Academic literature on the topic 'Organisational psychology'
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Journal articles on the topic "Organisational psychology"
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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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Bracher, David, and Peter Hingley. "Ethical maturity and organisational health: Some implications for educational psychology services." Educational and Child Psychology 19, no. 1 (2002): 81–96. http://dx.doi.org/10.53841/bpsecp.2002.19.1.81.
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AbstractThis paper explores the relationship between the development of organisational ethical maturity (OEM) and the process of becoming a “learning organisation”, for any organisation such as an educational psychology service or a local education authority. Organisations and agencies do not spring up as fully developed entities; rather they can be seen to gradually evolve in a dynamic way. This article attempts to trace this evolution through a consideration of the concept of the learning organisation and the development of a model of OEM. In addition, it explores the professional implications of the various stages of ethical development, and finally suggests mechanisms by which an organisation might move effectively towards transformation and a more developed ethical stance. To aid this process the authors have created an “agency awareness checklist”, which focuses upon four facets of agency function – commitment, direction, monitoring and professional training and support – and some ideas for checking to see if the organisation is open to learning. The authors believe that it is crucial to raise the profile of the issue of agency maturity/organisational health within the context of educational psychology services. If an agency or profession cannot examine, regulate and enhance its own ethical maturity/health, can it be entrusted to manage the psychological wellbeing of its clients?
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Bell, Sandra. "Organisational resilience: a matter of organisational life and death." Continuity & Resilience Review 1, no. 1 (August 29, 2019): 5–16. http://dx.doi.org/10.1108/crr-01-2019-0002.
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Purpose Being resilient in the face of risks that have the ability to negatively impact the strategic objectives, reputation or existence of the organisation is now not just an interesting concept but a matter of organisational life and death in many industries. However, very few businesses go beyond simply implementing measures to defend their competitive advantage in the face of market changes and business continuity capabilities to be able to survive operational disruptions. The paper aims to discuss these issues. Design/methodology/approach This paper uses real-life examples to explore some of the main issues associated with organisational resilience that are observed in the business and management literature. The aim is being able to demonstrate some of the practical reasons why organisational resilience is so hard to implement and what can be done to make it easier. Findings Organisational resilience is a business outcome and, as such, requires a holistic and adaptive management approach. This is theoretically straightforward as organisations are used to working together towards business outcomes. However, in practice three main issues generally thwart resilience-building activities: different professional groups within organisations anchor their understanding of resilience based on related interpretations such as psychology, ecology, economics, engineering, etc., which leads to internal conflict; there is often a widespread belief (or hope) that static goals and objectives will work in a dynamic environment; and flawed risk perceptions hamper organisation-wide situational awareness. Practical implications Faced with these issues, it is easy to understand why resilience activities are frequently limited to the tactical things that can be put in place to protect the organisation and its assets against acute shocks. However, as the risk landscape becomes ever more complex and uncertain such a defensive approach will only increase the vulnerability of organisations. Originality/value However, there are some straightforward and practical steps that organisations can take to break down internal barriers and promote a more collegiate approach to organisational resilience. An approach that is not only more efficient in terms of the management of risk but is also more cost effective and has a positive impact on culture, brand and reputation.
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Fennimore, Anne K. "Munchausen syndrome by proxy: perpetual organisational illness and therapy." International Journal of Organizational Analysis 25, no. 1 (March 13, 2017): 62–79. http://dx.doi.org/10.1108/ijoa-01-2016-0964.
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Purpose This paper aims to adapt the medical phenomenon of Munchausen syndrome by proxy (MSBP) to an organisational context. Specifically, MSBP serves as a novel metaphor to describe the tendency for the organisation and the leader to perpetuate cycles of illness and therapy. Design/methodology/approach A conceptual metaphor is proposed based on the clinical description of MSBP. A perpetual feedback model emphasises a constant cycle of illness and therapy among leaders and organisations, often fabricated by a narcissist through destructive management. Findings The metaphor presented suggests that the role of deception is important for understanding why therapeutic approaches are often unnecessary, highly disruptive and administered by a destructive leader who possesses the power to alienate or dismiss non-corroborative organisational members. The implications of continuously passing illness between the leader and the organisation are a state of organisational disequilibrium and the manufacture of depersonalised, ill members. Originality/value This conceptual paper adds to the growing body of literature on behavioural strategy and contributes to the fields of organisational psychology, organisational analysis, management and employee relations.
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Bisogni, Felice, Francesca Dolcetti, and Stefano Pirrotta. "Emotional textual analysis as a semiotic action–research method to work with emotions within organisations." Twentieth Anniversary Special Issue 21, no. 1 (June 30, 2021): 152–70. http://dx.doi.org/10.33212/osd.v21n1.2021.152.
