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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Silvius, Gilbert, Ronald Ursem, and José Magano. "Exploring the Project Owner’s Behaviour of Addressing Sustainability in Project Assignment and Governance." Sustainability 15, no. 19 (September 27, 2023): 14294. http://dx.doi.org/10.3390/su151914294.
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The instrumental role of projects in the transition of organisations and society towards sustainability requires that the concepts of sustainability are considered in projects and project management. Within a project’s organisation, the project manager and the project owner bear the most responsibility for integrating sustainability into the execution, management, and governance of the project. The project owner is expected to translate the organisation’s commitment to sustainability into the assignment and governance of the project. However, several factors influence the behaviour of project owners, of which the organisation’s strategy is only one. Following the studies that explored the stimulus of project managers to consider or address sustainability, this study explored the factors that influence the project owner’s behaviour with regard to addressing sustainability in assigning and governing a project. A survey-based study with quantitative data analysis identified three factors that stimulate the project owners to address sustainability in assigning and governing projects: Organisational attitude, Private attitude, and Practical implementation. Of these factors, Practical implementation and Organisational attitude have the most influence. The importance of the Practical implementation factor highlights the need for practical, applicable tools and instruments that support the implementation of sustainability into projects and project management. The strong orientation on the organisational context may be explained by the managerial responsibility that project owners often have. The study contributes to the further understanding of how organisations can realise their transition to a sustainable enterprise.
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Waititu, Paul, and Rachel Barker. "Organisational factors as determinants for online knowledge-sharing behaviour." Communicare Journal for Communication Sciences in Southern Africa 41, no. 1 (August 5, 2022): 77–89. http://dx.doi.org/10.36615/jcsa.v41i1.1397.
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Online knowledge-sharing (OKS) behaviour has become a critical and inevitable component in recognising knowledge as a valuable resource to enhance an organisation’s competitive advantage. Hence, this study aimed to investigate the organisational factors that determine OKS behaviour in an online environment within the context of savings and loans cooperative organisations (SACCOs) in Kenya. A comprehensive literature review revealed that limited studies have been conducted to investigate the role of organisational factors in OKS behaviour from a knowledge-based perspective. The study used quantitative and qualitative research to collect and analyse data in a case study by means of three data collection instruments: online self-administered questionnaires, a moderator’s guide and an interview schedule. The accessible population of the study comprised 485 employees in selected SACCOs in Nakuru city. A sample of 245 was selected for the survey and another sample of 72 employees who participated in the survey (eight from each SACCO) was selected to take part in the focus group discussions. In addition, eight senior managers took part in the in-depth interviews. An environment conducive to working and a friendly organisational culture were identified by employees as the key determinates of their OKS behaviour in the organisation. Hence, it is argued that it is critical for SACCOs to develop strategies capable of modifying the working environment and organisational culture to enhance employees’ OKS behaviour through online internal communication (OIC) tools.
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Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (December 1, 2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.
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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.
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Mamud, Nur Afieqah, Nurul Liyana Mohd Kamil, and Hanira Hanafi. "FOSTERING NURSES' ORGANISATIONAL CITIZENSHIP BEHAVIOUR THROUGH CONTEXTUAL FACTORS." Malaysian Journal of Public Health Medicine 23, no. 2 (August 28, 2023): 36–46. http://dx.doi.org/10.37268/mjphm/vol.23/no.2/art.1734.
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Individual desire to be proactive can be aided by voluntary extra-role behaviour in organisations, such as organisational citizenship behaviour (OCB). Employees' OCB has been found to be favourably influenced by contextual factors, such as organisational justice and ethical climate. OCB has also been proven to predict employee effectiveness. The goal of this research is to identify any relationship between nurses’ OCB and their organisational justice and ethical climate. The respondents were approached using the Medical Research Ethics Committee procedure, which was registered under the National Malaysia Research Registration. Cross-sectional research was carried out in the state of Selangor, with five hospitals volunteering to participate. Nurses may see that their responsibilities, justice, and ethics could result in OCB participation. The findings have practical implications for human resource managers and practitioners; they may benefit nurses' abilities as well as the productivity of hospitals by developing targeted individual behaviours, which can lead to the effectiveness and proactive operation of the organisation.
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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.
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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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Mohd Pauzi, Muhammad Faris, and NORIZAN BABA RAHIM. "EVALUATION OF PERFORMANCE APPRAISAL PRACTICES AND ORGANISATIONAL JUSTICE TOWARDS WORK-RELATED OUTCOMES: A CASE STUDY OF A MALAYSIAN GOVERNMENT AGENCY IN THE NORTHERN REGION." International Journal of Management Studies 30, no. 2 (July 31, 2023): 301–36. http://dx.doi.org/10.32890/ijms2023.30.2.5.
