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1
Garnett, Jonathan, Selva Abraham, and Param Abraham. "Using work-based and work-applied learning to enhance the intellectual capital of organisations." Journal of Work-Applied Management 8, no. 1 (March 1, 2016): 56–64. http://dx.doi.org/10.1108/jwam-08-2016-0013.
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Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation. Research limitations/implications There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches. Practical implications The conclusions reached have implications for higher education and non-award bearing executive education. Social implications The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment. Originality/value The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.
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Farndale, Elaine, Susanne E. Beijer, Marc J.P.M. Van Veldhoven, Clare Kelliher, and Veronica Hope-Hailey. "Work and organisation engagement: aligning research and practice." Journal of Organizational Effectiveness: People and Performance 1, no. 2 (May 27, 2014): 157–76. http://dx.doi.org/10.1108/joepp-03-2014-0015.
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Purpose – To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each. Design/methodology/approach – Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance. Findings – The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance. Practical implications – The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations. Originality/value – The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice.
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Anttila, Timo, Tomi Sakari Oinas, and Armi Mustosmäki. "Towards formalisation: The organisation of work in the public and private sectors in Nordic countries." Acta Sociologica 62, no. 3 (March 26, 2018): 315–33. http://dx.doi.org/10.1177/0001699318761782.
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According to European comparative studies, organisational change and restructuration have been especially prevalent in Nordic countries. In particular, public-sector organisations have been under turbulence due to pressures for cost reduction and increased efficiency. Yet, not much is known about how these changes have affected the organisation of everyday work. Based on the three waves of European Working Conditions surveys (2000, 2005, 2010), this paper analyses the change in the organisation of work in Nordic countries. The aim is to look into types of work organisation in public- and private-sector organisations in Sweden, Finland, and Denmark. The questions asked are how the type of work organisation differs between sectors and to what extent are there changes in the prevalence of work organisation types. According to the results, the trend is a move away from the use of forms of work organisation characterised by high levels of learning and autonomy to more constrained or formalised forms. However, differences were also found between countries and sectors. The formalisation of work (i.e. features characteristic especially of the lean model of work organisation) is more common in the public sector and in Finland and Denmark compared to Sweden.
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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi, and John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 4 (August 21, 2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.
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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of humanitarian organisations.Design/methodology/approachThe study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.FindingsThe partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.Research limitations/implicationsThe study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.Practical implicationsA potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.Social implicationsSocial transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.Originality/valueThe paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.
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Susomrith, Pattanee, and Albert Amankwaa. "Relationship between job embeddedness and innovative work behaviour." Management Decision 58, no. 5 (August 13, 2019): 864–78. http://dx.doi.org/10.1108/md-11-2018-1232.
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Purpose The purpose of this paper is to enable management decisions to develop innovation within an organisation by examining the relationship between job embeddedness (JE) and innovative work behaviour (IWB) while also considering the moderating effect of life satisfaction upon this relationship. Design/methodology/approach Data were collected from 213 employees of small- and medium-sized organisations in Thailand. Confirmatory factor analysis was conducted to assess the reliability of the measures and validity of the constructs. Multiple regression and PROCESS Macro techniques were used to test the direct and moderation effects. Findings The two components of JE, organisational and community embeddedness, were found to positively predict IWB. Additionally, life satisfaction was found to moderate the relationship between organisational embeddedness and IWB, but not the relationship between community embeddedness and IWB. At low levels of life satisfaction, the JE and IWB relationship was non-existent. Practical implications Organisations can potentially foster employee innovation by adopting strategies that seek to strengthen employee embeddedness in the organisation and in their community. Originality/value Studies on the effect of JE on IWB, particularly in small and medium enterprises and the influence of life satisfaction is sparse. This study redresses this imbalance in the knowledge base.
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WEBB, JANE. "KEEPING ALIVE INTER-ORGANISATIONAL INNOVATION THROUGH IDENTITY WORK AND PLAY." International Journal of Innovation Management 21, no. 05 (June 2017): 1740009. http://dx.doi.org/10.1142/s1363919617400096.
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This paper discusses how people draw on the strategic interests and motivations of their home organisations in negotiating the activities inter-organisational collaboration for innovation will include. Through presenting ethnographic snapshots of a case involving fifteen partner organisations, the paper explores how members of a coordinating group make sense of the possibilities and constraints for joint work. As they discuss new activities, they engage in identity work and identity play, simultaneously identifying with their home organisations and the meta-organisation. This finding challenges previous research assuming the importance of a coherent and stable collective identity for collaborative work. Instead the author suggests that innovation practitioners leave space for multiple objectives to emerge over time within joint activities in order to keep alive inter-organisational innovation. The author calls for more research into how the interplay of organisational identities enables and constrains the practices of organising for inter-organisational innovation.
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.1017/s1833367200003278.
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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.5172/jmo.837.14.3.267.
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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.
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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
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Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.
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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
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Ng, Catherine, and Aspa Sarris. "Distinguishing Between the Effect of Perceived Organisational Support and Person–Organisation Fit on Work Outcomes." Australian and New Zealand Journal of Organisational Psychology 2 (August 1, 2009): 1–9. http://dx.doi.org/10.1375/ajop.2.1.1.
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AbstractWhile previous research has contributed to our understanding of the effect of person-organisation fit on a range of job outcomes (e.g., Chatman, 1989; Kristof-Brown & Jansen, 2007; Schneider, 1987), the relationship between person–organisation fit, perceived organisational support and job outcomes, such as job satisfaction and organisation commitment has not been fully explored. Further research examining the relationship between these variables is needed, particularly in organisational settings that experience high turnover such as hospitals. This study examined the relationship between person–organisation fit, perceived organisational support, job satisfaction and organisational commitment among employees in an Australian hospital setting. Person–organisation fit was assessed in terms of the fit, or congruence, between perceived organisational values and ideal organisational values. The study also examined the extent to which perceived organisational support moderated the relationship between person–organisation fit and job satisfaction and organisational commitment. Results showed that person–organisation fit and perceived organisational support were significant predictors of job satisfaction and organisational commitment. However, perceived organisational support was not a moderator in the relationship between person–organisation fit and job satisfaction and organisational commitment. Results also showed that perceived organisational support may be a stronger predictor of job satisfaction and organisational commitment than person–organisation fit, highlighting the importance of providing nursing and support staff with adequate support to carry out their work in hospital settings. The implications of the study are discussed and future research opportunities are highlighted.
