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.
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Walton, Eric J., and Robert E. Wood. "Self-regulation in Organisational Psychology." Applied Psychology 41, no. 2 (April 1992): 154–59. http://dx.doi.org/10.1111/j.1464-0597.1992.tb00694.x.
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Wright, Clare. "Organisational Health Psychology DCP Network." Clinical Psychology Forum 1, no. 225 (September 2011): 54. http://dx.doi.org/10.53841/bpscpf.2011.1.225.54.
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Iza Adnan, Nurul, Bidayatul Akmal Mustafa Kamil, and Norlena Hasnan. "Mindfulness at Workplace: A Conceptual Model of Its Effect on Readiness for Organisational Change." 14th GCBSS Proceeding 2022 14, no. 2 (December 28, 2022): 1. http://dx.doi.org/10.35609/gcbssproceeding.2022.2(66).
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Although organisations manage to sustain their global competitiveness by responding well to the dynamic business environment, a dark side implicates employees throughout the process. The frequent changes generate a stressful work environment and exhaustion that are likely to affect employees' well-being and work outcomes. Researchers have pointed out that adequate resources are essential for employees to manage organisational change effectively. Therefore, this conceptual paper explores the link between mindfulness and employee readiness for organisational change. The literature from various repositories was reviewed based on criteria that emphasise mindfulness in the organisation context. This exclusion is necessary as the construct is highly associated with clinical psychology studies. The proposed framework and propositions showed the relationship between mindfulness and readiness for change with employee engagement as a mediator. Based on the conservation of resources and social exchange theory, mindful employees are flexible and positive about work, leading to greater engagement and openness towards change efforts. Keywords: Mindfulness, Readiness, Organisational Change
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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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Stoker, Rob. "The sixth discipline of the learning organisation – understanding the psychology of individual constructs and the organisation (or PICTO)." Educational and Child Psychology 17, no. 1 (2000): 76–85. http://dx.doi.org/10.53841/bpsecp.2000.17.1.76.
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This paper considers organisational development in relation to the practice of educational psychology. It argues that an understanding of the field is vital if we are to shape future professional practice to meet changing demands. The paper undertakes a review of recent work on ‘learning organisations’ since the literature and practice is central to many developments in organisations today. It argues that the work of Senge (1993, 1994) has helped with understanding, but has missed a crucial component of organisations and how they develop – namely the psychology of individuals within organisations. The paper reviews some of the literature and then draws conclusions about the implications in educational psychology services, schools, local authorities and national settings. The thesis put forward is that educational psychologists need to be able to analyse power structures within organisations at both the formal and informal level and to be able to gain an understanding of constructs that key individuals have in relation to the educational psychologist’s objectives. The educational psychologist then needs to be able to understand how to engage in a ‘reconstructive’ dialogue where appropriate to help effect organisational development.
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Lee, Gregory John, and Nicole Faller. "Transactional and Relational Aspects of the Psychological Contracts of Temporary Workers." South African Journal of Psychology 35, no. 4 (November 2005): 831–47. http://dx.doi.org/10.1177/008124630503500412.
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Contingent labour is an increasingly important part of the international and South African business environment. Several questions arise regarding the relationships between such workers and the client organisations that utilise their labour. Do contingent workers maintain transactional relationships only? Can loyalty and commitment be increased in such workers? Using the concept of the psychological contract, this article ascertains whether relationships with the client organisation vary for South African temporary workers of varying tenures. Employing a cross-sectional design, results for 174 temporary workers suggest that relationships with client organisations begin with largely transactional elements. Over time, the contract becomes significantly more relational, especially after the worker has been with the client organisation for six months or more. This relationship is affected by contract violation and organisational support.
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Miller, Karen, Charmaine Haskell, and Andrew Thatcher. "The Relationship between Intention to Emigrate and Organisational Commitment." South African Journal of Psychology 32, no. 3 (December 2002): 16–20. http://dx.doi.org/10.1177/008124630203200303.
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South Africa is currently experiencing one of the highest periods of emigration in its history. However, this phenomenon has received little research attention. This study examined the issue of emigration from an organisational psychology perspective by exploring the relationship between intention to emigrate and organisational commitment. To achieve this an Intention to Emigrate scale was developed in order to assess individuals' behavioural intentions with regard to leaving the country. Thereafter, the relationship between intention to emigrate and organisational commitment was examined. The sample consisted of 105 employees from a single organisation. The Intention to Emigrate was found to be reliable and some evidence for the validity of the scale was also established. A significant relationship between intention to emigrate and organisational commitment, measured by the Organisational Commitment Questionnaire, was established. In addition, the results indicated that people are more likely to emigrate if they have a university qualification and/or friends that have settled abroad.