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Performance appraisal practices and work-related outcomes have become a serious matter of concern to many organisations. Theseissues would jeopardise the employees’ well-being if there is no fairness in treatment in the organisation. As a result, this researchaims to evaluate the effect of performance assessment practices on work-related outcomes, with organisational justice serving as amediator. This research examined a randomly selected sample of 127 administrative employees from a Malaysian government institution located in the northern region. It examined the relationships between performance assessment practices and organisational justice, work performance, work deviant behaviour and the mediating consequences of organisational justice on these linkages. The research model was tested based on the Social Cognitive Theory. Results from the Partial Least Squares Structural Equation Modelling (PLS-SEM) indicated that performance assessment practices positively impacted organisational fairness and work performance. The results suggest that organisational fairness mediates the correlation between the work-related deviant behaviour and the impact of performance assessment practices on work performance. Looking at the study’s findings, enforcing HR practices would gain positive favour among its employees, who are vital assets in executing the organisation’s agenda. As a result, the transformation programme will be more aligned, allowing it to continue providing talent to the economy by improving its performance through its employees.
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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.
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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
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Vveinhardt, Jolita, Włodzimierz Sroka, and Vita Juknevičienė. "Organisational Commitment and Organisational Cynicism: the Effect on Employees’ Emotional State and Intentions to Leave the Organisation." Journal of East European Management Studies 28, no. 4 (2023): 750–82. http://dx.doi.org/10.5771/0949-6181-2023-4-750.
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To identify the impact of organisational commitment and organisational cynicism on each other, on employees’ emotional state and their intentions regarding their workplace in Lithuanian and Polish business organisations. The paper presents part of the results of a wider study conducted in two neighbouring states. The study was conducted using a questionnaire survey that employed Organisational Commitment and Organisational Cynicism scales. The following subscales were analysed: affective commitment, continuance commitment, normative commitment, Wrightman’s Cynical Personality, cognitive organisational cynicism, affective organisational cynicism, and behavioural organisational cynicism. Hypotheses were tested, and differences between countries were identified by means of the linear regression model and the chi-square test. Our survey has revealed that the growth of organisational commitment in Lithuanian business organisations is hampered by employees’ cynical cognitive behaviour and negative emotions. The weakening of the latter determines the growth in organisational commitment. In turn, along with the weakening of actions attributable to organisational cynicism (i.e., when employees’ cynical attitudes, cynical cognitive and emotional behaviours, and generally signs of cynical behaviour are decreasing), organisational commitment in Polish business organisations is increasing. Our study presents the findings of unique quantitative research related to the phenomenon of organisational cynicism and organisational commitment within Polish and Lithuanian organisations. Moreover, it provides new knowledge that explains the relationships between phenomena such as organisational cynicism and organisational commitment, thus constituting substantial added value.
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Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
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The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
Keywords: Organisational peace, school, Turkey.
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Mahendiren, Dinesh Babu, and Bijay Prasad Kushwaha. "Impact of Leadership Style and Perceived Organizational Support on the Organizational Citizenship Behaviour of Librarians in Indian Universities." Indian Journal of Information Sources and Services 13, no. 2 (November 14, 2023): 22–29. http://dx.doi.org/10.51983/ijiss-2023.13.2.3783.
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This paper aims to analyse the Organizational Citizenship Behaviour (OCB) of librarian employees in Indian university. Further, with the support of the organization and the transformational leadership style (TL) how the employee perceives their values and replicate them in the organization. This study reveals the influence of the social exchange theory on employee reciprocity and behaviour. Transformational leadership enhance the citizenship behaviour of librarian in the university and the employee perceive that the organizational support (POS) their initiation and decision they reciprocally show their citizenship behaviour. The data was received from 121 university librarians at an Indian institution. To analyse the structural relationships in the study framework, a partial least squares approach was employed. The findings show that TL has a positive impact on organisational citizenship behaviour, and POS mediates the impact of organisational citizenship and transformational leadership. Furthermore, when organisations and leaders encourage and value their employees’ efforts, the employee exhibit citizenship behaviours in the organisation. The theoretical and practical implications are discussed.
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Abraham, Jovita Elizabeth, Donald Crestofel Lantu, and Say Keat Ooi. "ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL." International Journal of Education, Psychology and Counseling 7, no. 47 (September 1, 2022): 137–47. http://dx.doi.org/10.35631/ijepc.747013.
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Research found that it is common for non-profit organisation to be strongly led, yet under-managed, which is shown through the existence of ineffective organisational practices. According to Service Chain Model, ineffective organisational practices affect employee satisfaction and commitment that subsequently influencing employees’ retention and employees’ behaviour. A low employee satisfaction and commitment could unfavourably affect quality of service provided, customer satisfaction and loyalty, and eventually affecting organisational growth. Based on this underpinning problem, this case study aims to demonstrate the relationship between ineffective organisational practices and employee’s satisfaction and commitment. Additionally, this paper demonstrates methodological process in identifying ineffective organisational practices using McKinsey 7S Model. Overall, knowing organisation’s ineffective elements can help the organisation to plan the required improvement plans.
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Okigbo, O. N., I. Saidu, W. A. Ola-Awo, and A. D. Adamu. "Organisational Characteristics as a Catalyst for Effective Performance of Nigerian Construction Organisations." Environmental Technology and Science Journal 13, no. 2 (February 25, 2023): 53–59. http://dx.doi.org/10.4314/etsj.v13i2.6.