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Matos, Christine de. "Work, Organisation, Struggle." Labour History, no. 81 (2001): 199. http://dx.doi.org/10.2307/27516812.
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Daniels, Barrie. "Work Group Organisation." Work Study 39, no. 6 (June 1990): 16–19. http://dx.doi.org/10.1108/eum0000000002626.
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Levin, Arnold Craig. "Changing the role of workplace design within the business organisation: A model for linking workplace design solutions to business strategies." Journal of Facilities Management 3, no. 4 (December 1, 2005): 299–311. http://dx.doi.org/10.1108/14725960510630489.
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With the continuous changing nature of work and increasing demands on business organisations to remain competitive and to continually innovate, while controlling ever increasing real estate costs, the role of the workplace remains the battle ground between an organisation's cost savings strategy, its efforts to retain the status quo, serve as a facilitator of change and stand as a visual statement of the brand. While organisations continue to build facilities that range from newer adaptations of their previous model to what some may deem radical departures with the goal of creating new ways of working, the selection of what course of planning direction to take is still often left to a methodology that is removed from the long‐term strategic objectives of the organisation. Even organisations wishing to use the workplace as an enabler of transformation rely on the imagery of more open and collaborative work areas as the basis for change. Rarely is a connection made to the business strategy and business model of the organisation. Recognising that no matter what the organisational model, work processes are becoming more and more collaborative in nature, businesses appear to be confusing the design of collaborative workspaces with connections to a business strategy. This has created a vacuum in the perception of the role of the workplace within the business organisation and on the way in which workplace‐planning concepts are developed by design consultants. This paper attempts to identify the underlying issues that differentiate workplace design from workplace design strategies and to present a new way of developing these strategies that will change the perceived role of the workplace within the organisation.
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Foster, Scott, and Anna Foster. "The impact of workplace spirituality on work-based learners." Journal of Work-Applied Management 11, no. 1 (May 22, 2019): 63–75. http://dx.doi.org/10.1108/jwam-06-2019-0015.
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Purpose The purpose of this paper is to contribute to the emerging spirituality debate with the aim of generating and sustaining tolerance for spirituality in the workplace, with a specific focus upon the impact this can have upon work-based learners. “Spirituality” is gaining impetus worldwide as a growing number of organisations are proactively accommodating their multi-ethnic and multi-faith workforce by adapting their policies to meet employees’ spiritual needs. As yet in the UK, the majority of organisations fail to recognise neither the basic spiritual well-being of their employees nor the impact this can have upon work-based learning processes. Design/methodology/approach This study adopts a quantitative approach with questionnaires distributed to a multi-national retail UK-based organisation with an ethnically diverse national workforce. The study was tested by collecting data from managers and employees of this large, multi-million pound retail chain organisation in the UK, consisting of 55 stores and 1,249 employees, in order to gather employees’ perceptions on spirituality within their place of work regarding policies, communication and perceived source of conflict. Findings The results revealed that the majority of employees deemed spirituality was not something they felt comfortable discussing or appropriate to practice within the workplace and there were no clear policies and procedures in place to support either management or employees. Research limitations/implications This paper highlights areas for further research in the broad professional areas of spirituality in relation to organisational approaches to work-based learning. The research is from one organisation and utilising one method – qualitative research would add depth to the knowledge. Practical implications This paper highlights areas for further research in the broad professional areas of spirituality in relation to organisational approaches to work-based learning. Originality/value Employee spiritual well-being is under-researched and overlooked by organisations. Changing the current spiritual intransigence is long overdue as employees’ spiritual fulfilment leads to high-trust relationships in the workplace and can further support those engaged in work-based learning.
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Yusliza, Mohd Yusoff, Juhari Noor Faezah, Nora’aini Ali, Noor Maizura Mohamad Noor, T. Ramayah, M. Imran Tanveer, and Olawole Fawehinmi. "Effects of supportive work environment on employee retention: the mediating role of person–organisation fit." Industrial and Commercial Training 53, no. 3 (October 30, 2020): 201–16. http://dx.doi.org/10.1108/ict-12-2019-0111.
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Purpose This study aims to examine the relationships for the following: supportive work environment, person–organisation fit and employee retention among academic staff in one of the Malaysian public universities. Design/methodology/approach This study used a conceptual framework to assess the direct impacts of supportive work environment (i.e. perceived climate, supervisory relationship, peer group interaction, perceived organisational support), person–organisation fit and employee retention. A self-administered questionnaire was distributed to 225 respondents. Findings The findings present the mediating influence of person–organisation fit on the relationships between supportive work environment and employee retention. The results reveal a direct and positive relationship between supportive work environment and academic staff retention. These results imply that individuals’ perceived towards an organisation can influence their decision to stay at the university. Research limitations/implications This study had filled in the knowledge gap about the role of supportive work environment with person–organisation fit and the relationship for employee retention in Malaysia. Previous research emphasised on organisations’ role in employee retention and engagement in the manufacturing and service industry. Originality/value The findings of this study reveal how a supportive work environment can impact employee retention among academic staff. Specifically, the person–organisation fit describes the relationship between supportive work environment and employee retention.
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Mackenzie, Kelly, Elizabeth Such, Paul Norman, and Elizabeth Goyder. "Using Co-Production to Develop “Sit Less at Work” Interventions in a Range of Organisations." International Journal of Environmental Research and Public Health 18, no. 15 (July 22, 2021): 7751. http://dx.doi.org/10.3390/ijerph18157751.