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This article aims to contribute to the special issue for the twentieth anniversary of the Organisational and Social Dynamics journal presenting a semiotic action–research method called emotional textual analysis (ETA). ETA, developed in Italy by the Studio of Psychosociology and the Chair of Clinical Psychology at Sapienza University of Rome, is an explorative abductive method that consents to analyse how the organisation symbolically interacts with its context. In ETA methodology the interdependence between the organisational system and the client system is considered as the product of socially shared emotional cultures. This article describes the theoretical and methodological foundation of the ETA method and presents the results of a recent action–research project carried out by the authors within a National Health System organisation. In the conclusion, the added value of using ETA to work with organisations facing contextual changes in the current historical period is discussed.
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Simonsen, Anne Hege, and Jon Petter Evensen. "Crisis, What Crisis?" Nordicom Review 38, s2 (November 28, 2017): 87–102. http://dx.doi.org/10.1515/nor-2017-0416.
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Abstract As in most countries, Norwegian and Danish media houses struggle to adjust to new technological, economic and political realities. Photo departments have seen their budgets cut and people have been let go. It looks, however, as if the organisational response to the crisis is more nuanced than it may seem at first glance. We have examined three media organisations, with a reputation for an above average interest in photojournalism, through the filter of organisational psychology. By looking at the conjunction between organisational culture, the present climate, and what we may call visual editorial competence, which relates to a photo department’s relative power within the organisation, we try to shed some light on when and why photo departments are able to implement their own crisis management and thus influence their own situation. Our findings suggest that photo departments with a strong culture are more resilient to a climate marked by disruptive change. The overall visual editorial competence does, however, impact their manoeuvring space within the organisation.
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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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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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Lai, Yi-Ling, and Stephen Palmer. "Psychology in executive coaching: an integrated literature review." Journal of Work-Applied Management 11, no. 2 (September 2, 2019): 143–64. http://dx.doi.org/10.1108/jwam-06-2019-0017.
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Purpose The purpose of this paper is to identify essential psychological-informed executive coaching approaches that enhance the organisational learning and development process and outcomes through integrating existing research evidence. Since coaching has been widely used in leadership development related areas and previous studies confirmed that this generates positive effects on individual-level learning in the organisational setting. The identified frameworks and influential factors outlined in this paper can serve as explicit guidelines for the organisation and management team when setting selection and evaluation benchmarks for employing executive coaches. Design/methodology/approach An integrated review approach was applied to narratively synthesise 234 (k=234) identified peer-review articles between 1995 and 2018. This review followed a rigorous protocol that the authors consulted ten (n=10) experts in the field. Both qualitative and quantitative psychological-focused research evidence was included in this study. Findings First, certain psychological approaches, such as cognitive behavioural, solution-focused, GROW and strength-based approaches, were highlighted in current research evidence. Second, the essential factors and skills, for instance, building trust, transparency and rapport, and facilitating learning were identified. Third, the main organisational learning and development outcome evaluation methods were outlined in this review, such as the self-efficacy scale, organisational commitment, workplace psychological well-being, 360-degree feedback and the Multifactor Leadership Questionnaire. Research limitations/implications It is always challenging to integrate research evidence on coaching because of the diversity of theoretical disciplines upon which coaching interventions draw. Therefore, it is difficult to generate a meta-analytic review which can generate statistical results. This review also reveals room for improvement in the quality of existing coaching evidence in accordance with the criteria for evidence-based management or practice (Briner et al., 2009), such as research methodology and evaluation design. Moreover, there is a lack of evidence on this reflective process which helps professional coaches to ensure the quality of their practice and organisational support. Practical implications This review offers a new perspective on the role psychology plays in the organisational learning and development practices. The identified coaching approaches, influential interpersonal skills and outcome evaluation methods can serve as practical guidelines when applying external coaching to facilitate a better organisational learning and development process and outcome. Originality/value This is the first literature review to focus on contemporary psychological-informed coaching evidence (between 1995 and 2018) in the workplace setting. Despite the rapid growth in demand for professional coaching practitioners (International Coach Federation, 2016), there is a lack of research-informed evidence to overcome the challenges faced by organisations when employing external coaches, such as what selection criteria or evaluation benchmarks to use. This review takes a practical perspective to identify essential body of knowledge and behavioural indicators required for an executive coach to facilitate an effective learning and development outcome.
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Maddocks, Jo. "Creating an emotionally intelligent organisation." Coaching Psychologist 5, no. 1 (June 2009): 27–32. http://dx.doi.org/10.53841/bpstcp.2009.5.1.27.
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Paper presented at the 1st European Coaching Psychology Conference, December 2008.Emotional intelligence (EI) is now well established as a model and process for coaching individuals and to a lesser extent teams. However, there is far less research and practice on creating emotional intelligence within the organisation. For example; what defines an EI organisation? How may this be measured? Do EI individuals necessarily produce EI teams and organisations? How can coaching enable EI at the organisational level? These and other related questions will be explored through this paper.
Dissertations / Theses on the topic "Organisational psychology"
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Van, Niekerk Roelf. "Economic responsiveness in organisational psychology curricula." Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003952.