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Gelfand, Michele. "Cross‐cultural Industrial and Organisational Psychology." Applied Psychology 49, no. 1 (January 2000): 29–31. http://dx.doi.org/10.1111/1464-0597.00004.
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Hesketh, Beryl, Robert Rawlings, and Rob Allen. "Organisational Psychology Applied to Forensic Issues." Australian Psychologist 31, no. 1 (March 1996): 9–14. http://dx.doi.org/10.1080/00050069608260168.
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Peiró, José M., and Lourdes Munduate. "Work and Organisational Psychology in Spain." Applied Psychology 43, no. 2 (April 1994): 231–74. http://dx.doi.org/10.1111/j.1464-0597.1994.tb00821.x.
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Allcorn, Seth. "Micromanagement in the workplace." Organisational and Social Dynamics 22, no. 1 (June 19, 2022): 83–98. http://dx.doi.org/10.33212/osd.v22n1.2022.83.
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Micromanagement is a toxic management style where the executive or manager oversees the smallest of workplace details. Organisation members are subjected to a soul stripping process where their thoughts, feelings, and actions are closely scrutinised. This dynamic collapses interpersonal space and personal integrity. The micromanager strips others of their self-confidence and self-efficacy leaving them uncertain what they should think, do, or feel without permission. Organisational performance is compromised. Micromanagement is an all too common but under examined feature of organisations. It is explored here for its toxicity and underlying individual, group, and organisational psychodynamics using object relations and group relations theoretical perspectives. Consultants, executive coaches, govern-ing board members, executives, and employees will benefit from this systematic exploration of micromanagement in the workplace by developing better apprecia-tion of the underlying psychosocial dynamics of micromanagement that can be a way of life at work.
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Stein, Howard F., and Seth Allcorn. "Accessing the psychodynamics of organisations through applied organisational poetry." Organisational and Social Dynamics 21, no. 2 (November 5, 2021): 242–59. http://dx.doi.org/10.33212/osd.v21n2.2021.242.
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This article explores the contribution applied poetry can make to psychodynamic-ally informed qualitative inquiry into the lived experience of workplaces. “What it is like to work here.” The authors propose that, as a different way of knowing, applied poetry complements traditional research methods. The authors explain what applied organisational poetry is, how it “works”, how it fosters self-reflection within the researcher/consultant, and how it functions as a metaphoric “tuning fork” that resonates with clients, interviewees, and group members who share an attuned awareness in their lives awakened in the poems. The authors offer three illustrations of the poet co-author’s applied organisational poems and how, as qualitative research data, they contribute to psychodynamically informed interpretation and intervention in workplaces. The article concludes with a story or “case example” of what the approach discussed here “looks like” in the lived world of an organisational intervention.
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Farzaneh, Jaleh, Ali Dehghanpour Farashah, and Mehdi Kazemi. "The impact of person-job fit and person-organization fit on OCB." Personnel Review 43, no. 5 (July 29, 2014): 672–91. http://dx.doi.org/10.1108/pr-07-2013-0118.
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Purpose – Drawing upon the social exchange theory and empowerment theory, the purpose of this paper is to investigate the effect of perceived person-environment fit on organisational citizenship behaviour (OCB). Furthermore, this study assesses the roles of organisational commitment and psychological empowerment (PE) in this relationship. Design/methodology/approach – Respondents of this study were employees of the Iran Northeast Gas Transfer Company. Data were collected through conducting a survey on 500 employees, of which 412 questionnaires were used for further analysis. Confirmatory factor analysis, structural equation modelling, Baron and Kenny's (1986) procedure for examining mediator effect, and finally Zhao and Cavusgil's (2006) technique of evaluating moderator effect were utilised for the analyses. Findings – Results indicated that organisational commitment acts as a mediator between person-job (P-J) fit and person-organisation (P-O) fit and OCB. PE acts as a moderator between organisational commitment and OCB. Practical implications – This research has implications for approaches to human resource management in organisations. Originality/value – This study empirically synthesises the joint effect of P-O fit and P-J fit on a behavioural variable (OCB) in the social context of organisation and explains the mechanism of the effect. The pattern of relationships tested is relatively novel.
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Murphy, Joanne, Sara McDowell, and Maire Braniff. "Historical dialogue and memory in policing change: The case of the police in Northern Ireland." Memory Studies 10, no. 4 (September 28, 2016): 406–22. http://dx.doi.org/10.1177/1750698016667454.
