Academic literature on the topic 'Organisational behaviour'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Organisational behaviour.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Organisational behaviour"
1
Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (July 1, 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
Full textAbstract:
The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
2
Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
Full textAbstract:
Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
3
Fasae, Felicia Bosede Kehinde. "Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development." Advances in Multidisciplinary and scientific Research Journal Publication 11, no. 4 (December 10, 2023): 75–86. http://dx.doi.org/10.22624/aims/humanities/v11n4p6.
Full textAbstract:
In an era where organisations are increasingly held accountable for their actions and their impact on society and the environment, ethical standards and effective communication behaviour have emerged as vital components of sustainable organisational development. This study examined the important place that morality and effective communication use occupy within organisations and their long-term sustainability. The paper explores quality character and organisational development; sustainable organisational development; indispensability of quality character in organisational development; effective communication and sustainable organisational development; language use, morality and successful sustainable organisational development; leadership, communication, ethical behaviour and sustainable organisational development; and, power of communication in and organisations in the new age. It was concluded that the key to successful sustainable organisation is the ability of organisations to invest in sound ethical/moral standards and employment of effective communication channels. It was recommended, among others, that management of organisations should make policies that condemn negative character in the work environment and apply sanctions where necessary, and seminars and workshops could be organized regularly for employees in the area of communication and ethical behaviour. Keywords: Ethical standards, Communication, Moral, Language, Organisation, Sustainable Development Journal Reference Format: Fasae, F.B.K. (2023): Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development. Humanities, Management, Arts, Education & the Social Sciences Journal. Vol. 11. No. 4, Pp 75-86. www.isteams.net/humanitiesjournal. dx.doi.org/10.22624/AIMS/HUMANITIES/V11N4P6.
4
Ababneh, Hayel, Alex Avramenko, Ahmed Abdullah, and Hasan Aleassa. "Examining the Foundation of Islamic Organisational Citizenship Behaviour in Jordanian Organisations." International Journal of Management and Applied Research 9, no. 1 (April 25, 2022): 21–49. http://dx.doi.org/10.18646/2056.91.22-002.
Full textAbstract:
The purpose of this paper is to examine the role that religion plays in the working lives of Muslim employees, by exploring the influences of Islamic values on employees Organisational Citizenship Behaviour. This is a largely quantitative study conducted in Jordanian organisations. The study introduces a theoretical model drawing parallels between Organisational Citizenship Behaviour and Islamic Work Ethics. The participants, comprising of employees of Jordanian public and private sectors, have been randomly invited to express their views on the possible penetration of Islamic values in the workplace. A Partial Least Squares approach alongside a bootstrapping technique was used to analyse the data. The validity of the measurement model was tested using the Fornell and Larcker criterion. Findings indicate that Islamic values do influence the citizenship behaviour, organisational commitment and loyalty to the organisation of employees. Motivated by religion employees are more likely to adopt discretionary citizenship-alike behaviours in the workplace and be loyal to their organisation. The scope of this study is limited by its primary focus of developing an Islamic perspective within the domain of Organisational Citizenship Behaviour, which utilises the Islamic Work Ethics framework rather than being grounded in Islamic holy texts. This paper not only provides a useful insight into the link between religious motivation, citizenship behaviour, and organisational commitment and loyalty, but also notes the influence of religion in the workplace.
5
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.
Full textAbstract:
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.
6
Al-Madadha, Amro, Ahmad Samed Al-Adwan, and Fida Amin Zakzouk. "Organisational Culture and Organisational Citizenship Behaviour: The Dark Side of Organisational Politics." Organizacija 54, no. 1 (February 1, 2021): 36–48. http://dx.doi.org/10.2478/orga-2021-0003.
Full textAbstract:
Abstract Background and Purpose: Organisational politics can have a substantial negative effect on employees’ performance, however many organisations still do not pay attention to this organisational behaviour. In our study, we aim to examine the relationship between organisational culture and organisational citizenship behaviour through how employees perceive political behaviour within organisations. Methods: Convenience sampling technique has been employed, quantitative data were collected from 532 employees in the Jordan banking industry via online surveys. Structural equation modelling (SEM) was employed to test the hypotheses of the study. Results: Analyses showed that organisational culture within the banking industry has an effect on how employees perceive political behaviour. A negative perception of political behaviour by employees, in turn, has a negative influence on employees’ citizenship behaviour. These findings answer previous calls to investigate the destructive effect of organisational politics on employee outcomes. Conclusion: Organisations should pay more attention to the destructive effect of organisational politics and try to minimise such behaviour. Organisational citizenship behaviour, in contrast, benefits organisational performance, and the enhancement of this is recommended through the implementation of more effective policies and strategies.
7
Lu, Wenxue, Yuxin Wei, and Rui Wang. "Handling inter-organisational conflict based on bargaining power." International Journal of Conflict Management 31, no. 5 (March 27, 2020): 781–800. http://dx.doi.org/10.1108/ijcma-06-2019-0092.
Full textAbstract:
Purpose This paper aims to reveal the effects of an organisation’s bargaining power on its negotiating behaviours (including integrating, obliging, compromising, dominating and avoiding) in the context of inter-organisational conflict in construction projects and investigate how organisational power distance orientation moderates the relationship between the organisation’s bargaining power and its negotiating behaviours. Design/methodology/approach The authors conducted a questionnaire survey among practitioners in the Chinese construction industry with the final sample consisting of 219 responses. A structural equation model was used to analyse the data and test the hypotheses. Findings The results reveal that an organisation’s bargaining power is positively associated with dominating and integrating behaviours but negatively associated with obliging and avoiding behaviours. Additionally, bargaining power is found to be negatively associated with compromising behaviour when the organisation has a high power distance orientation. Finally, a higher degree of power distance orientation strengthens the positive effect bargaining power has on dominating behaviour. Practical implications The findings can help practitioners to predict the negotiating behaviours of a counterpart according to its bargaining power and the power distance in its organisational culture. This can then enable practitioners to adjust their strategies accordingly and steer the negotiations towards a win–win outcome. Originality/value This study applies the approach-inhibition theory of power to inter-organisational negotiations and empirically tests the relationship between an organisation’s bargaining power and its negotiating behaviours in the context of construction projects. Additionally, this study reveals that organisational power distance orientation moderates this relationship.
