees to further improve transparency and accountability. This study recommends that the weaknesses not be closed by further government regulation but by the implementation of changes to corporate cultures and to the compliance systems within the respective companies.
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Davies, Jennifer Olivia. „The relationship between perceived organisational ethical climate and employee commitment in the Australian hospitality industry“. Diss., 2015. http://hdl.handle.net/10500/19164.
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The purpose of this study was to determine the relationship between perceived organisational ethical climate and employee commitment within an Australian hospitality organisation, with the objective of determining whether employees' perceptions of the organisational ethical climate influenced their commitment towards their organisation, as well as the associated implications. The Ethical Climate Questionnaire and the Employee Commitment Survey were utilised as measuring instruments.
The overall finding revealed a statistically significant relationship between the two variables with the results indicating that organisations possess numerous ethical climates which are perceived by employees in a manner which in turn affects their commitment towards their organisation. It is concluded that employees who are more committed to their organisations have improved attendance records and show lower absenteeism and turnover rates. The findings of this study confirmed existing research and generated new knowledge applicable to the hospitality sector.Industrial & Organisational Psychology
MCOM (Industrial and Organisational Psychology)
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Linklater, Kate. „Inclusion capital theory : a constructivist grounded theory of difference and diversity in the New South Wales Police Force“. Thesis, 2019. http://hdl.handle.net/1959.7/uws:54174.
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In Australian policing organisations in recent times, promoting organisational diversity to ensure representation of the communities they serve has become a priority. This focus has resulted in various strategies being used to increase levels of diversity within these organisations. However, questions about why individuals from diverse backgrounds find it difficult to integrate into police culture are still being asked. This research used constructivist grounded theory methodology and methods to study the experiences and perceptions of diversity and difference by sworn officers (detectives) in the New South Wales Police Force (NSWPF). This resulted in a substantive grounded theory, known as inclusion capital theory, being formulated. The theory explains why some officers are more included in the workplace than others, regardless of their category of difference or diversity. Three elements, together known as inclusion capital, contribute to an officer being included in the workplace: cultural congruence, competency, and being a team player. When officers develop and maintain these three elements amongst their colleagues, they experience higher levels of inclusion in the workplace. Failure to demonstrate these elements can mean the officer is excluded. This thesis proposes that this information can be used at the organisational level to shape the definitions of these elements to increase inclusion for all officers. This thesis provides police management with a guiding framework to discern appropriate strategies for increasing diversity and inclusion in their organisation, while also maintaining organisational effectiveness.
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Moore, Toni S. „Supporting family-friendly work practices : cultural possibilities and limitations“. Thesis, 2015. http://handle.uws.edu.au:8081/1959.7/uws:32503.
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This is an human resource management (HRM) thesis which investigates a critical diversity management topic. Existing literature shows that the availability of family-friendly work practices (FFWPs) does not guarantee their usage often resulting in the inability to attain a suitable work and family balance. This issue is of rising importance due to the increasing numbers of parents in the workforce. The role played by family-friendly work culture (FFWC) in explaining the reluctance of employees to access family-friendly work practices (FFWPs) was investigated. This research problem is significant because it was found that only a few studies have highlighted the importance of FFWC. This indicated the gap in the current state of knowledge. McDonald, Brown and Bradley’s FFWC measure was utilised to confirm and develop the FFWC concept. A critical stance is taken to question whether culture has all the answers when investigating FFWPs. Therefore, the role played by job characteristics and the style of human resource management (HRM) is also investigated utilising the human resource architecture model and the soft and hard HRM model. This involves an assessment of the utility of these models for theory and practice. The research questions prompted the use of a qualitative methodological approach. Preliminary interviews and case studies were an ideal choice of research methods based on the nature of FFWC being considered a medium and outcome of social practice. Being able to be present at the organisations as much as possible was an advantage in gaining insights into organisational members’ values, perceptions, feelings and thoughts. This enabled an understanding of the personal experiences of individuals regarding FFWPs. Phase one consisted