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This article explores the complex relationship between organisational change and historical dialogue in transitional societies. Using the policing reform process in Northern Ireland as an example, the article does three things: the first is to explore the ways in which policing changes were understood within the policing organisation and ‘community’ itself. The second is to make use of a processual approach, privileging the interactions of context, process and time within the analysis. Third, it considers this perspective through the relatively new lens of ‘historical dialogue’, understood here as a conversation and an oscillation between the past, present and future through reflections on individual and collective memories. Through this analysis, we consider how members’ understandings of a difficult past (and their roles in it) facilitated and/or impeded the organisations change process. Drawing on a range of interviews with previous and current members of the organisation, this article sheds new light on how institutions deal with and understand the past as they experience organisational change within a wider societal transition from conflict to nonviolence.
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Stapley, Lionel. "Organisational creativity—birth of a journal." Twentieth Anniversary Special Issue 21, no. 1 (June 30, 2021): 1–10. http://dx.doi.org/10.33212/osd.v21n1.2021.1a.
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This article documents the way that, taking advantage of new technology, organisational creativity resulted in developing from a failing organisation, to develop into a truly international organisation. The article starts from the conflictual nature of industrial relations in the UK in the 1960s and continuing into the 1970s which resulted in the launch of OPUS (an Organisation for Promoting Understanding of Society) in 1975, its early development, and decline into a near non-active organisation until the appointment of a new Executive Director in 1994. The article then concentrates on the development of a new comprehensive medium- to long-term strategy that, in the following six years resulted in the development of a vibrant and successful organisation providing for the needs of those involved in any way with a systems psychodynamic way of working. It then moves to one of the major strategic aims, that of producing an international journal that would provide a vehicle for the systems psychodynamic field of working; through to the publication of the first issue of the international journal Organisational and Social Dynamics, in 2001.
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Boysen-Rotelli, Sheila. "Executive coaching history: Growing out of organisational development." Coaching Psychologist 16, no. 2 (December 2020): 26–34. http://dx.doi.org/10.53841/bpstcp.2020.16.2.26.
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The aim of this conceptual review paper is to uncover the link between coaching psychology and organisation development. While coaching is one of the fastest-growing professions, it has been argued to lack good research data. Nonetheless, executive coaching has grown from a rogue and unstandardised process to a profession with proven results and a credentialing process. Upon exploring the history of the coaching psychology intervention as it has grown into a profession, it is evident that executive coaching has a connection to the business world and truly started to define itself in the 1980s. Its roots clearly define its strong ties to the organisation development field as a positive-focused development tool which is exemplified through numerous coaching outcome studies. It is hoped that more collaborative studies can be undertaken between the OD consultants and the coaches to improve organisational performance both at the micro (individual) and macro (organisation) level.
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Canyon, Deon V. "The state of risk prevention in a sample of Australian hospitals, medical centres and allied health services." Australian Journal of Primary Health 19, no. 3 (2013): 244. http://dx.doi.org/10.1071/py11133.
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This paper reports on an investigation into five risk prevention factors (technology, people, organisational structure, culture and top management psychology) to inform organisational preparedness planning and to update managers on the state of health care services. Data were collected by means of a 10-question, cross-sectional survey of key decision-making executives in eight different types of 75 health care organisations. Many organisations were found to have deficient risk prevention practices and allied health organisations were considerably worse than health organisations. Forty per cent of hospitals and chiropractic practices had out-dated or poor technology. Results on organisational culture and structure found that many executives associate these factors with risk prevention, but none of them appreciate the relationship between these factors and crisis causation. Gaps and areas for improvement are identified and a change in top management attitude is recommended to address resource allocation and implement appropriate risk prevention systems and mechanisms. Reactive managers need to increase their awareness of risks in order to become capable of preventing them. Proactive managers are those who invest in risk prevention.
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Bundtzen, Henning, Mark Heckmann, and Gerriet Hinrichs. "A Constructivist Approach to Visualise Organisational Agility." Business Ethics and Leadership 5, no. 2 (2021): 96–106. http://dx.doi.org/10.21272/bel.5(2).96-106.2021.
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The research question we would like to answer with this article is if agile related constructs or personal assessment criteria can be elicited from a personal construct system of employees and leaders by carrying out a repertory grid study in an organisation. The methodology of personal construct psychology was chosen to get an unbiased view of the corporate culture. In a plannable world an organisational structure with a hierarchy of executives and managers following a vertical top-down approach makes sense. A world that is volatile, uncertain, complex, and ambiguous (VUCA) requires a different model to organisational design. Horizontal integration that fosters involvement and empowerment has proven to be an agile response to this new environment. Consequently, agile management methods are a key instrument for an organisation to prepare for future challenges in a competitive industry. But how can an organisation assess its own agile status quo? This research uses personal construct psychology (PCP) to visualize the agility status of an organisation. A range of recent empirical and practical research articles were studied to filter the most relevant practices and critical factors of organisational agility. The findings are compared to a data basis generated by 61 repertory grid interviews carried out in a SME to evaluate whether personal construct theory is a suitable approach to assess the agility status of an organisation. The findings are visualised with a repertory grid software using Generalised Procrustes Analysis (GPA). This methodology creates a 3D visualisation of the agile assessment criteria derived from the interviews. By comparing the spatial distances between construct clusters and elements the researcher and reader able to assess whether an organisation has incorporated agile practices and traits or can further advance to react more agile and flexible to external forces. Repertory grid structured interviews based on PCP generate simultaneously quantitative and qualitative results. As these are compared to the literature-based findings, it reflects a triangulation research approach.