8
Akpan, Anietie Peter, Francis Chibueze Nnadozie, and Collins Omoruyi Yaruegbe. "Perceived Organisational Support (POS) and the Performance of Organisational Citizenship Behaviour: The Nigerian Sample." INTERNATIONAL JOURNAL OF SOCIAL SCIENCES AND MANAGEMENT RESEARCH 9, no. 7 (February 10, 2024): 87–96. http://dx.doi.org/10.56201/ijssmr.v9.no7.2023.pg87.96.
Full textAbstract:
This was designed to examine the influence of perceived organisational support (POS) on organisational citizenship behaviour (OCB) of civil servants in Nigeria. The study was conducted in Akwa Ibom State, a state in the Niger Delta region of Nigeria. Two hypotheses were formulated for the study, and data were collected using a questionnaire adapted from an instrument that had previously been used in a study. A sample size of 800 was conveniently chosen, and the collected data were analysed using descriptive statistics, hierarchical multiple regression analysis, and partial correlation analysis. Findings from the study indicate that POS has a significant influence on OCB. Also, findings show that perceived organisational support (POS) significantly influences the performance of organisational citizenship behaviours directed at the organisation (OCB-O) more than the performance of citizenship behaviours directed at other individuals (OCB-I) within the organisation. Consequently, managers should invest more in activities and programmes that will show that the employees are valued and that the organisations recognise the value they provide through their job performance.
9
Uzoma Ononye. "PERCEIVED ORGANISATIONAL SUPPORT AND ORGANISATIONAL TRUST LINK TO INNOVATIVE WORK BEHAVIOUR BY THE MEDIATION OF TACIT KNOWLEDGE SHARING." International Journal of Business and Society 24, no. 3 (December 27, 2023): 952–66. http://dx.doi.org/10.33736/ijbs.6392.2023.
Full textAbstract:
The aim of this study is to determine how perceived organisational support and organisational trust affect innovative work behaviour through the mediation mechanism of tacit knowledge sharing in a public organisation context in Nigeria. Using the cross-sectional research design, data were randomly collected from 258 employees from the Delta State Ministry of Health, which was subjected to the partial least square (PLS) analytical procedure for hypothesis testing. The PLS analysis results suggested that while tacit knowledge sharing mediates perceived organisational support and organisational trust link to innovative work behaviour, it also mediates perceived organisational support link to innovative work behaviour sequentially with organisational trust as an antecedent. The study concluded that perceived organisational support and organisational trust prediction of innovative work behaviour can be explained by tacit knowledge sharing. The study puts forward important practical implications for organisations/management to follow in effectuating the linkages among the constructs in a meaningful and coherent manner.
10
Byrne, Jacqueline, Tomás Dwyer, and Declan Doyle. "Understanding the layers of a market-oriented organisational culture." Irish Journal of Management 37, no. 1 (January 31, 2019): 16–30. http://dx.doi.org/10.2478/ijm-2018-0002.
Full textAbstract:
Abstract Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture were thus investigated in three mixed-method case studies of Irish companies utilising a questionnaire survey, interviews and observations. The core conclusion of the study is that the combined synergistic effect of the particular unique organisational cultural layers in a company encourages market-oriented behaviours. This research adds necessary details for managers who seek to develop and create a market-oriented culture to improve company performance.
Dissertations / Theses on the topic "Organisational behaviour"
1
Petersen, Bernice. "The relationship between organisational commitment, organisational citizenship behaviour and turnover intentions at a retail organisation." University of the Western Cape, 2010. http://hdl.handle.net/11394/8458.
Full textAbstract:
Magister Commercii (Industrial Psychology) - MCom(IPS)The South African employment industry is facing exhaustion as the demand for talented workers is higher than supply (Bakos, 2005) and it has become imperative that the employer no longer simply focus on the commitment of employees, but more so on the extra efforts that are exerted by these employees in order to ensure their sustainability (Netswera, Rankhumise & Mavundla, 2005). Extensive research has been conducted on organisational commitment because of its importance in predicting individuals' behaviour outcomes such as absenteeism and turnover (Popoola, 2005). Findings of studies conducted by Bolon (1997) and Maharaj (2006) indicate that there is a positive relationship between organisational commitment (OC) and organisational citizenship behaviour (OCB). Bolino and Turnley (2003) posit that it is important for organisations and managers to have a better understanding of the factors that make employees willing to go the extra mile in order to enhance organisational performance and sustain a competitive edge. The alms of the study are to investigate the relationship between organisational commitment, organisational citizenship behaviour and turnover intentions. Furthermore, it also investigated the relationship between biographical variables (namely, gender, age, tenure and race) and organisational commitment as well as that of organisational citizenship of human resource professionals A sample of 138 human resource professionals employed at a retail organisation completed a self-developed biographical questionnaire, the Organisational Commitment Questionnaire, the Citizenship Behaviour Questionnaire and the Turnover Intention Questionnaire. Results of the study indicate the existence of a significant relationship between organisational commitment and organisational citizenship and turnover intentions for human resource professionals. The statistical analysis suggests that organisational commitment has a significant relationship with organisational citizenship, whilst turnover intentions did not have a significant impact on organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational commitment, with gender having the strongest relationship with organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational citizenship behaviour, whilst race appeared to be unrelated to citizenship behaviour. Previous studies were reviewed to support the findings of the current study. Limitations of the study and recommendations for future research were put forth in addition to recommendations for the organisation.
2
Turner, Paul Steven. "Aligning organisational coaching with leadership behaviour." Thesis, Birmingham City University, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.533142.
Full text
3
Wang, Tzu-Hui Clara. "Organisational citizenship behaviour : exploring enablers within organisational culture from an employment perspective." Thesis, University of Strathclyde, 2015. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=24857.