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This study focused on a topic at the intersection of two contexts, namely curriculum responsiveness and industrial/organisational psychology (IOP). The rationale for this study is based on two considerations. Firstly, a review of the IOP curricula offered at ten prominent South African universities revealed little overlap. This suggests that academic departments are not guided by shared principles when they implement decisions about the content or sequencing of curriculum content. Secondly, the Department of Education urges academics to design curricula that are relevant and responsive to contemporary conditions. These two considerations motivated the investigation of the following research question: What key performance areas (KPAs) do employers specify when they advertise positions suitable for IOP graduates? The investigation had two aims, namely (a) to systematically analyse the KPAs specified in job advertisements and (b) to compile KPA templates that may be used by IOP departments who wish to revise or transform their curricula. The research design of this study has five characteristics, namely that it is: (a) qualitative, (b) naturalistic, (c), descriptive, (d) applied, and (e) strategic. The study employed a purposive sampling strategy that involved the collection of documentary data (job advertisements aimed at recruiting IOP graduates) over a 52-week period (N=1115). The data was content analysed by means of a six-step documentary analysis method. Specific strategies were employed to enhance the validity of the findings. These strategies focused on credibility, transferability, dependability, and confirmability. Similarly, the ethical standing of the investigation was promoted by addressing four considerations, namely autonomy and respect for dignity, non-maleficence, beneficence, and justice. The data analysis procedure produced comprehensive and detailed qualitative descriptions of (a) 21 occupational categories, (b) 4070 KPA themes and (c) 84 KPA clusters. In addition, the number of occupational categories, KPA themes and KPA clusters were recorded and interpreted. In addition, the data analysis procedure produced comprehensive KPA templates that IOP departments may find useful. The templates reflect the KPAs specified by advertisements aimed at recruiting IOP graduates for a range of occupational categories and were designed to be used as benchmarks against which the economic responsiveness of curricula can be compared.
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Kyriakidou, Olympia. "Organisational identity and change : the dynamics of organisational transformation." Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.
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Schlechter, Anton Francois. "The relationship between organisational culture and organisational performance: a study conducted within a large South African retail organisation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52008.
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Thesis (MA) -- University of Stellenbosch, 2000.ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a relationship existed between organisational culture and organisational performance within a South African organisation. The research problem, furthermore, not only focused on establishing a relationship between aspects of organisational culture and performance, but also on whether variations in the perception of organisational culture are related to organisational performance, i.e. whether the degree to which the organisational culture is widespread or shared among members of the organisation, is related to organisational performance. To answer this question, six hypotheses were formulated with the intention of subjecting them to statistical analysis. The Competence Process of Jay Hall (1996) was used to provide a theoretical framework in terms of which the relationship between the constituent dimensions of organisational culture and organisational performance may be explained. Based on the competence theory it is hypothesised that the dimensions of organisational culture or competence - collaboration, commitment, creativity and the supporting conditions thereof, are directly proportional to the potential for performance. The 40-item Organisational Competence Index (OCI), which forms part of the Organisation Culture Analysis (OCA), is designed to assess the conditions for competence within an organisation. The sampling process finally produced a sample of 988 respondents that completed the organisational culture questionnaires (OCls). The organisation was divided into 60 areas or business units that were stratified throughout the organisation. A stratified sampling technique was therefore used, and the above mentioned geographical subdivisions were used as strata. Because of the all-pervasive nature of accounting as the language of business, financially based indicators are universally adopted to measure organisational performance. Taking the various arguments and proposed measures into consideration, it was decided to use the following three objective performance criteria: 1) financial profits; 2) stock losses; and 3) labour turnover - (indicative of the voluntary survival rate). Commercial organisations ultimately have one important "bottom line", to create wealth for all associated with the organisation and therefore to be financially successful. Thus, the indicators of organisational performance that were used are all directly relevant and based on the so-called financial "bottom line" of the organisation. To determine the relationship between the average organisational culture scores and the performance indicators, the product moment correlation coefficients were computed between each area's average organisational culture dimension scores and the three indicators of performance. Commuting the coefficient of variation arrived at the variation in average culture dimension scores per area. To establish the relationship between the variation in average culture dimension scores and the performance indicators, the correlation coefficients were computed between the coefficient of variation and the performance measures. All of these relationships were found to be significant, at least at the 0.05 level. The findings and conclusions arrived at, may be summarised as follows: The first conclusion that can be drawn is that the business units in which the members experience collaboration and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover, compared to those business units where members experience the collaboration dimension to a lesser degree. The second conclusion that can be drawn is that the business units in which the members experience commitment and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the commitment dimension to a lesser degree. The third conclusion that can be drawn is that the business units in which the members experience creativity and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the creativity dimension to a lesser degree. The fourth conclusion that can be drawn is that the business units in which the members experience the dimensions of competence and the supporting conditions thereof to a lesser degree of variance are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the culture dimensions to a greater degree of variance. In more practical terms, it would seem that the dimensions of competence might well explain why some business units (possibly organisations) are more successful than others.