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Organisational characteristics are distinctive features of an organisation that enable it to perform its statutory roles. It has a lot of influences on organisational performance but less study has indicated the role it plays in improving the performances of organisations. This study appraised different types of organisation characteristics in the Nigerian construction industry and their roles in improving the performances of organisations. In achieving the aim of the study 366 questionnaires were distributed purposefully to management members of construction organisations practising in Abuja who are members of the federation of the construction industry (FOCI). 310 of the questionnaires that were distributed were retrieved, this represented an 82% of response rate. A hypothesis was formulated and tested using multiple regression analysis. Each type of the characteristic form a model equation, the p-values of all the models were 0.000 and The model's result showed that management style, decision making style, organisational culture, organisation effectiveness, organisation efficiency, behaviour and structure have a predictive value of 26%, 45% 20%, 34%. 14%, 54%, and 44% respectively, indicated that all types of characteristics used in the study significantly affect organisational performance. Putting special attention on them by the management of the organisation will significantly improve its performance. The study recommended that organisations in the Nigerian construction industry pay more attention to the identified types of organisational characteristics in order to achieve effective performance.
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Diedericks, E., and S. Rothmann. "Flourishing of information technology professionals: Effects on individual and organisational outcomes." South African Journal of Business Management 45, no. 1 (March 31, 2014): 27–41. http://dx.doi.org/10.4102/sajbm.v45i1.115.
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The aim of this study was to investigate the relationship between flourishing and individual and organisational outcomes, including job satisfaction, organisational commitment, organisational citizenship behaviour, turnover intention andcounterproductive behaviour. A convenience sample (N = 205) was taken of employees in information technology organisations in South Africa. A biographical questionnaire, the Mental Health Continuum Short Form, Job Satisfaction Scale, Organisational Commitment Scale, Turnover Intention Scale, Organisational Citizenship Behaviour Scale and a Counterproductive Behaviour Scale were administered. Flourishing affected job satisfaction, organisational commitment, organisational citizenship behaviour and organisational commitment directly and indirectly. Job satisfaction had strong direct effects on organisational commitment (positive) and turnover intention (negative), and a moderate negative effect on counterproductive work behaviour. Flourishing affected turnover intention indirectly and negatively via organisational commitment.
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Olckers, Chantal, Marieta du Plessis, and Riandi Casaleggio. "Authentic leadership, organisational citizenship behaviours, and intention to quit: the indirect effect of psychological ownership." South African Journal of Psychology 50, no. 3 (December 26, 2019): 371–84. http://dx.doi.org/10.1177/0081246319891658.
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The aim of this study was to explore the influence of perceived authentic leadership on followers’ citizenship behaviour and their intention to quit their jobs, and to examine the indirect effect of psychological ownership in the relevant relationships. The study used a cross-sectional survey design to gather data from a sample of South African service industry employees ( N = 384). It employed structural equation modelling to test the hypotheses formulated. The study found that psychological ownership indirectly affected the relationship between authentic leadership and employees’ organisational citizenship behaviour and intention to quit. This study enables organisations to gain a better understanding of how a contextual resource such as authentic leadership behaviours can influence followers’ organisational citizenship and intention to quit through increasing feelings of ownership of the organisation.
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Deshwal, Vivek, and Mohd Ashraf Ali. "Applicability of Various Dimensions of Transformational Leadership in Organisational Change and Organisational Transformation." Shanlax International Journal of Management 10, no. 3 (January 1, 2023): 18–24. http://dx.doi.org/10.34293/management.v10i3.5827.
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Transformation is indispensable and there is no escape from it in today’s insecure and complex corporate world. It is the only way to save the organisation from wiping out of the race of survival. The uncontrollable factors are ever-changing and directly affect the earning capacity of the business. These adjustments bring opportunities and threats simultaneously and those organisations which can adjust themselves as per the situation lead towards the verge of success. Transformational leadership plays a vital role in this transformation phase. Its various dimensions have a direct impact on the behaviour of employees. The present study reflects the applicability of transformational leadership and its multiple dimensions on organisational change and organisational transformation. It is concluded that for a successful transition in organisations, the dimensions of transformational leadership play a vital role. Thus, it is impact ful in reducing the reluctant behaviour of employees towards transition.
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Alias, Mazni, Chew Kok Wai, Zauwiyah Ahmad, and Abdul Mutalib Azim. "Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?" International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 960. http://dx.doi.org/10.14419/ijet.v7i4.38.27617.
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This study aims to develop a theoretical model of the determinants of workplace deviant behaviour among Malaysia hotel employees. From our extensive reviews, we found that organisational-related factors are potential in predicting hotel employee’s deviant behaviour. We established that organisational justice, trust in management, work autonomy, organisational constraint and organisational ethical climate as the organisational-related factors potential to influence deviant behaviour. Practical involvements of HR professionals were recommended to support organisation in eradicating deviant behaviour at workplace.
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Mayuri-Ramos, Elizabeth, Angel Gabriel Melendez-Villanueva, Yuri Vanessa Conde-Beltran, Woendy Peralta-Ugaz, and Franklin Cordova-Buiza. "Factors of job satisfaction that influence organisational behavior: A correlational analysis in event companies." International Conference on Tourism Research 6, no. 1 (May 26, 2023): 186–93. http://dx.doi.org/10.34190/ictr.6.1.1115.