Full textAbstract:
In order to cope with unexpected service challenges, it is probably inevitable that frontline employees need to exercise extra-role behaviour during service encounters. According to Organ (2006), such extra-role behaviour is described as Organisational Citizenship Behaviour (OCB). Baum (2006) and Cheung (2006) suggest that the nature of organizational culture can foster and encourage this notion of Organizational Citizenship Behaviour (OCB) within a company. However, it has been argued that organisational culture studies still remain limited in service operations (e.g. Chen et al., 2012). The case organisation for this qualitative study is of one of Fortune magazine's list of the 100 Best Companies to Work For, ranking 91 in 2014, and from an employment perspective, is used to shed light on the unique culture that underlines the execution of extra-role behaviour and how organisational culture can impact upon OCB. Frontline employees were selected from Room Divisions of three hotels located in England and the Republic of Ireland. Semi-structured interviews were employed as the research method and template analysis (King, 2014) was adopted for the process of data analysis. From a qualitative perspective, the contribution of this thesis is an attempt to uncover factors embedded within organisational culture in order to contribute in an understanding of frontline staff's OCB. Extending previous research that studied the relationship between organisational culture and employee performance (e.g. Ro and Chen, 2011), this research argues that organisational culture plays a key role influencing frontline employee performance with a focus on managerial empowerment, organisational politics, and trust. Extending Cheung et al.'s (2012) research in terms of managerial empowerment and employee productivity, the present study suggests that managerial empowerment has an impact upon OCB. This research suggests that OCB can be fostered and developed in a positive and open political work environment. Cheung et al. (2012) argue that trust is seen as a key factor enabling managerial empowerment. Extending Cheung et al.'s (2012) argument, the present study supports the argument that trust is a key consideration in fostering OCB. Finally, this study addresses the implementations of managerial approaches in developing and fostering frontline employee OCB in the upscale hotel sector.
4
Zhai, Xiaofeng. "The role of human resource practices in enhancing employees' behaviours and organisational learning in Chinese construction organisations." Thesis, Loughborough University, 2010. https://dspace.lboro.ac.uk/2134/7104.
Full textAbstract:
Construction is complex and comprises a multitude of knowledge-driven activities and business interests from participating organisations with the people involved being subject to different organisational and disciplinary practices. People are fundamental to success because human capabilities in learning, innovating and changing creative directions are vital to long term development of organisations. In the last two decades, researchers have found that human resource (HR) management has positive effects on the organisational performance. However, the processes through which HR management lead to organisational performance are contested. This research proposes a framework to investigate the effects of employees' behaviours and organisational learning on organisational performance and the impacts of HR practices on those effects in the context of Chinese construction enterprises. The research design adopts a multi-method approach, integrating positivism and interpretivism, to understand the complex relationship between HR practices, organisational learning, individual behaviour, and organisational performance. By consulting two experienced academic researchers and industry experts, the pilot study improves the understanding and implementation of the measurement instruments employed. Both quantitative and qualitative approaches are adopted in data collection and analysis: 326 valid respondents through questionnaire survey are received, and structural equation modelling is adopted to test individual behaviour and organisational learning as mediating variables of the relationship between HR practices and organisational performance respectively. Middle-level managers in Chinese construction firms are interviewed, and a cognitive map is produced to reveal the possible mediating variables and the cause-effect relationships between organisational learning and individual behaviour. The cause-effect route identified from the cognitive map is tested by structural equation modelling method, i.e., individual in-role behaviour as a mediating variable between organisational learning and performance. In conclusion, from the theoretical perspective, the results reveal the following. (1) Individual in-role behaviour has highly significantly positive effect on organisational performance. Organisational learning has very highly significantly positive effect on organisational performance. Both individual in-role behaviour and organisational learning have mediating effects on the relationship between HR practices and organisational performance. (2) HR practices positively affect individual in-role behaviour indirectly through organisational learning. Individual in-role behaviour mediates the relationship between organisational learning and organisational performance. (3) HR practices also affect organisational performance via the path-way of social capital, individual perceived organisational support, organisational citizenship behaviour (OCB), and co-worker productivity. For the practical implications, Chinese construction companies should implement the following to improve organisational performance. (1) Recognize the importance of employees' in-role behaviour, and design HR practices to motivate employees to apply their knowledge, skills and abilities in job-related performance, and to retain qualified and experienced staff. (2) View organisational learning as an important component of competitive advantage in the process of organisational development, and motivate and enhance organisational learning by the employment of HR practices and the creation of social capital. (3) Recognize the importance of OCBI (i.e. organisational citizenship behaviour directed toward the benefit of other individuals), and try to elicit employees' OCBI by improving employees' perceived organisational support.
5
Veloen, Monita. "The influence of paternalistic leadership on organisational commitment and organisational citizenship behaviour at selected organisations in the Western Cape Province." Thesis, University of the Western Cape, 2016. http://hdl.handle.net/11394/5274.
Full textAbstract:
Magister Commercii (Industrial Psychology) - MCom(IPS)Achieving organisational effectiveness and sustainable growth is the ultimate goal of organisations in their quest to deliver the services required by society. The achievement of organisational effectiveness is not a random event; organisations rely on their employees' ability to go the extra mile by exhibiting some organisational citizenship behaviours. In order to elicit organisational citizenship behaviours, organisations need leaders who can cultivate some commitment in employees which can arguably lead to the enactment of organisational citizenship behaviours. The culture of an organisation is often determined by the beliefs, values and behaviour of the leader. A paternalistic leadership style is likely to create a culture in which caring for subordinates is crucial, moral integrity is greatly esteemed and authority is respected. When this type of culture is evident in the organisation certain desirable behavioural patterns will come forth from the employees. The purpose of the current research study is to answer the question, "Does paternalistic leadership have a significant influence on organisational commitment and organisational citizenship behaviour among employees working in selected organisations in the Western Cape?". In order to answer the research question explaining the hypothesised relationships, the manner in which paternalistic leadership affect organisational commitment and organisational citizenship behaviour was discussed culminating in a theoretical model which was developed and tested in the present study. The study was conducted using employees drawn from selected organisations in the Western Cape Province of South Africa. The participants were asked to complete three questionnaires comprising the Paternalistic Leadership questionnaire developed by Cheng, Chou and Farh (2000); an adapted version of the Organisational Commitment questionnaire by Allen and Meyer (1991) and the Organisational Citizenship Behaviour questionnaire Podsakoff, Mackenzie, Moorman and Fetter (1990). Out of 300 questionnaires that were distributed to the employees, 230 (n=230) completed questionnaires were returned. Item and dimensionality analyses were conducted on all of the dimensions using SPSS version 23. Subsequently, confirmatory factor analysis was executed on the measurement models of the instruments used. The proposed model was evaluated using structural equation modelling (SEM) via the LISREL version 8.80 software. It was found that both the measurement and structural models fitted the data reasonably well. The results indicated positive relationships between benevolent leadership and organisational commitment; authoritarian leadership and organisational commitment; moral leadership and OCB; and organisational commitment and OCB. There was, however, no significant relationship between moral leadership and organisational commitment; benevolent and OCB. Due to the fact that a few studies on paternalistic leadership exist in South Africa this study adds to the board of knowledge on paternalistic leadership and how it affects employee commitment and OCB. The practical implications of the study and limitations are discussed as well as the direction for future studies.