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Scholtens, Salome, Carla Petroll, Carlos Rivas, Joke Fleer, and Barna Konkolÿ Thege. "Systemic constellations applied in organisations: a systematic review." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 52, no. 3 (August 3, 2021): 537–50. http://dx.doi.org/10.1007/s11612-021-00592-8.
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AbstractThis article—published in the Journal Gruppe. Interaktion. Organisation.— presents a systematic overview of the current empirical evidence of the effectiveness of the systemic constellation method when applied in organisations.Although the systemic constellation method is increasingly used for team coaching, organisational development and transformation processes, among others, scientific evidence on the effectiveness and quality of this method is still scarce. This may hamper the broader implementation of a potentially useful approach. Altogether, ten electronic databases were searched up to January, 2020. Multiple languages, qualitative and quantitative designs, and academic and grey literature were included. The search resulted in the identification of 79 potentially relevant publications, seven of which were prospective and 13 were retrospective effectiveness studies in terms of organisational outcomes. Only two of the seven prospective studies used a controlled design. This review concludes that the empirical evidence on the systemic organisational constellation method points toward a potentially effective intervention in the organisational context. However, it is too early to make firm conclusions as the number of studies was small and quality of the studies was low in general.The present systematic review summarises the literature on the systemic constellation method applied in organisations. It offers coaches and consultants insights into the method from a scientific perspective and describes potential mechanisms of action regarding the intervention. The results of the review provide a solid basis for future research and give directions for new studies to support quality improvement and help us better understand the factors influencing effectiveness.
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Oades, Lindsay G., Trevor P. Crowe, and Melanie Nguyen. "Leadership coaching transforming mental health systems from the inside out: The Collaborative Recovery Model as person-centred strengths based coaching psychology." International Coaching Psychology Review 4, no. 1 (March 2009): 25–36. http://dx.doi.org/10.53841/bpsicpr.2009.4.1.25.
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Mental health service provision is being transformed by a call for ‘recovery oriented care’. Rather than the traditional medical meaning of cure, the term ‘recovery’ refers to the personal and transformational process of patients living with mental illness, moving towards a preferred identity and a life of meaning – a framework where growth is possible, and the fixed mindsets around diagnoses such as schizophrenia are challenged. At an organisational level, however, organisations and their service providers have typically operated on a framework that is fixed in terms of the potentialities of the mental health patients. This paper describes the ongoing transformation of a large tertiary inpatient mental health unit in Ontario, Canada, through a parallel staff and patient implementation of a person-centred strengths based coaching framework, known as the Collaborative Recovery Model (CRM). Consistent with developments in positive psychology, the model focuses on strengths and values, goals and actions, within a coaching framework, with an emphasis on the alliance between staff and patient, and the growth potential of the patient. By using the principles of coaching psychology, mental health staff members are leading change in the organisation by personal use of the principles and practices that they are also using to coach patients. The leadership and organisational change challenges are described and future directions are discussed.
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Stein, Howard F., and Seth Allcorn. "Contributions of psychogeography to understanding unconscious dimensions of lived workplace experience." Organisational and Social Dynamics 21, no. 2 (November 5, 2021): 212–27. http://dx.doi.org/10.33212/osd.v21n2.2021.212.
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This article explores the contribution that the concept of psychogeography can offer to organisational research, theory, consulting, leadership, management, and employees. Through several stories/storytelling coupled with psychodynamic interpretations, it examines and illustrates how people in workplace organisations invest space and artefacts with unconscious personal and group significance; how space and objects serve as powerful metaphors as well as utilitarian, task-based tools. Organisational space and objects are often used to serve as symbols of strong and powerful leaders. Ordinary workplace phenomena such as buildings, entrances, doors, desks, conference rooms and tables, and pictures turn out to possess enormous psychogeographic significance in what Michael Diamond calls the “unconscious life of organisations”. Projection-driven psychogeographic transference and its traps are discussed and illustrated. The article concludes with a discussion of the usefulness of a psychogeographic perspective in understanding and working with ordinary organisational leadership–management–employee relationships, task performance, research, and consulting.