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Prolonged periods of sitting are associated with negative health outcomes, so the increase in sedentary jobs is a public health concern. Evaluation of interventions to reduce workplace sitting have suggested that participatory approaches may be more effective. This paper describes the use of co-production in four diverse organisations. Workshops with staff in each organisation were conducted to develop an organisation-specific strategy. The first workshop involved creative activities to encourage participants to develop innovative suggestions. The second workshop then developed a feasible and acceptable action plan. An ecological approach was used to consider behaviour change determinants at a range of different levels including intrapersonal, interpersonal, organisational, and environmental-level factors. 41 staff volunteered for workshops (seven in a small business, 16 in a charity, 15 in a local authority, and three in a large corporation). Of those, 27 were able to attend the first workshops and 16 were able to attend the second. Whilst there were some similarities across organisations, the smaller organisations developed a more tailored and innovative strategy than large organisations where there were more barriers to change and a more diverse workforce. Co-production resulted in bespoke interventions, tailored for different organisational contexts, maximising their potential feasibility and acceptability.
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Dwivedula, Ravikiran, Christophe Bredillet, and Ralf Müller. "Work motivation as a determinant of organisational and professional commitment in temporary organisations: theoretical lenses and propositions." Journal of Project, Program & Portfolio Management 4, no. 1 (October 20, 2013): 11. http://dx.doi.org/10.5130/pppm.v4i1.2610.
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The purpose of this paper is to present a theoretical framework to investigate the relationship between work motivation, organisational commitment and professional commitment in temporary organisations. Through a review of theory, we contend that work motivation has two major patterns — internal motivation (which includes intrinsic, need-based and self-deterministic theories), and external motivation (which includes cognitive or process-based theories of motivation) through which it has been investigated. We also hold the nature of employee commitment to be of three types — affective, continuance and normative. This commitment may be towards either the organisation or the profession. A literature review revealed that the characteristics of the temporary organisation — specifically tenure and task — regulate the relationship between work motivation, organisational commitment and professional commitment. Testable propositions are presented
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Iyamu, Tiko, and Leshoto Mphahlele. "The impact of organisational structure on enterprise architecture deployment." Journal of Systems and Information Technology 16, no. 1 (March 4, 2014): 2–19. http://dx.doi.org/10.1108/jsit-04-2013-0010.
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Purpose – In many organisations, the alignment between information technology (IT) and business is viewed as an important catalyst for the organisation's effectiveness and efficiency towards achieving a competitive advantage. Yet, a shared understanding between business and IT (the EA included) remains an issue in many organisations. The organisational structure affects the alignment between business and IT units. Conversely, a lack of alignment of both components (IT and business units) impedes organisations' capacity to increase and improve their productivity. Many studies have been conducted in the area of IT, EA and the organisational structure. There is, however, little evidence of work conducted in exploring the interface between organisational structure and EA prior to this study. The paper aims to discuss these issues. Design/methodology/approach – A case-study research approach was employed to investigate the impact of organisational structure in the deployment of EA in organisations. Qualitative data were collected through semi-structure technique. The analysis was carried out, using structuration theory. Findings – The magnified data revealed some of unforeseen factors impeding the success of the EA deployment in the organisation. Originality/value – The work is original, and it has not been submitted or published anywhere else.
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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (March 26, 2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.
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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.
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Viitala, Riitta, and Jenni Kantola. "Temporary agency workers shake a work community: a social capital perspective." Employee Relations 38, no. 2 (February 8, 2016): 147–62. http://dx.doi.org/10.1108/er-01-2015-0012.
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Purpose – The purpose of this paper is to investigate the kinds of effects that using a temporary agency workforce may cause on an organisational level, especially on relations between employees. In this study the authors explore the organisation as a community, leaning on the theory of social capital. Design/methodology/approach – The data were gathered via semi-structured interviews with 18 temporary agency workers and five employees in permanent positions. Discourse analysis with some degree of pragmatism was employed in comprehending the speech of the interviewees. Findings – The position of agency workers may be problematic from the perspective of social capital formulation in a work organisation. The short duration of contracts and different conditions of employment shake relations in a work group. Agency workers may also be outside the information flows. Additionally the norms and rules may be different for temporary and permanent employees and thus cause confusion. Research limitations/implications – The findings will hopefully provoke researchers to investigate the effects of using a temporary agency workforce in different organisational contexts. In addition, the study indicates that the theory of social capital is fruitful for investigating the topic on the organisational level. Practical implications – The use of agency workforce should be considered comprehensively in organisations. Its effects on work organisations may be conflicting. If temporary agency workers are needed as interim help, HRM practices should be developed in order to minimise the potential problems in terms of social capital. Originality/value – The study adopted an organisational perspective on the agency workforce, which is still rare in studies on the topic.
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Bisogni, Felice, Francesca Dolcetti, and Stefano Pirrotta. "Emotional textual analysis as a semiotic action–research method to work with emotions within organisations." Twentieth Anniversary Special Issue 21, no. 1 (June 30, 2021): 152–70. http://dx.doi.org/10.33212/osd.v21n1.2021.152.
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This article aims to contribute to the special issue for the twentieth anniversary of the Organisational and Social Dynamics journal presenting a semiotic action–research method called emotional textual analysis (ETA). ETA, developed in Italy by the Studio of Psychosociology and the Chair of Clinical Psychology at Sapienza University of Rome, is an explorative abductive method that consents to analyse how the organisation symbolically interacts with its context. In ETA methodology the interdependence between the organisational system and the client system is considered as the product of socially shared emotional cultures. This article describes the theoretical and methodological foundation of the ETA method and presents the results of a recent action–research project carried out by the authors within a National Health System organisation. In the conclusion, the added value of using ETA to work with organisations facing contextual changes in the current historical period is discussed.
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Karimi, Leila, Sandra G. Leggat, Cindy Cheng, Lisa Donohue, Timothy Bartram, and Jodi Oakman. "Are organisational factors affecting the emotional withdrawal of community nurses?" Australian Health Review 41, no. 4 (2017): 359. http://dx.doi.org/10.1071/ah16027.