6
Chiboiwa, Malvern Waini. "The relationship between job satisfaction and organisational citizenship behaviour among selected organisations in Zimbabwe." Thesis, University of Fort Hare, 2009. http://hdl.handle.net/10353/30.
Full textAbstract:
Contemporary human resources management suggests that organisations which have been able to make it in the business arena have done so through good people management practices. Job satisfaction, through a people centered approach, has not been spared as one of the critical forces used in achieving organisational effectiveness. Traditional thought behind job satisfaction prescribes that satisfied employees tend to be more productive, creative and committed to their jobs; all of which are imperative to ii achieving an organisation’s bottom line. There has been some controversy surrounding the nature of the relationship between job satisfaction and organisational citizenship behaviour, which is another factor that is regarded as important in achieving organisational effectiveness. Some studies have shown that organisational citizenship behavior is a result of job satisfaction. In this regard, the present study focuses on the extent to which job satisfaction influences organisational citizenship behaviour among selected organizations in Zimbabwe. The study hypothesised that job satisfaction correlates positively with organisational citizenship behaviour. Participants in the study comprise of middle level management, supervisors and lower level employees. Two questionnaires were combined to collect data for the study. The Minnesota Satisfaction questionnaire was used to collect data on job satisfaction whilst a questionnaire by Konovsky and Organ (1996:253) was used to collect data on organisational citizenship behaviour. The results show that employees in the organisations surveyed report moderate levels of job satisfaction and organizational citizenship behavior. It was established that there was a substantive correlation between job satisfaction and organisational citizenship behaviour.
7
Ghamri, Nayef Salah. "Organisational behaviour in small business in Saudi Arabia." Thesis, Durham University, 1993. http://etheses.dur.ac.uk/989/.
Full text
8
Meriton, Royston Francis. "Advancing a morphogenetic understanding of organisational behaviour : an investigation into the psychological mechanisms and organisational behavioural tendencies of autonomous reflexivity." Thesis, University of Leeds, 2016. http://etheses.whiterose.ac.uk/15461/.
Full textAbstract:
It has been argued that the inertial forces of traditional societies are being gradually eroded under the weight of the destabilising forces imbued in nascent globalisation. For the new cosmopolitans of late modernity, this means that forging a sense of self is therefore becoming increasingly a reflexive project. This thesis celebrates reflexivity as an emergent human power. Three dominant modes of human reflexivity have been identified; communicative, autonomous, meta. Fractured reflexivity on the other hand is considered as non-reflexive. Moreover, the contextual discontinuity favoured by late modern societies appears to be selective, conditioning structural circumstances in favour of autonomous reflexivity in mainstream organisations. In the first instance, the findings of this thesis expose the fragility of the internal reliability of the measurement models of the modes of Archer’s internal conversation index (ICONI). Secondly, drawing on the resources of critical realism, this thesis’ further contribution to knowledge is in revealing the positive psychological resources associated with an autonomous reflexivity intervention. By adopting an evidence-based realist review followed in sequence by a large scale survey and structural equation modelling, the findings suggest that autonomous reflexivity potentially holds the key to unlocking the resources that underlie positive psychological capital (PsyCap). In turn, PsyCap seems to operate in the intervening space between internal conversation and action accounting for the positive sense of self associated with autonomous reflexivity. However, autonomous reflexivity does not mean unrestricted homo economicus, rather it means the search for congruence between a particular modus vivendi and a meaningful work context. Thus, this thesis also shows that autonomous reflexivity and the experience of contextual discontinuity at work share in a reciprocal relationship. Such congruency translates into positive organisational outcomes at the individual level albeit with the tendency to be mediated by positive PsyCap.
9
Brumme, Janet Kathleen. "The role of organisational behaviour in establishing a corporate academy in the construction industry." Thesis, University of Pretoria, 2013. http://hdl.handle.net/2263/39927.
Full textAbstract:
The purpose of the study was to explore the role of organisational behaviour in establishing a corporate university in a large corporate in the construction industry. Studies have been conducted regarding the process steps in establishing a corporate university but a gap exists in the cohesive presentation of the various relationships and the behaviours that drive the successful implementation and sustained operation of a learning academy. An understanding of organisational behaviour at three levels (individual, group and organisational) is a critical success factor that provides the superstructure to the firm foundation provided by the right process steps.
An in-depth, single case study research design was used by the researcher taking a qualitative approach from a complete member researcher perspective with an analytic autoethnographic orientation. Data collection comprised archival document review and semi-structured, in-depth interviews with senior executives and leadership on other levels in the organisation. Analysis was conducted with the assistance of a qualitative data analysis computer software package as well as through iterative coding and memo writing to surface patterns and themes.
The study resulted in a framework reflecting a complex web of relationships and roles that included: context as a catalyst; leadership as a critical role player; academy structure as a key driver of learning; individuals as recipients and beneficiaries; key stakeholders and internal role players in the implementation of learning; and finally, organisational culture as the normative domain. The study concludes with propositions that encapsulate these relationships.
The framework presenting a complex web of relationships and roles has expanded the existing theory of organisational learning by integrating and incorporating organisational behaviour theory to understand the role that behaviour on individual, group and organisational levels plays when establishing a corporate university. In addition, the framework provides insight into the role of an academy in promoting a culture of learning.
Organisations can benefit from an insight into the behaviours which underpin the establishment of a corporate academy because such insight will more readily lead to successful implementation and the avoidance of costly mistakes. A corporate academy plays a key role in assisting organisations to build essential skills and capabilities particularly in times of increasing demand for competent and capable employees to execute strategy. The single ‘revelatory’ case study approach was conducted due to the unique opportunity presented when the researcher was tasked with establishing a corporate university in a large corporate in the construction industry.Thesis (PhD)--University of Pretoria, 2013.
gm2014
Human Resource Management
unrestricted
10
Mesani, Anele. "How organisational behaviour is influenced in an acquired firm." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/9925.