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Langan-Fox, Janice. "Industrial and Organisational Psychology in Australia: Introduction." Australian Psychologist 32, no. 1 (March 1997): 10–11. http://dx.doi.org/10.1080/00050069708259612.
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MacKie, Doug. "Connecting coaching and positive organisational psychology research." Coaching: An International Journal of Theory, Research and Practice 10, no. 1 (January 2, 2017): 2–3. http://dx.doi.org/10.1080/17521882.2017.1284410.
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Liancang, Xu, and Wang Zhongming. "New Developments in Organisational Psychology in China." Applied Psychology 40, no. 1 (January 1991): 3–14. http://dx.doi.org/10.1111/j.1464-0597.1991.tb01353.x.
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Guest, David. "Two PhD Scholarships in Occupational/Organisational Psychology." OP Matters 1, no. 29 (March 2016): 75–77. http://dx.doi.org/10.53841/bpsopm.2016.1.29.75.
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Miller, Robin. "Changing organisational culture: another role for self-advocacy?" Tizard Learning Disability Review 20, no. 2 (April 7, 2015): 69–76. http://dx.doi.org/10.1108/tldr-08-2014-0026.
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Purpose – Improvements in organisational culture are a common recommendation of enquiries into system failure and an aspiration of policy. The purpose of this paper is to explore an initiative to change culture in a low-secure service through the introduction of a self-advocacy group. Design/methodology/approach – An independent evaluation was carried out by a university research team. A theory-based methodology was deployed with qualitative data gathered through observations, interviews and focus groups. Findings – Culture change was reported by senior managers and clinicians in relation to the transparency of the service, decision making regarding resources, and engagement of patients in redesign. Self-advocacy group members reported a different relationship with senior management which in turn enabled greater influence in the organisation. Achieving these impacts relied on independent and skilled external facilitation, support from senior managers, and a calm and democratic atmosphere in the meetings. Ward staff were kept at an arms-length from the group and were less certain that it had made any difference to the way in which the ward operated. Research limitations/implications – The research was only based in one organisation and the impacts of the initiative may vary with a different local context. Research in a wider sample of organisations and culture change initiatives will provide greater insights. Practical implications – Self-advocacy groups can lead to organisation culture change alongside benefits for individual group members but require funding, external and independent facilitation, and organisational endorsement and support. Originality/value – This paper adds to the limited literature regarding culture change in secure services and services for people with a learning disability in general and also to the understanding of the impact of self-advocacy groups.
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Marino, Leda, and Vincenza Capone. "Value of Care: An Exploratory Qualitative Study with Doctors and Patients." European Journal of Investigation in Health, Psychology and Education 13, no. 7 (June 21, 2023): 1117–29. http://dx.doi.org/10.3390/ejihpe13070084.
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The concept of value in healthcare is mainly based on economic and financial aspects. However, the literature has emphasised the need to investigate value from other perspectives. The present study aimed to explore the views of physicians and patients on the value of healthcare, and to examine in depth the psychosocial and organisational elements that have emerged but that need to be investigated more. Therefore, two qualitative studies were performed, in which 69 physicians and 111 patients participated. The data were analysed using content analysis and text mining using t-lab software. The results revealed common elements between the two healthcare actors that constitute value in healthcare, including competence, professionalism, and soft skills like communication and empathy. Furthermore, the importance of functioning health services and effective organisational culture in local healthcare and investment emerged. These findings can guide healthcare organisations to consider the potential psychosocial factors related to value in healthcare, which affect organisation in terms of costs and healthcare relationships. In addition, these findings are a first step in filling the gap found in the literature regarding the consideration of value from a non-economic perspective and the difficulty of defining and measuring it.
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Oreg, Shaul, and Karen van Dam. "Organisational justice in the context of organisational change." Netherlands Journal of Psychology 65, no. 4 (December 2009): 127–35. http://dx.doi.org/10.1007/bf03080135.
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Crabb, Shane. "The use of coaching principles to foster employee engagement." Coaching Psychologist 7, no. 1 (June 2011): 27–34. http://dx.doi.org/10.53841/bpstcp.2011.7.1.27.
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The emerging area of positive psychology has created a heightened interest in applied positive organisational practices, such as coaching, which is increasingly being understood from the positive psychological perspective. A key focus in this area has been what organisations can do to engage their employees, in the form of organisational level drivers of engagement. However, there has been less concern with the individual level (or internalised) drivers that deliver an engaged state. Through an in-depth thematic analysis of factors known to contribute to peak performance at work, this research has identified a series of individual level drivers that contribute to an engaged state. The three individual drivers are Focusing Strengths, Managing Emotions and Aligning Purpose, which can be understood and applied practically through coaching interventions. Through coaching dialogues, it is proposed that individuals can work to utilise their signature strengths, positively manage their emotions and align their values to those of the organisation more effectively, ultimately serving to enhance their happiness, well-being and engagement, and thus be more likely to achieve peak performance.