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Objective The aim of the present study was to investigate the effects of work organisation on the emotional labour withdrawal behaviour of Australian community nurses. Methods Using a paper-based survey, a sample of 312 Australian community nurses reported on their emotional dissonance, withdrawal behaviours (i.e. job neglect, job dissatisfaction, stress-related presenteeism) and work organisation. A model to determine the partial mediation effect of work organisation was developed based on a literature review. The fit of the proposed model was assessed via structural equation modelling using Analysis of Moment Structures (AMOS; IMB). Results Community nurses with higher levels of emotional dissonance were less likely to be satisfied with their job and work organisation and had a higher tendency to exhibit withdrawal behaviours. Work organisational factors mediated this relationship. Conclusion Emotional dissonance can be a potential stressor for community nurses that can trigger withdrawal behaviours. Improving work organisational factors may help reduce emotional conflict and its effect on withdrawal behaviours. What is known about the topic? Although emotional labour has been broadly investigated in the literature, very few studies have addressed the effect of the quality of work organisation on nurses’ withdrawal behaviours in a nursing setting. What does this paper add? This paper provides evidence that work organisation affects levels of emotional dissonance and has an effect on job neglect through stress-related presenteeism. What are the implications for practitioners? In order to minimise stress-related presenteeism and job neglect, healthcare organisations need to establish a positive working environment, designed to improve the quality of relationships with management, provide appropriate rewards, recognition and effective workload management and support high-quality relationships with colleagues.
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Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (June 28, 2020): 37. http://dx.doi.org/10.3390/admsci10030037.
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Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
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Salminen, Hanna, Mika Vanhala, and Pia Heilmann. "Work-related attitudes as antecedents of perceived individual-, unit- and organisation-level performance." International Journal of Organizational Analysis 25, no. 4 (September 4, 2017): 577–95. http://dx.doi.org/10.1108/ijoa-05-2016-1028.
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Purpose The purpose of this paper is to the debate on employees’ subjective performance evaluations by examining how organisational commitment and job satisfaction are related to perceived performance at the individual, unit and organisation levels. Design/methodology/approach Quantitative survey data were collected from two large corporations in Finland: one operating in the field of information and communications technology and the other in the forestry industry. The partial least squares (PLS) method was used for the data analyses. Findings Both job satisfaction and organisational commitment had a positive effect on employees’ perceived individual-, unit- and organisation-level performance. These effects were the strongest at the organisation level. Originality/value To date, limited attention has been paid to perceived individual-, unit- and organisation-level performance as a consequence of organisational commitment and job satisfaction.
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Vogl, Gillian. "Work as Community: Narratives of Solidarity and Teamwork in the Contemporary Workplace, who Owns Them?" Sociological Research Online 14, no. 4 (September 2009): 27–36. http://dx.doi.org/10.5153/sro.1933.
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The workplace provides a very important context for the development of community. Structural changes that have occurred in the workplace in the last 25 years have impacted on how community has been constructed and experienced in the workplace. These structural changes have often been accompanied by particular types of organisational cultures and forms of work organisation. One such form of work organisation has been teamwork. Some have argued that management induced forms of employee collectivism, such as teamwork have undermined more genuine employee generated forms of community and solidarity. Through in-depth interviews with employees in a number of organisations from two research projects, this article explores employee's experiences of community and highlights the different ways in which teamwork is interpreted and experienced by workers.
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Ng, Pak Tee. "The learning organisation and the innovative organisation." Human Systems Management 23, no. 2 (June 3, 2004): 93–100. http://dx.doi.org/10.3233/hsm-2004-23204.
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Nowadays, many organisations launch initiatives with lofty aims to develop themselves into “learning organisations” and “innovative organisations”. This article reviews the literature on the concepts of “learning organisation” and “innovative organisation” and argues that the innovative organisation can be developed from the foundation of the learning organisation. The five disciplines of learning organisation are fundamental to effective innovation. The spirit of innovation is an exercise in personal mastery. Thinking out of the box is an exercise in challenging mental models. To develop a truly innovative organisation, people should share the same vision for innovation. They should work closely and find synergy in teams because a team is more powerful than the sum of the individuals. Systems thinking allows the organisation to innovate in the areas where the highest payoff can be reaped and develop the platform to sustain innovation.
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Na-Nan, Khahan, Peerapong Pukkeeree, Ekkasit Sanamthong, Natthaya Wongsuwan, and Auemporn Dhienhirun. "Development and validation of counterproductive work behaviour instrument." International Journal of Organizational Analysis 28, no. 3 (December 12, 2019): 745–63. http://dx.doi.org/10.1108/ijoa-04-2019-1748.
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Purpose Counterproductive work behaviour (CWB) is a type of behaviour of an individual that works against an organisation or employer, and he/she is usually discretionary (i.e. individuals make conscious choices as to whether they want to commit aberrant work behaviour). To deal with CWB in different contexts, organisations need to both understand and continually measure their employees in terms of behaviour and work. This study aims to develop an instrument to measure CWB for small and medium-sized enterprises in Thailand. Design/methodology/approach The study was conducted in three stages to develop a measurement scale for CWB. First, 27 questions were developed as a questionnaire based on concepts and theories of CWB and then verified using exploratory factor analysis with three CWB dimensions, namely “poor behaviour”, “misuse of organisational resources” and “inappropriate communication”. The questionnaire surveyed a total of 386 individuals working in SMEs. Finally, confirmatory factor analysis (CFA) and convergent validity were examined following the three CWB dimensions. Findings Three dimensions were developed to measure CWB, including aspects of poor behaviour, misuse of organisational resources and inappropriate communication. Practical implications The CWB questionnaire has practical use for assessing employee behaviour and can assist organisations and practitioners to better understand the CWB of employees. This know-how will help practitioners to assess employee behaviour and can be used to manage or develop this into good behaviour as valued members of the organisation. Originality/value The validity of the CWB questionnaire questions will facilitate the future research on the boundaries with CWB assessments spanning different SMEs contexts. Empirical study results validated that CWB measurement offered new perspectives to explore vital employee behavioural deviation that are necessary for the inspection employee behavioural deviation. This instrumental support will also help researchers to effectively understand CWB and explore its potential in future studies.