Full textAbstract:
In the current global market, companies are forming partnerships with other organisations with the aim of sustaining their competitive advantage. Most organisations participate in transactions such as mergers, acquisitions and joint ventures in order to maintain their competitive advantage (Sorge, 2002). South Africa forms part of the global market and is not immune towards the stipulated growth strategies. It is believed that South Africa has one of the highest unemployment rate internationally (Human Capital Mangement, 2005). There are various reasons that have contributed towards this perception; factors such as structural changes in the labour market have been highlighted as one of the factors that have contributed to the high unemployment rate (HCM, 2005). It is further said that when mergers and acquisitions occurs, structural changes are bound to occur (Greeve, 2008). Despite the constant merger activities that are occurring in various industries, research has shown that most mergers add no value or reduce shareholders value for the acquiring firm (Kusewitt, 2007). The primary objective of this research is to investigate how organisational behaviour is influenced in an acquired firm.There seems to be high level of uncertainity, trust and communication breakdown amoung employees of Kansai Plascon. This research will investigate whether this perception is related to the acquisition transaction that has occurred. The study will collect its primary data using a set of questionnaires that will be distributed to the employees of Kansai Plascon. The data will be analysed and interpreted.
Books on the topic "Organisational behaviour"
1
Cross, Christine, and Ronan Carbery. Organisational Behaviour. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2.
Full text
2
Maughan, Mike. Organisational Behaviour. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3.
Full text
3
Kehoe, Michele. Organisational behaviour. 2nd ed. Dublin: Gill & Macmillan, 2013.
Find full text
4
Organisational behaviour. London: Pitman, 1991.
Find full text
5
Roger, Bennett. Organisational behaviour. 3rd ed. London: Pitman, 1997.
Find full text
6
Organisational behaviour: Individuals, groups and organisation. 4th ed. Harlow, England: Pearson Prentice Hall, 2009.
Find full text
7
Introducing organisational behaviour. New York: Addison Wesley Longman, 1999.
Find full text
8
Management and organisational behaviour. 8th ed. Harlow: Financial Times Prentice Hall, 2007.
Find full text
9
Pettinger, Richard. Introduction to Organisational Behaviour. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24683-0.
Full text
10
Essentials of organisational behaviour. 2nd ed. Harlow, England: Financial Times/Prentice Hall, 2008.
Find full textBook chapters on the topic "Organisational behaviour"
1
McGrath, Paul. "Organisational structure." In Organisational Behaviour, 257–83. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_11.
Full text
2
Maughan, Mike. "What is Organisational Behaviour?" In Organisational Behaviour, 1–40. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_1.
Full text
3
Maughan, Mike. "Managing Change." In Organisational Behaviour, 311–39. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_10.
Full text
4
Maughan, Mike. "The Future for Organisational Behaviour." In Organisational Behaviour, 340–64. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_11.
Full text
5
Maughan, Mike. "Individual Differences." In Organisational Behaviour, 41–78. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_2.
Full text
6
Maughan, Mike. "Perception, Beliefs and Attitudes." In Organisational Behaviour, 79–113. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_3.
Full text
7
Maughan, Mike. "Motivation." In Organisational Behaviour, 114–48. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_4.
Full text
8
Maughan, Mike. "Working in Groups." In Organisational Behaviour, 149–86. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_5.
Full text
9
Maughan, Mike. "Leadership." In Organisational Behaviour, 187–219. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_6.
Full text
10
Maughan, Mike. "Structuring the Organisation." In Organisational Behaviour, 220–49. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_7.
Full textConference papers on the topic "Organisational behaviour"
1
Erić Nielsen, Jelena, Jelena Nikolić, Marko Slavković, and Dejana Zlatanović. "How to Make Health Organisations More Agile During the Pandemic? Challenges of Managing Entrepreneurial Behaviour." In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.37.
Full textAbstract:
The COVID-19 pandemic has put health systems around the world under the ultimate pressure, unseen in the modern age. The main purpose of this research is to investigate how to make health organisations more adaptable in the pandemic circumstances, more precisely how the internal organisational climate affects entrepreneurial initiative on a daily basis. Entrepreneurial initiative thrives in an organisation with an organisational culture based on values promoted by entrepreneurial management, highlighting the possibility of individual initiative, through appropriate compensation mechanisms, given the organisational context and time constraints. During the pandemic year 2020, we conducted a pilot study as part of more comprehensive research, in which data were collected from primary care health centers in Serbia. The Corporate Entrepreneurship Climate Instrument (CECI) was used in order to estimate and evaluate the internal environment and overall propensity toward entrepreneurship. The instrument encompasses five relevant determinants that influence employees’ entrepreneurial activities: management support, work discretion, time availability, rewards/reinforcement, and organisational boundaries. The value of the research is reflected in the creation of empirically and theoretically substantiated evidence about the relevance of these factors for creating a favourable internal organization climate, thus allowing a more flexible and creative health service.
2
Covacio, Silvia. "Misinformation: Understanding the Evolution of Deception." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2656.
Full textAbstract:
The ensuing discussion of the evolutionary principles surrounding misinformation describes how misinformation creates similar mindsets and behaviour patterns. The evolutionary process of misinformation is often a battle of opposing entities or forces - the rhythm of domination and subservience, altruism and egoism. For misinformation to succeed it requires all interrelated actors to remain, inadvertently or voluntarily, silent and cooperative with the misinformation sender. The negativity breeds negativity, which creates an unstable organisational environment leading to the collapse of the system supported on a misinformation foundation. Many organisations are based on this rhythm, and Michel Foucault affirms that organisations are repressive systems that require misinformation to control and dominate through knowledge management. The dominating organisational forces often include the use of unethical practices utilizing misinformation to dominate individuals, committees, other organisations, and the market. The hope of survival lies in the rise of Comte’s altruistic and ethical behaviour patterns beginning on an individual level, spreading within the unethical organisation to related organisations, and governments.