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Organising an event is a process that integrates agents from various tourism sectors such as restaurants, hotels, travel agencies and transportation companies; and as in any organisation, it requires an adequate management of its human resources. Organisational behavior defines the way in which people act in the organisation and the impacts it generates; the key to a company's success is to generate a solid organisational culture that allows a positive organisational behavior within the company and that achieves that the collaborators provide greater productivity and profitability to the company. The purpose of this research is to determine the relationship between organisational behaviour and job satisfaction in a company that organises events in Lima, capital of Peru. The research has a correlational, cross-sectional and non-experimental design; the sample consisted of 20 employees, the type of sampling was census and the technique used was the survey. The data was processed and analysed by the SPSS program, using descriptive and inferential statistics. The results show that 55% of the collaborators indicate that there is a good organisational climate in the company, which is reflected in the behaviour of the workers; also, 50% have a high level of job satisfaction in the organisation where they work. A correlation level of 0.976 and sig = 0.00 < 0.05 were obtained as a result, showing the correlation between the variables. It is concluded that organisational behaviour maintains a direct and significant relationship with job satisfaction in the study group.
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Wäistö, Pia, Juhani Ukko, and Tero Rantala. "Workspace in supporting strategy implementation – a study of 25 knowledge-intensive organisations." Facilities 42, no. 15/16 (March 25, 2024): 53–69. http://dx.doi.org/10.1108/f-07-2023-0060.
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Purpose Organisational strategy becomes reality by connecting organisation’s resources and capabilities in daily operations, and physical workspace is one of the environments in which this takes place. This study aims to explore to what extent factors required for successful strategy implementation are considered when designing, using and managing workspaces of knowledge-intensive organisations. Design/methodology/approach For the study, managers in 25 large and medium-sized knowledge-intensive organisations were interviewed. The semi-structured interviews focused on organisation’s strategy, strategy implementation practices and workspace design and management. To form a comprehensive framework of strategy implementation success factors for the study, the factors of 11 frameworks were analysed, grouped and renamed. Findings Current workspace design, usage and management mainly support human-related strategy implementation factors. However, both organisation- and human-related factors are needed for the strategy implementation to be successful. Therefore, the organisations studied may have unused potential in their workspaces to ensure strategy-aligned operations and behaviour. Practical implications Due to the potential imbalance between organisation- and human-related strategy implementation factors, a more holistic, organisational-level approach to workspace design, usage and management is recommended to ensure the success of strategy implementation. Originality/value Workspaces have extensively been studied from individual strategy implementation factors’ as well as employees’ perspectives. Prior to this work, there are only few studies exploring workspace in the holistic, strategy implementation context.
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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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Bala, Danladi, Nocha Danlami Gajere, Emmanuel Adamu Ali, and Muhammad Musa Abubakar. "Effect of Diversity Management on Organizational Citizenship Behaviour: The Moderating Role of Perceived Organisational Justice." Gusau International Journal of Management and Social Sciences 6, no. 3 (October 23, 2023): 65–89. http://dx.doi.org/10.57233/gijmss.v6i3.4.
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Record has established that there is issue of organisational citizenship behaviour in public health service sector in Taraba State which has affected the functionality of the sector. It is on this note that this study examined the moderating role of perceived organisational justice on the relationship between diversity management and organisational citizenship behavior in public hospital. The study used cross sectional research design and the instrument for collecting data is via questionnaires with the help of research assistants, the population of the study is 1900 and the actual sample for data analysis is 315. The result of the analysis has proven that, individual diversity management has no significant effect on employee organisational citizenship behavior both on direct and on an interacting relationship. However, organisation diversity management has a positive and significant effect on citizenship behaviour both on direct and indirect relationship respectively. Base on the findings of the study it was recommended that management and stakeholders of public health care sector should take both individual and organisation diversity into due consideration at all levels of health sector, so as to motivate employee of this sector to engage on positive behavior such as organisational citizenship behavior which will in turn improve the performance of this sector as a whole.
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Ji, Yunho, and Hyun Joong Yoon. "The Effect of Servant Leadership on Self-Efficacy and Innovative Behaviour: Verification of the Moderated Mediating Effect of Vocational Calling." Administrative Sciences 11, no. 2 (April 8, 2021): 39. http://dx.doi.org/10.3390/admsci11020039.
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This study aimed to verify the impact of servant leadership on innovative behaviour in non-governmental organisations (NGOs). It particularly investigated the role of a mediator for self-efficacy in the relationship between servant leadership and innovative behaviour. This study defined the organisational psychology-behaviour mechanism in non-profit organisations by verifying the moderated mediating effect of vocational calling in the relationship between servant leadership, self-efficacy, and innovative behaviour. The 174 pilot samples used in this study comprised community service participants in NGOs. The analysis verified the hypothesis set through causal correlations among four variables using regression analysis and the PROCESS macro developed by Hayes. Vocational calling played a moderating role in the relationship between servant leadership and self-efficacy, and vocational calling had a conditional effect on the impact of servant leadership on innovative behaviour through self-efficacy. Meanwhile, self-efficacy fully mediated servant leadership and innovative behaviour. Based on the verification of the mechanism of organisational psychology-action, this study sought ways to develop the organisation of NGOs and improve the working environment.