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Capogna, Stefania. "The Work We shall be Amidst Organisation and Community." International Journal of Innovation and Economic Development 6, no. 3 (2020): 7–19. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.63.2001.
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The essay reflects on the topic of technological unemployment, providing a review of scenarios foreseen by some of the most critical studies focusing on possible future developments. By comparing the risks and perspectives according to the impact of the fourth-generation digital revolution, the author develops a prospect of a welfare encompassing work, community and care from a renewed ethos of co-responsibility.
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Critten, Peter. "A radical agenda for enabling organisation transformation through work-applied learning." Journal of Work-Applied Management 8, no. 1 (March 1, 2016): 65–78. http://dx.doi.org/10.1108/jwam-05-2016-0006.
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Purpose The purpose of this paper is to challenge how we have traditionally thought about organisations and introduce two frameworks to enable us to understand how change in organisations might be facilitated better. Design/methodology/approach The paper discusses organisations as complex adaptive systems and uses complexity theory to inform two new frameworks for facilitating organisational learning and change. Findings In order for organisational learning to occur we need to change our mind-set of how we see organisations and to think of learning not just as individual but also as generative “communicative action” that emerge out of collaborative relationships. Research limitations/implications The frameworks proposed are grounded in organisational learning literature and the experience of the author. The proposed agenda for organisational learning has yet to be acted upon and evaluated. Practical implications The frameworks can be used to enhance understanding of learning and change in organisations. The agenda for enabling organisational transformation identifies key steps to put the ideas developed in the paper into practice. Social implications The approach advocated for use within organisations is one of empowerment and collaboration rather than top down direction. Originality/value The paper introduces new frameworks and a practical agenda to bring about organisational transformation through work-applied learning.
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Silvestri, Marisa. "Visions of the Future: The Role of Senior Policewomen as Agents of Change." International Journal of Police Science & Management 1, no. 2 (May 1998): 148–61. http://dx.doi.org/10.1177/146135579900100205.
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Despite the plethora of research in policing, the majority of studies have focused almost exclusively on the lowest levels of the organisation and have paid little attention to gender issues. Very little is known about those involved in management and leadership in policing, even less is known about the ways in which management and leadership in the police organisation are gendered. As women move forwards and upwards in organisations, the tension between organisations and leadership as mediated by gender has become an increasingly topical area of study. This paper aims to explore and draw together some of the concerns with leadership and gender which are being raised during debates about new directions, functions and structures within organisations, and applies them to the police organisation. It proposes that empirical work be carried out to ascertain the role that senior policewomen play in organisational change, that is, to bring into focus the extent to which women in leadership positions in policing are and can become agents of change.
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Felce, Alison, Sandra Perks, and David Roberts. "Work-based skills development: a context-engaged approach." Higher Education, Skills and Work-Based Learning 6, no. 3 (August 8, 2016): 261–76. http://dx.doi.org/10.1108/heswbl-12-2015-0058.
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Purpose – The purpose of this paper is to give a successful example of how universities can work with business to identify and address skills needs through a context-engaged approach to developing learning to meet the needs identified. Design/methodology/approach – Using a case study approach the business-university collaboration to introduce work-based learning programmes is explained. The paper sets out how learning interventions were researched, designed and introduced to meet identified skills needs throughout the organisation. It highlights the practicalities of the management approach adopted and the benefits achieved through partnership working. Findings – Key to the success of the collaboration was the recruitment of a “Training Centre Facilitator” (TCF) who was co-managed by the company and the university and who was located within the company. The TCF was able to fully understand the company’s and learners’ requirements and thus propose a context-engaged solution that met the needs of the individuals and the organisation. The work-based learning programmes introduced reflected the organisational requirements, individuals’ needs and took into account constraints and restraints on their design and implementation. Originality/value – The paper presents a case study that investigates an innovative approach to partnership working between HE, FE and a private business organisation. The appointment of a TCF, employed within the company to undertake research and implement identified training interventions is an unusual and original approach to bringing together the three organisations to achieve the planned business improvements. The process used and the key principles for achieving a successful partnership are presented and could be applied in other business-education collaborations to develop in-company work-based learning.
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Phillipson, Chris, Sue Shepherd, Mark Robinson, and Sarah Vickerstaff. "Uncertain Futures: Organisational Influences on the Transition from Work to Retirement." Social Policy and Society 18, no. 3 (June 22, 2018): 335–50. http://dx.doi.org/10.1017/s1474746418000180.
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The promotion of extended working life has created a period of uncertainty between the ending of work and the beginning of retirement. This period of the life course is now ‘open-ended’ in respect of whether older workers decide to remain in employment or leave working. However, the choices available are framed within public policy and organisational contexts as well as personal circumstances. The study reviews the organisation of ‘work-ending’, the construction of age within organisations, and the influences on provision of support in late working life. The article concludes with a discussion on the range of pressures that might limit control over pathways through middle and late working careers.
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Lancaster, Sue, and Lee Di Milia. "Organisational support for employee learning." European Journal of Training and Development 38, no. 7 (July 29, 2014): 642–57. http://dx.doi.org/10.1108/ejtd-08-2013-0084.
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Purpose – This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support. Design/methodology/approach – This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes. Findings – The results from this study extend the literature relating to work environment as an important factor in supporting employee learning. We differentiate between the types of support that employees perceived the organisation provided from other types of learning support. The results suggest that for organisations to positively impact employees’ learning, they should pay attention to three key factors: provide high-quality relevant development programmes; ensure that course content is aligned with the organisations strategy and the employees work; and ensure senior management commitment throughout all aspects of the employee development process. Originality/value – This study gives voice to employees’ perceptions of how organisations can support their learning. It also provides rich data that extends the literature through a qualitative study in a field dominated by quantitative studies.