3
Pandey, Ravindra, and Jaya Chitranshi. "The impact of organisational culture on employees’ behaviour in research and development organisation." In 11TH ANNUAL INTERNATIONAL CONFERENCE (AIC) 2021: On Sciences and Engineering. AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0110634.
Full text
4
Heidrich, Balázs, Richárd Kása, and Tamás Németh. "Green or Yellow Light for Market F(l)avours? The Lecturer Perspectives of Market-Oriented Organisational Culture in the Changing World of Hungarian Higher Education." In 43rd International Conference on Organizational Science Development. University of Maribor Press, 2024. http://dx.doi.org/10.18690/um.fov.3.2024.20.
Full textAbstract:
This study focuses on the success factors of a Hungarian business university, highlighting an important pillar among the success criteria: a coherent and market-oriented organisational culture that can adapt to the changing conditions including transitions and sustainability-related challenges. Our research question is to what extent organisational culture helps or hinders market-oriented organisational behaviour, and to what extent it supports an organisation's success in higher education. Through the example of the Budapest Business University (BBU) the study shows how Cameron-Quinn's organisational culture model (OCAI) - with regard to market orientation - appears in the domestic university scenario. Based on our research the role of market orientation in higher education is clarified: there is a connection between the organisation's strategy, culture and market orientation, but there are different viewpoints regarding the organisational values related to market orientation. The authors argue that the immanent element of organisational functioning (i.e. the market-oriented organisational culture), fundamentally contributes to how successfully a model-changing university adapts in the market space designated for it.
5
Martos, Manuel C. Vallejo, José M. Antequera Solís, and M. Carmen Ruiz Jiménez. "Are Family Firms More Harmonious Organisations?: An Analysis of the Effects of Organisational Harmony on Their Performance." In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.09.
Full text
6
Arslanparcasi, Yusuf. "The Importance of Well-Being for Organisational Culture." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003084.
Full textAbstract:
The culture of an organisation is an abstraction that unfolds in social and organisational situations. Following Schein’s (1984) 3-level-model, organisational culture reflects the behaviour of all members of an organisation. However, an important concept in organisational culture research that is often neglected is well-being in the work context, which is often conceptualised in a hedonic and context-free way (Taris & Schaufeli, 2014). This paper argues that well-being allows the exploration of individual aspects of organisational culture and serves to capture an overall picture. To do so, a different approach to thinking about well-being in the work context is needed, based on an adaptation of Carol Ryff's (1989) Psychological Well-Being Model and Bakker and Demerouti's (2018) Job Demands-Resources Model as a theoretical framework. Such a holistic approach to researching organisational culture will allow to identify and explore interdependencies and interactions between individual aspects.
7
Cram, Robert Stewart, and Julie-Ann Sime. "Behaviour, the final frontier. A proven approach to changing organisational behaviour." In SPE/IADC Middle East Drilling Technology Conference and Exhibition. Society of Petroleum Engineers, 2011. http://dx.doi.org/10.2118/148443-ms.
Full text
8
Balanescu, Ramona cristina. "COMMITMENT AT THE WORKPLACE -IMPLICATIONS AT PERSONAL AND ORGANISATIONAL LEVEL." In eLSE 2017. Carol I National Defence University Publishing House, 2017. http://dx.doi.org/10.12753/2066-026x-17-131.
Full textAbstract:
The concept of commitment at the workplace is one of the concepts raising a wide interest in the field of the human resource management and organisational management. This interest is proven by the evolution the concept has seen in over half a century, starting with Becker (1960) - the one-side-bet theory, Porter (1974) – the affective dependence theory, O'Reilly and Chatman (1986), Meyer and Allen (1984, 1990) - the multidimensional period, and ending with Cohen (2007) - the bidimensional model, and Somers (2009) – a combined theory, each of them making a contribution to the way the term of organisational commitment is known and interpreted nowadays. Practice proves that certain people are dedicated to the workplace, because they do what they love or because their career objectives are similar to those of the organisation. Others show their fear of leaving a “safe” workplace or are afraid they cannot find a better one. This type of behaviour can have negative effects both on the person’s wellbeing, self-respect or professional satisfaction and on the institution where the person works. Or, the organisational commitment is precisely what makes the difference and a decisive impact on obtaining performance and on how people act at the workplace. Employees are usually energetic, motivated, and positive immediately after employment in a company or organisation. A Leader/Manager is not only interested in finding the Company commitment level at a certain point in time, but also to act in order to keep that same level and to even grow it, to know the employees, their characteristics (their needs and wishes, and what is important for them). It is only this way that commitment can make a strong impact on the success of an organisation, since devoted employees identify themselves with the company purpose and values, have a strong desire to belong to the organisation, a desire to go over and beyond the responsibilities required by the job. Furthermore, if the human resources are an organisation’s best asset, then devoted human resources should be regarded as competitive advantages of the company. This study has an exploratory character, aiming at determining the extent to which employees show commitment or nu to the organisation they are a part of, as well as at identifying the determining vectors for this behaviour. The study participants are the result of a non-probabilistic sampling, based on availability criteria. The sample includes employees of private organizations (small, medium, and large enterprises), holding various positions (entry level, expert, management, top management). The data were collected via a self-administered online questionnaire. The study analyses the commitment related to other elements specific for the organisational flow, providing managers with useful reference-marks in building an organisational climate sustaining performance and supporting the employees’ work satisfaction increase.
9
"Understanding building price forecasting based on organisational behaviour." In WABER 2019 Conference. WABER Conference, 2019. http://dx.doi.org/10.33796/waberconference2019.84.
Full text
10
Jones, Michael, and Valerie He. "Cycles of Diversity – An Approach towards Building Diversity Acceptance in Volunteer Organisations." In InSITE 2016: Informing Science + IT Education Conferences: Lithuania. Informing Science Institute, 2016. http://dx.doi.org/10.28945/3459.
Full textAbstract:
Many organisations around the world are beginning to move towards a position of increased diversity in their numbers. There are many ways to look at the issue and achieve satisfactory outcomes. This paper explores an approach which offers strong advantages and benefits for the functional integration of minority groups. Operating on the theoretical principles of Diversity Acceptance and Organisational Inclusive Behaviour, the paper will explore the two cycles of diversity. The first cycle follows a ‘vicious’ path, where diversity adjustments are not applied or effective. This cycle highlights the problems that occur as a result of increased heterogeneity. The second cycles follows a ‘virtuous’ path, where diversity adjustments are successful, and the benefits of Diversity Acceptance and Organisational Inclusive Behaviour can be realized. The paper will close with a presentation of the strategies that can be employed to deliver effective diversity adjustments through Diversity Acceptance and Organisational Inclusive Behaviour.