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Syaebani, Muhammad, Annisa Merdekawati, Monica Devina, and Dindha Primadini. "Political Behaviours of Internal Auditors in the Indonesian Public Organisation." IJHCM (International Journal of Human Capital Management) 5, no. 1 (May 31, 2021): 80–90. http://dx.doi.org/10.21009/ijhcm.05.01.7.
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Political behaviours are common in a workplace, including in a public organisation. However, political behaviours are like a double-edged sword. They could support the management, but on the other hand, they could also turn into a negative side which generates some drawbacks and inhibits the effectiveness of management. This research focuses on types, causes, impacts, and solutions of internal auditors’ political behaviours. We used the phenomenological methodology and qualitative approach. Interviews were conducted with ten auditors from various backgrounds to ensure the validity of the findings. This research revealed four main conclusions. First, there are two types of political behaviour, namely defensive political behaviour and impressive management. Second, the causes of political behaviour are individual and organisational. Third, the political behaviour could impact intrapersonal auditors, interpersonal relationship, and organisation as a whole. Fourth, this research indicates solutions to encounter the problems by improving the human resource system and organisational culture.
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Gilani, Hasan. "Corporate brand identity and employee brand citizenship behaviour: A conceptual framework." Marketing Review 19, no. 1 (November 29, 2019): 51–84. http://dx.doi.org/10.1362/146934719x15633618140783.
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This research paper aims to explore and identify the impact of corporate identity on brand citizenship behaviour within retail organisations. The study analyses the influence of corporate identity of an organisation, and more particularly on the employees' desire to engage in brand supporting behaviours. Relationships were identified between corporate identity, internal communication and composites of employee perception of corporate identity - resulting as determining influences on employee behaviour intentions. These relationships are presented as a conceptual model that depicts the influence of corporate identity on employee brand citizenship behaviours. The study makes contributions to the employee branding, services marketing, and organisational citizenship literature, but its main contribution is to extend the corporate identity literature into a new area of employee behaviour through internal communication.
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Yuryna Connolly, Lena, Michael Lang, John Gathegi, and Doug J. Tygar. "Organisational culture, procedural countermeasures, and employee security behaviour." Information & Computer Security 25, no. 2 (June 12, 2017): 118–36. http://dx.doi.org/10.1108/ics-03-2017-0013.
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Purpose This paper provides new insights about security behaviour in selected US and Irish organisations by investigating how organisational culture and procedural security countermeasures tend to influence employee security actions. An increasing number of information security breaches in organisations presents a serious threat to the confidentiality of personal and commercially sensitive data. While recent research shows that humans are the weakest link in the security chain and the root cause of a great portion of security breaches, the extant security literature tends to focus on technical issues. Design/methodology/approach This paper builds on general deterrence theory and prior organisational culture literature. The methodology adapted for this study draws on the analytical grounded theory approach employing a constant comparative method. Findings This paper demonstrates that procedural security countermeasures and organisational culture tend to affect security behaviour in organisational settings. Research limitations/implications This paper fills the void in information security research and takes its place among the very few studies that focus on behavioural as opposed to technical issues. Practical implications This paper highlights the important role of procedural security countermeasures, information security awareness and organisational culture in managing illicit behaviour of employees. Originality/value This study extends general deterrence theory in a novel way by including information security awareness in the research model and by investigating both negative and positive behaviours.
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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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De Clercq, Dirk, Inam Ul Haq, and Muhammad Umer Azeem. "Why happy employees help." Personnel Review 48, no. 4 (June 4, 2019): 1001–21. http://dx.doi.org/10.1108/pr-02-2018-0052.
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Purpose Drawing from conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ job satisfaction and helping behaviour, and, particularly, how it may be moderated by two personal resources (work meaningfulness and collectivistic orientation) and one organisational resource (organisational support). Design/methodology/approach Quantitative data were collected from a survey administered to employees and their supervisors in a Pakistani-based organisation. Findings The usefulness of job satisfaction for stimulating helping behaviour is greater when employees believe that their work activities are meaningful, emphasise collective over individual interests, and believe that their employer cares for their well-being. Practical implications The results inform organisations about the circumstances in which they can best leverage employees’ positive job energy, which arises from their job satisfaction, to encourage their voluntary assistance of other organisational members. Originality/value This study extends research on positive work behaviours by examining the concurrent roles that job satisfaction and several contingent factors play in promoting employee helping behaviour. In particular, it highlights the invigorating effects of these factors on the usefulness of the enthusiasm that employees feel about their job situation for increasing their willingness to extend help to other members, on a voluntary basis.
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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.
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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
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Kożuch, Barbara. "The Concept of Public Trust-Based Leadership – An Outline." Journal of Intercultural Management 15, no. 4 (December 1, 2023): 225–48. http://dx.doi.org/10.2478/joim-2023-0024.
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Abstract Objective The issue of trust in leading public organisations continues to inspire growing confidence among management researchers and practitioners. The characteristics and organisational behaviour of leaders are analysed from various angles. The subject of the research is one of the newer approaches, namely trustbased leadership (TBL). The aim of this paper is to identify characteristics and the roles of public trust-based leadership (PTBL). This is the type of leadership that most fully incorporates trust as the basis of organisational behaviour in vertical and horizontal relationships and consequently as organisational cooperation. Methodology The primary methods used in this article are a critical review of research on organisational trust, leadership and public trust contained in the academic literature and in surveys of trust in leadership conducted in recent years by consultancies and made available on line. Findings The study confirmed that an inalienable role of leaders is to shape their own organisational credibility in both internal and external relations. Achieving a high level of this credibility allows to earn trust. Value Added Demonstrating that a key differentiator of the trust-based leadership concept is that TBL is centring trust-based relationships throughout the entire organisation. Recommendations Further research on trust-based public leadership should support its presence in contemporary organisations.