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Rowland, Kevin. "Effective EPS leadership and organisational learning." DECP Debate 1, no. 100 (December 2001): 26–30. http://dx.doi.org/10.53841/bpsdeb.2001.1.100.26.
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’No profession or service has a God-given right to a future – it has to be earned, i.e. show that it can make a difference.’Rt. Hon. Jacqui Smith, MP for Redditch, Keynote speech, Fourth Annual Southern Educational Psychology Services Residential Conference, 14–15 December, 2000.‘Educational psychology services are entering a period of unprecedented change.’Sharp, Frederickson and Laws (2000, p.98).
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TOKER, Kerem, and Ali GÖRENER. "Do Employees’ Emotions Contaminate Organisations? The Relationship between Emotional Contagion and Organisational Identification." Revista de Cercetare si Interventie Sociala, no. 78 (September 15, 2022): 26–40. http://dx.doi.org/10.33788/rcis.78.2.
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This article presents empirical research that aimed to determine the direction and strength of the relationships between emotional contagion and organisational identification. Our study examined the effect of aviation sector employees’ emotional contagion levels on organisational identification and the moderating role of career characteristics, such as age differences and seniority, in this effect. Data collected from 296 aviation employees were analyzed using SPSS 25 and SPSS Process Macro programs for determining moderating effects. The findings revealed that emotional contagion has a positive and significant effect on organisational identification. It has been determined that individuals’ age and seniority differences have a moderating role in the effect of emotional contagion on organisational identification. The fact that the scope of the research is a single sector and organisation hinders the findings’ generalizability. Additionally, the cross-sectional design limits the ability to explain the cause-and-effect relationships between psychological factors. The results proved that positive emotions affect individuals faster than negative emotions and are more effective on OI. Hence, the establishment of an organisational climate dominated by feelings of love and happiness and devoid of feelings of fear and anger is recommended for managers seeking to foster OI. By revealing the implicit relationships among the concepts with empirical evidence, we aim to fill a significant gap, particularly with respect to organisational psychology, and to represent new insights to scholars and practitioners.
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Knowles, M. C. "Improving Organisational Effectiveness Through Organisational Analysis." Australian Psychologist 32, no. 3 (November 1997): 197–201. http://dx.doi.org/10.1080/00050069708257381.
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Mohanty, Sasmita, and Suchitra Panigrah. "Perceived organisational support as a mediator of the relationship between psychological contract and organisational citizenship behaviour." Организационная психология 12, no. 3 (2022): 27–35. http://dx.doi.org/10.17323/2312-5942-2022-12-3-27-35.
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Purpose. This study analyses the effect that fulfilment of psychological contract has on the organisational citizenship behaviour of employee. This effect is probed with regard to the mediation effect of an alternative theory of perceived organisational support. Study design. Drawing data from various educational institutions across India the study used survey questionnaire on a populationof 350 faculties and 60 deans (supervisor) dyad. Total sample size of the study was 400 from which 100 were supervisors and 300 employees. Out of total sample 220 were male and 180 females. It was using quantitative and qualitative method for data analysis and interpretation. For measurement scales adopted are D. W. Organ’s scale (for measuring organisational citizenship behaviour), D. M. Rousseau’s PCF scale (for evaluating fulfilment of contract) and R. Eisenberger’s scale (for measuring perceived support from organisation). Findings. It was found that fulfilment of psychological contract has asignificant positive impact on organisational citizenship behaviour and perceived organisational support. Employee commitments to organisational outcomes may be achieved through setting and actualization of psychological contracts. The study also confirmed the mediating effect of perceived organisational support on the relationship between these two variables. Originality. The originality of the paper lies in the application of the theoretical framework of organisational support to psychological contract instead of using the social exchange theory as used by most researchers.
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Nagle, Yashwant Kumar. "Guest Editorial." Defence Life Science Journal 3, no. 4 (October 3, 2018): 315. http://dx.doi.org/10.14429/dlsj.3.13417.