Reports on the topic "Organisational behaviour"
1
Patricio Javier, Saavedra Morales. PhD supervisors and faculty members might help to avoid burnout as well as enhance engagement and organisational citizenship behaviour (OCB) among PhD students. University of Sussex, January 2019. http://dx.doi.org/10.20919/psych(2019).001.
Full text
2
Lam, Terence, and Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, November 2021. http://dx.doi.org/10.52915/sbuk7331.
Full textAbstract:
We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors (trust and collaboration, culture and conscious behaviour); and client’s organisational factors (incentives, performance monitoring, procurement approach and communication). And we offer a performance improvement model that will help project managers to select the most appropriate suppliers at the procurement phase, to achieve successful project outcomes. The model can also be used to drive project performance further, by adopting client’s organisational factors during the procurement and construction phases. By applying the research conclusions, suppliers will be able to focus on communicating their strengths in the relevant aspects of task and contextual performance for technical tender proposals, and so increase the value of their services and the probabilities of winning work. And the analysis can be used by policy makers to help in drafting regulations and legislation on formal frameworks, in ways that will improve the delivery of policy objectives.
3
Megersa, Kelbesa. Tax Transparency for an Effective Tax System. Institute of Development Studies (IDS), January 2021. http://dx.doi.org/10.19088/k4d.2021.070.
Full textAbstract:
This rapid review examines evidence on the transparency in the tax system and its benefits; e.g. rising revenue, strengthen citizen/state relationship, and rule of law. Improvements in tax transparency can help in strengthening public finances in developing countries that are adversely affected by COVID-19. The current context (i.e. a global pandemic, widespread economic slowdown/recessions, and declining tax revenues) engenders the urgency of improving domestic resource mobilisation (DRM) and the fight against illicit financial flows (IFFs). Even before the advent of COVID-19, developing countries’ tax systems were facing several challenges, including weak tax administrations, low taxpayer morale and “hard-to-tax” sectors. The presence of informational asymmetry (i.e. low tax transparency) between taxpayers and tax authorities generates loopholes for abuse of the tax system. It allows the hiding of wealth abroad with a limited risk of being caught. Cases of such behaviour that are exposed without proper penalty may result in a decline in the morale of citizens and a lower level of voluntary compliance with tax legislation. A number of high-profile tax leaks and scandals have undermined public confidence in the fairness of tax systems and generated a strong demand for effective counteraction and tax transparency. One of the key contributing factors to lower tax revenues in developing countries (that is linked to low tax transparency) is a high level of IFFs. These flows, including international tax evasion and the laundering of corruption proceeds, build a major obstacle to successful DRM efforts. Research has also identified an association between organisational transparency (e.g. transparency by businesses and tax authorities) and stakeholder trust (e.g. between citizens and the state). However, the evidence is mixed as to how transparency in particular influences trust and perceptions of trustworthiness.
4
Peñaloza, Blanca. Do external inspections of compliance with standards improve quality of care in healthcare organisations? SUPPORT, 2016. http://dx.doi.org/10.30846/161111.
Full textAbstract:
External inspection systems are used in healthcare to improve adherence to quality standards. They are intended to promote changes in organizational structures or processes, in healthcare provider behavior and consequently in patient outcomes.
5
Coleman, Sarah, and Mike Bourne. Project leadership: skills, behaviours, knowledge and values. Association for Project Management, October 2018. http://dx.doi.org/10.61175/wwes1121.
Full textAbstract:
This research has sought to draw out project leadership competences from the perspective of practising project leaders, aspiring project leaders, heads of profession, project sponsors and clients. The aim of this research report is to help focus, develop and refine our understanding of project leadership so we can support continued capability building for project professionals and their organisations. To compile this report, the authors Sarah Coleman and Professor Mike Bourne conducted in-depth interviews with 38 individuals across five multinational organisations (BAE Systems, IQVIA, Jacobs, Shell and Siemens). These organisations were chosen because of their reliance on complex projects for the delivery of strategy and performance, and the individuals for their substantial knowledge and experience of project delivery, and their range of perspectives. The interviewees held and had experience of a wide variety of roles, from the aspiring leaders delivering smaller projects to the most experienced project leaders (responsible for £1bn+ budget major, complex projects), heads of profession, project sponsors and clients. Together, these individuals have over 500 years of project experience.
6
David, Raluca. Advancing gender equality and closing the gender digital gap: Three principles to support behavioural change policy and intervention. Digital Pathways at Oxford, March 2022. http://dx.doi.org/10.35489/bsg-dp-wp_2022/02.
Full textAbstract:
Worldwide, interventions and policies to improve gender equality or close gender gaps often struggle to reach their targets. For example, women lag considerably behind in use of even simple digital technologies such as mobile phones or the internet. In 2020, the gap in mobile internet use in low- and middle-income countries was at 15%, while in South Asian and Sub-Saharan African countries, it remained as high as 36% and 37% respectively (GSMA, 2021). Use of the internet for more complex activities shows an even wider gap. In Cairo, in 2018, only 21% of female internet users gained economically, and only 7% were able to voice their opinions online (with similar statistics for India, Indonesia, Kenya, Uganda and Colombia, Sambuli et al., 2018). This is despite the fact that empowering women through digital technologies is central to global gender equality strategies (e.g. Sustainable Development Goals, United Nations, 2015), and is believed to facilitate economic growth and industry-level transformation (International Monetary Fund, 2020). Progress is slow because behaviours are gendered: there are stark dissociations between what women and men do – or are expected to do. These dissociations are deeply entrenched by social norms, to the extent that interventions to change them face resistance or can even backfire. Increasingly, governments are using behavioural change interventions in a bid to improve public policy outcomes, while development or gender organisations are using behavioural change programmes to shift gender norms. However, very little is known about how gendered social norms impact the digital divide, or how to use behavioural interventions to shift these norms. Drawing on several research papers that look at the gender digital gap, this brief examines why behavioural change is difficult, and how it could be implemented more effectively. This brief is addressed to policymakers, programme co-ordinators in development organisations, and strategy planners in gender equality interventions who are interested in ways to accelerate progress on gender equality, and close the gender digital gap. The brief offers a set of principles on which to base interventions, programmes and strategies to change gendered behaviours. The principles in this brief were developed as part of a programme of research into ways to close the gender digital gap.