AFRIKAANSE OPSOMMING: Die onderliggende vraag wat tot hierdie studie gelei het, was om te bepaal of daar 'n verband bestaan tussen die organisatoriese kultuur en die organisasie prestasie van 'n Suid Afrikaanse maatskappy. Die navorsingsprobleem het verder nie net gefokus op die vestiging van 'n verband tussen aspekte van organisasie kultuur en prestasie nie, maar ook probeer om te bepaal of die variansie in die persepsie van organisasie kultuur ook verwant is aan prestasie. Om hierdie vrae te beantwoord is ses hipoteses geformuleer met die intensie om hulle statisties te toets. Die Bevoegdheidsproses van Hall (1996) is gebruik as die teoretiese raamwerk wat die verband tussen die samestellende dele van organisasie kultuur en organisasie prestasie verduidelik. Hierdie teorie veronderstel dat die dimensies van organisasie bevoegdheid - samewerking, toevertrouing, kreatiwiteit en die onderskeie ondersteunende kondisies van elk, direk proporsioneel is aan die potensiaal vir prestasie. Die 40-item Organisasie Bevoegdheidsindeks (OCI), wat deel vorm van die Organisasie Kultuur Analise (OCA), is ontwerp om die kondisies VIr bevoegdheid in die organisasie te meet. Die steekproef het bestaan uit 988 respondente wat die organisasie kultuur vraelyste (OCI) voltooi het. Die organisasie is verdeel in 60 areas of besigheidseenhede wat regdeur die organisasie gestratifiseer is. 'n Gestratifiseerde steekproef trekkingstegniek is dus gebruik. Finansieel gebaseerde indikatore word universeel gebruik om orgamsasie prestasie te meet. In die keuse van prestasie indikatore, is verskeie argumente en voorgestelde indikatore in ag geneem, en is daar besluit om die volgende objektiewe kriteria te gebruik: 1) finansiële winste, 2) voorraad verlieste en 3) arbeidsomset. Kommersiële organisasies het uiteindelik een hoof doel, om rykdom te skep vir sy aandeelhouers en dus om finansieel suksesvol te wees. Die indikatore van prestasie is dus so gekies dat hulle relevant is en op hierdie doelwit gebaseer is. Om die verband te bepaal tussen die organisasie kultuur-tellings en die prestasie indikatore, is die produk moment korrelasie koëffisiënt bereken tussen die gemiddelde organisatoriese kultuur-tellings vir elke area en die area se tellings op die drie prestasie indikatore. Die variansie in die gemiddelde kultuurmeting per area was bereken deur middel van die koëffisiënt van variansie. Die korrelasie koëffisiënt is bereken tussen hierdie meting, en die prestasiemeting vir elke area. Al hierdie verhoudings was ten minste op die 0.05 vlak betekenisvol. Die bevindinge en gevolgtrekkings van hierdie studie sluit die volgende in: Die eerste gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers die samewerkingsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraadverliese gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die samewerkingsdimesie tot 'n mindere mate ervaar het. Die tweede gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers toevertrouing, en die ondersteunende kondisies daarvan tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraad verlieste gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die toevertrouingsdimensie tot 'n mindere mate ervaar het. Die derde gevolgtrekking wat gemaak is, is dat die besigheidseenhede waar die werknemers die kreatiwiteitsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, het meer wins gemaak, laer vooraad verlieste gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede wat die kreatiwiteitsdimensie tot 'n mindere mate ervaar het. Die vierde gevolgtrekking wat gemaak is, was dat die besigheidseenhede waarby 'n kleiner mate van variansie in die kultuurmetings gevind is, het daardie besigheidseenhede meer profyt gemaak, laer vooraadverliese gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede waar daar 'n groter mate van variansie in die kultuurrnetings was. In meer praktiese terme wil dit voorkom of die dimensies van bevoegdheid tot 'n mate kan verduidelik hoekom sekere besigheidseenhede (moontlik organisasies) meer suksesvol is as ander.
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Xenikou, Athena. "Attributional theory, organisational culture and motivation." Thesis, University College London (University of London), 1995. http://discovery.ucl.ac.uk/1317967/.