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Kapoor, Shivani. "Understanding Organisational Behaviour." Review of Professional Management- A Journal of New Delhi Institute of Management 6, no. 2 (December 1, 2008): 114. http://dx.doi.org/10.20968/rpm/2008/v6/i2/100965.
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Verster, R. "influence of organisational climate on communication in organisations." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 42–49. http://dx.doi.org/10.36615/jcsa.v3i2.2152.
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The situation/environment in which a person finds himself, influences his behaviour - also his "communication" behaviour. A large part of this situation/environment in the organisational setting is accounted for by the organisational climate which is established and maintained in the particular organisation. In this paper the term organisational climate is defined and from the vast body of literature that exists on the topic, some common characteristics are emphasised. A model of organisational climate is presented, showing the components of organisational climate and their interaction and interrelatedness and how it affects communication in the organisation. The characteristics of a sound organisational climate will be stressed and reference will be made to some research in this field in the South African industry.
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Charoenporn, Chuleerat. "Human welfare organisational behaviour: A perspective for the early childhood education services." Corporate Governance and Organizational Behavior Review 7, no. 4, special issue (2023): 289–98. http://dx.doi.org/10.22495/cgobrv7i4sip7.
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Early childhood care and education (ECCE) have received increased attention in recent years, as this formative period has a significant impact on children’s development (Kim, 2021). Effective human welfare organisational behaviour can improve the organisation’s reputation, and contribute to the community’s overall social and economic development (Veltmeyer & Rushton, 2011). This study explains human welfare organisational behaviour in the early childhood education service. A qualitative approach was employed, and a documentary method was used. In-depth interviews were conducted with ten early childhood development experts and academics in Thailand. The data were analysed using content analysis. The findings indicate that human welfare organisational behaviour in early childhood education services in Asia encompasses the attitudes and practices of organisations involved in providing education and care to children. This perspective focuses on fostering supportive environments that promote the well-being of children, families, and educators, while also ensuring the quality of educational services. Key elements of this viewpoint include prioritising the child’s needs, promoting positive relationships, creating a safe and inclusive environment, and valuing the contributions of all stakeholders. Effective human welfare organisational behaviour in the early childhood education sector has the potential to enhance children’s outcomes and contribute to the long-term development of Asia.
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Owen, Frank. "Refugia: islands of social awareness in disrupted earth systems." Organisational and Social Dynamics 23, no. 1 (July 14, 2023): 110–30. http://dx.doi.org/10.33212/osd.v23n1.2023.110.
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An organisational leader's evolving mindset at times of significant systemic disruption frequently determines the quality and efficacy of the organisation's response to dramatic change. This article describes patterns of conscious and unconscious thinking, emotion, and containment in a group of business leaders during a disruptive earth system trauma. The context is the Christchurch, New Zealand earthquakes of 2010 through 2014 and the critical incident narratives that inform the mental stance leaders assumed with their organisations. There has been little research on leaders' evolving mental stance or how they "show up" in traumatic times, in terms of the practices and behaviours they exhibit, and how these in turn manifest as containing environments within disrupted systems. I call these environments "islands of social awareness". Within these refugia, the organisation, with its collective sense-making potential and action optionality, cooperates on the critical tasks of survival, human connection, and activation of resilience. I propose that turbulent social unconscious processes and the leader response to consequent emotional arousal ultimately underlie leaders' motivation and behaviour in times of disruption. These same perspectives may be applied to other complex earth mega-system crises, informing organisational preparedness for extraordinary events.
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Adisa, Toyin Ajibade, Fang Lee Cooke, and Vanessa Iwowo. "Mind your attitude: the impact of patriarchy on women’s workplace behaviour." Career Development International 25, no. 2 (December 6, 2019): 146–64. http://dx.doi.org/10.1108/cdi-07-2019-0183.
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Purpose By conceptualising patriarchy in the workplace as a social situation, the purpose of this paper is to examine the prevalence of patriarchal attitudes and their impact on women’s workplace behaviour among Nigerian organisations. Design/methodology/approach The study uses a qualitative research approach, drawing on data from 32 semi-structured interviews with female employees and managers in two high-street banks in Nigeria. Findings The study finds that patriarchy shapes women’s behaviour in ways that undermine their performance and organisational citizenship behaviour (OCB). Furthermore, the study finds that patriarchal attitudes, often practised at home, are frequently transferred to organisational settings. This transference affects women’s workplace behaviour and maintains men’s (self-perceived) superior status quo, whereby women are dominated, discriminated against and permanently placed in inferior positions. Research limitations/implications The extent to which the findings of this research can be generalised is constrained by the limited sample and scope of the research. Practical implications The challenges posed by the strong patriarchy on women’s workplace behaviour are real and complex, and organisations must address them in order to create a fairer workplace in which employees can thrive. It is therefore essential for organisations to examine periodically their culture to ensure that all employees, regardless of gender, are involved in the organisation’s affairs. Furthermore, organisations need to help women become more proactive in combating patriarchal behaviour, which often affects their performance and OCB. This requires organisations to affirm consistently their equal opportunities, equal rights and equal treatment policies. It is essential that organisations take this problem seriously by attaching due penalty to gender discrimination, as this will go a long way in ensuring positive outcomes for women and providing a fairer workplace. Originality/value This study provides empirical evidence that a more egalitarian work environment (in Nigerian banking) will result in improved performance from female employees and organisations. It calls for greater policy and organisational interventions to create a more inclusive work environment and an equal society.