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In the modern era of emerging trends and technologies, the psychology has received further attention which played an imperative role in lives of human beings, their development and overall well-being in emerging society. The rising trend in varied fields of psychology such as health psychology, positive psychology, military psychology, clinical psychology, industrial psychology, organisational behaviour and counseling reflect the pace of growth of the subject in the country. In India, Defence Research and Developmental Organisation (DRDO) established under the aegis of ministry of defence is dedicated towards research and developmental activities for enhancing self-reliance in various areas of military technology. Among 52 laboratories spread across the country, the Defence Institute of Psychological Research (DIPR) has a major role in the areas of personnel selection, training and follow-up of Indian Armed Forces
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Beal III, Loyd, Jacqueline M. Stavros, and Matthew L. Cole. "Effect of psychological capital and resistance to change on organisational citizenship behaviour." SA Journal of Industrial Psychology 39, no. 2 (March 20, 2013). http://dx.doi.org/10.4102/sajip.v39i2.1136.
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Orientation: Research in positive organisational behaviour shows that positive psychological capital (PsyCap) is a construct that enables self-efficacy, optimism, hope and resilience to succeed in the workplace and that employee resistance to change is a key barrier to organisational change.Research purpose: This study examined the possible role of resistance to change as a moderator of the predictive relationship between PsyCap and organisational citizenship behaviour (OCB), in which OCB served as an index for measuring positive organisational change.Motivation for the study: Little empirical research has investigated the application of positive organisational behaviour to government organisations undergoing organisational change. Organisations can use the study results to increase positive outcomes and reduce resistance in government organisations experiencing a holistic change intervention.Research design, approach and method: The data comprised a cross-sectional survey of 97 employees from a government organisation that provides life-cycle career management support. Employees completed the 24-item psychological capital questionnaire, the 16-item organisational citizenship behaviour scale and the 17-item resistance to change scale. Data analyses used a mixed methods approach to merge quantitative inferential statistics with qualitative thematic analysis.Main findings: The quantitative analysis yielded high levels of resistance to change that moderated the positive effect of PsyCap on organisational citizenship behaviour. The thematic analysis revealed that affective, behavioural and cognitive forms of resistance to change were prevalent.Practical/managerial implications: Organisational leaders should seek to reduce resistance and increase the resources that organisations need to effect positive organisational change.Contribution/value-add: This study adds to the growing body of knowledge about positive organisational behaviour in government organisations.
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"16. Organisational Psychology." International Journal of Psychology 27, no. 3-4 (August 1992): 480–516. http://dx.doi.org/10.1080/00207599208246898.
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Du Toit, Annette, Kleinjan Redelinghuys, and Leoni Van der Vaart. "Organisational support and teachers’ performance: The moderating role of job crafting." SA Journal of Industrial Psychology 48 (September 28, 2022). http://dx.doi.org/10.4102/sajip.v48i0.2004.
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Orientation: Teachers fulfil an essential role in students’ learning and the prosperity of nations. Hence, teacher performance, and the determinants thereof, are vital to understand.Research purpose: To extend the conversation on teacher performance in a non-WEIRD (Western, educated, industrialised and democratic) nation, the authors aimed to investigate potential factors that may influence teachers’ performance, specifically from the perspective of perceived organisational support (POS) and job crafting.Motivation for the study: Due to the widespread impact of teacher performance and the potential of both POS and job crafting to enable it, it is valuable to investigate the collective effect of these variables on individual work performance.Research approach/design and method: This quantitative cross-sectional study involved 207 teachers conveniently sampled from private educational organisations in Gauteng. The Survey of Perceived Organisational Support, Job Crafting Questionnaire and an Individual Work Performance Subscale were administered to assess the study variables. Structural equation modelling was employed to confirm the dimensionality of the scales, followed by moderation analysis for hypothesis testing.Main findings: The results of the moderation analysis showed that the effect of POS on teachers’ performance is conditional upon teachers’ job crafting behaviours in the organisation. More specifically, organisational support matters for teachers’ performance but only for those with low to moderate levels of job crafting.Practical/managerial implications: Organisations could implement interventions to enhance teachers’ perceptions of support from the organisation to improve their performance. Simultaneously, organisations can invest in interventions that teach teachers to craft their jobs and create organisational environments that foster job crafting behaviours.Contribution/value-add: The study contributes to the limited body of literature on teachers’ performance in a developing context and literature on organisational support and job crafting.
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Amah, Okechukwu E., and Kabiru Oyetunde. "Human resources management practice, job satisfaction and affective organisational commitment relationships: The effects of ethnic similarity and difference." SA Journal of Industrial Psychology 45 (September 23, 2019). http://dx.doi.org/10.4102/sajip.v45i0.1701.