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Prieto, José M., and Jesùs Martin. "New Forms of Work Organisation." Irish Journal of Psychology 11, no. 2 (January 1990): 170–85. http://dx.doi.org/10.1080/03033910.1990.105577910.
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Glennon, Russ, Ian Hodgkinson, and Joanne Knowles. "Learning to manage public service organisations better: A scenario for teaching public administration." Teaching Public Administration 37, no. 1 (October 15, 2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.
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In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviours. Key skills required for public managers to exploit the knowledge of all organisational members and confront the challenges of a contested concept, such as public value, are developed and comprise summarising evidence, making judgements, sharing thought processes on a contentious issue, and arriving at a consensus together. Contributions to public administration theory and practice are discussed.
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Colaco, Beverly, and Natasha M. Loi. "Investigating the relationship between perception of an organisation’s ethical culture and worker motivation." International Journal of Organizational Analysis 27, no. 5 (November 4, 2019): 1392–408. http://dx.doi.org/10.1108/ijoa-08-2018-1511.
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Purpose This study aims to examine whether an individual’s perception of the ethical culture of their organisation could be used to predict their work motivation. Design/methodology/approach Using the corporate ethical virtues model as a foundation, the role of distributive justice was explored through the development of a composite measure for assessing ethical organisational culture. The resulting six-factor solution was then used. Australian employees (N = 330; Mage = 38.40) completed an online survey examining perceptions of ethical culture, distributive justice and work motivation. Findings Results indicated that higher work motivation was associated with a higher perception of an organisation’s ethical culture. Additionally, the six dimensions of ethical culture accounted for significant variance in worker motivation, with factors relating to congruency of peers, clarity and feasibility being the best predictors. Originality/value This study provides useful cues for future research and interventions enabling organisations to take a more targeted approach to influence their ethical culture and, consequently, an individual’s motivation to work.
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Pishdad, Azadeh, and Abrar Haider. "Confirmative Pressures in ERP Institutionalisation." International Journal of Technology Diffusion 4, no. 2 (April 2013): 18–30. http://dx.doi.org/10.4018/jtd.2013040102.
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In the normal progression of events, firstly the technology is implemented, and then it is assimilated in the organisation. Once its usage becomes routinized and embedded within the organisations’ work processes and value chain activities, it leads to successful institutionalisation. Institutionalisation of technology, thus, is not a linear process, one that is independent of any organisational, cultural, technical, social, and environmental causes and effects that shape and reshape use of technology. Information system researchers, however, tended to limit their attention to the effects of the institutional environment (i.e., coercive, normative and mimetic pressure) on structural conformity and isomorphism, so they fail to study the role of other institutional contexts which affect technology implementation and institutionalisation in organisations. This paper, therefore, aims to fill this gap by introducing confirmative pressure as a new form of isomorphism among organisation and other sub-institutions. This paper presents an illustrative case study of ERP adopting organisation in Australia to show how various isomorphic mechanisms affect ERP implementation and institutionalisation process.
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Pishdad, Azadeh, and Abrar Haider. "Confirmative Pressures in ERP Institutionalisation." International Journal of Technology Diffusion 5, no. 1 (January 2014): 43–55. http://dx.doi.org/10.4018/ijtd.2014010104.
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In the normal progression of events, firstly the technology is implemented, and then it is assimilated in the organisation. Once its usage becomes routinized and embedded within the organisations' work processes and value chain activities, it leads to successful institutionalisation. Institutionalisation of technology, thus, is not a linear process, one that is independent of any organisational, cultural, technical, social, and environmental causes and effects that shape and reshape use of technology. Information system researchers, however, tended to limit their attention to the effects of the institutional environment (i.e., coercive, normative and mimetic pressure) on structural conformity and isomorphism, so they fail to study the role of other institutional contexts which affect technology implementation and institutionalisation in organisations. This paper, therefore, aims to fill this gap by introducing confirmative pressure as a new form of isomorphism among organisation and other sub-institutions. This paper presents an illustrative case study of ERP adopting organisation in Australia to show how various isomorphic mechanisms affect ERP implementation and institutionalisation process.
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Bailey, Simon, Dean Pierides, Adam Brisley, Clara Weisshaar, and Tom Blakeman. "Dismembering organisation: The coordination of algorithmic work in healthcare." Current Sociology 68, no. 4 (March 10, 2020): 546–71. http://dx.doi.org/10.1177/0011392120907638.
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Algorithms are increasingly being adopted in healthcare settings, promising increased safety, productivity and efficiency. The growing sociological literature on algorithms in healthcare shares an assumption that algorithms are introduced to ‘support’ decisions within an interactive order that is predominantly human-oriented. This article presents a different argument, calling attention to the manner in which organisations can end up introducing a non-negotiable disjuncture between human-initiated care work and work that supports algorithms, which the authors call algorithmic work. Drawing on an ethnographic study, the authors describe how two hospitals in England implemented an Acute Kidney Injury (AKI) algorithm and analyse ‘interruptions’ to the algorithm’s expected performance. When the coordination of algorithmic work occludes care work, the study finds a ‘dismembered’ organisation that is algorithmically-oriented rather than human-oriented. In the discussion, the authors examine the consequences of coordinating human and non-human work in each hospital and conclude by urging sociologists of organisation to attend to the importance of the formal in algorithmic work. As the use of algorithms becomes widespread, the analysis provides insight into how organisations outside of healthcare can also end up severing tasks from human experience when algorithmic automation is introduced.
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Markovic, Mirna. "IZAZOVI I PRILIKE ZA USPOSTAVU I ODRŽAVANJE KULTURE POVJERENJA U ORGANIZACIJI / CHALLENGES AND CHANCES FOR THE ESTABLISHMENT AND MAINTENANCE OF THE CULTURE OF TRUST IN AN ORGANISATION." Journal of the Faculty of Philosophy in Sarajevo / Radovi Filozofskog fakulteta u Sarajevu, ISSN 2303-6990 on-line, no. 23 (November 10, 2020): 42–69. http://dx.doi.org/10.46352/23036990.2020.42.