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Roberts, Barbara, and Mark Toleman. "One-Size E-Business Adoption Model Does Not Fit All." Journal of Theoretical and Applied Electronic Commerce Research 2, no. 3 (December 1, 2007): 49–61. http://dx.doi.org/10.3390/jtaer2030021.
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This empirical study of organisational e-business adoption, utilising both qualitative and quantitative data collection methods, examines four major factors influencing adoption in multiple e-business process domains. Support is found for the proposition that factors influencing e-business adoption behaviour have different levels of impact across different e-business process domains. Different combinations of factors influence different ebusiness processes and for the most part this occurs independently of organisation size/resource capacity. For example, governments and powerful supply chain organisations have strong influence over some organisational e-business strategy. In particular, e-government influence is strong with regard to use of e-mail and external web sites due to government’s legislative and regulatory compliance power. However, government influence is weak with regard to operation of an organisation’s own web sites. A conceptual model of antecedents and performance outcomes of e-business adoption is modified to take account of findings from this study.
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Koomson, Samuel. "Effect of Organisational Commitment in Psychological Contract Breach-Organisational Citizenship Behaviour Bond among Medical Doctors." International Journal of Scientific Research and Management 8, no. 04 (April 13, 2020): 369–76. http://dx.doi.org/10.18535/ijsrm/v8i04.sh01.
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Medical doctors are responsible for leading the care of patients. They are perhaps the most valuable assets of healthcare organisations. Yet, indications signal that medical doctors operating in the Upper East and West Regions of Ghana are bedevilled with severe breaches in their psychological contract, which could probably result in low commitment to their organisation and subsequently, stifle their tendency to be good organisational citizens. The study therefore investigated the interceding effect of organisational commitment in the nexus between psychological contract breach and organisational citizenship behaviour among medical doctors in the Upper East and Upper West Regions of Ghana. 214 medical doctors participated in the study. A validated, semi-structured and self-administered questionnaire was employed. The data collected was subjected to Kaiser-Meyer-Olkin measure of sampling adequacy and Bartlett test of sphericity, as well as reliability and validity tests. Mediating effect was conducted. Control variables were sex, age, employment type and tenure. Significant level was set at 5%. Partial-least squares structural equation modelling was used to analyse the data, with the help of Smart PLS 3.0M.3 software. Consistent with expectations, organisational commitment partially mediated the association between psychological contract breach and organisational citizenship behaviour among medical doctors working in these two regions. The study therefore settled that organisational commitment lessened the effect of a psychological contract breach on the medical doctors’ tendency to be bad organisational citizens. The study therefore recommends managers of Ghana Health Service to consider improving the level of organisational commitment among the medical doctors.
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Glebovskiy, Alexander. "Inherent criminogenesis in business organisations." Journal of Financial Crime 26, no. 2 (April 1, 2019): 432–46. http://dx.doi.org/10.1108/jfc-01-2018-0010.
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Purpose This paper aims to discuss criminogenic elements and processes inherently presented in business organisations that affect the emergence of crime committed in or by business organisations. Design/methodology/approach This conceptual paper, based on relevant literature regarding a range of crime-coercive and crime-facilitative elements and forces that promote corporate crime, considers business organisations as a cogent unit of analysis to discuss the causation and origin of corporate crime. Findings Business organisations are, per se, criminogenic, i.e. companies are latently prone to committing crime, but are not necessarily criminal. By seeking to achieve commercial goals, companies can unintentionally create an atmosphere that invites crimes and unethical conduct. Organisational criminality is not primarily influenced by deviance in individual behaviour, but is a product of the organisation’s criminogenic settings and environment. Criminal activity arises from contact with criminogenic systems and employees’ adaption to organisational behaviours that do not meet the highest ethical and moral standards. Research limitations/implications This is a theoretical analysis, lacking empirical research. Practical implications This study can help anti-fraud and compliance practitioners to develop anti-fraud strategies to prevent corporate crime at its source and further discussion on the causes of corporate misconduct and progresses the debate on the sources of illegal and unethical behaviour displayed in, and by, business organisations. Originality/value This paper highlights intrinsic features of business organisations that influence companies and employees to engage in illegal activities, malpractice and unethical behaviour and provides a conceptual framework and insights into the realm of inherent criminogenesis within business organisations and how this is shaped by organisations themselves.
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Saoula, Oussama, Muhammad Fareed, Saiful Azizi Ismail, Nurul Sharniza Husin, and Rawiyah Abd Hamid. "A Conceptualization of the Effect of Organisational Justice on Turnover Intention: The Mediating Role of Organisational Citizenship Behaviour." International Journal of Financial Research 10, no. 5 (June 10, 2019): 327. http://dx.doi.org/10.5430/ijfr.v10n5p327.