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This thesis concerns the effect of attributions for failing in a creativity task and organisational culture (OC) on motivation to engage in similar tasks. In chapter one the relationship between situational attributions, attributional style (AS), and motivation is reviewed. A reformulation of Amabile's model of the social psychology of creativity is suggested on the grounds of recent developments in attributional theory. An extension of Amabile's theory is also proposed by investigating various social facilitators of creativity. In order for the proposed extension of Amabile's theory to be further elaborated within the organisational setting, the effect of organisational culture on creativity and innovation is reviewed in chapter two. Five studies were conducted to test a series of hypotheses derived from the above research. In study one, the moderating role of situational attributions in the relationship between failure and subsequent motivation was empirically shown in terms of the refined attributional theory of Weiner. Since the literature in AS has questioned the psychometric properties of the various measures of the concept, study two concerns the development of a more reliable and valid measure of AS. Results showed that a generalised expectancy for negative events is a predictor of low confidence and pessimism. In study three the new measure of AS was used to test for the hypothesised influence of AS on after-failure motivation through its effect on situational attributions. The suggested extension of Amabile's social psychology of creativity was also tested by examining whether pro-creativity social norms facilitate creative behaviour. The findings demonstrate that the globality facet of AS and the perceived social norms for creativity determine the perception of situational attributions, which in turn predicts the level of after-failure motivation. In order to examine the effect of social norms on motivation to be creative in the organisational setting, organisational norms as a manifestation of OC had to be measured. The fourth study was a psychometric assessment of four questionnaire measures of OC which showed the more reliable and valid measure to use. In addition, study four provided some evidence that the organisational norms of creativity, internal co-operation, and achievement constitute the cultural dimension of openness to change, while the norms of centralisation of power and competition are associated with resistance to change. The fmal study investigated the effect of OC on employees motivation to be creative through the mediating effect of situational attributions for failure and expectancy of future success. The hypotheses of this study were partly supported. The final chapter discusses the findings and the limitations of this thesis, drawing out possible implications for future research.
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Maharaj, Ishara. "The influence of meaning on organisational citizenship behaviour, organisational commitment, and job satisfaction in South African accountants." Master's thesis, University of Cape Town, 2006. http://hdl.handle.net/11427/5838.
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Spicer, David Philip. "Mental models, cognitive style, and organisational learning : the development of shared understanding in organisations." Thesis, University of Plymouth, 2000. http://hdl.handle.net/10026.1/363.
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Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental models (individual and shared) have been postulated as a mechanism through which this occurs (Senge 1990a; Kim 1993; Hayes and Allinson 1998). An individual mental model can be characterised as a simplification or representation of understanding of an idea, notion, process or system which provides the cognitive framework in which that individual's knowledge in respect of that issue is stored, whilst shared (group or organisational) mental models can be characterised as the common elements that exist between individual mental models. Both of these have been theoretically linked with individual and organisational learning. Literature in respect of individual and organisational learning, mental models and a third issue cognitive style is reviewed. Cognitive style represents the way individuals obtain, store and operationalise knowledge, and is included here as it is recognised as potentially affecting how learning and mental models interact (Hayes and Allinson 1998). A research model is posited which integrates key theory in respect of these three concepts, and research undertaken in two phases is presented. Phase One focused upon the representation of individual and shared mental models through semi-structured causal interviews with senior mangers in participant organisations, whilst Phase Two involved organisation wide surveys of these models, aspects of learning and cognitive style. Results obtained suggest that the complexities of an organisation, its environment, learning and mental models all mitigate against the identification of a simple relationship between these constructs. However some of the sources of these complexities are identified and suggested, and it is posited that the progression of work addressing organisational learning would best be served through a case study approach addressing the sources of complexity and effectiveness of learning in relation to specific mental models and within organisations.
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Vollenhoven, Tarquin. "Domestic Work as Decent Work: An Empirical Test of the Predictors of Decent Work To Extend the Psychology of Working Theory." Master's thesis, Faculty of Commerce, 2021. http://hdl.handle.net/11427/33074.
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The Psychology of Working Theory (PWT) focuses specifically on the work-based experiences of low-income workers. It is thus a suitable theoretical framework to predict and explain the work experiences of individuals performing domestic work, one of the largest work sectors in South Africa. The purpose of this study was to determine whether the theoretically derived predictors of decent work, in the PWT, could be empirically supported. Domestic workers, in Cape Town and Johannesburg, participated in a self-report survey (N = 139), which consisted of several measures. These participants were accessed through a variety of convenience and snowball sampling techniques. As expected, exploratory factor analysis revealed that the scales used to measure marginalisation, economic constraints, work volition and proactive personality were one-dimensional, and the decent work scale was fivedimensional (complementary values, access to health care, adequate compensation, free time and rest, and safe work conditions). Unexpectedly, the social support scale showed two dimensions (i.e. support from the community or friends and support from a special person or family). The findings supported the proposition that greater economic constraints were related to less decent work experiences, but marginalisation experiences were not related to the degree to which work was seen as decent, nor to work volition (mediator variable). The non-significant relationship between marginalisation, work volition and decent work changed when considering proactiveness as a moderator, however, this was only at low levels of proactiveness. None of the dimensions of social support served as moderators, though social support from the community or friends predicted work volition, and social support from a special person or family predicted the degree to which domestic workers experienced their work as decent. While there were mixed results, the findings of this study suggest that the PWT's antecedents and moderators may work differently in the domestic work sector. Future research should investigate this in the domestic work sector and other low-income samples.