of 16 pilot interviews at 16 organisations. These were conducted during 2007. The analysis from these interviews informed the second phase, the case studies. Data collection for phase two was conducted from 2010 to 2012 and consisted of documentary analysis and interviews. The case studies were based at two large private sector and two large public sector organisations located in Sydney. Five female and five male participants at each organisation from various job categories were selected. The findings confirmed McDonald, Brown and Bradley’s FFWC framework. Five new FFWC aspects relating to the existing five FFWC dimensions advance understanding of those dimensions. There are also four new FFWC dimensions revealed which extend the existing FFWC framework to nine dimensions. This enhanced FFWC framework helps to explain why employees often feel discouraged to use FFWPs. However, job characteristics were also found to play a part, although this varied between the private and public sector case study organisations. Type of HRM was also found to be an influence. Organisations employed a mix of soft and hard HRM which coincided with uneven usage of FFWPs. This finding supported the heterogeneity argument concerning HRM in practice. The revised theoretical model for studying FFWPs in this thesis integrates three bodies of theory together in an innovative fashion: FFWC, soft and hard HRM and human resource architecture theories. Empirical evidence from this thesis confirms that the revised theoretical model for studying FFWPs is useful for explaining the interplay between the institutional environment, participant characteristics, type of organisation, job characteristics, FFWC, style of HRM the availability and usage of FFWPs, and employee work and family balance. This is a significant original contribution to the study of FFWPs in the future. All in all, this thesis indicates that organisations need to investigate the lived experience of individuals to truly understand the difference between the rhetoric and reality of organisational life concerning FFWPs. This is because to examine policy alone is not enough.
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(9786824), Mingjing Chen. „Newspaper journalism in Australia and China: A comparison of Sydney 2000 and Beijing 2008 coverage by two national dailies“. Thesis, 2010. https://figshare.com/articles/thesis/Newspaper_journalism_in_Australia_and_China_A_comparison_of_Sydney_2000_and_Beijing_2008_coverage_by_two_national_dailies/13457480.
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This thesis argues, based upon a comparison of the 2000 Olympics and the 2008 Beijing Olympics, that there is a very close relationship between nationalism, media and Olympics. For the purposes of cross-cultural analysis, the thesis undertakes a comparison of relevant media models ... will be argued that elements of propaganda infuse the Olympic coverage of both papers and events, albeit from within distinctly different social and ideological contexts. In the lead-up to the Sydney and Beijing events of 2000 and 2008, both the Australian and the People's Daily emphasised national unity over difference, even if the People's Daily appears to do so more systematically than the Australian"--Abstract.
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Haimes, Gervase A. „Organizational Culture and Identity: A Case Study from the Australian Football League“. 2006. http://eprints.vu.edu.au/525/1/525contents.pdf.
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This thesis comprises research that was undertaken between January 2000 and December 2004 into the organizational culture and identity of Fremantle Football Club, a professional sporting organization that competes in an elite national football competition, the Australian Football League. The thesis began with a review of the contemporary literature on the principal topic, organizational culture and identity. The literature was subsequently used to frame and explain the approach taken in the research, which was to explore culture and identity as distinguishable, inter-dependent concepts integral to the functioning of sports organizations. The justification for the need to explore their impact in professional sporting organizations, because of a gap in our knowledge, was also provided. The research was conducted as a single qualitative case study that enabled an in-depth investigation into how Fremantle Football Club's culture and identity were formed and how they influenced its structure, strategy, behaviour and performance. Significantly, the research covered the entire history of the club since its inception in 1994, revealing three distinct periods in which culture and identity were strongly influenced by the values and beliefs of the club's leaders, particularly the CEOs, as well as board members, senior management and coaches. The first period comprised a time of self-absorption with an inappropriate culture that saw it in frequent conflict with external stakeholders as on-field success eluded it. Despite establishing a strong and clearly defined identity, FFC's inward looking culture undermined its capacity to fully engage with its heavily regulated environment. Subsequently, the club became dysfunctional as little was provided by way of long term planning and direction. The second period was epitomised by a club that was heavily fractured by internal disagreements at different levels of its governance that undermined its performance and created a cultural vacuum into which it withdrew. Little progress was made as the club stagnated. Despite consolidating its identity, individualism took precedence over