7
Unterhitzenberger, Christine, and Kate Lawrence. Fairness and unfairness in projects: A study exploring what individuals perceive as fair or unfair treatment. Association for Project Management, August 2022. http://dx.doi.org/10.61175/ejnb1873.
Full textAbstract:
“Life is not fair, get used to it” – A quote often attributed to Bill Gates, but originally by Charles J. Sykes, which we believe should be challenged. Life should not be about getting used to unfairness, but about how we can create an environment that provides a fairer experience for everyone. The motivation for this is not only about being good and decent humans, but also about the negative impact unfair treatment has on individuals, organisations and projects. This study, conducted by Christine Unterhitzenberger and Kate Lawrence (both University of Leeds), explores what individuals perceive as fair or unfair treatment in projects, which factors influence their perceptions and subsequent behaviours and how these impact individuals, organisations and projects.
8
Kangave, Jalia, Ronald Waiswa, and Nathan Sebaggala. Are Women More Tax Compliant than Men? How Would We Know? Institute of Development Studies, March 2021. http://dx.doi.org/10.19088/ictd.2021.006.
Full textAbstract:
Most research on tax compliance, including research on gender differences in compliance, is based on one of two problematic sources of data. One is surveys enquiring about attitudes and beliefs about taxpaying, or actual taxpaying behaviour. The other is experiments in which people who may or may not have experience of paying different types of taxes are asked to act out roles as taxpayers in hypothetical situations. Much more accurate and reliable research is possible with access to ‘tax administrative data’, i.e. the records maintained by tax collection organisations. With tax administrative data, researchers have access to tax assessments and tax payments for specific (anonymised) individual or corporate taxpayers. Further, tax administrative data enables researchers to take account of a phenomenon largely ignored in more conventional compliance research. Tax payment is best understood not as an event, but as part of a multi-stage process of interaction between taxpayers and tax collectors. In particular, actually making a tax payment typically represents the culmination of a process that also involves: registering with the tax collecting organisation; filing annual tax returns; filing returns that indicate a payment liability; and receiving an assessment. The multi-stage character of this process raises questions about how we conceptualise and measure tax compliance. To what extent does ‘compliance’ refer to: registration, filing, accurate filing, or payment? The researchers employed this framework while using tax administrative data from the Uganda Revenue Authority to try to determine gender differences in compliance. The results are sensitive to the adoption of different definitions of compliance and subject to year-to-year changes. Finding robust answers to questions about gender differences in tax compliance is more challenging than the research literature indicates.
9
Pyta, V., Bharti Gupta, Shaun Helman, Neale Kinnear, and Nathan Stuttard. Update of INDG382 to include vehicle safety technologies. TRL, July 2020. http://dx.doi.org/10.58446/thco7462.
Full textAbstract:
Driving is one of the riskiest work tasks, accounting for around one third of fatal crashes in the UK. Organisations are expected to manage work-related road safety (WRRS) in the same way that they manage other health and safety risks. The Health and Safety Executive (HSE) and Department for Transport (DFT) issue joint guidance on this in INDG382 ‘Driving at work: managing work-related road safety’. HSE and DFT were seeking to update INDG382 to include reference to vehicle safety technologies that could enable employers to monitor safety related events or driver behaviours, to support learning and safety improvements. They commissioned TRL to - Conduct a literature review focused on evaluations of the impact of these technologies on work-related road safety (specifically, crash risk) Lead in-depth interviews with representatives of organisations who had implemented technology-based safety monitoring in their fleet and stakeholders and experts who provided further insights into factors affecting successful implementation. TRL found that telematics systems, drowsiness and distraction recognition systems, and collision warning systems have significant potential safety benefits, but rigorous published evaluation of safety-focused telematics in the fleet context is limited. There is good evidence for the safety benefits of intelligent speed assist in private and fleet vehicles. Successful implementation relies on procuring systems that match needs, managing the potential for data to overwhelm and embedding monitoring and driver feedback within good management systems and strong safety leadership. This report provides recommendations for updating guidance for organisations considering implementing vehicle safety monitoring technologies (telematics).
10
Fletcher, Justine, Sanne Oostermeijer, Bridget Hamilton, Lisa Brophy, Catherine Minshall, Carol Harvey, Christine Migliorini, et al. Models of care and practice for the inpatient management of highly acute mental illness and acute severe behavioural disturbance: an Evidence Check rapid review. The Sax Institute, October 2020. http://dx.doi.org/10.57022/lppe2712.
Full textAbstract:
Highly acute mental illness and acute severe behavioural disturbance (ASBD) are two of the most challenging problems faced by Mental Health Intensive Care Units (MHICU). ASBD is defined as behaviour that places the patient or others at imminent risk of injury or death. It includes extreme distress, aggression, and serious self-harm, in the context of mental illness. This Evidence Check assessed the literature on models of care and treatment strategies for these conditions, aiming to refine the model used in MHICU in NSW. It attempted to find the most effective models of care for high acuity and ASBD—and the barriers and enablers to implementing them. A total of 58 relevant papers were found, spanning 2015 to 2020. They were rated on a hierarchy of evidence designed for models of care and interventions in complex settings. Two models of care, ‘Safewards’ and ‘Improving the therapeutic milieu of the wards’, were rated as best practice. These were followed by five models of care, themes and groups of treatments at middle levels of the hierarchy, and nine themes and treatment practices at the lowest level. There were several features common to numerous papers in the review: therapeutic engagement, meaningful activities, safe spaces, and welcoming spaces. Barriers and enablers to implementation were generally not addressed specifically. However, themes emerging from the papers showed several enabling factors: training, buy-in from stakeholders at all levels of the organisation, and assessment of progress. Barriers to implementation included lack of support from management and lack of engagement from frontline staff. Complex, multilevel practice change interventions appear necessary for effective implementation.