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Van, der Merwe Izak Petrus. "Organisational climate: variance across functional units." Master's thesis, University of Cape Town, 1987. http://hdl.handle.net/11427/18481.
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The main objective of this research was to determine whether functional units (departments) in an industrial organization differed significantly with respect to their experience of the organizational climate. Two approaches to organizational theory were drawn from, namely, the systems and contingency approaches. Both emphasize the importance of the task environment and the need for the organization to adapt to its task environment. Systems theorists, Katz and Kahn (1978), have identified a number of organizational components or subsystems which enable the organization to function efficiently. Each component has a fairly specialized function; each develops a distinctive nucleus of operating procedures and values. Contingency theorists, Lawrence and Lorsch (1967, 1969), stated that different parts of the organization face different environments. Organizations therefore tend to become internally segmented into functional units. Organizational climate was highlighted as the general notion specifying the organizational identity or self-awareness of the organization; however, it may vary within the organization from work group to work group. The total number of 54 white employees in four units: marketing, personnel/public affairs, finance and production, at all levels - general employees, supervisory/foremen, middle management, senior management - completed a measure of their perceptions of the organizational climate of their individual units. The Organizational Climate Index for Profit Organizations developed by De Cock, Bouwen, de Witte and de Visch (1984), was used. The scale requires a forced choice on a scale with a scoring pattern of 4,3,2,1. Total scores on each of the 6 climate scales, grouped into 20 subscales, were obtained for each functional unit. One-way analysis of variance (the Kruskal-Wallis Test) was used for assessing the significance of differences between the four units on the different climate subscales. The results of the study supported the hypothesis that had been formulated. It was concluded that significant differences exist between the functional units marketing, personnel/public affairs, finance and production of the industrial organization concerned, with respect to the climate dimensions. It was concluded that, in order to achieve maximum integration between functional units and their members in an organization, business will need to concern itself with the differences in expression of human behaviour and motivation in units.
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Stokes, Lorraine. "'Who am I … in this organisation?': The Development of Organisation-based Identities and the Consequences for Individuals and Organisations." Thesis, Griffith University, 2015. http://hdl.handle.net/10072/368141.
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Understanding the psychological relationship between the individual and the organisation, and its effects on behaviour, continues to have strong theoretical and practical relevance for identification researchers (van Knippenberg & Sleebos, 2006). Indeed, it has been argued that an organisation can not be fully understood without understanding the identity dynamics that arise from the interactions between the organisation, its social environment, and the individual psychology of its members (Ashforth & Mael, 1989; Haslam, 2014; Hodgkinson, 2013; Tajfel, 1981).
The goal of this thesis project was to undertake an indepth exploration of employee identifications in one organisation undergoing large-scale change. The first major aim was to illuminate the particular identities that were most salient for participants as they reflected on their experience of the changes. The second aim was to conduct an indepth exploration of those identities, to shed light on their origins and core features, and to understand why they were evoked during change. A third aim was to explore the relationship between the identities, and participants' perceptions and responses to change. Finally, a key aim was to illuminate any features of the organisational and social context that were related to the presence, development and effects of salient identities.
The guiding methodology was interpretive qualitative research, chosen for its acute sensitivity to identity processes and associated contextual features (Yin, 2009). The advantage of this approach is that it allowed for indepth exploration of the nature, sources and effects of employee identifications, including contextual aspects involved in shaping and sustaining important identities.Thesis (PhD Doctorate)
Doctor of Philosophy in Organisational Psychology (PhD OrgPsych)
School of Applied Psychology
Griffith Health
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Kahn, Susan Rachel. "The role of anger in managerial effectiveness." Master's thesis, University of Cape Town, 1986. http://hdl.handle.net/11427/14397.
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Bibliography: leaves 194-227.The aim of this study was to investigate the role of anger on managerial effectiveness. To this end, a sample of male managers in a South African financial organisation completed questionnaires on the experience of anger, the expression of anger, and Type A behaviour. Managerial effectiveness was assessed in terms of the behavioural dimensions of the organisation's assessment centre and performance appraisal, as well as a managerial achievement quotient. A factor analysis computed separately for the 11 assessment centre dimensions and the 11 performance appraisal criteria revealed three orthogonal factors in both analyses. Product moment correlation coefficients were calculated between all the variables, including the new factor scores. The performance appraisal factor labled "Emphasising Quality in Solution and Production" was significantly correlated with trait anger, and the performance appraisal factor labled "Maintaining Supportive Interpersonal Relationships" was significantly correlated with state anger , trait anger, anger expression , and Type A behaviour . The assessment centre factors labled "Making and Communication Decisions" and "Interpersonal Planning" correlated significantly with anger expression and trait anger, respectively. Finally, the managerial achievement quotient correlated positively and significantly with Type A behaviour. The conceptual and methodological issues confronted in the present research may provide new insight for future investigations regarding stress and organisational psychology.