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Orientation: The study explored how ethnicity affects the expected relationships among human resources management practice (HRMP), job satisfaction and affective organisational commitment.Research purpose: To establish how ethnicity affects the interpretation of organisationally provided HRMP, and how this interpretation affects the relationships among the study variables.Motivation for the study: Interest has moved from HRMP outcomes to how employees attribute meaning to existing HRMP. Hence, there is a need to study the variables that affect the attribution process and their effects on the effectiveness of HRMP.Research approach/design and method: The study was quantitative and utilised cross-sectional research design. Participants consisted of 450 employees from eight organisations in Nigeria.Main findings: Results indicated that HRMP is positively related to job satisfaction and organisational commitment, and ethnicity is negatively related to job satisfaction and organisational commitment. Ethnicity moderated the relationships among HRMP, job satisfaction and organisational commitment.Practical/managerial implications: Ethnicity affected the relationships among HRMP, job satisfaction and affective organisational commitment; hence, organisations may not be deriving the full anticipated benefits of HRMP. It was suggested that organisations should train managers to adopt positive behaviours that would enhance the management of ethnic diversity and reduce the negative effects of ethnicity.Contribution/value-add: Ethnic similarity has cultural significance in Nigeria and is known to affect managers’ and employees’ behaviour and the sharing of organisational benefits in the workplace. However, studies involving its role in HRMP attribution process are lacking. Hence, this study makes a valuable contribution to how ethnicity affects attribution in HRMP studies.
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Geldenhuys, Dirk J. "Social constructionism and relational practices as a paradigm for organisational psychology in the South African context." SA Journal of Industrial Psychology 41, no. 1 (February 5, 2015). http://dx.doi.org/10.4102/sajip.v41i1.1225.
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Orientation: This article is about introducing social constructionism and relational practices as a paradigm perspective to organisational psychology, especially as these are applied in organisation development. Research purpose: The aim of this study was to investigate the relevance of social constructionism and relational practices as a paradigm perspective for studying and practising organisational psychology in the South African context. Motivation for the study: The relevance of the paradigm perspective that is currently used in studying and practising organisational psychology in South Africa seems to be biased towards an individual perspective of human behaviour that is incongruent with the African context, which asks for an Afro-centric approach with the emphasis on human relationships. It was argued that social constructionism and relational practices could provide a relevant perspective that can help to transform workplace relationships in the South African context. Research approach, design and method: This study was based on a non-empirical, theoretical research design. Articles written in English and published between 2002 and 2013 using specific keywords relating to social constructionism and organisational psychology were retrieved. This was supplemented by other relevant electronic and hardcopy resources. The main findings are reported and discussed and recommendations made. Main findings: Although the literature on social constructionism and relational practices is limited in organisational psychology, it does provide an additional perspective, not only on the mainstream theory, but also as a practice in organisation development for transforming workplace relationships in the South African context. Practical/managerial implications: Organisational psychology should be cautious about the possibility of constructing a monologue at the expense of introducing new perspectives on behaviour in the workplace. Organisational psychologists should be trained in alternative approaches such as social constructionism in order to facilitate relationships and consider applying relational practices as practical philosophy in dealing with clients, thus changing their role from that of expert to that of relational practitioner, focusing on the relational processes and making use of local contextual knowledge. Contributions/value add: This article contributes to the mainstream literature on organisational psychology, more specifically organisation development as an applied field of organisational psychology, by including social constructionism with its emphasis on relational practices as an alternative approach to the field.
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Van der Westhuizen, Amorei, and Dirk J. Malan. "Influence of employee perceptions of corporate social responsibility on affective commitment." SA Journal of Industrial Psychology 49 (March 14, 2023). http://dx.doi.org/10.4102/sajip.v49i0.2068.
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Orientation: The study attempted to establish the role played by different perceived corporate social responsibility (CSR) activities on the organisational commitment of employees.Research purpose: To investigate the nomological network of variables playing a role in the relationship between Perceived CSR and Affective Commitment.Motivation for the study: Understanding the contribution of perceived corporate social responsibility to the organisational commitment of employees could inform managerial attempts to facilitate positive employee attitudes.Research approach/design and methods: The current study utilised structural equation modelling to evaluate the hypothesised multivariate causal relationships in the proposed model. A convenience sample of 172 employees of a consumer goods company completed several questionnaires, including measures of Affective Commitment, Perceived CSR, Organisational Social Identity, Perceived Organisational Justice, Psychological Contract, as well as three cultural value orientations.Main Findings: The most significant finding of the study was the positive relationship between Perceived CSR and Affective Commitment. The results revealed that Perceived CSR has a positive impact on Perceived Organisational Justice and fulfilment of the Relational Psychological Contract. Both variables impacted on Organisational Social Identity, which was positively related to Affective Commitment.Practical/managerial implications: Organisations should ensure that employees are made aware of their CSR policies and activities through corporate communication. Organisations should also invest their resources in dealing with social problems that are regarded as important by employees and engage in fair human resource practices.Contribution/Value-add: Engagement in CSR activities could help retain and attract talented candidates and increase commitment and identification with the organisation.