the collective good with scant regard for the direction or well being of the organization. The club emerged into the third period with new personnel at all levels of its leadership and management adopting a different approach to previous administrations. The club ii embarked on a journey of reconciliation with its governing agencies, and adopted an externally engaged perspective that provided the club's stakeholders with a strong sense of its future direction based on consultation and strategic planning. The results of the research show that organizational culture and identity are dynamic, fluid, systems that respond to the value and beliefs of senior leadership. Importantly for this and other sports organizations, the culture and identity are responsive to short term transformation belying previously held notions of cultural change as a long-term process. This was possible for two reasons. Firstly, because FFC was a small organization in terms of staff numbers, the dissemination of transforming values could be more easily achieved. Secondly, because it was a club with a short history, it was more amenable to transformation, with stakeholders using the dismissal of senior coaches as a catalyst for change. The results also show that organizational performance will flourish if both of the following two conditions are met. Firstly, culture and identity are fully aligned with each other and the organization's vision, which enables clearly defined and consistent strategies to emerge. Secondly, the aligned culture, identity and vision are consistent with the external environment enabling the club to fully engage with that environment.
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Haimes, Gervase A. „Organizational Culture and Identity: A Case Study from the Australian Football League“. Thesis, 2006. https://vuir.vu.edu.au/525/.
Der volle Inhalt der QuelleAnnotation:
This thesis comprises research that was undertaken between January 2000 and December 2004 into the organizational culture and identity of Fremantle Football Club, a professional sporting organization that competes in an elite national football competition, the Australian Football League. The thesis began with a review of the contemporary literature on the principal topic, organizational culture and identity. The literature was subsequently used to frame and explain the approach taken in the research, which was to explore culture and identity as distinguishable, inter-dependent concepts integral to the functioning of sports organizations. The justification for the need to explore their impact in professional sporting organizations, because of a gap in our knowledge, was also provided. The research was conducted as a single qualitative case study that enabled an in-depth investigation into how Fremantle Football Club's culture and identity were formed and how they influenced its structure, strategy, behaviour and performance. Significantly, the research covered the entire history of the club since its inception in 1994, revealing three distinct periods in which culture and identity were strongly influenced by the values and beliefs of the club's leaders, particularly the CEOs, as well as board members, senior management and coaches. The first period comprised a time of self-absorption with an inappropriate culture that saw it in frequent conflict with external stakeholders as on-field success eluded it. Despite establishing a strong and clearly defined identity, FFC's inward looking culture undermined its capacity to fully engage with its heavily regulated environment. Subsequently, the club became dysfunctional as little was provided by way of long term planning and direction. The second period was epitomised by a club that was heavily fractured by internal disagreements at different levels of its governance that undermined its performance and created a cultural vacuum into which it withdrew. Little progress was made as the club stagnated. Despite consolidating its identity, individualism took precedence over the collective good with scant regard for the direction or well being of the organization. The club emerged into the third period with new personnel at all levels of its leadership and management adopting a different approach to previous administrations. The club ii embarked on a journey of reconciliation with its governing agencies, and adopted an externally engaged perspective that provided the club's stakeholders with a strong sense of its future direction based on consultation and strategic planning. The results of the research show that organizational culture and identity are dynamic, fluid, systems that respond to the value and beliefs of senior leadership. Importantly for this and other sports organizations, the culture and identity are responsive to short term transformation belying previously held notions of cultural change as a long-term process. This was possible for two reasons. Firstly, because FFC was a small organization in terms of staff numbers, the dissemination of transforming values could be more easily achieved. Secondly, because it was a club with a short history, it was more amenable to transformation, with stakeholders using the dismissal of senior coaches as a catalyst for change. The results also show that organizational performance will flourish if both of the following two conditions are met. Firstly, culture and identity are fully aligned with each other and the organization's vision, which enables clearly defined and consistent strategies to emerge. Secondly, the aligned culture, identity and vision are consistent with the external environment enabling the club to fully engage with that environment.