Books on the topic "Organisational psychology"
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1945-, Glendon A. Ian, Thompson Briony M, and Myors Brett, eds. Advances in organisational psychology. Bowen Hills, Qld: Australian Academic Press, 2007.
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Business psychology and organisational behaviour. Hove, England: Lawrence Erlbaum, 1994.
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Onwuchekwa, Christian Ike. Organisational behavior. Enugu, Nigeria: Zik, 2002.
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P, O'Driscoll Michael, Taylor Paul J, and Kalliath Thomas, eds. Organisational psychology in Australia and New Zealand. Oxford: Oxford University Press, 2003.
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Work and organisational psychology: An introduction with attitude. London: Psychology Press, 2002.
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Kechroud, Ammar. Dictionary of industrial/organisational psychology & management: English-Arabic. Benghazi, Libya: University of Garyounis, 1994.
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New directions in organisational psychology and behavioural medicine. Farnham: Ashgate, 2010.
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Business psychology and organisational behaviour: A student's handbook. 4th ed. New York NY: Psychology Press, 2006.
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Corporate psychopaths: Organisational destroyers. Houndmills, Basingstoke: Palgrave Macmillan, 2011.
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Harri-Augstein, E. Sheila. Learning conversations: The self-organised learning way to personal and organisational growth. London: Routledge, 1991.
Find full textBook chapters on the topic "Organisational psychology"
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McDonald, Matthew, and David Bubna-Litic. "Critical Organisational Psychology." In The Palgrave Handbook of Critical Social Psychology, 597–619. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-51018-1_29.
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Canter, David. "Destructive Organisational Psychology." In The Social Psychology of Crime, 321–34. London: Routledge, 2021. http://dx.doi.org/10.4324/9781315237022-10.
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Biggs, Amanda. "Organisational interventions." In Advanced Research Methods for Applied Psychology, 170–83. Abingdon, Oxon; New York, NY: Routledge, [2018]: Routledge, 2018. http://dx.doi.org/10.4324/9781315517971-17.
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Knowles, Susanne. "Coaching for Organisational Learning." In Positive Psychology Coaching, 279–87. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-88995-1_19.
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Laura, Dean, and Fran Cousans. "Work Design, Organisational Change and Development." In Work Psychology, 83–108. London: Routledge, 2023. http://dx.doi.org/10.4324/9781315169880-5.
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Knowles, Susanne. "Coaching in an Organisational Setting." In Positive Psychology Coaching, 201–19. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-88995-1_15.
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Calvard, Thomas. "Diversity as Organisational Strategy." In The Psychology of Ethnicity in Organisations, 179–97. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-33014-7_10.
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Schabracq, Marc J. "Organisational Culture, Stress and Change." In The Handbook of Work and Health Psychology, 37–62. Chichester, UK: John Wiley & Sons, Ltd, 2004. http://dx.doi.org/10.1002/0470013400.ch3.
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Henriksen, Kristoffer, Louise K. Storm, and Carsten H. Larsen. "Organisational culture and influence on developing athletes." In Sport Psychology for Young Athletes, 216–27. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315545202-20.
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Wagstaff, Christopher R. D., and Richard C. Thelwell. "Understanding the Effects of Organisational Change in Professional Soccer." In The Psychology of Soccer, 205–19. New York, NY: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003005568-17.
Full textConference papers on the topic "Organisational psychology"
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Balanescu, Ramona cristina. "A STUDY ON THE SATISFACTION AT THE WORKPLACE." In eLSE 2019. Carol I National Defence University Publishing House, 2019. http://dx.doi.org/10.12753/2066-026x-19-161.
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The professional satisfaction is a multidimensional concept, generating countless research in certain branches of psychology, in the human resource management, and in performance management, and studying the relationship between the professional satisfaction and the performance in the workplace has a longstanding research tradition in the industrial and organisational psychology. In a synthetic presentation following the performed studies, some researchers reached the conclusion that the satisfaction is associated to the performance, effort, commitment and intention, and others suggested that the type of reward used by the employers has a strong influence over the performance-professional satisfaction relation. The contemporary man dedicates a vast part of his life to exercising their profession, and the work satisfaction becomes a very important aspect of the professional activity, with extensive consequences, both on the personal, and on the organisational level. Thus, the work satisfaction is an indicator that each employee relates to the organisation through. It can be influenced by individual factors - age, training level, qualification level, seniority in the organisation, climate - organisational policies, work conditions, concern for improving the working conditions or personality factors. In the context hereinabove, this study was performed to investigate both the employees' perceptions on the work satisfaction, and the relation between the recorded performance and the satisfaction at the workplace. The used researched method is the survey, and the research instruments consist of the questionnaires. In accordance with the purpose, objectives and proposed hypotheses for this study, we opted for a double research approach: both a qualitative approach, and a quantitative approach.
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Kratochvilova, Jana. "ORGANISATIONAL CONDITIONS OF INCLUSION IN PRIMARY EDUCATION." In SGEM 2014 Scientific SubConference on PSYCHOLOGY AND PSYCHIATRY, SOCIOLOGY AND HEALTHCARE, EDUCATION. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b13/s3.084.