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Considering employees are the ultimate valuable assets, most companies nowadays give lots of effort and capitalise vital resources to preserve them. The turnover of those employees will affect the achievement of the organisations’ goals as well as the maintaining of the competitive advantage. Therefore, it is imperative to call for more studies to understand the factors affecting this phenomenon in different settings and contexts of research, particularly in the non-western perspectives such as Malaysia who is facing big challenges toward the employees’ turnover in many sectors. Therefore, the drive of this paper is to examine the relationship between organisational justice (OJ), organisational citizenship behaviour (OCB) (benefiting the individual OCB-I and benefiting the organisation OCB-O) and turnover intention (TI). Consequently, this study proposed framework to study the effect of organisational justice on turnover intention via the mediation role of organisational citizenship behaviour (OCB-I, OCB-O). Also, the direct impact between the variables has been discussed. Hence this paper is expected to fill the research gap and contribute to the body of knowledge in this area of research.
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Ayinde, Adeboye Titus, and A. A. Oladoyinbo. "Work Value and Occupational Hazard as Correlates of Organisational Citizenship Behaviour Among Employees of International Brewery Plc. Ilesa, Nigeria." European Scientific Journal, ESJ 12, no. 29 (October 31, 2016): 156. http://dx.doi.org/10.19044/esj.2016.v12n29p156.
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The importance of organisational citizenship behaviour can never be over emphasised in organisation striving for competitive advantage. Thus, this study examined employees’ organisational citizenship behaviour in relation to factors such as perceived work value, occupational hazard and the combined influence of both factors on organisational citizenship behaviour among employees of International Brewery Plc, Ilesa, Osun State. This is with a view to determining factors that influence organisational citizenship behaviour among workers. Primary data were used for the study. The data were collected from the 269 respondents, which cut across eleven departments: Production, Distribution, Technical, Commercial, Research and Development, Security, Management Information, Quality Assurance, Human Resource, Personnel, Accounting and Audit and Financial department using stratified random sampling technique. Three standardized Psychological Scales were used in the study. These were the Work Value Facet of Personal Life Value Questionnaire (WVFPLV), Organisational Safety Climate Scale (OSCS), Organisational Citizenship Behaviour Checklist (OCB-C). Data collected were analyzed using the appropriate descriptive statistics and inferential statistics. Results showed a significant relationship between work value and organisational citizenship behaviour among employees of International Brewery Plc, Ilesa {r (267)=0.350), P 0.05}. The study concluded that work value has and occupational hazard jointly determined organisational citizenship behaviour.
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Mahmud, Luqman, Ahmad Nizan Mat Noor, and Shaiful Annuar Khalid. "Factors Affecting Environmental Organizational Citizenship Behavior." Social and Management Research Journal 20, no. 1 (March 31, 2023): 1–20. http://dx.doi.org/10.24191/smrj.v20i1.21856.
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Organisational Citizenship Behaviours directed towards the environment or can be called as Environmental Organisational Citizenship Behaviour (OCBE) is an individual engaging in voluntary and unrewarded environmental actions that go beyond their requirements. In order to lead individual in ecologically friendly behaviour, there are few values that need to be tested. The researcher used only three factors which are environmental concern, perceived organisational support and affective commitment. This study was conducted among the employees at Ministry of Work to identify whether these values have any significant influence with the OCBE in impacting the organisation to comply with the new environmental regulation in reducing negative environmental impacts. This is to help the organisation to address the needs that helps them to identify the possible factors that can influence the OCBE of the employees who works in their organisation. In this study, 200 questionnaires was distributed to the management sectors employee in the Ministry of Works. The researcher conducted reliability analysis, Pearson correlation analysis and multiple regression analysis in order to test the hypothesis. The finding results confirmed only one variable which was perceived organisational support that significantly influenced OCBE.
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Nacife, Jean Marc, Kennedy de Araújo Barbosa, and Estela Najberg. "Bibliometric analysis of Organisational Behaviour." International Journal for Innovation Education and Research 9, no. 10 (October 1, 2021): 357–69. http://dx.doi.org/10.31686/ijier.vol9.iss10.3459.
Full textAbstract:
This study aims to investigate the theoretical contributions on organisational behaviour and meritocracy. The methodology used involved exploratory analysis, based on bibliometric research. The data were extracted from the Scopus and Web of Science journal databases, accessed through the journals portal of the Coordination for the Improvement of Higher Education Personnel (CAPES) and through the restricted access of the Federated Academic Community (Café) of the Instituto Federal Goiano (IF Goiano). The result obtained indicated the combination of the search terms, "organisational behaviour and merit". (Scopus and Web of Science). It was used as technical support, a set of open source solutions, R software, with techniques for filtering duplicate and non-pertinent publications, totaling 63 articles, ranging from the years 2015 to June 2021. It is clear that there is a concentration of terms reporting on public educational organisations, which focus on issues about performance and the positive effects of human behaviour. Finally, it was identified that the term merit is closer to contexts involving perspectives, gender, and market, while meritocracy subsidizes studies that address organisational social inequality and human resource management.