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Establishing and maintaining the culture of trust is the foundation of the construction of a positive psychological contract between the organisation’s management and employees. Positive effects of the organisation culture that is based on values of a transparent decision-making and a consistent behaviour of management in accordance with the vision and the mission of the organisation and the needs of its employees are manifold. The higher the attachment to an organisation, the higher the satisfaction, productivity and innovation. Those are but some of the outcomes that are brought into a connection with the high level of trust in an organisation. The primary goal of this paper is to draw attention to the key arguments related to the importance of a responsible management of the processes of the establishment and maintenance of trust, as well as the justification of a conviction that trust needs time, for it is established in an accumulative and gradual manner that entails readiness to risk and to be vulnerable in the relationship. The paper emphasises that an indicator of the established culture of trust, especially important in the working environment in a transition, is the perception of the employees related to the presence of respect, consideration and honesty in the communication patterns that are used by the management of the organisation. Taking into consideration the fact that dynamics and uncertainty are two constituent features of a business environment, nowadays additionally aggravated by a relative crisis of trust an individual has towards the institution of promise, this paper especially emphasises the conclusion on the necessity of a serious consideration of the perspective of establishing, preserving or recuperating the trust in work organisations. Although the very establishment and maintenance of trust is a difficult task for every organisation, re-establishment of the lost trust is a far more difficult challenge. From the perspective of organisational psychology, a number of recommendations are offered aimed at helping organisations to construct the capacity and efficiently face the challenge of construction and preservation of the resources of trust.
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Buys, Nicholas, Lynda R. Matthews, and Christine Randall. "Employees' Perceptions of the Management of Workplace Stress." International Journal of Disability Management 5, no. 2 (December 1, 2010): 25–31. http://dx.doi.org/10.1375/jdmr.5.2.25.
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AbstractThe purpose of this study was to explore how employees perceive their organisation's efforts to address the management of stress in their workplaces and to examine differences based on demographic variables of organisational location and size. A convenience sample of 85 people at an international disability management conference completed a Management of Stress in the Workplace Questionnaire. Results of this survey indicated that employees were not positive about their organisations efforts to manage stress in either prevention or rehabilitation activities. Employees from smaller organisations rated their workplace environments more positively than larger organisations. A perceived high incidence of stress in an organisation was negatively related to perceptions about the work environment. Lower perceived levels of stress-related compensation claims were associated with higher ratings of prevention and higher workplace environment ratings. Effective disability management programs need to address a range of individual, organisational and system factors that cause and exacerbate stress injuries. In addition to the provision of a range of prevention and rehabilitation services, it is important that organisations look at ways to improve workplace culture and, by association, job satisfaction and workplace morale.
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Cressey, Peter, Keith Grint, and Steve Woolgar. "The Machine at Work: Technology, Work and Organisation." British Journal of Sociology 49, no. 2 (June 1998): 332. http://dx.doi.org/10.2307/591331.
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Santhanalaxmi, K., and Dr S. Chandramohan. "Work-Life balance of employees in Hyundai Motors India Limited, Chennai." Restaurant Business 118, no. 6 (June 27, 2019): 107–12. http://dx.doi.org/10.26643/rb.v118i6.7663.
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In today’s world, organizations started designing strategies for maintaining the work-life balance of their employees. It is necessary for both the employers and employees of the organisation. Employees are one of the important assets of the organisation; hence the business organisations have the sole responsibility of protecting their employees from mental and physical stress. This issue is complicated and problematic as it will vary from individual. WLB is one of the key approaches for improving the productivity of the organisation and also employee retention. This paper revolves around the study of work-life balance of employees in Hyundai Motor India Limited (HMIL), Chennai to improve the productivity and employee retention. The questionnaires are collected from the employees of the industry and tools like Chi-square, ANOVA, and Correlation have been applied for the analysis.
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Kartikeyan, V. "Embrace the Organisation Unconscious: The Next Steps for Change Leaders and Organisation Development Practitioners." NHRD Network Journal 13, no. 3 (July 2020): 340–51. http://dx.doi.org/10.1177/2631454120953033.
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The move from an ‘A-rational’ world to the rational can be traced to the seventeenth century, in particular to the contribution of Rene Descartes, who advocated what is now known as the Cartesian view, which deifies the rational, the objective and the measurable. The problem with this advocacy was that all aspects of what did not seem rational got marginalised. This marginalisation has led, over the last couple of centuries, to a sense of disenchantment, fragmentation and ‘exclusionary processes’ in society, organisations and in general all human systems. Carl Jung’s pioneering work on the unconscious offers us a way out of this by beckoning us to revisit and reimagine the ‘A-rational’ in a way that brings vibrancy and aliveness to organisations. By envisaging the ‘Organisation Psyche’ and by learning to work with aspects of the ‘Organisation Unconscious’, such as the ‘Organisation Shadow’ and ‘Symbolic Complexes’, it may be possible to discover new integrative paths for change leaders and organisation development (OD) practitioners alike, to adopt to bring in a new sense of endeavour, volition and adventure for organisations and their agents.
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de Waal, André. "Increasing organisational attractiveness." Journal of Organizational Effectiveness: People and Performance 5, no. 2 (June 4, 2018): 124–41. http://dx.doi.org/10.1108/joepp-10-2017-0080.