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Abror and Raphael K. Akamavi. "Psychological safety and organisational performance in Indonesian companies: Preliminary findings." In 2015 Asian Congress of Applied Psychology (ACAP 2015). WORLD SCIENTIFIC, 2015. http://dx.doi.org/10.1142/9789814723398_0002.
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Litvinova, Raisa N. "Organisational and educational conditions for developing entrepreneurial competencies at a university." In The Herzen University Conference on Psychology in Education. Herzen State Pedagogical University of Russia, 2021. http://dx.doi.org/10.33910/herzenpsyconf-2021-4-44.
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Kovshikova, Olga F., and Anna D. Abashina. "Organisational and psychological aspects of individual support of special children on additional education programmes." In The Herzen University Conference on Psychology in Education. Herzen State Pedagogical University of Russia, 2021. http://dx.doi.org/10.33910/herzenpsyconf-2021-4-35.
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Gurieva, Svetlana D., and Olga E. Gundelakh. "Gender differences in the perception of gender barriers in an organisation." In The Herzen University Conference on Psychology in Education. Herzen State Pedagogical University of Russia, 2021. http://dx.doi.org/10.33910/herzenpsyconf-2021-4-24.
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Gurieva, Svetlana D., and Ulyana A. Udavikhina. "Overcoming the gender gap during the economic crisis: Strategies for women working in an organisation." In The Herzen University Conference on Psychology in Education. Herzen State Pedagogical University of Russia, 2021. http://dx.doi.org/10.33910/herzenpsyconf-2021-4-25.
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Ene, Theodora. "THE EFFORTS OF ROMANIAN NONGOVERNMENTAL ORGANISATIONS OF TURNING ONLINE SURFERS INTO CAUSE SUPPORTERS." In SGEM 2014 Scientific SubConference on PSYCHOLOGY AND PSYCHIATRY, SOCIOLOGY AND HEALTHCARE, EDUCATION. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b12/s2.121.
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Al-Shamari, M., R. Puttha, R. Thalava, J. Diegnan, C. Brown, and C. Neail. "G162(P) Validity of world health organisation-wellbeing index as a psychology screening tool in children with diabetes." In Royal College of Paediatrics and Child Health, Abstracts of the Annual Conference, 24–26 May 2017, ICC, Birmingham. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2017. http://dx.doi.org/10.1136/archdischild-2017-313087.161.
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Wyatt, Zoe. "“I Am Not What Happened to Me, I Am What I Choose to Become” Walking the Journey with Cambodian Wounded Healers." In 7th International Conference on Spirituality and Psychology. Tomorrow People Organization, 2022. http://dx.doi.org/10.52987/icsp.2022.005.
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Abstract The term “wounded healer” was originally coined by psychologist Carl Jung (1951), who believed that individuals are compelled to treat clients because of the “wounds” they carry from their own earlier experiences. This paper will explore Jung’s wounded healer concept through a trauma-informed lens, situated within a Cambodian context. Findings presented in this paper emerged from a larger body of work on the study of trauma and resilience, which was conducted in Cambodia. Perspectives captured in the data arose from 40 participant interviews of two distinct groups: 26 trauma survivors (aged 18-30) who had been supported by non- government organisations (NGOs) in Cambodia and 14 key informants, made up of social workers and psychologist employed working in the field of child protection. It is through these unique perspectives on recovery from trauma and what may compel an individual to work in the human services sector (often with other trauma survivors) that is presented in this paper. Not all participants working in the NGOs disclosed direct trauma histories during the interview process. However, in the context of modern-day Cambodia and in the aftermath of the genocide, it would be unusual to find a Cambodian who has not been touched by trauma in some way. Key Words: Intergenerational trauma, Cambodia, Khmer Rouge, Wounded Healer, Meaning Making
Reports on the topic "Organisational psychology"
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Harrison, Reema, Maha Pervaz-Iqbal, Laurel Mimmo, Steve Mears, and Elizabeth Manias. Measuring clinician experience of providing care. The Sax Institute, August 2019. http://dx.doi.org/10.57022/avvb8536.
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This Evidence Check examines how clinicians’ experience of providing healthcare has been defined and measured. The review was conducted within the context of substantial change and innovation within NSW Health, focusing on the clinical and supportive care aspects of the clinician role. The research found was limited and mainly qualitative. Clinician experience was either defined inconsistently or not defined at all. However, the research did show that clinician experience was complex, involving both individual psychology and organisational outcomes. Few survey questionnaires had been developed to measure clinician experience, and those that had were either focused on the situation in a particular time and place rather than being suitable for use across a wide variety of contexts in healthcare, or focused only on a narrow aspect of clinician experience. Overall, the review shows a relatively underdeveloped area of research, in need of more focus to enable policy-makers to better understand clinician experience.