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Purpose Happiness at work (HAW) is receiving much attention in the literature, as HAW seems to have a positive effect on organisational performance, such as in increase of productivity, lower turnover of employees and less customer complaints. There is however no research into the relation between HAW and the attractiveness of an organisation. It stands to reason that people who are happier at work are also happier about their organisation and express this to their family and friends. Having an attractive organisation is becoming increasingly important as the world is currently experiencing an economic boom creating shortages of qualified personnel. The paper aims to discuss this issue. Design/methodology/approach A possible way of creating an attractive organisation is by transforming the workplace into a high-performing organisation (HPO). The study described in this paper is looking in this respect at three hypotheses: H1. Higher HAW will increase the attractiveness of the organisation; H2. Becoming an HPO will increase HAW; and H3. Becoming an HPO will increase the attractiveness of the organisation. A large-scale survey of Dutch managers and employees was undertaken in which the respondents were asked their opinion of the high-performance level and attractiveness of their organisation, and their happiness with their job and organisation. Findings The study results show that the three hypotheses are basically confirmed. Increasing the happiness of work of employees, in general, raises the feeling of how attractive the organisation is to the employees themselves and to the external world. However, this positive feeling is mainly true for the work itself but not so much for how committed employees feel to the organisation. Practical implications Organisations now have knowledge at their disposal about ways to promote happiness in their employees, thus raising their attractiveness to current and future employees. Originality/value The study results indicate that senior management has to make more effort to raise the quality level of the organisation, preferably towards the high performance level, in order for employees to start feeling more committed to their organisation. This is because the study results show that transforming an organisation into a high-performance entity increases happiness of employees at work significantly, especially about their work and in a lesser degree with the commitment they feel towards the organisation itself. This result has not been found before, so this research provides managers for the first time with a validated way to help their staff to become happier and more productive.
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Crossman, Joanna E. "Being on the outer: The risks and benefits of spiritual self-disclosure in the Australian workplace." Journal of Management & Organization 21, no. 6 (March 4, 2015): 772–85. http://dx.doi.org/10.1017/jmo.2015.6.
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AbstractSelf-disclosure has been connected to a number of organisational benefits such as increased motivation, trust building, employee well-being, organisational identification, the communication of organisational values and commitment. Curiously, however, little work about self-disclosure has been published in management and organisation journals and still less that is concerned with spiritual self-disclosure, despite increasing employee diversity as globalisation intensifies.This paper reports on the analysis of semi-structured, qualitative, interview data collected from 40 Australian managers and professionals. The findings reveal that spiritual self-disclosure was largely perceived as taboo, ‘risky’ and stigmatising with the potential for negative consequences. These risks are all captured in the concept of being on the outer, a metaphor denoting marginalisation from the social, cultural and spiritual identity of the organisation. In contrast, ‘safe’, inclusive organisational cultures are likely to encourage spiritual self-disclosure and the benefits it can bring to employees, managers and organisations.
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Price, Luke. "Finding fault in organisations – reconceptualising the role of senior managers in corporate manslaughter." Legal Studies 35, no. 3 (September 2015): 385–407. http://dx.doi.org/10.1111/lest.12065.
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The Corporate Manslaughter and Corporate Homicide Act 2007 purports to move away from the identification doctrine, towards a genuinely organisational model of corporate liability. There is a risk, however, that insistence upon the involvement of senior management in corporate manslaughter will reduce the Act to doing no more than aggregating individual misconduct. Such an approach would fail both to encompass the culpability of the organisation as more than just a collection of individuals, and to offer an effective tool for the prosecution of large organisations. I argue that the senior management requirement should not be interpreted as focusing on individuals, but on the authoritative systems of work that organisations impose upon their employees. Inherent in large organisations is a corporate structure, determining the meaning and value of what employees perceive and the boundaries and direction of their work. These structures emerge from the involvement of senior managers, whose rank and role within organisations enables them to contribute to the development of corporate structure. Through insistence on the involvement of these corporate architects and surveyors, the 2007 Act may be seen to emphasise the role of the organisation in corporate manslaughter, identifying truly corporate culpability.
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Costea, Bogdan, and Kostas Amiridis. "Ernst Jünger, total mobilisation and the work of war." Organization 24, no. 4 (July 2017): 475–90. http://dx.doi.org/10.1177/1350508417699619.
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This review article explores three interconnected texts written in the 1920s and 1930s by the German intellectual Ernst Jünger: Copse 125, Total Mobilisation and The Worker. Dominion and Form. They contain his original analyses of the relationship between war, destruction, organisation and technology. Jünger argued that entering the realm of total organisation, that is, organisation which claims its ground to be scientific, calculated, planned, rationally-administered and technological, destruction is subtly appropriated into, and thought of, as a process of production. Jünger understood war as an increasingly ‘necessary’ and permanent requirement of the politics of peace and freedom. He anticipated the transformation of destruction into a major field of experimentation with, and through, complex state and private organisational networks (civilian, military and corporate), and into a prime arena of scientific, technological and managerial development. He analysed the emergence of new political discourses and systems whose common ground was to invoke permanent insecurity, risks and dangers and claim the need to manage the peaceful existence of liberal societies.
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Singh, Ajay Kumar, and Rajender Kumar. "Correlates of Professional Obsolescence among Researchers." Defence Science Journal 69, no. 6 (December 13, 2019): 557–63. http://dx.doi.org/10.14429/dsj.69.15043.
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Obsolescence setting in the employees of the organisations significantly hampers the organisational productivity. An empirical investigation of the associated factors and the efforts to minimise them help in designing strategies to deal with obsolescence and maintain optimum effectiveness of the organisation. As an attempt in this direction, the present study aimed at exploring the role of literature-suggested correlates of obsolescence in case of researchers in an Indian government organisation. The sample included 200 participants (146 males and 54 females) working as researchers in government scientific institutions with service experience ranging from two to 30 years. The participants were administered with standardised measures of obsolescence, work engagement, work motivation, resistance to change, organisational climate, human resource management (HRM) Policies and Practices, and Self Esteem. The obtained data were analysed with correlation and regression analyses. The findings revealed that in the target population obsolescence due to both organisational and individual level factors was found significantly and positively correlated with amotivation and resistance to change; whereas, negatively correlated with work engagement, organisational climate, HRM policies and practices, intrinsic motivation, and self-esteem. Regression analyses indicated that adequate recognition of efforts, better training and development, qualitative work availability (pressure), and enhanced concern to optimally maintain the intrinsic motivation and dedication of employees are significant factors for keeping check on obsolescence. The findings are explained and discussed in details.